Declaration

I, hereby declare that the research project report titled “RECRUITMENT AND ON-
BOARDING” is my own original research work and this report has not been submitted to
any University/Institute for the award of any professional degree or diploma.

Manvi Bhardwaj

M.B.A(3rd Sem)

Chandigarh Business School of Administration

1
Certificate

2
 Acknowledgement

“Gratitude is not a thing of expression; it is more matter of feeling.”

I express my sincere gratitude to Mr. Himanshu Mudgal (RHR) and Mr. Simarjeet singh
(Assistant professor,CBSA,Landran) for providing me an opportunity to work on this project.
I am very grateful for their constant support and guidance throughout the duration of the
entire project.I also express my thanks to Ms. Sunayna kakkar and Isha Garg (HR Team)for
their encouragement and guidance. Lastly, I thank my parents, family members and friends
for their constant support in my endeavor.

MANVI BHARDWAJ

3
 Index

Page No.

Title page

Declaration 1

Certificate Issued By Company supervisor 2

Acknowledgement 3

Introduction 5 - 12

Company Profile 13 -15

Objectives and Scope 16 - 17

Research Methodology 17 – 21

On-boarding process of Indusind Bank 22 - 23

Data Interpretation and Analysis 23 - 42

Findings ,Conclusions and Suggestions 43 - 46

Limitations of the study 47

Bibliography (Reference) 48

Questionnaire 49 - 53

4
 INTRODUCTION

1.1(1) WHAT IS RECRUITMENT?

Recruitment refers to the overall process of attracting, shortlisting, selecting and

appointing suitable candidate for jobs(either permanent or temporary)within the
organisation. It is the process of finding and hiring the best qualified candidate
for a job opening, in a timely and cost effective manner. It is essential to have a
good recruitment process to attract the right kind of employees for your
business needs. There are various kind of sources for recruitment :-

Sources of
Recruitment

Internal source External source

Internal sources:-Internal sources of employment refers to appointment of employees within

the group internally. It includes promotions, transfers, recruiting former employees, internal
advertisements, employee referral, previous applicants.

5
External sources:-External sources of recruitment refers to hiring staffs outside the
organisation or who are external to the organisation. It includes direct recruitment, employee
exchanges, employment agencies, advertisements, campus recruitment, word of mouth.

1.1(2) WHAT IS ONBOARDING?

On-boarding refers to the strategic process of bringing a new employee to the organization
and providing information, training, mentoring and coaching throughout the transition. The
process begins at the acceptance of an offer and throughout the first six to twelve months of
employment.

On-boarding New Employees: Maximizing Success After effective recruitment and

selection, one of the most important ways that organizations can improve the effectiveness of
their talent management systems is through the strategic use of on-boarding. On-boarding is
the process of helping new hires adjust to social and performance aspects of their new jobs
quickly and smoothly. This should always be a priority for HR departments, because in the
United States, every year more than 25 percent of the working population experiences career
transitions.1 In Fortune 500 companies alone, about 500,000 managers take on new roles
each year and overall, managers begin new jobs every two to four years.

Unfortunately, in the midst of all these transitions:

• Half of all senior outside hires fail within 18 months in a new position.

• Half of all hourly workers leave new jobs within the first 120 days

On-boarding is the process of helping new employees become full contributors to the
institution. During on-boarding, new employees evolve from institutional outsiders to
institutional insiders. The process of on-boarding and engaging new employees is important
because it helps create connections with the institution which can result in higher
productivity, satisfaction, and retention. The first six months on the job are critical, because
new employees are forming impressions that will have a lasting impact on whether they stay
with the institution. New employees want to confirm they made the right decision to join our
organization, but often experience anxiety and discomfort when they find things are different
than expected. To address new employees’ concerns, we can take steps to help them learn
about their job, manager, team and college. This document describes four opportunities for
onboarding and engaging employees:

 Orientation

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 Conversations with New Employees

 Coaching/Mentoring/Tutoring

 New Leader Integration

The on boarding process begins when initial contact is made between a prospective new
employee and the institution. An individual starts to form first impressions during the
interview process. This overview, however, assumes that the individual has already been
hired. It is designed to provide guidance from the first day of employment through the time
when the employee is deemed a full contributor to the institution. Institutional leaders must
view the on-boarding process as important for retaining top talent and should be committed
to developing on-boarding strategies. On-boarding is difficult and time-consuming for
everyone! Employees often experience a wide range of emotions. Going through so many
“firsts” is challenging because new employees lack the context of, and history with, the
institution. It is important for new hires to be aware of this so that they don’t feel
overwhelmed and frustrated. Moreover, an awareness of the challenges that new hires face
on the part of managers and team members can create an environment likely to be more
supportive of the onboarding process.

Onboarding helps new hires adjust to the social and performance aspects of their jobs so they
can quickly become productive, contributing members of the organization. This report,
Onboarding New Employees: Maximizing Success will provide the tools you need to create
an effective onboarding process in your company.
Onboarding a New Hire:

On the First Day: The prospect of the first day on the job is nerve-wracking. New hires are
eager to impress their new bosses. So, if they don't know where the photocopier is or how to
use it, chances are they aren't going to ask, and will waste time trying to figure the little
things out for themselves. And if you throw a bunch of information at them, chances are
they're not going to remember most of it. With an effective onboarding program, you should
aim to present basic information in an easy-to-digest fashion, so that a rookie can turn to the
more demanding aspects of his or her job.

The way to do that is to consider the small, logistical details that add up to a sense of comfort
and familiarity one has in a workplace. This is good not just for a new hire's peace of mind,
but also for the overall health and well-being of your business. 'If a person is new and doesn't
know how to use the phone system and accidentally hangs up on a potential client, that client
is not going to care that they were new,' says John Sullivan. 'They're just going to be angry.'

7
This report will explain why onboarding is so important, where it fits into the larger HR
context, how HR managers can proactively manage onboarding and, finally, how new
employees can help facilitate their own onboarding process.
Here's a list of things you should have ready by the time your new hires walk in the door:

• Send out an e-mail to everyone in the office so they're prepared to welcome a new
employee
• Get the new worker a security badge if he oshe needs one
• Provide a name plate on his or her desk or office door as a tangible sign that you've
prepared the space
• Set up the computer
• Configure the new employee's e-mail accounts
• Provide guides for any necessary software he or she will be using
• Set up his or her phone system, and provide instructions for using voicemail
• Have a stack of business cards waiting

1.2 THE FOUR C’s ONBOARDING HAS FOUR DISTINCT LEVELS,

THE FOUR C’s:
• Compliance is the lowest level and includes teaching employees basic legal and policy-
related rules and regulations.

• Clarification refers to ensuring that employees understand their new jobs and all related
expectations.

• Culture is a broad category that includes providing employees with a sense of

organizational norms -- both formal and informal.

• Connection refers to the vital interpersonal relationships and information networks that
new employees must establish.

The building blocks of successful on-boarding are often called the Four C’s.

1.3 IDENTIFICATION OF TRAINING NEEDS

As we are aware that training is very important for overall development of the employees for
achieving the organizational objectives. The effectiveness of the training function is heavily
dependent upon the effectiveness of the processes used to identify training needs.

8
Identification of training needs is the first critical step on the road to competence
development and performance enhancement of the employees.

An inadequacy at this stage cascades to all the subsequent training processes. Usually
organizations are seen giving the importance to this stage, it deserves.

Training needs can be identified by analyzing three major human resource areas: the
organization as a whole, the job characteristics and the needs of the individuals. This analysis
will provide answers to the following questions:

● Where is training needed?

● What specifically must an employee learn in order to be more productive?
● Who needs to be trained?

Begin by assessing the current status of the company how it does what it does best and the
abilities of employees to do these tasks. This analysis will provide some benchmarks against
which the effectiveness of a training 2 can be evaluated. Your firm should know where it
wants to be in five years from its long-range strategic plan. What you need is a training
program to take your firm from here to there.

Second, consider whether the organization is financially committed to supporting the training
efforts. If not, any attempt to develop a solid training program will fail.

Next, determine exactly where training is needed. An internal audit will help point out areas
that may benefit from training. Also, a skills inventory can help determine the skills
possessed by the employees in general. This inventory will help the organization determine
what skills are available now and what skills are needed for future development.

Once you have determined where training is needed, concentrate on the content of the
program.Training based on job descriptions should go into detail about how the job is
performed on a task-by-task basis. Actually doing the job will enable you to get a better feel
for what is done.

Individual employees can be evaluated by comparing their current skill levels or

performance to the organization's performance standards or anticipated needs. Any
discrepancies between actual and anticipated skill levels identify a training need.

1.4 WHAT DOES IDENTIFICATION OF TRAINING NEEDS MEAN?

A tool utilized to identify what educational courses, set of skills or activities should be
provided to employees to improve their work productivity. Focus should be placed on needs
as opposed to desires.

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IT will TELL WHERE THE TARGET IS:

● It will tell how large the market is: Maybe the process improvement challenges are
the result of people not knowing how to properly run a new machine, or maybe the
challenge is an organization wide quality issue. It will tell you how big the solution
needs to be.

● It tells you how far the target is: Perhaps there’s only need to teach the group better
telephone skills to address the problem – or maybe there’s need a more sophisticated
telephone system to handle the increased demand. Your needs analysis will give you
these answers.
● It tells you what kind of arrows to use: Training comes in several different shapes
& sizes. Needs analysis will help you determine whether you need to do coaching,
small group training, large group training, computer based training, or any
combination of these & other options.
● It tells you who should shoot these arrows: Once you determine the training need,
you consider the best way to meet it. For instance, if you need to do team-building, it
might be best to use internal line managers as trainers because they are part of the
team. You might also want to consider using the training department’s instructors. In
some cases, an external resource would best suit your needs. The information you
gather for needs analysis helps you make this decision.
● It tells you when to shoot: Timing is everything. Some training is best given
immediately, such as new employee safety procedures. Other training, such as
learning a new computer system, may best be given just before the new system is
installed or perhaps immediately after it is installed so training participants can
practice as they learn. Training linked to company initiative may best be presented in
a package with other company issues. Needs analysis can give you vital information
about the best time to present the training.
● It warns about the crosscurrents: Office politics is the wind share of any
organizational effort. If you expect to hit the target after you identify it, you have to
be knowledgeable about how these crosscurrents will affect your arrow’s trajectory.
Then you can adjust your stance, your equipment, or your attitude to compensate.
You should also keep a weather-eye out for entrenched opinions about your group or
other groups. If turf issues exit, you can bet they will surface just as you are thinking
aim. You need to deal with these situations as part of your needs analysis work. Clear
the air so that nothing stands between you and a successful hit on the target.

1.5 HOW IS A TRAINING NEEDS ASSESSMENT PERFORMED?

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There are several techniques that can be utilized individually or in combination with each
other. More than one tool should be considered to get a better view of the big picture,
however, which tools are used should be left up to company.

Planning your needs analysis:

You know that there is a logical process for doing an entire training project, if properly
executed, ensures a successful training impact. In skipping the first phase, that is identifying
targeted training needs, one may leaped to a solution without determining the real issue. In
fact, the solution to his problem was just as much a mystery to him at the end of his process
as it was at the beginning.

When you do needs analysis to target your training needs, you become a detective solving a
mystery: which target is right one? There are plenty of targets out there you could hit with
your solution, but the idea is to identify & then hit the right target. Every great detective has a
modus operandi; a way of working that simplifies the task to be accomplished & keeps the
detective on the right trail. Our modus operandi for identifying targeted training needs would
be the needs analysis process.

Using the Six Step of Needs Analysis Process

The Needs Analysis Process summarizes the actions necessary to complete the first phase of
training process. Like training process, the needs Analysis process has six actions to create
six related products. These six steps are:

⮚ Assess your current situation

⮚ Envision your future
⮚ Gather information
⮚ Sort your information
⮚ Share your results
⮚ Decide your next step

After completing all six steps, you will know what the issue is & have a plan to address it.
This information is the starting point for the second phase of the training process. This
building-block approach ensures that you have a strong foundation on which to build your
training solution. Each step of the needs analysis is driven by a question focuses on your
attention & results in a concrete product that helps you achieve the next step in the process.
These focusing questions & the end results that come from them are shown on the following
chart:

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Sr. Action Needed Questions to Ask End Product
No.

1 Assess your Where are we now? A clear definition of the situation

current situation

2 Envision your Where do we want A clear description of what the future would
future to be? look like if the correct actions were taken

3 Gather What do we need to A systematic gathering of relevant ideas &

information know? information from appropriate people to
establish the whole picture

4 Sort your What does this Themes & issues that need to be addressed
information information tell us?

5 Share your How do we use this A summary of issues & recommendations

results information to
forward?

6 Decide your What action should Action plan far beginning phase 2.
next step we take to have
impact?

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 REVIEW OF LITERATURE

A literature review is a text written by someone to consider the critical points of current
knowledge including substantive findings, as well as theoretical and methodology
contributions to a particular topic .Literature reviews are secondary sources, and as such ,do
not report any new or original experimental work.

INDUSTRY PROFILE
DEFINITION OF BANKING

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According to the Indian Companies Act, 1949, banking means “the accepting for the purpose
of Indian Companies lending or investment, of deposits of money from the public, repayable
on demand or otherwise, and withdrawable by cheque, draft or otherwise.”

According to Kinley, “A bank is an establishment which makes to individuals such advances

of money as may be required and safely made, and to which individuals entrust money when
not required by them for use.”

COMPANY PROFILE
INDUSIND BANK LTD:

3.1 COMPANY PROFILE:

IndusInd Bank was among the first new generation private sector banks that obtained a
license in 1994 to drive the process of reforms in the post liberalisation era in India.
Conceptualised by Srichand P. Hinduja, Chairman of the Hinduja Group, IndusInd Bank was
born from his vision to use collective contributions from the worldwide non-resident Indian
(NRI) community towards social and economic development of the country.
IndusInd Bank derives its name and inspiration from the Indus Valley Civilisation – a culture
described as one of the greatest in the ancient world combining a spirit of innovation with
sound business and trade practices. IndusInd Bank has grown ceaselessly and dynamically as
an organisation driven by a sincere zeal to give its customers banking services and products
at par with the highest quality standards in the industry.
The Bank believes in driving its business through technology. It enjoys clearing bank status
for both major stock exchanges – BSE and NSE – and three major commodity exchanges in
the country – MCX, NCDEX, and NMCE. IndusInd Bank also offers DP facilities for stock
and commodity segments. The Bank has been bestowed with the mandate of being a
Settlement Banker for six tea auction centres. IndusInd Bank has become one of the fastest-
growing banks in the Indian banking sector today with its branch network expanding from
365 as on 31st December, 2011 to 461 as on 31st December, 2012. The Bank has
approximately 852 ATMs of its own. The Bank also has two representative offices in London
and Dubai.

A decade after its incorporation, June 2004, the bank was merged with Ashok Leyland
Finance, which is among the largest leasing finance and hire purchase companies in India.
IndusInd Bank has emerged as one of the fastest–growing banks in the banking sector in
India. Currently it has a network 180 branches along with 183 ATMs.

14
IndusInd Bank, which began in 1994, boats of 573 branches, and 1055 ATMs spread across
392 locations of the country. We also have representative offices in London and Dubai,
catering to every need of the customer.
It is the first Indian bank to receive ISO 9001:2000 certification for its corporate office and
its entire network of branches.
The bank has entered into a strategic alliance with Religare Securities for offering a value–
added 3–in–1 savings accounts–linked package to customers –– comprising a savings bank
account, a depository account, and an Internet trading account.

3.4 MANAGEMENT TEAM:

IndusInd Bank restructured its management team in the year 2008 and brought on board a
seasoned team of banking professionals. Leading this team of senior management is Romesh
Sobti, who joined as Managing Director (MD) and Chief Executive Officer (CEO). Sobti
joined the Bank with enriching banking experience of 33 years in large state owned and
multinational banks including ABN AMRO (now renamed Royal Bank of Scotland), ANZ
Grindlays Bank and the State Bank of India.
All the core executive team members of the Bank hold top professional qualifications along
with relevant expertise in the financial banking sector.
IndusInd Bank functions out of various Business Units that work seamlessly to ensure quality
in service at every stage of its Banking operations. These Business units are:
▪ Retail / Consumer Banking: Responsible for lending and deposits from retail
customers by providing a full range of services ranging from savings accounts to
wealth management and credit card. The Consumer Finance Division (CFD) extends
asset-backed financing for a wide range of vehicles, spanning across heavy
commercial vehicles, cars, three wheelers, two wheelers, etc. Besides, specialty
construction equipments like tippers, cranes, excavators and loaders are also financed.
▪ Corporate and Commercial Banking: Comprises of four Strategic Business Units
(SBUs) viz Corporate and Investment Banking, Commercial Banking, Business
Banking and the Financial Institutions and Public Sector SBUs.
▪ Global Markets Group: This unit has three functional verticals viz the Balance
Sheet and Asset Liability Management Desk, Corporate FX Unit and the Proprietary
Trading Unit, with a mix of support and business functions.
▪ Transaction Banking: Transaction Banking provides solutions under Cash
Management Services, Trade Services, Supply Chain Financing, Commodity
Financing, Global Remittances and Capital & Commodity Markets.

3.5 PRODUCTS AND SEVICES:

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In personal banking it offers a wide range of products and services like deposits, loans,
investments, insurance, forex services, demat services, online services and wealth
management services.
In NRI banking it offers money transfer, investment products such as international deposits,
mutual funds, online share trading, etc. The bank also offers property solutions and insurance
loans.

3.7 MISSION AND VISION OF INDUSIND BANK LTD:

MISSION
We will consistently add value to all our stakeholders and emerge as the ‘best-in-class’ in the
chosen parameters amongst the comity of banks, by doubling our profits, clients and
branches within the next three years.

VISION
IndusInd Bank (we) will be:
● A relevant business and banking partner to our clients
● Customer Responsive, striving at all times to collaborate with clients in providing
solutions for their banking needs
● A forerunner in the market place in terms of profitability, productivity and efficiency
● Engaged with all our stakeholders and will deliver sustainable and compliant returns

OBJECTIVE, SCOPE AND RESEARCH

METHODOLOGY

16
In the present chapter objective, scope, needs and significance and research methodology of
the project study have been discussed.

4.1 OBJECTIVES OF THE STUDY

1. To identify the training needs of the employees.
2. To study the recruitment and selection process.
3. To study how to onboard the new joinees.

4.2 SCOPE OF STUDY

This study attempts to analyse thoroughly the areas of individual employees where they need
training for improvement and to understand the recruitment process .

This study is the process by which the management can diagnose the actual causes of
performance deficiency and thereafter can vanish these deficiencies by providing necessary
training.

4.3 AREA OF STUDY

Although there are number of Banks but this study is confined to IndusInd Bank Ltd. In order
to identify the recruitment process and training needs of the employees of IndusInd Bank
Ltd. The present study is only confined to the officers of the IndusInd Bank Ltd, Regional
Office, Chandigarh.

This study provides some suggestions for making the present training needs assessment
process more effective and indetail process of recruitment at Indusind Bank Ltd.

4.4 NEED AND SIGNIFICANCE OF THE STUDY

1. This study is needed to recognize and analyze the reasons of gap between actual
performance and expected performance.

17
 2. This study is needed to identify, understand and analyze the training requirements of
the employees.
3. This study is needed to understand and analyze the recruitment steps.
4. This study is needed to identify which type of training is needed.
5. This study is needed to deeply understand the on boarding process.

4.5 RESEARCH METHODOLOGY

Research methodology refers to those methods which are followed by a researcher in the
research or the study.

Research design plays an important role in a study. Research design is generally defined as

“An arrangement of rules and condition for collection and analysis of data in a manner that
aim to combine relevance to the research purpose with economy in procedure.”

The research design is the conceptual structure within which research is conducted; it
constitutes the blue print for the collection measurement and analysis of data. As such the
design includes an outline of what the researcher will do from writing the hypothesis and its
operational implications to the final analysis of data. A brief description of the study is as
given below:

4.6 RESEARCH PROCESS

⮚ Defining the problem.

⮚ Developing the research plan.
⮚ Collection of data.
⮚ Analyzing the information.
⮚ Presentation of findings.

Defining the Problem

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The problem of the study is to identify the training needs of the employees in IndusInd Bank
Ltd because until we don’t know where we need improvement, we can’t improve the
efficiency of human resource and thereafter proficiency and performance.

Developing the Research Plan

The development of research plan has the following steps:

1) Data source.
2) Research approach.
3) Research instrument.
4) Sampling plan.
a) Sampling unit.
b) Sampling Procedure
c) Sample Size.
d) Contact methods.

1. Data Source

The sources of data are of two types; Internal and External. In the present study both the
sources have been used to collect relevant data Therefore the sources of data are;

⮚ Internal
⮚ External.
The internal data is always secondary data but external data may be of two types:

⮚ Primary Data.
⮚ Secondary Data.
Primary Data is a data, which did not exist earlier and is collected by the research itself first
time for its specific objectives. In other words, direct collection of data from the source of
information, technology including personal interview, telephonic interviews, questionnaire,
observation method etc.

19
 For the purpose of this study primary data have been collected through the
questionnaire and the personal interview.

Secondary Data is defined as any data, which have been collected earlier for some purpose.
Indirect collection of data from sources containing past and recent information like
company’s brochures, annual publication, books etc. Secondary data sources in this study
are:

⮚ Performance appraisal
⮚ Training records.
⮚ Newspaper.
⮚ Articles.
⮚ Magazines.
⮚ Journals.
⮚ Annual reports of the company

2. Research Approach

Research has been undertaken to identify the training needs of the respondents. Responses
from the respondents have been taken by getting the answers for various questions. There are
5 alternatives given i.e. always, usually, sometimes, never and can’t say.

In the same way, in order to identify training needs to be imparted in different skills required
to perform their duties, following weights have been assigned-

Rank Weights

1 11
2 10
3 9
4 8
5 7

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 6 6
7 5
8 4
9 3
10 2
11 1

Accordingly the weighted score have been calculated and higher weighted score shows
higher preferences of the respondents.

3. Research Instrument

Questionnaire: Questionnaire (also known as self-administrated survey) is a type of statistical

survey handed out in paper form usually, to gather the information. This method of data
collection is very popular particularly in case of big inquiries. Questionnaire refers to a set of
questions printed on a paper for the purpose of collecting the information regarding the
research. Before using this method, it is always advisable to conduct ‘Pilot Survey’ for
testing the Questionnaire. The Pilot Survey is in fact replica and rehearsal of the main study.

4. Sample designing

All the items in any field of inquiry constitute a ‘universe’ or ‘population’. The complete
study of all the items in the population is known as a census inquiry. Sample is a group of
few items, which represents the population or universe from where it is taken. The sampling
plan calls for three decisions.

▪ Sample Unit

The target population must be defined that will to be sampled. It is necessary so as to develop
a sample frame so that everyone in the target population gets an equal chance of being
sampled. In this study the target population will be the supervisors/ executive officers of
IndusInd Bank Ltd.

21
 ▪ Sample Size

This refers to the number of items to be selected from the universe to constitute a sample. In
this study the sample size is consisting of 50 respondents. Sample design is as follows:

Sampling size= 50

▪ Sampling Procedure

Sampling procedure refers to the technique which is used in selecting the items for the
sample Infect, this technique or procedure stands for the sample design itself. There are
various techniques of sampling. The sampling procedure for the study has been convenience
sampling.

Collecting the Information

When the sampling plan is ready to execute we start collecting data through the research
instrument used for the study as in this case the research instrument is questionnaire.
Information has been collected from the respondents with the help of questionnaire. The
approach for filling up of questionnaires has been personal.

Analyse the Information

The next step is to extract the pertinent findings from the collected data. We tabulate the
collected data and develop frequency distributions. Thus, the whole data is grouped aspect
wise and is presented in tabular form. Thus, frequencies and percentages are prepared to
render impact of study.

4.8 ONBOARDING PROCESS OF INDUSIND BANK LTD:

22
The Onboarding process of IndusInd bank starts when candidate accept the offer released to
him/ her by the bank. Then after the offer is accepted by the candidate the following
documents are required to complete his/her joining process by the HR department:

▪ Resume (duly signed on each page)

▪ One coloured passport size photograph
▪ Pan card / address proof
▪ Educational certificate of highest qualification.
▪ Relative declaration by the candidate
▪ Self declaration by candidate
▪ Medical fitness certificate (signed and Stamped by any MBBS or MD Doctor)
▪ Medical self declaration by candidate
▪ In case of experienced candidate:
✔ Resignation letter of the immediate previous organization
✔ Reliving letter of last to last organization
✔ Last three months salary slips
▪ Employee reference check (ERC)
▪ Interview assessment sheet (IAS)

After checking all the above mentioned documents the joining process starts i.e. the e-joining
process of IndusInd bank which follows the below mentioned steps to generate employee
code and payroll confirmation:

⮚ Initiate IBL/ IBLC candidate

⮚ Candidate upload the prejoining documents
⮚ RHR approval of prejoining documents
⮚ RHR offer released
⮚ RHR offer accepted
⮚ RHR medical initiate
⮚ RHR upload medical certificate
⮚ RHR AL No mapping
⮚ Candidate fill employee profile form
⮚ RHR approval employee profile form
⮚ RHR or Employee joining documents
⮚ RHR approval of joining documents

23
⮚ ECN approval
⮚ RM confirmation of DOJ
⮚ RHR confirmation of DOJ
⮚ ECN Generation
⮚ RHR & candidate upload revised documents
⮚ Candidate approval of revised documents
⮚ (Upload rejected documents, if any)
⮚ Payroll confirmation

24
 DATA INTERPRETATION AND ANALYSIS

In previous chapter objectives, scope, need and significance and research methodology have
been discussed. In the current chapter the collected data has been analysed and interpreted
with the help of tables, pie charts and bar charts etc.

5.1 An attempt has been made in table 5.1 to classify the respondents on the basis of their
gender

Table-5.1

Classification of respondents on the basis of gender

Gender No of respondents Percentage (%)

Male 45 90

Female 5 10

Total 50 100

Source- Data collected through questionnaire.

Fig-5.1

25
 FEMALE(5),
10%

MALE

FEMALE
MALE(45)
90%

Interpretation:-

This is clear from the table 5.1 that 90% of the respondents are male and 10% of the
respondents are female.

This is inferred from the analysis that most of the respondents are male.

5.2 An attempt has been made in table 5.2 to classify the respondents on the basis of their age

Table-5.2

Classification of respondents on the basis of their age

Age ( in years) No of respondents Percentage (%)

Below 25 18 36

25-35 10 20

35-45 16 32

26
 Above 45 6 12

Total 50 100

Source- Data collected through questionnaire.

Fig-5.2

Above 45yrs
(6) 12%

, Below 25yrs,
(18)36%

35-45yrs (16) Below 25yrs

32% 25-35yrs
35-45yrs
Above 45yrs
25-35yrs, (10)
20%

Interpretation:-

This is clear from the table 5.2 that 36% of the respondents are below 25 years followed by
32% respondents between 35-45 years followed by 20% between 25-35years. Only 12%
respondents are above 45 years of age.

It is inferred that maximum respondents are below 25 years.

27
5.3 An attempt has been made in table 5.3 to classify the respondents on the basis of their
designation

Table-5.3

Classification of respondents on the basis of their designation

Designation No of respondents Percentage (%)

Grade 1 27 54

Grade 2 15 30

Grade 3 8 16

Total 50 100

Source- Data collected through questionnaire.

Fig-5.3

grade 3( 8)
16%

grade 1

grade 1( 27) grade2

54%
,grade2 grade 3
(15) 30%

28
Interpretation:-

This is clear from above table 5.3 that 54% of the respondents belong to Grade 1 followed by
30% from Grade 2. Mere 16% are from Grade 3.

It is inferred that most of the respondents belong to Grade 1 employees.

5.4 An attempt has been made in table 5.4 to classify the respondents on the basis
of their annual income.

Table-5.4

Classification of respondents on the basis of their annual income

Annual Income (in lakhs) No of respondents Percentage (%)

Below 2 5 10

2-3 22 44

3-4 15 30

Above 4 8 16

Total 50 100

Source- Data collected through questionnaire.

29
 Fig-5.4

Above Below2lakhs
4lakhs(8) 16% (5)10%

Below2lakhs
2-3lakhs
3-4lakhs
3-4lakhs
Above 4lakhs
( 15) 30% 2-3lakhs
( 22) 44%

Interpretation:-

This is clear from the table 5.4 that 44% of the respondents belongs to the annual income
group Rs 2-3 lakhs followed by 30% between RS 3-4 lakh, 16% above Rs 4 lakh. Annual
income of only 10% officers is below Rs2 lakh.

It is inferred that most of the respondents earn an annual income between Rs 2-3 lakhs.

5.5 An attempt has been made in table 5.5 to classify the respondents on the basis of their
years of work with same organization.

30
 Table-5.5

Classification of respondents on the basis of work experience in same

organization.

Years of work No of respondents Percentage (%)

0-6 Months 10 20

6Months-1yr 9 18

1-3 yrs 22 44

Above 3 yrs 9 18

Total 50 100

Source- Data collected through questionnaire.

Fig-5.5

, Above 3yrs, 9, , 0-6 Mnths, 10,

18% 20%
0-6 Mnths

6Mnths-1yr

, 6Mnths-1yr, 9, 1-3yrs
18%
Above 3yrs
, 1-3yrs, 22, 44%

31
Interpretation:-

This is clear from the table 5.5 that 44% of the respondents are in same organization from 1-3
years followed by 20% from 0-6 months. 18% respondents are working in the same
organization for more than 3 years and equal chunk of 18% respondents are working from
last 6 months to 1 year.

It is inferred that most of the respondents belong have the work experience between 1-3yrs
in the same organization.

5.6 An attempt has been made in table 5.6 to classify the respondents on the basis of their
work experience with same duties.

Table-5.6

Classification of respondents on the basis of their work experience with

same duties.

Work Experience No of respondents Percentage (%)

0-6 Months 27 54

6Months-1yr 11 22

1-3 yrs 9 18

Above 3 yrs 3 6

Total 50 100

Source- Data collected through questionnaire.

Fig-5.6

32
 Above 3yrs,(3)
6%

1-3yrs, (9)18%

0-6Mnths
0-6Mnths 6Mnths-1yr
(27) 54%
1-3yrs
6Mnths-1yr( 11) Above 3yrs
22%

Interpretation:-

This is clear from the table 5.6 that 54% of the respondents are working with same duties
from 0-6 months followed by 22% from last 6 months to 1 year. 18% respondents are
performing same duties from last 1-3 years and mere 6% respondents are working with the
same duties from last more than 3 years.

It is inferred that most of the respondents are performing same duties equal to or less than 6
months.

5.7 An attempt has been made in table 5.7 to classify the respondents on the basis of their
qualification.

Table-5.7

Classification of respondents on the basis of qualification

Qualification No of respondents Percentage (%)

MCA 8 16

M.B.A 19 38

33
 B.Com 2 4

Others 21 42

Total 50 100

Source- Data collected through questionnaire.

Fig-5.7

MCA,(8) 16%

Others, MCA
(21) 42% M.B.A
B.Com
Others
M.B.A,( 19)
38%
B.Com,( 2) 4%

Interpretation:-

This is clear from the table 5.7 that 42% respondents have qualification other than B.Com,
MCA, and MBA. Followed by 38% respondents who have done M.B.A. 16% respondents
are those who have done MCA and rest of 4% respondents have the qualification of B.Com.

Thus it could be inferred that most of the respondents have other qualifications than M.B.A,
MCA and B.Com.

34
5.8 An attempt has been made in table 5.8 to classify the respondents on the basis of their
views towards training needs identification in whole process of training.

Table-5.8

Classification of respondents on the basis of importance given to training

needs identification in whole process.

Alternatives No of respondents Percentage (%)

Yes 40 80

No 0 0

Can’t say 10 20

Total 50 100

Source: Data collected through questionnaire.

35
 Fig-5.8

Respondents
Respondents,
Can't say, 10,
20%

yes

No

Respondents,
yes, 40, 80%

Interpretation:-

This is clear from table 5.8 that 80% of the respondents found training needs identification a
beneficial process and 20% says no.

It is inferred that majority of the respondents found training needs identification process
beneficial.

5.9 An attempt has been made in table 5.9 to classify the respondents on the basis of role of
identification of training needs in making the management process more effective.

36
 Table-5.9

Classification of respondents on the basis of importance given to training

needs identification for effective management

Alternatives No. of respondents Percentage (%)

Yes 28 56

No 13 26

Can’t say 9 18

Total 50 100

Source: Data collected through questionnaire.

Fig-5.9

Respondents, ,
Respondents
0, 0%

Respondent
s, Can't say,
9, 18%

Respondents, Respondents,
No, 13, 26% Yes, 28, 56% Yes

No

Can't say

37
Interpretation:-

This is clear from table 5.9 that 56% of the respondents found training needs identification
important process for effective management and 18% disagree.

A chunk of 18% respondents did not comment.

It is inferred that majority of the respondents feel training needs identification relevant for
effective management.

5.10 An attempt has been made in table 5.10 to classify the respondents on the basis of their
response if they have undergone induction training.

Table-5.10

Classification of respondents on the basis of induction training

Alternatives No. of respondents Percentage (%)

Yes 38 76

No 12 24

Total 50 100

Source: Data collected through questionnaire.

38
 Fig-5.10

Respondents

Respondents,
No, 12, 24%

Yes

Respondents, No
Yes, 38, 76%

Interpretation:-

This is indicated from the table 5.10 that 76% of the respondents have undergone induction
training and 24% have not undergone any induction training.

It is inferred that most of the respondents have undergone induction training.

5.11 An attempt has been made in table 5.11 to classify the respondents on the basis of
training regarding corporate guidelines.

Table-5.11

39
 Classification of respondents on the basis of training regarding corporate
guidelines

Alternatives No. of respondents Percentage (%)

Yes 29 58

No 9 18

Can’t say 12 24

Total 50 100

Source: Data collected through questionnaire.

Fig-5.11

Respondents,
Respondents
, 0, 0%

Respondents,
Can't say, 12,
24%
Yes
Respondents, Respondents,
No
No, 9, 18% Yes, 29, 58%
Can't say

40
Interpretation:-

This is clear from the table 5.11 that 58% of the respondents have undergone training
regarding corporate guidelines and 18% did not.

It is inferred that majority of respondents have undergone training regarding corporate

guidelines.

5.12 An attempt has been made in table 5.12 to classify the respondents on the basis of
training regarding safety norms.

Table-5.12

Classification of respondents on the basis of training regarding safety

norms

Alternatives No. of respondents Percentage (%)

Yes 42 84

No 8 16

Total 50 100

Source: Data collected through questionnaire.

41
 Fig-5.12

respondents,
No, 8, 16%

respondents,
yes, 42, 84%

yes

No

Interpretation:-

This is clear from the table 5.12 that 84% of the respondents have undergone training
regarding safety norms and 16% respondents did not undergo.

It is inferred that majority of respondents have undergone training regarding safety norms.

42
 FINDINGS, CONCLUSION AND SUGGESTIONS

6.1 FINDINGS AND CONCLUSION:

FINDINGS:

Major findings of the study are:

1. It is found from the study that majority of the respondents are male.
2. It is found from the study that majority of the respondents belongs to the age group of
below 25 years.
3. It is found from the study that majority of the respondents belong to the grade 1
employees.
4. It is found from the study that majority of the respondents fall in the income group of
Rs 2-3 lakh per annum.
5. It is found from the study that majority of the respondents are working with this
organization from 1-3 years.
6. It is found from the study that majority of the respondents are fresher who are
working with the same duties from the long time.
7. It is found from the study that majority of the respondents i.e. employees at IndusInd
Bank Ltd. are qualified in other areas than MCA, M.B.A, B.Com.
8. It is found from the study that all the respondents believe that training is necessary.
9. It is found from the study that majority of the respondents feel that identification of
training needs is an important step in the whole process of training.
10. It is found from the study that majority of the respondents feel that identification of
training needs is necessary for effective management.

43
11. It is found from the study that majority of the respondents have undergone induction
training after joining the organization.
12. It is found from the study that majority of the respondents have undergone training in
corporate guidelines.
13. It is found from the study that majority of the respondents have undergone training
regarding safety norms.
14. It is found from the study that majority of the respondents usually feel the problem of
communication.
15. It is found from the study that majority of the respondents usually use their time
effectively.
16. It is found from the study that majority of the respondents sometimes works in the
team.
17. It is found from the study that majority of the respondents who works in a team
usually works effectively.
18. It is found from the study that majority of the respondents usually supervise
effectively.
19. It is found from the study that most of the respondents get confused while facing any
kind of problems.
20. It is found from the study that majority of the respondents face documentation
problem.
21. It is found from the study that majority of the respondents sometimes faces problems
regarding audit.
22. It is found from the study that majority of the respondents usually use computer
effectively.
23. It is found from the study that majority of the respondents who are fresher need
training in product handling practices.

44
CONCLUSION:-

The On boarding process of IndusInd Bank ltd is the first and important step to
generate Employee Code Number (ECN) and to complete the documentation by the
employee to get his/her name in the payroll.

Identification of training is the crucial step in the whole process of the training
because it helps to identify those areas in which an employee needs training. I have
done this project in the IndusInd Bank Ltd, Regional Office Chandigarh which is fast
growing Bank of India.

The main objective of this was to study the onboarding process and to identify the
training needs of the employees of the IndusInd Bank Ltd, Regional Office
Chandigarh. These training needs have been identified with the help of the
questionnaire filled by the employees.

From the study done on the basis of the response of the employees at

IndusInd Bank Ltd. following conclusions is drawn:-

Majority of the employees faces problem in the onboarding process.

Majority of the employees who are new and doing first job needs training in products
and services handling practices.

Most of the employees are facing the problem of the communication; this is the
second major area where training is required.

Among the old workers computer efficiency is the area where training is required.

Most of the employees need training in supervision skills and time management.

Stress management is the area in which all levels of the employee need training.

45
6.2 SUGGESTIONS:-

There are some suggestions in order to make the process of “on boarding and Identification
of Training Needs” more effective:-

1. The on boarding process should be short so that time utilization can be maximized.

2. There should be job description of their jobs on the basis of what performance will
analysed and gap between standard and actual performance will be identified.

3. To avoid the communication problems training should be given to all the employees
annually or half-annually.

4. Adopting the 360 degree or 180 degree performance appraisal system can help to
better identify training needs.

5. Rather than giving training in 1-2 years half-yearly training programs are supposed to
give better outputs.

6. Identification of training needs on the self-assessment basis is also a good option.

7. Training feedback should be taken to know the effectiveness of the training.

46
 LIMITATIONS OF THE STUDY:-

THE MAJOR LIMITATIONS OF MY STUDY ARE:-

⮚ Time period to be the major limitation.

⮚ It was difficult to get questionnaire filled by employees due to their busy schedule.

⮚ Some employees had biased response style in dealing with sensitive issues.

⮚ Due to lack of time, the study is confined only to the few employees.

⮚ Some of the information was kept confidential and was not disclosed to any person
whosoever they may be.

⮚ Analysis was done individually based on Sample results.

⮚ Some employees were not very open, forthcoming in writing their responses.

47
 APPENDIX:-1

BIBLIOGRAPHY (Reference)

Books Considered:

Training and Development by Bhatia S.K

Human Resource Management by V.S.P Rao

Research Methodology Methods & Technology

Websites:

www.google.Com

www.wikipedia.Com

www.indusind.Com

www.mbaguys.Com

www.scribd.Com

www.managementparadise.Com

48
 APPENDIX:-2

QUESTIONNAIRE

“On boarding Process and Identification of training needs at IndusInd

Bank Ltd Regional office Chandigarh”

(We value your feedback and would request you to fill this form duly
completed.)

Section –A: Personal Details

1. Name: ________________________

2. Gender: a) Male ( )

b) Female ( )

3. Age:

a) Below 25years ( )

b) 25-35years ( )

c) 35-45years ( )

49
 d) Above 45yrs ( )

4. Designation:

a) Grade1 employee ( )

b) Grade2 employee ( )

c) Grade3 employee ( )

5. Annual Income:

a) Below 2lakh ( )

b) 2-3lakh ( )

c) 3-4lakh ( )

d) Above 4lakh ( )

6. Years of work with this organization:

a) 0-6mnths ( )
b) 6mnths-1year ( )
c) 1-3years ( )
d) Above 3 tears ( )

50
7. Work experience with same duties:

a) 0-6mnths ( )

b) 6mnths-1year ( )

c) 1year-3years ( )

d) Above 3 years ( )

8. Qualification
a) M.C.A ( )
b) M.B.A. ( )
c) B.Com ( )
d) Others (please specify________________________)

SECTION-B: IDENTIFICATION OF TRAINING NEEDS

9.Do you think training is necessary?

a) Yes ( )
b) No ( )
c) Can’t say ( )

51
10. Do you think identification of training needs is an important step in the
whole process of training?
a) Yes ( )
b) No ( )
c) Can’t say ( )

11. Do you think proper identification of training needs is necessary for

effective management?
a) Yes ( )
b) No ( )
c) Can’t say ( )

12. Have you undergone induction training after joining the organisation?
a) Yes ( )
b) No ( )

13. Have you undergone the training regarding corporate guidelines?

a) Yes ( )

b) No ( )

14. Have you undergone training regarding safety norms?

a) Yes ( )

b) No ( )

52
 15. Rank the following on the bases of your training needs:

1 Com Communication skills

2 Man Managerial skills
3 Te w work & team building skills
4 Supe Supervision skills
5 Tim Management skills
8 Awareness of objectives and code of conduct of this
organization
9 Awa Awareness regarding safety norms
10Com Computer efficiency

Suggestions,If,any:________________________________________________
________________________________________________________________
________________________________________________________________
______________________________________________

53