CHAPTER 1

INTRODUCTION
INTRODUCTION

1.1 COMPANY’S PROFILE

Standard Chartered – leading the way in Asia, Africa and the Middle East

Standard Chartered PLC is listed on both the London Stock Exchange and the Stock
Exchange of Hong Kong and is ranked in the top 25 among FTSE-100 companies, by
market capitalization.

Standard Chartered has a history of over 150 years in banking and is in many of the
world’s fastest growing markets. It has an extensive global network of over 1,200
branches (including subsidiaries, associates and joint ventures) in 56 countries in the
Asia Pacific Region, South Asia, the Middle East, Africa, the United Kingdom and
the Americas. As one of the world’s most international banks, Standard Chartered
employs almost 44,000 people, representing 89 nationalities, worldwide.

The strength of Standard Chartered Bank lie in its breadth, diversity and balance and
is trusted across its network for its standard of governance and corporate
responsibility. The Bank is committed to all its stakeholders by living its values in its
approach to managing its people, exceeding expectations of its customers, making a
difference in the communities that we operate in and working with its regulators.

Standard Chartered uniquely derives 95% of profits from Asia, Africa and the Middle
East. Serving both Consumer and Wholesale Banking customers, the Bank combines
deep local knowledge with global capability to offer a wide range of innovative
products and services as well as award winning solutions.

Some of the major awards won in 2005 by the Bank include:

 IFR Asia’s Domestic Bond House of the Year

 Finance Asia’s Best Local Currency Bond House & Best Securitization House

 Asia Risk’s Interest Rates Derivatives House of the Year

 Trade Finance’s Best Trade Finance Bank in Sub Saharan Africa

  Global Custodian’s Best Agent Bank in Asia

 The Asset’s Best Cash Management Bank for South Asia

 Retail Banker International’s Best Retail Bank in Asia Pacific.

The Standard Bank

Founded in the Cape Province of South Africa in 1862 by John Paterson. Commenced
business in Port Elizabeth, South Africa, in January 1863. Was prominent in financing
the development of the diamond fields of Kimberley from 1867 and later extended its
network further north to the new town of Johannesburg when gold was discovered
there in 1885

Expanded in Southern, Central and Eastern Africa and by 1953 had 600 offices. In
1965, it merged with the Bank of West Africa expanding its operations into
Cameroon, Gambia, Ghana, Nigeria and Sierra Leone. In 1969, the decision was
made by Chartered and by Standard to undergo a friendly merger. All was going well
until 1986, when a hostile takeover bid was made for the Group by Lloyds Bank of
the United Kingdom. When the bid was defeated, Standard Chartered entered a period
of change. Provisions had to be made against third world debt exposure and loans to
corporations and entrepreneurs who could not meet their commitments. Standard
Chartered began a series of divestments notably in the United States and South Africa,
and also entered into a number of asset sales.

From the early 90s, Standard Chartered has focused on developing its strong
franchises in Asia, the Middle East and Africa using its operations in the United
Kingdom and North America to provide customers with a bridge between these
markets. Secondly, it would focus on consumer, corporate and institutional banking,
and on the provision of treasury services – areas in which the Group had particular
strength and expertise.

In the new millennium we acquired Grindlays Bank from the ANZ Group and the
Chase Consumer Banking operations in Hong Kong in 2000.
Establishment of Standard Chartered Bank around the world

Country Year Established

United Kingdom 1853

Australia 1964

China, India, Sri Lanka 1858

Mexico, Oman 1968

Hong Kong, Singapore 1859

Peru 1973

Indonesia, Pakistan 1863

Jersey 1978

Philippines 1872

Brazil 1979

Malaysia 1875

Venezuela 1980

Japan 1880

Falkland Islands, Macau 1983

Zimbabwe 1892
Taiwan 1985

The Gambia, Sierra Leone, 1894

Thailand

Cameroon 1986

Ghana 1896

Nepal 1987

Botswana 1897

Vietnam 1990

USA 1902

Cambodia, South Africa 1992

Bangladesh 1905

Iran 1993

Zambia 1906

Colombia 1995

Kenya 1911

Laos, Argentina 1996

Uganda 1912

Nigeria 1999

Tanzania 1917

Lebanon 2000

Bahrain 1920

Cote d’Ivoire 2001

Jordan 1925

Mauritius 2002

Korea 1929

Turkey 2003

Qatar 1950

Afghanistan 2004

Brunei, UAE 1958

 Chairman and Executive Directors

People

Standard Chartered Bank is committed to creating a healthy, safe and fulfilling work
environment in which people can grow, individuals can make a difference and teams
can win. We aim to attract, recruit and develop talented people, providing the skills
and resources to succeed across our markets. Our employees are rewarded with
competitive incentives to encourage them to achieve their potential within the Bank.

Human Capital Roadmap

The Bank has developed a clear people agenda, reflected in our Human Capital
Roadmap. It has five areas of focus, each supported by key people processes and
interventions. The Roadmap provides a common and consistent framework for people
management policies and practices across the Bank.
1.2 OBJECTIVES OF THE STUDY

 To collect and maintain relevant information regarding manpower planning

 Familiarization with the recruitment policies of Standard Chartered Bank

 To highlight the selection process

 To have knowledge and understanding of job specification and job description of

different positions in different grades

 To study the strengths and weaknesses of present manpower planning, recruitment

and selection of the organization

1.3 SCOPE OF THE STUDY

 Scope of the study is to collect information regarding the manpower planning,

recruitment & selection process of the Standard Chartered Bank

 To analyze the level of satisfaction of the employees in respect of the process

followed in the organization
1.4 RECRUITMENT

Before an organization can fill a job vacancy, it must find people who not only are
qualified for the position but also who want a job. Recruitment refers to
organizational activities that influence the number and type of applicants who apply
for a job and whether the applicants accept the jobs if offered. Thus recruitment is
directly related to both human resource planning and selection.

Although it can be quite expensive, organizations have not always viewed recruitment
as systematically as other HR functions such as selection. During the coming years,
however the importance of recruitment will increase for many organization's for at
least two reasons:

 A majority of companies think that they will face shortage of employees who
posses the necessary skills for the jobs.

 The downsizing and cost saving measures undertaken by many companies in

recent years have left recruitment budgets much smaller than before.

Thus recruiters will have to become acquainted with new and more cost-effective
ways of attracting qualified applicants.

A process of finding and attracting capable applicants for employment. The process
begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of applications from which new employees are selected.

It is the process to discover sources of manpower to meet the requirement of staffing

schedule and to employ effective measures.

Recruitment of candidates is the function preceding the selection, which helps create a
pool of prospective employees for the organisation so that the management can select
the right candidate for the right job from this pool. The main objective of the
recruitment process is to expedite the selection process.

1.5 METHODS OF RECRUTMENT IN STANDARD CHARTED

 INTERNAL SORCES:

 JOB POSTING

 SKILLS INVENTORY

 JOB BIDDING

 REFERRALS

 EXTERNAL SOURCES:

 SCHOOL AND COLLEGE RECRUTING

 ADVERTISING

 PRIVATE EMPLOYMENT AGENCIES

 INTERNET AND THE WWW

1.6 METHODS OF RECRUITING

Most job openings are filled with people from within the organization and entry level
positions are the most likely to be filled by external sources. Methods for internal
recruiting include job posting, skill inventories, job bidding and referrals. Methods of
external recruiting include school and college recruiting, advertising, and using
employment agencies and executive research firms and the internet.

Internal versus external recruiting methods

Internal recruiting methods include posting position openings, distributing memos

within the organization and searching organizational databases for a match between
the skills required to perform the job and the skills held by the current employees.
This method of recruiting looks to internal sources to fill positions and encourages
promotions from within. External recruiting methods include advertising position.
Whether managers choose internal or external recruiting methods depends on the
degree to which organization's strategy encourages promotions and transfers from
within the organization. Recruiting from within can lead to job satisfaction and
motivation if employees see new career opportunities available. In addition filling
positions with existing employees ensures to large ext6ent that these employees are
socialized as to the organization's culture and personality. However problems can
arise if the internal promotion system is not viewed as fair.

The best way to avoid negative backlash when hiring or promoting from within is to
install fair practices and procedures. If steps are taken to ensure a fair internal
promotional process, most people will accept their loss and remain productive and
useful organizational citizen. External recruiting method helps bring new ideas and
approaches to the organization.

Internal recruiting methods

Job posting

Many positions can be filled as a result of posting the job opening on the bulletin
boards, announcing the opening in a company newsletter or posting announcement on
the company’s intranet. A job posting procedure enables employees to strive for a
better position within the company. Notices of important openings should include all-
important information about the job.

Some firms have turned to computers to make their job posting more fruitful. All
employees who wish to participate to complete questionnaires about themselves,
which include items concerning relocation willingness and preferences as well as
training and educational backgrounds. A few skills are selected out of the total that
best represent their functional skills. When a position needs to be filled the
requirements are matched and candidates selected.

Although positing jobs can be an efficient method of recruiting, number of problems

has been associated. Example it can lead to personal bias and stiff competition.
Skills inventory

Another recruiting method is the use of skill inventories. Essentially a skills

inventory includes a list of employee names, their education, training, present
position, work experience, relevant job skills and abilities and other qualifications.
The organization can search through the company skill inventory to identify potential
candidates for the position opening.

Job bidding

These procedures typically specify that all jobs covered by the agreement must be
fitted by qualified applicants from within the bargaining unit. Those interested in the
vacancy bid for the job by applying if they are qualified. The individual fills the
position with the highest seniority from among the qualified applicants. In some
cases applicants take competitive examinations. However only current employees are
eligible.

Using a job bidding system is normally very easy. However it can present some
difficulties.

Referrals

An excellent source of information is current employees who may know someone

who would be qualified and interested in the open position. To entice employees to
make job referrals, some companies offer a referral bonus. People tend to associate
with people like themselves, if the employee fits the organization, chances are his or
her referrals will be good. Employees, whose referrals are hired, are often willing to
serve as a mentor to ensure their referrals succeed in the company.

EXTERNAL RECRUITING METHOD

School and college recruiting

Recruiting at high school or vocational schools is often a strategic approach adopted

by organizations with position openings at the entry level or internal training
programs. Recruiting at the college level serves as a major source for acquiring
managerial, professional and technical skills.
The gap that exists between the skills that organization will need over the next several
years and those currently possessed by potential employees is growing. The number
of jobs requiring a college degree is on the increase. Unfortunately for the
organization it is a very time consuming and expensive exercise. But pressures from
the external environment will continue to force organizations to be highly visible and
active in this kind of recruiting.

In college recruiting the organization sends an employee usually called a recruiter, to

campus interview candidates and describes the organization to them. Coinciding with
the visit, brochures and other literature about the organization are often distributed.
The organization also runs ads to attract the candidates.

In the typical procedure, those seeking employment register at the college placement
service. This placement service is a labor market exchange providing opportunities
for students and employers to meet and discuss potential hiring. Preliminary
interview with employers is done. Students are given detailed influence about the job
and the profile. Salaries are negotiated. The expenses are borne by the organization.
Many of the changes are designed to reduce overall recruiting costs while maintaining
a strong applicant's flow into the organization. The trend seems to be for an
organization to develop a stronger, ongoing relationship with a relatively select
number of schools.

Advertising

Advertising job openings in newspapers, magazines, newsletters and other media

sources is a relatively inexpensive recruiting mechanism. Advertising is useful for
filling open position quickly. Advertising usually does not target a specific audience.
Specified defined advertisements will attract qualified applicants, dissuade
unqualified ones from applying and make the recruitment process more efficient.

Private employment agencies

Private employment agencies vary considerably in size and effectiveness as good

sources of employee and must be chosen carefully by employers and job seeking
alike. A preliminary interview is conducted for the applicants. Unfortunately some
agencies are more concerned with placing employees quickly than in effecting a good
match between the employee and the organization. The discrepancy can be reduced if
the HR managers give detailed and specific requirements.
The lnternet and the WWW

One of the fastest growing recruitment methods is the internet and the WWW.
Companies who do use the internet as a recruiting source appear to be happy with the
process and the results. It allows access to broader set of people and hence broader
set of expertise and skills. It is also faster and convenient. However it may not be
accessible to all.

1.7 ALTERNATIVES TO RECRUITMENT

Another strategic business decision can be made is not to recruit. Instead they can
rely on alternative staffing options.

Common alternative staffing options

 Traditional temporary help

A potential employee is recruited, tested, screened and employed by a

temporary staffing agency. They assign qualified individuals to work at a clients
site, generally to support or supplement the current work force.

 Long term temporary assignments

It is becoming increasing popular for an organization to staff part of its work

force with temporary workers on an ongoing basis. These individuals are not
considered short-term replacements, but more a part of the regular work force.

 Part time employees

Workers who work less than 40 hours a week are considered part time
employees. They can be organization's pay roll or assigned via a temporary
agency.

 Employee leasing

A Company will transfer some of its employees to a leasing firm. The leasing
firm then leases back the workers to perform the same job they did for the
Client Company. However the leasing firm is now responsible for cost and work
associated with the typical HR functions such as Payroll, benefits and record
keeping.
 Independent contractors

Independent contractors are self-employed individuals who market a specific

skill they posses to a variety of companies. A Company will hire them for a
specific project or contract. Payment is usually based on the time and effort the
individuals put forth on the project and expenses are frequently reimbursed.
1.8 S.W.O.T. ANALYSIS

Business firms undertake SWOT analysis to understand the external and internal
environment. SWOT, which is the acronym for Strength, Weakness, Opportunities
and Threats, is also known as WOT-UP Analysis. Through such an analysis strength
and weakness existing within an organization can be matched with the opportunities
and threats operating the environment so that an effective strategy can be formulated.
An effective organization strategy, therefore, is one that is capitalized on the
opportunities and through the use of strengths and neutralizes the threats maximizing
the impact of weakness.

Strengths:
 Well Reputed Bank
 Expanding into New Location
 Well-Covered Market in Delhi
 Competitive Products
 Relatively New Team
 Appraisal techniques are used.

Weaknesses:
 HDFC Bank, ICICI Bank, SBI Bank and Citibank dominate players in the
Market
 Fewer locations as compared with HDFC and ICICI Bank
 Service delivery / Logistics perception is weak
 Negative Environment
 High interest rate as compared to others housing finance institution.
 Top management takes large amount of time to approve high value loan
borrowers.

Opportunities:
 Standard Chartered Bank can offer a complete relationship
 Advantage of large network over other bank’s
  Opportunity to pitch in for National and International convenience
 Special rates of interest are offered during exhibitions.
 Product life cycle is to be reviewed.

Threats:
 Other Banks offering lower AQB
 People looking for change (?)
 The competition in market is very high due to the private players.
 The rates of interest of other players are quite low.
 Innovative schemes from other players.
 CHAPTER 2
METHODOLOGY
 METHODOLOGY

2.1 METHODOLOGY

Instrument used to measure the system in Standard Chartered Bank was of primary
and secondary kinds. The primary source of data was through questionnaire schedule.
The secondary source included brochures, annual reports, magazines, employee’s
handbook, magazines and journals

DATA SOURCES

 PRIMARY DATA

 SECONDARY DATA

PRIMARY DATA:-

Primary data is that kind of data which is collected by the investigator himself for the
purpose of the specific study. The data such collected is original in character. The
advantage of third method of collection is the authenticity. A set of question s was put
together in the form of questionnaire with. Question. The method of sampling was the
random method as it is unbiased.

Basic methods of collecting Primary Data:

1) Questionnaire Method: The questionnaire used by us for the purpose of data

collection were of structured type( Non-disguised as well as Disguised)

2) Contact Method: In order to derive information from the intended organization,

it was elementary for us to search for a link, which could enable us to conduct a
research in that organization. The personal contact of one of the group members in
the aforesaid organization helped us in getting an appointment soon.
SECONDARY DATA:-

When an investigator uses the data that has been already collected by others is called
secondary data. The secondary data could be collected from Journals, Reports and
Various Publications. The advantages of secondary data can be economical, both in
the term of money and time spent. The researcher of the reporter also did the same
and collected secondary from various Internet sites like google.com, altavista.com and
many more. The researchers of the reporter also visited various libraries for collection
of the introduction part.

Basic methods of collecting secondary data:

1) Magazines

2) Books

3) Brochure

4) Web Sites

2.2 SELECTION OF SAMPLES:-

Sample size is 30

2.3 STATISTICAL TOOLS:-

It is very difficult to have detailed knowledge of employees working in Standard
Chartered Bank. So the surveyor has taken 20 samples due to limited resources and
time factor. The management ranks are working in different categories of different
department. Thus it becomes equally justified to plan in such a way that it covers all
departments.

2.4 TOOLS:-
 Pie chart
 Bar diagram
 Text and statements
2.5 DATA COLLECTION:-
The questionnaire was served to senior manager, managers and employees. The liked
scale was used for calculating scores, which is shown in every question immediately
after the table. The points given for each scale are as follows
 Strongly agree (5)
 Moderately Agree (4)
 Strongly Disagree(3)
 Moderately disagree(2)
 Can’t say(1)

2.6 QUESTIONNAIRE DESIGN

Questionnaires are one of the most important and commonly used research
instruments to collect primary data.

It Is self-administered process whereby the respondent himself reads the questions

and records his answers without the assistance of an interviewer
Multiple choice questions were asked from the interviewer as it consumes less time
and gives us the exact answers. The main objective of choosing such question was to
extract the clear picture from the customers like what they actually expect from a
good banking system.
 CHAPTER 3
Data Presentation &
Analysis
 DATA ANALYSIS AND INTERPRETATION

Q1) In your organization the manpower requirement is identified well

in advance?
NO. OF EMPLOYEES IN %

100
90
80
70
60
50
40
30
20
10
0
STRONGLY AGREE Moderately STRONGLY Moderately CAN'T SAY
Agree DISAGREE Disagree

OPTIONS

OPTIONS IN NUMBER IN PERCENTAGE

Strongly agree (5) 15 15%
Moderately agree (4) 70 70%
Strongly disagree (3) 0 -
Moderately disagree (2) 15 15%
Can’t say (1) 0 -

INTERPRETATION

1. 15% of the employees are strongly agreed that in our organization the
manpower requirement is identified well in advance.
2. 70% of the employees are moderately agreed that in our organization the
manpower requirement is identified well in advance.
3. 15% of the employees are moderately disagreed that in our organization the
manpower requirement is identified well in advance.

Q2) Is there any well defined recruitment policy?

 NO. OF EMPLOYEES IN %
100
90
80
70
60
50
40
30
20
10
0
STRONGLY Moderately STRONGLY Moderately CAN'T SAY
AGREE Agree DISAGREE Disagree

OPTIONS

OPTIONS IN NUMBER IN PERCENTAGE

Strongly agree (5) 45 45%
Moderately agree (4) 50 50%
Strongly disagree (3) 5 5%
Moderately disagree (2) 0 -
Can’t say (1) 0 -

INTERPRETATION

1. 45% of the employees are strongly agreed that there is well defined
recruitment policy.

2. 50% of the employees are moderately agreed that there is well defined
recruitment policy.

3. 5% of the employees are strongly disagreed that there is well defined

recruitment policy.

Q3) Do you think present selection process is feasible for selecting the
employees?
 NO. OF EMPLOYEES IN %
100
90
80
70
60
50
40
30
20
10
0
STRONGLY Moderately STRONGLY Moderately CAN'T SAY
AGREE Agree DISAGREE Disagree

OPTIONS

OPTIONS IN NUMBER IN PERCENTAGE

Strongly agree (5) 10 10%
Moderately agree (4) 80 80%
Strongly disagree (3) 0 -
Moderately disagree (2) 10 10%
Can’t say (1) 0 -

INTERPRETATION

1. 10% of the employees are strongly agreed that present selection process is
feasible for selecting the employees.
2. 80% of the employees are moderately agreed that present selection process is
feasible for selecting the employees.
3. 10% of the employees are moderately disagreed that present selection process
is feasible for selecting the employees.
Q4) Are the views of the concerned department head are given special
attention while selecting the employees of the department?

YES NO

OPTIONS IN NUMBER IN PERCENTAGE

Yes 60 60%
No 40 40%

INTERPRETATION

1. 60% of the employees said that views of the concerned department head are
given special attention while selecting the employees of the department.

2. 40% of the employees said that views of the concerned department head are
not given special attention while selecting the employees of the department.
Q5) Are external sources are relied upon when requirement arises?

YES NO

OPTIONS IN NUMBER IN PERCENTAGE

Yes 60 60%
No 40 40%

INTERPRETATION

1. 60% of the employees said that external sources are relied upon when
requirement arises.

2. 40% of the employees said that external sources are not relied upon when
requirement arises.
Q6) To identify the employees’ capability and aptitude psychological
testing is used. Do you think it is useful to use this technique?
NO. OF EMPLOYEES IN %

100
90
80
70
60
50
40
30
20
10
0
STRONGLY Moderately STRONGLY Moderately CAN'T SAY
AGREE Agree DISAGREE Disagree

OPTIONS

OPTIONS IN NUMBER IN PERCENTAGE

Strongly agree (5) 35 35%
Moderately agree (4) 50 50%
Strongly disagree (3) 0 -
Moderately disagree (2) 15 15%
Can’t say (1) 0 -

INTERPRETATION

1. 35% of the employees are strongly agreed that it is useful to identify the
employees’ capability and aptitude psychological testing.
2. 50% of the employees are moderately agreed that it is useful to identify the
employees’ capability and aptitude psychological testing.
3. 15% of the employees are moderately disagreed that it is useful to identify the
employees’ capability and aptitude psychological testing.
Q7) Is there any participation by the line manager in planning and
recruitment?
NO. OF EMPLOYEES IN %

100
90
80
70
60
50
40
30
20
10
0
STRONGLY Moderately STRONGLY Moderately CAN'T SAY
AGREE Agree DISAGREE Disagree

OPTIONS

OPTIONS IN NUMBER IN PERCENTAGE

Strongly agree (5) 5 5%
Moderately agree (4) 45 45%
Strongly disagree (3) 15 15%
Moderately disagree (2) 20 20%
Can’t say (1) 15 15%

INTERPRETATION
1. 5% of the employees are strongly agreed that there is participation by the line
manager in planning and recruitment.
2. 45% of the employees are moderately agreed that there is participation by the
line manager in planning and recruitment.
3. 15% of the employees are strongly disagreed that there is participation by the
line manager in planning and recruitment.
4. 20% of the employees are moderately disagreed that there is participation by
the line manager in planning and recruitment.
5. 15% of the employees can’t say that there is participation by the line manager
in planning and recruitment.
Q8) Is principal of right man for the right job is strictly followed?

NO. OF EMPLOYEES IN %
100
90
80
70
60
50
40
30
20
10
0
STRONGLY Moderately STRONGLY Moderately CAN'T SAY
AGREE Agree DISAGREE Disagree

OPTIONS

OPTIONS IN NUMBER IN PERCENTAGE

Strongly agree (5) 20 20%
Moderately agree (4) 60 60%
Strongly disagree (3) 5 5%
Moderately disagree (2) 10 10%
Can’t say (1) 5 5%

INTERPRETATION

1. 20% of the employees are strongly agreed that principal of right man for the
right job is strictly followed.
2. 60% of the employees are moderately agreed that principal of right man for
the right job is strictly followed.
3. 5% of the employees are strongly disagreed that principal of right man for the
right job is strictly followed.
4. 10% of the employees are moderately disagreed that principal of right man for
the right job is strictly followed.
5. 5% of the employees can’t say that principal of right man for the right job is
strictly followed.

Q9) Which internal or external source of recruitment is followed by the

company?
 EMPLOYMENT EXCHANGE CAMPUS INTERVIEW
ADVERTISEMENT PROMOTION
TRAINING

OPTIONS IN NUMBER IN PERCENTAGE

Employment exchange 0 -
Campus interview 30 30%
Advertisement 50 50%
Promotion 10 10%
Training 10 10%

INTERPRETATION

1. 30% of the employees said that recruitment is made through campus

interview.
2. 50% of the employees said that recruitment is made through advertisement.
3. 10% of the employees said that recruitment is made through promotion.
4. 10% of the employees said that recruitment is made through training.
Q10) Recruitment is made according to …….

IMMEDIATE NEED YEARLY WISE BOTH ANY OTHER

OPTIONS IN NUMBER IN PERCENTAGE

Immediate need 55 55%
Yearly wise 10 10%
Both 25 25%
Any other 10 10%

INTERPRETATION

1. 55% of the employees said that recruitment is made according to immediate

need.
2. 10% of the employees said that recruitment is made according to Yearly wise
need.
3. 25% of the employees said that recruitment is made according to both the
needs.
4. 10% of the employees said that recruitment is made according to any other
need.

Q11) Is any traveling allowance given for outstation candidates who are
called for interview?
 YES NO

OPTIONS IN NUMBER IN PERCENTAGE

Yes 50 50%
No 50 50%

INTERPRETATION

1. 60% of the employees said that traveling allowance is given for outstation
candidates who are called for interview.

2. 40% of the employees said that traveling allowance is not given for outstation
candidates who are called for interview.
Q12) Is the employee aware of the positive and negative effects of the
job?
NO. OF EMPLOYEES IN %

100
90
80
70
60
50
40
30
20
10
0
STRONGLY Moderately STRONGLY Moderately CAN'T SAY
AGREE Agree DISAGREE Disagree

OPTIONS

OPTIONS IN NUMBER IN PERCENTAGE

Strongly agree (5) 35 35%
Moderately agree (4) 55 55%
Strongly disagree (3) 10 10%
Moderately disagree (2) 0 -
Can’t say (1) 0 -

INTERPRETATION

1. 35% of the employees are strongly agreed that the employee aware of the
positive and negative effects of the job.
2. 55% of the employees are moderately agreed that the employee aware of the
positive and negative effects of the job.
3. 10% of the employees are strongly disagreed that the employee aware of the
positive and negative effects of the job.
Q13) Do you think succession planning is done in advance?

NO. OF EMPLOYEES IN %
100
90
80
70
60
50
40
30
20
10
0
STRONGLY Moderately STRONGLY Moderately CAN'T SAY
AGREE Agree DISAGREE Disagree

OPTIONS

OPTIONS IN NUMBER IN PERCENTAGE

Strongly agree (5) 10 10%
Moderately agree (4) 60 60%
Strongly disagree (3) 10 10%
Moderately disagree (2) 5 5%
Can’t say (1) 15 15%

INTERPRETATION

1. 10% of the employees are strongly agreed that succession planning is done in
advance.
2. 60% of the employees are moderately agreed that succession planning is done
in advance.
3. 10% of the employees are strongly disagreed that succession planning is done
in advance.
4. 5% of the employees are moderately disagreed that succession planning is
done in advance.
5. 15% of the employees can’t say that succession planning is done in advance.
Q14) Is induction programme is conducted immediately after the
recruitment?
 NO. OF EMPLOYEES IN %
100
90
80
70
60
50
40
30
20
10
0
STRONGLY Moderately STRONGLY Moderately CAN'T SAY
AGREE Agree DISAGREE Disagree

OPTIONS

OPTIONS IN NUMBER IN PERCENTAGE

Strongly agree (5) 60 60%
Moderately agree (4) 35 35%
Strongly disagree (3) 5 5%
Moderately disagree (2) 0 -
Can’t say (1) 0 -

INTERPRETATION

1. 60% of the employees are strongly agreed that Induction programme is

conducted immediately after the recruitment.
2. 35% of the employees are moderately agreed that Induction programme is
conducted immediately after the recruitment.
3. 5% of the employees are strongly disagreed that Induction programme is
conducted immediately after the recruitment.
 CHAPTER 4
Summary & Conclusions
 FINDINGS

 Bank follow manpower planning in a very systematic way but being systematic
they have to follow various steps & it is found to be very time consuming.

 Bank has been successful in removing the surplus manpower.

 Job specification and job description are well defined to all employees and they
know what is expected of them. Everything is properly documented and gives in
black and white.

 There is no fix percentage of employees that are to be recruited for each source
every year.

 Representation of candidates belonging to minority class communities is included

in the selection committee, taking care of interest of minorities.
 RECOMMENDATIONS

 Standard Chartered Bank should continue using redeployment, retrenchment

and instruments like VRS in order to reduce effectively its staff in areas of
surplus.

 Recruitment activities in Standard Chartered Bank could be combined with

other such PSUs for the purpose of cutting on advertisement costs and cost
involved in holding of interviews plus outside help could taken for organizing
interviews.

 Summer trainees should be allowed to avail various welfare facilities like

travel free in company buses, subsidized food etc. so as to attract them to
apply for job in Standard Chartered Bank.

 The internal candidates though given relaxation during the selection procedure
are not given preference over external candidates since Standard Chartered
Bank adopts 50:50 formula. I think it should get away with this formula and
encourage the present employees to opt for higher levels within Standard
Chartered Bank.
 LIMITATIONS

 Fewer locations as compared with HDFC and ICICI Bank: Standard Chartered
Bank has very few branches as compared to others. Customers feel difficulty
to get to the bank. In emergency they have to go far from their home.

 Service delivery / Logistics perception is weak: Its service is very slow,

customers doesn’t get quick response from employees there. They doesn’t
understand customers problem well.

 Negative Environment: In Standard Chartered Bank employees doesn’t

cooperate with each other, they feel jealous among themselves and with this
they lack customer’s perception.

 High interest rate as compared to others housing finance institution: Standard

Chartered Bank has greater interest rate as compared to others and because of
this customers doesn’t invest their money in its policy.

 Top management takes large amount of time to approve high value loan
borrowers: Its top management always take more time while approving high
value loans and by this customers move to other financial institution for high
value loan.
BIBLIOGRAPHY
 BIBLIOGRAPHY

BOOKS

 MAMORIA, C.B, Personnel management, Himalaya publishing house

Mumbai, 1982.

 T.N CHHABRA, Principles & practices of management, Dhanpat Rai and co.
(p) Ltd, Delhi, 2000.

MAGAZINES AND BROACHERS

 Annexure from bank.

 Manuals, reports from the bank.

 QUESTIONNAIRE

Name…………………….

Designation……………………….

Department…………………..

Q1) In your organization the manpower is identified well in advance?

a) Strongly agree
b) Moderately agree
c) Strongly disagree
d) Moderately disagree
e) Can’t say

Q2) Is there any well defined recruitment policy?

a) Strongly agree
b) Moderately agree
c) Strongly disagree
d) Moderately disagree
e) Can’t say

Q3) Do you think present selection process is feasible for selecting the
employees?
a) Strongly agree

b) Moderately agree

c) Strongly disagree

d) Moderately disagree

e) Can’t say
Q4) Are the views of the concerned department head are given special
attention while selecting the employee of the department?
a) Yes

b) No

Q5) Are external sources are relied upon when requirement arises?
a) Yes

b) No

Q6) To identify the employees’ capability and aptitude psychological testing is

used. Do you think it is useful to use this technique?
a) Strongly agree
b) Moderately agree
c) Strongly disagree
d) Moderately disagree
e) Can’t say

Q7) Is there any participation by the line manager in planning and

recruitment?
a) Strongly agree
b) Moderately agree
c) Strongly disagree
d) Moderately disagree
e) Can’t say

Q8) Is principal of right man for the right job is strictly followed?
a) Strongly agree
b) Moderately agree
c) Strongly disagree
d) Moderately disagree
e) Can’t say
Q9) Which internal or external source of recruitment is followed by the
company?
a) Employment exchange

b) Campus interview

c) Advertisement

d) Promotion

e) Training

Q10) Recruitment is made according to…….

a) Immediate need

b) Yearly wise

c) Both

d) Any other

Q11) Is any traveling allowance given for outstation candidates who are called
for interview?
a) Yes
b) No

Q12) Is the employee aware of the positive and negative effects of the job?
a) Strongly agree
b) Moderately agree
c) Strongly disagree
d) Moderately disagree
e) Can’t say

Q13) Do you think succession planning is done in advance?

a) Strongly agree
b) Moderately agree
c) Strongly disagree
d) Moderately disagree
e) Can’t say
Q14) Is induction programme is conducted immediately after the recruitment?
a) Strongly agree
b) Moderately agree
c) Strongly disagree
d) Moderately disagree
e) Can’t say