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.

To enhance the quality of recruitment process

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

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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.

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.

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


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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.

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.


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FIGURE 2: SOURCES OF RECRUITMENT

FACTORS AFFECTING RECRUITMENT:

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


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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.

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.


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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.

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.


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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.

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:

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.


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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:

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

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.


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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

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 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.

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.



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)

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

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

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

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



Figure 6: Organizational chart of Corporation Bank



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



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

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

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:

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


Deputy General Manager

Manager

Chief Manager

Clerk Clerk Clerk


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.

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.

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.

Total volume of business, recovery position, profitability and types of branches

to be opened.

The general formula used for calculating manpower requirement is:

Current staffing level-Projected outflow this year+ Projected inflow this year= Firm’s

internal supply for this time next year.

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.



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

Employees

10727 10734 10765 11325 11880

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.


A:Promotable now

B: Needing

development

C: Not suitable

1: superior

performance

2: average

performance

3: poor performance

General Manager

Mr.X A/2

Assistant General Manager

Mr.Y B/3

DIVISION : HR MANAGER

Mr Z A/1

DIVISION: IT MANAGER

Mr. Q C/2

DIVISION: PLANNING MANAGER

Mr. Y B/1


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

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.

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

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 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

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.


http://www.corpbank.in/


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).

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.

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.

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

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:

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:

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

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

years, in the clerical cadre including the

special assistants, who have passed SSLC

or equivalent examination and have put in

a minimum of 15 years of actual years of

service in clerical cadre including the

period of apprenticeship as on 30th

November each year shall be eligible for

promotion to JMG SI. No weightage for

educational qualification is added.

Candidates eligible to participate and who

have given their consent for participation

in interview will be considered to the

extent of 4 times of the number of

vacancies.

Employees, not exceeding the age of 58

years, in the clerical cadre including the

special assistants, who have passed SSLC

or equivalent examination and have put in

a minimum of 4 years of actual years of

service in clerical cadre including the

period of apprenticeship as on 30th

November each year shall be eligible for

promotion to JMG SI. . No weightage for

educational qualification is added

All candidates eligible to participate for

promotion and have given their consent

excluding the interview channel members

shall undergo the process in this channel.

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

qualify in interview by securing 40%

(35% for SC/ST) i.e., 20 marks out of

.A) Passes the prescribed written test in

the subject by scoring a minimum of 35

%( 30% for SC/ST) each in Paper I and II



50(17.5 for SC/ST) allotted for interview

and obtain marks under the heads of

weighted Service and Qualification out of

maximum marks of 200 under these

heads.

and 30 %( 25% for SC/ST) in Paper III

and also a minimum aggregate of 110(90

for SC/ST) marks in all the three paper.

B) Appear before an interview panel and

obtain marks under the heads of weighted

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)

Areas of Interview:

Knowledge in Practical banking,

financial and general awareness,

communication skills, clarity of

thought, motivation level,

analytical ability, reasoning etc.

A (I) Written test: maximum marks 300.

Paper I includes banking law and

practices of 100 marks and 100 questions

of objective types.

Paper II includes 100 objective type

questions of subjects like preparation and

analysis of balance sheet and profit and

loss account, hand book of instructions,

circulars etc of 100 marks

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

Qualifications: maximum marks 150

a) SERVICES:

5 marks for each completed years

of service in clerical cadre up to

and including 12 years and

thereafter 10 marks for each

additional completed year of

service in that cadre, subject to a

ceiling of 150 marks.

b) EDUCATIONAL

QUALIFICATION:

For first graduation or N.D.Com,

double or post-graduation or for

Part I CAIIB or CSIB or JAIIB 10

marks are allotted. For Part II

CAIIB or CAIB 15 marks are

allotted.

B Weightage for Service and

Qualifications: maximum marks 130

a) SERVICES:

5 marks for each completed years of

service in clerical cadre up to and

including 12 years and thereafter 10

marks for each additional completed year

of service in that cadre, subject to a

ceiling of 130 marks.

b) EDUCATIONAL

QUALIFICATION:

For first graduation or N.D.Com,

double or post-graduation or for Part

I CAIIB or CSIB or JAIIB 10 marks

are allotted. For Part II 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.

JMG SI TO MMG SII

UNDER CHANNEL I MIN 45 MARKS( 40 FOR

SC/ST)

UNDER CHANNEL II MIN QUALIFYING

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

year

10 years

CHANNEL II 7 years and above but less

than 12 years

5 years and above but less

than 10 years

CHANNEL III( FAST-

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


year

7 years as on 1st April of the

year



CHANNEL II 5 years and above but less

than 8 years


than 7 years

CHANNEL III( FAST-

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


year

4 years as on 1st April of the

year

CHANNEL II 3 years and above 3 years and above but less

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

-20% to Channel III

-75 % to Channel I and II

-25 % to Channel III

MMG SII TO MMG SIII -80% to Channel I and II

-20% to Channel III

-75 % to Channel I and II

-25 % to Channel III

MMG SIII TO SMG SIV -80% to Channel I

-20% to Channel II

-75 % to Channel I

-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

QUALIFICATION

10 10 10

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.

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.

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.

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.

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:

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



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.



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.



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:

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:

Branch Head reports to Cluster Head reports to Region Head reports to Zonal head



The various levels in the hierarchy are:

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.

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


CHIEF MANAGER-II

CHIEF MANAGER-I

MIDDLE MANAGER-II

OFFICER

JUNIOR OFFICER

SENIOR OFFICER

MIDDLE MANAGER I

ASSISTANT MANAGER II

ASSISTANT MANAGER I


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,

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

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


Title Location Min Exp (yrs)

Branch Manager-Commercial

banking Across India -

Branch Manager/ Branch

Operation Manager Across India 5


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:

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 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 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.

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.

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.


Job profile for clerk

Customer –oriented

Problem resolving attitude

Computer literate

Committed and honest

Candidate profile

Good communication skill.

Experience in any service industry

Computer based training.


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

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.

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.

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

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.

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.

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.



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.

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.

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.



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?

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

SECURED JOB 13 43.3%

GOOD CAREER

GROWTH

OPPORTUNITY

9 30%

PRESTIGE OF BEING A

CORPORATION BANK

EMPLOYEE

3 10%

FIXED WORKING

HOURS

3 10%

MENTION, IF ANY

OTHER

2 6.7%

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%

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.



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

ATTENDING

4 13.3%

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?




JOB PORTALS LIKE

NAUKARI.COM

13 43.3%

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?


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%

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

WEB PAGE

2 66.7%

ERROR MESSAGE LIKE “PAGE

CANNOT BE DISPLAYED”

0 0%

PROBLEM IN FILLIING THE

PAYMENT RECEIPT NUMBER

0 0%

PROBLEM IN FILLIING THE

APPLICATION FORM DETAILS

1 33.3%

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

DISAGREE

3 10%

DISAGREE 0 0%

STRONGLY DISAGREE 0 0%

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

DISAGREE

2 6.7%

DISAGREE 1 3.3%

STRONGLY DISAGREE 2 6.7%

TOTAL 30 100%

Table 28: Responses showing satisfaction with bank’s communication

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

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

EASY

14 46.7%

EASY 11 36.7%

VERY EASY 0 0%

TOTAL 30 100%

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

EASY

13 43.3%

EASY 8 26.7%

VERY EASY 1 3.3%

TOTAL 30 100%

Table 31: Responses about difficulty levels of the interviews

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

DISAGREE

6 20%

DISAGREE 7 23.3%

STRONGLY DISAGREE 4 13.4%

TOTAL 30 100%

Table 32: Views about online tests

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

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

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

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

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

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:

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:

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

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 occupationally 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

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.


http://recruitment.naukrihub.com/outsourcing-recruitment.html


Thus, these are the systems that can be used to partially automate recruitment.

REFERENCES:

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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