CHAPTER I

1. INTRODUCTION
1.1 INTRODUCTION TO THE STUDY
Recruitment is concerned with developing suitable techniques for attracting more and more
candidates. The aim of personnel planning is to determine the needs for persons both in terms
of number and type. For deciding about the number both present and future requirements
should be taken into account. If there are expansion plans in near future then these
requirements should also be considered. Besides number, the type of persons needed is also
important. The educational and technical requirements to manage various jobs should e
properly analyzed so that right type of persons are employed.

Recruitment is sometimes confused with employment. The two are not one and the same.
Recruitment is just one step in the process of employment. Recruitment is a linkage activity
bringing together those with jobs and those seeking jobs. When more persons apply for jobs
then there will be scope for recruiting better persons.

DEFINITION :
“Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organization.”

Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.”
Edwin B. Flippo defined recruitment as “the process of searching for prospective employees
and stimulating them to apply for jobs in the organization.” Recruitment is a ‘linking
function’-joining together those with jobs to fill and those seeking jobs. It is a ‘joining
process’ in that it tries to bring together job seekers and employer with a view to encourage
the former to apply for a job with the latter
In order to attract people for the jobs, the organization must communicate the position
in such a way that job seekers respond. To be cost effective, the recruitment process should
attract qualified applicants and provide enough information for unqualified persons to self-
select themselves out.

1
 Thus, the recruitment process begins when new recruits are sought and ends when
their applications are submitted. The result is a pool of applicants from which new employees
are selected

PURPOSES AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically, the purposes are to:
• Determine the present and future requirements of the organization in conjunction with its
personnel-planning and job-analysis activities.
• Increase the pool of job candidates at minimum cost.
• Help increase the success rate of the selection process by reducing the number of visibly,
under qualified or overqualified job applicants.
• Help reduce the probability that job applicants, once recruited and selected, will leave
the organization only after a short period of time.
• Begin identifying and preparing potential job applicants who will be appropriate
candidates.
• Induct outsiders with a new perspective to lead the company.
• Infuse fresh blood at all levels of the organization.
• Develop an organizational culture that attracts competent people to the company.
• Search or head hunt/head pouch people whose skills fit the company’s values.
• Devise methodologies for assessing psychological traits.
• Search for talent globally and not just within the company.
• Design entry pay that competes on quality but not on quantum.
• Anticipate and find people for positions that do not exist yet.
• Increase organizational and individual effectiveness in the short term and long term.
• Evaluate the effectiveness of various recruiting techniques and sources for all types of
job applicants.

Recruitment represents the first contact that a company makes with potential employees.
It is through recruitment that many individuals will come to know a company, and eventually
decide whether they wish to work for it. A well-planned and well-managed recruiting effort
will result in high- quality applicants, whereas, a haphazard and piecemeal effort will result in
mediocre ones. High-quality employees cannot be selected when better candidates do not
2
know of job openings, are not interested in working for the company and do not apply. The
recruitment process should inform qualified individuals about employment opportunities,
create a positive image of the company, provide enough information about the jobs so that
applicants can make comparisons with their qualifications and interests, and generate
enthusiasm among the best candidates so that they will apply for the vacant positions.

The negative consequences of a poor recruitment process speak volumes about its role in
an organization. The failure to generate an adequate number of reasonably qualified
applicants can prove costly in several ways. It can greatly complicate the selection process
and may result in lowering of selection standards. The poor quality of selection means extra
cost on training and supervision. Furthermore, when recruitment fails to meet the
organizational needs for talent, a typical response is to raise entry-level pay scales. This can
distort traditional wage and salary relationships in the organization, resulting in avoidable
consequences. Thus, the effectiveness of a recruitment process can play a major role in
determining the resources that must be expended on other HR activities and their ultimate
success

RECRUITMENT POLICY :
It specifies the objective of recruitment and provides a framework for the
implementation of the recruitment programme. A recruitment policy may involve
1) It should provide employees with job security and continuous employment.
2) It should integrate organizational needs and employee needs.
3) It should match the qualities of the employees with the requirements of the work for which
they are employed.
4) It should highlight the necessity of establishing job analysis.

INTRODUCTION FOR SELECTION

The size of the labour market, the image of the company, the place of posting, the
nature of job, the compensation package and a host of other factors influence the manner of
aspirants are likely to respond to the recruiting efforts of the company. Through the process
of recruitment the company tries to locate prospective employees and encourages them to
apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for
selection.
3
Definition
To select mean to choose. Selection is the process of picking individuals who have
relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the
individual who can most successfully perform the job from the pool of qualified candidates.

Purpose
The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organisation best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information about
the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are
matched with the profile of candidates. The most suitable person is then picked up after
eliminating the unsuitable applicants through successive stages of selection process. How
well an employee is matched to a job is very important because it is directly affects the
amount and quality of employee’s work. Any mismatched in this regard can cost an
organisation a great deal of money, time and trouble, especially, in terms of training and
operating costs. In course of time, the employee may find the job distasteful and leave in
frustration. He may even circulate ‘hot news’ and juicy bits of negative information about the
company, causing incalculable harm to the company in the long run. Effective election,
therefore, demands constant monitoring of the ‘fit’ between people the job.

The Process
Selection is usually a series of hurdles or steps. Each one must be successfully cleared
before the applicant proceeds to the next one. The time and emphasis place on each step will
definitely vary from one organisation to another and indeed, from job to job within the same
organisation. The sequence of steps may also vary from job to job and organisation to
organisation. For example some organisations may give more importance to testing while
others give more emphasis to interviews and reference checks. Similarly a single brief
selection interview might be enough for applicants for lower level positions, while applicants
for managerial jobs might be interviewed by a number of people.

Reception
A company is known by the people it employs. In order to attract people with talents, skills
and experience a company has to create a favourable impression on the applicants’ right from
4
the stage of reception. Whoever meets the applicant initially should be tactful and able to
extend help in a friendly and courteous way. Employment possibilities must be presented
honestly and clearly. If no jobs are available at that point of time, the applicant may be asked
to call back the personnel department after some time.

SELECTION OF FINANCIAL CONSULTANT UNDERSTANDING SELECTION

PROCESS
Recruitment function helps the organization to develop a pool of prospective human
resources. It is difficult for the HR manager to employ the suitable people out of the pool.
Infact, many organizations face critical problems in choosing the people. Selection
techniques and methods reduce the complexities in choosing the right candidates for the job.
After identifying the sources of human resources, searching for prospective employees and
stimulating them to apply for jobs in an organization,

The management has to perform the function of selecting the right employees at the right
time. The obvious guiding policy in selection is the intention to choose the best person who
have good social contact. The objective of the selection decision is to choose the individual
who can most successfully perform the job from the pool of qualified candidates. The
selection procedure is the system of functions and devices adopted in a given company to
ascertain whether the candidate specifications are matched with the job specifications and
requirements or not.

The selection process can be successful if the following requirements are satisfied:
Someone should have the authority to select. This authority comes from the employment
requisition, as developed by an analysis to the workload and work force.
There must be some standard of personnel with which a prospective employee may be
compared, i.e. a comprehensive job description and job specification should be available
before hand.
There must be a sufficient number of applicants from whom the required number of
employees may be selected.

5
 The ability of an organization to attain its goal effectively and to develop in a dynamic
environment largely depends upon the effectiveness of its selection programme. If the right
person is selected, he is valuable asset to the organization

SELECTION PROCEDURE
Selection procedure employs several methods of collecting information about the candidates
qualifications, experience, physical and mental ability, nature and behavior, knowledge and
aptitude for judging whether a given applicant is suitable or not for the job. Therefore the
selection procedure is not a single act but is essentially a series of methods or stages by which
different types of information can be secured through various selection techniques. At each
step facts may come to light, which are useful for comparison with the job requirement and
employee specifications

IN DETAIL EXPLANATION:
(A) JOB ANALYSIS:
Job analysis is the basis for selecting the right candidates. Every organization should finalize
the job analysis, job description, job specification and employee specifications before
proceeding to the next step of selection
essentially a series of methods or stages by which different types of information can be
secured through various selection techniques. At each step facts may come to light, which are
useful for comparison with the job requirement and employee specifications.

(B) HUMAN RESOURCE PLAN:

Every company plans for the required number of and kind of employees for a future date.
This is the basis for recruitment function.

(c) RECRUITMENT:
Recruitment refers to the process of searching for prospective employees and stimulating
them to apply for jobs in an organization. It is the basis for the remaining technologies of the
screening the candidates in order to select the appropriate candidates for the jobs
.

6
(D) DEVELOPMENT OF BASES FOR SELECTION:
The company has to select the appropriate candidates from the pool of applicants. The
company develops or borrows the appropriate bases/techniques for screening the candidates
in order to select the appropriate candidates for the jobs.

(E) APPLICATION FORM:

Application form is also known as application blank. The techniques of application blank are
traditional and widely accepted for securing information from the prospective candidates. It
can also be used as a device to screen the candidates at the preliminary level. Many
companies formulate their own style of application forms depending upon the requirement of
information based on the size of the company, nature of business activities, type and level of
the job etc. Information is generally required on the following items in the application forms:
Personal background
Educational qualifications
Work experience
Salary (drawing and expecting)
Personal attainments including likes and dislikes
References

(F) WRITTEN EXAMINATION:

Organizations have to conduct written examination for the qualified candidates after they are
screened on the basis of the application blanks so as to measure the candidate s ability in
arithmetical calculations, to know the candidate s attitude towards the job, to measure the
candidate s aptitude, reasoning, knowledge in various disciplines, general knowledge and
English language.

(G) PRELIMINARY INTERVIEW:

The preliminary interview is to solicit necessary information from the prospective
applications and to assess the applicant s suitability to the job. An assistant in the personnel
department may conduct this preliminary interview. The information thus provided by the
candidate may be related to the job or personal specifications regarding education,
experience, salary expectations, attitude towards job, age, physical appearance and other
requirements etc. Thus, preliminary interview is useful as a process of eliminating the
7
undesirable and unsuitable candidates. If a candidate satisfies the job requirements regarding
most of the areas, he may be selected for further process. Preliminary interviews are short and
known as stand up interviews or sizing up of the applicants or screening interviews.
However, certain required amount of care is to be taken to ensure that the desirable workers
are not eliminated. This interview is also useful to provide the basic information about the
company to the candidate.
(H) BUSINESS GAMES:
Business games are widely used as a selection technique for selecting management trainees,
executive trainees and managerial personnel at junior, middle and top management positions.
Business games help to evaluate the applicants in the areas of decision-making, identifying
the potentialities, handling the situations, problem- solving skills, human relations skills etc.
participants are placed in a hypothetical work situation and are required to play the role
situations in the game. The hypothesis is that the most successful candidate in the game will
be most successful one on the job
.
GROUP DISCUSSION
is used in order to secure further information regarding the suitability of the candidate for the
job. Group discussion is a method where groups of the successful applicants are brought
around a conference table and are asked to discuss either a case study or subject matter. The
candidates in the group are required to analyze, discuss, find alternative solutions and select
the sound solution. A selection panel then observes the candidates in the areas of initiating
the discussion, explaining the problem, soliciting unrevealing information based on the given
information and using common sense, keenly observing the discussion of others, clarifying
controversial issues, influencing others, speaking effectively, concealing and mediating
arguments among the participants and summarizing or concluding aptly.

8
 1.2 NEED FOR THE STUDY
Recruitment is the form of business competition, and it is fiercely competitive. Just as
corporations compete to develop, manufacture, and hire the most qualified people.
Recruitment is a business, and it is big business.

The recruiting process must produce hires who would be effective for the organization for the
long run. As an additional goal of the recruiting efforts, the organization’s general image
should be enhanced to the extent that even unsuccessful applicants develop positive attitude
towards the company. Recruiting should be accomplished with the greatest speed and at the
least possible cost to the organization.

9
 1.3 OBJECTIVES OF THE STUDY
Secondary Objective:
 To analyze the effectiveness of the current recruitment and selection procedure
 To find out the satisfaction of the employees regarding the prevailing recruitment and
selection procedure adopted in the organization.
 To study the major human resource practices at HDFC Coimbatore Tamilnadu.

10
 1.4 LIMITATIONS OF THE STUDY
The following are the major limitations of the study
1) The study is conducted for a short period so a depth analysis may not be possible.
2) The people in the company were too busy that made situation difficult for the
researcher to collect the necessary data.
3) Due to the lack of time only 50 respondents were included in the study.

11
 1.5 RESEARCH METHODOLOGY
RESEARCH DESIGN
The research design is the arrangement of condition for collection and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in procedure.
Research design is the conceptual structure within which researcher is conducted: it
constitutes the blue print for the collection, measurement and analysis of data.

RESEARCH TYPE
The type or research used throughout in this project is” Descriptive” in nature. Descriptive
research studies are those which are concerned with describing the characteristics of a
particular individual or a group. The major purpose of descriptive research was the
descriptive of the state of affairs as it exists at present.

SOURCE OF DATA COLLECTED

Primary source
Primary data are those which are collected for the first time and happen to be original in
character. The data was collected directly from the respondents through a well structured
questionnaire.

Secondary source
Secondary data are those which have already collected by someone else. The data was
collected from annual reports, company profile and the website.

POPULATION OF THE STUDY:

There are 1200 employees in 45 branches study is at HDFC banks in the Coimbatore city.

SAMPLE SIZE
There are 200 employees out of which 50 were taken as sample.

SAMPLE DESIGN:
Simple random sampling from a finite population refers to the method of sample
selection, which gives each possible sample combination equal probability of being picked
up.
12
STATISTICAL TOOLS USED:
Simple Percentage Analysis:
The percentage method is used for comparing certain features, the collected data
represented in the form of tables and graphs in order to give effective visualization of
comparison made.

Simple percentage = No. of respondents

x 100
Sample Size

13
 CHAPTER II
INDUSTRY PROFILE
INTRODUCTION TO BANKING SECTOR
Traditionally banking is defined as the process of accepting deposits from surplus
units in the economic system (lenders) with the objective of lending these funds to the deficit
units in the economic system (borrowers). Banking developed rapidly throughout the 18th
and 19th centuries, accompanying the expansion of industry and trade, with each nation
evolving the distinctive forms peculiar to its economic and social life. Over a period of time
banking has undergone lot of changes and now banking is not restricted to only taking
deposits and lending. Though deposit taking and lending still remains the core banking
activity, now banking includes services like wealth management services for ultra rich high
net worth individuals, housing finance, mergers and acquisitions advisory services, leasing,
trade finance, automobile finance, education finance, and the list goes on.

Features of Indian Banking System:

A feature, somewhat unique to the Indian financial system is the diversity of its
composition. We have the dominance of Government ownership coupled with significant
private shareholding in the public sector banks, which in turn continue to have a dominant
share in the total banking system. These public sector banks are listed on the stock exchange
and their performance is reflected in their P/E ratios. The private sector banks especially the
new ones are world class. We also have cooperative banks, whose numbers are large and
pose a challenge because of the multiplicity of regulatory and supervisory authorities.

These are also Regional Rural Banks with links to their parent commercial banks.
Foreign bank branches operate profitably in India and by and large the regulatory standards
for all these banks are uniform.

The process of providing financial services is changing rapidly from traditional

banking to a one-stop shop of varied financial services and the old institutional demarcations
are getting increasingly blurred.

Industry Outlook

14
 Fitch Ratings in its special report “The Indian Banking System”, states that the
economic reforms initiated by the Indian government in the early nineties have considerably
improved the health and the outlook of the country’s financial sector.

Banking Sector reforms

Reforms had led to greater operational autonomy for the PSBs, entry of new participants
in the banking, insurance and mutual funds, and creation of new institutions for trading,
clearing and settlements, which, in turn, resulted in greater depths for domestic debt market
and encouraged private participation in the derivaties and forex markets.

Government Support

Moreover, systemic support to banks, in the form of re-capitalization of public sector

banks in the 1990s, or the merger of weak commercial banks with larger public sector banks,
has been repeatedly demonstrated. The pattern of support extended by the government to
troubled banks and financial institutions highlights an emphasis on ensuring repayment of
retain and foreign liabilities first.

Profitability

The benign interest rates had helped the banks to up their profits from trading in
Government securities and these gains were used by banks for writing off large amounts of
Non-Performing Assets (NPAs). According to report, the reported net Non-Performing Loans
(NPLs) of Indian banks had improved over the years.

Future of Indian banking system

The banking sector presents a picture of paradoxes. There are many banks in India but
none among the top twenty in the world. Our largest bank, the State Bank of India, ranks 82
in terms of business. It is universally acknowledged that the key drivers of the banking sector
in the future will be Competition, Consolidation and Convergence. Indian banking system
should prepare itself to overcome the challenge.

 Structure of Indian Banking Sector:

The commercial banking structure in India consists of Scheduled Commercial Banks and
Unscheduled Banks. There were nearly 300 scheduled banks in India. The scheduled

15
commercial banks in India comprise of State bank of India and its associated (8), nationalized
banks (19), foreign banks (45), private sector banks (32), co-operative banks and regional
rural banks.

Scheduled Commercial Banks:

Scheduled commercial Banks constitute those banks, which have been included in the
Second Schedule of Reserve Banks of India (RBI) Act, 1934.
RBI in turn includes only those banks in this schedule which satisfy the criteria laid
down vide section 42 (6) (a) of the Act.
Some co-operative banks are scheduled commercial banks albeit not all co-operative
banks are. Being a part of the second schedule confers some benefits to the banks in terms of
access to accommodation by RBI during the times of liquidity constraints. At the same time,
however, this status also subjects the bank certain conditions and obligation towards the
reserve regulations of RBI. This sub sector can broadly be classified into:
1. Public sector
2. Private sector
3. Foreign Banks

(I) PUBLIC SECTOR BANK:

Public sector banks have either the Government of India or Reserve Bank of India as
the majority shareholder. This segment comprises of:
1. State Bank of India and its subsidiaries
2. Other nationalized banks.

1. State Bank of India and its subsidiaries

The State Bank of India has been, over the years, the flagship of Indian banking.
State Bank of India is the largest bank in India in terms of profits, assets, deposits, branches
and employees. State Bank of India came into being on 1.7.1955 through the State Bank of
India Act, 1955. The Banks of erstwhile princely states of India joined the State Bank Group
as subsidiaries under the State Bank of India (Subsidiary Banks) Act 1959. Over the years,
the Bank has expanded rapidly.

16
Subsidiaries of State Bank of India
1. State Bank of Patiala
2. State Bank of Saurastra
3. State Bank of Mysore
4. State Bank of Hyderabad
5. State Bank of Travancore
6. State Bank of Bikaner and Jaipur
7. State Bank of Indore

2. Other Nationalized Banks

The Nationalized Banks Operating in India.
1. Allahabad Bank
2. Andhra Bank
3. Bank of Baroda
4. Bank of India
5. Bank of Maharastra
6. Canara Bank
7. Central Bank of India
8. Corporation Bank
9. Indian Bank
10. Indian Overseas Bank
11. Oriental Bank of commerce
12. Punjab National Bank
13. Syndicate Bank
14. UCO Bank
15. Union Bank of India

(II) Private Sector Banks

Major Private Sector Banks in India
1. Bank of Punjab
2. Catholic Syrian Bank
3. Centurion Bank
4. City Union Bank
17
5. Dhanalakshmi Bank
6. HDFC Bank
7. ICICI Bank
8. IDBI Bank
9. IndusInd Bank
10. ING Vysya Bank
11. Karur Vysya Bank
12. Lord Krishna Bank
13. Tamilnd Mercantile Bank
14. UTI Bank
15. Kotak Mahindra Bank

(III) Foreign Banks

The following is the list of major foreign banks operating in India.
1. Bank of America
2. Bank of Ceylon
3. BNP
4. Citi Bank
5. China Trust Commercial Bank
6. HSBC
7. Standard Chartered Bank
8. State Bank of Mauritius

(IV) Co-operative Banks

There are two main categories of the co-operative banks.
(i) Short term lending oriented co-operative Banks
Within this category, there are three sub categories of banks viz., state co-operative
banks, District co-operative banks and Primary Agricultural co-operative societies.
(ii) Long term lending oriented co-operative Banks
Within the second category, there are land development banks at three levels –
state level, district level and village level.
Thus, the co-operative banking structure in India is divided into following main 5
categories
18
 1. Primary Urban Co-op Banks
2. Primary Agricultural Credit Societies
3. District Central Co-op Banks
4. State Co-operative Banks
5. Land Development Banks

Services Offered by Banks

Generic Services Offered by Banks
 Carrying out currency exchanges
 Discounting commercial notes and making business loans
 Offering savings deposits
 Safe keeping valuables
 Supporting government activities with credit by purchasing government bonds
 Offering checking accounts demand deposits
 Offering trust services managing financial affairs and property of individuals and
business forms for a fee

Modern Services Offered by Banks

 Granting consumer loans
 Financial Advisory Services
 Credit and debit cards
 Cash management
 Equipment leasing
 Venture capital loans
 Insurance services
 Retirement plans
 Security brokerage investment services
 Mutual funds and annuities
 Investment banking and merchant banking services
Looking into the additional services that are extended by a bank today, it is evident that
beginning with a safe custodian for gold and silver, banking has moved into an era of offering
19
all types of financial services under one unit. Their service menu is constantly growing
leading to a trend of ‘banking revolution’. These rapid changes may leave banks of next
generation almost unrecognizable from those of today

20
ORGANISATION CHART

21
 CHAPTER III
REVIEW OF LITERATURE

The study by ULLMAN (1966) was one of the first to examine found that even
employees who were recruitment by means of informal sources[i.e., employees referrals
direct application] had a lower turnover rate than individual recruited via formal sources this
publications of the study stimulated several additional recruitment sources studies eg: Gannan
1997; Saks 1994 some of these studies attempted to test whether the two expiation hypothesis
and the individual difference hypothesis have been offered to explain sources effects were
supported by empirical data

David L Curry university of Nebraska Unclon (1980) conducted a study on criteria and
procedure for the recruitment and selection of superintends for class iii school districts in
Nebraska .The purpose in the study was three fold a) to determine the actual criteria and
procedures utilized in the selection and recruitment of superintends in class iii districts in
Nebraska’s reported by board members b) to determine the perceptions of ideal criteria and
procedures as perceived by board members and superintends c) to recommend on the basis of
actual practice and perception of ideal a set of resource criteria and procedures for one in the
recruitment and selection of superintends for class iii school districts in Nebraska the review
of literature indicated that there little agreement as criteria and procedures which should be
used in the recruitment and selection of superintends.

Wannous (1980) found that it is a realistic one in which organization work group and job
are accurately described with positive as well as negative features. As a consequences of
recruitment is likely to do a more cost effective job of obtaining people who well asre less
inclined to become turnover statistics due to unrealized expectation. Kleximan and Clerk
(1984) found that job posting is another way of recruitment in house. The aim is to increase
awareness of employees about what job openings exists. Historically posting has been limited
to lower level jobs, but the trend is to post even for professional jobs.

Pidorko, Sleva (1986) conducted a study on “Self Direct Selection” to investigate the
final relationship between the controlled behavior and the controlling behavior self-directed

22
selection was discussed as a useful theoretical and technological conceptualism of self
management behavior.
Walkman, Deckpaul,(1987)conducted a study regarding teacher recruitment and selection
practices in Nebraska class ii and class iii school districts and their relationship to selection
factor. The findings of the study indicated that many districts lacked a plan for recruiting
teachers and most districts operated: as need assess: requirement programmed.

Miller, Raymond (1989) conducted a study on the evolution of selection criteria used in
identifying gifted elementary school science students was done to determine if test of the
fields of independence, formal thoughts/creative thinking were value addition to the gifted
selection criteria.

Keith Townsend (2007) conducted a study on recruitment, training and turnover to

consider one of these paradoxes, the extensive recruitment and training regimes in
workplaces that are faced with high level of turnover. It was found that the organization was
able to offset the cost of training and recruitment through internal transfers within the larger
organization.

Ian Cunningham (2007) conducted study on “Talent Management” to explore ways in

which organization can take a systematic stance on talent management. The need is for a
systematic approach to talent management. Just focusing on talent acquisition is misguided
and has real practical implications for leaders/managers and learners and development
professionals in setting up a functional strategy for talent management.

Mitchell Ross, Joo-Gim Heaney, Maxine Cooper (2007) conducted study on “institutional
and managerial factors affecting students recruitment management” to investigate
international students recruitment from an institutional perspective and to consider
institutional factors that may affect recruitment. Differences are found to exist between
universities and secondary schools in terms of their current international education
recruitment practices.

23
 CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
TABLE NO.1
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR
AGE

S.No Age No.of Respondents Percentage

1 21-30 21 42
2 31-40 17 34
3 Above 40 12 24
Total 50 100

INFERENCE:
The above table shows that 42% of the respondents are in the age group 21-30, 34%
are in the age group 31-40, 24% of the respondents are in the age group of 50 and above. So
based on the data, we can understand that good percentage of employees are involved in the
age group of 21-30 years.

24
 CHART NO.1
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR
AGE

AGE
45
40 42
35
30 34
25
20 24
15
10
5
0
21-30 31-40 Above 40

25
 TABLE NO.2
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS GENDER

S.No Gender No.of Respondents Percentage

1 MALE 40 80
2 FEMALE 10 20
Total 50 100

INFERENCE:
The above table shows that 80% of the respondents are male and 20% of respondents
are female.

26
 CHART NO.2
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS GENDER

GENDER
90
80
80
70
60
50
40
30
20
20
10
0
MALE FEMALE

27
 TABLE NO.3
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR
MARITAL STATUS

S.No Marital Status No.of Respondents Percentage

1 Married 27 54
2 Un-Married 23 46
Total 50 100

INFERENCE:
The above table shows that 54% of the respondents are married in the company and 46% of
respondents are unmarried.

28
 CHART NO.3
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR
MARITAL STATUS

MARITAL STATUS
56

54
54
52

50

48

46
46
44

42
Married Un-Married

29
 TABLE NO.4
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR
EDUCATIONAL QUALIFICATION

S.No Educational Qualification No.of Respondents Percentage

1 Under Graduate 24 48
2 Post Graduate 10 20
3 HSC 10 20
4 SSLC 6 12
Total 50 100

INFERENCE:
The above table shows that 48% of the respondents are having UG graduate, 20% of
the respondents are post graduates, 20% of the respondents are diploma holders and 12% of
the respondents are ITI. So based on the opinion we can understand that good percentage of
employees are having graduation background.

30
 CHART NO.4
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR
EDUCATIONAL QUALIFICATION

EDUCATIONAL QUALIFICATIONS
60

50
48
40

30

20
20 20
10
12
0
Under Graduate Post Graduate HSC SSLC

31
 TABLE NO.5
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR
EXPERIENCE

S.No Experience No.of Respondents Percentage

1 Below 5 Years 22 44
2 5-15 18 36
3 15-25 6 12
4 Above 25 4 8
Total 50 100

INFERENCE:
The table shows that 44% of the respondents are below 5 years of experience, 36% of the
respondents are 5-15 years, 12% of the respondents are on 15-25 years and the rest is above
25 years experience.

32
 CHART NO.5
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THEIR
EXPERIENCE

EXPERIENCE
50
45
40 44
35
36
30
25
20
15
10
12
5 8
0
Below 5 Years 15-May 15-25 Above 25

33
 TABLE NO.6
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF
RECEIVING INFORMATION REGARDING VACANCY

S.No Particulars No.of Respondents Percentage

1 Newspaper 30 60
2 Campus Selection 7 14
3 Through employees 10 20
4 Others 3 6
Total 50 100

INFERENCE:
The above table shows that 60% of the respondents received the information through
newspaper, 14% through campus selection, 20% through employees of the same
organization, 6% of the respondents are through other sources.

34
 CHART NO.6
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF
RECEIVING INFORMATION REGARDING VACANCY

RECEIVING INFORMATION
70

60
60
50

40

30

20
20
10 14
6
0
Newspaper Campus Selection Through employees Others

35
 TABLE NO.7
SHOWING THE DISTRIBUTION OF RESPONDENTS BASED ON THEIR
SATISFACTION TOWARDS PRESENT RECRUITMENT PROCESS

S.No Particulars No.of Respondents Percentage

1 Highly satisfied 17 34
2 Satisfied 24 48
3 Neutral 9 18
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
Total 50 100

INFERENCE:
The above table shows that 34% of the respondents are highly satisfied, 48% are
satisfied, and 18% of the respondents are Neutral and No respondents are being dissatisfied
and highly dissatisfied towards present recruitment process.

36
 CHART NO: 7
SHOWING THE DISTRIBUTION OF RESPONDENTS BASED ON THEIR
SATISFACTION TOWARDS PRESENT RECRUITMENT PROCESS

PRESENT RECRUITMENT PROCESS

60

50
48
40

30 34

20
18
10
0 0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

37
 TABLE NO.8
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS THEY ARE
BEEN SELECTED TO THE BANK

S.No Particulars No.of Respondents Percentage

1 Interview 29 58
2 Written exam 14 28
3 GD 6 12
4 Others 1 2
Total 50 100

INFERENCE:
The above table shows that 58% of the respondents are of interview, 28of the respondents
are of written exam, 12% of the respondents are of group discussion and 2%0f the employees
are of others. So based o the opinion we can understand that employees are selected by
interview.

38
 CHART NO: 8
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS THEY ARE
BEEN SELECTED TO THE BANK

SELECTED TO THE BANK

70

60
58
50

40

30
28
20

10
12 2
0
Interview Written exam GD Others

39
 TABLE NO.09
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF
NUMBER OF LEAVE THEY ARE AVAILING PER YEAR

S.No Particulars No.of Respondents Percentage

1 Below 3 days 15 30
2 3-5 days 14 28
3 5-7 days 11 22
4 7-10 days 10 20
Total 50 100

INFERENCE:
The above table shows that 30% of the respondents will take below 3 days leave, 28% of the
respondents will take 3-5 days leave, 22% of the respondents will take 5-7 days leave and
20% of the respondents will take 7-10 days of leave. So based on the opinion we can
understand that 30% of the respondents will take below 3 days leave in the organization.

40
 CHART NO.09
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF
NUMBER OF LEAVE THEY ARE AVAILING PER YEAR

LEAVE THEY ARE AVAILING PER YEAR

35

30
30
25 28

20 22
20
15

10

0
Below 3 days 3-5 days 5-7 days 7-10 days

41
 TABLE NO.10
SHOWING THE DISTRIBUTION OF RESPONDENTS WHETHER BASED ON
SATISFACTION OF ADVERTISMENT TOWARDS RECRUITMENT

S.No Particulars No.of Respondents Percentage

1 Highly Satisfied 21 42
2 Satisfied 27 54
3 Neutral 2 4
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
Total 50 100

INFERENCE:
The above table shows that 42% of the respondents are highly satisfied, 54% are
satisfied and 4% of the respondents are average. So based on the opinion we can understand
that 54% of the respondents are satisfied towards recruitment.

42
 CHART NO.10
SHOWING THE DISTRIBUTION OF RESPONDENTS WHETHER BASED ON
SATISFACTION OF ADVERTISMENT TOWARDS RECRUITMENT

ADVERTISMENT TOWARDS RECRUITMENT

60

50 54

40
42
30

20

10
4 0 0
0
Highly Satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

43
 TABLE NO.11
SHOWING THE DISTRIBUTION OF RESPONDENTS OPINION ON THE
RECRUITMENT AND SELECTION PROCESS

S.No Particulars No.of Respondents Percentage

1 Yes 39 78
2 No 11 22
Total 50 100

INFERENCE:
The above table shows that 78% of the respondents are yes that the selection and recruitment
process is related with the nature of the job and 22% of the respondents are no.

44
 CHART NO.11
SHOWING THE DISTRIBUTION OF RESPONDENTS OPINION ON THE
RECRUITMENT AND SELECTION PROCESS

RECRUITMENT AND SELECTION PROCESS

90
80
70 78
60
50
40
30
20
22
10
0
Yes No

45
 TABLE NO.12
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THE
CATEGORY OF THE WORKERS

S.No Particulars No.of Respondents Percentage

1 Skilled 34 68
2 Un skilled 2 4
3 Learners 4 8
4 Specialist 10 20
Total 50 100

INFERENCE:
The above table shows that 68% of the respondents are skilled workers, 4% of the
respondents are unskilled, 8% of the respondents are learners and 20% of the respondents are
specialists. So based on the opinion we can understand that 68%of the respondents are skilled
workers in the organization.

46
 CHART NO.12
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THE
CATEGORY OF THE WORKERS

CATEGORY OF THE WORKERS

80
70
60 68

50
40
30
20
20
10
4 8
0
Skilled Un skilled Learners Specialist

47
 TABLE NO.13
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THE
FACILITIES PROVIDED BY THE BANK

S.No Particulars No.of Respondents Percentage

1 Yes 47 94
2 No 3 6
Total 50 100

INFERENCE:
The above table shows that 94% of the respondents are yes and 6% are no. so based on the
opinion we can understand that 94% of the respondents are satisfied with the facilities
provided by the bank.

48
 CHART NO.13
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THE
FACILITIES PROVIDED BY THE BANK

FACILITIES PROVIDED BY THE BANK

100
90
94
80
70
60
50
40
30
20
10 6
0
Yes No

49
 TABLE NO.14
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THE
ARRANGEMENTS GIVEN BY THE ORGANIZATION

S.No Particulars No.of Respondents Percentage

1 Highly satisfied 19 38
2 Satisfied 25 50
3 Neutral 6 12
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
Total 50 100

INFERENCE:
The above table shows that 38% of the respondents are highly satisfied, 50% of the
respondents are satisfied and 12% of the respondents are Neutral. So based on the opinion we
can understand that 50% of the respondents are satisfied with the safety arrangements
provided by the organization.

50
 CHART NO. 14
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF THE
ARRANGEMENTS GIVEN BY THE ORGANIZATION

ARRANGEMENTS BY THE BANK

60

50
50
40
38
30

20

10
12
0 0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

51
 TABLE NO.15
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF
MEDICAL FACILITIES GIVEN BY THE BANK

S.No Particulars No.of Respondents Percentage

1 Highly satisfied 20 40
2 Satisfied 21 42
3 Neutral 9 18
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
Total 50 100

INFERENCE:
The above table shows that40% of the respondents are highly satisfied, 42% of the
respondents are satisfied, and 18% of the respondents are average. Based on the opinion we
can understand that 42% of the respondents are satisfied with the medical facilities given by
the bank.

52
 CHART NO.15
SHOWING THE DISTRIBUTION OF RESPONDENTS ON THE BASIS OF
MEDICAL FACILITIES GIVEN BY THE BANK

MEDICAL FACILITIES BY THE BANK

45
40
42
35 40
30
25
20
15 18
10
5
0 0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

53
 TABLE NO.16
SHOWING THE DISTRIBUTION BASED ON INDUCTION PROGRAM

S.No Particulars No.of Respondents Percentage

1 Yes 37 74
2 No 13 26
Total 50 100

INFERENCE:
The above table shows that 74% of the respondents are yes and 26% are no. so based on the
opinion we can understand that 74% of the respondents are satisfied with the induction
program.

54
 CHART NO.16
SHOWING THE DISTRIBUTION BASED ON INDUCTION PROGRAM

INDUCTION PROGRAMME
80
70 74
60
50
40
30
20 26
10
0
Yes No

55
 TABLE NO.17
SHOWING THE EFFECTIVENESS OF THE INDUCTION PROGRAMME

S.No Particulars No.of Respondents Percentage

1 Yes 41 82
2 No 9 18
Total 50 100

INFERENCE:
The above table shows that 82% of the respondents are satisfied with the effectiveness of the
induction program and 18% of the respondents are not satisfied with the effectiveness of
induction program conducted by the bank for the employees.

56
 CHART NO.17
SHOWING THE EFFECTIVENESS OF THE INDUCTION PROGRAMME

EFFECTIVENESS OF INDUCTION PROGRAMME

90
80
82
70
60
50
40
30
20
10 18
0
Yes No

57
 TABLE NO.18
SHOWING THE RESPONDENTS OPINION ON THE EXPERTISE OF THE
RECRUITER

S.No Particulars No.of Respondents Percentage

1 Highly satisfied 14 28
2 Satisfied 26 56
3 Neutral 10 20
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
Total 50 100

INFERENCE:
The above table shows that 28% of the respondents are highly satisfied with the selection
process, 52% of the respondents are satisfied, and 20% of the respondents are Neutral. And
no respondents are dissatisfied and highly dissatisfied with the expertise of the recruiter in the
organization.

58
 CHART NO.18
SHOWING THE RESPONDENTS OPINION ON THE EXPERTISE OF THE
RECRUITER

THE EXPERTISE OF THE RECRUITER

60

50 56

40

30
28
20
20
10
0 0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

59
 TABLE NO.19
SHOWING THE DISTRIBUTION OF RESPONDENTS BASED ON OPINION ON
THE ABOUT THE MEMBERS OF THE INTERVIEW BOARD

S.No Particulars No.of Respondents Percentage

1 Highly satisfied 25 50
2 Satisfied 19 38
3 Neutral 6 12
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
Total 50 100

INFERENCE:
The above table shows that 50% of the respondents are highly satisfied, 38% of the
respondents are satisfied and 12% of the respondents are average. So based on the opinion
we can understand that 50% of the respondents are highly satisfied.

60
 CHART NO.19
SHOWING THE DISTRIBUTION OF RESPONDENTS BASED ON OPINION ON
THE ABOUT THE MEMBERS OF THE INTERVIEW BOARD

MEMBER OF THE INTERVIEW BOARD

60

50
50
40
38
30

20

10
12
0 0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

61
 TABLE NO.20
SHOWING THE DISTRIBUTION OF RESPONDENTS WHETHER THEY ARE
SATISFIED WITH THE SERVICE PROVIDED BY THE BANK ON THE DAY OF
INTERVIEW

S.No Particulars No.of Respondents Percentage

1 Highly satisfied 17 34
2 Satisfied 20 40
3 Neutral 13 26
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
Total 50 100

INFERENCE:
The above table shows that 34% of the respondents are highly satisfied, 40% are satisfied
and 26% of the respondents are Neutral. So based on the opinion we can understand that 40%
of the respondents are satisfied with the service provided by the bank on the day of interview.

62
 CHART NO.20
SHOWING THE DISTRIBUTION OF RESPONDENTS WHETHER THEY ARE
SATISFIED WITH THE SERVICE PROVIDED BY THE BANK ON THE DAY OF
INTERVIEW

BANK ON THE DY OF INTERVIEW

45
40
35 40
30 34
25
26
20
15
10
5
0 0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

63
 CHAPTER V
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS
MAJOR HR PRACTICES AT HDFC LIMITED
 By the study researcher found that the company follows the entire major HR practices
effectively.
 The researcher found that the performance appraisal systems are different for
executives, staffs and operators.
 The researcher found that promotion is based on the performance and potential of the
employees.
 It is clear that tests conducted for the selection are much effective.
 The researcher found that the effectiveness of recruitment is good.

FINDINGS BASED ON SIMPLE PERCENTAGE ANALYSIS

 It is clear that majority (40%) of the employees are involved in the age group of 21-30
years.
 The majority (80%) of employees are male.
 The majority (54%) of employees are married.
 It is inferred that majority (48%) of employees are having the graduation.
 The majority (78%) of the employees have not undergone recruitment and selection
procedure.
 The majority (78%) of employees have agreed that it is related with nature of job.
 The majority (74%) of the respondents are satisfied in the induction program.
 The majority (82%) of the people say that their physical value in the job is good.
 It is inferred that majority (40%) of the respondents says that their effectiveness in the
usage of time is good.
 It is inferred that majority (40%) of the peoples opinion is that the clarity and
understandability of the job is very good.
 It is inferred that majority (50%) of the respondents are highly satisfied with the
members of the interview board in the organization.

64
5.2 SUGGESTIONS

 Manpower requirement for each department in the company is identified well in advance. 

 If the manpower requirement is high and the recruitment team of the HR department
alone cannot satisfy it, then help from the placement agencies is needed. 

 Time management is very essential and it should not be ignored at any level of the
process.. 

 The recruitment and selection through placement agencies as the last resort and is utilised
only when need. 

 The recruitment and selection procedure should not to lengthy and time consuming. 

 The candidates called for interview should be allotted timings and it should not overlap
with each other. 

65
 CONCLUSION

This presents the summary of the study and survey done in relation to the Recruitment and
Selection process of HDFC banks in Coimbatore city. The conclusion is drawn from the
study and survey of the company regarding the Recruitment and Selection process carried out
there. The recruitment process at HDFC Banks Limited. to some extent is not done objectively
and therefore lot of bias hampers the future of the employees. That is why the search or headhunt
of people should be of those whose skill fits into the bank values.

Most of the employees were satisfied but changes are required according to the changing
scenario as recruitment process has a great impact on the working of the company as a fresh
blood, new idea enters in the company. Selection process is good but it should also be
modified according to the requirements and should job profile so that main objective of
selecting the candidate could be achieved.

66
 BIBLIOGRAPHY
BOOKS:
o Aswathappa.k, Human Resource and Personnel Management, Tata McGraw Hill
Publication.
o Edwin B Flippo” Personnel management” Tata McGraw Hill international edition,
1988
o Kothari.C.R. Research Methodology, by New age international Private Limited, New
Delhi, and second edition.
o Mamoria C.B. Personnel Management, Himalaya Publishing House, 1984

WEBSITE:
 www.hdfclimited.com
 www.hdfc.world.com
 www.wikipedia.com
 http://www.emaraldinsight.com/

JOURNAL:
 Ian Cunningham, Development and Learning Organization, “Talent Management”,
Emerald Group Publishing Limited, volume 21, issue 2, pp 4-6
 Keith Townsend, Personnel Review, “Recruitment, training and turnover” Emerald
group Publishing Limited, volume 36, issue 3, 2007, pp 479-490.

67
A STUDY ON RECRUITMENT AND SELECTION PROCESS IN HDFC BANKS
WITH SPECIAL REFERENCE TO COIMBATORE DISTRICT
QUESTIONNAIRE
1. Name
2. Age
a. 21-30
b. 31-40
c. 40 Above
3. Sex
a. Male
b. Female
4. Marital Status
a. Married
b. Un-Married
5. Educational Qualification
a. Graduation
b. Post Graduation
c. HSC
d. SSLC
6. Experience
a. Below 5 Years
b. 5-15
c. 15-25
d. Above 25
7. What is the mode of information received regarding vacancy HDFC Bank
a. Newspaper
b. Campus Selection
c. Through employees
d. Others

68
8. Are you satisfied with the present form of recruitment process of HDFC Bank
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
9. In what the basis you had been selected to the of HDFC Bank
a. Interview
b. Written exam
c. GD
d. Others
10. The basis of number of leave availed per year
a. Below 3 days
b. 3-5 days
c. 5-7 days
d. 7-10 days
11. whether the details expressed in the advertisement towards recruitment is satisfied?
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
12. Whether the recruitment and selection process is related with nature of job
a. Yes
b. No
13. The basis of the category of the workers of HDFC Bank
a. Skilled
b. Un skilled
c. Learners
d. Specialist
14. The basis of the facilities provided by the of HDFC Bank
a. Yes
b. No
69
15. Are you satisfied with the arrangements given by the of HDFC Bank
i. Highly satisfied
ii. Satisfied
iii. Neutral
iv. Dissatisfied
v. Highly dissatisfied
16. Are you satisfied with facilities given by the of HDFC Bank
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
17. Have you undergone any induction programme
a. Yes
b. No
18. Did the induction programme gives effectiveness?
a. Yes
b. No
19. about the expertise of the recruiter
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
20. Regarding opinion about the members of the interview board
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied

70
21. they are satisfied with the service provided by the firm on the day of interview
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
22. If any suggestion
_____________________________________________________________________

71