MHR ASSIGNMENT HUMAN RESOURCE MANAGEMENT IN BANKING SECTOR Date -23-11-2012 Submitted by – Group-2 Arpit Pal Singh(9)Submitted to :-Dr. NilanjanSengupta AnshulPandey(7) Bharat Sharma (11) Puja Jha(62) PareshDabir(17) VidushiSharma(97)
ACKNOWLEDGEMENTIn many ways it is, more difficult to acknowledge ones debt. But I express my deep sense ofgratitude to each and every one whose support and cooperation help me to complete this projectreport successfully, and without which the completion of the project would never have beeneasier.I firmly thanks to Dr. Gopaliyengar from the bottom of my heart to give me this opportunity towork on this project.The largest debt must go to our honourable and beloved Dr. NilanjanSenguptaWho helped mein each and every aspect of this project, and gave me moral support and encouragement duringthis project. Without his commitment, guidance and encouragement the project would never hadbeen completed. With sincere thanks Group -2
INTRODUCTIONThe first bank in India , though Conservative , was established in 1786. From 1786 till today thejourney of Indian Banking System can be segregated into three distinct phases. They are asfollows – Early phase from 1786 to 1969 of Indian Banks. Nationalization of Indian banks and upto 1991 prior to Indian banking sector reforms. New phase of Indian banking System with an advent of Indian financial and banking sector reforms after 1991. Role of banks Capital formation Innovations Monetization Finance for priorty sectors. Cheap money policy Need for sound banking system Provision for medium and long term finance Literature review Human resource management (HRM) is considered a critical organizational resource that Helps an organization sustain its effectiveness. It is one important area that influences a number of employees attitudes and behavior such as intent to leave, levels of job satisfaction, and organizational commitment (Lee & Heard, 2000). Pfeffer (1998) suggested that soft or high commitment human resource management practices are those that generate trust in employees and these practices include giving employees empowerment and involvement in decision making; designing training for skills and personal development of employees; selective hiring; team-working where idea are pooled and creative solutions are encouraged; rewards system that commensurate with effort; According to Macky&Boxall (2007), the scientific literature assumes a causal link flowing from HRM practices to organizational performance via the responses of employees. In this new era, people are the primary source for a company‟s competitive advantage and organizational prosperity and survival depends on how employees are treated. The „human‟ aspect of HRM is concerned with the relationship between employer
and employee and it associated with the human relations movement and the concept of high commitment work practices developed by (Walton, 1985). The best Human Resource practices areas are recruitment and selection, socialization, job design, training, communication/participation, career development, performance management, employee reward and job security (Huselid, 1995). It is plausible that when employees judge the organization to be fair and supportive in their treatment particularly with regards to the availability and frequency of promotional opportunities, adequacy of pay and good supervision and positive feelings of well being will be created. Hence HRM is an integral part of banking sector.ILLUSTRATIONS State bank of IndiaSBI is India‟s largest bank . Its regional office is in Mumbai. Government of India is the largestShareholder. As of march 2012, it had assests of US$360billion and 14,119 branches , including173 foreign offices in 37 countries. Including the branches that belong to its associate banks ,SBI has 21,500 branches.Its associate banks, together 7 constitute State Bank Group. Subsidiaries of SBI till date:- State bank of Indore State bank of Bikaner & Jaipur State bank of Hyderabad State bank of Mysore State bank of Patiala State bank of Travancore State bank of Saurashtra Amalgamation of Bank of Bombay(15/04/1840), Bank of Madras(01/07/1843) and Bank of Bengal(02/01/1809) leads to the formation of Imperial bank of India on 27 January 1921.HUMAN RESOURCE MANAGEMENTIt is the management of organization‟s workforce. It is responsible for attraction , selection ,training, assessment and rewarding of employees taken into consideration organization‟sleadership and culture. Recruitment:- It is the process of attracting, screening and selecting a qualified person for a job.
Recruitment steps in SBI are as follows:- i) Vacancies identified:- vacancies may arise due to promotion, retirement, VRS or new openings. ii) Job description and person specification designed:- it consists of Position ID, Job title,Will report to, Eligibility(required qualification, required experience), Location of work, Key responsibility of the role. iii) Available vacancies are advertised. iv) Selection test conducted as per scheduled date. v) Short listed candidates are called for final interview. vi) The successful candidates are being informed through a written offer. vii) The new joiners further attend in-house training.Recruitment process is centralized one. SBI basically uses external recruitment in selectingclerical cadre, probationary officers, marketing and recovery officers, management executives. Selection Procedure:- It is made on the basis of performance in written test and interview. The test consists of objective type questions:- i) General Awareness ii) General English iii) Quantitative Aptitude iv) Reasoning Ability v) Marketing Aptitude/Computer KnowledgeWay to apply:-Candidate required to go to SBI branch and pay amount of fees and get receipt from branch. Thecandidate are required to apply online through website www.statebankofindia.com.Application fee, reservation of seats,age concession varies according to caste factor. Placement and Induction:- Placement is the process of assigning a specific job to each of the selected candidates. It involves assigning a specific rank and responsibility to an individual. It implies matching the requirements of a job with the qualifications of the candidate. SBI follows this policy in order to improve employee morale,reduciny employee turnover, reducing absenteeism,reducing accident rates, avoid misfit between employee and the job. Once an employee is selected and placed on an appropriate job , the process of familiarizing him with the job and the organization is known as induction. SBI follows ths policy in order to help new comer overcome shyness, familiarize him with the location and rest period,avoiding confusion and help new comer to get sence of belongliness. Training and development:-
Training is conducted based on the need of an employee rather than making it mandatoryfor a certain cadre of staffs all together.The State Bank Academy (SBA), formerly known as State bank staff college was set upat Gurgaon on 18/11/1982. It is a centre for training middle and senior managementofficials of the State bank group and other organizations in India and abroad.SBA has designed and launched an institution –wise e-learning programmes to be usedby managers at various branches of bank.On implementation of mySAP ERP help state bank group in areas of human capitalmanagement and enterprise resource planning such as e-learning, virtual classrooms,career development, successing planning, competency assessment, performancemanagement and property management.Performance appraisal:-SBI associate banks follow suit after detailed experience of SBI are available.Infact,about 5 years ago a common task force of HRD managers of associate banks wasappointed to evolve a common system of appraisal for the associate banks. The task forceevolved a system similar to that being experimented by SBI.Once the SBI experiences are available it might become easier for various associatebanks to revise and adopt the new system. Till such time these may continue to follow thetraditional annual confidential report form of appraisals, officers are assessed on thefollowing characteristics:-i) General intelligenceii) Job knowledgeiii) Initiative and resourcefulnessiv) Supervisionv) Business capacityvi) Ability to assess sound business propositionsvii) Dependabilityviii) Relationship with junior and senior colleaguesix) Relationships with publicx) SociabilityJob evaluation:-It is the systematic way of determining the worth of job in relation to other job in anorganization.SBI adopts this policy in job evaluation which are relative, basic information are obtainedfrom job analysis, job evaluation are carried by groups. Job evaluation process is asfollows:-i) Gaining acceptanceii) Creating job evaluation committeeiii) Finding the jobs to be evaluatediv) Analysing and preparing job descriptionv) Selecting the method of evaluationvi) Classifying jobs according to skill requirements, experience needed, types of job responsibilities, amount of stress.
Promotion:- Promotion policy is more or less similar in all banks due to its size and large number of openings in all grades promotions are faster in SBI. The promotional channel is as under:- i) Probationary Officer (Assistant Manager, JMGS I) ii) Deputy Manager (MMGS II) iii) Manager (MMGS III) iv) Chief Manager (SMGS IV) v) AGM (SMGS V) vi) DGM ( TEGS VI) vii) GM (TEGS VII) Normally in SBI there are promotions in every 3-4 years HSBCRECRUITMENT PROCESS:The selection of external recruits consists of the following steps: CV-Online form Potential candidates interested in joining the bank are required to complete the CV- Online electronic form. Application EvaluationThe Human Resources department evaluates all incoming applications, against prerequisiteabilities and skills set for all current openings. All applications are kept based on strengths andspecialization, for future reference. Ability TestsPotential candidates will be invited to participate in aptitude tests i.e. numerical, verbal, Englishand psychometric, when deemed necessary. Capability Based InterviewsTo ensure that our recruitment process is fair and consistent, all candidates who are successful atthe exams are invited for a capability based interview. Interviews are based against capabilities,
required for each position for which the candidate is interviewed for. A capability or competencyis an ability described in terms of skills & behaviours that are essential to effectively performwithin a job.. Job OfferIf a candidate successfully reaches the final stage, a position offering is made in conjunction witha reward package.BENEFITS AND REWARDS:We offer our people market competitive rewards and a wide variety of benefits that help themmanage their diverse lifestyles.Rewards: Salaries: Market competitive remuneration package subject to annual review where individual performance is recognized. Performance Bonus: Market competitive annual bonus based on results and individual performance. Incentive Schemes: Market competitive incentive schemes in specific business areas. Share saves: Employees are entitled to buy HSBC shares at a 20 per cent discount on the market price.Benefits: Private pension plan Private medical plan for employees and dependents Life and accident insurance Medical check ups Banking products with preferential pricing Nursery and summer camp allowances Bank car, parking space and allowances, depending on position Annual employee party etc.TRAINING: Training and development is a vital part of HRM and is incomplete without proper performancemanagement. The article discusses the training and development in detail as practiced at HSBCBank in Pakistan. It is conducted in four steps. First Training need analysis is done where theexisting skills and knowledge of employees are evaluated and then training requirements areassessed. Then in the second step appropriate program is designed to fulfill the trainingrequirements and in the third step that training is conducted. In the fourth and last step theemployees are again evaluated to check the effectiveness of the program. The training programis usually divided into three parts. In the first past employee is given orientation of the bank andthe job. This is called induction training. In the second part, employee is given job specifictraining and in the third part employees are encouraged and groomed to achieve their personal
development goals. The paper then discusses performance management at HSBC and how itinfluences the several stages of the training program. Also the relationship between training anddevelopment and performance management is discussed.LEARNING AND DEVELOPMENT:HSBC success depends on the quality of services provided to customers, so does ability toattract, develop and motivate employees.HSBC provides a supportive environment and extensive learning opportunities to helpemployees develop their skills and knowledge to enhance their professional and personal lives.As well as attending classroom and e-training courses, employees can also broaden theirknowledge and exposure to different cultures through exchanges and overseas assignments. Corporate sustainability training Training statisticsPERFORMANCE APPRAISALS:Maintaining employees focus and motivation is essential if they are to make a full contributionto your business. Performance appraisals actively involve employees in understanding what isexpected of them. By setting agreed objectives - and later reviewing the results - each employeeis responsible for his or her own performance.This briefing outlines:1. The benefits of using performance appraisals.2. What to include in the self-assessment form you give to employees.3. How to prepare for the appraisal meeting.4. How to conduct, and follow up, the meeting.JOB DESCRIPTION:JOB TITLE: PROGRAMME MANAGER – WWF THAMES PROGRAMME (PART OFTHE HSBC CLIMATE PROGRAMME)REPORTS TO: HEAD OF FRESHWATER PROGRAMMESDEPARTMENT: FRESHWATER TEAMDIVISION: PROGRAMMES
TERMINATION:HSBC bank is laying off 300 employees to improve its efficiency, profit and to reduce theunnecessary layers of management. Downsizing is a part of the global strategy of the bank that isaiming at the reduction of workforce.Earlier 300 employees were laid off from the broking branch and now pink slips have beenissued to the employees working in the bank. Laying off is based on the “Last in first out”. Solist of sacked employees include the persons working for less than five years in the bank."We will all be aware now of the global organizational effectiveness programme to improve ourefficiency and effectiveness. One of the key elements of achieving this will be reducingunnecessary layers of management," CEO Stuart P Milne said in an email to employees.According the sources, in the process of termination, employees were called by the HR andgiven the termination letter with immediate effect.This phenomenon is not only taking place in India but across the globe in all the branches ofHSBC. The whole process is to increase the efficiency, revenue and to ensure the long termstability of bank in the financial market.PROMOTION:HSBC India has undertaken a massive layoff exercise showing the door to as many as 200employees ranging from assistant manager to vice presidents from its centres in Hyderabadalone.The axe has fallen on over 350 employees at HSBCs Pune centres. It is estimated that a total of750 employees have been asked to leave across locations and designations. So from assistantmanagers to vice presidents have been summoned to the meeting room in the last two days,asked to choose between termination or resignation, pack their bags and leave. Every couple ofhours, employees were escorted out of the building by guards after quick meetings with thehuman resource department. PUNJAB NATIONAL BANK (PNB)Punjab National Bank has set its foot firmly in the country as one of the most reliable and bestorganizations in the country. The nationalized bank has over 72 million customers who are
satisfied to the core and has 5697 branches all over India. The brand image of PNB isphenomenal and PNB has always been known to follow one of the best banking principles in thecountry with customer oriented approach. The bank was established in the year 1895 and it hasthe prestigious status of being the first nationally administered bank which started off with thethen national capital of the country. PNB has made sure that the services of the bank is accessiblenot only in the cities and other urban areas of the country, but the population belonging to therural areas of India can also enjoy the excellent services offered by the bank. Despite being oneof the oldest banking institutions of India, PNB has not shown any kind of shyness in adoptingthe changing technology which has made its way into the banking sector of the country with thepassing time.RecruitmentPNB issue notifications for the recruitment process of eligible candidates and the details of therecruitment process are given below.PNB invites applications from interested and eligible candidates for the available vacancy in thebank. The total number of vacancies has been divided into the various states where PNBbranches are available in India. Apart from this, the vacancies are divided into the variousreservation categories as per instructions of the government.Recruitment eligibility conditionMinimum educational qualification for any post is graduation from any UGC recogniseduniversity with minimum 50% aggregate marks. Working knowledge of computer‟s popularapplications like MS word, MS excel etc.Applicant must have valid ibps scorecard. For each state bank determined different totalweighted scores. As far the age concern, minimum age 20 years and maximum 25 years. Upperage relaxation available for Scheduled cast, scheduled tribe, other backward classes and personwith disability under government of India rules and instruction. Then available vacancies areadvertised in newspapers or on website and selection test is scheduled on the given date andfinally selected candidates called for interview.Selection process detailsPunjab National Bank conducts written test and interview for the recruitment of candidates1) written test: written test can be held in two patternsa) Objective test: objective test has 4 papers1. Reasoning2.Quantitative aptitude3.English4.Computer & Marketing.b) Descriptive test: Descriptive test held on English composition.2) Interview: According to the score of written test and performance in interview of thecandidate will be selected finally for the post.
Training and DevelopmentTraining has been important aspect of the strategy adopted by the Bank to enhance quality ofHuman resources. Indeed, continued training and the process of learning have played a vital roletowards successful accomplishment of the mandated responsibilities in recent times. Byproviding the members with an opportunity for acquisition & enhancement of skills, linking thelearning process with results and making learning an inherent part of bank, we have transformedtraining into a requirement and not an option.The training imparted to employees of PNB has been divided into six broad categories, out ofwhich first five constitute institutional forms of training while the sixth was more specificdepartment based training.Post Induction Training:All new recruits are exposed to this training module in order toFamiliarize them with the mainfunctions of PNB as well as economic management in general. This mandatory form of trainingfor all recruits is conducted through HR department.Management Training:As most of the PNB staff is professionals, they need to be trained inthe basic techniques andtools of management theory and practice. These courses also help inIdentifying potentialmanagers for the institution.Foreign Training:In order to expose our officers to latest tools of trade, international bestPractices and advancedknowledge, officers are also sent for foreign training to institutions like World Bank Institute,SEACEN, BIS, Centre for Central Banking Studies, IMF Training Institute as well as a host ofother renowned international training centres. A number of these trainingOpportunities arefunded through Technical Assistance Program from Asian Development Bank as well as WorldBank.Specialized Training:Besides enhancement of general skills through institutional trainingPrograms, there are manydepartment-specific training needs. Here the directors of respectiveDepartments have beenauthorized to identify training needs specific to their requirements and develop programs, whichare funded through departmental budgets. This arrangement not only provides flexibility todepartments but also allows them to follow a more focused approach towards enhancement ofskills necessary for specific work environment.Performance appraisalPerformance appraisal is a multistage process involving several activities, which can beadministered using variety of approaches. Some of these approaches are being used by the PNBfor performance appraisal.
Intuitive approach: In this approach a supervisor or manager judge the employee based on theperception.Self-appraisal approach: Employees evaluate their own performance using a common format.Group approach: The employee is evaluated by a group of persons in the bank.Trait approach: This is conventional approach. The manager or supervisor evaluates theemployee on the basis of observable dimension of personality such as integrity, honesty,dependability, punctuality, etc.Appraisal based on achieved results: In this type of approach appraisal is based on concrete,measurable, work achievents judged against fixed targets or goals set mutually by the subject andthe assessor.Behavioral method: this method focuses on observed behaviour and observable critical incidents.Job evaluationThere are three basic methods of job evaluation: (1) ranking, (2) classification, (3) factorcomparison. While many variations of these methods exist in practice, the three basic approachesare described here.Ranking Method Perhaps the simplest method of job evaluation is the ranking method. According to this method,jobs are arranged from highest to lowest, in order of their value or merit to the organization. Jobsalso can be arranged according to the relative difficulty in performing them. The jobs areexamined as a whole rather than on the basis of important factors in the job; and the job at thetop of the list has the highest value and obviously the job at the bottom of the list will have thelowest value.Classification Method According to this method, a predetermined number of job groups or job classes are establishedand jobs are assigned to these classifications. This method places groups of jobs into job classesor job grades. Separate classes may include office, clerical, managerial, personnel, etc. Followingis a brief description of such a classification in an office. (a) Class I - Executives: Further classification under this category may be bank manager, Deputy bank manager, personal manager, Departmental supervisor, etc. (b) Class II - Skilled workers: Under this category may come the Cashier, Receipts clerk, etc.
(c) Class III - Semiskilled workers: Under this category may come technicians, Machine-operators, Switchboard operators, etc. (d) Class IV - Semiskilled workers: This category comprises security team, Office boys, etc.Factor Comparison Method A more systematic and scientific method of job evaluation is the factor comparison method.Though it is the most complex method of all, it is consistent and appreciable. Under this method,instead of ranking complete jobs, each job is ranked according to a series of factors. Thesefactors include mental effort, physical effort, skill needed, supervisory responsibility, workingconditions and other relevant factors (for instance, know-how, problem solving abilities,accountability, etc.). Pay will be assigned in this method by comparing the weights of the factorsrequired for each job, i.e., the present wages paid for key jobs may be divided among the factorsweighed by importance (the most important factor, for instance, mental effort, receives thehighest weight). In other words, wages are assigned to the job in comparison to its ranking oneach job factor.Transfer policyTransfer in the PNB will be affected normally on account of the following.On promotionOn job rotationOn account of synchronization of grades/postsFor enabling the officer to acquire eligibility of rural/semi urban experience for promotion.Generally within three years the employees will be transferred to other branch. .Promotion policyPromotion is more or less similar in all public sector banks. PNB believes in promotion becauseof its growing share in the market the employees are promoted at a faster speed. The sequencewill be.Clerical staffProbationary officerDeputy branch managerBranch manager
Chief ManagerAssistant general managerGeneral Manager AXIS BANKAXIS HR Objective:- 1. To initiate & institutionalise globally competitive HR practices in the Bank in our pursuit to become a Bank of international standards and to become an employer of preferred choice. 2. To put in place relevant HRD strategies and use modern methodologies to undertake organizational renewal; identify and nurture talent, bring about marked changes in the mindset of employees at all levels so as to enhance HR Quality. 3. To create a performance-driven culture and an exciting workplace for the employees. 4. To create a pool of entrepreneurial managers and business leaders for future. 5. To inculcate a strong and effective sales and service culture across levels in the organization in order to generate strong stakeholder affiliation. 6. To create a learning organization for employees intellectual growth and creativity; and to re-skill the workforce to operate in digitally enabled modern core banking environment.The Strategic HR Business Model adopted by Axis incorporates its HR Mission and Philosophyand is focused towards attainment of long-term organizational goals.A very strong Organizational Leadership at different levels forms the key link in theModel.These are:-1. Strategic Leadership - Corporate level2. Business Leadership - Zonal & Regional level3. Operational Leadership - Business unit level i.e. branchThe two vital Human Resource sub-systems i.e. HR Planning & Management Sub-System&Competency Based HRD Sub-System shape the very crucial Performance Environment withinthe Bank which facilitates development of enabling capabilities of the people.Through proper developmental inputs, Positive Attitude &Right Mindset is created amongpeople. Through proper Communication Medium and an Organizational Culture of sharing, openness,collaboration & confrontation, autonomy etc., people in the organization are facilitated to givetheir best output (performance).The Model is adequately supported by a suitable Learning Platform, which imparts properKnowledge and enhances Learning among people (functional, behaviouraletc) so that their
Competence increases and their potential could be properly leveraged for greater Individual andOrganizational Effectiveness.These create proper Employee Motivation, which ultimately facilitates Goal Achievement.HR Blueprint for Business Driven HR Reforms:Board level approved strategy paper outlining various organization wide HR reformsinterventionsHR Steering CommitteeBoard Level HR Committee for piloting HR initiatives and reforms. The Committee comprisesof Directors and leading professionals as Experts from outside the Bank.KHOJOrganization wide Talent identification and Development Programme for Officers and Clerks(Through scientific process of identification and selection, employees with high potential to bedeployed in key business areas.Such employees to be provided with suitable grooming andcareer.SAMPARKSOS Employee HELP Line (Employees in distress can directly approach the CMD forimmediate relief)PARAMARSHEmployees Counselling Centre (Counselling centres for providing psychological assistance andguidance to overcome their stress, complexities and conflicts in order to lead a better life. This istotally confidential between the employee and the counsellor. First such centre set up at Mumbaiwhere services of professional Clinical Psychologist are available.AXIS FINANCIAL REWARDS FOR BUSINESS LEADERSWeighted Index based Model (with pre-defined weight ages for different business KRAs) forbalanced assessment of efforts of Business Leaders (Branch Heads, Regional Heads, DeputyRegional Heads and Zonal Heads). Rewards in Cash for achievement of business KRAs.MEP-TIKSHNAManagement Education Programme for Executives (GM, DGM, AGM, Chief Managers) inassociation with top B-Schools like IIM-Ahmadabad and Management Development Institute,Gurgaon. The specially designed programme is aimed at development of strategic businessleaders for the future. So far, 213 executives have undergone the programme.HR POLICY FOR OVERSEAS SELECTION & DEPLOYMENTScientific and process orientation in the new revamped policy for selection and deployment ofofficers at the Bank„s overseas territories.
HR RESOURCING POLICYNew HR Resourcing Policy formulate to take care of various recruitment needs of the bankconsequent upon abolition of the erstwhile Banking Services Recruitment Board (BSRB).Performance Appraisal System for Clerical and Sub-StaffWith the objective of bringing an organization wide performance culture in the organization,hitherto uncovered employees in the Clerical and Sub-Staff cadre brought in under a newperformance appraisal system.Massive Recruitment of Specialist officers and also graduates from B-Schools throughcampus recruitmentTo take care of the Bank„s requirement in different specialized areas like IT, Treasury, HR,Marketing & Sales, Credit, International Business etc (Around 500 officers being recruited).A New Induction cum Grooming Programme for Young OfficersWith the objective of developing future managers and leaders and for deployment in key areas, are-vamped Officers„ Induction cum Grooming Programme is launched.Fast Track Career Growth Opportunities for Executives and OfficerIn order to provide fast track growth opportunities to aspiring Executives and Officers,promotional opportunities have been provided.Axis LEADERSHIP DEVELOPMENT CENTREBoard has taken the decision to set-up a World-Class Leadership Development Centre to be setup to prepare future leaders for the Bank.NEW GROUP HR STRUCTUREA new Group HR Organization Structure is being put in place to take care of the strategicbusiness – HR needs of the Organization. The Structure would have balanced focus on HRM andHRD aspects and will put in place competency based HR systems and practices. 1. CV Submission Potential candidates interested in joining the bank are required to send their complete curriculum vitae. An acknowledgement of receipt is sent for all submitted applications to the candidates email.2. Application Evaluation The Human Resources department evaluates all incoming applications, against prerequisite abilities and skills set for all current openings. All applications are kept based on strengths and specialization, for future reference.
3. Ability Tests Potential candidates will be invited to participate in aptitude tests i.e. numerical, verbal, English and psychometric, when deemed necessary.4. Capability Based Interviews To ensure that our recruitment process is fair and consistent, all candidates who are successful at the exams are invited for a capability based interview. Interviews are based against capabilities, required for each position for which the candidate is interviewed for. A capability or competency is an ability described in terms of skills & behaviours that are essential to effectively perform within a job.5. Reply Letters At all stages of the process candidates are kept informed of the status of their application with an email reply letter. 6. Job Offer If a candidate successfully reaches the final stage, a position offering is made in conjunction with a competitive reward package. HDFC BANKHDFC Bank Limited is an Indian financial services company based in Mumbai,Maharashtrathat was incorporated in August 1994. HDFC Bank is the fifth or sixth largest bankin India by assets and the second largest bank by market capitalization as of February 24, 2012.The bank was promoted by the Housing Development Finance Corporation, a premier housingfinance company (set up in 1977) of India. As on October 2012, HDFC Bank has 2,544 branchesand over 10,000 ATMs, in 1,399 cities in India, and all branches of the bank are linked on anonline real-time basis. As of 30 September 2008 the bank had total assets of Rs.1006.82billion. For the fiscal year 2010-11, the bank has reported net profit of3,926.30 crores (US$714.59 million), up 33.1% from the previous fiscal. Total annual earningsof the bank increased by 20.37% reaching at 24,263.4 crores (US$4.42 billion) in 2010-11. HDFC Bank is one of the Big Four banks of India, along with: State Bank of India, ICICIBank and Punjab National Bank.HDFC Bank is headquartered in Mumbai and as of March 31, 2012, the Bank‟s distributionnetwork was at 2,544 branches and 8,913 ATMs in 1,399 cities as against 1,986 branches and10000 ATMs in 996 cities as of october,2012.HUMAN RESOURCE MANAGEMENTHRM means to select, develop, motivate and maintain human resources in the organisation. Itfirst selects the right human resources or staff (i.e. managers and employees). It trains anddevelops them. It motivates them by giving them recognition and rewards. It also provides themwith the best working conditions. HRM is directly concerned with the people of the organisation.It is people oriented process. That is, it manages people at work.
RECRUITMENT & SELECTION PROCESSPRINCIPLES:Following are the guiding principles for recruitment and on-boarding process.• Attracting and recruiting the right people is one of the most important activities of theorganization and is the responsibility to be owned by each and every employee of theorganization.• Merit will be the single most important factor in selection process.• They will ensure a diversity, both gender and ethnicity by targeted candidate sourcing with thehelp of recruitment vendors and the referral program.• While skills and profile matching play an important role, they will hire people who are teamplayers and have the right attitude most relevant to the culture of the organization. Attitude is asimportant as aptitude.• They believe in becoming a company of giants and emphasis is in hiring people who can growbigger and better than they presently are.• They believe in providing their employee with fulfilling career paths. Towards this, they willpost vacancies internally as a preferred option while evaluating external candidates.• They believe that each candidate interviewed irrespective of whether she/he is selected shouldbecome a friend of the organization. They treat all the candidates with the utmost respect. Theywill be open and fair in communication with them; this way they also enhance the brand imageof the organization.• They will continuously assess, identify and cultivate strategic talent pools including those at theuniversities, management schools, and community forums to address their long term needs.PLACEMENT:Placement refers to assigning rank and responsibility to an individual, identifying him with aparticular job. If the person adjusts to the job and continues to perform per expectations, it meansthat the candidate is properly placed. However, if the candidate is seen to have problems inadjusting himself to the job, the supervisor must find out whether the person is properly placedas per the latter‟s aptitude and potential. Usually, placement problems arise out of wrongselection or improper placement or both. Therefore, HDFC constantly review cases of employeesbelow expectations / potential and employee related problems such as turnover, absenteeism,accidents etc., and assess how far they are related to inappropriate placement decisions andremedy the situation without delay.INDUCTION:Induction refers to the introduction of a person to the job and the organisation. The purpose is tomake the employee feel at home and develop a sense of pride in the organisation andcommitment to the job.The induction process is also envisaged to indoctrinate, orient, acclimatise, acculturate theperson to the job and the organisation.The basic thrust of Induction training during the first one or few weeks after a person joins
service in the HDFC Bank is to:▪ introduce the person to the people with whom he works,▪ make him aware of the general organisation policies that apply tohim as also the specific work situation and requirements,▪answer any questions and clarify any doubts that the personmay have about the job and the organisation ……and▪ provide on-the-job instructions, check back periodically howthe person is doing and offer help, if required.TRAINING AND DEVELOPMENTTraining aims at increasing the aptitudes, skills and abilities of workers to perform specific job.It makes employees more effective and skilful. In present dynamic world of business training is moreimportant there is an ever present need for training men. So that new and changed techniques may be adopted. Anew and changed technique may be taken as an advantages and improvement affected in theold methods. Training is learning experience that seeks relatively permanent change in an individual that willimprove his/her ability to perform on the job. They provide on the job´ training to their employees in the branch as they select these employeesfor selling various products of bank by direct marketing. Whenever they select new candidates for any post, theyuse to give them on the job work.PERFORMANCE APPRAISALPAS is traditionally used as a mechanism of controlling many fields of organizationaldevelopment, the PSBs are employee through salary administration, reward administration,promotion, and disciplinary actions. HDFC Bank follows different types of appraisal model tomotivate the employees who works well and punishment for those who don‟t done well.JOB EVALUATIONJob analysis describes the job;Job evaluation develops a plan for comparing jobs in terms of those things the organizationconsidersimportant determinants of job worth.DETERMINANTS OF JOB STATUSFour basic methods followed by HDFC Bank for job evaluation systems:• ranking (involves creating a hierarchy of jobs by comparing jobs on a global factor thatpresumably combines all parts of the job),• classification (defines categories of jobs and slots jobs into these classes),• factor comparison (involves job-to job comparisons on several specific factors),• and the point plan (compares jobs on rating scales of specific factors).
JOB DESCRIPTIONEnsure all job profiles/descriptions reflect the real requirements of the job, rather than describingthe person who filled that job previously.Write job profiles in language that encourages both men and women to apply ± including womenof and Differing backgrounds. For example, avoid use of jargon and acronyms that tend to be exclusive.Recruiting and selecting the right people is paramount to the success of the HDFC BANK LTD.And its ability to retain a workforce of the highest quality. This recruitment and selection policy sets out theprocedure to ensure that the best people are recruited on merit and that are therecruitment process is free from bias and discrimination.PROMOTION POLICY- Promotion is done in different situations like in case of retirement orresignation, in case of sudden death of an employee; transfer of supervisory staff, and also incase of opening of new branch or regional office, etc.
ConclusionThe banking industry is a highly regulated powerhouse that stabilizes the economic environmentof nations around the world. Banks store sensitive, personal information about their clients, andcommercial banks often house more valuable inventory cash than other retail operations. Bankemployees, from executives to tellers, must have a higher level of integrity and trustworthinessthan employees in most other industries, making the role of HR in banking that much moreimportant. The primary apprehension of the bank should be to bring in proper integration ofhuman resource management strategies with the business strategies. It should faster cohesiveteam work and create commitment to improve the efficiency of its human capital. More thanoperational skills today are banking call for these „soft skills to attend the needs and requirementof the customers at the counter.