AN ANALYSIS OF THE RECRUITMENT

METHODOLOGY OF SALES OFFICERS IN

A PRIVATE BANK
(A CASE STUDY OF A PVT LTD YESBANK)

BY
KINSHUK DE

CONTENTS
Chapter
1.

INTRODUCTION
1.1
1.2
1.3
1.6
1.7
1.8
1.9

2.

RESEARCH METHODOLOGY
2.1
2.2
2.2
2.5
2.6
2.7

3.

AIM
BACKGROUND
INDIAS BANKING SCENE
EMERGENCE OF PRIVATE SECTOR BANKS
NATURE OF PROBLEM
JUSTIFICATION
ATTRITION

AIM
OBJECTIVE OF STUDY
RESEARCH TECHNIQUES
RECRUITMENT METHODOLOGIES
INTERNAL RECRUITMENT
EXTERNAL RECRUITMENT

CASE STUDY AT YESBANK

3.1 INTRODUCTION AND GROWTH IN BANKING SECTOR
3.2 YES BANK: AN OVERVIEW
3.3 YES BANK GROWTH
3.5 STRUCTURE OF YES BANK
3.6 HUMAN RESOURCES DEPARTMENT AT YES BANK
3.7 NATURE OF RECRUITMENT PROBLEM FACED AT YES BANK
3.8 RECRUITMENT PROCESS IN YES BANK
3.12 JOB DESCRIPTION
3.13 ANALYSIS OF METHODOLOGIES FOR RECRUITMENT OF
SALES OFFICERS
3.14 JOB CONSULTANTS
3.19 ONLINE APPLICATIONS
3.22 REFERRALS
3.25 CAMPUS PLACEMENTS
3.27 DIRECT ADVERTISEMENT
3.28 INTERNAL RECRUITMENT
3.29 CURRENT SCENARIO AND TREND AT DELHI/ NCR REGION
3.30 ANALYSIS FROM INTERVIEWS
3.31 SURVEY OF EMPLOYEES
3.32 EFFECTIVENESS
3.32 OVERALL EFFECTIVE RECRUITMENT STRATEGY
3.39 RECRUITMENT PLAN
3.40 LIMITATION OF THE PRESENT STUDY

4.

RECOMMENDATIONS & CONCLUSION

2

5.

ANNEXURES

PREFACE
Effective recruitment, selection and retention are critical to organizational
success. They enable companies to have high performing employees who are
satisfied with their jobs, thus contributing positively to the organization.
On the contrary, in-effective recruitment methodology, selection and
retention would result in mismatches which can have negative consequences for
an organization. A misfit who is not in tune with organizations philosophies and
goals can reduce output, productivity, customer satisfaction, relationship and over
all quality of work. Training a wrong hire can also be expensive. Effective
recruitment are therefore not only the first step towards organizational excellence,
but are important cost control mechanisms as well.
The study researches the spectrum of recruitment methodologies followed
in private sector banks towards developing an unique model, propose suggestion
that would reduce costs, time to recruit, be effective and help overall
organizational (in particular private banks) interests.

1
INTRODUCTION
1.1 Aim.

To analyze the present recruitment methodology of Sales Officers in

a private sector bank and propose modifications and improvements.

1.2 Background.

Recruitment is the process of identifying and attracting a

group of potential candidates from within and outside the organization for
employment. Once these candidates are identified, the process of selecting
appropriate employees for employment begins. This means collecting from
various sources, measuring and evaluating information about candidates
qualification for specified positions.
Indias Banking Scene
1.3 Indias banking sector is growing at a fast pace. India has become one of the
most preferred banking destinations in the world. The reasons are economy is
growing at a rate of 8.5%, Bank credit is growing at 30% per annum and there is
an ever-expanding middle class of between 250 and 300 million people (larger
than the population of the US) in need of financial services. All this enables
double-digit returns on most asset classes which is not so in a majority of other
countries worldwide. Foreign banks in India are also achieving a return on assets
and are keen in expanding their businesses.

1.4 Indian markets provide growth opportunities, which are unlikely to be matched
by the mature banking markets around the world. Some of the high growth
potential areas to be looked at are the market for consumer finance of about 2%3% of GDP, compared with 25% in some European markets, the real estate
market in India is growing at 30% annually and is projected to touch $50 billion by
2008, the retail credit is expected to cross Rs 5,70,000 crore by 2010 from the
current levels of Rs 2,00,000 crore and huge SME sector which contributes
significantly to Indias GDP.
Major strengths of the Indian banking industry, which have helped mark its place
on the global banking arena, are our Regulatory Systems, Economic Growth Rate,
Technological Advancement, Risk Assessment Systems and Credit Quality.
Regulatory systems, Technological systems and Risk management systems of
Indian banks were rated better than China and Russia and at par with Japan and
Singapore. China and India are one of the fastest growing economies in the world
as evident from the graphs below:-

Real GDP Growth Rate

%

10.5
8.3

7.5
5.1

nd

4.5

Ta
iw
an

5.3

Th
ai
la

M
al
ay
si
a

Ko
ng

re

Ho
ng

Si
ng
ap
o

In
di
a

Ch
in
a

5.5

Ko
re
a

5.6

6
4
2
0

In
do
ne
si
a

12
10
8

Loan Growth
%
30

27.6

25
20

13.4

15

9.9

10

8.1

7.7

6.4

6.4

5.1

Si
n

ga
p

or
e

nd
la
Th
ai

an
Ta
iw

K
or
ea

K
on
g
H
on
g

al
ay

si

na
C
hi

In
di

Source: Morgan Stanley Research

1.5

Banks are also increasingly getting attracted towards cross selling mutual

funds, insurance policies, offering credit cards to suit different categories of

customers, services such as wealth management and equity trading. These are
indeed proving to be more profitable for banks than plain lending and borrowing.
The following figure indicates such opportunities.
7

New Business Opportunities being tapped

by Private Sector banks
Derivatives Trading
36.8%
Selling of Mutual
Funds 73.6%

Wealth Managem ent

21.05%

Forex Managem ent

68.4%

Bancassurance 73.6%

Emergence of Private Sector Banks

1.6

The banking industry is fast becoming a buyers industry with the new-

generation private sector banks giving a strong competition to the public sector
banks. Yes Bank is one such new age private sector Bank, offering high quality,
customer centric service catering to "Emerging India". Yes bank is the only
Greenfield license awarded by the RBI in the last 13 years. Yes Bank has
fructified into a "full service" commercial Bank that has steadily built Corporate and
Institutional Banking, Financial Markets, Investment Banking, Corporate Finance,
Business and Transaction Banking, Retail and Private Banking business lines
across the country, and is well equipped to offer a range of products and services
to corporate and retail customers.
Nature of the Problem
1.7

The banking sector in India is undergoing a huge demand supply mismatch

of skilled resources, especially in the sales function. Every private sector bank in
8

the country today employs sales personnel for customer acquisition and business
development in their respective retail unit cross-selling mutual funds, insurance
policies, credit cards to different categories of customers and services such as
wealth management and equity trading. A robust sales force consists of
Relationship Managers, Sales Managers and Sales Officers, depending on the
customer segment they focus on. On a broad base, customer segmentation in
most retail banks is as follows:(a)

High Net-worth Individuals*

(b)

Mass Affluent Customers**

(c)

Mass Banking Customers*** -

Sales Officers

Average income 15 L pa

**

Average income 15 L pa

Relationship Managers
Sales Managers

*** Average income < 5 L pa

1.71

Every branch of the bank employs close to 25-40 Sales Officers for

business development. These officers work towards building the customer base of
the

branch

by

selling

liabilities

products

(Current

Accounts/Savings

Accounts/Fixed Deposits) and cross selling Investment products (Mutual

Funds/Bonds/Insurance). Typically, all Sales Officers are supervised by the Sales
Manager. The purpose of this project is to study the current recruitment practice of
a leading private sector bank and to recommend improvements/ strategies in this
process. Below is a list of common issues private banks today find themselves
facing, having adopted an adhoc recruitment strategy:-

(a)

Hires are often panic hiring short gun approach.

(b)

No co-ordination, sharing of business information or best practices.

(c)

No economy of scale/cost reduction.

(d)

No formalized agreements regarding terms of business.

(e)

Isolated relationships with individual suppliers and line/ HR managers.

(f)

Misinterpretation of job specifications.

(g)

No separate project-based recruitment strategies.

(h)

Little use of internal recruitment.

(i)

Insufficient sector knowledge from job consultants.

(j)

No consistency in approach.

(k)

Very high quantity of CVs and not enough quality.

(l)

Lack of consistent screening methods.

(m)

Loss of good candidates through unprofessional or unstructured

recruitment processes.
Justification
1.8

Significant growth in the private banking sector over the past 5 years is

stretching the manpower resource in the banking sector. Growth has led to a
significant demand for people at the operational levels, and many banks are facing
severe sales force crunch. The trend of attrition and poaching is also growing.
Attrition is particularly rampant in the sales force in private sector banks leading to
turnover as high as 30% yearly. Data from some private sector banks indicate that
on an average bank spend 33% of organizations HR budget on recruitment and
18% on selection. 38% of organizations HR produce no reports on recruitment
10

activity whatsoever and are therefore unaccountable for the time and spend
involved.

Only

8%

have

any

form

of

competitor

benchmark

process

measurements, which focuses on quantity (number of CVs) rather than quality

(shortlist, initial CV rating against the job specification, hire ratios to CVs).
According to the data, the cost of replacing staff can be anything between 50%
and 125% of that persons annual salary. We are all aware, employees in the new
millennium do not stay with a company for life as perhaps their grandparents did.
Countering attrition has become the challenge. Attrition, as such, is not a bad
phenomenon. It has been known to exist. However, when jobs were scarce and
competition was less steep, banks managed it. Today attrition costs and hurts.
Private sector banks have to re-think their strategy in terms of recruitment,
selection and retention. The costs of repeatedly hiring and re-hiring can be
staggering. Attrition and turnover of sales officers is becoming a serious problem
in todays environment. Thus there is a need for identifying possible improvement
strategies in recruitment. As the market changes, there is a need to develop a
wider and effective recruitment network for recruitment to meet needs. The
obvious question therefore is what is the optimum recruitment strategy?
Attrition
1.9

Eight out of ten sales officers said they have been approached by another

bank or organization during the last year to change. Recruitment of sales officer is
impacted by high turn over of the sales force. There is an ocean of restless young
professionals with low tolerance and high skills, ready to leave one organization
and join another at the drop of a hat. They may be angry with their bosses,
11

frustrated at work, or simply not satisfied with their pay packets. They feel that
loyalty does not pay, that passion is no longer rewarded. These feelings are not
new. They have always been there, in every organization since time immemorial.
But now, thanks to the growing economy and the shift from socialism to market
liberalization, there are many options available. It is easier to jump now than ever
before. Human resources are the new product in the market and vast
corporations both Indian and MNC are the new consumers. Only the market is
unique. Here both, the consumer and the product have the right to choose.
Processes are created to manage the high attrition rate of employees. But they
make the workplace so impersonal that they end up contributing to the attrition
rate. In the international market, Indians are seen as poor team players and
terrible at following processes. Yet, it is precisely our creativity that makes us
valuable in the banking industry that demands creativity. Private sector banks face
about 30% attrition per annum.

12

2
RESEARCH METHODOLOGY
Aim
2.1

To analyze the present recruitment methodology of Sales Officers in a

private sector bank and propose modifications and improvements.

Objective of the Study
2.2

To analyze the present recruitment methodology of Sales Officers in a

private sector bank and propose modifications and improvements with following
objectives:(a)

To review the existing process of recruiting Sales Officers.

(b)

To measure the efficiency of the hiring process.

(c)

To suggest changes in the recruitment process.

Research Techniques
2.3

In order to develop a meaningful recruitment strategy for the future, it is

imperative that one first fully understands the current process. The most effective
way to achieve this is to undertake a full 'recruitment process audit', which should
look at every aspect of the recruitment cycle. The following research
methodologies were used to arrive at the 'best strategy for recruitment of
employees for any private sector bank in India:13

(a)

Through structured questionnaire filled in by internal, external

candidates and line/ HR managers.

2.4

(b)

Interviews.

(c)

Collection of raw data.

(d)

Industry practices.

(e)

Trend and Reports.

(f)

Banks records and documents.

Banks have to consider innovative approaches for recruitment ensuring that

every 'route to recruit' is fully utilized effectively in a time bound manner at minimal
cost. There are many options available to private sector banks to achieve best
results in the recruitment of new employees. However, to define this we will need
to gain a clear picture of the present recruitment process. Having fully audited and
documented the current recruitment cycle from attraction to induction, one will
finally be in a position to offer 'best strategy for any private sector bank.
Recruitment Methodologies
2.5

Following are the two main recruitment methodologies employed by banks

presently:-

14

2.6

(a)

Internal Recruitment

(b)

External Recruitment

Internal Recruitment.

This involves filling vacancies through internal

means from existing employees. Following questions should always be asked. Is

there an internal candidate who could take up the role? What are the strengths,
limitations and training required? Initial consideration should be given to a banks
employees, especially for filling vacancies above the entry level. If external efforts
are undertaken without considering the desires, capabilities and potential of
present employees, a bank may incur both short and long run costs. In short run,
morale may de-generate, in the long run banks with a reputation for consistent
neglect of in-house talent may find it difficult to attract new candidates available
through other channels.
2.7

External Recruitment.

To meet demands and vacancies from external

sources for talent brought about by growth, desire for fresh ideas or to replace
employees who leave, banks periodically turn to the outside labor market. The
Five most popular external recruitment sources considered are:(a)

Job consultants

(b)

Campus Placement.

(c)

Online Application.

(d)

Recruitment advertising.

(e)

Referrals
15

3
CASE STUDY OF PROBLEM AT YESBANK
Introduction and Growth in Banking Sector
3.1

As brought out earlier, the Indias banking sector is growing at a fast pace.

India has become one of the most preferred banking destinations in the world. The
reasons are economy is growing at a rate of 8.5%, Bank credit is growing at 30%
per annum and there is an ever-expanding middle class of between 250 and 300
million people (larger than the population of the US) in need of financial services.
Banks are increasingly getting attracted towards activities such as marketing
mutual funds and insurance policies, offering credit cards to suit different
categories of customers and services such as wealth management, insurance and
equity trading. These are indeed proving to be more profitable for banks than plain
lending and borrowing. HR Managers in private sector banks need to think and act
strategically in relation to the requirement of workforce and ensure 'best strategy
for recruitment to meet goals at lowest costs.
Yes Bank: An Overview
3.2

Yes Bank, Indias new private sector Bank, is the outcome of the

professional commitment of top management team, to establish a high quality,

customer centric, service driven, private Indian Bank catering to Emerging India.
Yes Bank has adopted best international practices, the highest standards of
16

service quality and operational excellence, and offers comprehensive banking and
financial solutions to its customers. A key strength and differentiating feature is its
knowledge driven approach to banking for its retail and wealth management
clients. Yes Bank is built on a foundation of trust, strengthened by knowledge,
backed by technology, governed by transparency and committed to responsible
banking. The result is an unstinted commitment. It is this commitment that has
earned the Bank the distinction of being ranked Indias No. 3 Bank in a recent
survey of listed banks in India by Business World. The same survey also ranked
Yes bank first in Safety, Efficiency & Growth. Yes bank won the Continuous
Innovation in HR Strategy award at The Indiatimes Mindscape Employer
Branding Awards 2007, the RASBIC award for Innovative Recruitment &
Staffing Programme and the Global HR Excellence Award for Innovative HR
Practices at the Asia Pacific HRM Congress 2007.
3.3

The bank has been able to achieve this growth through four instruments. A

focused

business

strategy

and

entrepreneurial

leadership,

highly

rated

employees, best-in-class processes and evolutionary technology. Yes Bank is

pursuing a Brand strategy to build one of the finest financial brands in India and to
provide an unprecedented delightful banking experience to all its customers. What
has worked well for Yes bank is that unlike the first lot of private banks that came
up in the mid-1990s, it did not get caught in a liquidity crunch that was brought
about by the high interest rate regime unleashed to contain inflationary pressures
in 1995. Yes Bank started its operations in 2004 with branches in Mumbai, Delhi
and Gurgaon (NCR).

17

3.4

Growth.

The total net worth of the bank as on 30 Jun 07 stands at INR

8231 million with about 60 branches in 35 locations across India within two years
of operation. The bank made plans to be about 100 branches by March 2008. The
foreign investors in Yes Bank are Rabobank, Citigroup Venture Capital
International, Chrys Capital and AIF Capital. The bank has increased its
headcount in North India region from around 500 people in Nov 06 to about 2000
people by Jun 2007. Each branch requires around 25-40 people to be fully
operational and run effectively.
Structure of Yes Bank
3.5

The bank has a matrix structure with the Relationship Vertical on one axis

and Product vertical on the other axis.

RELATIONSHIP VERTICAL
Corporate &
Institutional
Banking

Business
Banking

Development
Knowledge
Banking
Investment
Banking
Treasury

P
R
O
D
U
C
T
V
E

Corporate &
Development
Banking
Transaction
Banking
Corporate
Finance

18

Emerging
Corporate
Banking

Retail
Banking

Treasury

T
I
C
A
L
3.6

Human Resources Department at Yes Bank.

The bank is presently on

an expansion drive and the HR department is presently concentrating on recruiting

to man these branches. The organization has a tree structure with only three
levels of hierarchy in the HR department i.e. President, Vice President and
Relationship Managers. The organization is as follows:-

President

Senior VP

Relationship manager
Retail Banking
NCR & Punjab

Relationship manager
Retail Banking UP

Relationship Manager
Business Banking
EC, C&IB

Relationship manager
C.P.U.

Relationship manager
Training & Development

3.7

Relationship manager
HR Operations

Nature of Recruitment Problem Faced at Yes Bank (From Bank

Records).

Like any startup Bank, the HR department faces the uphill task of

recruiting the branch team and sales force for every new branch. This could be
19

close to about 25-40 officers per branch consisting of Relationship Managers,

Sales Officers headed by the Branch Managers and Sales Managers. Further,
there is a factor of about 30% attrition per annum, which has to be made good to
maintain sales force levels. The following data substantiate attrition rates at Yes
bank, Delhi.

Business
Unit (360
officers)

Sub-Unit

<1

1-3

3-6

6-12

Month

Months

26

22

1
2

1
2
6

2
6
34

2%

6%

35%

>12

Months Months Months

Total

RETAIL
BANKING &
WEALTH

Banc-

MANAGEMENT

assurance
Branch
Banking
Liabilities

Grand Total
Total Attrition
(%)

54

1
9
32

4
18
96

33%

2%

94 out of 360 sales officers leave bank within one year

35% between 3-6 months
33% between 6-12 months

Attrition at Yes Bank, Delhi - Tenure wise Data from 360 Sales Officers
Recruitment Process in Yes bank
3.8

The sales force required for a branch to function is Tellers, Customer Sales

Managers, Customer Sales Executives, Sales Manager and a Branch Manager.

The line managers drive the recruitment process for existing branches, whereas
20

the HR drives the planned recruitment for the new and upcoming branches based
on defined norms. In case of an existing branch as the need against a position
arises, the line manager requests the HR department with the qualitative
requirement of the candidate. However, for an upcoming branch a planned
recruitment of the complete team as per defined norms and size of branch is
undertaken preferably on a top down approach. The HR department tries to follow
a pre-defined recruitment methodology to short list candidates and select
thereafter.
3.9

Selection of right candidate is undertaken in a hierarchical process. The

immediate Team Leader along with HR takes the first round of interviews. The
next round is undertaken by either the Sales Manager or the Branch Manager as
per the branch requirements and norms. However, for senior managerial
positions, there are a series of interviews with HR, line managers, Head of the
department and upto the level of CEO. The top management is actively involved in
selection and compensation finalization. The salary fitment is made by HR
keeping the fixed cost of the employee and various other factors into
consideration. Global sourcing is twice for senior managerial positions than for
middle management positions at Yes Bank.

3.10

Any candidate who has to be recruited is interviewed both by the line as

well as the HR. The line assesses the candidate on his current potential, skills and
knowledge. The HR on the other hand assesses the candidate on his attitude,
profile, dexterity, family background, educational parameters, compensation and

21

other YES parameters defined. The line managers look at the job fit whereas the
HR looks at the organization fit of the employee.

3.11 While setting up a new branch the first step is to get the branch manager
onboard. The branch manager is either selected within the organization or hired
by the HR department and the Regional Head. Any new branch has to have a
Teller, a Customer Sales Executive/ Manager and a Branch Manager to be fully
operational. Training is the next most important process before a selected
candidate begins to carry out the assigned responsibilities in any branch. This is
undertaken for the Retail and Business Banking division of the bank. Often
training is the main purpose to assign the infant branch to a parent branch. The
flow of the recruitment process is as follows:-

22

Line projects need

for manpower

Informs HR

HR
departmen
t

Search for potential

employees against job
description

References

Consultants

RECRUITMENT
METHODOLOGY
Potential
candidates
identified

Interview by line and

HR managers

Candidat
e
selected

Yes
A

23

No

If senior
managemen
t position

Interview by CEO

Yes

No
Back papers, resume, salary slip and
offer letter of candidate sent to CEO
along with the organization chart

Offer letter signed by CEO

sent to the candidate

Employee joins and is given the

joining kit by the HR
department
RECRUITMENT FLOW IN YES BANK
Job Descriptions

3.12

They are lists of the general tasks, functions and responsibilities of a

position. Typically, they also include to whom the position reports, specifications
such as the qualifications/ experience needed by the person in the job, salary
24

range for the position, etc. Job descriptions are usually developed by conducting a
job analysis, which includes examining the tasks and sequences of tasks
necessary to perform the job. The analysis looks at the areas of knowledge and
skills needed by the job. Bank keeps updating them and it is not a one-time
description, but a process which is kept up with ever-changing responsibilities and
skills necessary to perform the job, and the changing incentive plans.

3.13

Analysis of Methodologies for Recruitment of Sales Officers.

While

the recruitment methodology for sourcing both sales officers and senior
management positions have been discussed in the preceding paragraphs, the
prime focus the present study and report will be sales officers. The following
methods of recruitment being followed have been analyzed:(a)

(b)
3.14

External Recruitment
(i)

Job consultants

(ii)

Online applications

(iii)

Referrals

(iv)

Campus placements

(v)

Direct Advertisement

Internal Recruitment
Job Consultants.

In this process, the bank ties-up with an empanelled a

list of job consultants. Whenever a position arises, the bank requisitions their
services and provides the necessary job description, experience, place of work
and compensation details. The consultants then search their database and
25

provide a list of potential candidates after screening. The employer should insist
that entry level screening against the profile provided is undertaken by the
consultants. The advantages/ disadvantages of such methodology are as follows:-

(a)

ADVANTAGES & DIS-ADVANTAGES OF JOB CONSULTANTS

ADVANTAGES
DISADVANTAGES
Get candidates for specific skill (a)
Very expensive.

set/ profile.
(b)

(b)

Resume

are

screened

for (c)

specific profile.
(c)

Quick

matching

Not suitable for mass induction.

Dependent

of

credibility

consultants.
and

effective

employers

and

way

of

potential

candidates.
3.15

The average cost for such services for sales officers in urban region is

about Rs. 10000 and Rs. 7000 in rural region per sales officer. For mid level and
high level positions, the cost of services is about 8.5% of the yearly salary of the
employee. In case the employee resigns within three months, the bank insists, the
consultants provide replacement at no extra cost and insures for the training
costs. This method of recruitment is effective but expensive, especially in case of
senior level management and is not suitable in case of mass recruitment. 45% of
the positions at Yes bank at Delhi National Capital Region (NCR) are presently
being filled up through job consultants. However, due to non-availability of suitable
job consultants in rural areas, only 30% of the positions at Yes bank outside Delhi
were filled through job consultants.

26

of

3.16

During the study, 25 line and HR managers that work with such job

consultants were asked for their opinion about the quality of the candidates
provided by job consultants, which resulted in an interesting finding. Majority of
respondents think that the quality of candidates provided is good (58%), 21%
consider it to be average and another 21% even think it is insufficient.

QUALITY OF CANDIDATES FROM JOB CONSULTANTS

21%
58%

21%

IN-SUFFICIENT
AVERAGE
GOOD

3.17

The author felt that the results concerning quality of candidates are partly

due to the way job consultants are being engaged by certain companies as part of
a shot-gun approach", without exclusivity and sometimes as a last resort after
failing to fill the position.

3.18

Re-evaluating Job Consultants.

During the case study, it was

learnt that Yes bank has an empanelled list of 32 consultants and this is being
continuously tracked & re-evaluated. The evaluation process is built on Likert
scale and has many parameters like consultant credibility, quality of candidates,
27

core competence, profile/ segment of operation, timeliness, flexibility, ability to

source candidates for difficult locations, network, ability to handle large scale
recruitment etc. This ensures that the consultants deliver consistent superior
performance for staying empanelled. Time savings, cost advantages, and better
knowledge of the market were given as the most important reasons for
outsourcing the process to recruitment agencies by HR department at Yes bank.

3.19

Online Application.

Banks have online portal where they advertise

all available positions and enables candidates to post their resumes against
vacancies. The bank also advertises such positions on various job websites like
naukri.com, google jobs, Monster.com etc. The advantages/ disadvantages of
such methodology are as follows:-

(d)

ADVANTAGES & DISADVANTAGES OF ONLINE STSTEM

ADVANTAGES
DISADVANTAGES
Quick and easy way of matching (a) Lot of junk resume for jobs irrelevant

employers and potential candidates.

to their specialization. Therefore requires

(e)

Inexpensive.

extensive screening.

(f)

Wide publicity.

(b) Not all candidates are accustomed to

looking for jobs in this manner.
(c) Publicity limited to internet users.
(d) Loss of human interaction.

Industry statistics reveal that 100 percent of the high tech companies in Global
500 list, and 89 percent of Fortune 500 companies, use their corporate websites

28

for recruitment. The past year has shown major growth in e-recruitment
advertisements, which cost 80 percent less than newspaper ads and is about 10
times cheaper than hiring consultants. Online recruitment is of immense
assistance in junior and middle-level recruitment. Senior positions require a
different strategy.

3.20

Online job advertising can however result in candidates of very different

capabilities seeking attention. Browser-based pre-screening tools with qualifying

questions derived from the job specification can save many hours of unnecessary
work for both the applicant and hirer. Such technology, though at infancy stage
presently can save hours of screening effort.

3.21

Yes bank has an online portal on which they advertise all openings and

enables the viewers to post their resumes. Candidates (internal and external) can
apply for positions as per the positions and locations advertised. This
methodology of recruitment has been found to be cost effective with vast
coverage. However, line and HR managers feel many irrelevant applications are
being posted, which leads to waste of time in screening/ interview and is at times
discouraging. Based on available statistics, 15% of the positions at Yes bank Delhi
are presently being filled through such online methodology. However, this is likely
to grow substantially.
Snapshot of the Website:

29

3.22

Referral.

Companies/banks runs an employee referral scheme, which encourages

employees to recommend acquaintances/ friends as candidates for certain positions and also earn
some incentives. Not many companies realize the benefits of good referral programme. A successful
referral programme reduces cost per hire significantly and at the same time promotes ownership. The
advantages/ disadvantages of such methodology are as follows:-

(a)

ADVANTAGES & DISADVANTAGES OF REFERRAL STSTEM

ADVANTAGES
DISADVANTAGES
Inexpensive compared to job (a) You may be obligated to hire in

consultants.
(b)

certain cases when candidate is not

Referred candidates are aware of suitable.

the culture.
(c)

(b)

Employees refer candidates with (c)

May lead to inter-personal issues.

May not always produce desired

good potential.

results.

(d)

(d) Not suitable for mass recruitment.

Results are quick.

(e) Not sustainable in the long run.

(f) Issues arise when referred candidate
is selected and does not perform or
quits.
3.23

Yes bank runs a successful employee referral scheme, which encourages

employees to recommend friends and earn incentives. I have happy employees,

otherwise nobody would call their friends/ relatives" says CEO, Yes Bank Ltd.

30

Based on available statistics, 6% of the positions at Yes bank Delhi are presently
being filled through referrals.

3.24

The employee is paid the referral fee after 3 months after the candidate

joins. The bank doesnt pay for referring any fresher or referring a candidate for a
position who would be directly reporting to the person who referred him. The
compensation for successful hire through this scheme is about 5% of annual
salary. The success of such a system is when vacancies are well advertised
internally.

3.25

Campus Placement.

The banks go Business schools for recruiting

sales officers for the post of Sales officers. The HR initiatives campus placements
based on long term forecast of sales officers. While recruiting from campus, the
bank screens for candidate having a good academic record, family background
with sound academic records in both Graduation and Class XII. Yes bank goes to
Tier I & II B-schools for recruiting sales officers for the post of Client Sales Partner
(CSPs) and about 15% of the positions at Yes bank Delhi are presently being filled
through such methodology. The advantages/ disadvantages of campus placement
are as follows:-

(a)

ADVANTAGES & DIS-ADVANTAGES OF CAMPUS PLACEMENT

ADVANTAGES
DISADVANTAGES
Inexpensive.
(a) Competition is fierce. Companies/

(b)

Good for mass induction at lower Banks all across India compete for

levels.
(c)

similar un-experienced low cost skills.

Allows hiring specific skills.

(b)
31

Linked to academic session and

(d)

Source of talent that can be therefore

trained towards specific competence.

useful

towards

long

term

manpower requirements.

(e)

Provides talented youth with drive. (c) It has been observed that often good

(f)

Helps

banks

build

reputation candidates

during such job fair/ campus placement.

have

many

job

offers.

Therefore, may not ultimately join.

(d) Training costs are very high for
candidates taken from campuses

3.26

Campus recruitment is a cost effective model for mass recruitment after

tying up with various B-schools. Business schools have vast resource of talented
students studying specialized courses in Banking and Insurance. However, Banks
must plan staffing and be clear about its future manpower turnover/ requirement.

3.27

Direct Advertisement.

This is the age old method of bringing

employers and candidates together and is still widely used. A clear and attractive
newspaper advertisement with specific details is eye-catching and invites
immediate attention. The services of newspapers and employment exchange are
useful. About 10% of the positions at Yes bank Delhi are being filled through such
direct advertisement methodology. However, this is likely to grow substantially.
The advantages and disadvantages are as follows:-

32

(a)

ADVANTAGES & DIS-ADVANTAGES OF DIRECT ADVERTISEMENT

ADVANTAGES
DISADVANTAGES
Effective medium when job (a) Ideal for mass recruitment.

requirements and competencies are well (b) May bring many applications which
defined.

may not be suitable for the position.

(b)

Therefore, requires extensive screening.

Very good reach.

(c)

Can involve cost and results take

some time to fructify.

3.28

Internal Recruitment.

As

brought

out

earlier,

it

involves

filling

vacancies through internal means from existing employees. If external efforts are
undertaken without considering the desires, capabilities and potential of present
employees, a bank may incur both short and long run costs. In short run, morale
may de-generate, in the long run banks with a reputation for consistent neglect of
in-house talent may find it difficult to attract new candidates available through
other channels. The advantages and dis-advantages of internal recruitment are:-

(a)

ADVANTAGES & DIS-ADVANTAGES OF INTERNAL RECRUITMENT

ADVANTAGES
DISADVANTAGES
Ability
of
candidate
and (a) Assessment of candidate is based

competencies are well defined.

(b)

Internal

candidate

on references, brief interview or less

know

the reliable information.

organization, its strength and weakness.

(c)

Promotion

(b) May be difficult to find the right

builds

motivation candidate suitable for the position with

among existing employees.

ideal mix of competencies from internal

(d)

sources.

Very cheap.
33

(c)

Transition

organizational

activities
growth

and
often

rapid
mask

managerial deficiencies. However, when

the

growth

deficiencies

rate

slows

become

down

apparent

the
and

organization find it difficult to undo the

damage. The cost of remedial action can
prove disastrous and prohibitive.

Sources of data:(a) Line and HR Managers.

(b) Bank records and documents.
(c) Job consultants.
(d) New employees hired through various recruitment methodology list above.
(e) Industry trends for online recruitment.
(f)

Placement cells of colleges the Bank visited e.g. ICFAI, IIPM, BIMT.

(g) Internal IT Helpdesk placed at Yes bank, Chanakya Puri Branch.

(h) Questionnaire and survey of HR/Managers/ Employees.
(i)

Wipro Solutions, the vendor of the application software.

34

3.29

Current Scenario and Trend at Delhi/ NCR Region.

The percentage of

recruitment undertaken by various methodologies at Yes bank in Delhi and NCR

are as depicted:-

Yes Bank, Delhi

15

15

10
10

44

Campus

Job Consultant

Referral

Direct Advertisement

Internal

Online

Yes Bank, National Capital Region (NCR)

16

20

11
9

30

14

Campus

Job Consultant

Referral

Direct Advertisement

Internal

Online

35

3.30 Analysis from Interviews.

Both the document based research and

questionnaire survey methods were used. Interviews of 82 HR managers, Line

managers, employees and candidates were undertaken to analyze the trends in
recruitment, which according to them are effective recruitment strategies for
private sector banks. The format of questionnaire is placed at Appendix and
results of effectiveness of each recruitment strategy according to survey of HR /
Line managers are as pictorially depicted:-

Yes Bank, NCR

18

18

10
10

26

18

Campus

Job Consultant

Referral

Direct Advertisement

Internal

Online

EFFECTIVENESS OF RECRUITMENT STRATEGY

FROM SURVEY OF HR/ LINE MANAGERS IN DELHI AND NCR

36

Yes Bank, National Capital Region (NCR)

20

19

12
10

25

16

Campus

Job Consultant

Referral

Direct Advertisement

Internal

Online

Survey of Employees
3.31

About 82 Line/HR managers and employees were interviewed on the

effectiveness of a particular recruitment methodology and it can be seen that Job

Consultants, Online, Referrals and Campus recruitment were the most preferred.
The following data on use and effectiveness was arrived at during the survey of
employees:Recruitment Strategy

Usefulness

Priority (Data from

Effectiveness

respondents)
Job Consultants
Online applications
Referrals

5
4
3

4.3
4.25
4.0

Campus Placements
Direct Advertisement
Internal Recruitment

3
1
1

3.9
1.5
3.5

Survey Questionnaire placed at Appendix (78 Line/HR Managers and employees interviewed)
Mark scale 1(Not effective), 3 (Moderately effective), 5(Very effective)
Effectiveness was measured by the following:-

37

(a) Cost per hire = Recruiting costs/ No of positions

(b) Time to fill vacancy
(c) Staffing Efficiency ratio = Total recruiting costs/ Total compensation
(d) Hire Quality
(e) Hiring Manager Satisfaction

3.32

Overall Effective Recruitment Strategy (Data Arrived at from Bank

Records).

Banks need to continuously re-assess and estimate recruitment

strategies and its effectiveness. Analysis of available data, surveys and costs
involved at Yes Bank were undertaken to arrive at an effective recruitment
strategy for the role of a Sales officer. Following was concluded:Recruitment

Applicability

Priority

Other

Cost

Overall

Factors
4
3.5
4
3.8

Effectiveness
3
5
4
5

Effectiveness
4
4.2
3.2
3.8

Strategy
Job Consultants
Online applications
Referrals
Campus

5
4
3
3

Placements
Direct

Advertisement
Internal

Recruitment
Mark scale 1(lo), 5(hi) for Priority
Mark scale 1(lo), 5(hi) for Cost, Cost Effectiveness 1(lo), 5(hi), Overall Effectiveness 1(lo), 5(hi)

Evaluation of Effectiveness of Methodologies for Recruitment of Sales

Officers
3.32

HR and Line managers in private sector banks need to think and act

strategically to ensure availability of sales officers with right skills. This involves

38

adopting the correct methodology for recruitment, selection and appointment with
speed and transparency at lowest cost.
3.33

Initial consideration should be given to a banks employees, especially for

filling vacancies up to mid level positions. External recruitment should be resorted

to after potential of present employees have been exhausted. This will ensure
morale of employees does not de-generate. Additionally, larger organizations
might be more likely to have well defined succession. However, the need for
specific skill set for a specialized position cannot be ignored and therefore under
such circumstances external recruitment should be undertaken. Such preferential
decisions should be undertaken by the management, line managers and HR
keeping organization goals into consideration.
3.34

Recruitment using job consultants though very effective for managerial

positions can be expensive. Executive search firms tend to match candidates to

jobs faster that most organizations internally can, on their own, primarily due to
larger database, wider access and core competence. Networking strategy is used
by the recruitment consultants widely.
3.35

Campus recruitment is a very effective recruitment strategy, especially for

mass recruitment and candidate can be thereafter be trained. However, during

interview of such student candidates, it emerged that organization and its career
opportunities are prime motivation factor for students to seek employment with
any particular organization. Two major advantage of this strategy is cost and
convenience. However, such recruitment is limited to selected period of the year
and requires prior planning of sales force needed by the organization.
39

3.36

It has been observed from the data, online recruitment methodology is very

effective. However, the rise of more and more online job portals coupled with the
tightness of the market has also had a negative influence on recruitment. Many
banks thought that advertising in online job portals could reduce their dependency
on job consultants and lower recruitment costs. However, large no of job portals
have fragmented the demand and supply side market. It has therefore become
necessary to advertise and search in more and more job portals, which is proving
to be time-consuming, costly for banks and also becoming ineffective.
3.37

The success of the recruitment process is not only determined by the

methodology that are used for search and selection, but also by the way these
methodologies are used. One also needs to take into account the following:(a)

What are the no of positions available?

(b)

What role does the recruited position play and its importance?

(c)

Can the role be re-organized for better organization effectiveness?

(d)

Can internal candidate be trained for the position and what are the

costs, time involved?

(e)

How long do you expect the new candidate to remain in the role and

stay in the bank?

(f)

What are the organization retention strategies?

(g)

What is your plan for the recruitment process and monitoring?

40

3.38

Recruitment strategy can be targeted or broad-based. Targeted recruitment

is specific, focused and addressed to the section where one believes to find the
right candidate for the particular position. Broad-based recruitment can be
effective for positions that easily filled with minimal training. Organizations and
Banks also have to work towards building a brand value which impacts employee
positively. As Hertzberg work suggests that the line managers play a pivotal role
both as hygiene and motivation factor that impact on both employees attraction
and retention. Image and a reality of ethical and trustworthy operations in the
organization is a major attraction to both potential candidate and those already
employed.
3.39

Recruitment Plan.

Based on the recruitment methodology arrived or the

organization wishes to adopt, a recruitment plan should be devised. The present

study after taking all available data and inputs came up with a Recruitment Plan
template. This template in placed at Annexure. The following are the salient points
towards a successful recruitment plan:(a)

Recruiting the right person starts with a detailed job description and

personal specification. It also involves following a recruitment process that

produces a suitable candidate at a minimum cost to the bank.
(b)

The more complex the job, the more complex the recruitment

process needs would be. However, as a minimum, the interview process

should include at least two level interviews, a psychometric assessment
and a thorough reference check.
(c)

Advertisements through various recruitment methodologies should

be clear, to the point indicating job description.

41

(d)

Interviews should be highly structured and based on proven

methodologies. They should reveal levels of competency in key areas,

appropriateness of experience, personality strengths and weaknesses and
integrity.
(e)

Carefully selected psychometric assessments are valuable tools in

the selection process, but not to the exclusion of a structured interview.

Individuals should be selected on the basis of past performance,
competence and personality.
(f)

Always recruit the right person for the job. Recruitment should be

seen as a 'rejection process' as much as a 'selection process'. One

shouldnt be tempted to pick 'the best of from a bad lot
(g)

Screen likely candidates with a simple telephone interview before

deciding who to invite for the face-to-face interview.

(h)

When one actually meets the candidates, let them tell about their

background

and

achievements.

The

details

about

the

job,

the

compensation, the company, etc should follow.

(i)

Identify what initial training will be required and how much will be

needed to invest in the candidate and whether he or she is worth that

investment.
(j)

Never over sell the job. Honesty about the role should be the best

policy.
(k)

Background & reference checks are very vital. During interview of

new sales officers at Yes Bank, it was found that around 40% of new
employees never had references taken up. Background checks should be
42

as thorough, as possible and should include employment history and

character references.
3.40

Limitation of the Present Study.

Some of the most used methods

are not the ones found to be most effective under all circumstances and
scenarios. Most banks do not have a clearly defined recruitment strategy, but use
a shot-gun approach to find candidates for their vacancies. This study has not
considered regional areas factors, Gender of candidates, age, discriminations etc
in a detailed manner. However, this is not to say that there isnt a problem in this
area or methodologies for recruitment will not be different. As seen in tables
above, the response varied between segments analyzed. Some discrepancy were
noticed which can have generalization error.

43

4
RECOMMENDATION & CONCLUSION
Recommendation
4.1 Recruiting can no longer be confined to the traditional ways. With the war of
talent intensifying, employers are broadening their reach though innovative
channels. Static recruitment no longer suffices in todays context of cost
effectiveness and efficiency. HR professional have a big responsibility to hire a
best candidate from the available sources discussed above. At the same time, one
has to be cost conscious. No process is complete without an evaluation of its
success. All executives interviewed accentuated the importance of employer
branding in attracting highly suitable candidates. Job consultants, online
applications and Campus placements emerged the most effective external
recruitment methodology used. Most showcase organizations and private sector
banks today have started using technology to screen resumes, filter applicants
and build database for future use. Based on all available data, an optimum, cost
effective, diverse and scalable recruitment strategy or methodology for recruitment
of sales officers was arrived at by the author targeting each methodology. Private
sector banks should aim to achieve the model by reengineering processes,
maximizing use of technology to reduce costs and exploit each source effectively.

44

Proposed Recruitment Methodology

5

20
15

20
20

10

Campus

10
Job Consultant

Referral

Direct Advertisement

Internal

Online

Others

Conclusion
4.2

This report has investigated the various methodologies for recruitment

and the need was therefore to arrive at a recruitment strategy for the private
sector banks. As brought out earlier, the success of the recruitment strategy is not
only determined by the methodology that are used for search and selection, but
also by the way these methodologies are used and implemented. The processes
should ensure that there is no "shot-gun approach as a last resort after failing to
fill the position. Outsourcing of the recruitment process to an agency versus doing
this work in-house as a core HR responsibility is part of the strategic choice
companies should consider in determining a clear and effective HR recruitment
strategy. Trying to do both adds costs as HR resources go up and the required
time to fill vacancies often increases leading to less efficiency in finding and
selecting candidates for open positions. Employers have to use all available
45

information and techniques available to them including the more traditional tools of
common sense and good judgment when making the right hiring choices for
available vacancies. The following are to be considered additionally:(a)

Ensure you look internally prior to adopting any external

recruitment strategies.
(b)

Have a clear understanding of the current marketplace including

salary, skills shortages reasons for candidates to join the bank.

(c)

Map a consistent recruitment / hiring process for each new

recruit.
(d)

Create a consistent job profile for each requirement.

(e)

Ensure feedback is offered. Feedback forms should be

completed for each candidate interviewed.

(f)

Ensure relevant management information is collated and

presented to hiring managers from suppliers.

(g)

Have a clear understanding of the best methods of attracting

employees, devise an attraction strategy.

(h)

Review all testing and assessment products and processes.

(i)

Once you have successfully recruited staff, make sure you keep

them by introducing attractive retention measures and developing innovative

and creative training programme to keep them motivated and engaged.
(j)

Hold focus group meetings of employees.

46

5
ANNEXURES
LIST OF ANNEXES
I

APPROVED PROJECT SYNOPSIS

II

QUESTIONNAIRE FOR INTERNAL/ EXTERNAL EMPLOYEES AND

CANDIDATES
III

QUESTIONNAIRE ATTRACTION (NEW EMPLOYEES)

IV

QUESTIONNAIRE FOR HR MANAGRS AND LINE MANAGERS

PROPOSED RECRUITMENT PLAN FOR PVT LTD YES BANK

VI

SAMPLE QUESTION FOR INTERVIEW

VII

LIST OF CANDIDATES INTERVIEWED/ PARTICIPATED IN SURVEY

VIII

FEEDBACK FORM

47

NAME

KINSHUK DE

DATE OF JOINING

ANNEXURE II
QUESTIONNAIRE FOR INTERNAL/ EXTERNAL EMPLOYEES AND CANDIDATES

Please rate these points on a scale of 1 to 5 as per the following:

1.

Completely Disagree (Lo)

Mostly Disagree

Neutral

Mostly Agree

Completely Agree (Hi)

On a scale of 1 to 5 how do you feel about joining, working for us and why?

48

2.

Can you rate in order of merit the following methodologies of recruitment that you

believe is cost effective and can easily reach out to you easily:Job consultants
Online applications
Referrals
Campus placements
Direct Advertisement

3.

What according to you (on a scale of 1 to 5) are the primary causes for high

attrition in the banking industry?

Salary
Low Tolerance
Better prospects elsewhere
Market Liberalization
Poor Processes
Company Brand
Job Content
Poor Growth
Poor Incentives

49

Job Security
Rewards elsewhere
HR/ Other Policies
Management

50

NAME

KINSHUK DE

DATE OF JOINING

ANNEXURE IV
QUESTIONNAIRE FOR HR MANAGRS AND LINE MANAGERS
Please rate these points on a scale of 1 to 5 as per the following:

1.

Completely Disagree (Lo)

Mostly Disagree

Neutral

Mostly Agree

Completely Agree (Hi)

Which of the two main recruitment methodologies, Internal Recruitment or External

Recruitment according to you should be resorted to and why (Please elaborate) ?

2.

Can you rate in order of merit the following external recruitment methodologies that you

believe are cost effective and can easily reach out to best candidates in Delhi and NCR:-

DELHI

NCR

Job consultants

Job consultants

Online applications

Online applications

Referrals

Referrals

Campus placements

Campus placements

51

Direct Advertisement

3.

Direct Advertisement

What according to you on a scale of 1 to 5 are the primary causes for high attrition in the

banking industry?

Salary
Low Tolerance
Better prospects elsewhere
Market Liberalization
Poor Processes
Company Brand
Job Content
Poor Growth
Poor Incentives
Job Security
Rewards elsewhere
HR/ Other Policies
Management

4.

Which of the following could further improve recruitment in your organization (Rate 1 to 5)?

Planned Hires
Coordinated, sharing of business information
Economy to scale/cost reduction
Formalized agreements regarding business terms
Improved relationship with Job consultants and Line/ HR managers
Detailed job specifications

52

Consistent screening methods and approach

Structured recruitment processes
Effective recruitment methodology

53

NAME

Kinshuk De

DATE OF JOINING
ANNEXURE III
QUESTIONNAIRE ATTRACTION (NEW EMPLOYEES)

Please rate these points on a scale of 1 to 5 as per the following:

Completely Disagree (Lo)

Mostly Disagree

Neutral

Mostly Agree

Completely Agree (Hi)

I like to work on the permanent roles of the company

I am more concerned about my designation rather than the job content

I value incentives more than my fixed salary

I value growth potential more than the salary in the organization

I value rewards and recognition more than my salary

I value the brand of my company more than the job content

I value HR policies more than my salary / job content

54

I value regular interaction & appreciation from the top management more than any reward

I value job security more than my salary in the organization

55

ANNEXURE V
PROPOSED RECRUITMENT PLAN FOR PVT LTD YES BANK
1. Date:
Section 1: Position Data
2. Working Title
3. Title Code and Payroll Title
4. Grade
5. Salary Range
6. Department
7. Hiring Authority (name & phone)
8. Recruitment Contact (name & phone):
9. Appointment Type:
10. Final Filing Date
11. Estimated Hire Date:
12. Is this a new position?
13. No of Positions
13. Full/ Part Time?
14. Attachments
15. Job Description (Enclose attachments if required).

Section 2: Recruitment Plan

16. Selection Criteria
17. Scope of Search (Nationwide/ Regional)
18. Recruitment Strategy
(a) Job consultants
(b) Online applications
(c) Referrals
(d) Campus placements
(e) Direct Advertisement
(f) Internal
19. Selection Members:
20. Source of funds for recruitment with estimates:

56

ANNEXURE VIII
FEEDBACK FORM
Kinshuk De
kinshuk.de@gmail.com
Fax : +91-9810775595

CASE RECRUITMENT METHODOLOGY

We value your feedback. Please take some time to fill this feedback form and fax
it.
1.
How useful is this case study in providing you with some suggested
approaches to deal with HR recruitment issues?
Very useful
2.

Useful

Moderately useful

Not useful

How do you rate the case study?

Very Good

Good

Neutral

Poor

3.
Would you consider implementing the strategies/ approaches in the case
study?
Yes

No

Other Comments:
________________________________________________________________
________________________________________________________________
________________________________________________________________
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Particulars of respondent
Name
Organization
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57