6.

7 EFFECTIVENESS OF RECRUITMENT PROGRAMME

One last mention about the effectiveness of recruitment programme before we
close this chapter.
ihough there has so mar not been evolved any formula as such that makes a
recruitment programme
effective. However, a successful and effective recruitment programme
necessitates to have certain
attributes such as:
1) A well-defined recruitment policy.
2) A proper organisational structure
3) A well-laid down procedure for locating potential job seekers
4) A suitable method and technique for tapping and utilizing these candidates
5) A continuous assessment of effectiveness of recruitment programme and
incorporation of suitable modifications from time to time to improve the
effectiveness of the programme
6) An ethically sound and fool-proof practice telling an applicant all about the
job and its position, the firm to enable the candidate to judiciously decide
whether or not to apply and join the firm, if selected.

Indian View
Recruitment Practices In India
The Indian firms practice not a single source of recruitment, but a host of
sources of recruitment. These have been classifies as within the organisation,
badli or temporary workers, employment agencies, casual callers, applicants
introduced by the existing employees in the organisation, advertisements and
labour contractors.
According to a research study, the following practices were employed in the
public and private sector organisations to recruit their employees:

Recruitment in Public Sector : The major sources of recruitment practiced in the

public sector organisations in order of preference were :
1) Employment exchanges
2) Advertisements
3) Internal Sources (through promotion and transfer)
4) Casual employment seekers
5) Displaced persons
6) Employees relatives and friends

Recruitment in Private Sector : In private sector organisations, procedures and

methods in regard to recruitment were not formalised. As such, each private
sector employer followed its own method. Nonetheless, the following methods
were found popular in their hierarchical order of importance :
1) Advertisements
2) Employment exchanges
3) Relatives and friends of existing employees and their recommendations
4) Internal sources through promotion and transportation
5) Casual callers

As regards recruitment practices in the government organisations, they follow

by and large e recruitment policies i.e. employment exchanges in recruiting
lower level semi skilled jobs, advertisements are used for filling the higher
level jobs. These are filled either through promotion of internal sources or
through deputation from other organisations, Cadre build vacancies such as IFS,
IPS, etc are filled through competitive examinations through advertisements.

In recent years a controversy has arisen, as per this the vacancies of an

organisation must be first used to hands hailing from the immediate vicinity of

the organization. However, the National Commission in Labour has observed

and studied this claim and then recommended the following :

1) Young persons from families who surrendered their lands for establishing the
organization must be given first priority for employment with proper training,
wherever required

2) Second preference is given to suitable hands hailing from immediate vicinity

of the organization

3) Selection committee be formed with a representative of state government for

filling up vacancies of lower jobs

4) Middle and higher level appointments be supervised by the Public Service

Commission

5) State participation must be ensured in the Board of Directors

6) Periodic return of status of employment be submitted to Central and State

governments.
Selection intro

Selection starts where recruitment ends. Or say, selection follows recruitment.

Having identified the potential candidates, the next logical step in the human
resource process is selection of the qualified and competent candidates in the
organisation. Due attention needs to be given to selection as it establishes the
"best fit' between job requirements and the candidate's qualification. Mismatch
between the two can have a far-reaching impact on the organisational
functioning.

MEANING AND DEFINITION

What is selection? Selection is hiring the best candidate from the pool of
applications. It refers to the process of offering jobs to one or more
applicants/candidates from the applications received of job applications to fill
various jobs in the organisation.
Following are some of the popular definitions of selection:
According to Yoder, "Selection is the process by which candidates for
employment are divided into class hose who will be offered employment and
those who will not"
David and Robbins have defined selection as a "managerial decision-making
process as to predict which job applicants will be successful if hired"
Koontz setal. "Selection is the process of choosing from among the candidates
from within the organisation or from the outside, the most suitable person for
the current position or for the future position."
According to Stone "Selection is the process of differentiating between
applicants in order to identify (and hire) those with a greater likelihood of
success in a job"
Now, selection can be defined as a process of choosing the most suitable
candidates from applicants for the various jobs in the organisation. It seeks to
ensure which applicants will be successful if hired. Thus, selection is an
exercise in prediction.

Selection Differs from Recruitment

Recruitment and selection are often considered as synonymous and are used
interchangeably They are the two sides of the same coin, there exists a fine
distinction between the two.

distinguish between recruitment and selection

Recruitment
1) Recruitment technically precedes
selection
2) Recruitment refers to the process of
identifying and encouraging potential
candidates to apply for jobs in the
organisation.
3) Recruitment is positive as it aims at
increasing the number of job seekers
(applications) for wider choice or
increasing the selection ratio.

4) In sum, recruitment involves

searching

Selection
1) Selection follows recruitment.
2) Selection involves choosing the best
out of those recruited.

3) Selection, on the other hand, is said

to be negative in its application in as
much as it rejects a large number of
unqualified applicants in order to
identify those who are suitable for the
jobs.
4) Selection involves comparing those
already searched

SELECTION AS SOURCE OF COMPETITIVE ADVANTAGE

The role of selection in an organisation's effectiveness is crucial for at least, two
reasons. First, work performance depends on individuals. The best way to
improve performance is to hire people who have the competence and
willingness to work Arguing from the employee's viewpoint, poor or
inapppropriate choice can be demoralising to the individual concerned (who
finds himself or herself in the wrong job) and de-motivating to the rest of
workforce. Effective selection, therefore assumes greater relevance.
Second, cost incurred in recruiting and hiring personnel speaks volumes about
the role of selection. Here is one instance to prove how expensive recruitment
has become. Pepsi had gone on a crash recruitment drive. Six people from the
company took over the entire Oberoi Business Centre in response to an
advertisement issued earlier were scanned; applicants were asked to respond by
fax within 100 hours finally, the shortlisted persons were flown in and
interviewed Quite an expensive
affair by any standard. In the US, it is much more expensive the cost of
searching for and training a top-level executive may run into $2,50,000

False negative error from 20 to 50 per cent of the first year's salary of an
employee selected. Assuming a manager is assured of a compensation of Rs 2
works out to be Rs 40,000 to Rs 1,00,000

Costs of wrong selection are much greater. Two of these true positive' (high
hit") and true negative' low hit are right selection decisions. The other two
outcomes represent selection errors. In the false positive error", a decision is
made True positive results
an applicant based on predicted success, but failure results. In false negative
when a an applicant who would have succeeded is rejected based on predictions
of hired expecting success failure. In either case, selectors will have erred.
Success
Failure
Prediction

False Negative Error

True Negative ( Low
Hit)
Failure Predicted

True Positive (High Hit)

False Positive Error
Success Predicted

False Negative error means rejection of an applicant who would have

succeeded. In false positive error an applicant is selected expecting success and
success results. In true negative, failure is predicted and it happens.

An organisation with a false positive error incurs three types of costs. The first
type is incurred while the person is employed. This can be the result of
production or profit losses, damaged company reputation, accidents due to
negligence, absenteeism, and the like. The second type of costs is associated
with the training, transfer or terminating the services of the employee. Costs of
replacing an employee with a fresh costs of hiring, training and replacementconstitute the third type of costs. Generally, the more important the job, the
greater the cost of the selection error.

In the case of false negative error, an applicant who would have succeeded is
rejected because of predicted failure. Most false negative errors go unnoticed

except when the applicant belongs to a reserved category and files a

discrimination charge. Costs associated with this type of error are difficult to
estimate. A careful selection will help an organisation avoid costs associated
with both false positive error as well as false negative error.
ORGANISATION FOR SELECTION
Until recently, the basic hiring process was performed in a rather unplanned
manner in many organisations. In some companies, each department screened
and hierd its own employees. Many managers innsisted upon selecting their
own peoople because they were sure no one could choose employees for them
as efficiently as they themself could. Not anymore selection is now centralised
and is handled by the human resource department. this is preferable because of
following advantages
l. It is easier for the applicant because they can send their applications to a
single centralised department
2. It facilitates contact with applicants because issues pertaining to employment
can be cleared through one central location.
3. It helps operating managers to concentrate on their operating responsibilities.
This is especially during the peak hiring periods.
4. It can provide periods because hiring is done by specialists trained in staffing
for better techniques
5. The applicant is better assured of consideration for a greater variety of jobs
6.Hiring of costs may be cut because duplication of effort is minimised.
7. With increased government regulations the selection process, it is important
that people who know about these rules handle a major part of the selection
process

Ideally, a selection process involves mutual The organisation decides whether or

not to make a job offer and how attractive the offer should be. The candidate
decides whether or not the organisation and the job offer fit his or her needs and
goals. In reality, the selection process is highly one-sided. When the job market

is extremely tight, several candidates will be applying for a position, and the
organisation will use a series of screening devices to hire the candidate it feels is
most suitable. When there is a shortage of qualified workers, or when the
candidate is a highly
qualified executive or professional who is being sought after by several
organisations, the organisation will have to sweeten its offer and come to a
quicker decision

SELECTION PROCESS
Selection is a long process, commencing from the preliminary interview of ahe
applicants and ending with the contract of employment. In practice, the process
differs among organisations and between two different jobs within the same
organisation. Selection procedure for senior managers will be long-drawn and
rigorous, but it is simple and short while hiring shop-floor workers

Environmental Factors Affecting Selection

Selection is influenced by several factors. More prominent among them are
supply and demand of specific skills in the labour market, unemployment rate,
labour-market conditions, legal and political considerations, company's image,
company's policy, HRP, and cost of hiring, The last three constitute the internal
environment and the remaining from the external environment of the selection
process.
Diagram

and some theory skipped

SELECTION IN INDIA
Conditions of labour market largely determine the selection process. As is wellknown, we have a strange paradox in our country. There is large-scale
unemployment juxtaposed with shortage of skilled labour, 'No vacancy' boards

are seen along with "wanted hung on factory gates everywhere. Unemployment
prevails among people who are individuals who have acquired university
degrees but do not possess any specific skills. Matriculates, B.A's, B.Com's and
B.Sc's fall into this category. All the evils associated with selection-corruption,
favouritism and influence-are found in hiring these people. Selection is,
obviously, not systematic and at times bizarre too, as is evident from the
following story :
For decades, at least three or four times every year, the municipal grounds of
Kothagudem, the bustling mining town in the heart of Andhra Pradesh, has been
a witness to a strange event. At the crack of the dawn, a group of men in their
late twenties and thirties would line up for a 100 metre dash. The first few to
touch the finishing line would be appointed as casual coal fillers in the
underground coal mines of Singareni Coal Co. Ltd, for a specific period of time.

Selection practices in hiring skilled and managerial personnel are fairly welldefined and systematically practised. Particularly in hiring managerial personnel
and executives, a lot of professionalism has come in, thanks to the realisation
that these individuals are difficult to come by and no effort is too excess to
attract them. Specialist agencies are available whose services are retained for
hiring technical and managerial personnel. Merit and not favouritism,
objectivity and not subjectivity will be the criteria for such selections. Selection
of managers is assuming unorthodox dimensions nowadays particularly in talent
driven business as financial services, consulting and software services. One
trend is to hire as many such executives as possible from a competing firm or to
catch one who would bring a few more along with him or her. In the last one
year, for example, four Infosians joined Phanesh iGate. Ram joined hasis
because of his familiarity with Jerry Rao. Ravi Ram also brought in another half
a dozen executives into Mphasis
Another trend observed is to attract and hire 'stars'. Stars beget is the may not be
attractive and there is a risk that the business might fail. But the stars join
because they like to work with a charismatic leader. Arun Maisa became the
head of BCG in India because of his admiration for George Stalk. Ajay Mahajan
quit Bank of America and joined a start-up YES Bank because of Rana who is
heading the bank. In such cases people are drawn by the reputation and
credibility of the charismatic leaders

PURPOSES AND IMPORTANCE of Recruitment

The general purpose of recruitment is to provide a pool of potentially qualified
job candidates. Specifically, the purposes are to:
1. Determine the present and future requirements of the organisation in
conjunction with its personnel and job-analysis activities
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the
number of visibly underqualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected,
will leave the organisation only after a short period of time.
5. Meet the organisation's legal and social obligations regarding the composition
of its workforce.
6. Begin identifying and preparing potential job applicants who will be
appropriate candidates.
7. Increase organisational and individual effectiveness in the short term and
long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants

HRM Intro
MEANING AND DEFINITION
Simply put Human Resource Management (HRM) is a management function
that Human resource helps managers recruit, select, train and develop members
for an organisation obviously, HRM is concerned with the people's dimension in
organisations.
We quote three definitions on HRM. But before quoting the definitions,

useful to point out the essentials which must find their place in any definition,
The and core points are maintaining people in
1. organisations are not mere bricks, mortar, machineries or inventories. They
are people. It is the people who staff and manage organisations.
2. HRM involves the application of management functions and principles. The
functions and principles are applied to acquisitioning, developing, maintaining,
and remunerating employees in organisations.
3. Decisions relating to employees must be integrated. Decisions on different
aspects of employees must be consistent with other human resource (HR)
decisions.
4. Decisions made must influence the effectiveness of an organisation.
Effectiveness of an organisation must result in betterment of services to
customers in the form of high-quality products supplied at reasonable costs
5. HRM functions are not confined to business establishments only. They are
applicable to non-business applications too, such as education, healthcare,
recreation
The following three definitions collectively cover all the five core points:

1) a series of integrated decisions that form the employment relationship; their

quality contribute to the ability of the organisations and the employees to
achieve their objective.
2) Is concerned with the people dimension in management. Since every
organisation is made up of people, acquiring their services, developing their
skills, motivating them to higher levels of performance and ensuring that they
continue to maintain their commitment to the organisation are essential to
achieving organisational objectives. This is true, regardless of the organisationgovernment, business, education, health, recreation, or social action
3) Management is the planning, organising, directing and controlling of the
procurement development, compensation, integration, maintenance and
separation of human resources to the end that individual, organisational, and
social objectives are accomplished.

Thus, HRM refers to a set of programmes, functions and activities designed and
carried out in order to maximise both employee as well as organisational
effectiveness

SCOPE OF HRM
The scope of HRM is indeed vast. All major activities in the working life of a
worker-from the time of his or her entry into an organisation until he or she
leaves-come under the purview of HRM. Specifically, the activities included are
HR planning, job analysis and design, recruitment and and job selection,
orientation and placement, training and development, performance appraisal
WHY STUDY HRM?
It is the people who possess skills, abilities and aptitudes that offer competitive
advantage to a firm. It is only human resource that is capable of deciding,
implementing and controlling activities. No computer can substitute human
brain, no machines can run without human interventions and no organisation
has mandate to exist if it cannot serve people's needs. HRM is a study about
people in organisations- how they are hired, trained, compensated, motivated
and maintained.
A factory is built not by god, but by human beings. It is people who build
factories, structures organisations and manage them successfully. How an idea
is conceived by an entrepreneur, how building is constructed and machinery
installed, how needed inputs are marshalled and put to use, and how goods and
services are produced, is a saga which is no less thrilling and exciting than a
general leading army to victory in a war, an invention made by a scientist or a
remedy discovered to cure AIDS disease. offers a comprehensive picture about
the people in organisations.

The rapid growth of globalisation has increased the number and significance o
MNCs which in turn increased the mobility people. Working for challenging as
the last chapter in of this book tells. A typical management student is likely to
take up a job in an MNC after completing his/her degree. A prior knowledge
about HRM, particularly international HRM, keeps him/her prepared for the
challenges lying ahead.

Factors governing recruitment

External Factors
1) Supply and Demand
2) Unemployment rate
3) Labour Market
4) Political-Social
5) Sons of soil
6) Image

Internal Factors
1) Recruitment Policy
2) HRP
3) Size of the firm
4) Cost
5) Growth and expansion

ORGANISATION FOR SELECTION

Until recently, the basic hiring process was performed in a rather unplanned
manner in many organisations. In some companies, each department screened
and hired its own employees. Many manager insisted upon selecting their own
people because they were sure no one else could choose employees for them as
efficiently as they themselves could. Not anymore. Selections now centralised
and is handled by the human resources department. This arrangement is
preferable because of the following advantages
1. It is easier for the applicant because they can send their applications to a
single centralised department/agency cleared
2. It facilitates contact with applicants because issues pertaining to employment
can be through one central especially
3. It helps operating managers to concentrate on their operating responsibilities.
This is especially helpful during peak hiring periods.
4. It can provide for better selection because hiring is done by specialists trained
in staffing techniques.
5. The applicant is better assured of consideration for a greater variety of jobs.
6. Hiring costs may be cut because duplication of effort is minimised.
7. With increased government regulations on the selection process, it is know
about these rules handle a major part of the selection process.
Ideally, a selection process involves mutual decision making. The organisation
whether or not to make a job offer and how attractive the offer should be. The

candidate decides the organisation and the job offer fit his or her needs and
goals. In reality, the selection process is highly one-sided. When the job market
is extremely tight, several candidates will be applying for a position, and the
organisation will use a series of screening devices to hire the candidate it feels is
most suitable. When there is a shortage of qualified workers, or when the
candidate is a highly qualified executive or professional who is being sought
after by several organisations, the organisation will have to sweeten its offer and
come to a quicker decision.

RECRUITMENT AND SELECTION PROCESS IN HDFC BANK

Meaning:
Recruitment and Selection system refers to sourcing and building efficient
Human Resource to the organization to attain its objectives.
Functions:
1.

Retail assets

Credit cards

Retail assets

Retail credit

2.

Retail liabilities

Direct banking

Direct sales liabilities

Foreign exchange services

Liabilities product group

Marketing

Retail branch banking

3.

Support function

Custody and depository services

Finance

Human resources

Operations

4.

Wholesale banking

Corporate banking

Credit and market risk

Customer service desk

Emerging corporate group

Emerging enterprise group

Equities and private banking

FIG

Health care finance

Investment banking

NRI businesses

Stock exchange and correspondent banking

This policy complies with, and supports, the Companys Equal Opportunities
Policy by:

Ensuring that every stage of the recruitment and selection process is

carried out in a systematic way, based on pre-agreed criteria, to eliminate the
potential for personal bias affecting the decision making process.

Ensuring that all decision points are fully documented to assist with
subsequent monitoring.

Making the whole procedure as open as possible, to ensure that all

candidates understand why decisions have been taken and, where they wish, to
obtain meaningful feedback.


Enabling demonstration of robust, transparent processes and thereby
providing a basis for defense in the event of challenge.

There are seven main stages to the procedure:

Pre-advertisement

Placing advertisements and dealing with enquiries and applicants

Short-listing

Interviewing and selection

Post-selection procedures

Induction

Monitoring

Analyzing Your Workplace:

To assist you analyze your workplace to identify recruitment or selection issues
for women, we suggest you:

Revisit your workforce profile to find where your female employees are.

Consult with your employees.

Examine your existing recruitment and selection policies and practices.

Developing Policy and Procedures

Put in place a policy requiring recruitment and selection processes to

select the best person for the job.

Develop a quality, consistent process for recruitment that delivers diverse

recruits.

Have a recruitment strategy that links to your business plan, and to a

strategy to retain employees.

Reviewing Recruitment and Selection Opportunities

Monitor each stage of the recruitment process to identify any practice that
may disadvantage some candidates.

Investigate whether women have equal opportunity in the recruitment and

selection process by collecting information on the numbers of men and women:

Applying for positions

Being short-listed

Being interviewed

Being appointed, and

Survey staff about their perception of equity in recruitment procedures.

Consider collecting diversity information as part of the process. There

could be a pool of diverse candidates youre not reaching or unnecessarily
excluding.

Reviewing Job Descriptions:

Ensure all job profiles/descriptions reflect the real requirements of the

job, rather than describing the person who filled that job previously.

Write job profiles in language that encourages both men and women to
apply including women of and Differing backgrounds. For example, avoid use
of jargon and acronyms that tend to be exclusive.

Recruiting and selecting the right people is paramount to the success of the
HDFC BANK LTD. and its ability to retain a workforce of the highest quality.
This recruitment and selection policy sets out the procedure to ensure that the
best people are recruited on merit and that are the recruitment process is free
from bias and discrimination.

PRINCIPLES:
Following are the guiding principles for recruitment and on-boarding process.
Attracting and recruiting the right people is one of the most important
activities of the organization and is the responsibility to be owned by each and
every employee of the organization.
Merit will be the single most important factor in selection process.
They will ensure a diversity, both gender and ethnicity by targeted candidate
sourcing with the help of recruitment vendors and the referral program.
While skills and profile matching play an important role, they will hire people
who are team players and have the right attitude most relevant to the culture of
the organization. Attitude is as important as aptitude.
They believe in becoming a company of giants and emphasis is in hiring
people who can grow bigger and better than they presently are.
They believe in providing their employee with fulfilling career paths. Towards
this, they will post vacancies internally as a preferred option while evaluating
external candidates.
They believe that each candidate interviewed irrespective of whether she/he is
selected should become a friend of the organization. They treat all the
candidates with the utmost respect. They will be open and fair in
communication with them; this way they also enhance the brand image of the
organization.
They will continuously assess, identify and cultivate strategic talent pools
including those at the universities, management schools, and community forums
to address their long term needs.

HIRING APPROVAL
All recruitment activities shall be undertaken based on the hiring plan as
approved by the Business Head, HR Head & the CEO. For each approved
position, a hiring requisition will be required prior to initiation of any
recruitment activity. If the hiring was not included in the planned budget, it will

also require approval from the CEO based on a recommendation from the Head
HR and the CFO.
Recruitment expense will be allocated to the concerned business unit, and
expenditure should be budgeted and pre-approved by the business unit head and
the HR Head.

CANDIDATE SOURCING:
The hiring manager along with the Human Resource Department would decide
the channel / source to use based on the nature of the recruitment. The following
sources of recruitment may be considered:
Internal Sources:
- Whenever any vacancy arises, the possibility of fulfilling the requirement
internally via reassignment and relocation, re-allocation of the responsibilities
or internal promotion will be explored by the hiring function along with the HR
Department.
- Internal job postings to explore internal candidates.
Employee Referrals HDFC will encourage employees to refer suitable
candidates for open positions.
Other external sources include:
- Recruitment agencies
- External job postings

- College / campus requirement

Requirement advertisements

APPLICATION PROCESSING:
HDFC will process all applications promptly and inform the applicant or source
regarding the status of the application. HDFC will respond to all solicited
applications within 5 working days of receiving the application.

INTERVIEW PROCESS:
All candidates are required to undergo a face to face interview with the
interview panel before selection.
Interviews may be conducted at a place at mutually convenient locations and
time in an effort to maintain confidentiality of the hiring effort.
One on one meeting shall be preferred as the interview format, however
depending on the constraints panel interviews / telephone / video conference
screening could be used.
For recruitment at junior levels, job fairs, universities etc, where large volume
of candidates, HDFC will use recruitment tests for purpose of short listing. The
candidate may be tested on the basic aptitude, analytical skills or other skills
required for the job of the candidates.
The interview process will focus on the evaluating the candidates suitability in
terms of the job description and fit within the organization.
Each interviewer will complete the interview feedback form and submit it to
HR. HR will compile the results from a various interviews and provide these to
the line manager for the final decision.
The following are the guidelines wit respect to the interview levels. The line
manager will own the overall interview process:

Position,

Level Equipment Hiring Decision by Interview by Salary Fitment Offer

Letter Signed by

Direct Report CEO Head CEO/ HR Head, Management Team (for

relevant functions) Approval - CEO

Proposal HR Head CEO

State Head/ Regional Function Heads, Cluster Heads Regional Branch

Heads, National functional Heads Regional Branch Head / National Functional
Head, Regional HR Approval CEO

Proposal HR Head HR Head


Branch Manager / National Functional Managers Regional Branch Heads,
National functional Heads Regional Branch Head / National Functional Head,
Regional HR, Cluster / State Head Approval HR Head

Proposal C & B Manager HR Head

Senior Relationship Manager Regional Branch Head/ Branch Manager

Regional Branch Head/ Branch Manager, Regional HR Approval HR Head

Proposal C & B Manager Staffing Leader

Junior Relationship Manager Branch Manager Branch Manager, Cluster

Head Approval C&B Manager

Proposal Regional HR Mgr. Regional HR Manager

For campus / bulk hiring process, each panel will be specifically authorized
with respect to hiring decision, pay by the HR Head & CEO prior to the
process.

RECRUITMENT EXPENSES:
All recruitment expenses including recruitment fees, advertisement expenses
and interview related expenses will be allocated to the concerned business unit.
The candidate will be informed about the nature of the expenses that are
reimbursable and the supporting documents required (in original). HR will
ensure that candidate fills the necessary reimbursement forms and that he/she
receives the reimbursement at the earliest.
Outstation/International Candidates - HDFC will pay for appropriate air fare
and expenses incurred for the stay for candidates who they decide to fly from
other locations. Prior approval from the Regional HR Leader / HR Head is
required to invite candidates. For candidates from International Locations, prior
approval from the HR Head needs to be taken.

PRE-EMPLOYEMENT CHECK:
This will include both a professional reference check as well as the background
check.
Professional reference check will be completed by the hiring manager. HDFC
will request contact information for 2 references from the candidate, and check
the quality of previous work experience and key personal
characteristics/conduct/ previous record etc.
For key positions in areas, HDFC will also perform a background check to
assess the integrity conduct of the candidate.
The following information regarding the candidate will be verified:

Proof of educational qualifications

Any professional certificate that is essential to the job

Address details

Passport details

Date of birth

Proof of previous employment (service certificate)

Any negative feedback and comment in the reference check will be investigated
by HR and if found genuine shall be a cause for disqualification of the candidate
or dismissal from employment.

OFFER PROCESS:
Once the hiring decision is finalized, HR will prepare an offer / fitment as per
the compensation structure and grade and keeping in mind the internal equity.
The offer would be communicated to the selected candidates by the hiring
manager along with HR. The candidate will sign the contract letter to formally
accept employment from the organization.

PRE-EMPLOYMENT PROCESS:

As an organization, HDFC will make all necessary arrangements to ensure a

smooth joining process for the employees. HR will provide the candidate a
check list prior to joining to ease joining formalities.

RELOCATION FOR EMPLOYMENT:

Where the employee has to relocate and has been pre-approved by the HR Head
and the staffing leader, the relocating candidate shall be eligible for the
following relocation assistance:

The joining employ has the option to avail temporary accommodation

(which includes laundry) for the first two weeks arranged by organization. The
stay in company provided accommodation can be extended by two weeks
further based on specific approval from the Head HR. Where the stay extends
beyond 4 weeks, the respective will not be paid housing allowance for the
corresponding period.

Local travel assistance up to positions of RO/RM/equivalent and below

will be reimbursed for one week and for SRM/equivalent and above will be
reimbursed up to two weeks.

Food expenses during the period will be reimbursed as per actual up to Rs

500/-per day per person.

Approved reasonable expenses incurred in transporting the personal

goods including the transportation /registration of one automobile to the city of
work. Employees are advised to use the designated moving agencies as per rates
negotiated by Administration. Where negotiated rates are not available, the
employee is required to submit 3 quotations and secure approval from
Administration before assigning the contract to a moving firm.

EMPLOYEMENT OF RELATIVES:
The organization employs, purely on merit, the relatives of our employees as
long as it does not create a potential conflict of interest. To avoid a potential
conflict of interest and to reduce the possibilities of favouritism the following
guidelines must be followed:


Relatives are not assigned to a position where he/she has the opportunity
to check, process, and review, approve, audit or otherwise affect the work of the
persons cited and above.

NO one is assigned to a position where she/he influences the professional

progress or promotion of the persons cited above.

If one is aware of a situation that appears to be an opportunity for people

to display favouritism to relatives, one should contact the Department Head or
Human Resources Department.

Employees will not be part of the hiring process of their relatives

DEFINITION OF RELATIVES:
Relatives would include husband, wife, children, parents, sisters, brothers, first
cousins, brothers-in-law, sisters-in-law, mother in-law, and father-in-law.
Employees who are aware of candidature of their relatives for the organization
must immediately report to the HR function in writing for information and
records. Failure to immediately report such cases will be considered as a serious
violation of the recruitment policy and may entail a disciplinary action.

INTERNSHIP PROGRAM:
As part of university hire program, HDFC will provide internship opportunities
to students. Such internships will provide opportunities to students to learn
while making real contributions to the company. HDFC will follow the
following process:
HR will coordinate with business groups to identify potential opportunities for
intern hires.
Internship requests could be received either from the students directly or as
nominations from the educational institute.
HR and hiring manager to tele-interview the candidates with subsequent
personal interviews in the office

 HR to coordinate with the hiring manager to develop the project plan for the
hire
Based on the demonstrated capability, the intern will be provided with the
opportunity to work in multiple departments to gain a wider business
understanding

INTERNSHIP CRITERIA:

Typically, the intern will be a pre-final year student of the Bachelor or

Master degree programs specializing in Financial Services/IT and any other
business stream as required.

Interns will be expected to manage their won accommodation and it will

not be provided by the company.

Intern will be required to sign the confidentiality and code of conducts

documents of the company.

EMPLOYEE ON-BOARDING PROCESS:

The overall purpose of the new hire integration process is to ensure that the new
employee is able settle in smoothly and is able to contributing at the earliest.

PRE EMPLOYMENT INDUCTION:

HDFCs employee induction process shall begin as per the employee accepts
the job offer. The process includes:

Welcome pack: As soon as the candidate accepts the offer, a welcome

pack will be sent to the employee.
o

A congratulatory note regarding the decision to join the organization.

Contact details of a HR representative and the hiring manager.

A brief company overview document.

Pre-joining checklist: Include details of the documents required from the

employee. In case the employee is relocating from a different location, details of
the relocation process and the visa requirement will be outlined in this checklist.

Expectations on the first day of the joining.

Office resources: HR shall intimate the immediate supervisor the joining

date and immediate supervisor shall work with the IT and administration team
to set up the following 5 days prior to employee joining, the following elements
and are in working order: Email ID, phone, computing resources, work
space/office, access cards, joining kit including bank account opening form,
initial reading material.

POST JOINING ORIENTATION AND INDUCTION:

Joining kit: The employee upon joining would be welcomed by the HR

representative and would be given a joining kit that will include: Access card,
information on employees email and phone number, Bank account opening
form, corporate insurance application form(if applicable),HR & Admin policy
manual, other relevant reading material ( to be prepared by hiring manager)

Classroom Induction: The employee integration process will also include

classroom training and induction where the employee will receive presentations
and trainings on various topics that would further ingrain the into the
organization

On the job training: Besides formal training sessions, the employee will
undergo on-the-job function specific trainings that are facilitated by the
respective functions to help the new employee acquaint himself/herself with
work in progress.

PROBATION POLICY:

Probation is a trial that is mutual opportunity for the employee and HDFC
to confirm suitability for continued employment. The probation period is to

establish a stronger understanding of mutual capabilities, expectations and

understanding which may include functional training. The employee must
demonstrate suitability for continued employment.

An assessment will be based on factors related to work performance,

work habits, productivity, attitude and compatibility, attendance and punctuality,
and any other matter that is linked to job performance and expectations.

All new hires will be placed on probation for a period of 6 months from
the date of joining

HR will initiate the confirmation process by sending an appraisal form to

the immediate supervisor before the completion of probationary period. The
appraisal form will need to be approved by the supervisors leadership.

All letters of confirmation or extension of probation will be signed by the

HR head and will be stored in employee file for records.

REFERRAL BONUS AMOUNT :

The Referral Bonus Program is operated under the authority of the Budget and
Control Boards Employee Bonus Guidelines. Under these guidelines, an
employee may receive multiple bonuses, the total of which may not exceed
$2,000 in any fiscal year.
Referral bonus payments may be paid in a lump sum or in periodic payments
until the new employee has completed his or her probationary period. Payments
cannot be made until the referred candidate has been employed for a minimum
of one month. For example, a $1,000 referral bonus can be structured as
follows:
- $250 referral bonus awarded after three months from the hire date,
- $250 referral bonus awarded after six months from the hire date,
- $500 referral bonus awarded at the end of the probationary period.

REFERRAL BONUS PROGRAM ADMINISTRATION :

The Referral Program operates in accordance with the following program

requirements:
Referral bonuses are awarded at the discretion of management with the
Agency Director or his designee having final approval authority.
Funding for the program must come from existing agency resources.
The Agency will provide a form for completion and submission by either the
applicant or the referring employee with the applicants application indicating
that the referring employee has made the referral.
The Agency will designate a position as hard-to-fill before the position is
posted.
Employees selected for eligible positions must be employed by the agency for
at least one month before a referring employee may be eligible to receive a
referral bonus.
Referred candidates cannot be current employees of the hiring agency in any
capacity, to include temporary, temporary grant, research grant, time- limited
project, or contract employees. Both the referring employee and the referred
candidate must be employed by the agency when any referral bonus is paid
receive the referral bonus.

Any disputes arising from the application of this program will be the
responsibility of the Agency Director or his designee to resolve and will not be
considered a grievance under the State Employee Grievance Procedure Act.
The agency HR Office will monitor the use of the Referral Bonus Program and
will report annually to the Office of Human Resources information on the use of
the Referral Bonus Program.
The hiring process will be fair and consistent with agency policy and
procedures, with no bias for or against candidates whose selection might make
another employee eligible for a referral bonus.
Amount paid to the employees who refer the candidates and if they get selected
varies from Rs. 7000 to Rs.2000 based on the grade of the employee refereed
and the refereed candidate placed.

This amount is paid to the employees in two ways:

1.

Immediately when the candidate is joined

2.

After the completion of 3 months of the candidate selected.

Only middle level and senior level management employees have the opportunity
of referring the candidates. This policy/scheme is not applicable to the top
management employees. Also the employees who are under probation or
training period are not eligible for this employee referral policy.

Global View
Bank of America hiring process

Regardless of the position you are interested in, the starting points for
building your resume are the same:
1.

Determine the job or types of jobs you are interested in and

research the responsibilities and qualifications of those positions.

2.

Think about why you can do the job and make a list of your skills
that are relevant to the job.

3.

Identify experiences and accomplishments that show your

proficiency in the skills required for the job.

4.

Summarize your abilities, accomplishments and skills to a brief,

concise document.
Do's and Dont's
As you develop your resume, keep these in mind:
Do be brief. Resumes should be 1-2 pages in length.
Do be upbeat and active in your wording.
Do emphasize what you have done clearly and concretely.
Do be neat and well-organized.
Do have others proofread and critique your resume. Spell-check the
document. Make it error-free.
Don't be dishonest; always tell the truth about yourself in the most
flattering light.
Don't include salary history or requirements.
Don't include references.
Don't include accomplishments that do not support your professional
goals.
Don't include anything that isn't relevant. (For example, don't mention
your fondness for swimming unless you want to work on the water.)
Don't use italics, underlining, shadows or other fancy treatments.
Parts of a Resume
Try to limit the information you include into these categories:

1.

Personal Information

2.

Objective

3.

Summary of Qualifications and Specialized Skills

4.

Significant Work Experience

5.

Education/Training

6.

Professional Membership and Organizational Affiliations

Successful Interviewing
Interviewing should not be viewed as a frightening ordeal. It is your
opportunity to learn more about the position, while the interviewer learns
about you.
Interviewing is a process. One of the biggest advantages you can have
in interviewing is understanding the process. Use the following steps to
help you further your competitive advantage. Invest some time before
your interview and you will approach the event with more confidence.
7 Steps to a Successful Interview

1.

Anticipate - Put yourself in the interviewer's position. What do you

believe the interviewer is most interested in? Why do you think you have
been invited to interview?

2.

Research - What are the primary functions of the line of business?

What are the success factors for the job? Is there a job description
available?

3.

Assess - Think about your skills, abilities, knowledge, interests,

traits, values and accomplishments. Match them to what you know about
the job. Consider which ones you should highlight.

4.

Prepare Answers - Think about questions the interviewer may

ask, determine what the best answers are and write it all down.

5.

Prepare Questions - Interviewing is a two-way street. By asking

thoughtful questions, you communicate your interest and learn a lot
about the job. Avoid asking questions about vacation time, breaks, etc.

6.

Practice - It may seem awkward, but it is the best way to come

across well in an interview. Practice your own "great responses" with
others or in front of a mirror until you appear relaxed and at ease.

7.

Follow-up - Send a brief follow-up email to the interviewer. Since

many job searchers will not send follow-up emails it can be a competitive
advantage.
Application Process
The Application Process

1.

Candidates apply for positions in which they are interested

and have the experience and skills required for the job as detailed in the
job description.

2.

Our recruiters review resumes and identify those candidates

whose skills and experiences best match the job requirements.

3.

Some positions require assessments during the selection

process. If this applies to you, you will be notified and provided
instructions.

4.

The most qualified candidates move forward to the interview

process.
Note: Candidates not selected to continue in the hiring process for a
particular job opening are encouraged to continue to search the Bank of
America Careers site and continue to apply for other positions that fit
their skills and experience.
What to expect if you have been identified to move forward in the
process.

1.

The interview/screening process varies with each

opportunity. The recruiter will communicate the process and interview
timeline and details.
What to expect if you are offered a job.

1.

2.

You will be required to complete an I-9 form prior to your

designated start date to verify identity and eligibility to work in the United
States.
The bank will initiate a background check prior to your start date.

3.

Applicants may be asked to participate in a short online survey as

part of Bank of America's participation in a federal tax credit incentive
program.

4.

Individuals being hired to support certain lines of business may

also be required to complete additional compliance checks prior to the
start date (e.g., motor vehicle record check, license verification or HUDrelated checks).

Recruitment process in commonwealth bank

Where to Begin
We post new positions regularly, so stop by our Careers section and
apply for positions that interest you and sound like a good fit for your
qualifications.
First, search our available jobs to find a position that is right for
you, one that matches your background and experience and aligns with
your career goals.
Second, register for (or update) your online profile to tell
us why you want to join our First Commonwealth team.
To register for our Career Center account, well ask you for

A valid email address

How you heard about working for First Commonwealth
Your contact information
Your educational background
Your resume/employment history

We encourage you to create your profile today even if you dont locate
the right career opportunity. Human Resources regularly search this
database when seeking qualified candidates for open positions. Be sure
to make the information in that profile comprehensive to ensure we find
your profile in our search when applicable.
If you have previously registered for an online profile and
need to update your contact information, educational background, or

resume/employment history, please contact us athr@fcbanking.com to

learn how to update your online profile.
Third, after you have registered for your profile, create
myJobAGENT, a unique and personalized way for you to find positions
that are tailored for you. With myJobAGENT, you can set up e-mail
alerts to let you know when new opportunities become available.
Fourth, use your profile to submit your application for
the appropriate position(s). On average, the application process
should take no more than 20 minutes to complete.
All candidates applying for a position with First Commonwealth are
required to complete an online profile. If you are an individual with a
qualified disability, you may request an accommodation to complete this
task by sending an e-mail to hr@fcbanking.com or by calling
(724)463-4779.
After you have applied, you will receive an e-mail confirming that
we have received your application to join our team. Human Resources
will review your profile and resume against the qualifications and
selected candidates will be contacted to discuss next steps.
Due to the high volume of applications, we are not able to provide you
with additional status updates after we receive your application;
however, if you are being considered for a position, you will be contacted
directly by either one of our Hiring Managers or by Human Resources.
If we determine that this position does not match your qualifications to
move you to the interview phase, your will receive a notification via email
and your profile will remain active in our system to be considered for
other career opportunities.
Screening/Interview
If you are contacted by a Hiring Manager or Human Resources, they will
review your resume, explain what happens next and answer any
questions. Depending on the opportunity, you may be invited to take an
assessment or attend an interview.
Offer
Candidates selected for employment generally receive a verbal offer,
followed by a written offer. Standard background checks take place at
this time.
Setting a Start Date

Once an offer is accepted, a start date will be agreed upon. Your

employee onboarding activities will begin shortly after you accept your
offer and set a start date.

Recruitment process in 1st source bank

Here are the steps you'll take when applying with 1st Source Bank:
Step One:
Discover the Right Position for You (Full-Time or Part-Time)
We invite you to view our current openings to look for positions that
interest you and for which you have the required skills.
Step Two:
Click on the job(s) you're interested in
Click "Apply" and create an online profile. Once you create this
profile, you'll be able to view the status of your application.
Step Three:
Receive an Electronic Acknowledgement of Your Application
You will receive a letter or an email from 1st Source acknowledging
your application. Sign in to your profile at any time to check the
current status of your application.
Step Four:
Initial Screening
Your application will be reviewed to determine if your skills and
experience meet the requirements of the position.
Candidates who most closely meet the job qualifications will be
invited to continue the interview process.
At that time, you will be requested to complete forms detailing your
previous experience.
Step Five:
The Interview
If you are invited for an interview, we will provide additional
information regarding the time and place of your interview.

 You will be notified if the position you are interested in requires a

skills assessment.
Step Six:
Offer of Employment
The position is offered to the candidate who most closely meets
the qualifications of the position and meets all eligibility
requirements for employment.
Background screenings will be conducted, including previous
employment, education, credit, criminal and drug screening.
If an offer is extended, you will be notified by phone and mail.
If another candidate is selected, you will be notified of our decision
by phone or email.

Objective of recruitment
1 : To a t t r a c t w i t h m u l t i d i m e n s i o n a l s k i l l s a n d e x p e r i e n c e
t h a t s u i t e t h e p r e s e n t a n d future organization strategies.
2 : To i n d u c t o u t s i d e r w it h n e w p er s p e c t i v e t o l e a d
the company.
3 : To i n f u s e f r e s h b l o o d a t a l l l e v e l s o f
organization.
4 : To d e v e l o p a n o r g a n i z a t i o n a l c u l t u r e t h a t a t t r a c t s
competent people to the co mpany.
5: To s e a r c h or h e a d h u n t p e o p l e w h o s e s k i l l f i t t h e c o mp a ny s
values.
6 : To s e e k o u t n o n - c o n v e n t i o n a l d e v e l o p me n t
grounds of talent
7 : To d e v i s e m e t h o d o l o gy f o r a s s e s s i n g
psychological traits.
8 : To s e a r c h f o r t a l e n t g l o b a l l y n o t j u s t w i t h i n t h e
company.
9 : To d e s i g n e n t r y p ay t h a t c o mp e t e s o n q u a l i t y b u t
not on quantum.
10: To anticipate and find people for position that doesnt

exists yet.
Recruitment represents the first contact that a company makes with potential
employees. It is through recruitment that many individuals come to know about
the company and eventually decide whether they wish to work for it. The
recruitment process should inform qualified individuals about the job so that
applicant can make comparison with their qualification and interest.

RECRUITING : The important point competition

teaches us is to be an aggressive recruiter;
use every avenue available to find good
employees. Consider the case of how
Sears handled a problem of recruitment. It was
faced with a shortage of qualified repair people.
Their recruitment efforts included establishing a
curriculum in a Chicago vocational high school
that will give juniors and seniors the training they
need to go to work right after high school as
beginner Sears technicians. The program
included three hours a day of vocational training
in basic electronics and appliance electricity, and
for some, 20 hours a week of on-the-job training
at Sears
Service Center. Students also got paid (6). For
many years in Portland, Oregon, Marshall and
Grant high schools were part
of a successful apprenticeship program.
Approximately 70 students per year supplement
academic and vocational courses with on-the-job
training for 20 local employers like IBM,
Providence Medical Center and so on. High school
juniors and seniors from poverty level families

must have at least a 2.0 grade point average

to work up to 20 hours a week at entry-level jobs
such as a receptionist or data entry clerks, and
are paid entry level wages. As a result of
Portlands efforts, a total of 500 students have
completed the program, 90 percent of whom
have gone on to college or work, or entered the
military. Companies also benefitted from the
arrangement by employing many students full
time full-time. Those looking for entry level
employees cannot be too aggressive. A good
place for aggressive recruiters is high school. The
reason: 75 percent of high school
stu- dents do not plan to attend a four-year colleg
e (6). Some of these aggressive re- cruiting tools
can include use of Adopt-A-School Program, FHA,
JA and career days. We will also look at how
Marriott, a successful recruiter, uses other
often overlooked areas as a source of entry-level
applicants. While the majority of those you
recruit will probably be entry-level
employees who do not have a college degree, a
substantial portion of them will have a
college education. These employees are the ones
that will form the core of your entrylevel managers. They will be our future business
leaders. Too many human resource people treat
college hires as an automatic process but ask
yourself, Are you get- ting your moneys worth?
A lot of people think you should be looking at
other alternatives. Think about establishing
certified supplier education much like you would
certify any supplier.

RETENTION : If it is important to recruit good

people, it is imperative to retain them. The
reason is cost. Aetna, for instance, once
estimated its annual turnover expense at
more than $100 million (6). It is money that is mo
stly needed to bring employees up to speed. One
of the most effective ways of both retaining and
recruiting employees is to be the employer of
choice. To be one of the employers of choice you
must understand your employees needs. One of
Marriotts food divisions realized that Spanish
would be the primary language for a majority of
their employees, so the manager of the division
recommends that all first-line supervisors
become fluent in Spanish. Being the employer of
choice helps a business keep employees. You can
also attract and keep employees by offering
them career opportunities, job variety,
responsibility, training and giving them a sense
of ownership. In succeeding pages, we will look
at those techniques used by some of Americas
well-run companies, including Corning, Motorola
and Federal Express, for attracting and keeping
employees. Federal Express, with a turnover rate
of about 1 percent, is one of these companies
that have found effective ways of keeping their
employees. One of the reasons they are
successful is that employees have career
opportunities. Federal Express has a policy of
strictly promoting from within. They also
recognize the efforts of their people through
awards, open communication and other

incentives. Historically one of their most famous,

and certainly most powerful, means of
keeping people was through their Guaranteed
Fair Treatment Procedure (GFTP). It has been a
very effective grievance handling procedure. This
process, along with their Survey/Feedback/Action
procedure, helps keep morale high and tenure
long. While being able to retain employees is
essential, there is one particular group of
employees that are critical to an organizations
long-term success. These are the hard chargers
who are highly motivated and are the heart and
soul of dynamic
organizations. Lately there has been a problem
brewing. The organizational pyramid is flattening;
there is delayering, downsizing and often
disillusionment and a lack of motivation by these
hard chargers.

Employee selection is the process of collecting and evaluating information

about an individual in order to extend an offer of employment. Employee
selection is part of the overall staffing process of the organization, which also
includes human resource (HR) planning, recruitment, and retention activities.
By doing human resource planning, the organization projects its likely demand
for personnel with particular knowledge, skills, and abilities (KSAs), and
compares that to the anticipated availability of such personnel in the internal or
external labor markets. During the recruitment phase of staffing, the
organization attempts to establish contact with potential job applicants by job
postings within the organization, advertising to attract external applicants,
employee referrals, and many other methods, depending on the type of
organization and the nature of the job in question. Employee selection begins
when a pool of applicants is generated by the organizations recruitment efforts.

During the employee selection process, a firm decides which of the recruited
candidates will be offered a position.

Questionnaire on recruitment and selection

IQ1.HR clearly defines the job description and job specifications
in the recruitment process
a. strongly disagree
b. disagree
c. neutral
d. agree
e. strongly agree

Sales

Strongly disagree

Disagree

Agree

Strongly Agree

Neutral

IQ2. HR incorporates the changes in the external environment

(e.g. technology) while assessing future needs _ _ _
a. strongly disagree
b. disagree
c. neutral
d. agree
e. strongly agree

Sales

Strongly Disagree

Disagree

Agree

Strongly Agree

Neutral

IQ3. How is the classification of employees done as per the age group
a. less than 30
b. 30-49
c. 50 and above
IQ7. Rate the effectiveness of the interviewing process ?
a. highly unsatisfied
b. unsatisfied
c. neutral

d. satisfied
e. highly satisfied

8.Did you sign any bond or contract while joining into th

e organization?
A ) Yes
B) No
9. Since how many years have you been working with this organization?
a. 0-5 Years
b. 5-10 Years
c. 10 to 15 Years
d. More than 15 Years

10. Does the organization clearly define the position objectives, requirements
and candidate specifications in the recruitment process?
a. Yes
b. No

11. Is the organization doing timeliness recruitment and Selection process.

a. Yes
b. No