Introduction

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. The objective of the study is to analyze the actual recruitment practices followed at State Bank Of India and to evaluate how far this process confirm to the purposes underlying the operational aspects of the industry. The study on recruitment highlights on the need of recruitment in the bank. Human resource is most valuable asset in the organization. Profitability of the organization depends on its utilization. Proper utilization leads to profit maximization. So, right man should be procured at right place and in right time, otherwise their proper utilization may not be done. And for this job description and person specification is very essential. SBI procures manpower in a very specific manner with the use of documents like job analysis, job description and specification. It has got two steps of selectionaptitude test and final interview. The centralized form of recruitment is being followed here.

Objective of Study
To identify the recruitment process at SBI Sitapur. To understand different field in banking sector. To understand banking sector in India To understand need of recruitment process for different posts and eligibility required. To understand the need and importance to recruitment process. To find merits and demerits of Recruitment process done at SBI, Sitapur. To study the recruitment steps followed for hiring. To understand the theory underpinning recruitment methods. To ascertain whether the practices are ideal enough or need any change for betterment in this changing scenario.

SCOPE OF THE STUDY It provides a complete knowledge of various fundamental concept related to recruitment practices. It extends to the whole of the organization and gives a way to improvement if any required for better talent acquisition. LIMITATIONS Data collected is based on a short interview taken The research exercise was conducted within a limited duration. So a detailed study could not be made.

The findings and conclusions are based on knowledge and of the respondent.

Lack of support from the management side while data collection due to their policy of maintaining secrecy.

RESEARCH METHODOLOGY
RESEARCH Research is an organized inquiry designed and carried out to provide information for solving a problem. --Fred Kerlinger RESEARCH DESIGN Research design can be thought of as the structure of research- it is the glue that holds all of the elements in a research project- the samples or groups, measures, treatments or programs, and methods of assignment- work together to tryto address the central research questions. For this research exploratory designhas been chosen. METHODOLOGY Methodology is the procedure employed by researchers in conducting research operations. As far as primary data is concerned, a detailed questionnaire has been formulated and filled up by the employees; the careful analysis of the data is done to arrive at conclusions. Research type- Exploratory Data type: - primary and secondary data Sample collection- 30 employees of SBI, Sitapur branch Sample location- State bank of India, Sitapur(Main Branch) Instrument- Interview method

SOURCES OF DATA The data has been collected in two ways: PRIMARY DATA Primary data is the type of data that is collected for the first time and is original in character. Hence, for this study, primary data has been collected directly from the deputy manager and a few employees through an interview. SECONDARY DATA Thedata that has been collected by others is called secondary data. The secondary source of information has been collected from companys internal sources like brochures, books and the websites.

INTRODUCTION TO BANKING SECTOR IN INDIA

A bank is an institution that deals in money and its substitutes and provides other financial services. Banks accept deposits and make loans or make an investment to derive a profit from the difference in the interest rates paid and charged, respectively. In India the banks are being segregated in different groups. Each group has their own benefits and limitations in operating in India. Each has their own dedicated target market. Few of them only work in rural sector while others in both rural as well as urban. Many even are only catering in cities. Some are of Indian origin and some are foreign players. Indias economy has been one of the stars of global economics in recent years. It has grown by more than 9% for three years running. The economy of India is as diverse as it is large, with a number of major sectors including manufacturing industries, agriculture, textiles and handicrafts, and services. Agriculture is a major component of the Indian economy, as over 66% of the Indian population earns its livelihood from this area. Banking sector is considered as a booming sector in Indian economy recently.

Banking is a vital system for developing economy for the nation. However, Indian banking system and economy has been facing various challenges and problems which have discussed in other parts of project.

INDIAN BANKING SYSTEM

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. The government's regular policy for Indian bank since 1969 has paid rich dividends with the nationalization of 14 major private banks of India. 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 dial 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: Early phase from 1786 to 1969 of Indian Banks Nationalization 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. After 1991, under the chairmanship of M Narasimham, a committee was set up by his name which worked for the liberalization 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. This resulted that Indian banking is growing at an astonishing rate, with Assets expected to reach US$1 trillion by 2010.

Company Profile
ABOUT SBI

The Bank is actively involved since 1973 in non-profit activity called Community Services Banking. All our branches and administrative offices throughout the country sponsor and participate in large number of welfare activities and social causes. Our business is more than banking because we touch the lives of people anywhere in many ways. BOARD OF DIRECTORS (As on 13th January 2010) Sr. No. Name of Director Shri O.P. Bhatt 1. Chairman Shri S.K. Bhattacharyya 2. MD & CC&RO Shri R. Sridharan 3. MD & GE(A&S) 4. Dr. Ashok Jhunjhunwala 5. Shri Dileep C. Choksi 6. Shri S. Venkatachalam 7. Shri. D. Sundaram 8. Dr. Deva Nand Balodhi 9. Prof. Mohd. Salahuddin Ansari 10. Dr.(Mrs.) Vasantha Bharucha 11. Dr. Rajiv Kumar 12. Shri Arun Ramanathan 13. Smt. Shyamala Gopinath TRANSFORMATION JOURNEY IN STATE BANK OF INDIA

The State Bank of India, the countrys oldest Bank and a premier in terms of balance sheet size, number of branches, market capitalization and profits is today going through a momentous phase of Change and Transformation the two hundred year old Public sector behemoth is today stirring out of its Public Sector legacy and moving with an agility to give the Private and Foreign Banks a run for their money. The bank is entering into many new businesses with strategic tie ups Pension Funds, General Insurance, Custodial Services, Private Equity, Mobile Banking, Point of Sale Merchant Acquisition, Advisory Services, structured products etc each one of these initiatives having a huge potential for growth. The Bank is forging ahead with cutting edge technology and innovative new banking models, to expand its Rural Banking base, looking at the vast untapped potential in the hinterland and proposes to cover 100,000 villages in the next two years. It is also focusing at the top end of the market, on whole sale banking capabilities to provide Indias growing mid / large Corporate with a complete array of products and services. It is consolidating its global treasury operations and entering into structured products and derivative instruments. Today, the Bank is the largest provider of infrastructure debt and the largest arranger of external commercial borrowings in the country. It is the only Indian bank to feature in the Fortune 500 list. The Bank is changing outdated front and back end processes to modern customer friendly processes to help improve the total customer experience. With about 8500 of its own 10000 branches and another 5100 branches of its Associate Banks already networked, today it offers the largest banking network to the Indian customer. The Bank is also in the process of providing

complete payment solution to its clientele with its over 8500 ATMs, and other electronic channels such as Internet banking, debit cards, mobile banking, etc. With four national level Apex Training Colleges and 54 learning Centres spread all over the country the Bank is continuously engaged in skill enhancement of its employees. Some of the training programes are attended by bankers from banks in other countries. The bank is also looking at opportunities to grow in size in India as well as Internationally. It presently has 82 foreign offices in 32 countries across the globe. It has also 7 Subsidiaries in India SBI Capital Markets, SBICAP Securities, SBI DFHI, SBI Factors, SBI Life and SBI Cards - forming a formidable group in the Indian Banking scenario. It is in the process of raising capital for its growth and also consolidating its various holdings. Throughout all this change, the Bank is also attempting to change old mindsets, attitudes and take all employees together on this exciting road to Transformation. In a recently concluded mass internal communication programme termed Parivartan the Bank rolled out over 3300 two day workshops across the country and covered over 130,000 employees in a period of 100 days using about 400 Trainers, to drive home the message of Change and inclusiveness. The workshops fired the imagination of the employees with some other banks in India as well as other Public Sector Organizations seeking to emulate the programme.

EVOLUTION OF SBI
The origin of the State Bank of India goes back to the first decade of the nineteenth century with the establishment of the Bank of Calcutta in Calcutta on 2 June 1806. Three years later the bank received its charter and was redesigned as the Bank of Bengal (2 January 1809). A unique institution, it was the first joint-stock bank of British India sponsored by the Government of Bengal. The Bank of Bombay (15 April 1840) and the Bank of Madras (1 July 1843) followed the Bank of Bengal. These three banks remained at the apex of modern banking in India till their amalgamation as the Imperial Bank of India on 27 January 1921. Primarily Anglo-Indian creations, the three presidency banks came into existence either as a result of the compulsions of imperial finance or by the felt needs of local European commerce and were not imposed from outside in an arbitrary manner to modernise India's economy. Their evolution was, however, shaped by ideas culled from similar developments in Europe and England, and was influenced by changes occurring in the structure of both the local trading environment and those in the relations of the Indian economy to the economy of Europe and the global economic framework.

Bank of Bengal H.O.

Establishment
The establishment of the Bank of Bengal marked the advent of limited liability, joint-stock banking in India. So was the associated innovation in banking, viz. the decision to allow the Bank of Bengal to issue notes, which would be accepted for payment of public revenues within a restricted geographical area. This right of note issue was very valuable not only for the Bank of Bengal but also its two siblings, the Banks of Bombay and Madras. It meant an accretion to the capital of the banks, a capital on which the proprietors did not have to pay any interest. The concept of deposit banking was also an innovation because the practice of accepting money for safekeeping (and in some cases, even investment on behalf of the clients) by the indigenous bankers had not spread as a general habit in most parts of India. But, for a long time, and especially upto the time that the three presidency banks had a right of note issue, bank notes and government balances made up the bulk of the investible resources of the banks. The three banks were governed by royal charters, which were revised from time to time. Each charter provided for a share capital, four-fifth of which were privately subscribed and the rest owned by the provincial government.

Group Photogaph of Central Board (1921)

Business
The business of the banks was initially confined to discounting of bills of exchange or other negotiable private securities, keeping cash accounts and receiving deposits and issuing and circulating cash notes. Loans were restricted to Rs.one lakh and the period of accommodation confined to three months only. The security for such loans was public securities, commonly called Company's Paper, bullion, treasure, plate, jewels, or goods 'not of a perishable nature' and no interest could be charged beyond a rate of twelve per cent. Loans against goods like opium, indigo, salt woollens, cotton, cotton piece goods, mule twist and silk goods were also granted but such finance by way of cash credits gained momentum only from the third decade of the nineteenth century. All commodities, including tea, sugar and jute, which began to be financed later, were either pledged or hypothecated to the bank. Demand promissory notes were signed by the borrower in favour of the guarantor, which was in turn endorsed to the bank. Lending against shares of the banks or on the mortgage of houses, land or other real property was, however, forbidden. Indians were the principal borrowers against deposit of Company's paper, while the business of discounts on private as well as salary bills was almost the exclusive monopoly of individuals Europeans and their partnership firms. But the main function of the three banks, as far as the government was concerned, was to help the latter raise loans from time to time and also provide a degree of stability to the prices of government securities. Old Bank of Bengal

Major change in the conditions

A major change in the conditions of operation of the Banks of Bengal, Bombay and Madras occurred after 1860. With the passing of the Paper Currency Act of 1861, the right of note issue of the presidency banks was abolished and the Government of India assumed from 1 March 1862 the sole power of issuing paper currency within British India. The task of management and circulation of the new currency notes was conferred on the presidency banks and the Government undertook to transfer the Treasury balances to the banks at places where the banks would open branches. None of the three banks had till then any branches (except the sole attempt and that too a short-lived one by the Bank of Bengal at Mirzapore in 1839) although the charters had given them such authority. But as soon as the three presidency bands were assured of the free use of government Treasury balances at places where they would open branches, they embarked on branch expansion at a rapid pace. By 1876, the branches, agencies and sub agencies of the three presidency banks covered most of the major parts and many of the inland trade centres in India. While the Bank of Bengal had eighteen branches including its head office, seasonal branches and sub agencies, the Banks of Bombay and Madras had fifteen each.

Bank of Madras Note Dated 1861 for Rs.10

SBI's Retail Banking

State Bank of India offers a wide range of services in the Personal Banking Segment which are indexed here. SBI Term Deposits SBI Recurring Deposits SBI Housing Loan SBI Car Loan SBI Educational Loan SBI Personal Loan DEPOSIT SCHEMES All branches, are fully computerised, and realise the advantage of our vast network. Place funds in Multi Option Deposit Scheme, a term deposit which is not fixed at all and comes with a unique break-up facility which provides you full liquidity as well as benefits of higher rates of returns, through your savings bank account. Alternately, keep that deposit intact by availing an overdraft facility, to meet your occasional temporary funds requirements. SBI Loan For Pensioners Loan Against Mortgage Of Property Loan Against Shares & Debentures Rent Plus Scheme Medi-Plus Scheme Rates Of Interest

PERSONAL FINANCE

State Bank of India has a variety of schemes under Personal Finance to satisfy varying needs of the banking public. The Bank offers the following schemes with attractive rates of interest:

Loan For ESOPS * Housing Loan * Easy Travel Loan * Car Loan * Educational Loan * Personal Loan * Property Loan * Loan to Pensioners * Loan Against Shares/Debentures * Festival Loans * Medi-Plus Scheme * Teachers-Plus Scheme * Sainik-Plus Scheme * Tribal-Plus Scheme * EMI Calculator * Credit Khazana

SERVICES

State Bank of India offers a wide range of services in the Personal Banking Segment which are indexed here. Click on each of them to access the details.
eZ-trade@sbi SBI VISHWA YATRA FOREIGN TRAVEL CARD ATM SERVICES GIFT CARDS GIFT CHEQUES INTERNET BANKING FOREIGN INWARD REMITTANCE LOCKER

Conceptual Review
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 is as follows: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Posts to be filled Number of persons Duties to be performed Qualifications required

Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making

1. Identify vacancy 2. Prepare job description and person specification 3. Advertising the vacancy 4. Managing the response 5. Short-listing 6. Arrange interviews 7. Conducting interview and decision making The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.

The human resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so,

they have to keep the present as well as the future requirements of the organization in mind.

Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal definition of recruitment would give clear cut idea about the function of recruitment.

DEFINITIONS
Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment is a linking function-joining together those with jobs to fill and those seeking jobs. It is a joining process in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the latter.

In order to attract people for the jobs, the organization must communicate the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract qualified applicants and provide enough information for unqualified persons to self-select themselves out. Thus, the recruitment process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.

PURPOSES AND IMPORTANCE

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

 Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decide whether they wish to work for it. A well-planned and well-managed recruiting effort will result in highquality applicants, whereas, a haphazard and piecemeal effort will result in mediocre ones. High-quality employees cannot be selected when better candidates do not know of job openings, are not interested in working for the company and do not apply. The recruitment process should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for the vacant positions. The negative consequences of a poor recruitment process speak volumes about its role in an organization. The failure to generate an adequate number of reasonably qualified applicants can prove costly in several ways. It can greatly complicate the selection process and may result in lowering of selection standards. The poor quality of selection means extra cost on training and supervision. Furthermore, when recruitment fails to meet the organizational needs for talent, a typical response is to raise entry-level pay scales. This can distort traditional wage and salary relationships in the organization, resulting in avoidable consequences.

SUB-SYSTEMS OF RECRUITMENT
The recruitment process consists of the following four sub-functions:-

Finding out and developing the sources where the required number and kind of employees will be available. Developing suitable techniques to attract the desirable candidates. Employing the techniques to attract candidates. Stimulating as many candidates as possible and asking them to apply for jobs irrespective of the number of candidates required.

Management has to attract more candidates in order to increase the selection ratio so that the most suitable candidate can be selected out of the total candidates available. Recruitment is positive as it aims at increasing the number of applicants and selection is somewhat negative as it selects the suitable candidates in which process; the unsuitable candidates are automatically eliminated. Though, the function of recruitment seems to be easy, a number of factors make performance of recruitment a complex one.

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment:1) INTERNAL FACTORS Recruiting policy Temporary and part-time employees Recruitment of local citizens Engagement of the company in HRP Companys size Cost of recruitment Companys growth and expansion 2) EXTERNAL FACTORS Supply and Demand factors Unemployment Rate

Labour-market conditions

Political and legal considerations Social factors Economic factors Technological factors

RECRUITMENT POLICY
Recruitment policy of any organization is derived from the personnel policy of the same organization. In other words the former is a part of the latter. However, recruitment policy by itself should take into consideration the governments reservation policy, policy regarding sons of soil, etc., personnel policies of other organizations regarding merit, internal sources, social responsibility in absorbing minority sections, women, etc. Recruitment policy should commit itself to the organisations personnel policy like enriching the organisations human resources or servicing the community by absorbing the retrenched or laid-off employees or casual/temporary employees or dependents of present/former employees, etc.

The following factors should be taken into consideration in formulating recruitment policy. They are: Government policies Personnel policies of other competing organizations

Organisations personnel policies

Recruitment sources Recruitment needs Recruitment cost Selection criteria and preference

RECRUITMENT- Matching the of the organization & applicants

IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES

Recruitment policies are mostly drawn from personnel policies of the organization. According to Dale Yodar and Paul D. Standohar, general personnel policies provide a wide variety of guidelines to be spelt out in recruitment policy. After formulation of the recruitment policies, the management has to decide whether to centralize or decentralize the recruitment function.

CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some organizations like commercial banks resort to centralized recruitment while some organizations like the Indian Railway resort to decentralized recruitment practices. Personnel department at the central office performs all the functions of recruitment in case of centralised recruitment and personnel departments at unit level/zonal level perform all the functions of recruitment concerning to the jobs of the respective unit or zone.

MERITS OF CENTRALISED RECRUITMENT

Average cost of recruitment per candidate/unit should be relatively less due to economies of scale. It would have more expertise available to it. It can ensure broad uniformity among human resources of various units/zones in respect of education, skill, knowledge, talent, etc.

It would generally be above malpractices, abuse of powers, favouritism, bias, etc.

It would facilitate interchangeability of staff among various units/zones.

 It enables the line managers of various units and zones to concentrate on their operational activities by relieving them from the recruiting functions.

It enables the organization to have centralised selection procedure, promotional and transfer procedure, etc.

It ensures the most effective and suitable placement to candidates.

It enables centralised training programmes which further brings uniformity and minimizes average cost of staff.

MERITS OF DECENTRALISED RECRUITMENT

The unit concerned concentrates only on those sources/places wherein normally gets the suitable candidates. As such the cost of recruitment would be relatively less. The unit gets most suitable candidates as it is well aware of the requirements of the job regarding culture, traditional, family background aspects, local factors, social factors, etc. Units can recruit candidates as and when they are required without any delay. The units would enjoy freedom in finding out, developing the sources, in selecting and employing the techniques to stimulate the candidates. The unit would relatively enjoy advantage about the availability of information, control and feedback and various functions/processes of recruitment.

 The unit would enjoy better familiarity and control over the employees it recruits rather than on employees selected by the central recruitment agency. Both the systems of recruitment would suffer from their own demerits. Hence, the management has to weigh both the merits and demerits of each system before making a final decision about centralizing or decentralizing the recruitment. Alternatively management may decentralize the recruitment of certain categories of employees preferably middle and top level managerial personnel and centralize the recruitment of other categories of employees preferably lower level positions in view of the nature of the jobs and suitability of those systems for those categories of positions. The management has to find out and develop the sources of recruitment after deciding upon centralizing or decentralizing the recruitment function.

SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal sources and external sources. Both have their own merits and demerits. Lets examine these.

Internal Sources:Persons who are already working in an organization constitute the internal sources. Retrenched employees, retired employees, dependents of deceased employees may also constitute the internal sources. Whenever any vacancy arises, someone from within the organization is upgraded, transferred, promoted or even demoted. External Sources External sources lie outside an organization. Here the organization can have the services of : (a) Employees working in other organizations; (b) Jobs aspirants registered with employment exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by unions, friends, relatives and existing employees; (e) Candidates forwarded by search firms and contractors; (f) Candidates responding to the advertisements, issued by the organization; and (g) Unsolicited applications/ walk-ins.

Merits and Demerits of Recruiting people from Within Merits 1) Economical: The cost of recruiting internal candidates is minimal. No expenses are incurred on advertising. 2) Suitable: The organization can pick the right candidates having the requisite skills. The candidate can choose a right vacancy where their talents can be fully utilized. 3) Reliable: The organization has the knowledge about suitability of a candidate for a position. 1) Demerits Limited Choice: The organization is forced to select candidates from a limited pool. It may have to sacrifice quality and settle down for less qualified candidates. Inbreeding: It discourages entry for talented people, available outside an organization. Existing employees may fail to behave in innovative ways and inject necessary dynamism to enterprise

2)

Known devils are better than unknown angels! 4) Satisfying: A policy of preferring people from within offers regular promotional avenues for employees. It motivates them to work hard and earn promotions. They will work with loyalty commitment and enthusiasm.

activities. 3) Inefficiency: Promotions based on length of service rather than merit, may prove to be a blessing for inefficient candidate. They do not work hard and prove their worth. Bone of contention: Recruitment from within may lead to infighting among employees aspiring for limited, higher level positions in an organization. As years roll by, the race for premium positions may end up in a bitter race.

4)

The merits and demerits of recruiting candidates from outside an organization may be stated thus:

Merits and Demerits of External sources of Recruitment Merits Wide Choice: The organization has the freedom to select candidates from a large pool. Persons with requisite qualifications could be picked up. Infection of fresh blood: People with special skills and knowledge could be hired to stir up the existing employees and pave the way for innovative ways of working. Motivational force: It helps in motivating internal employees to work hard and compete with external candidates while seeking career growth. Such a competitive atmosphere would help an employee to work to the best of his abilities. Long term benefits: Talented people could join the ranks, new ideas could find meaningful expression, a competitive atmosphere would compel people to give out their best and earn rewards, etc. Demerits Expenses: Hiring costs could go up substantially. Tapping multifarious sources of recruitment is not an easy task either. Time consuming: It takes time to advertise, screen, to test and test and to select suitable employees. Where suitable ones are not available, the process has to be repeated. De-motivating: Existing employees who have put in considerable service may resist the process of filling up vacancies from outside. The feeling that their services have not been recognized by the organization, forces then to work with less enthusiasm and motivation. Uncertainty: There is no guarantee that the organization, ultimately will be able to hire the services of suitable candidates. It may end up hiring someone who does not fit and who may not be able to adjust in the new setup.

METHODS OF RECRUITMENT
The following are the most commonly used methods of recruiting people. INTERNAL METHODS: 1. Promotions and Transfers This is a method of filling vacancies from within through transfers and promotions. A transfer is a lateral movement within the same grade, from one job to another. It may lead to changes in duties and responsibilities, working conditions, etc., but not necessarily salary. Promotion, on the other hand, involves movement of employee from a lower level position to a higher level position accompanied by (usually) changes in duties, responsibilities, status and value. Organisations generally prepare badli lists or a central pool of persons from which vacancies can be filled for manual jobs. Such persons are usually passed on to various departments, depending on internal requirements. If a person remains on such rolls for 240 days or more, he gets the status of a permanent employee as per the Industrial Disputes Act and is therefore entitled to all relevant benefits, including provident fund, gratuity, retrenchment compensation.

2. Job Posting Job posting is another way of hiring people from within. In this method, the organisation publicises job opening on bulletin boards, electronic method and similar outlets. One of the important advantages of this method is that it offers a chance to highly qualified applicants working within the company to look for growth opportunities within the company to look for growth opportunities within the company without looking for greener pastures outside. 3. Employee Referrals Employee referral means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. The logic behind employee referral is that it takes one to know one. Employees working in the organization, in this case, are encouraged to recommend the names of their friends, working in other organizations for a possible vacancy in the near future. In fact, this has become a popular way of recruiting people in the highly competitive Information Technology industry nowadays. Companies offer rich rewards also to employees whose recommendations are accepted after the routine screening and examining process is over and job offers extended to the suggested candidates. As a goodwill gestures, companies also consider the names recommended by unions from time to time.

External (direct) Methods Campus Recruitment It is a method of recruiting by visiting and participating in college campuses and their placement centres. Here the recruiters visit reputed educational institutions such as IITs, IIMs, colleges and universities with a view to pick up job aspirants having requisite technical or professional skills. Job seekers are provided information about the jobs and the recruiters, in turn, get a snapshot of job seekers through constant interchange of information with respective institutions. A preliminary screening is done within the campus and the short listed students are then subjected to the remainder of the selection process. In view of the growing demand for young managers, most reputed organizations (such as Hindustan Lever Ltd., Proctor & Cable, Citibank, State Bank of India, Tata and Birla group companies) visit IIMs and IITs regularly and even sponsor certain popular campus activities with a view to earn goodwill in the job market. Advantages of this method include: the placement centre helps locate applicants and provides resumes to organizations; applicants can be prescreened; applicants will not have to be lured away from a current job and lower salary expectations. experience. The organizations will have to offer some kind of training to the applicants, almost immediately after hiring. It demands careful advance planning, looking into the placement weeks of various institutions in On the negative front, campus recruiting means hiring people with little or no work

different parts of the country. Further, campus recruiting can be costly for organizations situated in another city (airfare, boarding and lodging expenses of recruiters, site visit of applicants if allowed, etc.). If campus recruitment is used, steps should be taken by human resource department to ensure that recruiters are knowledgeable concerning the jobs that are to be filled and the organizations and understand and employ effective interviewing skills. Guidelines for campus recruiting: companies using college campuses as recruitment source should consider the following guidelines:

Identify the potential candidates early: The earlier that candidate with top potential can be identified, the more likely the organization will be in a position to attract them.

Employ various means to attract candidates: These may include providing research grants; consulting opportunities to faculty members, funding university infrastructural requirements, internships to students, etc. in the long run these will enhance the prestige of the company in the eyes of potential job seekers.

Use effective recruitment material: Attractive brochures, films, computer diskettes, followed by enthusiastic and effective presentations by company officials, correspondence with placement offices in respective campus in a friendly way will help in booting the company image in the eyes of the applicants. The company must provide detailed information about the characteristics of entry level positions, especially those that have had a major positive impact on prior applicants decisions to join the company.

Offer training to campus interviews: Its better to devote more time and resources to train on campus interviewers to answer specific job related questions of applicants.

Come out with a competitive offer: Keep the key job attributes that influence the decisions of applicants such as promotional avenues, challenging assignments, long term income potential, etc., while talking to candidates.

Indirect methods:Advertisements:These include advertisements in newspapers; trade, professional and technical journals; radio and television; etc. in recent times, this medium has become just as colourful, lively and imaginative as consumer advertising. The ads generally give a brief outline of the job responsibilities, compensation package, prospects in organizations, etc. this method is appropriate when (a) the organization intends to reach a large target group and (b) the organizations wants a fairly good number of talented people who are geographically spread out. To apply for advertised vacancies lets briefly examine the wide variety of alternatives available to a company - as far as ads are concerned:

Newspaper Ads: Here it is easy to place job ads without much of a lead time. It has flexibility in terms of information and can conveniently target a specific geographic location. On the negative side, newspaper ads tend to attract only those who are actively seeking employment at that point of time, while some of

the best candidates who are well paid and challenged by their current jobs may not be aware of such openings. As a result, the company may be bombarded with applications from a large number of candidates who are marginally qualified for the job adding to its administrative burden. various reasons (avoiding To maintain secrecy for sending signals to the rush,

competitors, cutting down expenses involved in responding to any individual who applies, etc.), large companies with a national reputation may also go in for blind-box ads in newspapers, especially for filling lower level positions. In a blind-box ad there is no identification of the advertising organization. Job aspirants are asked to respond to a post office box number or to an employment firm that is acting as an agent between the job seekers and the organization.

Television and radio ads: These ads are more likely to each individual who are not actively seeking employment; they are more likely to stand out distinctly, they help the organization to target the audience more selectively and they offer considerable scope for designing ads creatively. However, these ads are expensive. Also, because the television or radio is simply seen or heard, potential candidates may have a tough time remembering the details, making application difficult.

Third Party Methods

Private Employment Search Firms:As search firm is a private employment agency that maintains computerized lists of qualified applicants and supplies these to employers willing to hire people from the list for a fee. Firms like Arthur Anderson, Boble and Hewitt, ABC consultants, SB Billimoria, KPMG; Ferguson Associates offers specialized employment-related services to corporate houses for a fee, especially for top and middle level executive vacancies. AT the lower end, a number of search firms operate providing multifarious services to both recruiters and the recruitees.

Employment Exchanges:AS a statutory requirement, companies are also expected to notify (wherever the Employment Exchanges Act, 1959, applies) their vacancies through the respective Employment Exchanges, created all over India for helping unemployed youth, displaced persons, ex-military personnel, physically handicapped, etc. AS per the Act all employers are supposed to notify the vacancies arising in their establishments form time to time with certain exemptions to the prescribed employment exchanges before they are filled. sector. The Act covers all establishments in public sector and nonagricultural establishments employing 25 or more workers in the private However, in view of the practical difficulties involved in implementing the provisions of the Act (such as filing a quarterly return in

respect of their staff strength, vacancies and shortages, returns showing occupational distribution of their employees, etc.) many organizations have successfully fought court battles when they were asked to pick up candidates from among those sponsored by the employment exchanges. Gate Hiring and Contractors:Gate hiring (where job seekers, generally blue collar employees, present themselves at the factory gate and offer their services on a daily basis), hiring through contractors, recruiting through word-of-mouth publicity are still in use despite the many possibilities for their misuse in the small scale sector in India.

Unsolicited Applicants / Walk-ins:Companies generally receive unsolicited applications from job seekers at various points of time; the number of such applications depends on economic conditions, the image of the company and the job seekers perception of the types of jobs that might be available etc. Such applications are generally kept in a data bank and whenever a suitable vacancy arises, the company would intimate the candidates to apply through a formal channel. One important problem with this method is that job seekers generally apply to number of organizations and when they are actually required by the organizations, either they are already employed in other organizations or are not simply interested in the position.

Alternatives to Recruitment:-

Since recruitment and selection costs are high (search process, interviewing agency fee, etc.) firms these days are trying to look at alternatives to recruitment especially when market demand for firms products and services is sluggish. Moreover, once employees are placed on the payroll, it may be extremely difficult to remove them if their performance is marginal. Some of the options in this regard may be listed thus: Evaluation of Alternative Sources Companies have to evaluate the sources of recruiting carefully looking at cost, time, flexibility, quality and other criteria before earmarking funds for the recruitment process. They cannot afford to fill all their vacancies through a particular source. To facilitate the decision making process in this regard, companies rely on the following: Time lapse data: They show the time lag between the dates of requisition for manpower supply from a department to the actual date of filling the vacancies in that department. For example, a companys past experience may indicate that the average number of days from application to interview is 10, from interview to offer is 7, from offer to acceptance is 10 and from acceptance to report for work is 15. Therefore, if the company starts the recruitment and selection process now it would require 42 days before the new employee joins its ranks. Armed with this information, the length of

the time needed for alternative sources of recruitment can be ascertained before pinning hopes on a particular source that meets the recruitment objectives of the company. Yield ratios: These ratios indicate the number of leads / contacts needed to generate a given number of hires at a point at time. For example, if a company needs 10 management trainees in the next six months, it has to monitor past yield ratios in order to find out the number of candidates to be contacted for this purpose. On the basis of past experience, to continue the same example, the company finds that to hire 10 trainees, it has to extend 20 offers. If the interview-tooffer is 3:2, then 30 interviews must be conducted. If the invitees to interview ratios are 4:3 then, as many as 40 candidates must be invited. Lastly, if contacts or leads needed to identify suitable trainees to invite are in 5:1 ratio, then 200 contacts are made.
Surveys and studies: Surveys may also be conducted to find out the

suitability of a particular source for certain positions. For example, as pointed out previously, employee referral has emerged as popular way of hiring people in the Information Technology industry in recent times in India. Correlation studies could also be carried out to find out the relationship between different organizational positions. Before finally identifying the sources of recruitment, the human resource managers must also look into the cost or hiring a candidate. The cost per hire can be found out by dividing the recruitment cost by the number of candidates hired.

SELECTION
Introduction The size of the labour market, the image of the company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner of aspirants are likely to respond to the recruiting efforts of the company. Through the process of recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection. Definition To select mean to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Purpose The purpose of selection is to pick up the most suitable candidate who would meet the requirements of the job in an organisation best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of

selection process. How well an employee is matched to a job is very important because it is directly affects the amount and quality of employees work. Any mismatched in this regard can cost an organisation a great deal of money, time and trouble, especially, in terms of training and operating costs. In course of time, the employee may find the job distasteful and leave in frustration. He may even circulate hot news and juicy bits of negative information about the company, causing incalculable harm to the company in the long run. Effective election, therefore, demands constant monitoring of the fit between people the job.

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

Steps in Selecting Process

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

Screening Interview A preliminary interview is generally planned by large organisations to cut the cost of selection by allowing only eligible candidates to go through the further stages in selection. A junior executive from the Personnel Department may elicit responses from the applicants on important items determining the suitability of an applicant for a job such as age, education, experience, pay expectations, aptitude, location, choice etc. this courtesy interview as it is often called helps the department screen out obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to the applicants to fill and submit. Application Blank Application blank or form is one of the most common methods used to collect information on the various aspects of the applicants academic, social, demographic, work related background and references. It is a brief history sheet of employees background, usually containing the following things: Personal data (address, sex, telephone number) Marital data Educational data Employment Experience Extra-curricular activities References and Recommendations

Recruitment at SBI Bank

RECRUITMENT STEPS IN STATE BANK OF INDIA Vacancies identified. Job description and person specification designed. Available vacancies are advertised. Selection test conducted as per scheduled date. Short listed candidates are called for final interview. The successful candidates are being informed through a written offer. The new joiners further attend in-house training Whenever vacancies are identified, this may arise out of promotion, retirement, VRS or for new openings. The Central recruitment and promotion department conducts the recruitment steps further for manpower acquisition. The form of recruitment here is a centralized one. State bank Of India basically recruits through external resources. It searches for clerical cadre, probationary officers, marketing and recovery officers, management executives. The selection criteria for each are different. For clerical cadre - the candidates are requested to apply online through the banks website. Educational qualification Required-

1. Minimum 12th standard (10+2) pass or equivalent qualification there of with a minimum of 60% marks (55% for SC/ST/PWD/XS). Or A degree from a recognized University (graduation level) with a minimum of 40% marks (35%marks for SC/ST/PWD/XS) 2. Should be able to write and speak English fluently 3. Knowledge of other Indian language will be added qualification. Age Minimum age 18 years and maximum 28 years. Application fee charged : Rs. 250/- for General and Rs. 50 /- for SC/ST/PWD/XS

Selection procedure
Selection is made on the basis of performance in the written test and interview taken together. The written test consists of objective type questions1. General Awareness 2. General English 3. Quantitative Aptitude 4. Reasoning ability 5. Marketing Aptitude/Computer knowledge. Way to apply: - Candidates are required to go to any CBS Branch of State Bank of India and pay the amount of fees and get receipt from the branch. The candidates are required to apply online through website www.statebankofindia.com and http://www.sbi.co.in/. No other means/mode of application are accepted.

Salient features mentioned in the advertisements are as follows: 1. Scale of Pay : 4410-215/3-5055-335/3-6060-470/4-7940-500/3-9440560/4-11680-970/1-12650-560/1-13210 2. Emoluments : The total starting emolument of a Clerical Cadre employee payable at Metro like Mumbai will be around Rs. 8000/- per month for Graduates inclusive of D.A. and other allowances at the current rate. Allowances may vary depending upon the place of posting. The new recruits must have flair for marketing and will be required to make customer calls and provide banking services, advisory services and cross sell products etc. inside and outside Bank premises. The duties involve e extensive outdoor travelling. Depending upon requirement, there will be flexible working hours and working in shifts. 3. Nationality / Citizenship : A candidate must be either i) a Citizen of India or ii) a subject of Nepal or ii i) a subject of Bhutan or iv) a Tibetan refugee who came over to India before 1st January, 1962 with the intention of permanently settling in India or v) a person of Indian origin who has migrated from Pakistan, Burma, Sri Lanka, East African countries of Kenya, Uganda, the United Republic of Tanzania (formerly Tanganyika and Zanzibar), Zambia, Malawi, Zaire, Ethiopia and Vietnam with the intention of permanently settling in India, provided that a candidate belonging to categories (ii), (iii), (iv) and (v) above shall be a person in whose favour a certificate of eligibility has been issued by the Government of India. A candidate in whose case a certificate of eligibility is

necessary, may be admitted to the examination/ interview conducted by the Bank but on final selection, the offer of appointment may be given only after the necessary eligibility certificate has been issued to him by the Government of India. 4. Definitions : Ex-Serviceman : Only those candidates shall be treated as Ex-Servicemen who fulfil the revised definition as laid down in Government of India, Ministry of Home Affairs, Department of Personnel and Administrative Reforms Notification No.36034/5/85/ Estt(SCT) dated 27th October, 1986 as amended from time to time. Disabled Ex-Servicemen : Ex-Servicemen who while serving in Armed Forces of the Union were disabled in operation against the enemy or in disturbed areas shall be treated as Disabled Ex- Servicemen. Dependents of Servicemen killed in Action : Servicemen killed in the following operations would be deemed to have been killed in action attributable to Military Service (a) war (b) warlike operations or border skirmishes either with Pakistan on cease fire line or any other country (c) Fighting against armed hostilities in a counter insurgency environment viz. Nagaland, Mizoram, etc. (d) Serving with peacekeeping mission abroad (e) Laying or clearance of mines including enemy mines as also mine sweeping operation between one month before and three months after conclusion of an operation (f) Frost-bite during actual operations or during the period specified by the Government (g) Dealing with agitating Para-Military forces personnel (h) IPKF personnel killed during the operations in Sri Lanka.

NOTE : 1) Candidates still serving in Defence and desirous of applying under Ex-Servicemen category should submit a certificate from the competent authority to the effect that they would be released /retired on or before 31.08.2010. 2) Ex-Servicemen candidates who have already secured employment under the Central Government in Group C & D will be permitted the benefit of age relaxation as prescribed for Ex-Servicemen for securing another employment in a higher grade or cadre in Group C/ D under the Central Government. However, such candidate s will not be eligible for the benefits of reservation for Ex- Servicemen. 3) The Territorial Army Personnel will however be treated as Ex-Servicemen w.e.f. 15. 11.1986. 4) An Ex-Serviceman who has once joined a Government job on the civil side after availing of the benefits given to him as an ExServiceman for his re -employment, his Ex- Serviceman status for the purpose of re-employment in job ceases. 5. Reservation for Persons with Disability (PWD) : Vacancies are reserved for Disabled (Physically Challenged) Persons under Section 33 of the Persons with Disabilities (Equal Opportunities, Protection of Rights and Full Participation) Act,1995 (1 of 1996) as per government guidelines. Candidates with following disabilities are eligible to apply as per the definitions given in the above act : a) Blindness b) Low Vision c) Hearing Impairment d) Locomotor Disability or Cerebral Palsy

Only such persons would be eligible for reservation in services/posts who suffer from not less than 40% of relevant disability. A person who wants to avail the benefit of reservation will have to submit a Disability Certificate issued by Medical Board duly constituted by Central or State Government. Candidates falling in the following categories of the disabled may apply for the post : Documents needed to produce during the interviews are: 1. Detached port ion of call letter issued for written examination 2. (a) School leaving Certificate or any other acceptable documentary proof regarding date of birth. (b) Certificates and mark sheets of qualification you possess as mentioned in your application including certificate(s) in support of your having computer knowledge/proficiency, if any. (c) Candidate belonging to reserved category will produce Caste/Community certificate in the format prescribed by the Government of India, from the competent authority. In case of candidate belonging to Other Backward Class (OBC), the certificate should have Non Creamy Layer clause for financial year 20072008 issued on or after 01.04.2008 on the lines of format given in the BioData cum Attestation Form (d) Candidate belonging to Physically Handicapped category will produce a medical certificate as specified in the Disabilities Act of 1995 in support of his/her disability for our verification. (e) Ex-servicemen Candidates who were serving in Defence and had applied under Exservicemen category should submit a certificate from the

competent authority stating that they have been released/retired on or before 31.07.2008 as stated in para 7 of the advertisement no.CRPD/CR/2008-09/1. (f) Two Character Certificates issued in the recent past from :a. School/College last attended. b. the State/Central Government Gazetted Officer. c. the previous/present employer in case you were/are employed. (g) Testimonials from your present/previous employers & Service Certificate(s),in respect of your present/previous employment, if any. (h) IDENTITY CERTIFICATE on Page 4 of the Bio-Data-cum-Attestation form should be signed by any one of the following Gazetted Officers of Central / State Government, Member of Parliament / State Legislature, SubDiv. Magistrate / Officer, Tahasildar or Naib / Dy. Tahasildar authorized to exercise magisterial powers, Principal / Head Master of recognized Institutions, Block Development Officeror Post Master. (i) Attested English version of those certificates, which are in vernacular language. 3. Persons in the service of Government/Public Sector Banks/Undertakings, have to submit a No Objection Certificate from their present employer. Your candidature is liable to be cancelled, if it is not produced. It should be further noted that in case you are selected, you should produce proper relieving letter from your employer at the time of taking up your appointment.

Clerical Staff during 2009-10: 11000 Posts in

AHMEDABAD: 500 Posts BANGLORE: 800 Posts BHOPAL: 800 Posts BHUBANESWA: R 500 Posts CHANDIGARH: 900 Posts CHENNAI: 900 Posts GUWAHATI: 500 Posts HYDERABAD: 900 Posts KOLKATA: 900 Posts LUCKNOW: 900 Posts MUMBAI: 1100 Posts NEW DELHI: 1000 Posts PATNA: 900 Posts THIRUVANANTHAPURAM: 400 Posts

MAJOR FINDINGS ARE: Sources used for recruitment is basically advertisement. Centralized form of recruitment. Criteria for educational qualification vary according to the posts. Aptitude test and personal interview mainly used for selection. Reference check is done. Two stages involves in selection process. Reservation of seats according to the caste factor plays an important role. Marketing and recovery officers are recruited on contractual basis and later mad e permanent based on performance. Dependants of serviceman killed in action, ex-serviceman, physically challenged people too get an opportunity to work for SBI. Applications are filled online through company website. Age concession varies according to class and caste factor. The ads contain a well designed job description with clear definition for few fa cts The application fee too varies by the caste factor. Many feel training should be conducted based on individual needs. Expenses are incurred for advertisements but application fees balance it in the other way. Restructuring of hiring process can be done. Ads generate a wide range of pool of applicants.

Quota reservation isnt appreciated by many while some find it as an equal emplo yment opportunity. RECOMMENDATION Based on the detailed study carried out the following are few suggestions:Govt. policies on reservation of seats can be revised. The promotions can be done on performance basis. The selection levels can be elaborated to select the very best competent employe e in todays competitive age. Setting of goals on monthly basis will enhance performance. Training can be conducted based on the need of an employee rather than making it mandatory for a certain cadre of staffs all together. CONCLUSION The topic of the study was Recruitment practices in State Bank Of India. The study has helped in understanding the theoretical and practical aspects of r ecruitment in reality. It has given a way to in depth understanding of the hirin g process of SBI.Recruitment is in centralized form. And the external source i.e . by the way of advertisements people are being made aware of the vacancies. The advertisements are designed in such a way that there remains no iota of confusi on with the job description, eligibility criteria and few terms with proper defi

nition and explanation. Advertisements are highly informative in nature. Application forms are being filled online. The large pool of talents then sit fo r a written aptitude test and the selected ones further move on with personal in terview. The successful ones are being informed and then the induction program i s being conducted for them. As far as the recruitment process is concerned, it is a standard process being f ollowed but with changing time and expansion or innovations in banking technolog y this process can be modified a bit seeing the pros and con of the situation. At last I would conclude that STATE BANK OF INDIA has achieved its entire goal w ith its idea and unique idea. It has good manpower and provides good facilities to its employees. The majority of companys profitability ratios shows upward tr end. The performance of the company can be considered as considered as satisfact ory in time of recession As per my opinion STATE BANK OF INDIA has a wide scope to develop in future.

QUESTIONNAIRE
BANK OFFICIALS

Name Companys name Designation DateNote Please tick the appropriate option. 1. What source you adopt to source candidates? a. Employee referral b. Campus recruitment c. Advertising d. Recruitment agencies e. Job portals f. Other, pls specify 2. How many stages are involved in selecting the candidate? a. 1 b. 2 c. 3 d. 4 e. More 3. Do you use any of the following tests during the process of recruitment? a. Written b. Aptitude c. Group Discussion d. Personal Interview e. Psychometric test f. Other, pls specify 4. How do you track the source of candidate? a. Manual b. Software c.Online d.Windows. Xls

5. Apart from the HR Manager, who all from the other departments are required to get involved in interviewing process? a. Sales b. Administration c. HR Executives d. Other, pls specify 6. What is the average time spent by sales dept. during recruitment (each candidate)? a. 10mins. b. 10 to 20mins. c. 20 to 30mins. d. More 7. What is the average time spent by HR dept. during recruitment (each candidate)? a. 10mins. b. 10 to 20mins. c. 20 to 30mins. d. More 8. What is the average time spent by Admin dept. during recruitment (each candidate)? a. 10mins. b. 10 to 20mins. c. 20 to 30mins. d. More 9. Do you follow different recruitment process for different grades of employees? a. No b. Yes 10. What is the back out percentage of candidates after being offered? a.1-5 b.5-10 c.10-15 d. 15-20

11. What percentage of candidates leave within the period of less than1- 3 month? a.1-5 b.5-10 c.10-15 d. 15-20 12. What percentage of candidates leave within the period of less than3- 6 month? a.1-5 b.5-10 c.10-15 d. 15-20 13. What percentage of candidates leave within the period of less than 6-12 month? a.1-5 b.5-10 c.10-15 d. 15-20 Suggestions if any