INTRODUCION HUMAN RESOURCE MANAGEMENT Human Resource Management is primarily concerned with the peoples dimension in the organization.

It is a crucial subsystem in the process of

Management. The success of failure of an organization not only depends on material, machines and equipment but also on the personnel (called human resources) who are put in their best efforts for an efficient performance at the job. Human resource management refers to a set of programmes; functions and activities designed and carried out in order to maximize both employee as well as organizational effectiveness. Human resource management at macro level spells the total sum of all the components like skill, and creative, ability possessed by all the employees. Human resource management is the management of employees skills, knowledge, talents, aptitudes, creative abilities etc. Here, employees are treated as resource. Employees are treated as profit centers and therefore, capital is invested for human resource development and future utility. Personnel management is the planning, organizing, directing, and controlling of the procurement, development, compensation, integration, maintenance, and separation of human resources to the end that individual, organizational and societal objectives are accomplished.

HUMAN RESOURCE FUCNTION Human Resource Management must perform certain functions.
I)

MANAGERIAL FUNCTIONS: Managerial functions of Human resource management involve Planning, Organising, Directing, and Controlling.

II)

OPERATIVE FUNCTIONS: Operative functions are those functions, which are entrusted to the human resources department. Such functions are of the routine nature. The operative functions of personnel

management are related to specific activities of personnel management, viz, employment, development, compensation and relations. All these functions are interacted by managerial functions

RECRUITMENT AND SELECTION PROCEDURES Recruitment and selection represents one of the most routine yet one of the most vital function of any organization. Procurement of efficient and capable employees can significantly contribute to the success of an organization. A faulty recruitment and selection procedure can play havoc with the organizations plans and all its future vision will be in jeopardy. Thus, to ensure a smooth implementation of its policies, a sound recruitment and selection has to be carried out by the personnel department in the organization. A keen study has been made to study the Recruitment and Selection procedures in Infotech Enterprises Ltd with the esteemed cooperation of staff and management.

RECRUITMENT: Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient work force. Steps in Recruitment Recruitment Policy Recruitment policy of any organization is derived from the personnel policy of the same organization. Recruitment policy by itself should take into consideration the government policies, personnel policies of other competing organizations, organizations personnel policies, recruitment sources, recruitment needs, recruitment costs, selection criteria and performance etc

Sources of Recruitment
The sources of recruitment are broadly divided into two categories. Those are (a) (b) Internal Sources External sources

(a) Internal sources This refers to recruitment from within the organization so as to conserve the existing manpower through implementation of policies of promotions and transfers. Recruitment from within the organization has many benefits such as

1) Selecting an employee from within the enterprise can enhance the morale of the employees. 2) It ensures stability of employment and it builds loyalty among the employees by creating a sense of job security and personal advancement among them and making them a contented work force. The main shortcomings of the internal source are: The new blood may be discouraged from entering an organization. Inadequacy of manpower since the internal sources may dry up during the expansion of the company creating numerous vacancies. (b) External Sources External sources are those sources, which are outside the organizational pursuit. External sources include campus recruitment, private employment agencies, consultants, professional associations, data banks, stray applicants, The merits of external recruitment are: A wider field of recruitment. Outside candidates may possess varied and broad experience and knowledge. Introduction of new blood into enterprise, with the inflow of new ideas and viewpoints. The limitations of the external source:

In the external source one has to take a chance with the selected persons regarding their loyalty and their desire to continue and also the organization has to make large investments in their training and induction. Techniques of Recruitment Recruitment techniques / methods are the means by which the management attracts prospective employees or motivate the candidate to apply for the jobs. If the management uses a wrong type of method for recruiting employees then it results in employing the wrong person. Then it is waste of time and money. So, to overcome this type of problem best method of recruitment that meets the organizational requirements should be decided and used. Management uses different types of techniques / methods of recruitment to stimulate internal and external candidates to apply for the jobs. The methods that are used for recruiting internal candidates are Transfers, Dismissals, Retirement, Employee meets with an accident. The methods that are used for recruiting external candidates are like Advertising, employees referred CVS, through employment agencies, through campus recruitment. Some of the above methods are described as follows: a) Transfers Transfers in the organization may be with in same branch but into some other position, department or to some other branch. The transfers sometimes may be in favor to the candidate or against.

b) Dismissal Termination of the employees sometimes will be done when employee doesnt perform the assigned tasks to them and if they act against the rules and regulations of the organization. c) Retirement When the employee of the organization completes his/her service period then he/she will be retired. In that position the organization will consider to recruit. d) Accidents When the employees of the organization meets with an accident and if he/she cannot report to the services immediately and if it takes comparatively more time then management tries to fill the position. e) Candidates Referred by Employees The current employees of the organization when come to know about the opportunities available in the organization they recommend some candidates to the company whom they know. f) Advertising Advertisement is widely accepted technique of recruitment. This provides only one-way communication. It provides the candidates in different sources, the information about the job and the company and stimulates them to apply for the job. It

includes advertising through different media like newspapers, magazines of all kinds, radio, television etc. The modern sources and techniques of recruitment are walk-in, tele-interviews, head hunting. SELECTION After identifying the sources of HR, searching for prospective employees and motivating them to apply for jobs in an organization then the management has to perform the function of selecting the right employees in the right job at the right time. Need for Selection The obvious intention in the selection is to choose the best-qualified and suitable individual or candidate. The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Therefore, we can say that the need for selection is to choose the right person in the right place at the right time. For this strong Recruitment and Selection system should exist in the enterprise. Selection Procedures The Selection Procedure is the system of functional and devices adopted in a given company to ascertain whether the candidates profile is matched with the job requirements or not. There is no standard selection procedure that can be followed by all the companies in all the areas. Companies may follow different selection techniques or methods. Following are the selection methods generally followed by the companies.

i) Job Analysis Vs Actual Requirement: Job analysis is the basis for selecting the right candidate. Every organization should finalize the job analysis, job description, job specification and employees specifications before proceeding to the next step of selection. ii) Job Design: Job design is the specification of the contents, method and relationships of jobs to satisfy technological and organizational requirements as well as the personal needs of jobholders. iii) Recruitment Recruitment refers to the process of searching for prospective employees and stimulating them to apply for jobs in an organization. It is the basis for the remaining techniques or methods of selection. iv) Application Form: The technique of application form is traditional and widely accepted for securing information from the prospective candidates. It can be also used as a device to search the candidates at the primary level. In this application blank the following information can be generally available. --- Personal information --- Educational background --- Work experience --- Salary
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--- Extra curricular activities --- Achievements in life --- References v) Written Examinations: The organizations have to conduct written examinations for the qualified candidates after they are screened on the basis of the application so as to measure the candidates ability in arithmetic calculations to know the candidates attitude towards the job, to measure the candidates aptitude in reasoning, knowledge in various discipline, general knowledge and English language. vi) Preliminary Interview: The preliminary interview is to solicit necessary information from the prospective applicants and to address the applicants suitability to the job. The requirements regarding education, experience and salary expected aptitude towards the job, age, physical appearance and other physical requirements.

vii) Group discussions: Group discussion is a method where group of successful applicants are asked to discuss about a subject matter. The candidates in the group are required to analyze, discuss, and find alternative solutions. And the selection panel observes them in various aspects.

viii) Tests: The most vital technique of selection, which gained significance in recent years, is testing. The main objective of tests is to solicit further information to assess the employee suitability to the job. It would be difficult for the

organization to evaluate candidate performance only on the basis of application

There are various types of tests used to evaluate the candidates Performance. a) Intelligence Tests These tests in general measure intelligence quotient of a candidate. In detail these tests measures capacity for comprehension, reasoning, vocabulary, numbers, memory etc.

b) Achievement Tests These tests are concerned with what one has accomplished. These tests are useful to measure the value of specific achievement when one organization wishes to employ experienced candidates.

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c) Situational Tests These tests evaluate the candidate in a similar real life situation. In this test the candidate asked either to cope with situation or solve critical situations of the job. d) Interest Tests These are inventories of the likes and dislikes of the candidate. The purpose of this test is to find out whether a candidate is interested or disinterested in the job. e) Personality Test These tests prone deeply to discover clues to an individuals value system, his emotional reactions and maturity and characteristic. f) Projective Test Candidates are asked to project their own interpretation of certain standard stimulus basing on ambiguous pictures, figures etc. under this test. Final Interview This is the most essential step in the process of selection. In this step the interviewer matches the information obtained about the candidate through various means to the job requirements through his own observation during interview. Pre-Employment Medical Examination Certain jobs require certain physical fitness like clear vision, perfect hearing, etc. Medical Examination reveals whether or not candidate fit for employment.

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Final Decision of Line Manager Concerned The line manager concerned has to make the final decision whether to select or reject a candidate after soliciting the required information through different techniques. Reference Checks After completion of the final interview and medical examinations the personnel department will engage in making reference checks. The reference check will fetch useful and reliable information to the organization about the candidate. Employment After completion of all tests, interview and the pre-employment medical exam the organization sends the appointment orders to the successful candidates either immediately or after sometime depending on the urgency of the requirement. His/Her appointment is valid after obtaining clearance from companys physician, about the candidates fitness for employment.

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NEED OF THE STUDY: In the global environment, most of the employees have been taking care in preparation of hr policies like human resource planning, recruitment policy, compensation policy and so on Study of the different techniques of recruitment and selection which are in practice in the organizations cross checking with the competitors practices is a usual updatable issue in the organizations. The adaptability of the organizations in accordance with organizational objectives, demand and supply of human resource, competitors strategies is utmost important in this competitive world The study of the recruitment and selection concepts and its updation by the companies reveals its cautiousness in this context. It is a precautionary and conscious step to realize its objectives and goal. A mistake in this stage transforms an organization and may transforms an organization and may route to face the damages to the organizational visualization and its accomplishment. Foreseeing of unwarranted damages that may be possible with the wrong Recruitment and Selection, the concept got its own significance Hence a study of Recruitment and Selection is conducted at ICICI..

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OBJECTIVE OF THE STUDY: 1) Objective to know that the present recruitment policy of the organization is meeting current and future requirement. 2) The current recruitment process is satisfactory or not. 3) To verify the recruitment policy and its practice in the organization. 4) To know ones perception with regard to the organizational inputs and its practically. 5) To know the changes to be made to the recruitment policy on the basis of the feed back from employees.

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METHODOLOGY:
Statement of the problem Recruitment is the process of searching for prospective employees and stimulating them to apply for the jobs in the organization. Identification of the problem The most significant elements for any organization are men, materials, money and machines. Out of these four elements manpower assumes the greater importance. Since, without efficient manpower the presence of better materials, machines and sufficient capital are useless for any organization. So all other available elements can be effectively utilized only when there is efficient manpower and then that organization can be successful in accomplishment of its objectives. So, for any organization to be successful in the market it should feel that employees as its assets. It should have a view that employees are the sources of Good will & Profit. Each organization is run and steered by people. If the requirement and selection process is not satisfactory it will not be able to withstand in the market, even though it is full of resources & financially good. Recruitment and selection procedures play a vital role in the organization.

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MethodologY Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them. Research methods can be classified in to two types. They are quantitative research methods and qualitative research methods. Quantitative research methods were originally developed in the natural sciences to study natural phenomena. Examples of quantitative methods now well accepted in the social sciences include survey methods, laboratory experiments, formal methods and numerical methods. Qualitative research methods were developed in the social sciences to enable researchers to study social and cultural phenomena. Qualitative data sources include observation and participant observation (field work), interviews and questionnaires, documents and texts, and the researchers impressions and reactions. Here the research is done through questionnaires. The data used for analysis and interpretation is from the responses of the employees for the questionnaire. Comparison of responses is used for interpreting the data.

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The project is presented by using tables, bar charts with their interpretation. A survey is undertaken in evaluating the effectiveness of Recruitment and

Selection procedures of Infotech Enterprises Ltd . Questionnaire Questionnaire is the testing tool of this project. A questionnaire is a formalized set of questions for collecting information. Its function is measurement. The questionnaire is administered by the means of personal interview. The questionnaire contained clear concept of the needed information about the recruitment and selection procedure of the organization. It contained two to five options for a question. I used this for the purpose of getting absolute response from the respondent. Sample of the Study Sampling is the process of obtaining information about the entire population by examining only a part of it. So the sample has been taken from the executive employees of the organization. Sample size is restricted to 50 respondents due to time constraint. Sources of the data The information collected for the purpose of this study consists of both primary and secondary data.

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Primary data Data originally collected for an investigation are known as primary data. Conducting personal interview through questionnaire with the employees of the IT organization has collected the information gathered for the purpose of this project. Most of the study for this project is based on primary data itself. Secondary data Data, which is not originally collected rather obtained from, published or unpublished sources, is known as secondary data. The published sources out of which data have been collected include annual reports, chairmans review, and textbooks on Personnel Management etc. Total information about the organization has been extracted from these secondary sources.

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S C O P E:

My scope of the study is limited to the organization recruitment policy and the selection process. The requirements of the organization may be

effected with the recruitment policy of the organization may be effected with the environmental factors influence.

Hence the scope of the study was confined to the existing policy of the organization. interpretations. The existing employees opinions were reflected in the

It reveals the new job aspirants, perceptions, with regard to

different organization inputs have not been reflected at my study.

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LIMITATIONS OF THE STUDY: The study is mostly based on preliminary data, which was drawn from few employees of the organization. Sample size is too large when compared to whole employees of the organization. The conclusions and suggestions, which have given by me, are up to my knowledge.

The main limitation of my study is, it is restricted in respect of time as it is to be completed within the stipulated time of six weeks.

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THEORETICAL

FRAMEWORK

In todays rapidly changing business environment, organizations have to respond quickly to requirements for people. Hence, it is important to have a well-defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. Selection is one area where the interference of external factors is minimal. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best results. These caselets discuss the importance of having an effective recruitment and selection policy. They discuss the importance of a good selection process that starts with gathering complete information about the applicant from his application form and ends with inducting the candidate into the organization

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 The importance of having an effective recruitment and selection policy in an organization, the recent trends that have influenced the process of recruitment and selection in an organization, various challenges faced by organizations in the process of recruiting and selecting employees Business environment, organizations, requirements, recruitment policy, the vacant positions, wrong candidate, rejecting, right candidate, costly, mistakes , external factors, minimal, HR department, selection policy, tools, gathering complete, information, applicant, application form, inducting Matrix Enterprises (Matrix) is one of the growing firms in the telecom industry. Matrix had recently won the Company of the Year - 2003, award for excellence, which was sponsored by one of the leading business magazines. The award was given to Matrix for its Six Sigma initiative in its sourcing and recruiting activities. This initiative of Matrix helped the company add substantially to its bottom line... Integrated Solutions was a growing organization in the telecom industry. Its phenomenal growth in the recent past led to a huge manpower requirement in the company. Recruiting the required resources was a challenging task for the HR department as there was a dearth of talent in human resources in the market with too many companies vying for the same talent. The CEO of the company called for a meeting of all the heads of departments to discuss ways in which the manpower requirement could be met. The CEO invited suggestions about innovative ways of recruiting top talent in the industry...

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 It was an important day for Abhay Mittal, a management graduate seeking an employment opportunity in the competitive business environment. He received an interview call from one of the nations leading private sector banks for the post of Relationship Manager (RM). His selection as an RM would be just the right break for Mittal in terms of the exposure and experience he would get in this customer-oriented business environment... Regal Attires is an upcoming garments manufacturer, which planned to expand its sales to around 15 new cities in the country by the end of the financial year. To achieve this, Regal had to increase its manpower substantially. It placed advertisements in all the leading newspapers and magazines stating its requirements. The HR department worked hard to attract the best resources. It undertook a massive recruitment drive that covered all parts of the country. In response to these advertisements, Regal received a large number of applications for each position...

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COMPANY PROFILE
Introduction to the company: All through the globe the winds of change have swept the corporate world and changed the way in which things are done. Changes have caused impact on all systems and processes so rapidly that organizations that have not kept pace with this have got wiped out. The changing trends in the corporate world have largely been due to the gigantic leaps in information technology both hardware and software. The incorporation of information technology to support every facet of management and organization working has had a major impact in organizations. In the formative days of business enterprise management and control of an organization presented little problem. Typically, the entrepreneur initiated

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his own plans, directly supervised his employees executing these plans and made modifications as and when necessary. The goals of the firm were the same as that of the founding directors. However, with the steady growth towards large organisations, coordinating and managing the efforts of a multitude of individuals, tasks, hierarchies, technology, finance, markets is no longer simple and has become the biggest challenge for the corporate world and modern business. To meet these challenges the rapidly growing field of Information technology was being heavily leaned upon. In the race to remain healthy, profitable and growth oriented, organizations constantly sought and invested money into information technology especially in areas like finance, manufacturing, quality, market information systems, human resource management, purchase, sales etc. A number of environmental changes can effect the organization in many ways. One of the major

changes that can happen to any organization is use of Information Technology. In today's context the traditional organizations are being transformed into the information-based organizations. The ability to capture, store, process and distribute information is critical to most organizations. Information Technology has become a tool to provide effective customer service,

analyze marketing opportunities, manage personnel more specific human resource, manufacturing and production operations. Information

Technology, is definitely going to change the way of life, transforms the scope of doing business and improves every activity of the organization.

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Applications of Information Technology can impact the individual, the function or the organization as a whole. These applications can be placed into 3 categories such as for efficiency, effectiveness and transformation. All of these categories can be applied to the individual, function or the entire organization. Information Technology has many implications to the managers of today. Some of the queries the managers need to look for effective answers will cover aspects like the type of information needed, what technologies should be adopted, what variety of Information System should support business needs. There is a need to understand design and development of systems suitable to various functions of the organization vis-a-vis as integrated Information System. The future of Information Technology is very strong, enlarging and also breath-taking as use of Information Technology totally spreads the

information base enabling managers to have a wide range of alternative solutions to solve the managerial problems and support with the most essentially required data. .Information Technology of the future may

turnout to be more technology, less paper work. It has also become extremely important to have very efficient and effective communication systems, which improve and keep the Information needs. Information systems in the management of Human resource came much later because of the realization that the enabling or destabilizing force can come from this critical resource. When dated back, the earliest of organizations abreast with the

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computers in HR was in payroll and personnel

records systems. For facilitate

obvious practical reasons the two functions were merged, to

record keeping and administration. The organizations of the yesteryears were only capturing that data which was very essential and the entire

process was totally based on manual systems. The decision-making activity too was hampered in a number of cases due to lack of complete

comprehensive data, which could otherwise have been meaningful, and to the satisfaction of both the employee and the employer. Things began to change - slowly at first and with increasing speed in the 1970's and the 1980's. During 1980's remarkably entry of automated

systems of all kinds in different functions of organizations started impacting the mindset of the traditionally conservative personnel managers. The while

personnel managers felt that there were lot of processes which

critical but were unnecessarily time consuming and if these could be arranged in a planned and programmed manner a lot of time could be saved for other activities. Thus started the serious foray of the Human resource managers and the information technology managers into designing and developing the right tools to enable decision making in this function. Today human resource managers spend considerable time in assessing, selecting, implementing, evaluating and managing sophisticated computerbased information systems that are radically changing the flow of work and data in HR departments. Some of the practical questions, which the HR

managers seek answers, are How can automated HR systems make

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organizations more responsive to competitive pressures, as well as to internal needs for well-integrated information about the workforce? How can HR information systems streamline tasks such as compensation, benefits administration? How can the HR information systems help in activities such as performance management, manpower planning, succession planning and the like at a strategic level? How does HR information systems help in deciding on the training needs of the employees? The above queries have been continuously addressed to the information experts in the organization as well as external agencies who provide

turnkey application design, development and implementation. The other important aspect the HR managers have been constantly looking for is obtaining relevant, timely and precise reports with utmost wider scope for decision-making. Studies

accuracy to provide them a

conducted in the western world especially in the USA clearly indicate that there is a strongly felt need of automated HR information systems for organizations, which are expanding in length and breadth or diversifying. A Survey done in the USA as reported by Alastair Evans12(1986) and the objective of this survey was to assess the extent of automating the HR

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function in organizations in the

US. A random sample of 50 from

America's fortune 500 companies was selected. The study found that the organisations that went for automating the HR information to increase the efficiency of the data and information availability for decision making, had kept specific or only a couple of applications in mind. It revealed that a large number of these organisations had their HR information systems running on mainframes and a few of them on the mini-computers. Over a period of time the front-end user would become transparent to the

technology and would like to ensure the availability of data and information at the right point in time. The survey points towards the need for a comprehensive HR information system, which is the need of the hour for organizations more so for typical manufacturing organisation.

Organisations have been moving rapidly towards creating relevant database of their human resource in order to facilitate decision-making and to create smooth and timely flow of information. While a lot of work has been done in this area there is still tremendous scope for improvement and filling some gaps. In this study the researcher makes an attempt to review the vast canvas of work and narrows it down to some significant gaps. Further the researcher attempts to design a Human Resource Information System (HRIS), which will address these gaps. HISTORY OF THE ORGANISATION

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 ICICI Bank is India's second-largest bank with total assets of about Rs.

2,513.89 bn (US$ 56.3 bn) at March 31, 2010 and profit after tax of Rs. 25.40 bn (US$ 569 mn) for the year ended March 31, 2010 (Rs. 20.05 bn (US$ 449 mn) for the year ended March 31, 2009). ICICI Bank has a network of about 614 branches and extension counters and over 2,200 ATMs. 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. ICICI Bank set up its international banking group in fiscal 2002 to cater to the cross border needs of clients and leverage on its domestic banking strengths to offer products internationally. ICICI Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in Singapore, Bahrain, Hong Kong, Sri Lanka and Dubai International Finance Centre and representative offices in the United States, United Arab Emirates, China, South Africa and Bangladesh. Our UK subsidiary has established a branch in Belgium. ICICI Bank is the most valuable bank in India in terms of market capitalisation. ICICI Bank's equity shares are listed in India on the 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).

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 ICICI Bank has formulated a Code of Business Conduct and Ethics for its directors and employees.
At June 5, 2010, ICICI Bank, with free float market capitalization* of

about Rs. 480.00 billion (US$ 10.8 billion) ranked third amongst all the companies listed on the Indian stock exchanges. ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46% through a public offering of shares in India in fiscal 1998, an equity offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at the initiative of the World Bank, the Government of India and representatives of Indian industry. The principal objective was to create a development financial institution for providing medium-term and long-term project financing to Indian businesses. In the 1990s, ICICI transformed its business from a development financial institution offering only project finance to a diversified financial services group offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first bank or financial institution from non-Japan Asia to be listed on the NYSE.

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 After consideration of various corporate structuring alternatives in the

context of the emerging competitive scenario in the Indian banking industry, and the move towards universal banking, the managements of ICICI and ICICI Bank formed the view that the merger of ICICI with ICICI Bank would be the optimal strategic alternative for both entities, and would create the optimal legal structure for the ICICI group's universal banking strategy. The merger would enhance value for ICICI shareholders through the merged entity's access to low-cost deposits, greater opportunities for earning fee-based income and the ability to participate in the payments system and provide transaction-banking services. The merger would enhance value for ICICI Bank shareholders through a large capital base and scale of operations, seamless access to ICICI's strong corporate relationships built up over five decades, entry into new business segments, higher market share in various business segments, particularly fee-based services, and access to the vast talent pool of ICICI and its subsidiaries. In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March 2009, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2010. Consequent to the merger, the

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ICICI group's financing and banking operations, both wholesale and retail, have been integrated in a single entity.

DATA ANALYSIS&INTERPRETATION
ANALYSIS AND INTERPRETATION 1. A question was posed to respondents that how long they have been working with the company. Resondents 0-1 year 1 To 33 To 4 .17% Engineers years years 37.50%
29.16%

55

to

10above years 4.17%

10

years 29.16%

Engineers

4.17% 25.00% 37.50%

25%

33

0-1 year 1 To 3 years 3 To 5 years 5 to 10 years above 10 years

Graph-I

4.17%

From the above data it is inferred that 37.50% of the respondents have been working with 0-1 year of experience. 4.17% of the respondents have been working with 1-3 years of experience. 25.00% of the respondents have been working with 3-5 years of experience. 29.16% of the respondents have been working with 5-10 years of experience. 4.17% of the respondents have been working above 10 years of experience.
2. It was asked to the respondents that how did they come to know about the

vacancy. Through Placement Respondents Advertisement Agency referral Engineers 54.16% 16.67% 16.67% 12.50% Employee Application any Stray

GRAPH-II

34

En gin eers
12.50%

Advertisement
16.67% 54.16% 16.67%

Placement Agency Through any Employee referral Stray Application

From the above data it is inferred that 54.16% of the respondents came to know about the vacancy in the company through advertisement. 16.67% of the respondents came to know through placement agency. 16.67% of the respondents came to know through any employee referral. 12.5% of the respondents came to know through stray application. 3. It was asked to the respondents that which of the following attracted them to apply for the job. Respondents Companys Reputation Engineers 54.16% Reasonable Salary 4.17% 25% Career growth Working Atmosphere 16.67%

GRAPH-III

35

Engineers

16.67%

Companys Reputation Reasonable Salary

25%

54.16%

Career growth Working Atmosphere

4.17%

From the above data it is inferred that 54.16% of the respondents are attracted by the companys reputation and 4.17% of the respondents are attracted to the reasonable salary. 25% of the respondents are attracted to the career growth. Thus 16.67% of the respondents are attracted to the working atmosphere of the company. 4. It was asked to the respondents that do they think the waiting time between an interview and issue of offer was: Less Respondents expected Engineers 4.17% 70.83% 25.00% than Reasonable Too Long

GRAPH-IV

36

Engineers 4.17%

25%

Less than expected Reasonable Too Long

70.83%

From the above data it is inferred that 4.17% of the respondents felt that the waiting time between an interview and issue of offer was less than expected. 70.83% of the respondents thought that the waiting time was reasonable. And 25% of the respondents thought that the waiting time was too long. 5. It was asked to the respondents that would they recommend employment in their company, to a friend. Definitely Respondents Engineers Definitely 65% Probably 10%
Engin eers

Probably Not Not 3% 22%

GRAPHV
3% 10% 65%
37

22%

Definitely Probably Probably Not Definitely Not

From the above data it is inferred that 65% of the respondents were Definitely willing to recommend their friend for employment at their company. 10% of the respondents were probably willing to recommend their friends. 3% of the respondents were probably not willing to recommend their friends. 22% of the respondents were Definitely not willing to recommend their friends. 6. It was asked to the respondents regarding the type of sources of recruitment do they feel is the best External Respondents Engineers Internal Sources Sources 25.00% 37.50% Recruitment 37.50% Campus

Graph-VI

38

En gin e ers

25% 37.50%

Internal S ources External S ources

37.50%

Campus Recruitment

From the above data it is inferred that 25% of the respondents feel that Internal sources of recruitment is the best source. 37.5% of the respondents feel that external sources of recruitment is the

best source. And 37.5% of the respondents feel that campus recruitment is the best source of recruitment 7. It was asked to the respondents that do they think by recruiting potential candidates/incumbents externally, are they successful in pooling in talented and fresh recruits. Strongly Respondents Engineers Disagree Disagree 8.33% 0% Agree 58.34% Agree 33.33% Some whatStrongly

GRAPH-VII

39

En gin eers 8.33% 33.33%

0%

58.34%

From the above data it is inferred that 8.33% of the respondents disagree that by recruiting potential candidates externally; they are successful in pooling talented and fresh recruits. respondents have strongly disagreed this opinion. 58.34% of the respondents have somewhat agreed. respondents have strongly agreed. 8. It was asked to the respondents that based up on their recent services, how would they rate their overall satisfaction with the company. Respondents Engineers Excellent 8.33% Good 45.84% Average 33.33% Fair 8.33% Poor 4.17% 33.33% of the 0% of the

Graph-VIII

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8.33%

4.17% 8.33%

En gin eers
Excellent Good Average Fair Poor

45.84% 33.33%

From the above data it is inferred that 8.33% of the respondents have rated their satisfaction with the company as excellent. 45.84% of the respondents have rated their satisfaction with the

company as good. 33.33% of the respondents have rated their satisfaction with the company as average. 8.33% of the respondents have rated their satisfaction with the company as fair. 4.17% of the respondents have rated their satisfaction with the company as poor 9. It was asked to the respondents that, do they think the recruitment and selection process is up to the mark. Probably Respondents Engineers Definitely Probably Not 65 10 12 Not 13 Definitely

Graph-IX

41

En gineers
13%

12%

Definitely Probably Probably Not

10%

Definitely Not

From the above data it is inferred that 65% of the respondents have Definitely with the recruitment and selection process of the company. And 10% of the respondents have probably with the

recruitment and selection process of the company. 12% of the respondents have probably not with the recruitment and selection process of the company. 13% of the respondents have Definitely not with the recruitment and selection process of the company. 10. It was asked to the respondents that what information does the recruiter provide to attract the candidates. Salary Job Respondents Description Specification Specification Perks Engineers 16.67% 20.83% 0.00% 8.33% 54.17% Job Employee & Prospectus Career Growth

En gin eers
16.67% 20.83%

Job Description Job Specification Em ployee Specification Salary & Perks

54.17%

0% 8.33 %

42

Career Growth Prospectus

Graph-X From the above data it is inferred that 16.67% of the respondents felt that the information about the job description provided by the recruiter attract the candidates. 20.83% of the

respondents felt that the information about the job specification provided by the recruiter attract the candidates. 0.00% of the respondents felt that the information about the employee specification provided by the recruiter attract the candidates. 8.33% of the

respondents felt that the information about the salary & perks provided by the recruiter attract the candidates. 11. It was asked to the respondents that what do they prefer to know before applying for the job. Salary Job Respondents Description Specification Responsibilities Specification Perks above Engineers 0.00% 4.17% 8.33% 4.17% 0.00% 83.33% Job Job Employee & The All

Graph-XI
0% 4.17% 8.33%

En gin eers
0%

Job Description Job Specification Job Responsibiliti es Em ployee Specification Salary & Perks

4.17%

83.33%

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From the above data it is inferred that 0.00% of the respondents preferred to know about the job description before applying for the job. And 4.17% of the respondents preferred to know about the job specification before applying for the job. 8.33% of the respondents preferred to know about the job responsibilities before applying for the job. 4.17% of the respondents preferred to know about the employee specification before applying for the job. 0.00% of the respondents preferred to know about salary & perks before applying for the job. Thus 83.33%of the respondents preferred to know about all the above details before applying for the job. 12. It was asked to the respondents that be their academic studies related to the work they perform. Respondents Engineers Definitely 60 Probably 10 Probably Not Definitely Not 10 20

Graph-XII

Engineers
20%

Definitely
10% 60% 10%

Probably Probably Not Definitely Not

44

From the above data it is inferred that 60% of the respondents have agreed that their academic studies definitely related to the work they perform. 10% of the respondents have not agreed that their academic studies probably related to the work they perform. 10% of the respondents have not agreed that their academic studies probably not related to the work they perform. 20% of the respondents have not agreed that their academic studies definitely not related to the work they perform. 13. It was asked to the respondents how is their Job Description different from your role being played in the organization. Respondents Both are Slightly same Engineers 58.33% different 25.00% Significantly different 16.67%

Graph-XIII

Engineers 16.67%
Both ar e same Slightly diff erent

25%

58.33%

Signific antly diff eren t

45

From the above data it is inferred that 58.33% of the respondents have agreed that both the job description and the role being played them in the organization are same. 25% of the respondents have agreed that both the job description and the role being played them in the organization are slightly different. 16.67% of the respondents have agreed that both the job description and the role being played them in the organization are significantly different. 14. It was asked to the respondents that If they happen to be in the interview panel, which of the following will be given more weight age. Job Analytical Respondents knowledge bent of mind Ability & Aptitude Engineers 50.00% 25.00% 0.00% 0.00% 0.00% 25.00% Conversational Judgment Personality Potential

Graph-XIV

Engineers
Jo b kno wled g e & Ap titud e Analytical b ent o f mind

0% 0% 0%

25% 50%

Co nversatio nal Ab ility

25%
Jud gment

From the above data it is inferred that

46

50.00% of the respondents have agreed that more weight age will be given to job knowledge & aptitude, if they happened to be in the interview panel. 25.00% of the respondents have agreed that more weight age will be given to Analytical bent of mind, if they happened to be in the interview panel.

0.00% of the respondents have agreed that more weight age will be given to conversational ability, if they happened to be in the interview panel. 0.00% of the respondents have agreed that more weight age will be given to judgment, if they happened to be in the interview panel. 0.00% of the respondents have agreed that more weight age will be given to personality, if they happened to be in the interview panel. 25.00% of the

respondents have agreed that more weight age will be given to potential, if they happened to be in the interview panel.

47

15. It was asked to the respondents that what type of tests do they prefer for selecting the suitable candidates. Respondents Aptitude test Personality test Both Engineers 12.50% 4.17% 83.33%

Graph-XV

Engineers
12.50% 4.17%

Aptitude test Personality test

Both

From the above data it is inferred that 12.50 of the respondents have preferred aptitude test for selecting the suitable candidates.

48

4.17% of the respondents have preferred personality test for selecting the suitable candidates. 83.33% of the respondents have preferred both aptitude test and personality test for selecting the suitable candidates.

16. It was asked to the respondents that do they feel that they are placed in the right job and in the right department. Respondents Engineers Always 58.33 Some times Rarely Never 11.67 8 22

Graph-XVI

Engineers
22%

Alway s
8%

Some times
58.33%

Rarely Neve r

11.67%

From the above data it is inferred that 58.33% of the respondents have agreed that they are placed always in the right job and in the right department

49

22% of the respondents have agreed that they are placed some times in the right job and in the right department 8% of the respondents have agreed that they are placed rarely times in the right job and in the right department 11.67% of the respondents have agreed that they are never placed in the right job and in the right department 17. It was asked to the respondents that is their company providing opportunities for career-development of the company. Respondents Always Some times Rarely Never

Engineers 41.67 4.5 15.5 38.33%

GRAPGH-XVII

En gin eers
38.33% 41.67%

Always Som e tim es Rarely

15.5%

4.5%

From the above data it is inferred that 41.67% of the respondents have agreed that their company was always providing opportunities for career-development of the employees.

50

4.5% of the respondents have agreed that their company was some times providing opportunities for career-development of the employees. 15.5% of the respondents have agreed that their company was rarely providing opportunities for career-development of the employees. 38.33% of the respondents have agreed that their company was never providing opportunities for career-development of the employees. 18. It was asked to the respondents do they think that the training programs provided by the organization are helpful to them. Respondents To a Greater Extent To some Extent 87% Engineers 13%

Graph-XVIII

En gineers
12 %

To a Greater Extent To some Extent

88%

From the above data it is inferred that

13 of the respondents have agreed that the training programs provided by the organization are helpful to them to a greater extent. 87% of the respondents have agreed that the training programs provided by the organization are helpful to them to some extent. 19. It was asked to the respondents that do they feel that every member of the selection committee is having awareness about the recruitment process. Never Respondents Definitely Probably Rarely 11% Engineers 75% 8% 6%

Graph-XIX
En gin eers
6% 11%

8%

Definitely Probably Rarely Never

From the above data it is inferred that 75.00% of the respondents have agreed that every member of the selection committee definitely having awareness about the recruitment process. And 8% of the respondents have agreed that every member of the selection committee probably having awareness about the recruitment process.

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8% of the respondents have agreed that every member of the selection committee rarely having awareness about the recruitment process. 11% of the respondents have agreed that every member of the selection committee never having awareness about the recruitment process. 20. It was asked to the respondents that the present recruitment policy of the organization is meeting current and future requirements of the organization. Strongly Respondents Strongly Agree Agree Cant say 45.84% Engineers 0.00% 37.50% 12.50% 4.16% Disagree Disagree

Graph-XX

4.16% 12.50%

0%

En gineers
Strongly Agree Agree 37.50% Cant say

45.84%

Disagree Strongly Disagree

From the

above data it is inferred that

53

37.50% of the respondents have agreed that the present recruitment policy of the organization is meeting current and future requirements of the organization. 45.84% of the respondents are not sure that the present recruitment policy of the organization is meeting current and future requirements of the organization. 12.50% of the respondents have disagreed that the present recruitment policy of the organization is meeting current and future requirements of the organization. 4.16% of the respondents have strongly disagreed that the

present recruitment policy of the organization is meeting current and future requirements of the organization.

54

21. It was asked to the respondents that Do they feel that current recruitment process is satisfactory. Respondents Engineers Strong Agree 19% 54% Indifference 12% Disagree 7% 8% Strongly

Graph-XXI

From the above data it is inferred that 54% of the respondents have agreed that they feel that current recruitment process is satisfactory. 19% of the respondents have strongly agreed that they feel that current recruitment process is satisfactory. 12% of the respondents have find indifference that in current recruitment process is satisfactory. 7% of the respondents have disagreed that current recruitment process is satisfactory. 8% of the respondents have strongly disagreed that current

recruitment process is satisfactory.

22. It was asked to the respondents that the management of this organization treat all levels of employees impartially.

Respondents Engineers

Strong Agree 15% 37% Indifference 26% Disagree 15%

Strongly

7%

Graph-XXII

From the above data it is inferred that 37% of the respondents have agreed that they feel that management of this organization treats all levels of employees impartially. 26% of the

respondents have find indifference that management of this organization treats all levels of employees impartially. 15% of the respondents have strongly agreed that they feel management of this organization treat all levels of employees impartially. 15% of the

56

respondents have disagreed that management of this organization treat all levels of employees impartially. 7% of the respondents have strongly disagreed management of this organization treat all levels of employees impartially.

CONCLUSIONS

57

My views as per the feedback follows:-

received from the

employees

are as

37.50 % of the respondents have been working with in 0-1 years in the company. 54.16% Greater proportion of the respondents came to know about the vacancy in the company through advertisement. 16.67% of the respondents agreed that they were more attracted to

companys reputation to apply for the job. 41.7% respondents thought that the waiting time between an

interview and issue of offer was reasonable. 65% of the respondents recommend employment in their company to friend due to its good working culture. Environment and has a great record in successfully executing reputations, career growth. 22% of the respondents do not recommend employment in their company to a friend due to some reasons like non exposure to new technologies there are no opportunities for career growth. 37% of the respondents felt that both campus recruitment and projects due to companys

external sources are the beat sources of recruitment. 8.33% significant portion of the respondents has some what agreed that by recruiting potential candidates/incumbents externally, they were successful in pooling talented and fresh recruits.

58

 45.84 % of the respondents have rated their overall satisfaction with the company is good. 65% of the respondents have agreed that the recruitment and

selection process is up to mark. 7% of the respondents agreed that the information about the career growth prospectus provided by the recruiter attract the candidates.

59

SUGGESTIONS
The candidate should be provided details about job description and responsibilities before selection process. Some of the respondents are unsatisfied with the present recruitment and selection process. They felt that weight age should also be given for such things like conversational ability, personality and personal interview while recruiting the candidate. Training programs could be conducted regularly as employees have shown a desire to learn more about advanced technologies.
Salaries and perks of the employees could be commensurate with profile /

experience of the candidates and job responsibility.

60

A CASE STUDY ON RECRUITMENT AND SELECTION PROCEDURES QUESTIONNAIRE Name Age Designation Department Salary : : : : : :

Education Qualification

1) How long you have been working with the company. a) 0-1 Years d) 5-10 Years b) 1-3 Years c) 3-5 Years

e) Above 10 Years.

2) How did you come to know about the vacancy. a) Advertisement b) Placement Agency

c) Trough any Employee referral d) Stray Application 3) Which of the following attracted you to apply for the job. a) Companys Reputation c) Career growth b) Reasonable Salary d) Working Atmosphere

4) Do you think the waiting time between interview and issue of offer was: a) Less than expected b) Reasonable c) Too Long

61

5) Would you recommend employment in your company, to a friend. a) Definitely Probably Not b) probably d) Definitely Not c)

6) What types of sources of recruitment do you feel is the best. a) Internal Sources b) External Sources c) Campus Recruitment. 7) Do you think by recruiting potential candidates/incumbents externally, are successful in pooling in talented and fresh recruits. a) Disagree c) Some what Agree b) Strongly Disagree d) Strongly Agree you

8) How would you rate their overall satisfaction with the company based up on your recent services, a) Excellent b) Good c) Average d) Fair e) Poor

9) Do you think the recruitment and selection process is up to the mark. a) Definitely b) probably c) Probably Not d) Definitely Not

10) What information does the recruiter provide to attract the candidates. a) Job Description b) Job Specification c) Employee Specification d) Salary & Perks e) Career Growth Prospectus,

11) What do you prefer to know before applying for the job. a) Job Description b) Job Specification c) Job Responsibilities d) Employee Specification e) Salary & Perks
62

f) All the above

12) Whether your studies related to the work you perform. a) Definitely d) Definitely Not 13) How is your Job Description different from your role being played in the organization. a) Both are same b) Slightly different c) Significantly different b) Probably c) Probably Not

14) If you happen to be in the interview panel, which of the following will be given more weight age. a) Job knowledge b) Analytical bent of mind e) Personality

c) Conversational Ability d) Judgement f) Potential

15) What type of tests do you prefer for selecting the suitable candidates. a) Aptitude test b) Personality test c) Both department?

16) Do you feel that you are placed in the right job and in the right a) Always d) Never b) Some times c) Rarely

17) Whether your company is providing opportunities for career development of the company. a) Always d) Never
63

b) Some times

c) Rarely

18) Do you think that the training programmers provided by the organization are helpful to you. a) To a Greater Extent b) To some Extent

19) Do you feel that every member of the selection committee is having awareness about the recruitment process. a) Definitely b) Probably c) Rarely d) Never

20) The present recruitment policy of the organization is meeting current and future requirements of the organization. b) Agree e) Strongly Disagree c) Cant say

a) Strongly Agree d) Disagree

21) Do you feel that current recruitment process is satisfactory. a) Strong Agree d) Disagree b) Agree e) strongly Disagree c) Indifference

22).All levels of employees are treated impartially by the management of this organization. a) Strong Agree d) Disagree b) Agree e) strongly Disagre c) Indifference

64

BIBLIOGRAPHY
Essentials of Human Resource Management & Industrial Relations P.SUBBA RAO Personal Management Human Resources & Personal Management K.ASHWATHAPPA Human Resource Management Dr.ANJALI GHANEKAR C.B.MAMORIA

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