“THE SELECTION PROCESS AND TOOLS USED BY ICICI

BANK”

PROJECT BY:

HURSH MAHESHWARI

M. COM PART 1

A9017

PROJECT GUIDE:

PROF.PRAVEEN NAGPAL

SUBMITTED TO

UNIVERSITY OF MUMBAI

ACADEMIC YEAR 2015-2016

ST. ANDREWS COLLEGE OF ARTS, SCIENCE & COMMERCE

ST. DOMINIC ROAD, BANDRA (WEST)

1
 MUMBAI - 400 050

CERTIFICATE

I, Prof. Praveen Nagpal, hereby certify that Hursh Maheshwari of St.

Andrews College of MCOM PART 1 has completed his project, titled
‘Selection Processes and Selection Tools” in the academic year 2015-16.
The information submitted herein is true and original to the best of my
knowledge.

Signature of Project Guide Signature of M.Com

Co-ordinator

Signature of Principal Signature of External

Examiner

2
 DECLARATION

I, HURSH MAHESHWARI, of St. Andrews College M.Com Part 1

declare that I have completed the research project on the topic of “The
Selection process and tools used by ICICI Bank” in the academic year
2015-16. The information submitted herein is true & original, to the best
of my knowledge.

DATE: SIGNATURE OF
PLACE: MUMBAI STUDENT
HURSH MAHESHWARI
M.COM PART 1

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 ACKNOWLEDGEMENT

First of all I would like to thank God for blessing me with strength & patience to complete my
project. I also thank Prof. Praveen Nagpal for guiding me throughout.

I would also like to express my gratitude towards my guide for her valuable time & effort to help
me in this project.

I thank the University of Mumbai for giving me a platform to explore my mind through this
project.

And most importantly a big thank you to my parents, sisters & brothers & my friends for all the
help extended by them.

-HURSH MAHESHWARI

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Table of Contents
EXECUTIVE SUMMARY ............................................................................................................ 7
1. INTRODUCTION ................................................................................................................... 8
2. SELECTION PROCESS AND TOOLS ..................................................................................... 9
2.1 MEANING AND DEFINITION ........................................................................................... 9
2.2 DIFFERENCE BETWEEN RECRUITMENT AND SELECTION ................................... 10
2.3 STEPS IN SELECTION PROCESS .................................................................................... 11
2.4 ENVIRONMENT FACTOR AFFECTING SELECTION .................................................. 11
2.5 FOUR APPROACHES TO SELECTION ........................................................................... 12
2.6 PROBLEMS IN EFFECTIVE SELECTION: ..................................................................... 13
3. THE SELECTION PROCESS AND TOOLS USED AT ICICI BANK ................................. 15
3.1 THE ROLE OF SELECTION ............................................................................................... 15
3.2 OBJECTIVES ....................................................................................................................... 16
3.3 STEPS IN SELECTION ....................................................................................................... 17
3. CONCLUSION ........................................................................................................................ 33
4. BIBLIOGRAPHY .................................................................................................................... 34

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6
EXECUTIVE SUMMARY

“The art of choosing men is not nearly as difficult as the art of enabling those one has chosen to

attain their full worth”.

Many employers recognize the fact that their staff is their greatest asset, and the right recruitment

and selection processes are viable in ensuring that new employees become effective in the

shortest time. The success of an organization depends on having the right number of staff, with

the right skill and the right abilities.

This first part of the project focuses on the theoretical part of selection processes and the tools of

selection which can later be compared to the actual processes and tools used at ICICI for

selection. It covers the definition of selection which helps us understand where the recruitment

process stops and selection process begins as it a very fine line between them. It also consists of

the difference in recruitment and selection, the various external factors affecting recruitment.

The second part of this project is about the selection process and tools used at ICICI to find the

best fit candidate for a certain position or job. It outlines the various steps in their recruitment

process and also states the different types of tests and interviews conducted by them to analyses a

candidate’s actual potential.

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 1. INTRODUCTION

People are integral part of any organization today. No organization can run without its human

resources. In today’s highly complex and competitive situation, choice of right person at the right

place has far reaching implications for an organization’s functioning. Employee well selected

and well placed would not only contribute to the efficient running of the organization but offer

significant potential for future replacement. This hiring is an important function. The process of

hiring begins with human resource planning (HRP) which helps to determine the number and

type of people on organization needs. Job analysis and job design enables to specify the task and

duties of hobs and qualification expected from prospective job HRP, job analysis, hob design

helps to identify the kind of people required in an organization and hence hiring. It should be

noted that hiring is an ongoing process and not confined to formative stages of an organization.

Employees leave the organization in search of greener pastures, some retire and some die in the

saddle. More importantly an enterprises grows, diversifies, take over the other units all

necessitating hiring of new men and women. In fact the hiring function stops only when the

organization ceases to exist.

Hiring involves two board activities:-

i) Recruitment

ii) Selection

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 2. SELECTION PROCESS AND TOOLS

2.1 MEANING AND DEFINITION

Selection is the process of picking individuals (out of the pool of job applicants) with

requisite qualifications and competence to fill jobs in the organization. A formal definition of

Selection is:-

Selection is defined as the process of differentiating between applicants in order to identify (and

hire) those with a greater likelihood of success in a job. Selection is basically picking an

applicant from (a pool of applicants) who has the appropriate qualification and competency to

do the job.

Recruitment and selection are the two crucial in the HR process and are often used

interchangeably. However there’s a fine distinction between the two steps. While recruitment

refers to the process of identifying and encouraging prospective employees to apply for jobs,

selection is concerned with picking the right candidates from the pool of applicants.

Recruitment is said to be positive in its approach as it seeks to attract as many candidates as

possible. Selection, on the other hand, is negative in its application in as it seeks to

eliminate as many unqualified applicants as possible in order to identify the right candidates.

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2.2 DIFFERENCE BETWEEN RECRUITMENT AND SELECTION

1 Recruitment is the process of searching for prospective candidates and motivating them to

apply for job in the organization. Whereas, selection is a process of choosing most suitable

candidates out of those, who are interested and also qualified for job.

2 In the recruitment process, vacancies available are finalized, publicity is given to them and

applications are collected from interested candidates. In the selection process, available

applications are scrutinized. Tests, interview and medical examination are conducted in

order to select most suitable candidates.

3 In recruitment the purpose is to attract maximum numbers of suitable and interested

candidates through applications. In selection process the purpose is that the best candidate

out of those qualified and interested in the appointment.

4 Recruitment is prior to selection. It creates proper base for actual selection. Selection is next

to recruitment. It is out of candidates’ available/interested.

5 Recruitment is the positive function in which interested candidates are encouraged to submit

application. Selection is a negative function in which unsuitable candidates are eliminated

and the best one is selected.

6 Recruitment is the short process. In recruitment publicity is given to vacancies and

applications are collected from different sources Selection is a lengthy process. It involves

scrutiny of applications, giving tests, arranging interviews and medical examination.

7 In recruitment services of expert is not required Whereas in selection, services of expert is

required

8 Recruitment is not costly. Expenditure is required mainly for advertising the posts. Selection

is a costly activity, as expenditure is needed for testing candidates and conduct of interviews.

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2.3 STEPS IN SELECTION PROCESS

With the advancement to every step the number of candidates will reduce. It is like a funnel not
everyone who enters the first step of the process makes it getting hired.

2.4 ENVIRONMENT FACTOR AFFECTING SELECTION

Selection is influenced by several factors. More prominent among them are supply and demand

of specific skills in the labor market, unemployment rate, labor- market conditions, legal and

political considerations, company’s image, company’s policy, human resources planning and

cost of hiring. The last three constitute the internal environment and the remaining form the

external environment of selection process.

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2.5 FOUR APPROACHES TO SELECTION

1). Ethnocentric Selection:

In this approach, staffing decisions are made at the organization’s headquarters.

Subsidiaries have limited autonomy, and the employees from the headquarters at home and

abroad fill key jobs. Nationals from the parent country dominate the organisations at home and

abroad.

2). Polycentric Selection:

In polycentric selection, each subsidiary is treated as a distinct national entity with local

control key financial targets and investment decisions. Local citizens manage subsidiaries, but

the key jobs remain with staff from the parent country. This is the approach, which is largely

practiced in our country.

3). Regio-centric Selection: -

Here, control within the group and the movements of staff are managed on a regional

basis, reflecting the particular disposition of business and operations within the group. Regional

managers have greater discretion in decision. Movement of staff is largely restricted to specific

geographical regions and promotions to the jobs continue to be dominated by managers from the

parents company.

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4). Geocentric Staffing: -

In this case, business strategy is integrated thoroughly on global basis. Staff development

and promotion are based on ability, not nationality. The broad and other parts of the top

management structure are thoroughly international in composition. Needless to say, such

organizations are uncommon.

2.6 PROBLEMS IN EFFECTIVE SELECTION

The main objective of selection is to hire people having competence and commitment. This

objective s often defeated because of certain barriers. The impediments, which check

effectiveness of selection, are perception, fairness, validity, reliability and pressure.

 Perception: -Our inability to understand others accurately is probably the most

fundamental barrier to selecting the right candidate.

 Selection demands an individual or a group of people to assess and compare the

respective competencies of others, with the aim of choosing the right persons for the jobs.

But our views are highly personalized.

 Fairness in selection requires that no individual should be discriminated against on the

basis of religion, region, race or gender. But the low numbers of women and other less

privileged sections of the society in middle and senior management positions and open

discrimination on the basis of age in job advertisements and in the selection process

would suggest that all the efforts to minimize inequity have not been effective.

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 Validity, as explained earlier, is a test that helps predict job performance of an

incumbent. A test that has been validated can differentiate between the employees who

perform well and those who will not. However, a validated test does not predict job

success accurately. It can only increase possibility of success.

 Reliability: -A reliable method is one, which will produce consistent results when

repeated in similar situations. Like validated test, a reliable test may fail to predict job

performance with precision.

 Pressure: - Pressure is brought on the selectors by politicians, bureaucrats, relatives,

friends and peers to select particular candidates. Candidates selected because of

compulsions are obviously not the right ones. Appointments to public sectors

undertakings generally take place under such pressures.

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 3. THE SELECTION PROCESS AND TOOLS USED AT
ICICI BANK

3.1 THE ROLE OF SELECTION

At ICICI Bank, the selection process aims at getting applicants who are likely to succeed at

various roles in the Bank. The endeavor is to select people who have a high service orientation,

are passionate about their career goals, and who display integrity and ethics in all engagements.

The role of selection in an ICICI’s effectiveness is crucial for at least, two reasons; first, work

performance depends on individuals. The best way to improve performance is to hire people who

have the competence and the willingness to work. Arguing from the employee’s viewpoint, poor

or inappropriate choice can be demoralizing to the individual concerned (who finds himself or

herself in the wrong job) and de-motivating to the rest of the workforce. Effective selection,

therefore, assumes greater relevance. In a service sector jobs employees are the first point of

truth between the company and the customer which makes it absolutely necessary for a company

to hire most competent people for the job. ICICI believes that the cost of recruiting and hiring

personnel speaks volumes about its human resources. They believe the cost of wrong selections

is greater than the cost to find the right person for the job.

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3.2 OBJECTIVES
 To ensure all recruitment and selection procedures comply with the Equal Opportunity

Policy.

 To ensure that all appointments are made on merit

 To develop and maintain procedures which will assist in ensuring the appointment of the

most suitable candidate

 To ensure that recruitment procedures are clear, valid and consistently applied by those

involved in recruitment and that they provide for fair and equitable treatment for those

who apply for employment.

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3.3 STEPS IN SELECTION

STEP 1: Completion of application forms:

Application form establishes the candidate’s general details like name, address, telephone

number, education, job- related training, work-experience with dates, company names, and job

details, professional or industrial involvement, hobbies and recreational pursuits.

The company establishes as many hypotheses about the candidate from the details provided in

the application form. It then decides what areas of information it needs to explore or investigate

more specifically during the interview.

The applicants received from job seekers would be subject to scrutiny so as to eliminate

unqualified applicants. Company sees to it that no judgment is passed about the candidate based

only at this level. What drawn here is hypotheses and not conclusions.

Application forms are such framed that, they provide the necessary details to the organization

without affecting the sentiments and feelings of the candidate.

STEP 2: Initial screening of interviews:

Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information

supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits

for reason, which did not appear in the application forms. Besides, preliminary interview, often

called ‘courtesy interview’, is a good public relation exercise.

Initial Screening is done on the basis of applicants and applications. A preliminary interview is

conducted so as to select the suitable candidate who can go through further stages of interviews.

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Normally cutoff is decided like say 70% on an average. If the candidates do not meet the

requirement they are rejected. And for higher posts applications and applicants both play a major

role in the screening process.

The Candidates would be screened by the HR Manager/Branch Manager for the respective

locations. Screening would be on the basis of the profile of the candidate and the departmental

requirements.

This assessment will be with respect to:

 The general profile of the candidate,

 Personality fit of the candidate into the profile,

 Aptitude/attitude of the candidate,

 Motives of the person to join the company and whether focus is in the short term or is a

long term player,

 Basic skill level on our set of requirements, say numerically ability, networking ability,

etc

 Establish the annual guaranteed cash compensation of the individual and check whether

the person would fit into the system.

 Explain the role of Sales manager to the applicant and check the acceptance of the

candidate for the same.

In case of need, the Regional HR may take a Tele interview of the candidate for further

assessment process

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STEP 3: Aptitude Test

Choosing Tests:

The test must be chosen in the criteria of reliability, validity, objectivity and standardization.

They are: -

1. Reliability: -

It refers to standardization of the procedure of administering and scoring the test results. A

person who takes tests one day and makes a certain score should be able to take the same test the

next day or the next week and make more or less the same score. An individual’s intelligence,

for example, is generally a stable characteristic. So if we administer an intelligence test, a person

who scores 110 in March would score close to 110 if tested in July. Tests, which produce wide

variations in results, serve little purpose in selection.

2. Validity: -

It is a test, which helps predict whether a person will be successful in a given job. A test

that has been validated can be helpful in differentiating between prospective employees who will

be able to perform the job well and those who will not. Naturally, no test will be 100% accurate

in predicting job success. A validated test increases possibility of success

There are three ways of validating a test. They are as follows: -

1). Concurrent Validity: - this involves determining the factors that are characteristics of

successful employees and then using these factors as the yardsticks.

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2). Predictive Validity: - it involves using a selection test during the selection process and then

identifying the successful candidates. The characteristics of both successful and less successful

candidates are then identified.

3). Synthetic Validity: - it involves taking parts of several similar jobs rather than one complete

job to validate the selection test.

3. Objectivity: -

When two or more people can interpret the result of the same test and derive the same

conclusion(s), the test is said to be objective. Otherwise, the test evaluators’ subjective opinions

may render the test useless.

4. Standardization:

A test that is standardized is administered under standard condition to a large group of person

who are representatives of the individuals for whom it is intended. The purpose of

standardization is to obtain norms or standard, so that a specific test score can be meaningful

when compared to other score in the group.

If the first assessment is positive, the candidates will give the aptitude test, once such test is

selected approved by the company. The scoring, interpretation and the generation of interview

probes from that test will also be done at this time. People who qualify the minimum criteria on

this test will be put up on to the Functional Head (VP’s in case of HO) for functional assessment

and suitability into the role.

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 Employment tests:

o logical test

o English test

o Vocabulary

o Reasoning

o Essay writing

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VARIOUS TESTS:

Mental or intelligence tests:

They measure the overall intellectual ability of a person and enable to know whether the person

has the mental ability to deal with certain problems.

Intelligence test:

This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness),

numerical ability, memory and such other aspects can be measured. It is taken to judge

numerical, skills, reasoning, memory and such other abilities.

Personality Test:

It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain,

etc. this test is very much essential on case of selection of sales force, public relation staff, etc.

where personality plays an important role.

Graphology Test:

It is designed to analyse the handwriting of individual. It has been said that an individual’s

handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the

idiosyncrasies and elements of balance and control. For example, big letters and emphasis on

capital letters indicate a tendency towards domination and competitiveness. A slant to the right,

moderate pressure and good legibility show leadership potential.

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Medical Test:

It reveals physical fitness of a candidate. Medical servicing helps measure and monitor a

candidate’s physical resilience upon exposure business hazards.

Group Discussion:

Based on case studies, the group discussions are mainly conducted to judge applicants on their

analytical thinking, approach to hypothetical building around business situations and the ability

to break down complex problems to arrive at simple solutions.

STEP 5: Psychometric Profiling:

A questionnaire - based psychometric tool that assesses the typical or preferred behaviour of

individuals in work settings. Applicants are required to complete the questionnaire before they

appear for the interview. This tool gives us a better understanding of the applicant and is not used

for elimination of applicants.

Step 6: Second Interviews:

Middle or senior management generally conducts the second interview, together or separately.

More in-depth questions are asked to the candidate and the employer expects a greater level of

preparation on the part of the candidates.

 Informal Interview: An informal interview is an oral interview and may take place

anywhere. The employee or the manager or the personnel manager may ask a few almost

inconsequential questions like name, place of birth, names of relatives etc. either in their

respective offices or anywhere outside the plant of company. It is not planned and

23
 nobody prepares for it. This is used widely when the labor market is tight and when they

need workers badly.

 Formal Interview: Interviews are held in the employment office in a more formal

atmosphere, with the help of well structured questions.

 Patterned Interview: A patterned interview is also a planned interview, but it is more

carefully pre-planned to a high degree of accuracy, precision and exactitude. With the

help of job and man specifications, a list of questions and areas are carefully prepared

which will act as the interviewer’s guide.

 Non-directive Interview: Here the interviewee is allowed to speak his mind freely. The

interviewer has no formal or directive questions, but his all attention is to the candidate.

He encourages the candidate to talk by a little prodding whenever he is silent e.g. “Mr.

Ray, please tell us about yourself after you’re graduated from high school”. Non-directive

interview or unstructured interview is designed to let the interviewee speak his mind

freely. The interviewer has no formal or directive questions, but his all attention is to the

candidate. He encourages the candidate to talk by a little prodding whenever he is silent

e.g. “Mr. Ray, please tell us about yourself after your graduated from high school”.

 Depth Interview: It is designed to intensely examine the candidate’s background and

thinking and to go into considerable detail on particular subjects of an important nature

and of special interest to the candidates. For example, if the candidate says that he is

interested in tennis, a series of questions may be asked to test the depth of understanding

and interest of the candidate.

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 It is designed to intensely examine the candidate’s background and thinking and to go

into considerable detail on particular subjects of an important nature and of special

interest to the candidates. For example, if the candidate says that he is interested in tennis,

a series of questions may be asked to test the depth of understanding and interest of the

candidate. These probing questions must be asked with tact and through exhaustive

analysis; it is possible to get a good picture of the candidate.

 Stress Interview: It is designed to test the candidate and his conduct and behavior by him

under conditions of stress and strain.

What ICICI practice is that if interview is planned at a certain time, then the interview

will start at least an hour late meanwhile, they watch the candidate’s behavior and stress

level.

 Panel Interview: A panel or interviewing board or selection committee interviews the

candidate, usually in the case of supervisory and managerial positions.

 Mixed Interview: In practice, the interviewer while interviewing the job seekers uses a

blend of structured and structured and unstructured questions. This approach is called the

Mixed interview. The structured questions provide a base of interview more conventional

and permit greater insights into the unique differences between applicants.

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General Norms regarding interview Process:

 Interviews should consider the entire data provided by the candidate either through the

formal CV or otherwise before coming to a conclusion about the candidate. They may

insist on seeing the proof of the claims made by the candidate regarding qualifications,

experience and other achievements. They may, at their discretion, decide to meet the

candidate on more than one occasion or to refer the candidate to another panel.

 Ratings on various attributes of the candidates shall be recorded in the interview

evaluation sheet, soon after the interview is over. Along with these numerical ratings,

qualitative observations about the candidate and overall decision regarding selection or

otherwise (including a decision to defer the induction, referral to another panel,

considering for another position) shall be forwarded to the associated Recruitment

Manager/ Head of Regional HR. Individual panel members have the option of appending

their additional remarks/observations. No selection will be treated as final unless the IES

form is filled comprehensively. Suitably appropriate IES formats may be created for

specific positions.

 Any discrepancies noticed by the panel members regarding the authenticity of the data

provided by the candidate should be specifically and formally recorded on the IES form

and suitably high lightened.

 Specific points to be probed during the reference check process, if any, must also be

clearly recorded and high lightened on the IES forms.

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Administrative Actions Regarding Interviews

 Scheduling and the venue of the interviews would be handled by the recruitment team in

consultation with the short listed candidate and the selection panel members, after taking

mutual convenience into account. For field positions, respective branch/regional heads

would undertake this co-ordination.

 After the final round, if the candidate is selected, the complete set of papers Personal

Data Form, CV, job requisition no., Interview evaluation sheet ,reference check details,

educational details, along with the interviewer’s recommendations and Reference check

form should be forwarded by the recruitment managers to recruitment head. Fitment of

the candidate into a grade and compensation fitment shall be on the assumption of

authenticity of the information provided in the CV/application form.

 An appropriate formal communication shall be sent to the candidate whose candidature is

not being taken forward, or details of the verbal/telephonic communications provided to

the candidate shall be recorded on the candidates papers, by the recruitment

team/associated line managers. In the case of interviews taking place at the

branch/regional levels, similar noting should be recorded on the individual candidate’s

papers.

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Step 7: Physical Examination:

After the selection decision and before the job offer is made, the candidate is required to undergo

a physical fitness test. A job offer is, often, depends upon the candidate being declared fit after

the physical examination. The results of the medical fitness test are recorded in a statement and

are preserved in the personnel records.

STEP 8: Reference checks

 Normal, reference checks should be undertaken with at least one reference. A second

reference check will be done if considered necessary. Responsible officials from the

former employers, academic institutes and/or any other eminent personalities can be

considered as appropriate references. Close relatives and friends cannot be considered as

references. Wherever feasible and considered appropriate, a reference should be made

with a senior official of the candidate’s current employer. In case the candidate is

currently un-employed, reference should be made with the latest employer. The format of

reference check is to be used as a framework for conducting the process.

 Where the minimum two reference checks are not possible (particularly with the current

employer) or where there is a mixed response from different sources, the matter may be

to the VP-HR for a final decision. Depending on the seniority and any other

considerations about the positions, VP-HR would normally consult the functional head

concerned, before coming to conclusions. Any candidate whose credentials are doubtful

shall not be recruited.

 In case of recruitment of Management trainees, fresher and life advisors as sales

 Managers no reference checks will be required.

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STEP 9: Final Employment decision

It is a final step. In this step company makes a very important decision.

After all these processes follow up is done i.e., the selected person is induced and placed at the

right job. Training is provided on regular basis that is monthly, quarterly. These trainers have the

experience of about 15-20 yrs. In one batch there are 60 employees who are sent to Bangalore for

training.

STEP 10: Negotiations of the terms and conditions and other pre -appointment

formalities

 In the case of sales-Tied Agency functions, the branch managers will be allowed to fix

the salary and grade of the incoming sales manager, provided the compensation does not

exceed 20% of the candidates current cash salary. Any fitment beyond this norms will

need the approval of Head-HR. HR will forward a worksheet to support the BM’s to

evaluate the appropriate cash CTC of the incumbent. For all other functions, the

compensation and grade would be fixed post a discussion between the Head of the

Regional HR and the associated AVP/VP. Any candidate being offered a CTC of more

than 4lacs will need the sign off from HEAD-HR. In appropriate cases, at the discretion

of the VP-HR, a deviation may be referred to the Managing Director, for the MD’s

formal approval.

 Responsibility for negotiations and finalization of the terms shall rest with the best

Branch Manager/Associated Manager. They may seek the assistance of the recruitment

managers, whenever required. Reference checks process should not normally be initiated

unless the candidate has indicated his firm acceptance of the offer being made by us.

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EMPLOYMENT OFFER LETTER

 When a recruitment Manager is fully satisfied about the selection of the right candidate

and about completion of all the formalities connected with the appointment of candidate

including requisite documentation, satisfactory reference check reports and medical

fitness, he/she would forward the relevant papers listed below to the head of recruitment.

 Personal Data form

 Employee requisition form duly filled by the regional Head/Branch Manager

 Interview evaluation sheet filled by the regional head/Branch

manager/interviewer with his/her comments.

 Latest and updated resume of the candidate

 Photocopy of the appointment letter of the last employer or latest salary slip.

 Employment details.

 Two Professional references.

 Language Proficiency.

 Document check list for every grade is as follows:

 Authorization Release Form.

 Background check Form.

 Highest Education certificate.

 Highest Education mark sheet.

 1 Month Salary Slip of Current Employer.

 1 Month Salary Slip of Last Employer.

 Relieving Letter of last Employment.

 Proof of Residence.

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  2 Passport Size Photograph.

 Regional HR manager will take the signature of Head-HR on the employee requisition

form and forward the papers to the employee service team for issuance of the offer letter.

 Employee services team will issue offer letter, to be signed by the National Recruitment

Manager or Chief Manager-HR, and send the same to the concerned Branch Manager/

HR Manager.

 It would be the responsibility of the Branch Manager/HR Manager to ensure that the

accepted copy of the offer letter is forwarded to the employee service team within a week

of receipt of the offer letter. Till this letter is issued, the ‘offer’ has not taken place in

formal sense. A copy of the offer letter shall be duly signed and returned to the candidate.

Candidate would be expected to fulfill various joining formalities, which are also

formally communicated to him/her in the form of a checklist that is attached to the letter

of offer. The Regional HR head shall have the overall responsibility and accountability to

maintain the templates of the offer letters and also for drafting of suitable non-standard

terms to any specific candidate.

 The employee service team will follow up Branch Manager/Regional HR Manager for

the joining of the candidate and will collect all relevant documents from the candidate

including the joining report, before issuing the appointment letter. The employee service

team may enlist the help of the Branch Manager to ensure that all necessary documents

within ten days of the person joining. After receiving all of the necessary documents, the

employee service team will send the appointment letter to the new joiner.

 Once the documentation is complete for the new joiner (including the accepted

appointment letter), people who may have joined before 20th of the month but have not

31
 been included in the payroll for the month because of delay in receipt of papers will be

given ad-hoc salary advance (up to maximum of 65% of the pro-rated salary). This

advance will be adjusted once the person gets included in the subsequent month’s payroll.

 If the person does not submit the relieving letter from the previous organization, where

required to be submitted as per the table given above, within three months of joining, the

employee service manager can put their salary on hold till such time as the said

documents are received.

STEP 11: -CONCLUDING THE SELECTION PROCESS: -

Contrary to popular perception, the selection process will not end with executing the

employment contract. There is another step – amore sensitive one reassuring those candidates

who have not selected, not because of any serious deficiencies in their personality, but

because their profile did not match the requirement of the organisation. They must be told

that those who were selected were done purely on relative merit.

STEP 12: -EVALUATION OF SELECTION PROGRAMME: -

The broad test of the effectiveness of the selection process is the quality of the personnel

hired. An organization must have competent and committed personnel. The selection

process, if properly done, will ensure availability of such employees. How to evaluate the

effectiveness of a selection programme? A periodic audit is the answer.

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 3. CONCLUSION

The human element of organization is the most crucial asset of an organization. Taking a closer

perspective -it is the very quality of this asset that sets an organization apart from the others, the

very element that brings the organization’s vision into fruition.

Thus, one can grasp the strategic implications that the manpower of an organization has in

shaping the fortunes of an organization. This is where the complementary roles of Recruitment

and Selection come in. The role of these aspects in the contemporary organization is a subject on

which the experts have pondered, deliberated and studied, considering the vital role that they

obviously play.

ICICI have a comparatively longer selection process other companies in the banking sector for

mainly security reason. The scale on which ICICI conducts business today requires a work force

which is non-hesitant in dealing with customers, technically sound and up to date with the latest

skills and knowledge. The banking industry has a very high attrition rate which makes a good

selection process a must in order to get the right person for the job.

The selection process all in all seems fairly drafted with accurately designed tests to identify a

candidate’s true potential and fit for the job. The interviews are designed and conducted by

senior employees of the company in order to understand whether the candidate has the aptitude

for the job or not.

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 4. BIBLIOGRAPHY

1. http://www.moneycontrol.com/stocks/top-companies-in-india/market-capitalisation-

bse/banks-private-sector.html

2. http://www.moneycontrol.com/competition/icicibank/comparison/ICI02

3. http://www.slideshare.net/JenBarr/recruitment-selection-process-presentation

4. http://www.scribd.com/doc/33993225/Recruitment-Process-of-ICICI-Bank

5. http://cscjournals.org/csc/manuscript/Journals/IJBRM/volume3/Issue1/IJBRM-64.pdf

6. http://www.marketing91.com/swot-analysis-icici-bank/

7. http://en.wikipedia.org/wiki/ICICI_Bank

8. http://www.theofficialboard.com/org-chart/icici-bank

9. http://www.careerride.com/view.aspx?id=13549

10. https://www.icicicareers.com/icici_career/po-selection-fee-

process.hhttp://www.bankpoclerk.com/community/Info/ICICI-Bank-PO-Selection-

Process-Feestml

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