Corp - Final New

SUMMER INTERNSHIP PROJECT IN CORPORATION BANK, MANGALORE
INTRODUCTION:
“It is important to realise that employees are your greatest asset. Unlike other assets, people
are the only assets, which do not depreciate over time. On the contrary, their value keeps on
appreciating with the passage of time”
-Brian Friedman.
Thus, we can say that the success or failure of an organisation is largely dependent on the
calibre of the people working therein. Without positive and creative contributions from the
people, organisation cannot progress and prosper. In order to achieve the goal or perform the
activities of an organisation, therefore, one needs to recruit people with requisite skills,
qualifications and experience. Thus, recruitment is the stepping stone for building a great
workforce, making it a critical step for the success of a company.
Recruitment is the process of locating and encouraging potential applicants to apply for
existing or anticipated job openings. Recruitment logically aims at i) attracting a large number
of qualified applicants who are ready to take up the job if offered ii) offering enough
information for unqualified persons to select themselves out.
This project is an initiative of Corporation Bank, Mangalore to gain a comprehensive

understanding of the ways in which technology can be used to simplify the recruitment
process. In today’s world of high competition, it is important that the recruitment process is
swift, easy to follow, and attract maximum number of potential candidates from all places, in
order to ensure that the organisation gets the best talent. In today’s era of technological
advancement, it can be done efficiently by using technology.
SIGNIFICANCE OF THE STUDY: The study makes an attempt to throw some light on the
current technological advancement in the field of recruitment, and how it can be used
efficiently to make the recruitment process better, in terms of quality, speed and
responsiveness
OBJECTIVE OF THE STUDY: The objective of the study was:
• To study the current process in details
• To find possible ways to decrease the time required for requirement process.
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• To enhance the quality of recruitment process
• To simplify the process with the help of proper technological aids.
• To ascertain the views of newly recruited candidates about the current recruitment
process.
METHODOLOGY FOLLOWED:
The data required for the study are collected through two sources, namely:
a) PRIMARY SOURCES: The data was gathered from the newly recruited employees
by administering a questionnaire. Data was also collected during interactions with
officials in- charge of recruitment process, interviews in companies which I visited
and in-depth interview with few newly recruited individuals.
b) SECONDARY SOURCE: The data was also collected through sources such as
company’s website, employee journals etc. The secondary data was used to form the
theory part of the study such as profile of the bank, introduction about recruitment etc.
Secondary data was also collected through Bank’s annual reports (09, 08), circulars,
advertisements, books from the library and internet.
SCOPE OF STUDY:
The study was done in the Head office of Corporation Bank, Mangalore and thus was mainly
limited to it. However, for the questionnaire, I got responses from Mangalore office,
Hyderabad office, as well as Chennai office.
LIMITATIONS OF THE STUDY:
• Being a government owned bank, it always need to keep its social responsibility as its
top-priority. As a result, it cannot exploit all the sources of recruitment and modes like
walk-ins as it will reduce the opportunity for socially weak classes
• As the recruitment process is not documented completely, it may be possible that

some part was not considered while studying the process.
• A major chunk of the recruitment process is outsourced to IBPS, Mumbai. Due to this,
I was not able to know about the outsourced part of the process in details.
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• The survey is conducted only for newly recruited candidates, restricting my target
population to candidates who have joined after 1/04/2009 only. Thus, the views
mentioned in the survey do not depict the views of candidates who have joined earlier.
RECRUITMENT:
According to Edwin B. Flippo,” Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organisation”. Recruitment is the
activity that links the employers and the job seekers. It can also be defined as a process to
discover sources of manpower to meet the requirement of staffing schedule and to employ
effective measures for attracting that manpower in adequate numbers to facilitate effective
selection of an efficient working force.
Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exist.
Usually, the recruitment process starts when a manger initiates an employee requisition for a
specific vacancy or an anticipated vacancy.
PURPOSE AND IMPORTANCE OF RECRUITMENT:
• Attract and encourage more and more candidates to apply in the organisation.
• Create a talent pool of candidates to enable the selection of best candidates for the
organisation, and increase it with a minimum cost.
• Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.
• Help increase the success rate of selection process by decreasing number of visibly
under qualified or overqualified job applicants.
• Help reduce the probability that job applicants once recruited and selected will leave
the organization only after a short period of time.
• Meet the organizations legal and social obligations regarding the composition of its
workforce.
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• Begin identifying and preparing potential job applicants who will be appropriate
candidates.
• Increase organization and individual effectiveness of various recruiting techniques and

sources for all types of job applicant.
RECRUITMENT PROCESS
The recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and
the recruitment strategic advantage for the organisations. Recruitment process involves a
systematic procedure from sourcing the candidates to arranging and conducting the interviews
and requires many resources and time. A general recruitment process can be depicted as:
Figure 1: RECRUITMENT PROCESS
1. Identify vacancy: This includes details like posts to be filled, number of persons,
duties to be performed, qualifications required
2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing and identifying the prospective employee with required

characteristics.
6. Arrange interviews with the selected candidates.

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7. Conducting interview and decision making
SOURCES OF RECRUITMENT
Every organisation has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources. The sources within the
organisation itself (like transfer of employees from one department to other, promotions) to
fill a position are known as the internal sources of recruitment. Recruitment candidates from
all the other sources (like outsourcing agencies etc.) are known as the external sources of
recruitment.
FIGURE 2: SOURCES OF RECRUITMENT
FACTORS AFFECTING RECRUITMENT:
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The recruitment function of the organisations is affected and governed by a mix of various
internal and external forces. The internal forces or factors are the factors that can be
controlled by the organisation. And the external factors are those factors which cannot be
controlled by the organisation. The internal and external forces affecting recruitment function
of an organisation are:
FIGURE 3: FACTORS AFFECTING RECRUITMENT
RECRUITMENT POLICY:
In today’s rapidly changing business environment, a well defined recruitment policy is

necessary for organizations to respond to its human resource requirements in time. Therefore,
it is important to have a clear and concise recruitment policy in place, which can be executed
effectively to recruit the best talent pool for the selection of the right candidate at the right
place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring
process. It specifies the objectives of recruitment and provides a framework for
implementation of recruitment programme. It may involve organizational system to be
developed for implementing recruitment programmes and procedures by filling up vacancies
with best qualified people.
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COMPONENTS OF THE RECRUITMENT POLICY:
• The general recruitment policies and terms of the organisation

• Recruitment services of consultants
• Recruitment of temporary employees
• Unique recruitment situations
• The selection process
• The job descriptions
• The terms and conditions of the employment
A recruitment policy of an organisation should be such that:
• It should focus on recruiting the best potential people.

• To ensure that every applicant and employee is treated equally with dignity and
respect.
• Transparent, unbiased, task oriented and merit based selection
• To aid and encourage employees in realizing their full potential.
• Weightage during selection given to factors that suit organization needs.
• Optimization of manpower at the time of selection process.
• Defining the competent authority to approve each selection.
• Abides by relevant public policy and legislation on hiring and employment
relationship.
• Integrates employee needs with the organisational needs.
E-RECRUITMENT:
The buzzword and the latest trends in recruitment is the “E-Recruitment”. Also known as
“Online recruitment”, it is the use of technology or the web based tools to assist the
recruitment processes. The tool can be either a job website like naukri.com, the organisation’s
corporate web site or its own intranet. Many big and small organizations are using Internet as
a source of recruitment. They advertise job vacancies through worldwide web. The job
seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet.
Alternatively job seekers place their CV’s in worldwide web, which can be drawn by
prospective employees depending upon their requirements.
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The internet penetration in India is increasing and has tremendous potential. According to a
study by NASSCOM – “Jobs is among the top reasons why new users will come on to the
internet, besides e-mail.” There are more than 18 million resume’s floating online across the
world.
The two kinds of e-recruitment that an organisation can use is –
• Job portals – i.e. posting the position with the job description and the job
specification on the job portal and also searching for the suitable resumes posted on the site
corresponding to the opening in the organisation.
• Creating a complete online recruitment/application section in the company’s

own website. - Companies have added an application system to its website, where the
‘passive’ job seekers can submit their resumes into the database of the organisation for
consideration in future, as and when the roles become available.
Resume Scanners: Resume scanner is one major benefit provided by the job portals to the
organisations. It enables the employees to screen and filter the resumes through pre-defined
criteria’s and requirements (skills, qualifications, experience, payroll etc.) of the job.
Job sites provide a 24*7 access to the database of the resumes to the employees facilitating
the just-in-time hiring by the organisations. Also, the jobs can be posted on the site almost
immediately and is also cheaper than advertising in the employment newspapers. Sometimes
companies can get valuable references through the “passers-by” applicants. Online
recruitment helps the organisations to automate the recruitment process, save their time and
costs on recruitments.
ONLINE RECRUITMENT TECHNIQUES
• Giving a detailed job description and job specifications in the job postings to attract
candidates with the right skill sets and qualifications at the first stage.
• E-recruitment should be incorporated into the overall recruitment strategy of the

organisation.
• A well defined and structured applicant tracking system should be integrated and the
system should have a back-end support.
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• Along with the back-office support a comprehensive website to receive and process
job applications (through direct or online advertising) should be developed.
Therefore, to conclude, it can be said that e-recruitment is the “Evolving face of recruitment.”
ADVANTAGES OF E-RECRUITMENT ARE:
 Lower costs to the organisation. Also, posting jobs online is cheaper than advertising
in the newspapers.
 No intermediaries and improved efficiency of recruitment process.
 Reduction in the time for recruitment (over 65 percent of the hiring time).
 Gives a 24*7 access to an online collection of resumes and helps the organisations to
weed out the unqualified candidates in an automated way.
 Recruitment websites also provide valuable data and information regarding the
compensation offered by the competitors etc. which helps the HR managers to take
various HR decisions like promotions, salary trends in industry etc
DISADVANTAGES OF E-RECRUITMENT:
 Screening and checking the skill mapping and authenticity of millions of resumes is a
problem and time consuming exercise for organisations.
 There is low Internet penetration and no access and lack of awareness of internet in
many locations across India.
 Organisations cannot be dependant solely and totally on the online recruitment

methods.
INTRODUCTION TO BANKING SECTOR:
DEFINATION:
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Banking in general is defined as the business activity of accepting and

safeguarding money owned by other individuals and entities, and then lending out this money
in order to earn a profit. In legal terms it can be defined as a financial institution, whether
incorporated or not, with a substantial portion of its business consisting of receiving deposits
and maintaining savings accounts and checking accounts. Most also issue loans and credit,
exchange currencies, transmit funds, and deal in negotiable bonds and securities issued by
corporations and the government.
PHASE-WISE TRANSITION OF BANKING SCENARIO IN INDIA:
Without a sound and effective banking system in India it cannot have a healthy economy.
The banking system of India should not only be hassle free but it should be able to meet new
challenges posed by the technology and any other external and internal factors.
For the past three decades India's banking system has several outstanding achievements to its
credit. The most striking is its extensive reach. It is no longer confined to only metropolitans
or cosmopolitans in India. In fact, Indian banking system has reached even to the remote
corners of the country. This is one of the main reasons of India's growth process.
Central banking is the responsibility of the Reserve Bank of India, which in 1935 formally
took over these responsibilities from the then Imperial Bank of India, relegating it to
commercial banking functions. After India's independence in 1947, the Reserve Bank was
nationalized and given broader powers. In 1969 the government nationalized the 14 largest
commercial banks; the government nationalized the six next largest in 1980, which is paying
rich dividend even till today.
Not long ago, an account holder had to wait for hours at the bank counters for getting a draft
or for withdrawing his own money. Today, he has a choice. Gone are days when the most
efficient bank transferred money from one branch to other in two days. Now it is simple as
instant messaging or dials a pizza. Money has become the order of the day.
The first bank in India, though conservative, was established in 1786. From 1786 till today,
the journey of Indian Banking System can be segregated into three distinct phases. They are
as mentioned below:
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• Early phase from 1786 to 1969 of Indian Banks

• Nationalisation of Indian Banks and up to 1991 prior to Indian banking sector
Reforms.
• New phase of Indian Banking System with the advent of Indian Financial & Banking
Sector Reforms after 1991.
These different scenarios can be classified in terms of different phases for better
understanding
PHASE I
The General Bank of India was set up in the year 1786. Next came Bank of Hindustan and
Bengal Bank. The East India Company established Bank of Bengal (1809), Bank of Bombay
(1840) and Bank of Madras (1843) as independent units and called it Presidency Banks. These
three banks were amalgamated in 1920 and Imperial Bank of India was established which
started as private shareholders banks, mostly Europeans shareholders.
In 1865 Allahabad Bank was established and first time exclusively by Indians, Punjab
National Bank Ltd. was set up in 1894 with headquarters at Lahore. Between 1906 and 1913,
Bank of India, Central Bank of India, Bank of Baroda, Canara Bank, Indian Bank, and Bank
of Mysore were set up. Reserve Bank of India came in 1935.
During the first phase the growth was very slow and banks also experienced periodic failures
between 1913 and 1948. There were approximately 1100 banks, mostly small. To streamline
the functioning and activities of commercial banks, the Government of India came up with
The Banking Companies Act, 1949 which was later changed to Banking Regulation Act 1949
as per amending Act of 1965 (Act No. 23 of 1965). Reserve Bank of India was vested with
extensive powers for the supervision of banking in India as the Central Banking Authority.
During those day’s public has lesser confidence in the banks. As an aftermath deposit
mobilisation was slow. Abreast of it the savings bank facility provided by the Postal
department was comparatively safer. Moreover, funds were largely given to traders.
PHASE II
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Government took major steps in this Indian Banking Sector Reform after independence. In
1955, it nationalised Imperial Bank of India with extensive banking facilities on a large scale
especially in rural and semi-urban areas. It formed State Bank of India to act as the principal
agent of RBI and to handle banking transactions of the Union and State Governments all over
the country.
Seven banks forming subsidiary of State Bank of India was nationalised in 1960 on 19th July,
1969, major process of nationalisation was carried out. It was the effort of the then Prime
Minister of India, Mrs. Indira Gandhi. 14 major commercial banks in the country were
nationalised.
Second phase of nationalisation Indian Banking Sector Reform was carried out in 1980 with
seven more banks. This step brought 80% of the banking segment in India under Government
ownership.
The following are the steps taken by the Government of India to Regulate Banking
Institutions in the Country:
• 1949 : Enactment of Banking Regulation Act.

• 1955 : Nationalisation of State Bank of India.
• 1959 : Nationalisation of SBI subsidiaries.
• 1961 : Insurance cover extended to deposits.
• 1969 : Nationalisation of 14 major banks.
• 1971 : Creation of credit guarantee corporation.
• 1975 : Creation of regional rural banks.
• 1980 : Nationalisation of seven banks with deposits over 200 crore.
After the nationalisation of banks, the branches of the public sector bank India rose to
approximately 800% in deposits and advances took a huge jump by 11,000%.
Banking in the sunshine of Government ownership gave the public implicit faith and immense
confidence about the sustainability of these institutions.
PHASE III
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This phase has introduced many more products and facilities in the banking sector in its
reforms measure. In 1991, under the chairmanship of M Narasimham, a committee was set up
by his name which worked for the liberalisation of banking practices.
The country is flooded with foreign banks and their ATM stations. Efforts are being put to
give a satisfactory service to customers. Phone banking and net banking is introduced. The
entire system became more convenient and swift. Time is given more importance than money.
The financial system of India has shown a great deal of resilience. It is sheltered from any
crisis triggered by any external macroeconomics shock as other East Asian Countries
suffered. This is all due to a flexible exchange rate regime, the foreign reserves are high, the
capital account is not yet fully convertible, and banks and their customers have limited foreign
exchange exposure.
Currently, India has 96 scheduled commercial banks (SCBs) - 27 public sector banks (that is
with the Government of India holding a stake), 31 private banks (these do not have
government stake; they may be publicly listed and traded on stock exchanges) and 38 foreign
banks. They have a combined network of over 53,000 branches and 17,000 ATMs. According
to a report by ICRA Limited, a rating agency, the public sector banks hold over 75 percent of
total assets of the banking industry, with the private and foreign banks holding 18.2% and
6.5% respectively
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Figure 4: Structure of the organised banking sector in India (Number of banks are in
brackets)
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CORPORATION BANK COMPANY PROFILE:

INRODUCTION:
The edifice of a successful organisation is founded on the bed-rock of pragmatism and selfless
service and is built brick by brick by thousands of people over a number of years. Today, the
104 years old corporation bank stands unique among the public sector banks in the country,
on the strength of its sound fundamentals, uninterrupted record of profitability, technological
advancement and all-round excellence, and this can be credited to its philanthropic founding
fathers and thousands of dedicated employees, past and present.
Corporation Bank, earlier known as “Canara Banking Corporation of Udupi Limited” came
into being on 12th March, 1906, in Udupi, a taluka headquarters, with a population of barely
7000 people. The temple town, Udupi, is the second largest town in South Kanara, next to
Mangalore. It was Mr Khan Bahadur Haji Abdullah Haji Kasim Saheb Bahadur, a
businessman of Udupi, who along with a group of philanthropists founded “Canara Banking
Corporation of Udupi”, which now is a business worth Rs 1, 22,000 crores.
The idea of Swadeshism was the central force behind the birth of Corporation Bank. It can be
visibly concluded from the words of the founding director Mr Haji Abdullah Haji Kasim, as
extracted from his first appeal “The Primary object in forming ‘Corporation’ is not only to
cultivate habits of thrift amongst all classes of people, without distinction of caste or creed,
but also habits of co-operation amongst all classes”. “This is ‘Swadeshism’ pure and
simple and every lover of the country is expected to come forward and co-operate in
achieving this end in view”.
The bank was started as a “Nidhi” with an aim to address the long felt banking needs of the
people and also to inculcate the habit of savings, thus hoping to bring about greater prosperity
in the society. The Bank, with the sole objective to serve the customers, started functioning
with just Rs.5000/- as its capital. Conservative in its approach, it was known for its
credibility. Solid as a rock, it survived the great depression of the thirties, an unexpected run
on the entire banking system and many more difficulties to emerge as one of the most
successful of nationalised banks, which has consistently paid dividends without fail, year after
year since its inception in 1906. Thus, the bank has definitely come a long way, considering
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the fact that at the end of the first day, the resources stood at thirty-eight Rupees, thirteen
Annas and two Pies.
BANK’S MOTTO:
Sarve Janah Sukhino Bhavanthu
Prosperity for All
Figure 5: Bank’s motto.
The Bank's motto " Sarve Janah Sukhino Bhavanthu " in Sanskrit, which means
" Prosperity for All " is well-professed by the Bank in its day-to-day operations.
The Bank's logo has various components, namely Kamadhenu (denoting wish-
fulfillment), Kalpatharu (eternity), Balance (justice for all), Wheel(industrial progress)
and Wheat Grains (agricultural prosperity) which stand for universal prosperity and as a
wish-fulfilling credo. The logo in its present form was incorporated in 1972 when the name of
the Bank was changed from Canara Banking Corporation (Udipi) Ltd. to Corporation Bank
Ltd.
EARLY MOVERS:
Nationalised in 1980, Corporation Bank was the forerunner when it came to evolving and
adapting to the financial sector reforms. In 1997, it became the Second Public Sector Bank in
the country to enter capital market, the IPO of which was over- subscribed by 13 times. the
Bank has many " firsts " to its credit - Cash Management Services, Gold Banking, m-
Commerce, " Online " approvals for Educational loans, 100% CBS Compliance and more
recently, its pioneering efforts to take the technology to the rural masses in remotest villages
through low-cost branchless banking - Business Correspondent model. All of which
symbolise Bank's unwavering commitment to its customers to provide convenience banking.
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At Corporation Bank, what motivates us is the passion to excel in banking by maintaining

highest standards of service to our customers, backed by innovative products and services
which make us one of the leading Public Sector Banks in the country, catering to a wide range
of customers - from individuals to corporate clients.
SHOULDERING NATIONAL OBJECTIVES:

The Bank took on the priorities of nationalization in full stride and emerged successful in
fulfilling the national objectives, while sustaining its performance oriented culture and profit
augmenting record. Amidst all this, the Bank crossed Rs.1000 crore-deposit mark in the year
1985 and launched into the 1990s with focus on high quality growth by embracing newer
technology.
The end of first phase of banking sector reforms in India had seen the Bank emerging as the
most innovative and dynamic bank in the public sector, outshining other banks in terms of
asset quality, capital adequacy, operational efficiency, well diversified income base,
profitability, productivity, and strong balance sheet.
The tremendous amount of confidence and loyalty reposed by the public in general and
customers in particular, manifested itself in the overwhelming response to the IPO of the
Bank in the year 1997.
A BIG LEAP TO THE BIG LEAGUE:
As on 31st March, 2009, the Total Business of the Bank crossed Rs.1, 22,496 crore while the
Net Profit rose to Rs.892.77 crore. The Total Deposit stood at Rs.73, 984 crore and the Total
Advances were at Rs.48,512 crore. The Net worth rose to Rs.4,229 crore and Net NPA
declined to 0.29%.
GROWING BIGGER. GETTING CLOSER.
The Bank has opened Representative Offices at Dubai and at Hong Kong during the financial
year. During the current financial year the bank opened 73 new branches and 75 ATMs. The
total number of branches as on 31st March,09 stood at 1054 and number of ATMs as 1032, as
against 981 branches and 957 ATMs as at 31st March,08. The bank has drawn plans to open
700 new branches in the next 5 years.
The Bank has extended Branchless Banking units to 411 villages and has issued Smart Cards
to all account holders in these villages for enabling them to operate their accounts at their
doorsteps through the Business Correspondents appointed by the Bank.
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CORPORATE VISION:
“To emerge as the most preferred Bank with global standards in financials, efficiency,
technology, products and services”
CORPORATE MISSION:
• To become a provider of World - Class Financial Services
• To meet Customer expectations through Innovation and Technological Initiatives
• To emerge as a Role Model with distinct culture identity, ethical values and good
Corporate Governance
• To enhance Shareholder's Wealth by sustained, profitable and financially sound

growth with prudent risk management systems
• To fulfil national and social obligations as a responsible Corporate citizen
RATINGS:
• CRISIL has re-affirmed the following programmes of Corporation Bank:
• Rs.2 billion Bond issue AAA, Certificate of Deposits Programme P1+,

Fixed Deposit Programme FAAA
• Fixed Ratings reflect Corporation Bank’s sound capital position, superior asset quality
and healthy track record of profitability and superior management by the strong
liquidity position of the Bank and its status as a Government owned institution.
AWARDS WON:
• National Award for Assistance to Exporters from the President of India (1976-77)
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• Gem & Jewellery Export Promotion Council Award successively for 5 years from
1981 to 1985
• Shiromani Award 1992 for Banking from Union Minister for Commerce
• Best Bank Award for Excellence in Banking Technology from Institute for
Development and Research in Banking Technology (IDRBT), Hyderabad (2001)
• Best Bank Award for Innovative Usage and Application on INFINET (Indian
Financial Network) from Institute for Development and Research in Banking
Technology (IDRBT), Hyderabad (2002)
• Best Bank Award for Delivery Channels from Institute for Development and Research
in Banking Technology (IDRBT), Hyderabad (2003)
MAJOR RECOGNITIONS:
• India’s Strongest and Asia’s Second Strongest - The Asian Banker, Singapore dated
15th December, 2003
• India’s Best Public Sector Bank - Outlook Money, 15th March, 2004
• One among the Best 200/100 companies in Asia/Pacific and Europe having turnover
under a billion US $ -Forbes Global, Hongkong dated 1st November, 2004
• One among India’s Best Public Sector Banks - Business Today, 26th February, 2006
• India's Best Bank Award - FE, 2007
• Best P.S. Bank - Business Today, 2007
• SKOCH Challenger Award, 2008 - For Customer Relationship Management
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• IDRBT Best Bank Award of Banking Technology Award, 2008 – For the Use of
Technology for Financial Inclusion, and use of IT in retail banking for its branchless
banking initiatives.
• SCOPE Meritorious Award, 2008 - For Best Managed Bank
• Banking Technology Awards, 2008 - Runner Up Award - For Best On Line and Multi
Channel Banking Team instituted by Indian Bank’s Association (IBA) and Trade Fairs
And Conference International( TFCI).
• Best Bank Mid-size 2009 Award - Business world
• Banking Technology Awards 2009 for its efforts in implementing innovative

technologies in its business initiatives.
• SKOCH Challenger Award, 2009 - Financial Inclusion Champion of the Year
• Dalal Street Investment Journal [DSIJ] Public Sector Undertakings Awards 2010 - on
the basis of study conducted by KPMG
SHAREHOLDERS
The bank is an undertaking of Government and thus it is the major shareholder in the
company. The Government has 68.33% shares, while the other shareholders are LIC
(12.18%), Genesis Indian Investment Cooperation (2.74%), Unit Trust Of India(1.58%), and
IDBI(1.25%).
The board has 16 directors and constitute representations from both Governments as well as
from public. Shri J. M. Garg is the Chairman & Managing Director of the Bank .
PRODUCT PROFILE:
The various schemes and services offered by the bank are as follows:
 PERSONAL SCHEMES:
 Corp new gen-students SB account
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 Sales of gold coins and bars
 Corp Pragathi account
 Corp compassion- savings bank
 Corp 4 in 1 account
 Current account
 Term deposits
 LOANS:
 Corp site purchase loan
 Corp IPO scheme
 Corp Mitra
 Corp Byte- Computer loan
 Corp Flexy Home Loan FAQs
 Corp Flexy Home Loan
 Corp Mitra Gold
 Corp consumers for consumer items
 Corp Mahila Gold- for buying gold
 Corp plus- OD for professionals
 Corp rental.
 PRODUCTS AND SERVICES:
 Deposit Accounts
• Savings/ Current Account
• Term Deposit
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• No Frills Account
• Account of minors
• Special Accounts
• Dormant/ Inoperative accounts.
• Closing your account
 Clearing Cycle/ Collection Services
 Cash transactions
 Safe deposit lockers
 Foreign exchange services
 Remittance within India
 Lending
 Guarantee
 Credit card
 Protecting your account
 Secure and Reliable Banking and Payment Systems
 Internet banking
 Cancelling payments
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
Figure 6: Organizational chart of Corporation Bank
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The bank has many departments headed by their respective General Managers, and many sub-
departments under each department, depending on the functions. Some of the departments
are:
1) CREDIT DEPARTMENT
2) FINANCIAL MANAGEMENT DEPARTMENT
3) INFORMATION TECHNOLOGY DEPARTMENT
4) HUMAN RESOURCE MANAGEMENT DEPARTMENT
5) RECOVERY AND LEGAL DEPARTMENT
6) RETAIL BANKING DEPARTMENT
7) INSPECTION AND VIGILENCE DEPARTMENT
8) INVESTMENT AND INTERNATIONAL BANKING DEPARTMENT
9) CREDIT MARKETING (CORPORATE) DEPARTMENT.
10) FIELD DEPARTMENT
HR DEPARTMENT: Figure 7: Organisation structure of HR department
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SDM-IMD, MYSORE
The HR department has almost 200 employees working under it. The departments are
mentioned below. Each department have various sub-departments depending upon the
functions handled by that department
i) HUMAN RESOURCE PLANNING DEPARTMENT
ii) PEOPLE DEVELOPMENT DEPARTMENT
iii) SUCCESSION PLANNING DEPARTMENT
iv) LEADERSHIP DEVELOPMENT DEPARTMENT
v) PERFORMANCE MANAGEMENT DEPARTMENT
vi) HUMAN RESOURCES DEVELOPMENT & TRAINING DEPARTMENT
vii) STAFF TRAINING COLLEGES
viii) H.O. LIBRARY
ix) CENTENARY PUBLIC LIBRARY
x) MOTIVATION / INCENTIVE SCHEMES DEPARTMENT
xi) STAFF WELFARE DEPARTMENT
xii) ORGANISATIONAL STRUCTURE DEPARTMENT
xiii) OTHER ACTIVITIES DEPARTMENT
xiv) PERSONNEL ADMINISTRATION DEPARTMENT
xv) TRANSFERS & PROMOTIONS DEPARTMENT
xvi) MANPOWER RECRUITMENT DEPARTMENT
xvii) INDUSTRIAL RELATIONS & DISCIPLINARY FUNCTIONS

DEPARTMENT
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According to the annual report, 09, these are the advancement done in Human Resource
Management
• Business growth and branch network expansion necessitated fresh recruitment to the
extent of 966 employees during the year. The total staff strength stood at 12465 on 31st
March, 2009 compared to 12011 in the previous year.
• The staff productivity in the Bank increased from Rs.839.19 lakhs as on 31.03.2008 to
Rs.1048.86 lakhs as on 31.03.2009, recording a growth of 24.98%. Net Profit per
Employee increased from Rs.4.79 lakhs to Rs.7.64 lakhs during the year.
• The Bank has been following the guidelines for reservation in employment to
specified categories. During the year, 82 employees belonging to Scheduled
Caste/Scheduled
• Tribe category was promoted to the next higher cadre. The representation of
Scheduled Caste/Scheduled Tribe employees in the total staff strength was 3166 as on
31.03.2009, constituting 25.40% of the total employees.
• The Bank also has a fair representation of other reserved categories. As on 31st
March, 2009, 1401 Other Backward Communities, 219 Physically Handicapped and
629 Ex-servicemen were on the rolls of the Bank.
Human Resources Development & Training

• In keeping with the organizational growth, there have been adequate promotional
opportunities in the Bank. During the fiscal year, 559 members of staff were promoted
to the next higher cadre/scale.
• The Bank has effected further improvements in the staff welfare schemes. The Bank
also continued to promote sports, games and cultural activities.
• Competitiveness of an organization is fundamentally driven by the behaviour and
competencies of its workforce. One of the most critical resources that can give
competitive advantage to any organization is its workforce. With a view to generate a
pool of skilled and knowledgeable employees in the Bank in the radically
transforming, result oriented commercial climate and to help bridge the skill, attitude,
knowledge and performance gap, the HRD and Training Division committed to
strengthen the organisational objective by aligning the HR strategy to suit business
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SDM-IMD, MYSORE
development, has designed a few learning and developmental strategies during the
year.
• Aligning HR to Business, the Bank has administered various campaigns pivot of
which was people engagement and rewarding result oriented participation of staff
members. The employee participation in various campaigns has shown a significant
increase during the year.
RECRUITMENT PROCESS IN CORPORATION BANK:
Human resource or “The people” are the most important assets of an organisation, and are the
major factors which decide the success or failure of any company. This sentence can
substantiate the importance of recruitment process as it mainly deals with building up the
right workforce with required skills and talents to ensure success of the company.
Corporation Bank understands and appreciate the importance of recruitment process and gives
a great importance to it. It is completely committed to enhance its recruitment process by
making it more transparent and speedy. Moreover, being a Government organisation, it
understands its social responsibility, and it respects the reservation policies given by
government for uplifting the backward class and physically handicapped people. Thus, the
recruitment process is not driven by the maddening competition seen in today’s banking
industry but also has a social touch to it.
The process of recruitment is handled by the Recruitment Department, which is an integral

part of the HR department. The Recruitment Department has the following organizational
structure:
Deputy General Manager
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SDM-IMD, MYSORE
Chief Manager
Manager
Clerk Clerk Cler

k
Figure 8: Structure of Recruitment Department
Thus, the department has 3 Clerks, One Manager, One Chief Manager and a Deputy General
Manager. Currently, Mr. Narendra Pai is the Deputy General Manager while Mr. Ramesh
Prabhu is the Chief Manager of the Recruitment Department. The department also is closely
associated with the Manpower Assessment and Planning Committee, the Publicity
Department and the IT department, as all of them are required for carrying proper recruitment
process. The process of recruitment is completely centralized, i.e., recruitment for all
vacancies for all branches takes place through the head office. However, the zonal office has
the power to recruit sub-staffs.
CADRES:
The bank basically has got 7 cadres and 2 award staff levels. They are:
1. Sub-staff: These include cleaning staff, peons, messengers, attenders, canteen staff
etc.
2. Clerks: These are the people mainly involved in jobs like data- feeding, customer-
interaction etc. This level employs the maximum number of people and as these are the
people who interact directly with the customers, they can make or break the bank’s
reputation. This cadre can be broken down to a number of sub-cadres i.e., Telephone
operator, Audit- check, Teller ,Stenographer, Assistant head cashier, Head-cashier I,
Head-cashier II, Special assistant, Computer operator A&B
3. Junior Management Grade (JMG) Scale I: This cadre includes the Probationary
officer (PO). They have the power to pass checks and thus have greater responsibility.
4. Middle Management Grade (MMG) Scale II: This cadre includes the Managers.
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SDM-IMD, MYSORE
5. Middle Management Grade (MMG) Scale III: This cadre includes Senior Managers.
6. Senior Management Grade (SMG) Scale IV: This cadre consists of Chief Managers
7. Senior Management Grade (SMG) Scale V:This cadre is dedicated to Assistant

general Managers or AGMs
8. Top Management Grade (TMG) Scale VI: This cadre includes Deputy General
Managers or DGMs
9. Top Management Grade (TMG) Scale VII: This is the topmost level in the hierarchy
and it includes General Managers.
However, recruitment is generally limited up to scale III or senior manager level. As this is a
banking firm, lot of importance is given to the experience of the person in the company. Thus,
after Scale III, the ascent on the hierarchical ladder is possible only through promotions and
no direct intake is allowed for these levels. Thus, the process of recruitment is mainly for the
posts of:
a) Sub-staffs
b) Clerks
c) Probationary officers(PO)
d) Specialist officers: This is a special category which includes Marketing officers,

Computer officers, Security officers, Law officers, Agriculture Field Officer,
Engineers etc.
e) Sometime due to some change in the banking industry itself, some new posts
are created which can’t be filled internally due to lack of the skills required for
the job. For such posts, candidates are sought from open- market. For eg Risk
officers etc.
Recruitment takes place basically through 2 sources.
INTERNAL: It is through promotions and transfer.
EXTERNAL : It is through open market and campus placements.
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According to an understanding between the union and the management, 75% of recruitment
occurs internally while the remaining 25% is done externally. In this 25%, 60% of
recruitment is done through campus placement whereas 40% is through open market.
The external method can be explained as following:
The basic steps of recruitment process in Corporation Bank are as follows:
1) MANPOWER PLANNING: This is an important step as this gives the exact figure
of the number of vacancies that would be available for filling. This is done by Manpower
Planning Committee, generally for a long term period of 5 years, but a short- term figure can
also be calculated, when the need arises.
An increase in manpower is required in 3 cases:
a) Opening of new branches: Each branch have 5 people in it; one officer, two clerks
and 1 sub-staff. Thus for every new branches, there is 5 vacancy. Therefore, if the
bank plans to open up 100 new branches, 500 vacancies will be there, in which 375
vacancies (75%) will be filled by internal sources (promotion and transfers) and rest
125 seats will be filled through open market.
b) Expansion of existing branches: When there is a budgeted increase in the business

target, more manpower will be required for the existing branches. For eg if the
business figure is more than 10 crores, a vacancy will be generated. Thus, by
calculating the increase in business, the number of additional manpower required can
be calculated.
c) Controlling officer: If the number of zones are increased due to increase in business,
then the number of controlling officer also need to be calculated
The other factors on which man power planning is based are:
• Staff Productivity and per-employee profit: Per employee profit is calculated as

total business/total number of employees and similarly staff-productivity is also
calculated, and both of these should be above the last year figures. If this is not so, this
is not a good trend and something is wrong with the manpower calculations.
Moreover, if per employee productivity is calculated, the number of additional
employees that will be required for additional business can also easily be calculated.
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A:Promotable now
• Total volume of business, recovery position, profitability B: Needing
and types of branches to be opened. development
C: Not suitable
The general formula used for calculating manpower requirement is: 1: superior
performance
Current staffing level-Projected outflow this year+ Projected 2: average
inflow this year= Firm’s internal supply for this time next year. performance
3: poor performance
The factors added to the current staffing level are number of designation changes, reinstalled
candidates, newly recruited candidates, promoted candidates and reversed candidates
The factors subtracted are number of reported deceased, designation changes, died in
service, retirements, reversions, removed/dismissed/discharged candidates, resigned
candidates and promoted candidates.
Attrition rate is also considered. Generally the attrition rate is 5% in clerical cadre and 10%
in other cadres. The attrition also increases when other bank comes up, other bank’s
recruitment become high etc. In order to bring down attrition, directly recruited candidates
need to sign a bond for 2 years, failing which they need to pay a sum of Rs 50,000
The number of retirement, promotions, transfers are pre-fixed and is maintained through
HRMS(Software).
For higher level, replacement charts are used to track manpower requirement. For eg.
General Manager
Mr.X A/2
Assistant General
Manager
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SDM-IMD, MYSORE Mr.Y
DIVISION : HR DIVISION: IT MANAGER DIVISION: PLANNING

MANAGER MANAGER
Mr. Q C/2
Mr Z A/1 Mr. Y B/1
Figure 9: Replacement chart
This is an example of replacement chart, where key performance attributes are measured to
measure the performance.
The trend of manpower increase can be depicted in the following way:
Date 31.03.2003 31.03.2004 31.03.2005 31.03.2006 31.03.2007

No. Of 10727 10734 10765 11325 11880
Employees
Date 31.03.2008 31.03.2009 31.03.2010

No. Of Employees 12,010 12,465 12,888
Table 1: Trend of manpower increase
The previous trend is also considered while calculating manpower requirement.
2) MANPOWER- BUDGETING: After the number of manpower required is

calculated, the committee prepares a budget which includes the cost that will be required to
conduct the recruitment process. This budget is then approved by the Board.
3) ADVERTISEMENT: This is mainly given to attract potential candidates and also to

give enough information so that unqualified persons can self select them out. This work is
mainly done by the Publicity Department. The HR department give all the details about the
qualifications required, the number of vacancies, exam dates etc to the Publicity Department.
According to Government rule, the vacancies need to be necessarily publicized in
Employment News and Rozgar Samachar. The vacancies are also publicized in 1 national
English daily and 1 national Hindi daily newspaper. In case of clerks, ads are published in
every state level regional/vernacular newspaper. Now a days, to save cost window ads are
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SDM-IMD, MYSORE
being given where the people are informed about openings and asked to visit the bank’s web-
site for further information.
Apart from this, the main mode of announcement of vacancy is through the bank’s web-site
where all details about recruitment are given in a link, namely “Career” in the home-page.
The bank does not use other modes like job portals or recruitment consultancies.
4) APPLICATION FORM: The candidates need to fill in an on-line application form

given in the bank’s web-site giving all details about themselves. They also need to pay a
definite amount for the form in any Corporation Bank branch, and fill in the receipt number in
the on-line form. Only then, there online form will be accepted. The application forms need
to reach IBPS before a pre-mentioned date.
5) SORTING OF APPLICATION FORM: The process of conducting written

examination has been outsourced to a government organisation, namely “Institute of Banking
Personnel Selection” or IBPS. The reached forms are sorted by them and in case some form
has not mentioned some important details or the candidate does not fulfil the eligibility
criteria, then the form is rejected
6) SENDING ADMIT CARDS: For the accepted application, admit card is sent.
Although till last year, it was being sent as hard copy, but now plans are there to send a soft
copy of admit cards in the site itself, which can be downloaded by the candidates.
7) WRITTEN EXAMINATION: On the pre-mentioned date, written examination is

conducted all over India on a single day and single time in different centres. The question
paper is set by IBPS and 4-5 sets of paper exist to avoid copying. The details about written
exam is given later under each cadre recruitment process. OMR sheets are used as answer
sheets and it is scanned to evaluate the paper.
8) RESULTS: With the marks obtained in the written exam, a rank list is drawn out.
There is no pass or fail in this exam. Candidates are called upon only on the basis of their
ranking in the list. Depending on the rank list, a merit list and wait- list is made. Out of the
merit-list candidates, candidates equals to 20% of the vacancies would be kept aside in the
wait-list, which is valid for a period of 1 year from the date of declaration of the result. The
wait-list shall be utilized to fill vacancies arising out of candidates not accepting the offer of
employment. Both these list are published in newspaper as well as the bank’s website. This
list is sent by IBPS to the bank.
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9) CALL LETTERS: The selected students are sent a call letter from the bank to inform
them about the interview. Earlier hard copies were sent, but now it is sent through mail.
10) INTERVIEW: The interviews are conducted in the pre-mentioned branch of

Corporation Bank on the mentioned date. The candidates called for interview are 5 times the
actual number of vacancies. During the interview the certificates of the candidates are cross-
verified and the candidates are tested on various parameters depending on the post. The
interviews are generally unstructured and are conducted by a panel. It is mainly an interaction
between the candidate and the panel.
11) FINAL LIST: A final list is drawn by aggregating the marks in written exam and the
interview and then a rank list is drawn. Depending upon the position in rank list, candidates
are selected.
12) JOINING LETTER: The joining letters are sent to each selected candidates through
mail. In earlier days, it was sent through post.
The candidate thus selected, joins the bank and becomes a member of it. For the year 2010,
310 officers, 646 clerks, 169 sweepers and 66 part-time sweepers were recruited from
open market, while 2783 employees got promoted The yield ratio in the recruitment
process is 1: 4. It can be depicted in as below:
Offer ratio 1:4
Interview offers ratio 1:4 Figure 10: Recruiting Yield Pyramid
Invitee to interview ratio1:4
Leads to invitee ratio 1:4
Figure 11:Process diagram of current recruitment process:
BANK
MANPOWER PLANNING
MANPOWER BUDGETING
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SDM-IMD, MYSORE
ADVERTISEMENT
ON-LINE FORM MADE AVAILABLE
IBPS
ONLINE APPLICATION RECEIVED
SORTING ACCORDING TO ELIGIBILITY
SENDING ADMIT CARD (HARD COPY)
CONDUCTING WRITTEN EXAM
RESLULTS TABULATION
RESULT SENDING TO BANK BANK
RESULTS PUBLISHED IN WEB-SITE
INTERVIEW CALL LETTER (MAIL)
INTERVIEW CONDUCTED
JOINING LETTER TO SELECTED
CANDIDATES BY MAIL
Before explaining the process in detail, it is important to know the transformations the
recruitment process has undergone over a period of time.
EARLIER PROCESS:
In early days, most of the process was manual. The manpower planning was done manually,
without use of any software. The wage agreement, between the Union and Management was
considered for calculating manpower budget Advertisement for openings was published
through newspapers essentially. In those days, the exams were conducted by BSRB (Banking
Service Recruitment Board). There were 11-12 institutes of BSRB all over India, and in a
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SDM-IMD, MYSORE
year it conducted one exam for PO and one for clerks. The payment was through DDs and
candidates purchased forms from bank or shops. Then they were required to fill it, attach a
DD and their certificates and then send it to a post box in Mumbai, where it was received,
verified, responded manually by BSRB. It used to sort it manually and then used to send the
admit cards through post. The written exams were conducted in OMR sheets and were
scanned to get the result. However, the rank list was prepared manually and was sent to the
bank in files. The merit list was published in papers and candidates were called for interview
by bank through call letters sent by post. The interviews were conducted, and the joining letter
for selected candidates was sent through post. However, this method had some problems.
They were:
• As the exam was held once in a year, manpower planning recruitment was required in
much advance. This was a big problem as manpower requirement mainly depends on
business cycles and technological advancements, and both are difficult to forecast,
thus sometime resulting in over-recruitment and sometimes under-recruitment.
• Cost of conducting the exams was shared by all the banks equally irrespective of the
intakes. This was being perceived as unnecessary cost. For eg presence of Corporation
is low in Bihar and so is the intake. But still Corporation had to give millions of
Rupees to conduct exam in Bihar.
• A lot of complaints crept due to the errors in postal services.
• Almost a year was consumed in completing the recruitment process.
CURRENT PROCESS:
After globalisation and computerization in 1990, the bank adopted modern technology and so
the use of computers in recruitment process. Now, the manpower planning is done through
excel sheet application of computers. The bank has a site namely www.corpbank.in in which
all the recruitment news are made available for the candidates. The payment is through
submitting the application fees in a Corporation Bank and getting a receipt. The application
forms are available on its site. Candidates were required to download it, attach the bank
receipt and certificates and send it through. However this method also had the usual
complains due to postal error and a lot of time was also consumed as similar to earlier
process. To overcome this problem, the on-line form filling method was adopted. In this, the
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SDM-IMD, MYSORE
candidate needed to fill their payment slip number and details about themselves in an
application form available in the bank’s site and submit it online. This process had many
advantages. Firstly, a lot of time was saved, and the recruitment process shrunk by 3 months
and became restricted to 100 days only. Secondly, earlier to maintain the database, bank
employees were required to type in the data's and thus the error made was bank’s
responsibility. In this new method, the candidates themselves type in the data and thus bank’s
work got limited to weeding out the double or incomplete entries.
The written exam, however, is outsourced to IBPS (Institute Of Banking Personnel

Selection), Mumbai. It is a government approved organisation, and is an apex body for
employment testing, training and research related to selection and management of human
resource. The written exams are conducted as similar to earlier process, but now sorting of
eligible candidate and preparation of rank list is done through an application in computer.
Earlier, the rank list was sent to the bank through CDs, but now, currently it is being sent
through net itself. The admit card is still being sent through post; however the bank plans to
make it available through its site itself. The results are also declared on net and most of the
communications like call letter, joining letter is being done through e-mails. Thus,
Corporation bank has adopted technology in an efficient way for recruitment purpose.
Nevertheless, some problems exist in this method. They are:
• Dummy applications: People randomly fill in any receipt no which is sometimes

accepted. As a result some people apply without actually paying the fees and don’t
turn up for the written exam because at that time they need to show the receipt.
Almost 20-30 % of dummy applications are received. But as the bank need to book
space, due to this, in all centres almost 10-15% of extra space remains. This becomes a
costly affair in centres like Mumbai where space is costly. Thus, this cost becomes a
sunk cost.
• The exam pattern has remained similar over 20 years and so doubt about its relevancy
is cropping up.
CADRE-WISE RECRUITMENT IN DETAILS:
SUBSTAFF RECRUITMENT: (cleaning staff, peons, messengers, attenders, canteen staff

etc).
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Recruitment of sub-staff takes place mainly through employment exchange. According to the
Employment Exchange Act, 1959, companies are expected to notify their vacancies through
the respective Employment Exchanges, created all over for helping unemployed youths,
displaced persons, ex-military personnel, physically handicapped, etc. The bank completely
respects the Act and thus provides recruitment in this cadre with a view to give more
opportunity to economically weak, physically handicapped people for the betterment of these
classes and the society in general.
Unemployed youths, displaced persons, ex-military personnel, physically handicapped are

expected to register themselves in the nearby Employment Exchange Office. Whenever the
bank has requirement, the bank notifies the number as well as the minimum qualification
required by the bank to the employment exchange. It is the responsibility of employment
exchange to send suitable candidates for the post.
Under this category, contractual and non contractual labour, both is possible. Under non
contractual labour, employment exchange is notified and they send candidates fulfilling the
minimum qualification requirements. Then, a temporary panel is formed which consists of 5
person selected for 1 post. This is done to ensure that if one is incapable of reporting to the
bank, other member from the panel can replace him. Labourers are paid on daily visits and are
generally called casual labourers. They are not permanent and thus they can’t claim for
appointment, as there is no contractual agreement.
Contractual labour generally comes into picture when there are jobs such as disposing papers,
old furniture and other jobs which are limited for a period of a week or 15 days. For this
purpose, tenders are drawn and labour is supplied under contract. They can also not claim for
appointment, but, if they continue for a period of 240 days without any break, then under
Industrial Relations Rule they can claim for appointment.
Recruitment committee board decides the recruitment mode. Permanent labour also exists in
this category who can claim for appointment. This category is also supplied through
employment exchange. The candidates are first made to work on temporary basis and after a
definite period, they need to appear in an interview. If the candidate passes the interview, then
he is recruited for permanent basis. Promotion opportunities are also provided to the sub-staff,
who can become clerk after passing an exam having questions from General English, Maths
and Banking etc.
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For armed guards, ex-servicemen are preferred. They need to pass through an interview to be
recruited permanently.
CLERICAL CADRE RECRUITMENT:
This is the cadre which receives the maximum number of appointments. The vacancies can be
filled through internal sources or through external sources. Internal sources include promotion
and transfers( 75%) and external source includes recruitment through a written exam
conducted by the bank (25%).There is no campus- placements for this cadre. The vacancies
are declared state-wise and a candidate can apply for vacancies in one State/UT only and have
to appear for the examination, from a centre of that particular State/UT. The eligibility
criterions are:
NATIONALITY/CITIZENSHIP: The candidate must be of Indian Nationality. There are

concessions for some other categories, but they must have a certificate of eligibility issued by
Government of India.
EDUCATIONAL QUALIFICATION: Degree in any discipline or its equivalent or 55 %

( 45% for SC/ST) or more marks in aggregate in the 10+2+3 pattern or its equivalent. All
educational qualifications should be from a recognised University/ Board. The candidate
must also be capable of reading, writing, speaking the official language of the state for which
they have applied.
AGE : Candidate should not be below 18 or above 28 years of age
RESERVATION: There exists reservations for SC (15%), ST (7 ½ %), Disable (3%), Other
Backward Class and Ex-servicemen. The disable category includes people who are visually
handicapped, have hearing impairment, or have locomotor disability or cerebral palsy. A
relaxation in terms of age is also given to these categories.
Details about exam centres, dates, pre- examination training for reserved categories,
directions for filling the forms and last date of receipt of application are also given through
the advertisement.
WRITTEN EXAM: It is an objective type paper having 200 questions of 260 marks in total,
and a time limit of 1 hour 35 minutes is given to each candidate. The answer sheet is the
OMR sheet which can be scanned to calculate the result. The question-set have 3 sections, i.e,
Reasoning Ability and Numerical Aptitude, Clerical Aptitude and English Language.
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Generally 40% (35% for SC/ST) is the pass mark; however passing does not guarantee call
from the bank. A rank list is drawn and depending on the position in rank list, merit list and
wait list is drawn. Then call letters are sent to selected candidates to intimidate them about the
interview.
INTERVIEW: The number of candidates called for interview is 5 times the number of
vacancies. It is conducted by a panel headed by Assistant General Manager. In the interview,
the communication and behavioural aspects of the candidate is tested. After it , a final list is
drawn by aggregating the marks of written examination and the interview. The selected
candidates are informed through joining letters sent by the bank.
PROBATIONARY OFFICER RECRUITMENT:
Out of the 25% of direct recruitment, 60% takes place through campus and 40% by written
exam
CAMPUS PLACEMENTS: The mode of campus placements is relatively new and is still
improving. In this, the bank selects “A OR B” NAAC Accredited College. Then the bank asks
the college to provide a limited number of students (5 times of the number of vacancies) for
campus interview. These candidates are interviewed for testing their communication,
confidence, body-language, comprehension skill, leadership etc. The candidates who pass
through this will be given the joining letter through the college.
Currently, the bank provides an option in its site where college interested in campus
placements can send their profile in the link. However, the bank does not guarantee to visit all
the colleges; however the chance of them being considered is increased.
WRITTEN EXAMINATION: The other mode is through written examination. This exam is
held All- India wise. The eligibility criterion (except educational qualification as here 55% in
graduation or 45% in graduation for SC/ST is a must) and reservation policies are similar to
that mentioned earlier for clerical examination. The minimum age limit is 21 years and
maximum limit is 30 years. The bank clearly mentions its manpower requirement, the
important dates, and details about how to apply through its advertisement.
The paper is both of objective type and descriptive types. The objective paper has sections
testing Reasoning Ability, Quantitative Aptitude, General Awareness on Socio-Economic
developments and General English. The descriptive paper has 5 compulsory questions with
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internal options to assess knowledge on Social- economic developments and communication

skill. This is only a qualifying paper and ranking is decided by marks in objective paper.
According to the ranking, candidates are called in for the interview.
INTERVIEW: It is conducted by a panel headed by Deputy General Manager and candidates

are quizzed to understand their leadership skill, communication and other behavioural aspects.
After the interviews, a final list is drawn by aggregating the marks of written examination and
the interview. The selected candidates are informed through joining letters sent by the bank.
RECRUITMENT OF SPECIALIST OFFICERS:
These officers are recruited through the mode of campus placements or through online
application mode given by the bank on announcement of a requirement. The age limit, the
educational qualification depends on the post for specialist officer for which the application
has been invited. For example, if a law officer and security officer’s application has been
called for, then educational qualification and age limit for each will be different. The
reservation policies will be as per notified by the Government.
The selection takes place only through the interview. In the interview, candidate’s experience,
suitability for the post and knowledge will be analysed. The final rank list will be drawn as
per the marks in interview and selected candidates will be sent a joining letter.
Campus selection process is similar to that seen for probationary officers. The only difference
is that the college selected for each post is a specialised college. For eg, to get a law officer,
the bank may do campus selection from a law college and for engineers, campus placement is
done from engineering colleges. The database regarding the applications of specialist officers
and all communications (call letter, joining letter) regarding the recruitment is maintained by
the IT department of the bank.
INTERNAL MODE OF RECRUITMENT:
PROMOTIONS:
PROMOTION OF SUB-STAFF TO THE CLERICAL CADRE:
BASIS FOR PROMOTION:
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1. Subordinate staff that have passed SSLC or equivalent examination and have
completed minimum of 5 ½ actual years of service will be promoted without undergoing
written exam or interview, subject to the following:
 The number of post under this category will be limited to 18 per financial year
 The unfilled vacancies under this category will not be carried forward to the
succeeding years.
 For the purpose of reckoning the seniority for such promotion, the date of application
submitted by the eligible employee, along with the certificate of having passed the
relevant exam, through the branch/office through which he/she is working shall be the
basis. The application so received during any particular month would be processed by
the 10th of succeeding financial year
2. Subordinate staffs that have passed VII and have completed a minimum of 7
years of service need to pass the written examination and secure a minimum marks
stipulated here in below under the heads-interview and Service Record.
WRITTEN TEST:
The bank will hold the written exam in March or thereabout every year and the centres for
conducting the test will be notified in advance. The bank will be by February every year call
for application from eligible employees, to indicate their intention to appear in the test.
SUBJECTS FOR WRITTEN EXAM:
Paper I: Banking Practical’s for 100 marks, Paper II: Arithmetic for 100 marks, Paper III:
General English for 100 marks
In order to be declared as passed in the written test, an employee shall score 30 %( 25% for
SC/ST) in each paper and an aggregate minimum of 35% (30% for SC/ST) in all the three
papers.
INTERVIEW/ WEIGHTAGE FOR SERVICE RECORDS:
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The interview will be conducted only for passed candidates by a panel constituted by
Chairman & Managing Director/ Executive Director of the Bank.
PART I: INTERVIEW( Table 2: Marks distribution for interview for type 2)
Maximum marks
General Knowledge of bank work 10
Personality / speech 10
Total 20
PART II: SERVICE RECORD
Maximum marks
General service record/ work performance 20
Health / leave record 10
Total 30
Table 3: Marks distribution for service record for type 2
In order to qualify, an employee must score a minimum of 30 %( 25% for SC/ST) in each of
the heads under Part I & II above and also obtain an aggregate minimum of 35% (30% for
SC/ST) in both parts.
3. Subordinate staff who have completed twenty actual years of service in the bank
as on 31st January of the year will have to pass through an interview and service record test
to be promoted to clerical cadre.
INTERVIEW/ WEIGHTAGE FOR SERVICE RECORDS:
The interview will be conducted by a panel constituted by Chairman & Managing Director/
Executive Director of the Bank.
PART I: INTERVIEW( Table 4: Weightage for interview for type 3)
Maximum marks
General Knowledge of bank work 30
Personality / speech 10
Total 40
PART II: SERVICE RECORD
Maximum marks
General service record/ work performance 40
Health / leave record 20
Total 60
Table 5: Weightage for service record for type 3
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In order to qualify, an employee must score a minimum of 30 %( 25% for SC/ST) in each of
the heads under Part I & II above and also obtain an aggregate minimum of 35% (30% for
SC/ST) in both parts.
Number of post under this category is limited to 10 only in each calendar year by calling for
interview, candidates in a ratio of 2:1 in the order of seniority, from amongst the eligible
candidates exercising option and posts will be filled strictly on the basis of ranking list.
PROBATIONARY PERIOD AND CONFIRMATION:
Probationary period for the promoted employees is 6 months. After the completion of this
period, if in the opinion of the competent authority, his/ her work has been found satisfactory,
his promotion will be confirmed. Such employee whose work is found to be unsatisfactory is
liable for reversion to their substantive post in the subordinate clerical level.
PROMOTION FROM CLERICAL CADRE TO OFFICERS CADRE IN JMG SCALE

I:
PROMOTION POLICY:
Promotion from Clerical cadre to Officer’s cadre in Junior Management Grade/ Scale-I is
done on All India basis and there is two channels of promotion viz INTERVIEW CHANNEL
AND TEST-CUM –INTERVIEW CHANNEL. Under the Test-cum-interview channel, there
is a FAST TRACK CHANNEL.
The vacancies available for internal promotion as above shall be filled up as follows:
i. Interview channel :25%
ii. Test-cum-interview channel :75%
Out of the ii above, 40% of the vacancies will be available for the Fast Track Channel.
ELIGIBILITY:
Interview channel Test-cum-interview channel

Employees, not exceeding the age of 58 Employees, not exceeding the age of 58
years, in the clerical cadre including the years, in the clerical cadre including the
special assistants, who have passed SSLC special assistants, who have passed SSLC
or equivalent examination and have put in or equivalent examination and have put in
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a minimum of 15 years of actual years of a minimum of 4 years of actual years of

service in clerical cadre including the service in clerical cadre including the
period of apprenticeship as on 30th period of apprenticeship as on 30th
November each year shall be eligible for November each year shall be eligible for
promotion to JMG SI. No weightage for promotion to JMG SI. . No weightage for
educational qualification is added. educational qualification is added
Candidates eligible to participate and All candidates eligible to participate for
who have given their consent for promotion and have given their consent
participation in interview will be excluding the interview channel members
considered to the extent of 4 times of the shall undergo the process in this channel.
number of vacancies.
Table 6: Eligibility criteria for clerical promotion
PROCESS OF PROMOTION:
The bank shall hold the promotion process in January or thereabout every year and the
centres are notified in advance.
Application declaring consent of employees to appear in the promotion process shall be

collected by 15th December every year.
After scrutiny of applications, a seniority list of employees in each category is prepared and
the list of eligible candidates in a ratio of 1:4 (4 candidates for 1 vacancy) in the order of
seniority is published.
A person can qualify themselves for the promotion in the following manner:

Appear before an interview panel and .A) Passes the prescribed written test in
qualify in interview by securing 40% the subject by scoring a minimum of 35
(35% for SC/ST) i.e., 20 marks out of %( 30% for SC/ST) each in Paper I and II
50(17.5 for SC/ST) allotted for interview and 30 %( 25% for SC/ST) in Paper III
and obtain marks under the heads of and also a minimum aggregate of 110(90
weighted Service and Qualification out of for SC/ST) marks in all the three paper.
maximum marks of 200 under these B) Appear before an interview panel and
heads. obtain marks under the heads of weighted
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Service and Qualification out of

maximum marks of 200 under these
heads
Table 7: Process of promotion for clerical grade
WEIGHTAGE FOR VARIOUS FACTORS:

A. Interview: maximum marks (50) A (I) Written test: maximum marks 300.
Paper I includes banking law and
practices of 100 marks and 100 questions
of objective types.
Areas of Interview: Paper II includes 100 objective type
Knowledge in Practical banking, questions of subjects like preparation and
financial and general awareness, analysis of balance sheet and profit and
communication skills, clarity of loss account, hand book of instructions,
thought, motivation level, circulars etc of 100 marks
analytical ability, reasoning etc. Paper III is a descriptive type 100 marks
question paper of English, Finance or
economy related questions, letter and
essay writing etc.
All the papers are for 1 hour each.
A. II) Interview: maximum marks
(50)
Areas of Interview:
Knowledge in Practical banking, financial
and general awareness, communication
skills, clarity of thought, motivation level,
analytical ability, reasoning etc.
B Weightage for Service and B Weightage for Service and
Qualifications: maximum marks 150 Qualifications: maximum marks 130
a) SERVICES: a) SERVICES:
5 marks for each completed years 5 marks for each completed years of
of service in clerical cadre up to service in clerical cadre up to and
and including 12 years and including 12 years and thereafter 10
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thereafter 10 marks for each marks for each additional completed year
additional completed year of of service in that cadre, subject to a
service in that cadre, subject to a ceiling of 130 marks.
ceiling of 150 marks. b) EDUCATIONAL
b) EDUCATIONAL QUALIFICATION:
QUALIFICATION: For first graduation or N.D.Com,
For first graduation or N.D.Com, double or post-graduation or for Part
double or post-graduation or for I CAIIB or CSIB or JAIIB 10 marks
Part I CAIIB or CSIB or JAIIB 10 are allotted. For Part II CAIIB or
marks are allotted. For Part II CAIB 15 marks are allotted.
CAIIB or CAIB 15 marks are
allotted.
Table 8: Weightage for clerical promotion exam
PROBATION PERIOD AND CONFIRMATION:
After the exams, a ranking list is taken out. The probation period of the selected
candidates is 1 year. After the completion of this period, if in the opinion of the competent
authority, his/ her work has been found satisfactory, his promotion will be confirmed.
Such employee whose work is found to be unsatisfactory is liable for reversion to their
substantive post in the clerical level.
PROMOTION FOR OFFICERS:
Promotion in officer’s cadre takes place basically through 3 channels. Under Channel I
seniority is given more importance and the bank also intends to promote them, because bank
does not want an employee to stay in one post for too long. Under Channel II, merit is given
more importance. Channel III is for the ambitious lot who wants promotion faster and so there
qualifying marks is also higher than other three channels.
Existing policy of promotion has been formulated by the recognised officer’s organisation
and subjected to the approval of the Board of Directors and regards guidelines issued by
Government. Till certain level, written exam and interview both are taken, whereas for some
channel as well as scales only interviews are conducted.
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UNDER CHANNEL I MIN 45 MARKS( 40 FOR

SC/ST)
UNDER CHANNEL II MIN QUALIFYING
JMG SI TO MMG SII
MARK 65( 60 FOR
SC/ST)
MMG SII TO MMG SIII UNDER CHANNEL II MIN QUALIFYING
MARK 65
Table 9: Qualifying marks for officer’s promotion
The exams are held for 100 marks and time duration of 90 minutes is given to attempt the
paper. The questions are basically of objective type.
Promotion‘s eligibility also includes years of service. They are summed up as follows:
PROMOTION FROM JMG SCALE I TO MMG SCALE II
EXISTING PROPOSED
CHANNEL I 12 years as on 1st April of the 10 years
year
CHANNEL II 7 years and above but less 5 years and above but less
than 12 years than 10 years
CHANNEL III( FAST- 5 years and above but less 3 years and above but less
TRACK) than 7 years than 5 years
Table 10: Service eligibility for promotion from JMG SI to MMGSII
PROMOTION FROM MMG SCALE II TO MMG SCALE III
EXISTING PROPOSED
CHANNEL I 8 years as on 1st April of the 7 years as on 1st April of the
year year
CHANNEL II 5 years and above but less 4 years and above but less
than 8 years than 7 years
CHANNEL III( FAST- 3 years and above but less 3 years and above but less
TRACK) than 5 years than 4 years
Table 11: Service eligibility for promotion from MMG SII to MMGSIII
PROMOTION FROM MMG SCALE III TO SMG SCALE IV
EXISTING PROPOSED
CHANNEL I 5 years as on 1st April of the 4 years as on 1st April of the
year year
CHANNEL II 3 years and above 3 years and above but less
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than 4 years
Table 12: Service eligibility for promotion from MMG SIII to SMGSIV
The allotment of vacancies is done in the following way:
EXISTING PROPOSED
JMG SI TO MMS SII -80% to Channel I and II -75 % to Channel I and II
-20% to Channel III -25 % to Channel III
MMG SII TO MMG SIII -80% to Channel I and II -75 % to Channel I and II
-20% to Channel III -25 % to Channel III
MMG SIII TO SMG SIV -80% to Channel I -75 % to Channel I
-20% to Channel II -25 % to Channel II
Table 13: Vacancy allotment for officer’s promotion
For promotion from through Channel I in any cadre, there is only interview, and no written
exam. The ranking is always prepared by aggregation of appraisal marks, educational/
professional qualification and interview. If Self Appraisal is there, it is given 50% weightage.
The number of vacancies is also kept in mind while preparing ranking list.
WEIGHTAGE FOR SELECTION: The bank has clearly come up with weightage for each
parameter to calculate the ranking of an individual. They are:
CHANNEL I CHANNEL II CHANNEL III

APPRAISAL 60 40 40
PROFESSIONAL 10 10 10
QUALIFICATION
WRITTEN TEST - 30 30
INTERVIEW 30 20 20
Table 14: Weightage for officer’s promotion exam
PROMOTION COMMITTEE:
JMG SI TO MMG SII 1DGM and 2 AGMs.

MMG SCALE II TO MMG SCALE III 1GM and 2 DGMs.
MMG SCALE III TO SMG SCALE IV: Chairman and MD or Executive Director and
2 GMs
SMG SCALE IV TO SMG SCALE V Chairman and MD, Executive Director and a
GM (Administrative Department)
TMG SCALE VI TO TMG VII Chairman and MD, the Government Director
and Reserve Bank of India, Director.
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Table 15: Promotion committee for officer’s interview round
For promotion from SMG SCALE IV to SMG SCALE V as well as TMG SCALE VI
TO TMG VII
ELIGIBILITY: 3 years in the last cadre. Additionally, more than 40 % in self-appraisal is

also must to make a candidate eligible for the promotion process.
SELECTION: The selection is through interview only, and no written exam is required.
RANKING: The mark for self appraisal is 50, while 50 % is allotted to the
merit/performance assessed in interview. Considering all this factors, rank list of candidates is
taken out.
TRANSFERS:
TRANFER POLICY IN CLERICAL CADRE:
According to the agreement between the union and the management, the following rules have
come forth:
• Clerks are liable for transfer in every 5 years.
• The transfer should be restricted to be within 100 km and should be in the same
district.
• Rotational transfer takes place for clerks.
• Transfer on request can take place after 2 years of service in a place.
• Clerks are required to serve for 2 years in difficult centres.

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• Female above 55 and male employees above 56 are exempted from redeployment.
TRANSFER OF OFFICER EMPLOYEES:
Regulation 47 of Corporation Bank (Officers) Service Regulation, 1982 states that every
officer is liable for transfer to any branch/ office of the bank
Transfer is affected depending upon overall needs of the bank with reference to its business
requirements, suitability of the officer for the post/vacancy and administrative exigencies.
TRANSFER GUIDELINES FOR SCALE I,II AND III
• Any employee is liable for transfer after spending 3 years in centre. Posting for
compulsory rural service/hardship centre is for 2 years and to inspection and audit
division is for 4 years.
• General transfer takes place in Feb/March every year. The outer date for relieving is
30th April. 30 days time from receipt of transfer intimation will be given to officer
before his/her relief.
• Every year, officers due for transfer under any of the clauses of transfer policy
guidelines, may submit their options/representations in prescribed format so as to
reach Personnel Administrative Department by 31st October..
• Generally officers are not transferred before completion of term except at their option.
However, in case of promotion and to fill up vacancies caused during the middle of
the year on account of additional sanction to existing branches/ offices due to spurt in
business opening of new branches, resignations, voluntary retirements, retirement of
branch managers/ officers-in-charge of extension counters, deaths and administrative
action warranted on unforeseen contingencies, the term may not be strictly adhered to
• An officer who has completed his term in rural branch will not be transferred to
another rural branch during the immediate next posting except at his/her volition/
posting as branch manager.
• Posting /transfer of officers to hardship centres for a term and their transfer from the
hardship centre on completion of a term will be made as per the existing agreement
between the management and the Corporation Bank Officer’s Organisation.
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• Officers in the scale I,II and III hailing from South and who have completed one term
of service in any of the branches/offices in North will be brought back to the state of
their choice. Therefore, they will be retained in the same state till their promotion to
next grade/scale, subject to vacancy position. However, in case of Specialist officers
and Officers in Scale III, such postings will be subject to vacancy position and
suitability of the officer to the vacancies.
• However ,those officers in JMG Scale I( including promoted officers) &MMG Scale
II hailing from south and posted in North in any of the zones in Delhi, Chandigarh,
Lucknow or Ahmadabad, may before the completion of term may be transferred in the
same centre or any other place of their choice in the above zones
• On completion of 2 successive terms of service in any of the above zone by an officer

in JMG Scale I, he would be brought back to the state of his/her choice and retained in
the same state till his promotion to MMG Scale II. However, on his promotion to
MMG Scale II, he may be transferred outside the state excluding north.
• Vacancies in North will be as far as possible filled up by officers from the state within
the respective zone. The remaining vacancies shall be filled by transferring officers
from South among:
i. Officers in JMG Scale I who have not completed 45 years of age.
ii. Promoted officers in JMG Scale I promoted on and after 01/04/2006 and who
have not completed 48 years of age.
iii. Officers recruited directly on or after 01/1/2006 and who have not completed
48 years of age.
iv. Officers in MMG Scale II who have not completed 50 years of age.
v. Officers promoted to MMG Scale III on or after 01/04/2006 and have not
completed 52 years of age
Transfer of the above officers will be affected in the following order:
a) Officers who have worked only in the state of their domicile/posting.
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b) Officers who have worked outside their state of domicile but not in north.
• Lady officers in JMG Scale I are retained in their place of choice till promotion to
Scale II
• In case of lady officers in Scale I & II, one term of service in north will not be insisted
upon, but in MMG Scale III, she may be placed outside state.
• Officers who have completed the age of 57 years will be posted to the place of their
choice subject to vacancy position, in case there is no vacancy at the place of choice,
they will be posted to any of the nearest branch/ office where vacancy exists. . In case
of officers in Scale III such postings are subject to vacancy position and suitability to
the
• Transfer on compassionate grounds may be considered depending upon the merit of

each case.
TECHNOLOGY BEING USED IN CORPORATION BANK:
The bank introduced computers in 1989 and it has come a long way since then. The bank
has Core Banking Facility and is connected to different banks through National Financial
Switch. The bank has window’s operating systems, PHP and Dot net scripting language,
MySql and MSSql database and Apache and IIS web server. It has an MIS dedicated to
recruitment of specialist officers. However, the bank does not have its own data ware
house. For recruitment process, a special programme called Paradox is used which can
have 158-160 fields and is capable of generating reports by linking tables. It can also send
e-mails automatically. Moreover, currently an HRMS system is also being installed which
will make the recruitment process much faster.
KARNATAKA BANK:
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Karnataka Bank Limited, a leading 'A' Class Scheduled Commercial Bank in India, was
incorporated on February 18th, 1924 at Mangalore, a coastal town of Dakshina Kannada
district in Karnataka State, and is currently having 464 branches spread across 20 states and 2
Union Territories.
HR&IR DEPARTMENT:
The department have 37 staff member, a DGM and 2 Chief Manager. Some of the activities
carried by the HR department are Recruitment, Promotion, Transfer, Staff provident funds,
Pension and gratuity, GSLI and MetLife policies, Staff quarters. Leave related matters, Staff
position/manpower, Training etc.
RECRUITMENT:
The recruitment process is much similar to the process followed by Corporation Bank.
However, one major difference is that in Karnataka Bank, there is no reservation for
SC/ST/OBC/Physically handicapped etc. The only concessions provided to these classes are
in terms of fees and age. They can get the form for Rs 100 while for general candidates the
fee is Rs 150 (for clerical cadre exam). In age, these classes are given a relaxation of 5 years.
The recruitment, similar to Corporation Bank favours internal recruitment from promotions
and transfers more than external recruitment. Generally, internal recruitment constitutes 80%
of the total recruitment while only 20% candidates are taken from open market. However, this
ratio is not fixed and depends on the agreement between the union and the bank’s
management.
Thus, recruitment through external source is possible only for sub staff, clerical cadre, officers
(up to Scale I) and specialised category (Agriculture officers, Chartered Accountants,
Engineers).
MANPOWER PLANNING:
This is done by considering the following factors:
1. Actual retirement calculated on yearly basis to be replenished in the year.
2. Resignations
3. Demise of employees in the current year
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4. Business expansion and increase in turnover
5. Entering new business avenues
Thus, after considering all these factors, manpower requirement is calculated and a
budget is prepared according to that.
EXTERNAL RECRUITMENT:
There are no campus placements happening, so external recruitment happens only through
exam conducted by the bank.
SUB-STAFF: The recruitment occurs locally. People submit their application all year round
and when there is requirement, these applications are sorted manually and then suitable
candidates are called up for interview. The candidates who pass the interview are recruited
and mostly payment is done on daily basis.
CLERICAL: This year almost 23,500 candidates applied for clerical exam. Whenever there is
requirement, advertisement is given in newspaper and website. The exam was earlier being
conducted by National Institute of Bank Management (NIBM), Pune, but now it is being
taken by another external agency Institute of Banking Personnel Selection (IBPS), Mumbai.
The selected students list is sent to the bank and the result is displayed in the website along
with the schedule of interviews. Then, the hard copy of call letters is sent to each candidate.
GM and DGM constitute the interview panel and interviews are taken by them. The
candidates who pass the interview are selected and hard copy of joining letter is sent to them
informing them about their posting.
OFFICERS (SCALE I): In this cadre, almost 10,500 appeared for the exam. The process is
similar to that of clerk. As per the requirement, advertisement is given in newspaper and
website. Written exams are conducted by an external agency, i.e., Institute of Banking
Personnel Selection (IBPS), Mumbai. The selected students list is sent to the bank and the
result is displayed in the website along with the schedule of interviews. Then, the hard copy
of call letters is sent to each candidate. GM and DGM constitute the interview panel and
interviews are taken by them. The candidates who pass the interview are selected and hard
copy of joining letter is sent to them informing them about their posting.
OFFICERS SCALE II AND ABOVE: External recruitment here is limited to only specialist
officers, who are selected after interview. Recruitment is mainly through promotions.
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INTERNAL RECRUITMENT:
This mainly includes promotions and transfers.
OTHER RECRUITMENT MODES:
Karnataka bank, other than these regular modes uses other alternatives to recruitment also.
They are:
i. Part-time clerks: They are employed as pass book writers. For this purpose,
mainly students and retired persons (but in any case no person already in
employment elsewhere) are engaged. Their working hours is limited to less than 12
hours in a week
ii. Temporary workers: These are limited mainly to sub-staff.
iii. Apprenticeship: This is also very limited and generally 2-3 people are engaged
through apprenticeship. Except in case of those who who work in the bank so as to
qualify themselves for the examination of bank, the period of apprenticeship should
not exceed beyond 12 months
iv. Contract employment: These are mainly for specialised fields such as recovery
officers, principle of staff training college etc.
TECHNOLOGY BEING USED:
Although the bank has a fully fledged IT Department and Core- Banking Services are
being provided, but much technology is not being used for the purpose of recruitment.
Nevertheless, the bank has developed the bank’s site in-house and the application forms
are also available on net which the candidates need to download and send the print-out.
However, on-line submission of application form is still not taking place. The results and
interview schedule are published in the web-site, but most of the communication between
the candidate and bank is done through hard copy and not through mail. Sorting of
applications are also done manually. Computers are mainly used for data entry and there is
no software for recruitment process.
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ICICI BANK:
Although this is a private bank, but in order to understand the complete spectrum of
recruitment in banking industry, a visit to this bank was must. This bank is advanced in terms
of technology and uses it extensively for its recruitment process, and thus visit to this bank
was a great learning experience.
COMPANY PROFILE:
ICICI Bank is India's second-largest bank with total assets of Rs. 3,562.28 billion (US$ 77
billion) at December 31, 2009 and profit after tax Rs. 30.19 billion (US$ 648.8 million) for
the nine months ended December 31, 2009. The Bank has a network of 1,694 branches and
about 4,883 ATMs in India and presence in 18 countries.
DNA OF ICICI BANK: This comprises of three DNAs. They are:
THRESHOLD DNA: This comprises of
DYNAMISM
PASSION CUSTOMER FIRST
COMPLIANCE WITH CONSCIENCE
PEOPLE LEADERSHIP DNA: This includes:
NETWORKING TALENT
COLLABORATION
SENSITIVITY
TASK LEADERSHIP DNA: THIS CONSISTS OF:
MANAGING CHANGE
STRATEGY
ORGANISATIONAL CAPACITY.
RECRUITMENT:
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For its convenience, ICICI bank has divided India in 9 zones. These zones are further divided
into regions, which in turn are divided into clusters, and clusters are divided into branches.
Thus the reporting occurs in the following flow:
reports to
Branch Head Cluster Head reports to Region Head reports to Zonal head
The various levels in the hierarchy are:
CHIEF MANAGER-II
CHIEF MANAGER-
I
MIDDLE MANAGER-II
MIDDLE MANAGER I
ASSISTANT
MANAGER II
ASSISTANT
MANAGER I
SENIOR OFFICER
OFFICER
JUNIOR OFFICER
Figure 12: Organisational Structure of ICICI bank
The recruitment mainly occurs till Assistant Manager II, after which promotion takes the
person above on the ladder. However, if there is necessity recruitment can occur in those
levels also.
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There is no post like clerks as seen in Government bank. Office boys are the one who does the
job like counting of money and other works. Data entry, as done commonly by clerks can be
done by anyone in the branch, from junior officers to assistant manager.
Recruitment of AM I and AM II level mainly occurs through campus selection. For Assistant
Manager II India’s top 15 colleges are selected for finding the right talent whereas for
Assistant Manager I colleges below 15th rank are selected, but it should be NAAC Accredited.
The tests mainly involves Psychometric test where the candidate is asked numerous questions
to gauge his attitude. After this, he needs to clarify a group discussion session and then a
personal interview round. If the candidate passes through all these tests then only he is
selected. For AMII and above experience is given more importance.
For the post of Junior Officers, Officers and Senior Officers, a minimum qualification of 60%
in graduation is required. Then they need to appear in a written exam testing their English and
thereafter, in a personal interview where their communication and attitude is tested. For senior
officer, the bank prefers candidates who have undergone a 9 month banking training in
Manipal Academy.
For office-boys the bank has a tie-up with Swastik agency which provides office-boys who
qualifies bank’s mentioned requirements.
For security guards, the bank has tie-up with another agency called Group 4 which provides
unarmed as well as armed guards. In a branch 3 unarmed and 2 armed guards are required.
In a branch, a minimum of 8 employees exist. In case there is shortage in terms of number of

employees, then the branch manager reports it to the cluster head, which in turn intimidate it
to the HR manager, who recruits the required number of people.
The bank is completely process oriented. Each process of the bank is well documented. From
office boy to senior most level, the job profile is properly sketched and candidates are selected
depending upon their suitability to the job-profile. Each employee is also provided with
documents elaborating details about the process that will be handled by them and their duties,
incentives etc related to the process.
TECHNOLOGY BEING USED IN RECRUITMENT:
In 5 years, the bank has increased its staff strength from 6500 to 40,000. Almost 17,000
employees work under Retail Branch Banking Vertical, 10,000 under the Global Branch,
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3,000 under the Regional Processing Centre and 10,000 employees work as junior officers,
officers and senior officers, which in total makes up to the figure 40,000. This shows the rapid
way in which the bank is expanding in terms of its employee strength. In this condition it is
necessary to ensure that right people get the right job, and thereby a strong recruitment system
is mandatory. Technology can make the process much easier, timely and efficient and ICICI
bank completely understands that. This is the reason it uses technology extensively for
recruitment purpose.
In its web-site there is a separate link dedicated to career opportunity. In this, one of the most
unique options is talent database option, where applicants can submit their resume for future
vacancies. This is an excellent way of developing a rich database of eligible candidates for
themselves, thus decreasing dependency on Job Portal firms like Naukari.com, Monster.com
for eligible resumes. Users, in order to get started need to fill in the profile form. The site
creates a login id number and password in case of successful registration.
The registration details will be emailed to the candidate on his/her
specified email ID. The candidate must use the same to log on, to edit his
resume and to know his hiring status in the company.
The candidate can respond directly to a Current Opening or submit his/her profile into the
Talent Database for consideration against future opportunities. The resume can be submitted
for specific openings. For eg
Title Location Min Exp (yrs)
Branch Manager-Commercial
Across India -
banking
Branch Manager/ Branch
Across India 5
Operation Manager
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Table 16: Example of resume submitting technique in ICICI bank
In case, the person does not meet the minimum qualification his resume will not be accepted
and he is informed about the reason then and there. If the candidate wouldn’t have found any
profile suitable to his skills then he can submit his application into the Talent Database for
consideration against future opportunities.
The bank in its career site also informs about what it is looking for in any candidate. In a
continuous endeavour to improve the selection process for recruitment at all levels in ICICI
Bank, the bank have carried out an in-depth study of the competencies required to succeed in
ICICI Bank which are called the ICICI Bank DNA anchors. As per the research, the DNA
anchors which indicated success at the entry level in ICICI Bank are:
• Customer first
• Passion
• Dynamism
• Compliance with conscience
In order to assess the same ICICI use a set of tools -
a. Aptitude Tests (for applicants with 0-2 years of work experience).
The tests are designed to assess basic aptitude of candidates including numerical
comprehension, verbal comprehension, logical reasoning and basic checking abilities. These
are important skills for the role of an entry-level manager and people who do well in these
tests tend to do well in their jobs at ICICI Bank. The total time taken in this exercise is 55
minutes.
b. Occupational Personality Questionnaire.
Applicants are also required to complete the Occupational Personality Questionnaire (OPQ)
before they appear for the selection, the results of which are integrated into their selection
process.
CAMPUS RECRUITMENT:
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ICICI bank gives a lot of importance to campus placements..As a rapidly growing

organization it looks to induct post-graduate management talent from various business schools
across the country. Enthusiastic and talented youth form the backbone of our banking
operations and will become the organization future leaders. What the bank offer is the
grooming needed to be the best. The bank offer a wide range of careers in all functions
including - Finance, Marketing, Operations, Information Technology and Human Resources.
The bank is proud of its ability to nurture individuals and provide them the space and
empowerment they need to hone their talents. The bank size gives it the unique ability to
provide fast growth and high responsibility early in one’s career as well as multiple avenues
to reach the top.
The site has a link for campus placements where colleges can submit details about themselves
and their student’s profiles. In case there is a need by the bank, the college is further contacted
by the bank. Thus, ICICI is always interested in getting fresh blood in the company to
maintain its momentum of growth.
OTHER MODES OF RECRUITMENT
The details about opening is placed in newspapers like Times of India, The Hindu etc and also
published in the website. In case there is some regional requirement, then the details is
published in the regional newspaper also.
Employee referral, walk-in modes are also used. For walk-ins also, a special link is dedicated
under the career option. The candidate can freely submit their resumes and details about walk-
ins are also published in the link. The candidates can drop in the given branch on specified
time and can sit for the selection purpose. The bank also declares its opening through job
portals like naukari.com, Indiatimes.com etc to get greater number of resumes and thus
greater chance to select the right candidate.
The bank also has a special section in the site to invite other recruitment partners who can
assist them in finding the most suitable candidates for their vacancies. They want to get
partners who can fill the diverse skills sets they need and thus can keep them at the cutting
edge in human capital. If any recruitment agency with an excellent track record in the
financial services industry wants to associate with ICICI bank then they can click in the site to
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complete the registration form and an id will be provided to them. Further correspondence
takes place through the id.
CONCLUSION
Thus, as we can see, most of the recruitment related work is being done through its site. It uses
recruitment software to create its own database, for sorting the resumes according to the
qualification demanded, for tracking resumes, for responding back and also to provide a status
check to applicants. They also use their web-site as the main media for announcing vacancies.
As it is collecting resumes in a large number by various sources, thus the chance of getting the
right candidate also increases. As the bank pays a lot of importance to performance, thus it is
necessary that the job profile matches with the candidate’s profile. Thus, to fulfil this condition
greater number of applications is required, which can be easily handled only through the use of
technology.
TATA CONSULTANCY SERVICES:
A visit to this company was made in order to gain more insight in the technical aspects of the
recruitment process and to know about the feasibility of an online examination for
Corporation Bank. However, I also probed in the recruitment process used by TCS. Although
the industries are different, but I believe learning can be gained and adopted from any
industry.
Established in 1968, Tata Consultancy Services has grown to its current position as the largest
IT services firm in Asia based on its record of outstanding service, collaborative partnerships,
innovation, and corporate responsibility.
TCS has employee strength of 6000 people and it mainly recruits through campus placements.
In placement seasons, colleges are short- listed according to the needs of the company.
Communication between the company and the short-listed colleges ensures that the company
come in for campus placement. An online test is conducted in the selected campus using the
computers of that institute itself. Then the candidates need to log in the central question bank
of TCS through net and random questions from the question bank appear in front of the
candidate. As the questions may become common if repeated year after year, so the question
bank is replenished after regular intervals. The tests are timed with the help of a timer and as
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soon as the candidate presses the complete button, his result is announced instantly. If the
candidate has cleared the cut-off then he is called in Group Discussions. A group of 5 people
appears in group discussion at a time. After the GD, selected candidates appear for Technical
interview in a ratio of 1:4(4 times of the vacancies). In this, an interviewer from technical
background tries to find out the technical knowledge of the person. After passing this round,
management interview takes place where the attitude of the candidate is found out. If a
candidate passes this, then an HR interview is conducted for him, in which he is mainly
informed about the nature of job, the location of job etc. Thus, through a series of rounds it is
ensured that only the right person gets the job.
TCS advertise its vacancies mainly through its site and it also takes resumes from job portals
like Naukari.com, Monster.com etc. It also encourages the walk-in mode, and uses software
for screening through the number of applications it receives.
For lateral entries also, similar type of interviews are conducted as mentioned above.
INFOQUEST CONSULTANCY:
I also had a meeting with Miss Meera Chayapathy, the director of a recruitment consultancy,
namely Infoquest. This is a Bangalore based company providing recruitment services to top
IT companies of India, mainly for the post of Senior Software Engineers, Project Leads, Team
Leads, Analysts, Architects, managers etc. It provides mainly experienced candidates having
experience of 3.5-5 years or above, and supply of fresher’s is rare through this company.
The company mainly use networking as chief mode of finding the right candidate for their
clients. Each company has its unique portal. When Infoquest become an associate of a
company, it gets a vendor ID. Through this ID, there is a communication between the
consultancy and the company. Whenever there is a requirement, a specific requisition ID is
given. The company through this ID specifies the candidate specification, i.e, the
qualifications it is looking for in a candidate for a particular post. The consultancy then starts
looking for the right candidate. 70 % of time they depend on networking, while 30% of time,
in case networking does not provide satisfactory results, resumes through job portals like
Naukari.com, Monster.com is screened. They use recruitment tools which help draw resumes
from job portals and segregate them according to the years of experience, qualifications or the
job-specific requirements.
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When resumes are collected which are similar to the company mentioned requirements, they
are sent across to the company. After that, an initial assessment is done by the company and
after a discussion, candidates are called. Generally, in most of the IT companies, 2-3 rounds
of interview are taken, like technical, managerial, HR round etc. In the mean while, the
consultancy interacts continuously with the candidate to know about his experience, his
doubts, his offer details and status and also guides the candidate wherever needed. If the
candidate get selected then the candidate is informed about his salary, projects etc. Moreover ,
the resumes selected, the on-boarding details etc is updated by the company and is uploaded
in the company portal as well in the consultancy site, from where the candidates can check it
any time.
Thus, making a contract with a recruitment consultancy can also be a good method of finding
the right person for the right job. Once the company gives its requirement, the consultancy
can efficiently find the right person. Although for Corporation Bank, it is not possible for all
posts but for specialist officers, the service of consultancy can be used.
SUGGESTIONS:
After studying the current system, here are my suggestions to make the process better, both in
terms of quality as well as technology.
MANPOWER PLANNING: Currently, only excel is being used. However, there are
softwares available which can help in doing it faster. Apart from the current system, to make
the manpower planning better, a provision can be provided to branch managers where they
can report excess/ shortage of manpower supply through intranet. This will help in tracking
the existing manpower and will also help in making better future forecasts regarding
manpower.
JOB PROFILE: This is a very important step that needs to be done before recruitment.
Every job require certain skill set and it is very important that before recruitment that it is
ensured that the skill set required for the job matches with the candidate’s profile. For eg.
Job profile for Candidate

clerk profile
Customer – Good
oriented communicatio
n skill.
Problem
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MYSORE Experience in
attitude any service
industry
Computer
Figure 13: Example of job-profile and candidate profile
This is a rough example to illustrate that before subjecting a candidate to a selection

procedure, the bank must prepare a job profile to know on what parameters to judge the
candidate and to choose the candidate whose profile matches best to the job- profile.
Currently, this is not being done, but I would suggest that this step should not be ignored.
ADVERTISEMENT: To attract more candidates, mobile sms, emails can also be used to
publicise an opening in the bank.
PAYMENT MODES:
Payment can be done by different methods. For eg
NEFT METHOD: In this, payment can be done through any bank, and not only
Corporation Bank.
INTERNET PAYMENT: This is currently being done by Indian Railways, Vodafone

etc. Through this, candidates can pay using their Credit card/Debit card and pay on-line
by filling their card number and specified amount.
MOBILE PAYMENT: This is a new method in which if a SMS is sent to a specific

number, the mentioned amount will be deducted from the balance. For eg if a candidate
send an SMS to a number given by Corporation Bank, then the form fees( Rs 300) will
be deducted from his balance, and the money will be received by Corporation.
However, a problem faced in all these methods is to trace the source of the money coming in.
To avoid this, a system can be built, which on receiving the money though any of the
mentioned source, generate a unique code and send it to the candidate. The candidate can fill
the form only after entering that unique code.
APPLICATION FORM: Many a time, it happens that ineligible candidates fill in the form,
and then later demand for money return. To avoid this, the form should be developed in such
a way that that in case they don’t meet any eligibility criteria, their form won’t get sent and
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the candidate will be informed about the reason. In this way, screening effort done by IBPS
will also decrease.
PRE-RECRUITMENT TRAINING: The pre-recruitment training for SC/ST/OBC can be

made available on net as an e-module rather than calling the candidates to a given centre. This
will save the money of both the bank (spend in booking venues) as well as the candidate
(spend in travelling)
PORTAL DEVELOPMENT: There is a lot of software available in market, many of them

even as freeware, which can be used for filtering, tracking, responding back and status
checking. These can fairly automate the recruitment process, and thus can be used by the
bank. A software or resume management system can be used to sort out the candidates as
select and reject automatically according to the eligibility for all the rounds. The portal can be
developed in such a way, such that all communication (acknowledgment letter after receiving
the application, call letter, admit card, joining letter) can be sent automatically to the selected
students. A facility of status-check can also be provided with the help of which, through one
click the candidate can get all his scores, interview comment and status of his offer letter, if
any.
WRITTEN EXAM:
ON-LINE EXAM: On- line exam like as being conducted for CAT, GRE can be
conducted by the bank. The candidates need to come to pre-mentioned centres, where the
candidate needs to log in a system given to them. A question paper will appear in front of
them, which they need to fill on-line. The candidate can turn over the pages through
scrolling. A timer is fixed which controls the time and as soon as the time gets over, the
answer sheet gets freeze and the candidate can’t make any changes. The results are
processed almost immediately, and the result becomes available instantly.
ADVANTAGES:
The process of recruitment will shorten by great deal, as results can be obtained
almost instantly.
The results of candidates appeared all over India can be collected in a database
and so a rank-list can be generated within few hours.
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The basic computer literacy of the candidate can be analysed
As the test is online, thus random questions can be given to candidates taken from
a question bank maintained by the bank, thereby minimizing the chances of
cheating or repetition of questions.
DISADVANTAGES:
The system required (nodes, servers, PCs) for conducting such a test on a single day all over-
India will be huge. The bank needs to find an appropriate vendor who can make it possible.
The system should be fool-proof and no system problem should occur during the exam hours.
It can be cost-intensive project, and thus business sense should be made by ascertaining the
profitability of the project.
Security need to be maintained to prevent leakage of paper.
Credibility of the paper can be a question.
Regarding this issue, I had a talk with TCS official who told that technologically the process
is feasible. According to him, exam can be taken batch-wise in a single day, but as the
candidate base is huge (3lakh 25 thousand candidate appeared last year for clerical exam),
thus more number of centres need to be assigned. The candidates can apply on-line in a
month’s time and can select a centre through drop-down menu and can be send admit card
on-line. The bank can have a central question-base database from where random questions
can appear. Results generated can be stored in a single database. However, he said the
process can become much simpler if it is conducted over a period of 5-6 days.
For clerical exam, in a State, the on-line test can be conducted zone wise with each zone
having different paper that will be randomly selected. In this way, the number will come
down largely and the on-line test can be done easily
The answers can be filled as is being done currently, but the question paper can appear on a
screen ( as done in AFMC medical exam), which is being randomly selected from the central
question-bank. The major advantage here is that repeating of questions from previous year
will not occur.
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The question paper pattern, as mentioned earlier, has not changed for almost 20 years. But
now, with the change in banking scenario and computerisation, the question paper pattern
should also change. The changes can be as following:
There can be a qualifying psychometric round where attitude of the candidates would be
measured. It can be conducted and assessed quickly and easily by using computers and
programmes specially designed for the purpose. If the candidate passes through it, only
then he can attend the objective paper. This is to ensure that people only with the right
attitude get selected, as attitude is the most important factor in service industry like
banking.
The main paper would include quantitative aptitude, logical reasoning, English,
computers and responses of a candidate on a particular situation( a way to measure
attitude)
All the promotion related written exams can be done on-line and can be done in the office
itself using the intranet. Promotion opportunities can also be broadcasted through
intranet. Candidates can also give their consent for participating in promotion through
net.
INTERVIEWS:
According to the present system, interviews are called upon by the candidate’s position in the
merit list. However, many experienced and better candidates, who have not scored much gets
screened out. To avoid this, some marks should be assigned for experience of the person and
the marks he scored in his last academic exam, and combining all this, a final draft of ranking
of ranking could be prepared, and candidates would be called according to this list.
Concessions should be given to SC/SC/OBC in terms of experience and marks.
EXPERIENCE PERCENTAGE IN LAST ACADEMIC

EXAM
1 year experience: 1 marks 40-50% : 1 marks
2year experience: 2 marks 50-60% : 2 marks
Table 17: Example of marks allotment to experience and last academic performance
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Currently, the interview pattern is unstructured. However, I believe that while interview each
member of the panel should be given a chart in which the qualities they are testing for should
be mentioned. For eg: In case of clerks, the panel could have a list as following:
- Aptitude towards customer services
- Problem resolving capacity
- Team interaction
- Communication skill
- Number- friendliness
- Computer literate
Each quality should be given a weightage according to its importance or need to perform the
job well in the corresponding job the candidate will be entitled to. For eg:
Figure 14: Example of weightage to quality
Depending upon performance of candidate on the mentioned parameters and their assigned
weightage, marks would be calculated. Weightage are used for promotion, but currently for
fresher recruits it is not being used.
TELEPHONIC INTERVIEW was an option but it cannot be done as being a Government bank
it needs to maintain complete transparency, and as the bank can’t throw a person out once he/she
is recruited the bank needs to be sure about a person before giving him job. In this condition, only
face to face interview can guarantee that.
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GD AND INTERVIEW: The candidate can also be subjected for GD before an interview, but
before conducting GD, the bank should chart out the parameters on which the candidate would be
evaluated and it marks should be added while preparing the final list.
For officer level post, the interview can have more rounds as they are entitled to greater
responsibility. It can be:
HR ROUND: In this, a situation can be given, and the candidate’s reaction can be assessed.
PERSONAL INTERVIEW ROUND: In this, qualities like presentation skill, achievements,

EQ, leadership skill and practical skills can be looked for.
TECHNICAL ROUND: This should be done only for specialist officers, and here their
technical knowledge would be tested.
CAMPUS PLACEMENT:
• Campus placements in Corporation Bank are mainly done for Officers and specialist
officers. However, it can be done for clerks also. The region in which there is a
requirement, students from that region’s college can be taken. As the candidate will be
from that place itself, it can be expected that he will stay longer with the bank as he
will be posted near his home itself.
• Campus placement for official grades should be done nation-wide to get the best talent
and should not be restricted to a region where the need has aroused.
• A dynamic list of colleges should be maintained where input from various magazines;
sites etc are fed to find out the best suitable campus according to the bank’s
requirement.
• Currently, before visiting the campus, the bank asks the principal of the college to
self-select few students for interviews. However, by doing this the bank may be losing
the talent it is looking for. To avoid this, the bank should themselves conduct the
screening round. It can be an on-line test using the systems in the campus and
questions can be taken from the central question bank of the bank. Exam being on-
line, the result can be obtained instantly, and only those students who have cleared the
cut-off can appear in the interview.
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• A GD can be conducted whose topics are related to the job they will be doing
• After this, a panel interview consisting of rounds as mentioned above can be

conducted.
DATA STORAGE: The data sent by IBPS of the students who didn’t make up to the merit
list by marginal levels or who did not make it through the interview can be stored, instead of
being discarded as being done currently. This data may come in use in later stage, in case
there is a sudden need of manpower.
FEED BACK: Unsuccessful candidates should be notified promptly, and if possible a

feedback should be given to them.
DOCUMENTATION: The recruitment process should be properly documented, and should

be accessible only by senior officials involved in recruitment.
IN-HOUSE: The current recruitment process costs Rs 500 -600 per person, and IBPS is paid
150 per person. If it makes business sense money-wise, the complete selection process can be
done in-house instead of out-sourcing it to IBPS as the bank has the capability to conduct
such exams.
OTHER ALTERNATIVES TO RECRUITMENT:
There are certain posts in bank like architects, engineers who are not permanently required by
the bank. For such positions, contract recruitment can occur. This can save a lot of money of
the bank.
Apprenticeship mode of recruitment can be employed for specific tasks like Credit card
promotion or any new scheme promotion.
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A survey or research was conducted by me for the newly recruited employees to ascertain
their views on current recruitment process. This chapter gives details about the survey
conducted and the methodology used for the survey.
OBJECTIVE OF THE SURVEY:
To find the attitude of the newly recruited candidates about the current recruitment
process.
To find out the problems faced by them in the recruitment process, and their suggestions
to improve it.
To find the attitude of the candidates on implementation of new technology such as on-
line test, internet payment etc.
To find the acceptability of the idea of in-house selection process.
RESEARCH BOUNDARY: The survey have responses filled by newly recruited candidates
who are posted in Mangalore zone, Hyderabad zone as well as Chennai zone. These places
were selected because of proximity as well is more density of new recruits in these places
compared to other zone.
APPROACH TO THE RESEARCH: A descriptive research was carried out to gain more
information on the attitude of newly recruited candidates about the current recruitment
process.
RESEARCH DESIGN: I carried out the following approach
A questionnaire was designed and administered by me, to gain comprehensive knowledge

on the attitude of the respondents about various aspects of the current recruitment process.
As very few respondents were available in Mangalore, so I had to seek respondents from
places such as Hyderabad and Chennai. To these people, questionnaire was administered
through e-mail.
To gain knowledge about the hidden feelings, I also conducted in-depth interview for two
new recruits.
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SAMPLE PLAN: Due to extensive branch expansions in North, most of the new recruits are
posted in North. As a result, very few new recruits were available for filling up the
questionnaire. Moreover, the population of respondents was also dispersed. Due to all these
reasons, a convenience sampling was followed.
TARGET POPULATIONS: For the purpose of the research, only newly recruited
candidates were selected. By newly recruited candidates, I mean to say, candidates
recruited on or after 01/04/2009. This group was specifically selected, because as they
have recently faced the recruitment process, they would be in a better position to tell their
views about the same.
SAMPLE SIZE: A sample of 30 respondents was considered for the survey. It includes
responses from both clerks as well as officers.
METHODS OF ANALYSIS: Once the data was obtained, it was coded and tabulated.
Software called SPSS was used for the purpose of analysis. In case of multiple choice
questions, each of the option was assigned weights and average was calculated in order to
find out and understand where the majority lies. The results have been represented
through graphs, charts etc for better understanding.
ASSUMPTIONS:
• All the respondents clearly understood all the questions in the questionnaire.
• The responses are not biased and convey the true feeling of the respondents.
LIMITATIONS:
• As the responses are mainly taken in the premises of the bank or through bank
officials, may be the respondents did not express their true feelings while giving the
response.
• The survey is conducted only for newly recruited candidates, restricting my target
population to candidates who have joined after 1/04/2009 only. Thus, the views
mentioned in the survey do not depict the views of candidates who have joined earlier.
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• As most of the new candidates are posted in North due to on-going branch expansion
there, so there were very few new- recruits in Mangalore, thus considerably decreasing
my sample size.
• As the questionnaire was distributed mainly through e-mail, there is a possibility that
respondents would not have understood the meaning completely.
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QUESTION 1: DO YOU HAVE A PRIOR WORK EXPERIENCE?
OPTION NO OF RESPONSES PERCENTAGE

YES 12 40%
NO 18 60%
TOTAL 30 100%
Table 18: Response for prior experience
Figure 15: Chart for prior work experience
INTERPRETATION:
This chart shows that the recruitment of fresher are more compared to experienced people.
This may be clearly because the bank does not give any weightage to experience, and so
experienced as well as inexperienced candidates get similar opportunity during recruitment..
In the experienced category, the experience vary from a maximum of 20 years to a minimum
of 3 months
QUESTION 2: IF EXPERIENCED, WHAT MADE YOU LEAVE YOUR LAST JOB?
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OPTIONS NO. OF RESPONSES PERCENTAGE

LESS SALARY 2 16.7%
POOR JOB SATISFACTION 3 25%
DEMANDING WORK 1 8.3%
INSECURITY 1 8.3%
MENTION,IF ANY OTHER 5 41.7%
TOTAL 12 100%
Table 19: Response for the reasons leading to resignation from last job
Figure 16: Chart representing reasons contributing to resignation from last job
INTERPRETATION:
This graph signifies that a large sector of people left their previous job due to other reasons
like higher studies (2), closure of company(1), project completion (1) and bond getting
over(1). The next largest sector is being formed by people not satisfied by their current job.
This is an eye opener, as it signifies that more and more people are becoming conscious about
their job, and can leave company if they don’t find the job appealing. Thus, to reduce attrition,
Corporation Bank must also make sure that the employees’ derive satisfaction from their
work. Issues like lesser salary, insecurity and demanding work also contribute to leaving job
by some degrees.
QUESTION 3: RANK THE REASON FOR JOINING CORPORATION BANK
OPTIONS RESPONSES FOR RANK1 PERCENTAGE
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SECURED JOB 13 43.3%

GOOD CAREER 9 30%
GROWTH
OPPORTUNITY
PRESTIGE OF BEING A 3 10%
CORPORATION BANK
EMPLOYEE
FIXED WORKING 3 10%
HOURS
MENTION, IF ANY 2 6.7%
OTHER
TOTAL 30 100%
Table 20: Responses for reason for joining Corporation Bank
Figure 17: Chart representing reasons for joining Corporation Bank
INTERPRETATION: Thus, for most of the respondents the security given by a Government
job is the most important reason for joining Corporation Bank. Another important reason is
the career growth opportunity given by the bank, showing that people have become more
conscious about the growth ensured by a company.
QUESTION 4: DID YOU TAKE ANY COACHING FOR THE BANK’S EXAM?

YES 21 70%
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NO 9 30%
TOTAL 30 100%
Table 21: Responses for taking coaching for bank’s exam
Figure 18: Chart showing responses regarding coaching before bank’s exam
INTERPRETATION:
According to the above graph, maximum number of candidates doesn’t go for any coaching
before appearing in the exam, but still passes all the selection rounds successfully. This may
be due to two reasons. Either there are enough books available in the market, studying which
one can clear the exam, or the exams are not tough enough to require some kind of coaching.
Nevertheless, some of the coaching institute mentioned by the respondents are, ICD, IES
(Kollam), National Institute of Banking etc. Almost all of them are regional in nature.
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QUESTION 5: HOW DID YOU GET TO KNOW ABOUT VACANCY IN

CORPORATION BANK?

WEBSITE 17 56.7%
NEWSPAPER 7 23.3%
COACHING CENTER 1 3.3%
INSTITUTE YOU WERE 4 13.3%
ATTENDING
MENTION, IF ANY OTHER 1 3.3%
TOTAL 30 100%
Table 22: Responses regarding source of information about openings in bank
Figure 19: Chart showing sources of information regarding openings in the bank
INTERPRETATION:
Thus, the two most important sources from where the candidates obtain information about
openings in the bank are website and newspaper, though website is clearly the most famous
one. Last attended institute acts as a source mainly for campus placements. Thus, newspaper
and website mode should be exploited more to attract greater number of eligible candidates
for the recruitment process.
QUESTION 6: WHERE DO YOU SEARCH FOR JOB MORE FREQUENTLY?
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JOB PORTALS LIKE 13 43.3%
NAUKARI.COM
BANK WEBSITE 2 6.6%
EMPLOYMENT NEWSPAPER 14 46.7%
EMPLOYMENT EXCHANGE 0 0%
MENTION, IF ANY OTHER 1 3.3%
TOTAL 30 100%
Table 23: Responses showing mediums searched most frequently for jobs
Figure 20: Chart representing the most frequent places searched for job openings.
INTERPRETATION:
Thus, the most popular places for searching job are job portals like Naukari.com and
Employment News. The bank is already placing its recruitment related ads in Employment
News, which is a wise move to ensure greater visibility. It can increase its reach in attracting
more candidates by placing recruitment information in job portals like Naukari.com, as it is
also equally popular for job searches.
QUESTION 7: HAVE YOU SUBMITTED YOUR’S RESUME IN JOB PORTAL LIKE

NAUKARI.COM, INDIATIMES.COM etc?
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YES 19 63.3%
NO 11 36.7%
TOTAL 30 100%
Table 24: Responses for the submission of resumes in job portals
Figure 21: Chart showing number of people who have submitted resumes in job portals
INTERPRETATION:
Thus, a greater number of people have their resumes submitted in job portals like
Naukari.com, Indiatimes.com etc. This clearly shows the popularity of these portals. The bank
can also make use of these portals to get resumes for specialised posts as it can provide a
reach to a very large number of qualified candidates.
QUESTION 8: DID YOU FACE ANY PROBLEM WHILE APPLYING THROUGH

ON-LINE APPLICATION?

YES 27 90%
NO 3 10%
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TOTAL 30 100%
Table 25: Responses for number of people who faced problems while applying through
online application
Figure 22: Chart showing number of people who faced problems in online application mode
INTERPRETATION:
As clear from the above chart, a whopping 90% of respondents have said that they faced no
problem while filling the application form. This shows that the current system of on-line
application is good and is user friendly. Thus, most of the respondents are very much satisfied
with the current on-line application form system.
QUESTION 9: WHAT IS THE PROBLEM YOU FACED IN FILLING THE ON-LINE

APPLICATION FORM, IF ANY?

PROBLEM IN OPENING THE 2 66.7%
WEB PAGE
ERROR MESSAGE LIKE “PAGE 0 0%
CANNOT BE DISPLAYED”
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PROBLEM IN FILLIING THE 0 0%

PAYMENT RECEIPT NUMBER
PROBLEM IN FILLIING THE 1 33.3%
APPLICATION FORM DETAILS
MENTION, IF ANY OTHER 0 0%
TOTAL 3 100%
Table 26: Problems faced in online application mode
Figure 23: Chart showing various problems faced in online application mode
INTERPRETATION: Among the very few complains about the on-line application forms,
most of it is due to problem faced in the opening of web-page. The bank needs to work in this
area along with “Cify”, which has developed the website. The other problem area is problem
in filling the application form details. This may be because the instructions for filling the form
may not be clear. The bank needs to make the instructions in on-line application form more
understandable and easy.
QUESTION 10: WAS THE QUERIES REGARDING RECRUITMENT HANDLED IN

A SATISFACTORY WAY BY THE CORPORATION BANK HELPDESK?

STRONGLY AGREE 12 40%
AGREE 15 50%
NEITHER AGREE NOR 3 10%
DISAGREE
DISAGREE 0 0%
STRONGLY DISAGREE 0 0%
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TOTAL 30 100%
Table 27: Responses regarding satisfaction with help desk
Figure 24: Chart showing satisfaction with the help desk
INTERPRETATION:
Thus, almost all the respondents are happy with the way their queries are solved by the
Corporation Bank. This shows the merit of Corporation Bank in which it handles the queries
and solve it efficiently. Nevertheless, there is a minor group which has not expressed its
satisfaction in open, and find the queries handling way of Corporation Bank average.
QUESTION 11: THE DETAILS ABOUT CALL LETTER, INTERVIEW LETTER,

JOINING LETTER WERE RECEIVED WELL IN ADVANCE BY YOU.

STRONGLY AGREE 11 36.7%
AGREE 14 46.6%
NEITHER AGREE NOR 2 6.7%
DISAGREE
DISAGREE 1 3.3%
STRONGLY DISAGREE 2 6.7%
TOTAL 30 100%
Table 28: Responses showing satisfaction with bank’s communication
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Figure 25: Chart showing satisfaction with bank’s communication
INTERPRETATION:
Although most of the respondents are satisfied with the bank’s communications regarding call
letters, joining letter etc, but some people have expressed their dissatisfaction as they claim
that they got the letters late. Thus, to solve this complain the bank can send all letters through
mail rather than sending hard copies. This will ensure that all candidates get the letters in
time.
QUESTION 12: DID YOU GET THE CENTRE YOU WANTED FOR THE WRITTEN
EXAM?

YES 27 90%
NO 3 10%
TOTAL 30 100%
Table 29: Responses showing satisfaction with the centre provided
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Figure 26: Chart showing satisfaction with the centre provided
INTERPRETATION:
Thus, most of the respondents have stated that they got the centre they desired for, to give
their written exams. This is a good trend and shows that the bank takes care of the will of the
candidates and provides them a facility to appear from the place they wish for.
QUESTION 13: HOW DO YOU RATE THE WRITTEN EXAMINATION

CONDUCTED BY THE BANK?

VERY DIFFICULT 0 0%
DIFFICULT 5 16.6%
NEITHER DIFFICULT NOR 14 46.7%
EASY
EASY 11 36.7%
VERY EASY 0 0%
TOTAL 30 100%
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Table 30: Responses about difficulty levels of the exam
Figure 27: Chart about difficulty levels of the exam
INTERPRETATION:
Thus, according to most of the respondents the written exam is either easy or of average
difficulty. Only a few respondents found the exam difficult. The written exam pattern has not
changed from the last 20 years, and this may be a probable reason for candidates finding it
easy. Thus, we can conclude that in case the bank wants to restrict its number of intake, then it
can increase the difficulty level of the written exam.
QUESTION 14: HOW DO YOU RATE THE INTERVIEW CONDUCTED BY THE

BANK?

VERY DIFFICULT 1 3.3%
DIFFICULT 7 23.4%
NEITHER DIFFICULT NOR 13 43.3%
EASY
EASY 8 26.7%
VERY EASY 1 3.3%
TOTAL 30 100%
Table 31: Responses about difficulty levels of the interviews
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Figure 28: Chart about difficulty levels of the interviews
INTERPRETATION:
The responses are mainly inclined towards average difficulty, as well as easy level. This may
be because of the reason that the interviews are unstructured. They mainly concentrate on
testing the communication skill of the candidates, and so non-technical questions are
generally asked. However, a fair number of respondents found it difficult, especially those
appearing for PO exam, as it had some technical questions also.
QUESTION 15: AN ONLINE TEST, IF CONDUCTED WOULD BE BETTER

RATHER THAN THE WRITTEN EXAM.

STRONGLY AGREE 5 16.6%
AGREE 8 26.7%
NEITHER AGREE NOR 6 20%
DISAGREE
DISAGREE 7 23.3%
STRONGLY DISAGREE 4 13.4%
TOTAL 30 100%
Table 32: Views about online tests
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Figure 29: Views about online tests
INTERPRETATION:
As expected, there is a resistance to change, in this case, an online test. Almost 36.8% of
responses show apprehensions toward online test. However, a good number of respondents
have also shown positive response, showing there is a reasonable chance of acceptance of on-
line test. The bank can implement the online exam mode, and can make an effort to convince
candidates about the benefits of it.
QUESTION 16: IF THE TEST IS CONDUCTED ON DIFFERENT DAYS, WITH

DIFFERENT QUESTION SETS, (LIKE FOR GRE, CAT) WILL YOU DOUBT ITS
CREDIBILITY?

YES 12 40%
NO 18 60%
TOTAL 30 100%
Table 33: Views about acceptance to a CAT/GRE type test
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Figure 30: Views about acceptance to a CAT/GRE type test
INTERPRETATION:
This graph illustrates that a greater number will have no credibility issues if the exams are
conducted on different days with different question set, as being done in CAT and GRE. This
is a good sign, and the feasibility of an online test will greatly increase if exams would be
conducted on different days. However, there are 40% of respondents who have an issue with
such a type of exam, and this need to be considered before taking any decision.
QUESTION 17: IF THE TEST IS CONDUCTED DIRECTLY BY THE BANK, AND

NOT BY IBPS, WILL YOU DOUBT ITS CREDIBILITY?

YES 6 20%
NO 24 80%
TOTAL 30 100%
Table 34: Views about acceptance to test conducted directly by bank
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Figure 31: Views about acceptance to test conducted directly by bank
INTERPRETATION:
As clear from the graph, most of the respondents trust the bank and they have no credibility
issues if the exam is conducted by the bank itself, and is not conducted through IBPS. This is
a very positive response, and I think, the bank can seriously think upon conducting the test in-
house as it has the capability to do it, rather than outsourcing it.
Question 18: IF YOU WERE ALLOWED TO PAY THROUGH CREDIT CARD,

DEBIT CARD ETC. THEN WOULD YOU LIKE IT?

YES 20 66.6%
NO 10 33.4%
TOTAL 30 100%
Table 35: View about payment through credit/debit cards
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Figure 32: View about payment through credit/debit cards
INTERPRETATION:
More number of respondents has shown an interest in the idea of payment of application fees
through credit card/ debit card etc. Thus, the bank can implement this new technology to
make payment easier for the candidates. However, there is a considerable number of
respondents who want to stick to the conventional method. The bank can thus provide both
the options, to make both of them happy
QUESTION 19 FOR SC/ST: IF THE PRE RECRUITMENT TRAINING IS

PROVIDED THROUGH INTERNET RATHER THAN CLASS ROOM SESSIONS AT
CENTRES, WOULD YOU PREFER IT?

YES 7 46.7%
NO 8 53.3%
TOTAL 15 100%
Table 36: View about online pre-recruitment training for SC/ST
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Figure 33: View about online pre-recruitment training for SC/ST
INTERPRETATION:
Surprisingly, more number of respondents have shown a negative response toward conducting
the pre-recruitment training for SC/ST through internet. This can actually be a good approach
as candidates won’t have to spend in coming to centres and thus more number of SC/ST
candidates would be able to take the benefit out of such a programme. I think, in order to
bring down the apprehension of candidates, bank need to educate them about its benefit and
simplicity.
PROBLEMS FACED BY THE CANDIDATES DURING RECRUITMENT ( As

mentioned in their response to the questionnaire)
Ambiguity on the part of bank regarding the procedure and the date of joining.
Issue with presence of only one exam centre in Kerela, i.e, Erinakulum
The appointment letter was sent on a very short notice.
Had problems in receiving interview call letter and appointment letter in time.
The recruitment process takes a long time, which is a pain for students
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However, in general the response to the current recruitment process is good. 24 out of 30
respondents have said that they faced no problems during the recruitment and most of them
had positive comments about the process.
SUGGESTIONS GIVEN BY THE RESPONDENTS TO MAKE THE RECRUITMENT

PROCESS BETTER:
The ranks of the candidate for written exam as well as for interviews should be published,
as this will bring in more transparency in the system.
Results after interviews should be announced as soon as possible.
Better mode to send call letters and appointment letter
Bank should give more exam centres.
There should be no descriptive paper.
More weightage should be given to Quantitative Aptitude & Logical Reasoning and
General Awareness should be scrapped out from the PO exam.
More publicity should be done to reach more people
Manpower planning should be proper and freshers should be given training before
posting.
Process should be more employee-friendly with minimum technical jargons, and

prospective employees should be made well-aware about their job & other formalities.
More campus recruitment can be done.
More computer related questions should be asked
Bond should not be there as because of this many talented poor people are not able to get
recruitment in the bank.
Bank should send mark sheet to disqualified candidates so as to give them an opportunity
to know their weakness so that they can improve it in the next try.
QUALITATIVE ANALSIS:
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To find the attitude about the recruitment process, I took in-depth of interview of two newly
recruited employees. Both of them were in the post of Probationary Clerks, and were from
Bangalore. It was their first month in the office, and as they have recently faced recruitment
process, I thought they can give more valuable inputs.
Both of them were young and had degree from reputed university. The main reason for
seeking a bank job for both of them was prestige and security of Government job. They both
confirmed that they gave exam for more than one bank, but joined Corporation mainly
because they got joining letter from this bank first. They both were happy with the current
system and said all the processes were well-organised and the recruitment process was very
fast. They also said that all the communications like call letter, joining letter was on time and
they faced no problems regarding it.
About the interview, they were asked HR questions, Personal questions and questions
regarding the bank. However, there was no customer-oriented question.
One of them was open for the on-line exam and the prospect of the bank conducting the exam
by itself, but the other was not much impressed by on-line exam, mainly because the problem
student will face in solving it. She also stressed that she would like IBPS to continue with the
exam.
Regarding the on-line application, they didn’t face any problem in understanding the
instructions given in the form. The only problem was the slow opening of pages.
They both liked the idea of payment through other modes like mobile or net payment.
Regarding suggestion, one person had the view that for PO exam the current system in which
you can’t go back to solve unsolved question should be changed. She also said that
information regarding recruitment can also be given through SMS, mails etc. The other person
had the view that the current process is the best, and so had no suggestions.
CONCLUSION:
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In this thesis, an effort is made to understand the ways in which technology can simplify the
recruitment process, and make it more fast, qualitatively superior and easy. By studying the
current system, recruitment process in other companies and the modern trend namely e-
recruitment, I came up with suggestions which I hope will be helpful.
A survey was also conducted to take in the view of newly recruited candidates about the
recruitment process. The major factors which came in forefront was the acceptance of an in
house test by the respondents, a positive response to an idea of online test and payment
through credit/debit cards. The survey was also found out a wonderful fact that most of the
people had high opinions about the current recruitment process and were very much
satisfied with it.
In conclusion, I can say that there is still scope to make the recruitment process even better
than the current process. The bank can adopt the method of e-recruitment and thus largely
automate their system. This will lead to better handling of recruitment process. In order to
enhance the quality of its recruitment, bank can also implement psychometric tests to ensure
that they get people with right attitude. Thus, there is a lot which can be done, and it can be
easily done if the bank adopts technology as well as an enthusiasm toward change.
ANNEXURE-I
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PSYCHOMETRIC TESTS:
Psychometrics has been defined (Reber, 1995) as ‘Pertaining to mental testing in any of its
facets, including assessment of personality, evaluation of intelligence, determining
aptitudes.’ In essence, information is given by a psychometric test through providing those
taking the test with the opportunity to respond to a series of items or events that relate directly
or indirectly to a particular area of behavior. The area can be a skill such as reasoning with
numbers or an interpersonal behavior such as a tendency to give support to other people.
The most common form of psychometric test is the questionnaire form. This includes
instruments that pose questions with alternative answers. The questions may involve
propositions or statements as in the 16 Personality Factor Questionnaire, known as the 16PF
(Cattell, Eber and Tatsuoka, 1970), and the OPQ (Occupational Personality Questionnaires)
(Saville et al, 1984), or can be in a form such as identifying which of a number of diagrams
fits a set of other diagrams, eg the Differential Aptitude Tests, abstract spatial relationships test
or Johari window, to know whether the person is open to other and welcomes feedback or
not.
There are also some tests that measure interest in occupational settings in terms of the behavior
of one person in relation to another or to a group of others. Scales such as ‘wanted inclusion’ in
the FIRO-B (Schutz, 1978), group-oriented versus self-reliant in the 16PF5, and ‘sociability’
in the Gordon Personal Profile are examples. Insights can also be given into such occu-
pationally relevant areas as ‘conscientiousness’ (16PF) or ‘need for achievement’ (Edwards
Personal Preference Schedule – EPPS).
Taken as a whole, such instruments can clearly give clues to managers as to how a particular
individual may be best supported or motivated. For example, a person showing a need to be
controlled (FIRO-B) will not respond well by being given an entirely free hand.
Another technique is Projective techniques. Projective techniques are based on the idea that
individuals’ perception of the world about them is colored by their own personality. This can
be used to find that whether a person is an optimist or pessimist.
Other approaches use pictures with ambiguous situations. An example of such test is Murray
with the Thematic Apperception Test (1943). This consists of a series of cards on which the
ambiguous pictures are presented. The person being tested is required to make up a story about
each picture and the content of this is then subjected to a systematic analysis. This approach
has since been developed into the various techniques for analyzing motivation and other
aspects through looking at the content of responses.
Thus, there are many such tests which can be used to find the personality of the candidates.
With the use of computers, administration as well as assessment of such tests has become
easy. Thus, it can be efficiently used by the bank to improve its recruitment process.
ANNEXURE II
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Top Recruitment Softwares:
cBizONE: This is affordable recruitment software targeted at small and mid-market staffing
firms. It works in stand-alone or multi-user, multi-office environment. cBizOne features
candidate/resume tracking, job management, email management, calendar/scheduling
Management, web posting/searching, extensive reporting (Hardcopy, PDF, HTML),
integrated company management and client Management.
RecruitTrak: This is fully customizable recruitment software for businesses. RecruitTrak
tracks the profile of applicants and matches it with job openings. Other key features of
RecruitTrak include data management and resume parsing, integrated with Outlook.
OTYS: That's an e-Recruiting solution designed for small mid-sized recruiting organization.
It includes a career portal a highly interactive job-board & ATS that allows cross posting.
OTYS’s integrated e-mail client enables the users to control the entire recruitment
process from a single point. The unique feature with OTYS is the automated search
engine optimization (ASEO). The Back Office Suite helps to keep in touch with clients
and candidates.
Staffingsoft: It is an Internet-based Applicant Tracking System (ATS). Staffingsoft offers a
suite of tools that helps to integrate and manage talent recruitment and retention. The
software provides customizable talent management framework to find and hire the best
talents.
RECRUITMENT MANAGEMENT SYSTEM: It is the comprehensive tool to manage

the entire recruitment processes of an organisation. Recruitment management system
helps to incorporate and integrate the various links like the application system on the
official website of the company, the unsolicited applications, outsourcing recruitment, the
final decision making to the main recruitment process. It also maintains an automated
active database of the applicants facilitating the talent management and increasing the
efficiency of the recruitment processes. It provides a flexible, automated and interactive
interface between the online application system, the recruitment department of the
company and the job seeker.
Thus, these are the systems that can be used to partially automate recruitment.
REFERENCES:
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• M.A Kamath, 2006, “A Journey of Corporation Bank”

• Robert Edenborough, 2005, “Assessment method in Recruitment, Selection and
Performance”, Kogan Page Limited Publishing, pp 40-48, pp 67-90
• V S P RAO,2005, “Human Resource Management, Text and Cases”, Excel Book
Publishing, pp 123-143
• Annual report of Corporation Bank, 08 and 09.
• Internet
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SUMMER INTERNSHIP PROJECT IN CORPORATION BANK, MANGALORE

This project is an initiative of Corporation Bank, Mangalore to gain a comprehensive

OBJECTIVE OF THE STUDY: The objective of the study was:

• To study the current process in details

• To enhance the quality of recruitment process

• To simplify the process with the help of proper technological aids.

LIMITATIONS OF THE STUDY:

• As the recruitment process is not documented completely, it may be possible that

PURPOSE AND IMPORTANCE OF RECRUITMENT:

• Increase organization and individual effectiveness of various recruiting techniques and

Figure 1: RECRUITMENT PROCESS

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing and identifying the prospective employee with required

6. Arrange interviews with the selected candidates.

7. Conducting interview and decision making

FIGURE 2: SOURCES OF RECRUITMENT

FACTORS AFFECTING RECRUITMENT:

FIGURE 3: FACTORS AFFECTING RECRUITMENT

In today’s rapidly changing business environment, a well defined recruitment policy is

COMPONENTS OF THE RECRUITMENT POLICY:

• The general recruitment policies and terms of the organisation

A recruitment policy of an organisation should be such that:

• It should focus on recruiting the best potential people.

• Creating a complete online recruitment/application section in the company’s

ONLINE RECRUITMENT TECHNIQUES

• E-recruitment should be incorporated into the overall recruitment strategy of the

ADVANTAGES OF E-RECRUITMENT ARE:

 No intermediaries and improved efficiency of recruitment process.

 Organisations cannot be dependant solely and totally on the online recruitment

INTRODUCTION TO BANKING SECTOR:

Banking in general is defined as the business activity of accepting and

PHASE-WISE TRANSITION OF BANKING SCENARIO IN INDIA:

• Early phase from 1786 to 1969 of Indian Banks

• 1949 : Enactment of Banking Regulation Act.

CORPORATION BANK COMPANY PROFILE:

Sarve Janah Sukhino Bhavanthu

Prosperity for All

Figure 5: Bank’s motto.

At Corporation Bank, what motivates us is the passion to excel in banking by maintaining

SHOULDERING NATIONAL OBJECTIVES:

• To become a provider of World - Class Financial Services

• To meet Customer expectations through Innovation and Technological Initiatives

• To enhance Shareholder's Wealth by sustained, profitable and financially sound

• To fulfil national and social obligations as a responsible Corporate citizen

• CRISIL has re-affirmed the following programmes of Corporation Bank:

• Rs.2 billion Bond issue AAA, Certificate of Deposits Programme P1+,

Financial Network) from Institute for Development and Research in Banking

Technology (IDRBT), Hyderabad (2002)

in Banking Technology (IDRBT), Hyderabad (2003)

• India's Best Bank Award - FE, 2007

• Best P.S. Bank - Business Today, 2007

• SKOCH Challenger Award, 2008 - For Customer Relationship Management

• SCOPE Meritorious Award, 2008 - For Best Managed Bank

• Best Bank Mid-size 2009 Award - Business world

• Banking Technology Awards 2009 for its efforts in implementing innovative

• SKOCH Challenger Award, 2009 - Financial Inclusion Champion of the Year

 Corp new gen-students SB account

 Sales of gold coins and bars

 Corp Pragathi account

 Corp compassion- savings bank