kajal final project

7/30/2019 Kajal Final Project

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SUMMER TRAINING PROJECT REPORT

ON

RECRUITMENT AND SELECTION PROCESS

AT SBI

SUBMITTED INPARTIAL FULFILMENTOF THEREQUIREMENT OF THE DEGREE OF (same line).

BACHELOR OF BUISNESS ADMINISTRATIONAffiliated from

HNB GARHWAL UNIVERSITY SRINAGAR

Submitted By

KAJAL KANAUJIA

HR GROUP

2010 to 2013

Internal Guide External Guide

Miss Surbhi Sharma Mr. S. Pande

Lecturer , Mgt. Deptt. HR Department Head

ITM Dehradun Dehradun

DEPARTMENT OF MANAGEMENT INSTITUTE OF

TECHNOLOGY AND MANAGEMENT

DEHRADUN

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CONTENTS

TITLETraining CertificateAcknowledgementCandidates Declaration

Chapter No. Description Page No.

Chapter 1. About SBI

Chapter 2. About Recruitment & selection2.1 Purpose and Importance2.2 Process of Recruitment

Chapter 3. Recruitment & Selection at SBI

Chapter 4. Research Methodology4.1 Research objective

4.2 Sources of Data Collection4.3 Sample Size

Chapter 5. Data Analysis & Interpretation

Chapter 6. conclusion

Chapter 7. Suggestions

Chapter 8. Annexure

Chapter 9. Bibliography

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ACKNOWLEDGEMENT

My project dealing with RECRUITMENT & SELECTION

PROCESS provide me an exposure in the real world of business.

I owe a heart-felt gratefulness to some of the people for being

present all the time whenever any help was required in completion

of the report.

First of all , I would like to express my gratitude to ITM,

Dehradun .I am extremely Thankful to MRS. DEBALINAHAZARIKA (head of the department) for rendering all possible

helps facilitating my work in the department and all faculty

members to provide this opportunity to get Familiar with the

corporation and learn practically.

At the outset, I would like to thank Mr. K.P.SINGH (Director

Production-O) & Mr. S. Pande (AGM - HR) for giving me the

approval to this project in the organization. I wish to acknowledge

the entire HR Team at State Bank Of India Special appreciation

extended to Mr. Ajay Mahawar (Assistant Manager - HR) & Mr.

Ashish Kumar Singh (Executive - HR) who helped me to shape the

direction of my research work. This project would not have been

possible without his help..

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A heartfelt thanks to the respondents surveyed whose ideas, critical

insights and suggestions have been invaluable in the preparation of

this report.

KAJALKANAUJIA

BBA V Semester

HR Group

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CANDIDATES DECLARATION

I here by declare that the work for the Project

Report entitled Recruitment and selection

process at SBI is completely done by me

based on my own works conducted in SBI ,

Dehradun for the patial fulfillment of my BBA

Admittedly , I have received suggestions andguidance from my guides

Date: kajal kanaujia

Place: BBA V SEM

HR Group

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ABOUT SBI

State Bank of India (SBI) is the largest banking and financial

services company in India by revenue, assets and market capitalisation. It is

a state-owned corporation with its headquarters in Mumbai, Maharashtra. As

of March 2012, it had assets of US$360 billion and 14,119 branches,

including 173 foreign offices in 37 countries across the globe. Including the

branches that belong to its associate banks, SBI has 21,500 branches.

The bank traces its ancestry to British India, through the Imperial Bank of

India, to the founding in 1806 of the Bank of Calcutta, making it the oldest

commercial bank in the Indian Subcontinent. Bank of Madras merged into

the other two presidency banksBank of Calcutta and Bank of Bombayto

form the Imperial Bank of India, which in turn became the State Bank of

India. The Government of India nationalised the Imperial Bank of India in

1955, with the Reserve Bank of India taking a 60% stake, and renamed it the

State Bank of India. In 2008, the government took over the stake held by the

Reserve Bank of India. SBI has been ranked 285th in the Fortune Global

500 rankings of the world's biggest corporations for the year 2012.

SBI provides a range of banking products through its vast network of

branches in India and overseas, including products aimed at non-resident

Indians (NRIs). The State Bank Group has the largest banking branch

network in India. SBI has 14 local head offices situated at Chandigarh

(Punjab & Haryana), Delhi, Lucknow (Uttar Pradesh), Patna (Bihar), Kolkata

(West Bengal), Guwahati (North East Circle), Bhubaneswar (Orissa),

Hyderabad (Andhra Pradesh), Chennai (Tamil Nadu), Trivandrum (Kerala),

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Bengaluru (Karnataka), Mumbai (Maharashtra), Bhopal (Madhya Pradesh) &

Ahmedabad (Gujarat) and 57 Zonal Offices that are located at important

cities throughout the country.

SBI is a regional banking behemoth and is one of the largest financial

institutions in the world. It has a market share among Indian commercial

banks of about 20% in deposits and loans. The State Bank of India is the

29th most reputed company in the world according toForbes Also, SBI is the

only bank featured in the coveted "top 10 brands of India" list in an annual

survey conducted byBrand Finance and The Economic Times in 2010.

The roots of the State Bank of India lie in the first decade of 19th century,

when the Bank of Calcutta, later renamed the Bank of Bengal, was

established on 2 June 1806. The Bank of Bengal was one of three Presidency

banks, the other two being the Bank of Bombay(incorporated on 15 April

1840) and the Bank of Madras (incorporated on 1 July 1843). All three

Presidency banks were incorporated asjoint stock companies and were the

result of the royal charters. These three banks received the exclusive right to

issue paper currency in 1861 with the Paper Currency Act, a right they

retained until the formation of the Reserve Bank of India. The Presidency

banks amalgamated on 27 January 1921, and the re-organized banking entity

took as its name Imperial Bank of India. The Imperial Bank of India

remained a joint stock company.

Pursuant to the provisions of the State Bank of India Act of 1955,

the Reserve Bank of India, which is India's central bank, acquired a

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controlling interest in the Imperial Bank of India. On 30 April 1955, the

Imperial Bank of India became the State Bank of India. Thegovernment of

India recently acquired the Reserve Bank of India's stake in SBI so as to

remove any conflict of interest because the RBI is the country's banking

regulatory authority.

In 1959, the government passed the State Bank of India (Subsidiary Banks)

Act, which made eight state banks associates of SBI. A process of

consolidation began on 13 September 2008, when the State Bank of

Saurashtra merged with SBI.

SBI has acquired local banks in rescues. The first was the Bank of Behar (est.

1911), which SBI acquired in 1969, together with its 28 branches. The next

year SBI acquired National Bank of Lahore (est. 1942), which had 24

branches. Five years later, in 1975, SBI acquired Krishnaram Baldeo Bank,

which had been established in 1916 in Gwalior State, under the patronage of

Maharaja Madho Rao Scindia. The bank had been the Dukan Pichadi, a small

moneylender, owned by the Maharaja. The new banks first manager was JallN. Broacha, a Parsi. In 1985, SBI acquired the Bank of Cochin in Kerala,

which had 120 branches. SBI was the acquirer as its affiliate, the State Bank

of Travancore, already had an extensive network in Kerala.

International presence

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The Israeli branch of the State Bank of India located in Ramat Gan.

As of 31 March 2012, the bank had 173 overseas offices spread over 34

countries. It has branches of the parent in Colombo, Dhaka, Frankfurt, Hong

Kong, Tehran, Johannesburg, London, Los Angeles, Male in

the Maldives, Muscat, Dubai, New York, Osaka, Sydney, and Tokyo. Ithas offshore banking units in the Bahamas, Bahrain, and Singapore, and

representative offices in Bhutan and Cape Town. It also has an ADB in

Boston, USA.

SBI operates several foreign subsidiaries or affiliates. In 1990, it established

an offshore bank: State Bank of India (Mauritius).

In 1982, the bank established a subsidiary, State Bank of India (California),

which now has ten branches nine branches in the state of California and one

in Washington, D.C. The 10th branch was opened in Fremont, California on

28 March 2011. The other eight branches in California are located in Los

Angeles, Artesia, San Jose, Canoga Park, Fresno, San Diego, Tustin and

Bakersfield.

The Canadian subsidiary, State Bank of India (Canada) also dates to 1982. Ithas seven branches, four in the Toronto area and three inBritish Columbia.

InNigeria, SBI operates as INMB Bank. This bank began in 1981 as the

Indo-Nigerian Merchant Bank and received permission in 2002 to commence

retail banking. It now has five branches in Nigeria.

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InNepal, SBI owns 55% of Nepal SBI Bank, which has branches throughout

the country. In Moscow, SBI owns 60% ofCommercial Bank of India,

with Canara Bankowning the rest. In Indonesia, it owns 76% of PT Bank

Indo Monex.

The State Bank of India already has a branch in Shanghai and plans to open

one in Tianjin.

In Kenya, State Bank of India owns 76% ofGiro Commercial Bank, which it

acquired for US$8 million in October 2005.

Associate banks

Mumbai Main Branch of SBI in Mumbai.

SBI has five associate banks; all use the same logo of a blue circle and all the

associates use the "State Bank of" name, followed by the regional

headquarters' name:

State Bank of Bikaner & Jaipur

State Bank of Hyderabad

State Bank of Mysore

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State Bank of Patiala

State Bank of Travancore

Earlier SBI had only seven associate banks that constituted the State Bank

Group. Originally, the then seven banks that became the associate banks

belonged toprincely states until the government nationalised them between

October 1959 and May 1960. In tune with the first Five Year Plan,

emphasising the development of rural India, the government integrated these

banks into the State Bank of India system to expand its rural outreach. There

has been a proposal to merge all the associate banks into SBI to create a

"mega bank" and streamline operations.

The first step towards unification occurred on 13 August 2008 when State

Bank of Saurashtra merged with SBI, reducing the number of state banks

from seven to six. Then on 19 June 2009 the SBI board approved the merger

of its subsidiary, State Bank of Indore, with itself. SBI holds 98.3% in State

Bank of Indore. (Individuals who held the shares prior to its takeover by the

government hold the balance of 1.77%.)

The acquisition of State Bank of Indore added 470 branches to SBI's existing

network of branches. Also, following the acquisition, SBI's total assets will

inch very close to the 10 trillion mark. The total assets of SBI and the State

Bank of Indore stood at 9,981,190 million as of March 2009. The process of

merging of State Bank of Indore was completed by April 2010, and the SBI

Indore branches started functioning as SBI branches on 26 August 2010.

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State Bank of IndiaMumbai LHO.

Non-banking subsidiaries

Apart from its five associate banks, SBI also has the following non-banking

subsidiaries:

SBI Capital Markets Ltd

SBI Funds Management Pvt Ltd

SBI Factors & Commercial Services Pvt Ltd

SBI Cards & Payments Services Pvt. Ltd. (SBICPSL)

SBI DFHI Ltd

SBI Life Insurance Co. Ltd.

SBI General Insurance

In March 2001, SBI (with 74% of the total capital), joined with BNP

Paribas (with 26% of the remaining capital), to form a joint venture life

insurance company named SBI Life Insurance company Ltd. Now-a days

SBI Life Insurance Co. Ltd ranks among the top and most trusted Life

Insurance Companys in India and also abroad. In 2004 SBI DFHI

Ltd(DISCOUNT AND FINANCE HOUSE OF INDIA) was founded with its

headquarter in MUMBAI, MAHARASHTRA.SBI DFHI Ltd is primary

dealer that trades in Fixed income securities(treasury bills, state development

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loans, government securities, non SLR bonds, corporate bonds) and Short

Term Money Market instruments(certificates of deposits, commercial paper,

inter-corporate deposits, call and money notice deposits).IT is an institution

formed by RBI to support the book building process in primary auctions of

Government securities and provide necessary depth and liquidity to the

Secondary market in Government securities.

Current Board of Directors

After the end ofO. P. Bhatt's reign as SBI chairman on 31 March 2011, the

post was taken over by Pratip Chaudhuri, who is the former deputy managing

director of the international division of SBI. As of 4 August 2011, there are

twelve members in the SBI board of directors, including Subir Gokarn, who

is also one of the four deputy governors of the Reserve Bank of India. The

complete list of the Board members is:

1. Pratip Chaudhuri (Chairman)

2. Hemant G. Contractor (Managing Director)

3. Diwakar Gupta (Managing Director)

4. A Krishna Kumar (Managing Director)

5. Dileep C Choksi (Director)

6. S. Venkatachalam (Director)

7. D. Sundaram (Director)

8. Parthasarathy Iyengar (Director)

9. G. D. Nadaf (Officer Employee Director)

10.Rashpal Malhotra (Director)

11.D. K. Mittal (Director)

12.Subir V. Gokarn (Director)[11]

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Other SBI service points

SBI has about 27,000+ ATMs (25,000th ATM was inaugurated by the

then Chairman of State Bank Shri O.P. Bhatt on 31 March 2011, the dayof his retirement); and SBI group(including associate banks) has about

45,000 ATMs. SBI has become the first bank to install an ATM at Drass

in the Jammu & Kashmir Kargil region. This was the banks 27,032 nnd

ATM on 27 July 2012.

SBI has 99000 offices in India.

Symbol and slogan

The symbol of the State Bank of India (no, it's not a key hole). The

circle depicts perfection and the small man the common man - being the

centre of the bank's business.

Slogans: "PURE BANKING, NOTHING ELSE", "WITH YOU - ALL

THE WAY", "A BANK OF THE COMMON MAN", "THE BANKER

TO EVERY INDIAN", "THE NATION BANKS ON US".

Recent awards and recognitions

Best Online Banking Award, Best Customer Initiative Award & Best

Risk Management Award (Runner Up) by IBA Banking Technology

Awards 2010

The Bank of the year 2009, India (won the second year in a row) by

The Banker Magazine

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Best Bank Large and Most Socially Responsible Bank by the

Business Bank Awards 2009

Best Bank 2009 by Business India

The Most Trusted Brand 2009 by The Economic Times

Most Preferred Bank & Most preferred Home loan provider by CNBC

Visionaries of Financial Inclusion By FINO

Technology Bank of the Year by IBA Banking Technology Awards

SKOCH Award 2010 for Virtual corporation Category for its e-

payment solution

The Brand Trust Report:[12] 11th most trusted brand in India.

SBI INTRODUCTION

SBI! makes online business success do-able. Anyone can succeed with an

all-in-one process, tools, and guidance.

The process is simplified to such a degree that success (i.e., profits, not the

mere presence of a Web site) is achievable even for a beginner. For an

experienced person, achieving success is even smoother. SBI! really does

change lives.

Yes, there are easier ways to build a Web site. However, online profits

require more than just having a collection of Web pages. SBI! includes all the

tools and a proven process required to build a long-term, profitable e-

business.

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SBI! removes the technical barriers allowing you to keep your attention on

building your business. Many functions are completely automated. You don't

need to know anything upfront about building a Web site in order to succeed.

The tedious, "under-the-hood" stuff is handled automatically so you can

focus on other important business-building activities.

SBI! is the only product that takes the time to prepare you to build a

profitable business, before you jump into building your site. For the beginner,

your learning curve will be shorter and you'll bypass any show-stopping

errors. For those experienced in site-building, SBI! depends your level of

understanding. No matter who you are, you are guided all the way until you

succeed.

The Action Guide presents a step-by-step process, presented in both written

and video formats. All you have to do is follow it. Really! The most

successful SBI! owners say "all they did was follow the Guide." They don't

get sidetracked, or have to guess at what to do next. SBI!'s guided approach

helps you reach your goals.

Continuous mentoring via the Action Guide and online help is always

available. Learn by reading (written guide) or watching (video guide)! You

are carefully guided every step of the way, which make success that much

more do-able. Advanced help is also available (when you are ready for it), all

designed to save you time and keep you moving forward.

SBI! comes with unlimited Customer Support. SBI! owners often call it the

best they've ever experienced. And the SBI! Forums complete the picture.

They are the most friendly, help-and-be-helped set of e-business forums in

the world.

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The evolution of State Bank of India can be traced back to the first decade of

the 19th century. It began with the establishment of the Bank of Calcutta in

Calcutta, on 2 June 1806. The bank was redesigned as the Bank of Bengal,

three years later, on 2 January 1809. It was the first ever joint-stock bank of

the British India, established under the sponsorship of the Government of

Bengal. Subsequently, the Bank of Bombay (established on 15 April 1840)

and the Bank of Madras (established on 1 July 1843) followed the Bank of

Bengal. These three banks dominated the modern banking scenario in India,

until when they were amalgamated to form the Imperial Bank of India, on 27

January 1921.

An important turning point in the history of State Bank of India is the launch

of the first Five Year Plan of independent India, in 1951. The Plan aimed at

serving the Indian economy in general and the rural sector of the country, in

particular. Until the Plan, the commercial banks of the country, including the

Imperial Bank of India, confined their services to the urban sector. Moreover,

they were not equipped to respond to the growing needs of the economic

revival taking shape in the rural areas of the country. Therefore, in order to

serve the economy as a whole and rural sector in particular, the All India

Rural Credit Survey Committee recommended the formation of a state-

partnered and state-sponsored bank.

The All India Rural Credit Survey Committee proposed the take over of the

Imperial Bank of India, and integrating with it, the former state-owned or

state-associate banks. Subsequently, an Act was passed in the Parliament of

India in May 1955. As a result, the State Bank of India (SBI) was established

on 1 July 1955. This resulted in making the State Bank of India more

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powerful, because as much as a quarter of the resources of the Indian banking

system were controlled directly by the State. Later on, the State Bank of India

(Subsidiary Banks) Act was passed in 1959. The Act enabled the State Bank

of India to make the eight former State-associated banks as its subsidiaries.

The State Bank of India emerged as a pacesetter, with its operations carried

out by the 480 offices comprising branches, sub offices and three Local Head

Offices, inherited from the Imperial Bank. Instead of serving as mere

repositories of the community's savings and lending to creditworthy parties,

the State Bank of India catered to the needs of the customers, by banking

purposefully. The bank served the heterogeneous financial needs of the

planned economic development.

Branches

The corporate center of SBI is located in Mumbai. In order to cater to

different functions, there are several other establishments in and outside

Mumbai, apart from the corporate center. The bank boasts of having as many

as 14 local head offices and 57 Zonal Offices, located at major cities

throughout India. It is recorded that SBI has about 10000 branches, well

networked to cater to its customers throughout India.

ATM Services

SBI provides easy access to money to its customers through more than 8500

ATMs in India. The Bank also facilitates the free transaction of money at the

ATMs of State Bank Group, which includes the ATMs of State Bank of India

as well as the Associate Banks State Bank of Bikaner & Jaipur, State Bank

of Hyderabad, State Bank of Indore, etc. You may also transact money

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through SBI Commercial and International Bank Ltd by using the State Bank

ATM-cum-Debit (Cash Plus) card.

Subsidiaries

The State Bank Group includes a network of eight banking subsidiaries and

several non-banking subsidiaries. Through the establishments, it offers

various services including merchant banking services, fund management,

factoring services, primary dealership in government securities, credit cards

and insurance.

The eight banking subsidiaries are:

State Bank of Bikaner and Jaipur (SBBJ)

State Bank of Hyderabad (SBH)

State Bank of India (SBI)

State Bank of Indore (SBIR)

State Bank of Mysore (SBM)

State Bank of Patiala (SBP)

State Bank of Saurashtra (SBS)

State Bank of Travancore (SBT)

ABOUT RECRUITMENT AND SELECTION

RECRUITMENT

Recruitment is the process of attracting qualified applicants for a specific job. The process

begins when applications are brought in and ends when the same is finished, the result is a

pool of applicants, from where the appropriate candidate can be selected. Recruitment is the

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process of attracting prospective employees and stimulating them for applying job in an

organization.

Recruitment is the process of hiring the right kinds of candidates on the right

job.

Recruitment is process of creating a common platform between the employers and the

prospective employees, so that both of them evaluate each other and take a decision which

is mutually beneficial.

Thus, recruitment enables the organisation to select

suitable employees for different jobs. it is the most important function of the personnel

department. It is concerned with the discovery of the sources of manpower and tapping

of these sources so that the potential employees are properly evaluated and the new

employees are placed and inducted to fill up the vacant position in the organization.

Recruitment aims at developing and maintaining adequate supply of labour force

according to the need of the organization.

Recruitment is an opportunity to all qualified candidates that fulfills the

requirements of the company.

Recruitment refers to the process of finding possible candidates for a job or function,

undertaken by recruiters. It may be undertaken by an employment agency or a member of

staff at the business or organization looking for recruits. Advertising is commonly part of

the recruiting process, and can occur through several means: through newspapers, using

newspaper dedicated to job advertisement, through professional publication, using

advertisements placed in windows, through a job center, through campus interviews, etc.

It is the two way process; it satisfies the organization strategic requirement. It helpscandidates to assess the job, the organization and whether they meet the position

requirement.

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PURPOSE AND IMPORTANCE OF

RECRUITMENT

Recruiting people who are wrong for the organization can lead to increased labor turnover,

increased costs for the organization, and lowering of morale in the existing workforce.

Such people are likely to be discontented, unlikely to give of their best, and end up leaving

voluntarily or involuntarily when their unsuitability becomes evident. They will not offer

the flexibility and commitment that many organizations seek. Managers and supervisors

will have to spend extra time on further recruitment exercises, when what is needed in the

first place is a systematic process to assess the role to be filled, and the type of skills and

abilities needed to fill it.

Most recruitment systems will be simple, with stages that can be followed as a routine

whenever there is a vacancy to be filled, and which can be monitored and adapted in the

light of experience.

This describes the main features of such systems, and other related issues. Systems should

be:

Efficient - cost effective in methods and sources

Effective - producing enough suitable candidates without excess and ensuring the

identification of the best fitted for the job and the organization

Fair - ensuring that right through the process decisions are made on merit

RECRUITMENT PROCESS

A vacancy presents an opportunity to consider restructuring, or to reassess the

requirements of the job. This assessment is valid whether it is to fill an existing job or a

new one. Ask questions such as:

Has the function changed?

Have work patterns, new technology or new products altered the job?

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Are there any changes anticipated which will require different, more flexible skills

from the jobholder?

Answers to these questions should help to clarify the actual requirements of the job and

how it fits into the rest of the organization or department. Exit interviews, or consultation

with the current job-holder and colleagues may well produce good ideas about useful

changes.

Writing a good job description or job specification helps in the process of analyzing the

needs of the job.

RECRUITMENT PROCESS INCLUDE

JOB DESCRIPTION/JOB SPECIFICATION

This should detail the purpose, tasks and responsibilities of the job. A good job description

should include:

Main purpose of the job - try to describe this in one sentence

Main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining',

'calculating', instead of vaguer terms like 'dealing with', 'in charge of'

Scope of the job - expanding on the main tasks and the importance of the job. Job

importance can be indicated by giving information such as the number of people to

be supervised, the degree of precision required and the value of any materials and

equipment used.

A good job description is useful for all jobs. It can help with induction and

training. It provides the basis for drawing up a person specification - a profile of

the skills and aptitudes considered essential and desirable in the job-holder. It

enables prospective applicants to assess themselves for the job and provides a

benchmark for judging achievements.

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PERSON SPECIFICATION

Drawing up the person specification allows the organization to profile the ideal person to

fill the job. It is very important that the skills, aptitudes and knowledge included in the

specification are related precisely to the needs of the job; if they are inflated beyond those

necessary for effective job performance, the risk is that someone will be employed on the

basis of false hopes and aspirations, and both the employer and employee will end up

disappointed in each other.

Another good reason not to set unnecessary requirements is to avoid any possibility of

discrimination against particular groups of potential applicants. The very process of

writing a job and person specification should help the employer to develop and implement

a policy of equal opportunity in the recruitment and selection of employees.

Factors to consider when drawing up the specification include:

Skills, knowledge, aptitudes directly related to the job

The type of experience necessary

The competencies necessary

Education and training but only so far as is necessary for satisfactory job

performance, unless the person is being recruited on the basis of future potential

(e.g. graduate trainees), when a higher level of education may be specified

Any criteria relating to personal qualities or circumstances which must be essential

and directly related to the job, and must be applied equally to all groups

irrespective of age, sex, race, nationality, creed, disability, membership or non-membership of a trade union. To do otherwise is potentially discriminatory.

The person specification helps the selection and subsequent interview to operate in a

systematic way, as bias-free as possible. The use of competency-based approaches can

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help by focusing on the 'match' between candidate and role, but they are best used where

they are an integral part of the continuing assessment and development of staff.

PAY

After setting the job and the person specifications, consideration should be given to pay

rates. Factors such as scales, grades and negotiated agreements, as well as market rates

and skills shortages, may affect the wage or salary, and organizations should be aware of

the requirements of equal pay and discrimination legislation. Unless there is a formal

system for increments or length of service, paying the new employee a different rate from

that paid to the preceding post holder may contravene the relevant legislation. Employers

must also comply with the provisions of the National Minimum Wage Act 1998. The

Agricultural Wages Board sets the minimum rates for workers in agriculture.

ATTRACTING APPLICANTS

The search for suitable candidates now begins. The process of marketing needs to be

undertaken carefully so as to ensure the best response at the least cost. The object is to get

a good selection of good quality candidates. Possible methods to consider are:

TYPES OF RECRUITMENT

INTERNAL RECRUITMENT- this method can have the advantage of building

on existing staff's skills and training, and provides opportunities for development

and promotion. It is a good way to retain valuable employees whose skills can be

further enhanced. Other advantages include the opportunity for staff to extend their

competencies and skills to the benefit of both the organization and the individual,

and the enhancement of individual motivation.

EXTENAL RECRUITMENT _every organization has to tap external sources for

various positions because all the vacancies can not be filled through internal

recruitment .the present employee may be insufficient or they may not fulfill the

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specifications of the jobs to be filled. The various external sources of recruitment

are _

COMMERCIAL RECRUITMENT AGENCIES - often specialize in particular

types of work, e.g. secretarial, office work, industrial, computing, and may already

have potential applicants registered with them

EXECUTIVE SEARCH ORGANIZATIONS - usually working in the higher

management/specialist fields, will seek out suitable candidates working in other

companies by direct approach, or via specialist advertising

NATIONAL NEWSPAPERS- advertising in the national press is expensive, but

likely to produce a good response for particular, specialist vacancies. Remember

too there are national ethnic group newspapers which will reach a wide audience

Specialist and professional journals - less expensive than the national press, these

journals can guarantee to reach the precise group of potential applicants for

specialist and professional vacancies

INTERNET- is beginning to emerge as a recruitment medium. It is mainly used

for graduate-level and technical jobs because it tends to target a self-selected group

who are computer literate and have access to the web at their place of study or

work. Its use is likely to grow

LOCAL NEWSPAPERS, RADIO - for less specialized jobs, or to target groups in

a particular local area, advertisements in the local media may produce a good

response

Local schools, colleges and the Careers Service - maintaining contact with schools,

colleges and careers advisers will ensure that the organizations needs for

school/college leavers with particular skills and abilities are known. It can be

particularly useful to offer students the opportunity to spend some time at the

company, on work experience, or 'shadowing'

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WORD OF MOUTH - introduction via existing employees or through an

employers' network. Whilst this may be economical, it is likely to lead to a much

smaller pool of suitable applicants and does not normally satisfy equal

opportunities requirements because any imbalance in the workforce may be

perpetuated. The Commission for Racial Equality and the Equal Opportunities

Commission both warn against such practices where the workforce is

predominantly one sex or racial group.

THE NEXT STEP IS TO CONSIDER

The design and content of any advertisement used

How applicants are to respond - by application form, fax, telephone, in person at

the organization or agency, by letter, by email on the Internet, by tape or Braille.

Who is to be responsible for sifting the applications? What is the selection process

going to be?

If interviews are to be held, when will they be and will everyone who needs to beinvolved be available?

Are selection tests to be used? Is there the expertise to administer them and ensure

they are non-discriminatory and appropriate?

Are references/medicals to be requested?

Are arrangements in hand to give prompt acknowledgement of applications

received?

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THE ADVERTISEMENT

Any advertisement needs to be designed and presented effectively to ensure the right

candidates are attracted. Look through national, local or professional papers and see what

advertisements catch the eye. The newspaper office will often advise on suitable formats.

Advertisements must be tailored to the level of the target audience, and should always be

clear and easily understood. They must be non-discriminatory, and should avoid any

gender or culturally specific language. To support this, the organization should include in

the advert its statement of commitment to equal opportunities, which will underline the

organization as one that will welcome applications from all sections of the community.

Consider the following factors in the advertisement:

If the organization is well known, does it have a logo that could feature

prominently in the advertisement? Make the advertisement consistent with the

company image

Should the job title be the most prominent feature?

Keep the text short and simple while giving the main aspects of the job, pay, career

prospects, location, contract length

Can specific details - such as pay, qualifications and experience required - be given

in a way, which will reduce the number of unsuitable applications?

Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate

qualifications, which may discourage valid applications?

Can you provide job details on tape or in Braille and accept applications in a

similar format?

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Is the form of reply and the closing date for applications clear? Is there a contact

name and phone number for further information and enquiries?

All advertisements should carry the same information, whether for internal or external use.

APPLICATION FORMS

Application forms can help the recruitment process by providing necessary and relevant

information about the applicant and their skills. The design of the form needs to be

realistic and straightforward, appropriate to the level of the job. Using application forms

has the following advantages:

Comparing like with like is easier. CVs can be time-consuming and may not

provide the information required.

They provide the basis for an initial sift, and then for the interview.

The standard of completion can be a guide to the candidate's suitability, if writing

and presentation skills are essential to the job; however, is aware of the possibility

of disability discrimination.

They provide a record of qualifications, abilities and experience as stated by the

applicant.

Care also needs to be taken over some less positive aspects of application forms:

There is a temptation to use application forms to try to extract too much

information, e.g. motives, values and personality characteristics. The form should

concentrate on the experience, knowledge and competencies needed for the job.

Some people may dislike filling in forms and so be put off applying for the job.

Some very experienced people may find the form inadequate, whilst those with

little in the way of qualifications or experience may be intimidated by large empty

spaces on the form

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Application forms add another stage, and therefore more time, to the recruitment

process. Some candidates may be lost if they can obtain work elsewhere more

quickly.

SELECTION

Selection is the process of choosing the best out of the available candidates. It adopts the

process through which more candidates are rejected and fewer candidates selected

therefore it is also called negative process.

In other words, it is the process of picking individuals with requisites qualifications and

competence to fill jobs in the organization.

DEFINITION OF SELECTION

It is the process of differentiating between applicants in order to identify those with a

greater likelihood of success in a job.

The techniques used are highly specialized. And the outcome of selection process is in theform of finalizing candidates who will be offered job.

Interviewing can be carried out by individual (ex superior or departmental managers), by

panels of interviews or in the form of sequential interviews by different experts and can

vary from a five minute chat to a process of several days, ultimately personal skills in

judgment are probably the most important, but techniques to aid judgment include

selection testing for:

Aptitudes (particularly for school leavers)

Attainments

General intelligence.

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(All of these need skilled testing and assessment) In more senior posts other

techniques are;

Leaderless groups

Command exercises

Group problem solving

SELECTING THE BEST CANDIDATE

Whatever form the applications take, there may be a need to sift them before moving on to

the interview stage. Such a sift serves to match the applicants as closely as possible to the

job and person specification and to produce a shortlist of people to interview. To avoid

any possibility of bias, two or more people should undertake such sifting, and it should

involve the direct line manager/supervisor as well as personnel. The sifting stage can also

help the organization by providing feedback on the advertising process and the suitability

of the application form. It can also identify people who might be useful elsewhere in the

organization. If references or medicals are to be taken up before the invitation to interview

stage, it should be made clear on the application form/information pack sent to the

applicant. See References and checking for further information.

Some jobs require medicals to be given at the commencement of employment, and

employers may seek preliminary information on a separate medical questionnaire at the

time of recruitment.

The candidates who best match the specifications may then be invited for interview. The

invitation letter should tell candidates that they should advise the organization in advance

if any particular arrangements need to be made to accommodate them on arrival or duringthe interview; for instance, ramp access or lighting levels. The invitation letter should also

clearly state whether the organization would pay the candidate's reasonable travel

expenses for the interview.

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WHO MAKES THE DECISION?

In some companies there will be a personnel or human resource specialist who will

undertake most of the sifting and short listing. It is very important that the line

manager/supervisor for the job also be involved, both at the job and person specification

stage and at the interview stage. The final selection will thus normally be a joint decision,

except in those very small companies where only a line manager/supervisor is available to

do the recruitment of staff.

Gaining the commitment of the immediate manager/supervisor by involving them in the

selection process can be vital to ensuring that the new employee is settled successfully into

the organization. It may be useful both for the candidates to see the environment in which

they would be working, and, if they are to be part of a team, for the current team members

to meet the candidate.

SELECTION TECHNIQUES

There is a variety of methods available to help in the selection process - including

interviews, tests (practical or psychometric), assessment centers, role plays and team

exercises, to name a few. Usually a range of methods will be used by the organizationdepending on the type of job to be filled, the skills of the recruiter and the budget for

recruitment.

GETTING STARTED

The following information is intended to give applicants information about the selection

process. Suggestions for completing the employment application, getting ready for the

written test(s), attending an appraisal interview, and other general procedures are included.

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GENERAL INFORMATION

The first step is the completion of the employment application a rsum

employment/salary history may be substituted for selected positions. The job

announcement will clearly state if a rsum will be an acceptable substitute. In either case,this is your initial opportunity to provide information on your qualifications as they relate

to the position for which you are applying. Completed applications are initially screened

to determine whether an applicant meets the minimum qualifications for the position as

outlined in the Job Announcement. Applications of those applicants determined as

meeting the minimum qualifications are then reviewed by a Human Resources Analyst

and a subject matter expert to determine who is to be invited to continue in the

examination process. A limited number of candidates whose applications clearly show that

among those competing they are better qualified in terms of relevant training and

experience will be invited to continue in the examination process as outlined in the Job

Announcement under "Application Process."

THE APPLICATION

The employment application is your first chance to present your qualifications to the City.

As such, it is extremely critical to your continued participation in the examination process.

Before you begin, please review thoroughly what the Job Announcement specifies as the

requirements to qualify for the position. You must meet these criteria to be considered for

the position; please ensure you do, or you will be wasting your effort in completing the

application. Most entries on the form are self-explanatory, but a few pointers on filling it

out may help:

Be accurate and honest. Falsification can lead to disqualification or dismissal.

Be thorough when discussing experience. Convey experiences most directly

related to the particular position, including volunteer work.

Resumes may be attached, but will not substitute for application entries (unless

specified in the Job Announcement). The application form provides a standard

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format necessary for consistent review of applications. "See resume" may result in

disqualification.

Applications must be received no later than the Final Filing Date specified on the

Job Announcement. Postmarks are normally not accepted, so allow for mail

delivery time.

If you need more space to discuss your qualifications, you can attach additional

sheets, provided they are similar in format to the original application form.

WRITTEN EXAMS

Written exams are usually obtained from one of several test construction firms available to

us. These tests are designed to determine your level of technical and/or analytical abilities

associated with the particular position for which you have applied. Questions are usually

multiple choices, using scanned answer sheets for computerized scoring. Some tips on

filling out these sheets: a) make sure you are marking your answer in the row that

corresponds to the test booklet question, b) if you change an answer, completely erase it so

the scanner doesn't pick it up as a response, c) use only the pencils provided and make

dark marks, and d) do not bend or fold your answer sheet.

You can approach such tests in many ways, and if you are comfortable with your methods,

then by all means continue to follow them. If you haven't had much testing experience,

here are some ideas on how to tackle a test.

PERFORMANCE EXAMS

Performance exams test your ability to accomplish specific job-related tasks by providing

the opportunity to actually perform them. These tests are scheduled through the Human

Resources Department office, with notification to you in writing of the date, time, location

and duration of the test. You will be given instructions on the tasks to be completed andthen asked to complete them. Individuals with considerable relevant experience will

conduct the evaluations. Safety, quality of work, adaptability, performance under stress,

etc. are evaluated.

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SPECIALIZED TESTING

Some positions will require specialized testing, such as agility, shorthand, writing, etc.

These tests are scheduled just as other tests are and you would be notified in writing of

results.

PRACTICAL TESTS

If the job involves practical skills, it may be appropriate to test for ability before or at the

time of interview. This is generally acceptable for manual and word processing skills, but

less useful for clerical and administrative posts. Telephone skills are increasingly in

demand, and candidates for telesales/call centre work will almost invariably be asked to

undertake a practical test. Any tests must, however, be free of bias and related to thenecessary requirements of the job. Consideration in giving any tests must include the

objectives of such a test, the efficiency of the method selected, the numbers of candidates

(and vacancies), the costs and benefits of such a method.

PSYCHOMETRIC AND PSYCHOLOGICAL TESTS, INCLUDING BIODATA

There are numerous tests commercially available, which can assist in measuring aspects of

personality and intelligence such as reasoning, problem solving, decision making,interpersonal skills and confidence. Although many large organizations have used them

for a number of years, they are not widely used, and some tests are considered

controversial - for instance, those that assess personality. Any organization considering the

use of psychometric or psychological tests should refer to the guides available, and make

sure they have the need, skills and resources necessary.

Tests should never be used in isolation, or as the sole selection technique. Where a

decision is made solely on the automatic processing of personal data, an applicant may

require that the organization reconsiders any rejection or make a new decision on another

basis.

Biodata (short for biographical data), is a questionnaire format with multiple choice

answers. The questions are of a biographical nature and answers are scored according to

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the scoring key developed by the employer. In general only really large employers, who

have a large throughput of applicants, successfully use Biodata. Use of Biodata, like other

tests, needs careful control to avoid any possibility of discrimination or invasion of

privacy.

Think carefully before using any test - is it actually necessary for the requirements of the

job? Is the test relevant to the person/job specification? What is the company policy about

using tests, storing results and giving feedback to the candidate? Marking criteria must be

objective, and the record sheets should be retained in accordance with the Data Protection

legislation.

OTHER SELECTION METHODS

WORK SAMPLES

Interviews suffer from a basic problem when asked what they would do in a particular

situation candidates give the answer, which they feel the interviewer wants to hear.

The work sample technique attempts to overcome this problem by asking candidates to

take on mini-jobs in a selection situation. Properly designed work samples capture key

elements of a real job. Work samples have shown some of the highest validity scores

compared to other selection methods. Even the smallest companies could employ the

simpler forms, such as the following:

* A typing test for keyboard skills

* role-playing

* group decisions

* presentations

* reports

The most sophisticated of work-sample procedures include 'in-basket tests', sometimes

called 'in-tray exercises'. Candidates are given a typical in-tray containing a selection of

material such as letters to be answered, reports to be analyzed, items to be prioritized, etc.

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Interviews need not be formal. The length and style of the interview will relate to the job

and the organization. Some vacancies may call for a formal interview panel, some for a

less formal, one-to-one interview. The interviewer(s) should consider the job and the

candidates when deciding on the nature of the interview.

All interviews, whether formal or informal, need careful preparation if they are to be

successful. Each candidate should leave with a sense of being treated well and fairly and

having had the opportunity to give of their best.

PREPARING THE INTERVIEW

The interviewer should prepare by:

Reading the application form, job and person specifications to identify areas which

need further exploration or clarification

Planning the questions. In some interviews it is appropriate to ask only one or two

questions to encourage the candidate to talk at length on certain subjects. In others

it may be better to ask a series of short questions on several different areas. If thereis more than one interviewer, different people can cover different topics, e.g. job

knowledge, training, and qualifications. Do not ask for personal information or

views irrelevant to the job. Do not ask potentially discriminatory questions such as

'Are you planning to have children in the next few years?'

Being ready for the candidates' questions, and trying to anticipate what additional

information they may seek.

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CONDUCTING THE INTERVIEW

Conduct the interview in an environment that will allow candidates to give of their best.

Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s),

and show them cloakroom facilities, etc.

If possible, let the candidate have a brief tour of the place of work. This is particularly

useful in the case of people new to the job market (school-leavers, returning men and

women), who may have little or no experience of what to expect in a workplace. It may

also prove valuable in offering an additional opportunity to assess the candidate's

interaction with possible colleagues.

Consider whether any adjustments need to be made to accommodate an interviewee who

has indicated a disability on the application form - it is easy to overlook simple

adjustments that may be reasonable to make:

Candidates with hearing impairment may not only need to be able to clearly see

the interviewer as they are talking, but may need communication support if they

are not to be placed at a disadvantage

Is there an alternative to steps for access to the building? Can the interview take

place elsewhere, where access might be easier for someone with a physical

disability?

It is common that both interviewer and candidate are nervous. Thorough preparation will

help both of you. Be careful not to fill silences by talking too much - the aim of the

interview is to draw information from the candidate to decide if they would suit the job.

The candidate should do most of the talking.

Nevertheless, the interviewer will want to encourage candidates to relax and give of their

best in what is, after all, a somewhat unnatural setting. It is important to keep the

conversation flowing, and the introductions and initial 'scene-setting' can help all parties

settle to the interview.

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The following pointers may be helpful in conducting the interview:

Introduce yourself (and other interviewers if present); this also gives the candidate

time to settle down.

Give some background information about the organization and the job - this helps

everyone to focus on the objective.

Structure the questions to cover all the relevant areas, and don't ask too many

'closed' questions. Open-ended questions (ie ones that can't be answered just by a

yes or no answer) will encourage the candidate to speak freely - they often begin

'what', 'why', 'when' or 'how'.

Avoid leading questions.

Listen, and make brief notes as necessary on salient points.

Have a time frame and keep to it, allowing sufficient time for candidates to ask any

questions they might have.

Make sure the candidate is familiar with the terms and conditions of the job, and

they are acceptable. If not, and the candidate is the best one for the job, then some

negotiation may be necessary - be careful to avoid inadvertent discrimination.

TYPES OF INTERVIEW

THE PANEL INTERVIEW

When used, the results of this component of the exam process will be used to determine if

you should be included on the List of Eligible Candidates forwarded to the hiring

authority for consideration for a departmental Selection Interview.

This portion of the examination is normally weighted 100% (or as indicated on the Job

Announcement). Typically, your previous test results are used only to qualify you for

participation in the Panel Interview.

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The Panel is comprised of qualified individuals, which may or may not be employees of

the City. Normally, the panel will consist of three evaluators. These individuals will

evaluate your responses to a variety of job-related questions over the scheduled time

period. Candidates receiving an average score of 70% or higher are placed on the List of

Eligible Candidates. The List of Eligible Candidates is categorized into three blocks

determined by the candidates averaged score: "A" block: Superior Candidate; "B" block:

Well Qualified; "C" block: Qualified. Please keep in mind that being on the List of

Eligible Candidates does not mean you will be selected for a position; it indicates that you

are technically qualified.

The following are some tips for the Panel Interview:

Questions are job and experience related. Prepare for your responses along thoselines.

Concentrate and keep your answers to the point as a limited amount of time is

scheduled for each interview.

Be aware of the information given on your application. The board may ask

questions about it.

Make sure you arrive for your interview about ten minutes early to give yourself a

chance to relax. Allow plenty of time for travel, etc.

Board members may take notes to help them remember you; don't be distracted.

INFORMAL INTERVIEWS

Many employers invite applicants for informal interviews prior to the main selection

procedure. These interviews are useful for information exchange, particularly in the case

of professionals. They provide an opportunity to discuss the full nature of the job, the

working environment, prospects for further development and promotion.

There seems to be some ambiguity as to whether informal interviews should be used as

part of the pre-selection process by the employer rather than self-selection by the

candidate. The crux of the issue depends on what interviewees have been told. If they have

been led to believe that it is a truly informal information session they will not consider the

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process to be fair if they are subsequently told that they have not been short listed as a

result.

FORMAL INTERVIEWS

Despite the existence of alternative methods of selection most employers regard the formal

selection interview as the most important source of evidence in making the final decision.

A selection interview can be neatly defined as a conversation with a purpose, but not

infrequently the purpose is obscure to the point of invisibility. More often than not,

pointless chat would be nearer the mark. The interview has attracted severe criticism for a

very long time - being attacked on the grounds of its subjective nature, questionable

validity and unreliability.

THE SELECTION INTERVIEW

Once the List of Eligible Candidates is established it is sent to the Department(s) that is

hiring to fill a current vacancy. The Department Head is responsible for setting up

Selection Interviews. He/she may interview anyone on the list, since all persons referred to

the department are qualified. The Department Head will be looking for the candidate with

the best qualifications for their particular position.

The candidate selected to fill the vacancy will undergo a medical examination, drug

screen, background investigation, and a probationary period (see job announcement)

before attaining permanent employment status. Additionally, in accordance with Federal

Law, the candidate is required to provide proof of identity and proof they may legally

work in the United States. All employees are also required to sign an oath of affirmation

of allegiance as required by State Law.

REFERENCES AND CHECKING

State on the application form when any references will be sought, and do not approach a

current employer unless the candidate has given express permission. If references are

sought, they will be most effective if you include a job description with the request, with

structured, relevant questions that will enable you to gain accurate further information

about the candidate's abilities. Do not ask for personal information or for conjecture about

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the applicant. Remember too that completing a reference takes time and proper

consideration; so only seek such references if you believe they are necessary and

appropriate. A simple form confirming dates of employment, capacity and particular skills

may be satisfactory.

The holding of particular qualifications, training or licenses may be important to the job,

and it is reasonable to ask candidates for proof. If checks on such qualifications are to be

made, it is good employment practice to make sure the applicant knows, and that copies of

any relevant documents will be held on their personnel file.

The timing of reference and qualification checks is variable. It is often the case that

references are taken up at shortlist or offer stage, and the candidate may be asked to bring

documentary evidence of qualifications to the interview. Job offers are sometimes made

'subject to satisfactory references being received', but this is not advisable. The referee

may simply fail to provide any kind of reference. There is no legal requirement to do so.

Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is

withdrawn on those grounds, the organization could face legal action by the applicant. The

organization needs a policy of what to do in circumstances such as the non-supply of a

reference - an initial 'probationary' period might be an acceptable way of proceeding.

APPROVAL BY APPROPRIATE AUTHORITY

When selection interview is passed, references are checked, physical examination is done,

and then on the basis of this the appropriate authority gives the acceptance for the

selection.

FINAL SELECTION

In this, the offer letter is given to the candidate selected and there side demands

acceptance in specific period.

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THE OFFER

Once the successful candidate is identified, and any necessary references and checks

completed, send out an offer letter. This is preferable to telephoning the candidate, as a

letter enables the specifics of the job to be re-stated, with the terms and conditions, any

pre-conditions (e.g. subject to exam success), or post-conditions (e.g. subject to a

satisfactory probation period).

Remember that the employment contract is a legal one, and exists even before the

candidate has commenced employment. The offer letter should set out the following

points:

The job title and the offer of that job

Any conditions (pre or post) that apply to the offer

The terms of the offer - salary, hours, benefits, pension arrangements, holiday

entitlement, place of employment, etc

The date of starting, and any probationary period

What action the candidate needs to take, e.g. returning a signed acceptance of the

offer, agreement to references, any date constraints on acceptance

If the letter is to form part of the contract of employment, it should say so.

Alternatively it could form the main terms and conditions of employment - a

written statement required by law to be issued to employees within two months of

them starting work.

EVALUATION

The broad test of the effectiveness of the selection process is the quality of the

personnel hired. An organization must have competent and committed personnel.

The selection process, if properly done, will ensure availability of such employees.

People who work independent of the HR department conduct periodic audit.

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RECRUITMENT AND SELECTION AT SBI

Applicants are invited.

Process of recruitment and selection in SBI.

Applicants are invited for stage I i.e written test.

Written test is conducted.

Applicants are shortlisted for stage II i.e, Group

discussion and personal interview.

Interview is conducted.

Finally applicants selected for job on the basis of

performance of candidates in stage I and stage II on merit

basis.

Final verification of document and medical test.

Final selection of applicants

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RESEARCH METHADOLOGY

MEANING OF RESEARCH

Research in common parlance refers to a search for knowledge. It is a careful investigation

or inquiry specially, through search for new facts in any branch of knowledge. In other

words, research comprises defining and redefining problems, formulating hypothesis or

suggested solutions; collecting, organizing and evaluating data; making deductions and

reaching conclusions; and at last carefully testing the conclusions to determine whether

they fit the formulating hypothesis.

Research objective

The project was undertaken to analyze the effectiveness ofRecruitment And Selection process at State Bank Of India

COLLECTING THE DATA

In dealing with any real life problem it is often found that data at hand are inadequate and

hence, it becomes necessary to collect data that are appropriate. There are several ways of

collecting the appropriate data, which differ considerably in context of money costs, time

and other resources at the disposal of the researcher.

PRIMARY DATA: This data can be collected either through experiment or through

survey. If the experiment is conducted then there would be quantitative measurements, in

the case of a survey, any one or more of the following can collect data;

1. By observation2. Through personal interview

3. Through telephone interview

4. By mailing of questionnaires

5. Through schedules

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SECONDARY DATA: This is the data collected through the literatures and the journals

that are already available and easily available to the researcher in the library or on the

websites these are the data, which has been used by other also for any kind of their use.

Here in my study of recruitment and selection process the primary data was collected by

the observation and through informal interviews or discussions with the HR executives

and the managers. Secondary data was collected through the literature and the websites of

the companies.

SAMPLE UNIT

Sample unit here are the persons in the human resource department. i.e. in the recruitment

and selection process. Only 30 executives were working in the HR department. The

researcher conducted informal interview and collected data through departmental reports.

OBJECTIVE OF RESEARCH

The objective of the project was basically seeing that HR dept how to select the suitable

candidates for the job. Also see that what are the polices and procedure that are being

adopted by a company formally. Find out that what are the basic problems are there in the

organization due to employee leave the jobs.

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DATA ANALYSIS AND INTERPRETATION

GRAPHICAL PRESENTATION

Q.1 Are you aware of the recruitment policy ?

Agree73%

Disagree27%

AGREE: 73%

DISAGREE: 27%

INTERPRETATION

The above figure depicts that 73% of employees agreed, that Recruitment

and selection process . However 27% of the employees are

unaware of the recruitment and selection process of their

organizationQ.2 Does your organization considers only internal sourcesof recruitment?

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Q.2 Does your organization considers only internal sources ofrecruitment?

AGREE

DISAGREE

AGREE: 33%

DISAGREE:67%

INTERPRETATION

The above figure depicts that 33% of employees agreed and 67% of employees disagreedwith the statements that their organization considers only internal sources

of recruitment in State Bank Of India

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.Q.3 Does your organization considers external sources of

recruitment ?

Yes73%

No27%

Agree- 73%

Disagree: 27%

INTERPRETATION

The above figure depicts that only 73% employees are agreed and 27% employees are

disagreed with the statement that their organization considers external sources of

recruitment .

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Q.4. Does your organization goes for proper human resource

planning before recruitment?

agree

disagree

Agree -80%Disagree-20%

INTERPRETATION

The above figure depicts that 80% of employees are agree with the statement that their

organization goes for proper human resource planning before recruitment

and 20 % are disagree with the statement.

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Q.5. Does your organization uses the services of job sights

also as sources of external recruitment ?

agree

disagree

Agree-65%

Disagree- 35%

INTERPRETATION -The above figure depicts that 65%of employees are agreed and

35% are disagreed their organization uses the job sights also as a source of external

recruitment respectively.

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Q.6. Is the organization able to get qualify people through the

recruitment and selection process ?

agreedisagree

Agree -85

Disagree-15

Interpretation The above figure depicts that 85%employees are

agreed and the 15% employees are disagreed this statement that

their organization able to get qualify people through the

recruitment and selection process.

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Q.7. Does your organization goes for proper job analysis before

recruitment?

AGREE

DISAGREE

AGREE-80%

DISAGREE-20%

Interpretation From the pie chart it is clear that 80% of theemployees are aware and 20% disagree of this that their

organization goes for proper job analysis before recruitment.

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Q.8.Are interviews conducted in a stressly environment ?

AGREE

DISAGREE

AGREE-90%

DISAGREE-10%

Interpretation- From the pie chart it is clear that the 90% of the

employees are agree and 10% of the employees are disagree that

the statement that interviews are conducted in a stressly

environment.

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LIMITATIONS

The time frame was limited.

Some of the respondents was hasited in fillings the

questionnaire.

All the respondents did not responds to the questionnaire

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CONCLUSIONS

After doing the research based on the information given by the managers, executives and

the secondary data collected and the projections prepared on the recruitment process and

selection process. I can be said that,

Most of the employees are agree the statement that their organization able to get qualify

people through the recruitment and selection process.

Most of the employees are aware of the recruitment & selection process.

Most of the employees are aware this statement that their organisation considers only

internal sources of recruitment.

Most of the employees are aware this statement that their organisation considers external

sources of recruitment.

Most of the employees are aware this statement that their organisation goes for

proper human resources planning before recruitment.

Most of the employees are aware this statement that their organisation uses the

services of job sights also as a sources of external recruitment.

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SUGGESTIONS

The company should see that for the senior level selection they go for the internal

recruitment as well because it is the cheaper and time saving source of selection of

employee.

For the lower level the company should that he go for the campus interview

because by this they able to get the employee as per the requirement and the cost of

selection will be less.

The company should also increase in the salary at the time because some it may bethe cause of leaving the job.

.

When the employee leave the organization, company should that he fill the exit

interview form and keep it in the record so that organization will able to know that

what are the basic reason behind leaving the organization.

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ANNEXURES

Name of the Person

Designation

Pls tick mark in the appropriate column.

S.NO. STATEMENTS AGREE DISAGREE

1 Are you aware of

the recruitment policy

process of the SBI bank?

2 Does your organization

considers only internal

Sources of recruitment?

3 Does your organization

considers external sourcesOf recruitment?

4 Does your organizationgoes for proper humanresources planning beforerecruitment?

5 Does your organization usesThe services of job sights alsoas a source of externalrecruitment?

6 Is the organization able to getQuality People through therecruitment & selection Process?

7 Does your organization goes for

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Proper job analysis before recruit--ment?

8 Are interviews conducted in aStressly environment?

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BIBLIOGRAPHY

BOOKS:-

Kotler C.R, Research methodology methods &

Techniques,2nd edition, vishwaprakashan, Delhi.

INTRNET:-

www.google.com ,

www.msn.com ,

www.hprofessor.com.
http://www.google.com/http://www.msn.com/http://www.hprofessor.com/http://www.google.com/http://www.msn.com/http://www.hprofessor.com/

kajal final project

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