INDEX

Sr. No.

Particulars

01.

RECRUITMENT

06

02.

PURPOSE AND IMPORTANCE

OF RECRUITMENT

08

03.

STEPS TO EFFECTIVE
RECRUITMENT

10

04.

FACTORS AFFECTING
RECRUITMENT
SELECTION

16

18

09.

ORGANIZATION FOR
SELECTION
BARRIERS TO EFFECTIVE
SELECTION
COMPANY PROFILE: ICICI
BANK
HISTORY

10.

RESPOSIBILITIES

23

11.

PRACTICES CONDUCTED

25

12.

26

13.

RECRUITMENT PROCESS OF
ICICI
CONCLUSION

14.

BIBLIOGRAPHY

29

05.
06.
07.
08.

Page
No.

17

19
20
21

28

01. RECRUITMENT
According to Edwin B. Flippo, recruitment is the process of searching the
candidates for the employment and stimulating them to apply for jobs in the
organization. Recruitment is the activity that links the employers and the job
seekers. A few definitions of recruitment are:
Recruitment is a process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and ends
when their applications are submitted. The result is a pool of applications
from which new employees are selected.

Recruitment is the process to discover sources of manpower to meet the

recruitment of staffing schedule,

Recruitment measures for attracting that manpower in adequate numbers to

facilitate effective selection of an efficient working force.

Recruitment of candidate is the function preceding the selection, which helps

create a pool of prospective employees for the organization so that the
management can select the right candidate for the right job from this pool. The
main objective of the recruitment process is to expedite the selection process.
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
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manager initiates an employee requisition for a specific vacancy or an

anticipated vacancy.
It also refers to the overall process of attracting, selecting and appointing
suitable candidates for jobs within an organisation, either permanent or
temporary. Recruitment can also refer to processes involved in choosing
individuals for unpaid positions, such as voluntary roles or training
programmes.
Recruitment may be undertaken in-house by managers, human resource
generalists and/or recruitment specialists. Alternatively, parts of the process may
be undertaken either by, public-sector employment agencies, commercial
recruitment agencies, or specialist search consultancies.
The use of internet-based services and computer technologies to support all
aspects of recruitment activity and processes has become widespread.

Recruitment needs are of three types:

Planned
Planned needs are those needs arising from changes in organization and
retirement policy.
Anticipated
Anticipated needs are those movements in personnel, which an organization can
be predicted by studying trends in internal and external environment.
Unexpected

Resignation, deaths, accidents, illness gives rise to unexpected needs.

02. PURPOSE AND IMPORTANCE OF

RECRUITMENT
The Purpose and Importance of Recruitment are given below:

Attract and encourage more and more candidates to apply in the

organization.

Create a talent pool of candidates to enable the selection of best candidates

for the organization.

Determine present and future requirements of the organization in conjunction

with its personnel planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

This help increases the success rate of selection process by decreasing number
of visible under qualified or over qualified job applicants. It also helps to reduce
the probability that job applicants once recruited and selected will leave the
organization only after a short period of time. It meets the organizations legal
and social obligations regarding the composition of its workforce.
It begins identifying and preparing potential job applicants who will be
appropriate

job

candidates.

It

increases

organization

and

individual

effectiveness of various recruiting techniques and sources for all types of job
applicants.

Recruiting people who are wrong for the organization can lead to increased
labour turnover, increased costs for the organization, and lowering of morale in
the existing workforce.
Such people are likely to be discontented, unlikely to give of their best, and end
up leaving voluntarily or involuntarily when their unsuitability becomes
evident. They will not offer to flexibility and commitment that many
organizations seek.
Managers and supervisors will have to spend extra time on further recruitment
exercises, when what is needed in the first place is a systematic process to
assess the role to be filled, and the type of skills and most recruitment systems
will be simple, with stages that can be followed as a routine whenever there is a
vacancy to be filled, and which can be monitored and adapted in the light of
experience.

Systems should be like:

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Efficient- cost effective in methods and sources.

Effective- producing enough suitable candidates without excess and ensuring
the identification of the best fitted for the job and the organization.
Fair- ensuring that right through the process decisions is made on merit alone.

03. STEPS TO EFFECTIVE RECRUITMENT

Having the right person, in the right place, at the right time, is crucial to
organisational performance. Therefore recruitment is a critical activity and
should incorporate the following steps:

Step 1 - Whats the job?

Gather information about the nature of the job, think about:
The content (such as the tasks) making up the job
The jobs purpose
The outputs required by the job holder
How it fits into the organisations structure
The skills and personal attributes needed to perform the role effectively.
This analysis can form the basis of a job description and person specification.

Step 2 - Prepare a job and person profile

A person specification or job profile states the necessary and desirable criteria
for selection. Increasingly such specifications are based on a set of
competencies identified as necessary for the performance of the job, include:
Skills, aptitude, knowledge and experience
Qualifications (which should be only those necessary to do the job - unless
candidates are recruited on the basis of future potential , for example
graduates)
Personal qualities relevant to the job, such as ability to work as part of a
team.
The document formed from the person specification can then be used to inform
the criteria you use to shortlist applicants.

Step 3 Finding candidates

Internal method:
Staff referrals
Succession planning
Secondments
Job sharing
It is important not to forget the internal talent pool when recruiting. Providing
opportunities for development and career progression is an important factor for
employee retention and motivation.
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External method: There are many options available for generating interest from
individuals outside the organisation.
Online recruitment
Press advertising
Networking
Open days
Advertising remains the most common means of attracting and recruiting.
Advertisements should be clear and indicate the:
Requirements of the job
Necessary and the desirable criteria for job applicants (to limit the number of
inappropriate applications received)
Nature of the organisations activities
Job location
Reward package
Job tenure (for example, contract length)
Details of how to apply.
Advertisements should be genuine and relate to a job that actually exists. They
should appeal to all sections of the community using positive visual images and
wording.

Step 4 - Managing the application process

There are two main formats in which applications are likely to be received: the
curriculum vitae (CV) or application form. It is possible that these could be
submitted either on paper or electronically and the use of e-applications
(Internet, intranet and email) is now part of mainstream recruitment practices
Application forms
Application forms allow for information to be presented in a consistent format,
and therefore make it easier to collect information from job applicants in a
systematic way and assess objectively the candidates suitability for the job. Be
aware that application form design is also important under the Disability
Discrimination Act 1995, it may be necessary to offer application forms in
different formats.

CVs
The advantage of CVs is that they give candidates the opportunity to sell
themselves in their own way and dont have the restrictions of fitting
information into boxes as often happens on an application form. However, CVs
make it possible for candidates to include lots of additional, irrelevant material
which may make them harder to assess consistently.

Step 5 - Selecting candidates

Selecting candidates involves two main processes: shortlisting and assessing

applicants to decide who should be made a job offer.
Shortlisting
The process of shortlisting involves slimming down the total number of
applications received to a shortlist of candidates you wish to take forward to the
more detailed assessment phase of the selection process.
When deciding who to shortlist, it is helpful to draw up a list of criteria using
the person specification. Each application can then be rated according to these
standards, or a simple scoring system can be used.
Assessment
A range of different methods can be used to assess candidates. These vary in
their reliability as a predictor of performance in the job and in their ease and
expense to administer. Typical methods include:
General interview
Competency based interview
In tray exercise
Role play
Presentation

Step 6 - Making the appointment

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Before making an offer of employment, employers have responsibility for

checking that applicants have the right to work in the UK and to see and take
copies of relevant documentation - a list of acceptable documents demonstrating
the right to work in the UK is available from the Home Office
Contract
Offers of employment should always be made in writing. But it is important to
be aware that an oral offer of employment made in an interview is as legally
binding as a letter to the candidate.
References
A recruitment policy should state clearly how references will be used, when in
the recruitment process they will be taken up and what kind of references will
be necessary (for example, from former employers). These rules should be
applied consistently.
Medical examinations
It is reasonable to require completion of a health questionnaire where good
health is relevant to the job. Any particular physical or medical requirement
should be made clear in the job advertisement or other recruitment literature.

Step 7 Induction
Induction is a critical part of the recruitment process, for both employer and
new employee. An induction plan should include:
Orientation (physical) - describing where the facilities are

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Orientation (organisational) - showing how the employee fits into the

team and how their role fits with the organisations strategy and goals
Health and safety information - this is a legal requirement
Explanation of terms and conditions
Details of the organisation's history, its products and services, its culture
and values
A clear outline of the job/role requirements

04. FACTORS AFFECTING RECRUITMENT

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In recruiting new employees management must consider the nature of the labour
market, what sort of potential labour are available and how to look for works.
The Factors affecting are as follows:
Labour Market Boundaries
The knowledge of the boundaries helps management in estimating the available
supply of qualified personnel form, which it might recruit.
Available Skills
Companies must locate the areas where they can find employees who fit the
jobs according to their skills.
Economic Condition
Economic Conditions also affect recruitment. Unemployment worker may
swamp a new plan located in a depressed labour market whereas a firm trying to
establish it or to expand it in an area where a few qualified workers are out of
work has quite a different recruitment problem.
Attractiveness of the Company
The attractiveness of the company in terms of higher wages, clean work, better
fringe benefits and rapid promotions serves as influencing factor in recruitment.

05. SELECTION
13

Selection is a negative process and involves the elimination of candidates who

do not have the required skills and qualification for the job proposal. Also it is a
process of differentiating between applicants in order to identify and hire those
which greater likelihood of success in job.
The objective of selection decision is to choose the individual who can most
successfully perform the job from the pool of qualified candidates. It is the
system function and devise adopted in a given company to ascertain whether the
candidates specifications are matched with the job specifications and
recruitment or not.
Selection process or activities typically follow a standard pattern, beginning
with an initial screening interview and concluding with final employment
decision. The traditional system process includes preliminary screening
interview, completion of applicant form, employment test, comprehensive
interview,

background

investigation,

physical

examination

and

final

employment decision to hire.

A formal definition of Selection is as follows:
It is the process of differentiating between applicants in order to identify (and
hire) those with a greater likelihood of success in a job.

06. ORGANIZATION FOR SELCTION

14

Until recently the basic hiring process was performed in a rather unplanned
manner in many organizations. In some companies, each department screened
and hired its own employees. Many managers insisted on screening their own
employees as they thought no one else could do that as efficiently as they
themselves.
But now selection is centralized and handled by the Human Resource
Department. This type of arrangement is also preferred due to some of these
advantages:
It is easier for the application because they can send their applications to a
single centralized department.
It facilitates contact with applicants because issues pertaining to employment
can be cleared through one central location.
It helps operating managers to concentrate on their operating responsibilities.
This is especially helpful during the chief hiring period.
It can provide for better selection because hiring is done by specialist trained
in staffing techniques.
The applicant is better assured of consideration for a greater variety of jobs.
Hiring cost is cut because duplication of efforts is reduced.
With increased governmental regulation on selection process, it is important
that people who know about these rules handle a major part of the selection
process.

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Ideally a selection process involves mutually decision making. The organization

decides whether or not to make a job offer and how attractive the job offer
should be.

07. BARRIERS TO EFFECTIVE SELECTION

The main objective of selection is to hire people having competence and
commitment. This objective is often defeated because of certain barriers. They
are as follow:
Fairness
Selection requires that no individual should be discriminated against on the
basis of religion, region, race or gender. But the low numbers of women and
other less-privileged sections of the society in middle and senior management
positions and open discrimination on the basis of age in job advertisements and
in the selection process would suggest that all the efforts to minimize inequity
have not been very effective.
Reliability
A reliable method is one that will produce consistent results when repeated in
similar situations. Like a validated test, a reliable test may fail to predict job
performance with precision.
Pressure
Pressure is brought on the selectors by politicians, bureaucrats, relatives,
friends, and peers to select particular candidates. Candidates are selected
because the compulsions are obviously not the right ones. Appointments to
public sector undertakings generally take place under such pressures.
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