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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/