konica project report

8/12/2019 Konica Project Report

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EXECUTIVE SUMMARY

Todays tight labor market is making it more difficult for organizations to find, recruit, and select

talented people. The competition for talent is intensifying, as there are fewer qualified applicants

available. This shortage of applicants makes it all the more important for organizations to be able

to effectively attract, select, and retain quality candidates. Employees are the most important

determinant and leading factor that determine the success of an organization in a competitive

environment. This is especially true for service organizations that rely heavily on their good

behavioral employees to provide friendly and courteous services to their customers in this

competitive environment. Therefore it is also important to study the job satisfaction level of the

employees of an organization in order to understand the reasons for satisfaction and

dissatisfaction with the job.

The research project aims at analyzing the recruitment and selection process of employees and

also studying the overall job satisfaction of the employees working with ICICI Bank. The

research has been done to get a better insight and understanding of the recruitment and selection

process and also the overall job satisfaction of the employees at ICICI Bank. To meet the

objectives of the research, Descriptive research was done. Job satisfaction survey was done in

order to collect primary data to analyze the overall job satisfaction. A questionnaire based on the

objective was prepared to collect the primary data. Secondary data was collected from various

sources like journals, articles, magazines and published reports to study the recruitment and

selection process at ICICI Bank. The primary data collected from the employees of ICICI bank

was analyzed using the graphs and pie charts.


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COMPANY PROFILE

ICICI Bank is India's largest private sector bank with total assets of Rs. 5,367.95 billion (US$ 99

billion) at March 31, 2013 and profit after tax Rs. 83.25 billion (US$ 1,533 million) for the year

ended March 31, 2013. The Bank has a network of 3,620 branches and 11,292 ATMs in India,

and has a presence in 19 countries, including India.

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 specialized subsidiaries in

the areas of investment banking, life and non-life insurance, venture capital and asset

management.

The Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in

United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International

Finance Centre and representative offices in United Arab Emirates, China, South Africa,

Bangladesh, Thailand, Malaysia and Indonesia. Our UK subsidiary has established branches in

Belgium and Germany. ICICI Bank's equity shares are listed in India on Bombay Stock

Exchange and the National Stock Exchange of India Limited and its American Depositary

Receipts (ADRs) are listed on the New York Stock Exchange (NYSE).

The industrial credit and investment corporation of India limited (ICICI) was incorporated in

1955 at the initiative of World Bank, the government of India and representatives of Indian

industry, with the objective of creating a development financial institution for providing

mediumterm and long- term project financing to Indian businesses. A. Ramaswami Mudaliar is

elected as the first chairman of ICICI Limited.

CHANDA KOCHHAR is currently managing director and CEO of ICICI Bank. Kochhar has

also consistently figured in fortunes list of Most Powerful Women in Business since 2005.

KV Kamath who has was awarded Padma Bhushan award from the Indian government in 2008 isthe Non-Executive Chairman of the Bank.


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VISSION AND MISSION OF ICICI BANK

VISION

To ensure most cost effective power for sustained growth of India. To provide clean and green power for secured future of countrymen Constituent associates & stakeholders. To continuously upgrade & update knowledge & skill set of its human resources. To achieve excellence in every activity we undertake

MISSION

We will leverage our people, technology, speed and financial capital to:

Expand the frontiers of our business globally. Play a proactive role in the full realization of Indias potential. Maintain high standards of governance and ethics. Create value for our stakeholders. To ensure most cost effective power for sustained growth of India. To provide clean and green power for secured future of countrymen. To achieve excellence in every activity we undertake

SWOT ANALYSIS OF ICICI BANK

STRENGTH

Front runner in the Indian Private Banking Sector Strong presence via its branches High use of technology to make life simpler for the customers Large no. of facilities for the customers in terms of products and services Over 75,000 employees at ICICI


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Decades of Experience in the Banking sector along with marketing has added to thebrand name

Presence in over 19 countriesWEAKNESS

Too much competition in the banking sector affecting employee and customermanagement

Many branches in urban areas has led to high cost Customer service staff needs training Some gaps in range for certain sectors. Processes and systems, etc.

OPPORTUNITY

Opening more branches in the rural areas Use of technologies to penetrate the rural markets Venturing into countries like Africa where the economy is coming up Fasttrack career development opportunities on an industrywide basis Could extend to overseas broadly.

THREAT

Ever changing RBI policies International and other competitors Inability to adapt the changing conditions due to large size Lack of in frastructure in rural areas could constrain investment High volume/low cost market is intensely competitive.


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MAJOR COMPETITORS OF ICICI BANK

HDFC Bank Limited is an Indian financial services company based in Mumbai, Maharashtra

that was incorporated in August 1994. HDFC Bank is the fifth or sixth largest bank in India by

assets and the second largest bank by market capitalization as of February 24, 2012. The bank

was promoted by the Housing Development Finance Corporation, a premier housing finance

company (set up in 1977) of India. HDFC Bank has 1,986 branches and over 5,471 ATMs, in

996 cities in India, and all branches of the bank are linked on an online real-time basis.

Axis Bank Limitedis an Indian financial services firm headquartered in Mumbai, Maharashtra.

It had begun operations in 1994, after the Government of India allowed new private banks to be

established. The Bank was promoted jointly by the Administrator of the Specified Undertaking

of the Unit Trust of India (UTI-I), Life Insurance Corporation of India (LIC), General Insurance

Corporation Ltd., National Insurance Company Ltd.,The New India Assurance Company,The

Oriental Insurance Corporation and United India Insurance Company UTI-I holds a special

position in the Indian capital markets and has promoted many leading financial institutions in the

country. As on the year ended 31 March, 2012, Axis Bank had 0061n operating revenue of

13,437 crores and a net profit of 4,242 crores.

Yes Bank is a private bank inIndia.It was founded by Ashok Kapur andRana Kapoor,with the

duo holding a collective financial stake of 27.16%. YES Bank has received significant national

and international recognitions which include Mr. Rana Kapoor, Founder, MD & CEO being

recognized as the Entrepreneurial Banker of the Decade (2001-2010) by Bombay

Management Association, India's No. 1 New Private Sector Bank in the Financial Express-

E&Y Best Banks Survey 2010, India's Fastest Growing Bank of the Yearat the Bloomberg

UTV Financial Leadership Awards 2011.

Kotak Mahindra Bankis an Indian financial service firm established in 1985. It was previously

known as Kotak Mahindra Finance Limited, a non-banking financial company. In February

2003, Kotak Mahindra Finance Ltd, the group's flagship company was given the license to carry

on banking business by the Reserve Bank of India (RBI).
http://en.wikipedia.org/wiki/New_India_Assurancehttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Rana_Kapoorhttp://en.wikipedia.org/wiki/Rana_Kapoorhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/New_India_Assurance


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INTRODUCTION

People are integral part of any organization today. No organization can run without its human

resources. In todays highlycomplex and competitive situation, choice of right person at the right

place has far reaching implications for an organizations functioning. Employee well selected

and well placed would not only contribute to the efficient running of the organization but offer

significant potential for future replacement. This hiring is an important function. The process of

hiring begins with human resource planning (HRP) which helps to determine the number and

type of people on organization needs. Job analysis and job design enables to specify the task and

duties of hobs and qualification expected from prospective job HRP, job analysis, hob design

helps to identify the kind of people required in an organization and hence hiring. It should be

noted that hiring is an ongoing process and not confined to formative stages of an organization.

Employees leave the organization in search of greener pastures, some retire and some die in the

saddle. More importantly an enterprises grows, diversifies, take over the other units all

necessitating hiring of new men and women. In fact the hiring function stops only when the

organization ceases to exist. Hiring involves two board activities which are Recruitment and

Selection.

What does the term Satisfaction imply to an employee? It implies nothing else than the

feeling of either being contended or non-contended with their job.

Employee satisfaction is a prerequisite for the customer satisfaction. Satisfied employees are

critical for the success of any enterprise. An enhanced employee satisfaction leads to higher level

of employee retention. The employee satisfaction survey is a diagnostic tool. It allows us to

know more about employee opinion and what issues affect them. The surveys also shed light on

other issues such as job satisfaction, work motivation, communication within the company,

identification with the company, etc.Satisfied employees are critical for the success of any

enterprise.

When companies are committed with providing high quality products and services; when

companies set high work standards for their employees; and when employees are empowered

through training and development, provided with knowledge and information, permitted to make

mistakes without punishment, and trusted; they will experience an increase in their level of


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satisfaction at work. This level of satisfaction can be enhanced further if teamwork and visionary

leadership are introduced.

Continuous improvement comes from the efforts of the empowered employees motivated by

visionary leadership. This is supported by the findings that empowerment and visionary

leadership both have significant correlation with employee satisfaction. Teamwork is also

supported by the findings. In addition, the study found significant correlation between employee

satisfaction and employees intention to leave.

The success of a corporation depends very much on customer satisfaction. A high level of

customer service leads to customer retention, thus offering growth and profit opportunities to the

organization. There is a strong relationship between customer satisfaction and employee

satisfaction. Satisfied employees are more likely to stay with company and become committed

and have more likely to be motivated to provide high level of customer service, by doing so will

also further enhance the employees satisfaction through feeling of achievement. Enhanced

employee satisfaction leads to improved employee retention; and employee stability ensures the

successful implementation of continuous improvement and customer satisfaction. These will

further enhance employee satisfaction. Therefore, employee satisfaction is a prerequisite for

customer satisfaction.

OBJECTIVES OF THE STUDY

The objectives of the study help a researcher to plan the ways and implement the same to make

the study a successful one. It helps us know about the purpose of doing the study. The objectives

of the study are formulated and are based on the title of the project. The objectives are as

follows:

To study the recruitment and selection procedure in ICICI BANK.

To identify the probable area of improvement to make recruitment and selectionprocedure more effective.

To study the overall job satisfaction of employees in ICICI bank.


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SCOPE OF THE STUDY

The banking industry in India has a huge canvas of history, which covers the traditional banking

Practices from the time of Britishers to the reforms period, nationalization to privatization of

banks and now increasing numbers of foreign banks in India. Therefore, Banking in India has

been through a long journey. Banking industry in India has also achieved a new height with the

changing times. The use of technology has brought a revolution in the working style of the

banks. Nevertheless, the fundamental aspects of banking i.e. trust and the confidence of the

people on the institution remain the same. The majority of the banks are still successful in

keeping with the confidence of the shareholders as well as other stakeholders. However, with the

changing dynamics of banking business brings new kind of risk exposure.

The present study attempts to analyze the recruitment, selection process and the overall job

satisfaction of employees at ICICI bank. The study will focus on recruitment steps, selection

procedure and overall job satisfaction of middle level and junior level of management.

LIMITATIONS OF THE STUDY

Certain limitation do creep in research study due to constraints of the time, money human efforts.

The present study is also not free from certain limitation, which were unavoidable. Although all

efforts were taken to make the result of the work as accurate as possible as survey but study

based on the survey has following limitations:

Some employees were not willing to respond to the job satisfaction survey questionnaire Personal biases might have come while answering the questions. Due to time constraint and imperative work load during the time period it was not

possible to explore more areas of concern pertaining to the study.

Due to a very large population, only selected sample of employees were asked to respondto the questionnaires.


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RESEARCH METHODOLOGY

OBJECTIVES OF THE STUDY

The objectives of the study are formulated and are based on the title of the project. The

objectives are as follows:

To study the recruitment and selection procedure in ICICI BANK. To identify the probable area of improvement to make recruitment and selection

procedure more effective.

To study the overall job satisfaction of employees in ICICI bank.RESEARCH DESIGN: Descriptive Research

Descriptive Research was done in order to describe the data and characteristics about what is

being studied. The research can either be qualitative or quantitative. The research was done using

a questionnaire based on the objectives of the study. In this research , the researcher must be

able to define clearly, what he/she want to measure & must find adequate methods for

measuring it along with clear cut definition of population he/she wants to study.

SAMPLING: Non Probability Convenience Sampling

This type of sampling was done by me to obtain the responses from the easiest population

members. The subjects are selected just because they are easiest to recruit for the study. It would

be ideal to test the entire population, but for my study purpose, the population is just too large

that it is impossible to include every individual. This is the reason why I relied on sampling

techniques like convenience sampling, which is the most common of all sampling techniques.

SAMPLE SIZE: 22 Employees

The primary data was collected from 22 employees working in ICICI bank in order to study and

analyze their overall job satisfaction. The respondents were asked to respond to the questionnaire

which was prepared based on the objective. The responses were collected from 22 employees

and were then analyzed to meet the objective of the research study.


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DATA COLLECTION METHODS:

Data for the study purpose was collected from both Primary and the Secondary Sources. Both the

data sources were important in order to meet the objectives of the study and to get insights and

better understanding of the subject matter.

DATA COLLECTION FROM PRIMARY SOURCES:

Online Survey Method:

The primary source of data collection was a online survey of the employees working in ICICI

Bank using the questionnaire. The employees were asked to respond to the questionnaire

prepared for the response collection. Convenience sampling method was used for less time

taking and easy collection of data. The response from the sample were collected and recorded in

order to analyze the same.

DATA COLLECTION FROM SECONDARY SOURCES:

Data were also reviewed and collected from the secondary sources for a deep understanding and

getting more insights about the recruitment and selection procedure of ICICI Bank. The

secondary sources of the data collection were online websites, journals, articles and research

papers accessed through Ebsco , Proquest , Science Direct and other databases. Books were also

referred for the data collection purpose and previously published reports related to the subject

matter were also reviewed by me.

TOOLS OF DATA ANALYSIS:

The data collected was analyzed using the statistical tools in order to meet the objectives of the

research. The tools used for the analysis of the data were Microsoft Office Excel 2007. The data

was also be analyzed with the help of various graphs and pie charts.


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ANALYSIS AND INTERPRETATION

ANALYSIS OF RECRUITMENT AND SELECTION PROCESS AT ICICI BANK

The art of choosing men is not nearly so difficult as the art of enabling those one has chosen to

attain their full worth. Recruitment is the process by which organizations locate and attract

individuals to fill job vacancies. Most organizations have a continuing need to recruit new

employees to replace those who leave or are promoted in order to acquire new skills and promote

organizational growth.

Recruitment follows HR planning and goes hand in hand with selection process by which

organizations evaluate the suitability of candidates. With successful recruiting to create a

sizeable pool of candidates, even the most accurate selection system is of little use Recruitingbegins when a vacancy occurs and the recruiter receives authorization to fill it. The next step is

careful examination of the job and enumeration of skills, abilities and experience needed to

perform the job successfully. Other steps follow:

Creating an applicant pool using internal or external methods Evaluate candidates via selection Convince the candidate And finally make an offer

Scope:To define the process and flow of activities while recruiting, selecting and appointing

personnel on the permanent rolls of an organization.

Authorization:

S.No. Authorized Signatory

1 Head- Human resource

2 Managing director


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Amendments and deviations:

Any amendments to and deviations from this policy can only be authorized by the Head-human

Resources and the Managing Director.

Exclusions:

The policy does not cover the detailed formalities involved after the candidate joins the

organization.

Activity flow :

The organization philosophy should be kept in mind while formulating the recruitment

procedure.

The HR department would set the recruitment norms for the organization. However, the onus of

effective implementation and compliance with the process rests with the heads of the respective

functions and departments who are involved in the recruitment and selection process. The

process is aimed at defining the series of activities that needs to be performed by different

persons involved in the process of recruitment, the checks and control measures to be adopted

and information that has to be captured.

Recruitment and Selection is conducted by:

HR & Branch Manager Functional Head

RECRUITMENT PLANNING

Recruitment planning on the basis of budget

The manpower planning process for the year would commence with the companys budgeting

activity. The respective Functional heads would submit the manpower requirements of their

respective functions/ departments to the board of Directors as part of the annual business plan

after detailed discussion with the head of human Resource Function along with detailed notes in


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support of the projected numbers assumptions regarding the direct and indirect salary costs for

each position.

A copy of the duly approved manpower plan would be forwarded by the HR department for their

further actions during the course of the year. The annual budget would specify the manpower

requirement of the entire organization, at different levels, in various functions/departments, at

different geographical locations and the timing of the individual requirements. It would also

specify the requirement budget, which is the cost allotted towards the recruitment of the

budgeted staff and the replacement of the existing employees. The manpower plan would also

clearly indicate the exact time at which the incumbent should be on board in such a way that the

Regional HR has adequate notice for the time lapses involved in sourcing any other activities.

The Regional HRs would undertakethe planning activity and necessary preparations in advance

of the anticipated requirements, as monthly and quarterly activities on the basis of the approved

budget, estimated separations and replacements therefore.

The vacancies sought to be filled or being filled shall always be within the approved annual

manpower budget and no recruitment process shall be initiated without the formal concurrence

of the Head of the Regional HR under any circumstance. Head of the Regional HR shall also

have the responsibility to monitor the appointments being considered at any point of time withspecific respect to the duly approved manpower budgets.

Review of Manpower Plans and Additional Manpower

Review of manpower budgets shall take place on a quarterly basis. In the event of any new

position or any deviations to the original plans, details of the positions maybe forwarded to the

VP-HR along with the adequate supporting information. The recommendations would normally

require a formal approval of the Managing Director. Alternately, VP-HR may record the

summary of his discussion with the Managing Director and the MDs approval on the

recommendations, to signify the final decision taken regarding the recommendations.


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STEPS IN SELECTION PROCESS

SOURCING OF SUITABLE CANDIDATES

Selection of Sources

Regional HR would tap various sources/channels for getting the right candidate. Depending on

the nature of the position/grade, volumes of recruitment and any other relevant factors, the

Regional HR would use any one multiple sources such as:

Existing database (active application data bank); Employee referral as per any company scheme that may be approved from time to

time;

Advertisement in the internet/newspapers/magazines/companys sites/job sites orany other media;

Placement Agencies (particularly for positions of Managers and above); Headhunting firms particularly for senior positions, specialist positions and

critical positions;

Direct recruitment from campuses/academic institutes; Job websites and


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Any other appropriate sources.The norms for using any of the sources are not water tight. Number of positions, criticality of

positions and the urgency of the positions, confidentiality requirements, relative efficacy and cost

considerations would play a role in the choice of the appropriate sourcing mechanism.

ADVERTISEMENTS

All recruitment advertisements (in any form and any medium) shall always conform to the KLI

compliance norms and would not be released by any department or branch without the approval

of the VP-HR. depending on the specifics of each position for which recruitment advertisements

are to be released, Regional HR may obtain assistance from the companys marketing

department and/or any external advertising agencies for the preparation of the contents. Key

features of the positions as notified by the Functional Heads would normally form a part of the

advertisement text.

The media for releasing advertisement would depend on the level of the position being

considered and the urgency of the requirements.

The advertisement mode that could be broadly specified as newspapers (local or mainline

depending on requirements), internet sites and business magazines.

Placement Agencies/Headhunting Agencies

Depending upon the vacancies, fresher fitting different description listed above may be recruited

from time to time, from academic institutes of appropriate standards/reputation/grade, in the

requisite numbers and at the compensation/stipend amounts to be formally approved of the VP-

HR. Plans for such recruitment need specific special approval of VP-HR. norms regarding the

identification of the appropriate institutes, constitution of the selection panels, timings of the

recruitment, number of candidates to be recruited into different positions, choice of the

appropriate selection process and the tools thereof shall be decided by the Head of the Regional

HR in consultation with the VP-HR, depending on the specific features of the position.


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SCREENING OF THE CANDIDATES

First level screening

The Candidates would be screened by the HR Manager/Branch Manager for the respectivelocations. Screening would be on the basis of the profile of the candidate and the departmental

requirements.

This assessment will be with respect to:

The general profile of the candidate, Personality fit of the candidate into the profile,

Aptitude/attitude of the candidate, Motives of the person to join the company and whether focus is in the short term or is a

long term player,

Basic skill level on our set of requirements, say numerically ability, networking ability,etc

Establish the annual guaranteed cash compensation of the individual and check whetherthe person would fit into the system.

Explain the role of Sales manager to the applicant and check the acceptance of thecandidate for the same.

In case of need, the Regional HR may take a Tele interview of the candidate for further

assessment process.

Second Level Screening

Aptitude Test

If the first assessment is positive, the candidates will give the aptitude test, once such test is

selected approved by the company. The scoring, interpretation and the generation of interview

probes from that test will also be done at this time. People who qualify the minimum criteria on

this test will be put up on to the Functional Head (VPs in case of HO) for funct ional assessment

and suitability into the role.


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Tied Agency Sales Manager candidates short listed by the BM have will then take sales Aptitude

test, once such a test is finalized. For the final selection, the regional Manager (Business Heads

for HO) will meet the candidates short listed by the branch manager/VP. The chart specifying the

Minimum approval level for each level of recruitment is specified below:

Category BranchManager/ChiefManager

AreaManager/AVP/VP

BusinessHeads

ManagingDirector

CSE/ADVISORS Yes No No No

BIC Yes Yes No No

BM/CM Yes Yes Yes No

SM Yes Yes Yes Yes

General Norms regarding interview Process:

a) Interviews should consider the entire data provided by the candidate either through theformal CV or otherwise before coming to a conclusion about the candidate. They may

insist on seeing the proof of the claims made by the candidate regarding qualifications,

experience and other achievements. They may, at their discretion, decide to meet the

candidate on more than one occasion or to refer the candidate to another panel.

b) Ratings on various attributes of the candidates shall be recorded in the interviewevaluation sheet, soon after the interview is over. Along with these numerical ratings,

qualitative observations about the candidate and overall decision regarding selection or

otherwise (including a decision to defer the induction, referral to another panel,

considering for another position) shall be forwarded to the associated Recruitment

Manager/ Head of Regional HR. Individual panel members have the option of appending

their additional remarks/observations. No selection will be treated as final unless the IES

form is filled comprehensively. Suitably appropriate IES formats may be created for

specific positions.


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c) Any discrepancies noticed by the panel members regarding the authenticity of the dataprovided by the candidate should be specifically and formally recorded on the IES form

and suitably high lightened.

d) Specific points to be probed during the reference check process, if any, must also beclearly recorded and high lightened on the IES forms.

Administrative Actions Regarding Interviews

a) Scheduling and the venue of the interviews would be handled by the recruitment team inconsultation with the short listed candidate and the selection panel members, after taking

mutual convenience into account. For field positions, respective branch/regional heads

would undertake this co-ordination.

b) After the final round, if the candidate is selected, the complete set of papers PersonalData Form, CV, job requisition no., Interview evaluation sheet ,reference check details,

educational details, along with the interviewers recommendations and Reference check

form should be forwarded by the recruitment managers to recruitment head. Fitment of

the candidate into a grade and compensation fitment shall be on the assumption of

authenticity of the information provided in the CV/application form.

c) An appropriate formal communication shall be sent to the candidate whose candidature isnot being taken forward, or details of the verbal/telephonic communications provided to

the candidate shall be recorded on the candidates papers, by the recruitment

team/associated line managers. In the case of interviews taking place at the

branch/regional levels, similar noting should be recorded on the individual candidates

papers.

Negotiations of the terms and conditions and other pre-appointment formalities

a) In the case of sales-Tied Agency functions, the branch managers will be allowed to fixthe salary and grade of the incoming sales manager, provided the compensation does not

exceed 20% of the candidates current cash salary. Any fitment beyond this norms will

need the approval of Head-HR. HR will forward a worksheet to support the BMs to

evaluate the appropriate cash CTC of the incumbent. For all other functions, the


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compensation and grade would be fixed post a discussion between the Head of the

Regional HR and the associated AVP/VP. Any candidate being offered a CTC of more

than 4lacs will need the sign off from HEAD-HR. In appropriate cases, at the discretion

of the VP-HR, a deviation may be referred to the Managing Director, for the MDs

formal approval.

b) Responsibility for negotiations and finalization of the terms shall rest with the bestBranch Manager/Associated Manager. They may seek the assistance of the recruitment

managers, whenever required. Reference checks process should not normally be initiated

unless the candidate has indicated his firm acceptance of the offer being made by us.

Reference checks

a) Normal, reference checks should be undertaken with at least one reference. A secondreference check will be done if considered necessary. Responsible officials from the

former employers, academic institutes and/or any other eminent personalities can be

considered as appropriate references. Close relatives and friends cannot be considered as

references. Wherever feasible and considered appropriate, a reference should be made

with a senior official of the candidates current employer. In case the candidate is

currently un-employed, reference should be made with the latest employer. The format of

reference check is to be used as a framework for conducting the process.

b) Where the minimum two reference checks are not possible (particularly with the currentemployer) or where there is a mixed response from different sources, the matter may be

to the VP-HR for a final decision. Depending on the seniority and any other

considerations about the positions, VP-HR would normally consult the functional head

concerned, before coming to conclusions. Any candidate whose credentials are doubtful

shall not be recruited.

c) In case of recruitment of Management trainees, fresher and life advisors as salesManagers no reference checks are required.


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Employment offer letter

a) When a recruitment Manager is fully satisfied about the selection of the right candidateand about completion of all the formalities connected with the appointment of candidate

including requisite documentation, satisfactory reference check reports and medical

fitness, he/she would forward the relevant papers listed below to the head of recruitment.

Personal Data form Employee requisition form duly filled by the regional Head/Branch Manager Interview evaluation sheet filled by the regional head/Branch

manager/interviewer with his/her comments.

Latest and updated resume of the candidate

Photocopy of the appointment letter of the last employer or latest salary slip. Employment details. Two Professional references. Language Proficiency.

b) Document check list for every grade is as follows: Authorization Release Form. Background check Form. Highest Education certificate. Highest Education mark sheet. 1 Month Salary Slip of Current Employer. 1 Month Salary Slip of Last Employer. Relieving Letter of last Employment. Proof of Residence. 2 Passport Size Photograph.

c) Regional HR manager will take the signature of Head-HR on the employee requisitionform and forward the papers to the employee service team for issuance of the offer letter.


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d) Employee services team will issue offer letter, to be signed by the National RecruitmentManager or Chief Manager-HR, and send the same to the concerned Branch Manager/

HR Manager.

e) It would be the responsibility of the Branch Manager/HR Manager to ensure that theaccepted copy of the offer letter is forwarded to the employee service team within a week

of receipt of the offer letter. Till this letter is issued, the offer has not taken place in

formal sense. A copy of the offer letter shall be duly signed and returned to the candidate.

Candidate would be expected to fulfill various joining formalities, which are also

formally communicated to him/her in the form of a checklist that is attached to the letter

of offer. The Regional HR head shall have the overall responsibility and accountability to

maintain the templates of the offer letters and also for drafting of suitable non-standard

terms to any specific candidate.

f) The employee service team will follow up Branch Manager/Regional HR Manager forthe joining of the candidate and will collect all relevant documents from the candidate

including the joining report, before issuing the appointment letter. After the collection of

all necessary documents, the employee service team will send the appointment letter to

the new joiner.

g) Once the documentation is complete for the new joiner (including the acceptedappointment letter), people who may have joined before 20th of the month but have not

been included in the payroll for the month because of delay in receipt of papers will be

given ad-hoc salary advance (up to maximum of 65% of the pro-rated salary). This

advance will be adjusted once the person gets included in the subsequent months payroll.

h) If the person does not submit the relieving letter from the previous organization, whererequired to be submitted as per the table given above, within three months of joining, the

employee service manager can put their salary on hold till such time as the said

documents are received.


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Key tasks of Regional HR Head

Regional HR Head will have the authority and responsibility to administer/implement the

recruitment and selection process as outlined. An illustrative list of the key deliverables of these

incumbents is listed below.

Ensuring inductions as per quality, numbers, time and cost consideration of the companyin accordance with the approved manpower budget.

Creation of appropriate sourcing mechanism along with tracking the performance ofthese mechanisms.

Creation of quarterly and monthly recruitment plans Effective coordination with external parties such as candidates, placement agencies,

consultants, academic/professional institutes and any other including the custody of the

formal agreements , tracking timely payments and adjusted thereto

Creation of comprehensive and appropriate tools, linkages, documents, templates and anyother mechanisms to ensure smooth execution of the process requirement, along with

timely improvements thereto

Assistance to user department and line managers including in interviewing/selectionsupport, scheduling etc.

Effective internal communication with user departments and line managers includingmaking the standard recruitment formats and other templates easily available to such

users and notifying the modifications to such formats and templates.

Creation and maintenance of qualitative information base regarding candidates,placement agencies, campuses, institutes, and any other employment-market information.

Creation and maintenance of appropriate and high-quality MIS for current and futureneeds of the organization, including publication/circulation of appropriate reports there

from to the relevant users within the company.

Monitoring recruitment costs Complete documentation for the entire recruitment and selection process for easy and

quick retrieval in a readily auditable format

Timely and effective communication with all internal and external parties including thecandidates


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Tracking the progress of the selected candidates including resignation, extensions ofprobation periods/training period, etc for the purpose of improvement to recruitment and

selection process.

Effective coordination with the post recruitment arm of the Human Resource function Documentation and creating MIS regarding waiver, deviation, etc and identifying the key

areas for improvement in the formal recruitment and selection process document.

ANALYSIS OF JOB SATISFACTION OF EMPLOYEES AT ICICI BANK

1. Gender Distribution:Male 16Female 6

Interpretation :

Out of the 22 employees who responded to the survey questionnaire 73 % of the respondents

were male employees and 27% of the respondents were female employees.

73%

27%

Gender

Male Female


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2. Monthly income:

Interpretation:

Out of the 22 employees of ICICI bank who took part in the survey, 9 % of the respondents were

below the monthly income level on Rs 20000. 59 % of the respondents were between the

monthly income level of Rs 20000- Rs 40000. 23% of the total respondents were between the

monthly income level of Rs 40000- Rs 60000 and the remaining 9% of the respondents were in

the monthly income level of Rs 60000 and above. This show that maximum number of

employees who responded to the questionnaire belong to the junior level and middle level of

management.

3. How long have you been working with ICICI Bank?Experience Number of employees Percentage

Less than 1 year 2 9%

1 year - 3 years 15 68%

3 years - 5 years 4 18%

5 years and above 1 5%

0 5 10 15

Below Rs 20000

Rs 20000 - Rs 40000

Rs 40000 - Rs 60000

Rs 60000 and above

Below Rs

20000

Rs 20000 - Rs

40000

Rs 40000 - Rs

60000

Rs 60000 and

above

Percentage 9% 59% 23% 9%

No. of Employees 2 13 5 2

Monthly income


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Interpretation :

Out of the 22 employees who took part in the job satisfaction survey, 68% of the respondents are

working in ICICI bank from past 1 year to 3 years. 18 % of the employees are working from past

3 years to 5 years. 9% of the respondents are working in the bank from less than a year and 5 %

of the respondents are working with ICICI bank from 5 and more years. The time period for

which the employees have been working also indicates the relation between employee job

satisfaction and employee retention. Nearly about 85 % of the employees are somewhat satisfied

with the job at ICICI bank and so they are working with the organization from past 1 year to 5

years.

4. Are you satisfied with the compensation package at ICICI Bank?Satisfaction Level No. of Employees % age

Not at all satisfied 0 0%

Slightly satisfied 4 18%

Somewhat satisfied 10 45%Very satisfied 8 37%

Extremely satisfied 0 0%

0 5 10 15

Less than 1 year

1 year - 3 years

3 years - 5 years

5 years and above

Less than 1

year

1 year - 3

years

3 years - 5

years

5 years and

above

Percentage 9% 68% 18% 5%

Number of employees 2 15 4 1

Experience


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Interpretation:

From the graphical representation we can interpret that majority of the respondents who took part

in the survey are somewhat satisfied and very satisfied. The satisfaction level is therefore

average to good with regards to the compensation package. 45 % of the respondents are

somewhat satisfied with the compensation package. 37% of the remaining employees responded

that they are very satisfied with the compensation package and 18 % remaining respondents

responded that they are slightly satisfied with the compensation package at ICICI bank. We can

hence infer that the satisfaction level of employees regarding the compensation package at ICICI

bank is average to good. The employees are not highly satisfied but not dissatisfied also. The

overall satisfaction level is average.

5. Are you satisfied with the appreciation or the reward system provided by yourmanagement?

Satisfaction Level No. of Employees % age



Somewhat satisfied 13 59%

Very satisfied 4 18%


0

2

4

6

8

10

12

Not at all

satisfied

Slightly

satisfied

Somewhat

satisfied

Very

satisfied

Extremely

satisfied

Satisfaction level- Compensation

No. of Employees


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Interpretation:

From the graphical representation we can interpret that the satisfaction level of the employees at

ICICI bank regarding the appreciation and reward system is average. Out of 22 employees who

took part in the survey, 59% responded that they were somewhat satisfied with the appreciation

and reward system at ICICI bank. 23 % of the respondents were slightly satisfied with the

appreciations and the reward system in the bank and 18% were very satisfied with the reward

system of the organization. Therefore we can infer that the overall satisfaction level of the

employees is average with regards to the appreciation and the reward system at ICICI bank. The

is no dissatisfaction on the reward system and the employees are not highly satisfied. Therefore

the satisfaction level is average.

6. What is your satisfaction level regarding relationship with your superiors and co-workers?


Not at all satisfied 0 0%Slightly satisfied 1 5%




0

2

4

68

10

12

Satisfaction level- reward system

No. of Employees


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Interpretation:

From the graphical representation we can interpret that the satisfaction level of the employees

with regards to the relationship with their superiors and co- workers is very good. They are very

satisfied with the kind of relationship they maintain with their co workers and superiors.

Majority of the respondents who took part in the satisfaction survey responded that they were

very satisfied with the relationship they maintain with their superiors and co workers. 68 % were

very satisfied. 23% of the employees were somewhat satisfied and the remaining were slightly

and extremely satisfied. Overall satisfaction level of employees in ICICI bank with regards to

relationship with superiors and co workers is high.

7. Are you satisfied with the feedback and performance appraisal system at ICICIBank?

Satisfaction Level No. of

Employees

% age






Not at all

satisfied

Slightly

satisfied

Somewhat

satisfied

Very

satisfied

Extremely

satisfied

0 0

11 11

0

Satisfaction level - Relationship

No. of Employees


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Interpretation:

From the above table and graphical representation we can interpret that the satisfaction level of

employees with regards to the feedback and performance appraisal system at ICICI bank is good

to average. Majority of the respondents who took part in the survey responded that they are very

satisfied and somewhat satisfied with the feedback and performance appraisal system at ICICI

bank. Only a few respondents were slightly satisfied with the appraisal system at the bank.Therefore we can infer that overall satisfaction level of the employees working in the bank with

regards to feedback and performance appraisal system is good to average.

8. What is your satisfaction level with regards to the working environment at ICICIBank?


Not at all satisfied 0 0%Slightly satisfied 0 0%




0

2

4

6

8

10

12

0 0

11 11

0

Satisfaction level- Appraisal system

No. of Employees


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Interpretation:

From the above table and the graphical representation, we can interpret that the satisfaction level

of the employees with regards to the working environment is good to average. 50 % of the

employees who took part in the survey responded that they are somewhat satisfied with the

working environment at ICICI bank. Remaining 50 % of the employees responded that they were

very satisfied with the working environment at ICICI bank. Therefore we can infer from the datathat the overall satisfaction level of employees of ICICI bank with regards to the working

environment is good to average.

9. How much are you satisfied with the working hours at ICICI Bank?Satisfaction Level No. of Employees % age






0% 0%

50%50%

0%

Satisfaction Level- working environment

Not at all satisfied

Slightly satisfied

Somewhat satisfied

Very satisfied

Extremely satisfied


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Interpretation:

From the above table and graphical representation, we can interpret that majority of the

employees who took part in the job satisfaction survey are somewhat satisfied which means the

satisfaction level is average with regards to the working hours at ICICI bank. 50 % of the

employees who took part in the survey are somewhat satisfied with the working hours at ICICI

bank. 27% of the total respondents are very satisfied with the working hours of the bank. 18% of

the respondents are slightly satisfied with the working hours and 5% are extremely satisfied with

the working hours at ICICI bank. Therefore inference can be made that overall satisfaction level

of employees with regards to the working environment is average.

10.How much satisfied are you with the kind of leadership you have been getting fromyour supervisors?







0

4

11

6

1

0

2

4

6

8

10

12

Not at allsatisfied

Slightlysatisfied

Somewhatsatisfied

Verysatisfied

Extremelysatisfied

Satisfaction level-working hours

No. of Employees


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Interpretation:

The above table and graphical representation shows that the satisfaction level of majority of the

employees who took part in the survey with regards to leadership they have been getting from

the supervisors in ICICI bank is average. 68% of the respondents said that they are somewhat

satisfied with the kind of leadership they have been getting from their supervisors. 18 % of the

respondents responded that they are very satisfied with the leadership from the supervisors. 9%

of the respondents said that they are slightly satisfied with the same and the remaining 5%

respondents said that they are extremely satisfied with the kind of leadership they get from their

supervisors. Therefore we can infer that the overall satisfaction level of employees in ICICI bank

with regards to the leadership they have been getting from their supervisors is average.

11.How much are you satisfied with the department you are currently working in?Satisfaction Level No. of Employees % age






5% 9%

68%

18%

0%

Satisfaction level- leadership

Not at all satisfied Slightly satisfied Somewhat satisfied Very satisfied Extremely satisfied


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Interpretation:

The above table and graph shows that satisfaction level of majority of the ICICI bank employees

who took part in the job satisfaction survey is average to high with regards to the department

they are working in. 54% of the respondents responded that they are somewhat satisfied with the

department they work in ICICI bank. 32% of the employees responded that they were very

satisfied with the department they are working in. 14% of the respondents were slightly satisfied

with the department they were working in. Therefore from the above data we can infer that the

overall satisfaction level of the employees with regards to the department they work in at ICICI

bank is good to average.

12.Overall satisfaction with your job...Satisfaction Level No. of Employees % age






03

12

7

0%5%

72%

23% 0%

Satisfaction level-Department


Slightly satisfied

Somewhat satisfied

Very satisfied

Extremely satisfied


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Interpretation:

From the above table and graph we can interpret that the overall job satisfaction level of majority

of the ICICI bank employees who took part in the survey is average taking all the parameters and

factors affecting job satisfaction into consideration. 73% of the total respondents overall job

satisfaction level average. The overall job satisfaction level of 23% of the remaining employees

is high. They are very satisfied with their job taking all parameters into consideration. 4%

employees are slightly satisfied with their job. Therefore we can infer from the above data that

the overall job satisfaction of the employees in ICICI bank taking all the factors and parameters

into consideration is average. They are not highly satisfied with their job and they are also not

dissatisfied.

0%

4%

73%

23%

0%

Overall job satisfaction


Slightly satisfied

Somewhat satisfied

Very satisfied

Extremely satisfied


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FINDINGS

Recruitment process is one of the very important processes for any organization. This study

proves that its one of the major operations of the ICICI Bank. This study helped us to

understand what the internal or external sources of recruitment are and also include the internal

or external forces which effects process. This report also includes the selection processes of the

bank, how they do that and what are the various ways to choose best candidates for the

organization.

konica project report

Documents