Documente Academic
Documente Profesional
Documente Cultură
BY
KINSHUK DE
CONTENTS
Chapter
1. INTRODUCTION
1.1 AIM
1.2 BACKGROUND
1.3 INDIA’S BANKING SCENE
1.6 EMERGENCE OF PRIVATE SECTOR BANKS
1.7 NATURE OF PROBLEM
1.8 JUSTIFICATION
1.9 ATTRITION
2. RESEARCH METHODOLOGY
2.1 AIM
2.2 OBJECTIVE OF STUDY
2.2 RESEARCH TECHNIQUES
2.5 RECRUITMENT METHODOLOGIES
2.6 INTERNAL RECRUITMENT
2.7 EXTERNAL RECRUITMENT
success. They enable companies to have high performing employees who are
organization. A misfit who is not in tune with organization’s philosophies and goals
can reduce output, productivity, customer satisfaction, relationship and over all
quality of work. Training a wrong hire can also be expensive. Effective recruitment
are therefore not only the first step towards organizational excellence, but are
private sector banks towards developing an unique model, propose suggestion that
would reduce costs, time to recruit, be effective and help overall organizational (in
3
1
INTRODUCTION
of potential candidates from within and outside the organization for employment.
employees for employment begins. This means collecting from various sources,
specified positions.
1.3 India’s banking sector is growing at a fast pace. India has become one of the
most preferred banking destinations in the world. The reasons are economy is
growing at a rate of 8.5%, Bank credit is growing at 30% per annum and there is
an ever-expanding middle class of between 250 and 300 million people (larger
than the population of the US) in need of financial services. All this enables
countries worldwide. Foreign banks in India are also achieving a return on assets
4
1.4 Indian markets provide growth opportunities, which are unlikely to be matched by
the mature banking markets around the world. Some of the high growth potential
areas to be looked at are the market for consumer finance of about 2%-3% of
GDP, compared with 25% in some European markets, the real estate market in
India is growing at 30% annually and is projected to touch $50 billion by 2008,
the retail credit is expected to cross Rs 5,70,000 crore by 2010 from the current
levels of Rs 2,00,000 crore and huge SME sector which contributes significantly
to India’s GDP.
Major strengths of the Indian banking industry, which have helped mark its place on
the global banking arena, are our Regulatory Systems, Economic Growth Rate,
Indian banks were rated better than China and Russia and at par with Japan and
Singapore. China and India are one of the fastest growing economies in the world as
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1.5 Banks are also increasingly getting attracted towards cross selling mutual
customers, services such as wealth management and equity trading. These are
indeed proving to be more profitable for banks than plain lending and borrowing. The
Selling of Mutual
Wealth Management Funds 73.6%
21.05%
6
Emergence of Private Sector Banks
1.6 The banking industry is fast becoming a buyers’ industry with the new-
generation private sector banks giving a strong competition to the public sector
banks. Yes Bank is one such new age private sector Bank, offering high quality,
customer centric service catering to "Emerging India". Yes bank is the only
Greenfield license awarded by the RBI in the last 13 years. Yes Bank has fructified
into a "full service" commercial Bank that has steadily built Corporate and
Business and Transaction Banking, Retail and Private Banking business lines
across the country, and is well equipped to offer a range of products and services to
1.7 The banking sector in India is undergoing a huge demand supply mismatch of
skilled resources, especially in the sales function. Every private sector bank in the
country today employs sales personnel for customer acquisition and business
wealth management and equity trading. A robust sales force consists of Relationship
Managers, Sales Managers and Sales Officers, depending on the customer segment
they focus on. On a broad base, customer segmentation in most retail banks is as
follows:-
7
(c) Mass Banking Customers*** - Sales Officers
* Average income ≥ 15 L pa
** Average income ≤ 15 L pa
1.71 Every branch of the bank employs close to 25-40 Sales Officers for business
development. These officers work towards building the customer base of the branch
all Sales Officers are supervised by the Sales Manager. The purpose of this project
is to study the current recruitment practice of a leading private sector bank and to
issues private banks today find themselves facing, having adopted an adhoc
recruitment strategy:-
8
(k) Very high quantity of CVs and not enough quality.
processes.
Justification
1.8 Significant growth in the private banking sector over the past 5 years is
stretching the manpower resource in the banking sector. Growth has led to a
significant demand for people at the operational levels, and many banks are
facing severe sales force crunch. The trend of attrition and poaching is also
growing. Attrition is particularly rampant in the sales force in private sector banks
leading to turnover as high as 30% yearly. Data from some private sector banks
on recruitment activity whatsoever and are therefore unaccountable for the time
and spend involved. Only 8% have any form of competitor benchmark process
(shortlist, initial CV rating against the job specification, hire ratios to CVs).
According to the data, the cost of replacing staff can be anything between 50%
and 125% of that person’s annual salary. We are all aware, employees in the
new millennium do not stay with a company for life as perhaps their grandparents
did. Countering attrition has become the challenge. Attrition, as such, is not a bad
phenomenon. It has been known to exist. However, when jobs were scarce and
competition was less steep, banks managed it. Today attrition costs and hurts.
9
Private sector banks have to re-think their strategy in terms of recruitment,
selection and retention. The costs of repeatedly hiring and re-hiring can be
wider and effective recruitment network for recruitment to meet needs. The
Attrition
1.9 Eight out of ten sales officers said they have been approached by another
bank or organization during the last year to change. Recruitment of sales officer is
impacted by high turn over of the sales force. There is an ocean of restless young
professionals with low tolerance and high skills, ready to leave one organization and
join another at the drop of a hat. They may be angry with their bosses, frustrated at
work, or simply not satisfied with their pay packets. They feel that loyalty does not
pay, that passion is no longer rewarded. These feelings are not new. They have
always been there, in every organization since time immemorial. But now, thanks to
the growing economy and the shift from socialism to market liberalization, there are
many options available. It is easier to jump now than ever before. Human resources
are the new ‘product’ in the market and vast corporations both Indian and MNC are
the new ‘consumers’. Only the market is unique. Here both, the ‘consumer’ and the
‘product’ have the right to choose. Processes are created to manage the high
attrition rate of employees. But they make the workplace so impersonal that they end
up contributing to the attrition rate. In the international market, Indians are seen as
10
poor team players and terrible at following processes. Yet, it is precisely our
creativity that makes us valuable in the banking industry that demands creativity.
11
2
RESEARCH METHODOLOGY
Aim
sector bank and propose modifications and improvements with following objectives:-
Research Techniques
imperative that one first fully understands the current process. The most effective
way to achieve this is to undertake a full 'recruitment process audit', which should
look at every aspect of the recruitment cycle. The following research methodologies
were used to arrive at the 'best strategy’ for recruitment of employees for any private
12
(a) Through structured questionnaire filled in by internal, external
(b) Interviews.
2.4 Banks have to consider innovative approaches for recruitment ensuring that
every 'route to recruit' is fully utilized effectively in a time bound manner at minimal
cost. There are many options available to private sector banks to achieve best
results in the recruitment of new employees. However, to define this we will need to
gain a clear picture of the present recruitment process. Having fully audited and
documented the current recruitment cycle from attraction to induction, one will finally
Recruitment Methodologies
2.5 Following are the two main recruitment methodologies employed by banks
presently:-
13
2.6 Internal Recruitment. This involves filling vacancies through internal
there an internal candidate who could take up the role? What are the strengths,
employees, especially for filling vacancies above the entry level. If external efforts
are undertaken without considering the desires, capabilities and potential of present
employees, a bank may incur both short and long run costs. In short run, morale
may de-generate, in the long run banks with a reputation for consistent neglect of in-
house talent may find it difficult to attract new candidates available through other
channels.
sources for talent brought about by growth, desire for fresh ideas or to replace
employees who leave, banks periodically turn to the outside labor market. The “Five”
(e) Referrals
14
3
3.1 As brought out earlier, the India’s banking sector is growing at a fast pace.
India has become one of the most preferred banking destinations in the world. The
reasons are economy is growing at a rate of 8.5%, Bank credit is growing at 30% per
annum and there is an ever-expanding middle class of between 250 and 300 million
people (larger than the population of the US) in need of financial services. Banks are
increasingly getting attracted towards activities such as marketing mutual funds and
insurance policies, offering credit cards to suit different categories of customers and
services such as wealth management, insurance and equity trading. These are
indeed proving to be more profitable for banks than plain lending and borrowing. HR
Managers in private sector banks need to think and act strategically in relation to the
requirement of workforce and ensure 'best strategy’ for recruitment to meet goals at
lowest costs.
3.2 Yes Bank, India’s new private sector Bank, is the outcome of the professional
service driven, private Indian Bank catering to “Emerging India”. Yes Bank has
adopted best international practices, the highest standards of service quality and
15
operational excellence, and offers comprehensive banking and financial solutions to
its customers. A key strength and differentiating feature is its knowledge driven
approach to banking for its retail and wealth management clients. Yes Bank is built
unstinted commitment. It is this commitment that has earned the Bank the distinction
of being ranked India’s No. 3 Bank in a recent survey of listed banks in India by
Business World. The same survey also ranked Yes bank first in Safety, Efficiency &
Growth. Yes bank won the Continuous Innovation in HR Strategy award at The
Indiatimes Mindscape Employer Branding Awards 2007, the RASBIC award for
Award for Innovative HR Practices at the Asia Pacific HRM Congress 2007.
3.3 The bank has been able to achieve this growth through four instruments. A
strategy to build one of the finest financial brands in India and to provide an
unprecedented delightful banking experience to all its customers. What has worked
well for Yes bank is that unlike the first lot of private banks that came up in the mid-
1990s, it did not get caught in a liquidity crunch that was brought about by the high
interest rate regime unleashed to contain inflationary pressures in 1995. Yes Bank
started its operations in 2004 with branches in Mumbai, Delhi and Gurgaon (NCR).
16
3.4 Growth. The total net worth of the bank as on 30 Jun 07 stands at INR
8231 million with about 60 branches in 35 locations across India within two years of
operation. The bank made plans to be about 100 branches by March 2008. The
foreign investors in Yes Bank are Rabobank, Citigroup Venture Capital International,
Chrys Capital and AIF Capital. The bank has increased its headcount in North India
region from around 500 people in Nov 06 to about 2000 people by Jun 2007. Each
branch requires around 25-40 people to be fully operational and run effectively.
3.5 The bank has a matrix structure with the Relationship Vertical on one axis
RELATIONSHIP VERTICAL
Development
Knowledge
Banking
Investment
Banking
Treasury
O
D
U
C
C
A
V
E
T
L
I
Corporate &
Development
Banking
Transaction
Banking
Corporate
Finance
17
3.6 Human Resources Department at Yes Bank. The bank is presently on an
man these branches. The organization has a tree structure with only three levels of
President
Senior VP
Relationship manager
Relationship manager
Retail Banking
Retail Banking UP
NCR & Punjab
Relationship Manager
Business Banking Relationship manager
EC, C&IB C.P.U.
Records). Like any startup Bank, the HR department faces the uphill task of
recruiting the branch team and sales force for every new branch. This could be close
18
to about 25-40 officers per branch consisting of Relationship Managers, Sales
Officers headed by the Branch Managers and Sales Managers. Further, there is a
factor of about 30% attrition per annum, which has to be made good to maintain
sales force levels. The following data substantiate attrition rates at Yes bank, Delhi.
Business
BANKING &
WEALTH Banc-
MANAGEMENT assurance 1 3 26 22 2 54
Branch
Banking 1 2 1 4
Liabilities 1 2 6 9 18
Grand Total 2 6 34 32 2 96
Total Attrition
Attrition at Yes Bank, Delhi - Tenure wise Data from 360 Sales Officers
3.8 The sales force required for a branch to function is Tellers, Customer Sales
Managers, Customer Sales Executives, Sales Manager and a Branch Manager. The
line managers drive the recruitment process for existing branches, whereas the HR
drives the planned recruitment for the new and upcoming branches based on
defined norms. In case of an existing branch as the need against a position arises,
19
the line manager requests the HR department with the qualitative requirement of the
team as per defined norms and size of branch is undertaken preferably on a top
immediate Team Leader along with HR takes the first round of interviews. The next
round is undertaken by either the Sales Manager or the Branch Manager as per the
branch requirements and norms. However, for senior managerial positions, there are
a series of interviews with HR, line managers, Head of the department and upto the
compensation finalization. The salary fitment is made by HR keeping the fixed cost
of the employee and various other factors into consideration. Global sourcing is
twice for senior managerial positions than for middle management positions at Yes
Bank.
3.10 Any candidate who has to be recruited is interviewed both by the line as well
as the HR. The line assesses the candidate on his current potential, skills and
knowledge. The HR on the other hand assesses the candidate on his attitude,
other YES parameters defined. The line managers look at the job fit whereas the HR
20
3.11 While setting up a new branch the first step is to get the branch manager
onboard. The branch manager is either selected within the organization or hired by
the HR department and the Regional Head. Any new branch has to have a Teller, a
Training is the next most important process before a selected candidate begins to
carry out the assigned responsibilities in any branch. This is undertaken for the
Retail and Business Banking division of the bank. Often training is the main purpose
to assign the infant branch to a parent branch. The flow of the recruitment process is
as follows:-
21
Line projects need HR
for manpower Informs HR departmen
t
METHODOLOGY
Consultants References
RECRUITMENT
Potential
candidates
identified
Candidat
e No
selected
Yes
22
A
If senior
managemen Yes Interview by CEO
t position
No
Job Descriptions
3.12 They are lists of the general tasks, functions and responsibilities of a position.
Typically, they also include to whom the position reports, specifications such as the
qualifications/ experience needed by the person in the job, salary range for the
23
position, etc. Job descriptions are usually developed by conducting a job analysis,
which includes examining the tasks and sequences of tasks necessary to perform
the job. The analysis looks at the areas of knowledge and skills needed by the job.
Bank keeps updating them and it is not a one-time description, but a process which
is kept up with ever-changing responsibilities and skills necessary to perform the job,
recruitment methodology for sourcing both sales officers and senior management
positions have been discussed in the preceding paragraphs, the prime focus the
present study and report will be sales officers. The following methods of recruitment
(iii) Referrals
3.14 Job Consultants. In this process, the bank ties-up with an empanelled a
list of job consultants. Whenever a position arises, the bank requisitions their
services and provides the necessary job description, experience, place of work and
compensation details. The consultants then search their database and provide a list
of potential candidates after screening. The employer should insist that entry level
24
screening against the profile provided is undertaken by the consultants. The
potential candidates.
3.15 The average cost for such services for sales officers in urban region is about
Rs. 10000 and Rs. 7000 in rural region per sales officer. For mid level and high level
positions, the cost of services is about 8.5% of the yearly salary of the employee. In
case the employee resigns within three months, the bank insists, the consultants
provide replacement at no extra cost and insures for the training costs. This method
management and is not suitable in case of mass recruitment. 45% of the positions at
Yes bank at Delhi National Capital Region (NCR) are presently being filled up
in rural areas, only 30% of the positions at Yes bank outside Delhi were filled
3.16 During the study, 25 line and HR managers that work with such job
consultants were asked for their opinion about the quality of the candidates provided
25
by job consultants, which resulted in an interesting finding. Majority of respondents
think that the quality of candidates provided is good (58%), 21% consider it to be
21%
58% IN-SUFFICIENT
21% AVERAGE
GOOD
3.17 The author felt that the results concerning quality of candidates are partly due
to the way job consultants are being engaged by certain companies as part of a
“shot-gun approach", without exclusivity and sometimes as a last resort after failing
3.18 Re-evaluating Job Consultants. During the case study, it was learnt
that Yes bank has an empanelled list of 32 consultants and this is being
continuously tracked & re-evaluated. The evaluation process is built on Likert scale
and has many parameters like consultant credibility, quality of candidates, core
candidates for difficult locations, network, ability to handle large scale recruitment
26
etc. This ensures that the consultants deliver consistent superior performance for
staying empanelled. Time savings, cost advantages, and better knowledge of the
market were given as the most important reasons for outsourcing the process to
3.19 Online Application. Banks have online portal where they advertise all
available positions and enables candidates to post their resumes against vacancies.
The bank also advertises such positions on various job websites like naukri.com,
are as follows:-
Industry statistics reveal that 100 percent of the high tech companies in Global 500
list, and 89 percent of Fortune 500 companies, use their corporate websites for
recruitment. The past year has shown major growth in e-recruitment advertisements,
which cost 80 percent less than newspaper ads and is about 10 times cheaper than
27
hiring consultants. Online recruitment is of immense assistance in junior and middle-
3.20 Online job advertising can however result in candidates of very different
questions derived from the job specification can save many hours of unnecessary
work for both the applicant and hirer. Such technology, though at infancy stage
3.21 Yes bank has an online portal on which they advertise all openings and
enables the viewers to post their resumes. Candidates (internal and external) can
apply for positions as per the positions and locations advertised. This methodology
of recruitment has been found to be cost effective with vast coverage. However, line
and HR managers feel many irrelevant applications are being posted, which leads to
available statistics, 15% of the positions at Yes bank Delhi are presently being filled
3.22 Referral. Companies/banks runs an employee referral scheme, which encourages employees
to recommend acquaintances/ friends as candidates for certain positions and also earn some incentives. Not
many companies realize the benefits of good referral programme. A successful referral programme reduces cost
per hire significantly and at the same time promotes ownership. The advantages/ disadvantages of such
28
ADVANTAGES & DISADVANTAGES OF REFERRAL STSTEM
ADVANTAGES DISADVANTAGES
(a) Inexpensive compared to job (a) You may be obligated to hire in
(c) Employees refer candidates with (c) May not always produce desired
(d) Results are quick. (d) Not suitable for mass recruitment.
quits.
3.23 Yes bank runs a successful employee referral scheme, which encourages
otherwise nobody would call their friends/ relatives" says CEO, Yes Bank Ltd. Based
on available statistics, 6% of the positions at Yes bank Delhi are presently being
3.24 The employee is paid the referral fee after 3 months after the candidate joins.
The bank doesn’t pay for referring any fresher or referring a candidate for a position
who would be directly reporting to the person who referred him. The compensation
for successful hire through this scheme is about 5% of annual salary. The success of
29
3.25 Campus Placement. The banks go Business schools for recruiting
sales officers for the post of Sales officers. The HR initiatives campus placements
based on long term forecast of sales officers. While recruiting from campus, the
bank screens for candidate having a good academic record, family background with
sound academic records in both Graduation and Class XII. Yes bank goes to Tier I &
II B-schools for recruiting sales officers for the post of Client Sales Partner (CSPs)
and about 15% of the positions at Yes bank Delhi are presently being filled through
follows:-
(b) Good for mass induction at lower Banks all across India compete for
(c) Allows hiring specific skills. (b) Linked to academic session and
(d) Source of talent that can be therefore useful towards long term
(e) Provides talented youth with drive. candidates have many job offers.
(f) Helps banks build reputation Therefore, may not ultimately join.
during such job fair/ campus (d) Training costs are very high for
3.26 Campus recruitment is a cost effective model for mass recruitment after tying
up with various B-schools. Business schools have vast resource of talented students
30
studying specialized courses in Banking and Insurance. However, Banks must plan
3.27 Direct Advertisement. This is the age old method of bringing employers
and candidates together and is still widely used. A clear and attractive newspaper
The services of newspapers and employment exchange are useful. About 10% of
the positions at Yes bank Delhi are being filled through such direct advertisement
through internal means from existing employees. If external efforts are undertaken
31
without considering the desires, capabilities and potential of present employees, a
bank may incur both short and long run costs. In short run, morale may de-generate,
in the long run banks with a reputation for consistent neglect of in-house talent may
find it difficult to attract new candidates available through other channels. The
organization, its strength and (b) May be difficult to find the right
Sources of data:-
32
(b) Bank records and documents.
(d) New employees hired through various recruitment methodology list above.
(f) Placement cells of colleges the Bank visited e.g. ICFAI, IIPM, BIMT.
33
3.29 Current Scenario and Trend at Delhi/ NCR Region. The percentage of
recruitment undertaken by various methodologies at Yes bank in Delhi and NCR are
as depicted:-
15 15
10
10
6 44
16 20
11
9 30
14
3.30 Analysis from Interviews. Both the document based research and
34
managers, employees and candidates were undertaken to analyze the trends in
recruitment, which according to them are effective recruitment strategies for private
18 18
10
10 26
18
20 19
12
10 25
16
35
Survey of Employees
Consultants, Online, Referrals and Campus recruitment were the most preferred.
The following data on use and effectiveness was arrived at during the survey of
employees:-
respondents)
Referrals 3 4.0
Survey Questionnaire placed at Appendix (78 Line/HR Managers and employees interviewed)
36
(e) Hiring Manager Satisfaction
strategies and its effectiveness. Analysis of available data, surveys and costs
Referrals 3 4 4 3.2
Placements
Direct 1 1 3 2
Advertisement
Internal 1 2 5 3
Recruitment
Mark scale 1(lo), 5(hi) for Priority
Mark scale 1(lo), 5(hi) for Cost, Cost Effectiveness 1(lo), 5(hi), Overall Effectiveness 1(lo), 5(hi)
3.32 HR and Line managers in private sector banks need to think and act
strategically to ensure availability of sales officers with right skills. This involves
adopting the correct methodology for recruitment, selection and appointment with
37
3.33 Initial consideration should be given to a bank’s employees, especially for
after potential of present employees have been exhausted. This will ensure morale
likely to have well defined succession. However, the need for specific skill set for a
into consideration.
3.34 Recruitment using job consultants though very effective for managerial
positions can be expensive. Executive search firms tend to match candidates to jobs
faster that most organizations internally can, on their own, primarily due to larger
database, wider access and core competence. Networking strategy is used by the
interview of such student candidates, it emerged that organization and its career
opportunities are prime motivation factor for students to seek employment with any
convenience. However, such recruitment is limited to selected period of the year and
3.36 It has been observed from the data, online recruitment methodology is very
effective. However, the rise of more and more online job portals coupled with the
38
tightness of the market has also had a negative influence on recruitment. Many
banks thought that advertising in online job portals could reduce their dependency
on job consultants and lower recruitment costs. However, large no of job portals
have fragmented the demand and supply side market. It has therefore become
necessary to advertise and search in more and more job portals, which is proving to
3.37 The success of the recruitment process is not only determined by the
methodology that are used for search and selection, but also by the way these
methodologies are used. One also needs to take into account the following:-
(b) What role does the recruited position play and its importance?
(d) Can internal candidate be trained for the position and what are the
(e) How long do you expect the new candidate to remain in the role and
(g) What is your plan for the recruitment process and monitoring?
specific, focused and addressed to the section where one believes to find the right
candidate for the particular position. Broad-based recruitment can be effective for
positions that easily filled with minimal training. Organizations and Banks also have
39
Hertzberg work suggests that the line managers play a pivotal role both as ‘hygiene’
and ‘motivation’ factor that impact on both employee’s attraction and retention.
study after taking all available data and inputs came up with a Recruitment Plan
template. This template in placed at Annexure. The following are the salient points
(a) Recruiting the right person starts with a detailed job description and
(b) The more complex the job, the more complex the recruitment process
integrity.
40
Individuals should be selected on the basis of past performance, competence
and personality.
(f) Always recruit the right person for the job. Recruitment should be seen
(h) When one actually meets the candidates, let them tell about their
background and achievements. The details about the job, the compensation,
(i) Identify what initial training will be required and how much will be
investment.
(j) Never over sell the job. Honesty about the role should be the best
policy.
(k) Background & reference checks are very vital. During interview of new
sales officers at Yes Bank, it was found that around 40% of new employees
3.40 Limitation of the Present Study. Some of the most used methods are
not the ones found to be most effective under all circumstances and scenarios. Most
banks do not have a clearly defined recruitment strategy, but use a shot-gun
approach to find candidates for their vacancies. This study has not considered
41
manner. However, this is not to say that there isn’t a problem in this area or
methodologies for recruitment will not be different. As seen in tables above, the
42
4
Recommendation
4.1 Recruiting can no longer be confined to the traditional ways. With the war of
best candidate from the available sources discussed above. At the same time,
banks today have started using technology to screen resumes, filter applicants
and build database for future use. Based on all available data, an optimum, cost
43
Proposed Recruitment Methodology
5 20
20
15 20
10 10
Campus Job Consultant
Referral Direct Advertisement
Internal Online
Others
Conclusion
4.2 This report has investigated the various methodologies for recruitment and
the need was therefore to arrive at a recruitment strategy for the private sector
banks. As brought out earlier, the success of the recruitment strategy is not only
determined by the methodology that are used for search and selection, but also by
the way these methodologies are used and implemented. The processes should
ensure that there is no "shot-gun approach” as a last resort after failing to fill the
position. Outsourcing of the recruitment process to an agency versus doing this work
both adds costs as HR resources go up and the required time to fill vacancies often
increases leading to less efficiency in finding and selecting candidates for open
positions. Employers have to use all available information and techniques available
to them including the more traditional tools of common sense and good judgment
44
when making the right hiring choices for available vacancies. The following are to be
considered additionally:-
(a) Ensure you look internally prior to adopting any external recruitment
strategies.
(c) Map a consistent recruitment / hiring process for each new recruit.
(i) Once you have successfully recruited staff, make sure you keep
45
5
ANNEXURES
LIST OF ANNEXES
CANDIDATES
46
NAME KINSHUK DE
DATE OF JOINING
ANNEXURE – II
2 - Mostly Disagree
3 - Neutral
4 - Mostly Agree
1. On a scale of 1 to 5 how do you feel about joining, working for us and why?
47
2. Can you rate in order of merit the following methodologies of recruitment that you
believe is cost effective and can easily reach out to you easily:-
Job consultants
Online applications
Referrals
Campus placements
Direct Advertisement
3. What according to you (on a scale of 1 to 5) are the primary causes for high attrition
in the banking industry?
Salary
Low Tolerance
Market Liberalization
Poor Processes
Company Brand
Job Content
Poor Growth
Poor Incentives
Job Security
Rewards elsewhere
48
HR/ Other Policies
Management
49
NAME KINSHUK DE
DATE OF JOINING
ANNEXURE – IV
2 - Mostly Disagree
3 - Neutral
4 - Mostly Agree
2. Can you rate in order of merit the following external recruitment methodologies that you
believe are cost effective and can easily reach out to best candidates in Delhi and NCR:-
DELHI NCR
Referrals Referrals
50
Direct Advertisement Direct Advertisement
3. What according to you on a scale of 1 to 5 are the primary causes for high attrition in the
banking industry?
Salary
Low Tolerance
Better prospects elsewhere
Market Liberalization
Poor Processes
Company Brand
Job Content
Poor Growth
Poor Incentives
Job Security
Rewards elsewhere
HR/ Other Policies
Management
4. Which of the following could further improve recruitment in your organization (Rate 1 to 5)?
Planned Hires
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Structured recruitment processes
52
NAME Kinshuk De
DATE OF JOINING
ANNEXURE – III
2 - Mostly Disagree
3 - Neutral
4 - Mostly Agree
I value regular interaction & appreciation from the top management more than any reward
53
I value job security more than my salary in the organization
54
ANNEXURE – V
PROPOSED RECRUITMENT PLAN FOR PVT LTD YES BANK
1. Date:
Section 1: Position Data
2. Working Title
3. Title Code and Payroll Title
4. Grade
5. Salary Range
6. Department
7. Hiring Authority (name & phone)
8. Recruitment Contact (name & phone):
9. Appointment Type:
10. Final Filing Date
11. Estimated Hire Date:
12. Is this a new position?
13. No of Positions
13. Full/ Part Time?
14. Attachments
15. Job Description (Enclose attachments if required).
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ANNEXURE VIII
FEEDBACK FORM
Kinshuk De
kinshuk.de@gmail.com
Fax : +91-9810775595
We value your feedback. Please take some time to fill this feedback form and fax it.
1. How useful is this case study in providing you with some suggested
approaches to deal with HR recruitment issues?
Yes No
Other Comments:
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Particulars of respondent
Name Designation
Organization
Address
Email
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