A PROJECT REPORT

ON

RECRUITMENT AND SELECTION PROCEDURE

OF UNION BANK OF INDIA Ltd.

SUBMITTED BY: DYLAN KHOMDRAM

ROLL NO: 10014

FOR THE YEAR: 2010-2013

SUBMITTED TO:

UNIVERSITY OF PUNE

ISB&M COLLEGE OF COMMERCE NANDE VILLAGE, MULSHI

DECLARATION

I hereby declare that all the information that has been collected, analyzed and documented for the

project is authenticated possession of us. I would like to categorized mentioned that the work

here has neither been purchased nor acquired by any other unfair means. However, for the

purposed of the project, information already compiled in many sources has been utilized.

ACKNOWLEDGEMENT

The project is started with an objectives but it is accomplished only with enormous effort and

tremendous support and guidance. It has been an utmost pleasure for me to work with UNION

BANK OF INDIA ltd. The cordial environment here has made me feel to be a part of the

organization

The process of completion of project report involves creation of debt towards many persons. I

am grateful to the branch manager of UNION BANK Mrs. P. MALIKA and the one of the

employs Mr. SWAPNIL BASHIRSETH. Who spare me their precious time from their busy

schedule and under whose guidance this project has been successfully completed.

I also express my appreciation and thanks to the employees of the UNION BANK, Pune branch

for their patience, helpful nature and who have contribute to my learning which I will cherish

forever.

I express my profound gratitude to my faculty guide, PROF. SHRUTI LAMBA who helped me

with her guidance during the project.

And most of all I thank to my god that became my strength which lead me to the path of

knowledge.

EXECUTIVE SUMMARY

The main objectives of the study of the UNION Bank regarding the topic recruitment and

selection procedure is know the different methods and steps taken for recruitment and selection

of an employees under an any organization of a bank. It is the important part of an organization.

These processes of recruitment and selection are done by the HUMAN RESOURCES

Department.it is very essential for an organization to have a right person on right job.

Recruitment and selection plays a vital role in this situation.

With reference to this context, this project is prepared to put light on recruitment and selection

procedure. This project includes meaning and definition of recruitment and selection, need and

purpose of recruitment, evaluation of recruitment process etc.

Sources of recruitment through which an organization gets suitable application scientific

recruitment and selection, which an organization should follow for right manpower job analysis

which gives an ideas about the recruitment of the job. And the selection process includes steps of

selection, types of test, types of interviews, and common interviews etc.

CHAPTER 1

INTRODUCTION

INTRODUCTION OF RECRUITMENT

Recruitment and selection is the process of identifying the need for a job, defining the requirements of the position and the job holder, advertising the position and choosing the most appropriate person for the job. Retention means ensuring that once the best person has been recruited, they stay with the business and are not “poached” by rival companies.

Undertaking this process is one of the main objectives of management. Indeed, the success of any business depends to a large extent on the quality of its staff. Recruiting employees with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can afford, will reduce costs.

Employees should therefore be carefully selected, managed and retained, just like any other resource

Types of recruitment

Internal recruitment:

It is recruitment, which takes place within the concern or organization internal source of

recruitment are readily available to an organization. Internal source are primarily three- transfers,

promotions and reemployment of ex- employees is one of the internal source if recruitment in

which employee can be invited and appointed to ,fill vacancies in the concern. There are,

situations when ex- employees provide unsolicited applications also.

Internal recruitment may lead to increase in employees’ productivity as their motivation level

increases. It also saves time, money and efforts.

But the drawback of internal recruitment is that it refrains the organizations from new blood.

Also, not all the men power requirement can be met through internal recruitment. Hiring from

outside has to be done.

Internal sources are primarily of three types

Transfers

Promotions(through internal job postings) and

Reemployment of the Ex- employees- reemployment of the Ex- employees is one of

the internal sources of recruitment in which employees can be invited and appointed

to fill back vacancies in the concern. There are situations when Ex- employees

provide unsolicited applications also.

External recruitments- External sources of recruitments have to solicit from outside the

organization. External sources are external to a concern. But it involves lot of time and money.

The external sources of recruitment include- employment at factory gate, advertisement,

employment exchanges, employment agencies, educational institute, labor contract

Recruitment is a process through which an organization legally obtains its new employees

through a step-by-step screening process. It is a major function of HR department. The company

uses various methods to filter out candidates that suits its needs; for example qualification, skills,

experience, etc. Recruitment affects a lot on the performance of an organization. Types of

Recruitment: - Internal recruitment- The process of recruiting people within an organization. It

may include – (a) Personal recommendation from people within an organization. (b)Notice

boards within an organization. (c)Meetings involving only the members of an organization and

discussing the requirements or required employees. (d)Internal recruitment is relatively cheaper

process but it may harm the sense of competition within the employees. (ii)External recruitment-

The process of recruiting employees from outside the organization, depending on other sources.

This may include- (a)Recruitment agencies (b)Advertisements (c)Job centers Recruitment

Process:- Let us review the recruitment process in brief: 1) Detection and reporting of vacancy-

The requirement for an employee arises in any department of an organization and is reported to

the HR department. 2) make a detailed note of all specifications-All the description about the job

and what is expected of the employee is noted down. 3) Advertisement of vacancy-An

advertisement is prepared and a number of methods may be adopted to reach the desired

candidates, which may include- newspapers, employment agencies, recruitment web-sites etc. 4)

Managing response from candidates-Strict deadlines should be issued regarding the deadline

Forsubmission of application by the candidates. Terms and conditions of company should be

clearly mentioned to the applicants. 5) Short listing of the candidates-The applicable candidates

are shortlisted by recruitment panel based on the skills, qualification and some other criteria. 6)

Interviewing of shortlisted candidates-The shortlisted candidates are called for interviews ; the

schedule for which may or may not be predefined and the applicant may prepare for it in

advance. 7) Selected candidates are shortlisted- The candidates selected for the job are

shortlisted. 8) Training of selected candidates-A well schedule is planned for imparting training

to selected candidates; thereafter they are allowed to proceed with their jobs. Recruitment

Methods:- Let us now look at the various methods of recruitment: Recruitment agencies-A

candidate may register with various recruitment agencies which in turn help the applicant finding

a suitable job for him/her. They are also referred to as ‘Head-Hunters'. Job centers-The people in

need of a job can register with these centers. They help the candidates in need of a job by

contacting the organizations in need of employees and even advertising for the candidates.

Advertisements-A candidate may advertise for his need for a job. The advertisement may be

made on internet, newspaper or employment magazines; giving all the details about

himself/herself. Personal Recommendation-An existing employee of an organization may

recommend some specific candidate known to him for an existing vacancy. The positive point

about this method of recruitment is that all the strengths and weaknesses of the candidate are

known beforehand without even conducting a formal interview. Read about staffing solutions in

Australia and recruitment in Australia .

Employment at factory level: this is the source of external recruitment in which

application vacancies are presented on bulletin boards outside the factory or at the gate.

This kind of recruitment is applicable generally where factory workers are to be

appointed there are people who keep on soliciting jobs one place to another these

applicants are called as unsolicited applicants. These types of workers apply on their own

or their job. For these kind of recruit have tendency to shift from one factory to another

and therefore they called as BADLI workers.

Advertisement- it is an external source which has got an important place in recruitment

procedure. The biggest advantage of advertisement is that it covers a wide area of market

and scattered applicant can get information from advertisement. Medium news is

newspapers and television

Employment exchanges- there are certain employment exchanges which are by

government. Of the government undertakings and concerns employs people through such

exchanges. Now-a-days recruitment in government agencies has become compulsory

through employment exchange.

Employment agency- there are certain professional organizations which look towards

recruitment and employment of people, i.e. these private agencies run by private

individuals supply required manpower to needy concerns.

Educational institutions- there are certain professional institutions which serves as an

external source for recruiting fresh graduate form these institutes. This kind of

recruitment done through such educational institution is called as campus recruitment.

They have special recruitment cells which have in providing jobs to fresh candidates.

Recommendations- there are certain people who have experience in a particular area.

They enjoy goodwill and a stand in a company. There certain vacancies which are fill by

recommendations of such people. The biggest drawback of these sources is that the

company has to rely totally on such people which can later on prove to be inefficient.

Labor contractors- these are the especially who supply manpower to the factory or

manufacturing plants through these contractors, workers are appointed on contract basis,

i.e. for a particular time period. Under conditions when these contractors leave the

organizations, such people who are appointed have to also leave the concerns.

INTRODUCTION OF SELECTION

Types of selection

Application Forms

Application forms are a means of collecting written information about an applicant's education, work and non-work experiences, both past and present. Almost all organizations request applicants to complete an application form of some type. Application forms typically request information on an applicant's home address, last employer, previous work experience, education of military service, and other information pertinent to employment, such as names and addresses of references. The application form also serves as a guide for the employment interview.

Employment Interviews

The employment interview is a vehicle for information exchange between applicant and interviewer regarding an applicant's suitability and interest in a job the employer seeks to fill. Information provided in an applicant's application for employment can be probed more deeply in the interview and other information relevant to an applicant's qualifications can be elicited. Since interviews can be rather flexible, any missing pieces of information about an applicant can be collected at this time.

Interview problems. As a selection method, interviews are problematic. Research shows that interviews have good test-retest reliability (same interviewer twice) and good internal consistency reliability, but low inter-rater reliability (between different raters). The reason for low inter-rater reliability is that interviews are apt to be unstructured and subjective. A number of problems result from the unstructured nature of employment interviews. These include: (1) rater error; (2) talkative interviewer hampers collection of job-related information; (3) variance in questions asked of applicants during interview; 4) interviewer asks "trick" questions; (5) interviewer asks inappropriate questions relating to an applicant's race, religion, sex, national origin, and age.

Rater Error in Interviewing Central tendency errors result in most applicants being rated as average. Leniency and strictness errors, on the other hand, result in most applicants being given either uniformly high or uniformly low ratings. The halo effect has the result of an applicant being seen as generally good or bad because one characteristic of the applicant overshadows all others. Contrast effects may occur if an average applicant is rated more highly than he or she deserves because he or she is interviewed after several poor applicants. Stereotyping is the tendency to compare applicants with one's stereotype of the "ideal" applicant.

Improving employment interviews.The value of the employment interview as a selection method will increase if these guidelines are followed:

1. A structured interview guide containing questions for applicants should be used to increase the reliability of interviews.

2. Interviewers should be given complete job descriptions and job specifications for each job for which they are interviewing. This tends to reduce interviewer bias because actual requirements are spelled out in detail.

3. Interviewers should be trained in interviewing and know how to avoid errors such as talking too much and making hasty judgments.

4. Interviewers should be trained to deal with all applicants, regardless of level of qualifications, since the interview is also a public relations vehicle.

5. Interviewers should receive special instructions in properly and legally interviewing women and minorities.

Tests of Abilities, Aptitudes, and Skills

Tests used for screening applicants on the basis of skills, abilities, and aptitudes can be classified as either paper and pencil tests or job sample tests. Both kinds are scored, and minimum scores are established to screen applicants. The "cut-off" score can be raised or lowered depending on the number of applicants. If selection ratios are low, the cut-off score can be raised, thereby increasing the odds of hiring well-qualified employees.

Tests should be selected only after thorough and careful job analysis. For example, examination of a job description for an auto mechanic would probably show that manipulation of parts and pieces relative to one another and the ability to perceive geometric relationships between physical objects were required. These abilities are a part of a construct called mechanical aptitude. Various parts of mechanical aptitude can be measured using either paper or pencil or job sample tests.

Job sample tests, which require applicants to demonstrate specific job duties, can also be used to measure mechanical ability. For example, applicants for a mechanic's job could be asked to locate and fix a number of things wrong with a car or truck. Organizations can develop their own job sample tests. Closely related to job sample tests are job simulation exercises that place an applicant in a simulated job situation to see how well he or she can cope.

Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job, the organization will get quality performance of employees. Moreover, organization will face less of absenteeism and employee turnover problems. By selecting right candidate for the required job, organization will also save time and money. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested.

But selection must be differentiated from recruitment, though these are two phases of employment process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job.

The Employee selection Process takes place in following order-

1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Preliminary interviews are also called screening interviews.

2. Application blanks- The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc.

3. Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased.

4. Employment interview- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer.

5. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism.

6. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter.

According to R.D. Gate wood and H.S. Field, employee selection is the "process of collecting

and evaluating information about an individual in order to extend an offer of employment."

Employee selection is part of the overall staffing process of the organization, which also includes

human resource (HR) planning, recruitment, and retention activities. By doing human resource

planning, the organization projects its likely demand for personnel with particular knowledge,

skills, and abilities (KSAs), and compares that to the anticipated availability of such personnel in

the internal or external labor markets. During the recruitment phase of staffing, the organization

attempts to establish contact with potential job applicants by job postings within the

organization, advertising to attract external applicants, employee referrals, and many other

methods, depending on the type of organization and the nature of the job in question. Employee

selection begins when a pool of applicants is generated by the organization's recruitment efforts.

During the employee selection process, a firm decides which of the recruited candidates will be

offered a position.

Effective employee selection is a critical component of a successful organization. How

employees perform their jobs is a major factor in determining how successful an organization

will be. Job performance is essentially determined by the ability of an individual to do a

particular job and the effort the individual is willing to put forth in performing the job. Through

effective selection, the organization can maximize the probability that its new employees will

have the necessary KSAs to do the jobs they were hired to do. Thus, employee selection is one of

the two major ways (along with orientation and training) to make sure that new employees have

the abilities required to do their jobs. It also provides the base for other HR practices—such as

effective job design, goal setting, and compensation—that motivate workers to exert the effort

needed to do their jobs effectively, according to Gate wood and Field.

Job applicants differ along many dimensions, such as educational and work experience,

personality characteristics, and innate ability and motivation levels. The logic of employee

selection begins with the assumption that at least some of these individual differences are

relevant to a person's suitability for a particular job. Thus, in employee selection the organization

must (1) determine the relevant individual differences (KSAs) needed to do the job and (2)

identify and utilize selection methods that will reliably and validly assess the extent to which job

applicants possess the needed KSAs. The organization must achieve these tasks in a way that

does not illegally discriminate against any job applicants on the basis of race, color, religion, sex,

national origin, disability, or veteran's status.

AN OVERVIEW OF THE 

SELECTION PROCESS

Employee selection is itself a process consisting of several important stages, as shown in Exhibit

1. Since the organization must determine the individual KSAs needed to perform a job, the

selection process begins with job analysis, which is the systematic study of the content of jobs in

an organization. Effective job analysis tells the organization what people occupying particular

jobs "do" in the course of performing their jobs. It also helps the organization determine the

major duties and responsibilities of the job, as well as aspects of the job that are of minor or

tangential importance to job performance. The job analysis often results in a document called the

job description, which is a comprehensive document that details the duties, responsibilities, and

tasks that make up a job. Because job analysis can be complex, time-consuming, and expensive,

standardized job descriptions have been developed that can be adapted to thousands of jobs in

organizations across the world. Two examples of such databases are the U.S.

government's Standard Occupational Classification (SOC), which has information on at least

821 occupations, and the Occupational Information Network, which is also known as O*NET.

O*NET provides job descriptions for thousands of jobs.

An understanding of the content of a job assists an organization in specifying the knowledge,

skills, and abilities needed to do the job. These KSAs can be expressed in terms of a job

specification, which is a Selection Process 

Source: Adapted from Gate wood and Field, 2001.

1. Job Analysis

The systematic study of job content in order to determine the major

duties and responsibilities of the job. Allows the organization to

determine the important dimensions of job performance. The major

duties and responsibilities of a job are often detailed in the job

description.

2. The Identification of Drawing upon the information obtained through job analysis or from

KSAs or 

Job Requirements

secondary sources such as O*NET, the organization identifies the

knowledge, skills, and abilities necessary to perform the job. The job

requirements are often detailed in a document called the job

specification.

3. The Identification of

Selection Methods to

Assess KSAs

Once the organization knows the KSAs needed by job applicants, it

must be able to determine the degree to which job applicants possess

them. The organization must Once the organization knows the KSAs

needed by job applicants; it must be able to determine the degree to

which job applicants possess them. The organization must Selection

methods include, but are not limited to, reference and background

checks, interviews, cognitive testing, personality testing, aptitude

testing, drug testing, and assessment centers.

4. The Assessment of

the Reliability and

Validity of Selection

Methods

The organization should be sure that the selection methods they use are

reliable and valid. In terms of validity, selection methods should actually

assess the knowledge, skill, or ability they purport to measure and

should distinguish between job applicants who will be successful on the

job and those who will not.

5. The Use of Selection

Methods to Process Job

Applicants

The organization should use its selection methods to make selection

decisions. Typically, the organization will first try to determine which

applicants possess the minimum KSAs required. Once unqualified

applicants are screened, other selection methods are used to make

distinctions among the remaining job candidates and to decide which

applicants will receive offers.

Organizational document that details what is required to successfully perform a given job. The

necessary KSAs are called a job requirement, which simply means they are thought to be

necessary to perform the job. Job requirements are expressed in terms of desired education or

training, work experience, specific aptitudes or abilities, and in many other ways. Care must be

taken to ensure that the job requirements are based on the actual duties and responsibilities of the

job and that they do not include irrelevant requirements that may discriminate against some

applicants. For example, many organizations have revamped their job descriptions and

specifications in the years since the passage of the Americans with Disabilities Act to ensure that

these documents contain only job-relevant content.

Once the necessary KSAs are identified the organization must either develop a selection method

to accurately assess whether applicants possess the needed KSAs, or adapt selection methods

developed by others. There are many selection methods available to organizations. The most

common is the job interview, but organizations also use reference and background checking,

personality testing, cognitive ability testing, aptitude testing, assessment centers, drug tests, and

many other methods to try and accurately assess the extent to which applicants possess the

required KSAs and whether they have unfavorable characteristics that would prevent them from

successfully performing the job. For both legal and practical reasons, it is important that the

selection methods used are relevant to the job in question and that the methods are as accurate as

possible in the information they provide. Selection methods cannot be accurate unless they

possess reliability and validity.

VALIDITY OF SELECTION METHODS

Validity refers to the quality of a measure that exists when the measure assesses a construct. In

the selection context, validity refers to the appropriateness, meaningfulness, and usefulness of

the inferences made about applicants during the selection process. It is concerned with the issue

of whether applicants will actually perform the job as well as expected based on the inferences

made during the selection process. The closer the applicants' actual job performances match their

expected performances, the greater the validity of the selection process.

ACHIEVING VALIDITY

The organization must have a clear notion of the job requirements and use selection methods that

reliably and accurately measure these qualifications. A list of typical job requirements is shown

in Exhibit 2. Some qualifications—such as technical KSAs and nontechnical skills—are job-

specific, meaning that each job has a unique set. The other qualifications listed in the exhibit are

universal in that nearly all employers consider these qualities important, regardless of the job.

For instance, employers want all their employees to be motivated and have good work habits.

The job specification derived from job analysis should describe the KSAs needed to perform

each important task of a job. By basing qualifications on job analysis information, a company

ensures that the qualities being assessed are important for the job. Job analyses are also needed

for legal reasons. In discrimination suits, courts often judge the job-relatedness of a selection

practice on whether or not the selection criteria was based on job analysis information. For

instance, if someone lodges a complaint that a particular test discriminates against a protected

group, the court would (1) determine whether the qualities measured by the test were selected on

the basis of job analysis findings and (2) scrutinize the job analysis study itself to determine

whether it had been properly conducted.

SELECTION METHODS

The attainment of validity depends heavily on the appropriateness of the particular selection

technique used. A firm should use selection methods that reliably and accurately measure the

needed qualifications. The reliability of a measure refers to its consistency. It is defined as "the

degree of self-consistency among the scores earned by an individual." Reliable evaluations are

consistent across both people and time. Reliability is maximized when two people evaluating the

same candidate provide the same ratings, and when the ratings of a candidate taken at two

different times are the same. When selection scores are unreliable, their validity is diminished.

Some of the factors affecting the reliability of selection measures are:

Emotional and physical state of the candidate. Reliability suffers if candidates are

particularly nervous during the assessment process.

Lack of rapport with the administrator of the measure. Reliability suffers if candidates

are "turned off" by the interviewer and thus do not "show their stuff" during the

interview.

Inadequate knowledge of how to respond to a measure. Reliability suffers if candidates

are asked questions that are vague or confusing.

Individual differences among respondents. If the range or differences in scores on the

attribute measured by a selection device is large, that means the device can reliably

distinguish among people.

Question difficulty. Questions of moderate difficulty produce the most reliable measures.

If questions are too easy, many applicants will give the correct answer and individual

differences are lessened; if questions are too difficult, few applicants will give the correct

answer and, again, individual differences are lessened.

Length of measure. As the length of a measure increases, its reliability also increases. For

example, an interviewer can better gauge an applicant's level of interpersonal skills by

asking several questions, rather than just one or two.

A Menu of Possible Qualities Needed for Job Success

1. Technical KSAs or aptitude for learning them

2. Nontechnical skills, such as

1. Communication

2. Interpersonal

3. Reasoning ability

4. Ability to handle stress

5. Assertiveness

3. Work habits

1. Conscientiousness

2. Motivation

3. Organizational citizenship

4. Initiative

5. Self-discipline

4. Absence of dysfunctional behavior, such as

1. Substance abuse

2. Theft

3. Violent tendencies

5. Job-person fit; the applicant

1. is motivated by the organization's reward system

2. fits the organization's culture regarding such things as risk-taking and innovation

3. would enjoy performing the job

4. has ambitions that are congruent with the promotional opportunities available at

the firm

In addition to providing reliable assessments, the firm's assessments should accurately measure

the required worker attributes. Many selection techniques are available for assessing candidates.

How does a company decide which ones to use? A particularly effective approach to follow

when making this decision is known as the behavior consistency model. This model specifies

that the best predictor of future job behavior is past behavior performed under similar

circumstances. The model implies that the most effective selection procedures are those that

focus on the candidates' past or present behaviors in situations that closely match those they will

encounter on the job. The closer the selection procedure simulates actual work behaviors, the

greater its validity. To implement the behavioral consistency model, employers should follow

this process:

1. Thoroughly assess each applicant's previous work experience to determine if the

candidate has exhibited relevant behaviors in the past.

2. If such behaviors are found, evaluate the applicant's past success on each behavior based

on carefully developed rating scales.

3. If the applicant has not had an opportunity to exhibit such behaviors, estimate the future

likelihood of these behaviors by administering various types of assessments. The more

closely an assessment simulates actual job behaviors, the better the prediction.

ASSESSING AND 

DOCUMENTING VALIDITY

Three strategies can be used to determine the validity of a selection method. The following

section lists and discusses these strategies:

1. Content-oriented strategy: Demonstrates that the company followed proper procedures in

the development and use of its selection devices.

2. Criterion-related strategy: Provides statistical evidence showing a relationship between

applicant selection scores and subsequent job performance levels.

3. Validity generalization strategy: Demonstrates that other companies have already

established the validity of the selection practice.

When using a content-oriented strategy to document validity, a firm gathers evidence that it

followed appropriate procedures in developing its selection program. The evidence should show

that the selection devices were properly designed and were accurate measures of the worker

requirements. Most importantly, the employer must demonstrate that the selection devices were

chosen on the basis of an acceptable job analysis and that they measured a representative sample

of the KSAs identified. The sole use of a content-oriented strategy for demonstrating validity is

most appropriate for selection devices that directly assess job behavior. For example, one could

safely infer that a candidate who performs well on a properly-developed typing test would type

well on the job because the test directly measures the actual behavior required on the job.

However, when the connection between the selection device and job behavior is less direct,

content-oriented evidence alone is insufficient. Consider, for example, an item found on a civil

service exam for police officers: "In the Northern Hemisphere, what direction does water

circulate when going down the drain?" The aim of the question is to measure mental alertness,

which is an important trait for good police officers. However, can one really be sure that the

ability to answer this question is a measure of mental alertness? Perhaps, but the inferential leap

is a rather large one.

When employers must make such large inferential leaps, a content-oriented strategy, by itself, is

insufficient to document validity; some other strategy is needed. This is where a criterion-related

strategy comes into play. When a firm uses this strategy, it attempts to demonstrate statistically

that someone who does well on a selection instrument is more likely to be a good job performer

than someone who does poorly on the selection instrument. To gather criterion-related evidence,

the HR professional needs to collect two pieces of information on each person: a predictor score

and a criterion score.

Predictor scores represent how well the individual fared during the selection process as

indicated by a test score, an interview rating, or an overall selection score.

Criterion scores represent the job performance level achieved by the individual and are

usually based on supervisor evaluations.

Validity is calculated by statistically correlating predictor scores with criterion scores (statistical

formulas for computing correlation can be found in most introductory statistical texts). This

correlation coefficient (designated as r) is called a validity coefficient. To be considered

valid, r must be statistically significant and its magnitude must be sufficiently large to be of

practical value. When a suitable correlation is obtained (r > 0.3, as a rule of thumb), the firm can

conclude that the inferences made during the selection process have been confirmed. That is, it

can conclude that, in general, applicants who score well during selection turn out to be good

performers, while those who do not score as well become poor performers.

A criterion-related validation study may be conducted in one of two ways: a predictive validation

study or a concurrent validation study. The two approaches differ primarily in terms of the

individuals assessed. In a predictive validation study, information is gathered on actual job

applicants; in a concurrent study, current employees are used. The steps to each approach are

shown in Exhibit 3.

Concurrent studies are more commonly used than predictive ones because they can be conducted

more quickly; the assessed individuals are already on the job and performance measures can thus

be more quickly obtained. (In a predictive study, the criterion scores cannot be gathered until the

applicants have been hired and have been on the job for several months.) Although concurrent

validity studies have certain disadvantages compared to predictive ones, available research

indicates that the two types of studies seem to yield approximately the same results.

Up to this point, our discussion has assumed that an employer needs to validate each of its

selection practices. But what if it is using a selection device that has been used and properly

validated by other companies? Can it rely on that validity evidence and thus avoid having to

conduct its own study? The answer is yes. It can do so by using a validity generalization strategy.

Validity generalization is established by demonstrating that a selection device has been

consistently found to be valid in many other similar settings. An impressive amount of evidence

points to the validity generalization of many specific devices. For example, some mental aptitude

tests have been found to be valid predictors for nearly all jobs and thus can be justified without

performing a new validation study to demonstrate job relatedness. To use validity generalization

evidence, an organization must present the following data:

Studies summarizing a selection measure's validity for similar jobs in other settings.

Data showing the similarity between the jobs for which the validity evidence is reported

and the job in the new employment setting.

Data showing the similarity between the selection measures in the other studies

composing the validity evidence and those measures to be used in the new

employment setting.

MAKING A FINAL SELECTION

The extensiveness and complexity of selection processes vary greatly depending on factors such

as the nature of the job, the number of applicants for each opening, and the size of the

organization. A typical way of applying selection methods to a large number of applicants for a

job requiring relatively high levels of KSAs would be the following:

1. Use application blanks, resumes, and short interviews to determine which job applicants

meet the minimum requirements for the job. If the number of applicants is not too large,

the information provided by applicants can be verified with reference and/or background

checks.

2. Use extensive interviews and appropriate testing to determine which of the minimally

qualified job candidates have the highest degree of the KSAs required by the job.

3. Make contingent offers to one or more job finalists as identified by Step 2. Job offers

may be contingent upon successful completion of a drug test or other forms of back-

ground checks. General medical exams can only be given after a contingent offer is

made.

One viable strategy for arriving at a sound selection decision is to first evaluate the applicants on

each individual attribute needed for the job. That is, at the conclusion of the selection process,

each applicant could be rated on a scale (say, from one to five) for each important attribute based

on all the information collected during the selection process. For example, one could arrive at an

overall rating of a candidate's dependability by combining information derived from references,

interviews, and tests that relate to this attribute.

Steps in the Predictive and Concurrent Validation Processes

Predictive Validation

1. Perform a job analysis to identify needed competencies.

2. Develop/choose selection procedures to assess needed competencies.

3. Administer the selection procedures to a group of applicants.

4. Randomly select applicants or select all applicants.

5. Obtain measures of the job performance for the applicant after they have been employed

for a sufficient amount of time. For most jobs, this would be six months to a year.

6. Correlate job performance scores of this group with the scores they received on the

selection procedures.

Concurrent Validation

1 and 2. These steps are identical to those taken in a predictive validation study.

3. Administer the selection procedures to a representative group of job incumbents.

4. Obtain measures of the current job performance level of the job incumbents who have

been assessed in step 3.

5. Identical to step 6 in a predictive study.

Decision-making is often facilitated by statistically combining applicants' ratings on different

attributes to form a ranking or rating of each applicant. The applicant with the highest score is

then selected. This approach is appropriate when a compensatory model is operating, that is,

when it is correct to assume that a high score on one attribute can compensate for a low score on

another. For example, a baseball player may compensate for a lack of power in hitting by being a

fast base runner.

In some selection situations, however, proficiency in one area cannot compensate for

deficiencies in another. When such a non-compensatory model is operating, a deficiency in any

one area would eliminate the candidate from further consideration. Lack of honesty or an

inability to get along with people, for example, may serve to eliminate candidates for some jobs,

regardless of their other abilities.

When a non-compensatory model is operating, the "successive hurdles" approach may be most

appropriate. Under this approach, candidates are eliminated during various stages of the selection

process as their non-compensable deficiencies are discovered. For example, some applicants may

be eliminated during the first stage if they do not meet the minimum education and experience

requirements. Additional candidates may be eliminated at later points after failing a drug test or

honesty test or after demonstrating poor interpersonal skills during an interview. The use of

successive hurdles lowers selection costs by requiring fewer assessments to be made as the list of

viable candidates shrinks.

RECRUITMENT PROCESS OF UNION BANK

Union Bank of India Recruitment 2013 through IBPS: Union Bank of India(UBI) invites online application forms for Clerk Recruitment 2013 to work it’s branches and offices across India. Valid Score card and Cut off marks details listed in notification /advertisement for IBPS Clerk exam 2013.Eligible IBPS Clerk Exam 2013 qualified candidates fill the Union Bank of India(UBI)  Online Application form 2013.While filling the application form, applicant have to pay Challan fee in online mode or at bank. According to notification, application fee is Rs. 150 for OBC and General Applicants and Rs.50 for other applicant’s.Graduation degree along with full knowledge in Computer basics skills (MS-Office) is mandatory, which helps to perform banking operations fast.According to Union Bank of India (UBI) Clerical Recruitment 2013 notification, the salary ranges from Rs.7300 to Rs.19300.In Addition DA, HRA and Health benefits also included to employees.Applicant must have at least 18 years of age and not more than 28 years for OC/General, 18 to 31 years for OBC and 18 to 33 years for ST/ST Candidates as per the reference date.Union Bank of India (UBI) Clerk selection procedure will made purely performance base in interview. IBPS Clerk cut off marks also play major role while selecting the final list.After completion of online registration, take a print out and use it while attend for Interview. Bank will send call letter for Interview to your E-Mil ID. Follow online registration instructions carefully before fill application form. Applicants need to complete the online application form submission within last date.

Highlights of Union Bank of India (UBI) Clerk Recruitment 2013 through IBPS1. Age limit: 18 to 30 years2. Qualification: Any Degree+ MS Office Skills3. Selection Procedure: Interview4. Total vacancies:5. Post name: Union Bank of India (UBI) Clerk Recruitment 2013Note: Relaxation in age limit and application fee for reserved category applicants.

For Online application form, cut off marks, challan form, eligibility, call letter, salary details and online registration for Union Bank of India (UBI) clerk recruitment 2013, visit official website at wwww.unionbankofindia.co.in or download notification in pdf formatUnion Bank of India, UBI invites online application forms from eligible IBPS PO Exam qualified candidates for Recruitment of Probationary officers Staff to work it’s various offices and branches all over India. A candidate with valid PO Score card and any graduate degree is the required qualifications for Union Bank of India recruitment 2013.Union Bank of India Probationary officer salary ranges from Rs.14500 to Rs.25700 per month. In Addition DA, HRA and Health benefits also included to employees. Applicant must have at least 21 years of age and not more than 30 years for OC/General, 20 to 34 years for OBC and 18 to 35 years for ST/ST Candidates as per the reference date.Candidate also required a certificate on Computer Awareness course from any reputed computer training center with at least 60 hours of training. Graduation degree also required to get eligibility for this recruitment.Union Bank of India Selection process depends, applicant performance in Group Discussion and Interview rounds. For that, need to fill the online application form by paying the challan fee.As per the Union Bank of India PO Recruitment 2013, the application fee is Rs.100 for General/OBC Category applicants and Rs. 20 for Reserved Category applicants like SC/ST/PWD etc. Download challan form to pay the application fee at official website or use Credit card or net banking facility.Highlights of Union Bank of India PO Recruitment 2013 through IBPS:Age Limit: 21 to 30 yearsEducation: Any graduation Degree Salary: Rs.14500 to Rs.25700Selection procedure: Group discussion and Interview together. Post Name: UBI PO Recruitment 2013

OBJECTIVES OF THE STUDY

The main objectives for the undertaking these projects are:

To understand the internal recruitment process in organization.

To identify areas where there can be scope for improvement.

To gives suitable recommendation to streamline the hiring process.

To develop practical knowledge with theoretical aspects.

To know about the importance of recruitment and selection procedure.

To find out better process of recruitment.

To know about the role of recruiter.

CHAPTER 2

CONCEPTS RELATED TO STUDY

RECUITMENT PROCESS IN INDIA

India has one of the worlds most sought after job markets. With the booming economy and high

economic growth, India is the place to be for prospective job seekers. The recruitment process in

India is a very comprehensive one and caters to the diverse job market of the country. The

objective of the recruitment process is to place the suitable candidate in the right job profile. The

other important aspects, which the recruitment process includes, are identifying the vacancies,

advertising the post of the candidates, short-listing, managing the response, preparing the job

descriptions and person specifications, arranging interviews, conducting interviews, decision

making, convey the decision and appointment action.

The recruitment process in India usually boils down to 3 important steps which are application

short-listing, preliminary assessment and final interview and selection. In some cases, the

recruitment process may also comprise of a written test, to judge the candidates on specific

skills. However, the candidates CV place and important role in reaching out to the employers and

making a favorable impression. The presentation of CV should be in an organized manner and

refine manner. The CV of a person speaks a lot about an individual and persons mindsets and

attitude can be judge according to the CV. The crucial phase of the recruitment process is the

personal interview round. The interview plays a important part in gauging a candidates

personality and all the issues must be properly addressed.

The recruitment process must be just, transparent, and fair. The candidates must be informed

about the selection or the rejection. In addition, the decision making process should not take very

long to prevent the candidates from taking up some other job opportunity. The candidate must be

explained the complete process of his appointment and all details of the documents to be

submitted.

Finally, one fine recruitment agency will take care to recruitment process a hassle free one;

therefore, it is imperative to in on and authentic recruitment agency.

Company Website

o A company may recruit employees by posting a job search or listing on the company website. This will allow the recruits to read the job descriptions of each job before they apply for the position. If potential candidates feel they can do the job, they can then apply to the company directly, by filling out an application, and attaching a resume, cover letter or any other required documentation. Some employers give a contact person versus allowing the recruit to apply online. The contact personnel can then contact the recruit and go into more depth on the vacant position.

Temporary Agency

o A temporary agency helps employers recruit, without having to take time out of their busy schedules. Employers will tell the temporary agency the type of employees they prefer, and all the specifics of the job. The temporary agency then posts for the position, or goes to a pool of applicants on file. The temporary agency representative will administer any test that the employer requires with the employees, and conduct interviews. The temporary agency rep will send over the employee she feels will best suit the position to either work or conduct an in-house

Newspapers

o Newspapers play a significant role in recruiting employees. Employers will advertise open positions. This helps keep the interviewing process down, because prospective candidates will be given a contact email or address to send their credentials, and recruiters can weed through the resumes, then conduct interviews when they find the best suitable candidates.

Web Recruitment

o The Internet is playing a major role in employee recruitment. Sites, such as Career Builder, Hot Jobs, Indeed and Monster, allow companies to post job listings for vacant positions. Some sites even allow the recruits to create their own profile, where they will post their resume and other employment specifics online, and employers can view these profiles without conducting interviews. This helps the employers find the best possible candidate for the position.

Job Fairs

o Job fairs allow businesses to send company recruiters to the event, usually in a venue that holds a large capacity of people, and find employees to come on board with their company. These job fairs are advertised on the radio, in newspapers and online. Employers set up booths or tables and have pamphlets and other company information, and pass out business cards to prospective employees.

Internal Sourcing

Internal sourcing is the practice of advertising a new or recently vacated position within a business to existing employees. More businesses have come to use internal sourcing as a method to recruit employees upward or laterally within the company because little or no training is needed, and expenses that include advertising for a new employee and running background checks are spared. It also fosters loyalty and parity among team members.

External Sourcing

External sourcing is a method of recruitment that conducts an employee candidate search through external recruitment tools, such as job boards, newspaper advertisements and trade publication announcements. This method favors bringing in job candidates that may or may not have direct experience in your small business' line of work; a candidate within a satellite field may offer a fresh, out-of-the-box perspective to the organization. External sourcing is also used when the open position is not able to be filled by a current employee because of the technicality or specialty of the position. Small Business recommends that you know exactly what type of job candidate you are looking for before advertising the position and accepting resumes.

Third-Party Sourcing

Third-party sourcing involves using a placement agency or headhunter to find qualified job candidates. These third-party sources use various techniques and tools to find appropriate job applicants, such as extending offers of improved salary compensation and more flexible benefits packages.

Interviewing/Pre-SelectionAll Business suggests that you should schedule interviews when you know you will have uninterrupted time to review the job candidate's resume and conduct an insightful interview. When conducting the interview, do not focus solely on the applicant's credentials or experience. Instead, present hypothetical scenarios to the candidate and ask how she would evaluate and solve the presented problems. Listen to her answers without interruption and take notes on key points.

Candidate SelectionUsing the interview notes you have taken, compare each interviewee with his resume and look to see if you have missed anything while reading his resume the first time. Make your candidate selection on the basis of how competently he answered your questions and what questions he asked during the interview. Interviewees who do not ask questions are either shy or uninterested in your business.

CHAPTER 3

COMPANY HISTORY AND PROFILE

Company History - Union Bank of In

YEAR EVENTS

1969 - The Bank was brought into existence by the Ordinance issued on 10th July, by the Central Government. In terms of the Ordinance, the Undertaking of `The Union Bank of India, Ltd.’ was replaced by the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1969. An Ordinance was thereupon promulgated which was later replaced by the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1970 which was made effective retrospectively from 19th July, 1969.

1970 - Under the `Lead Bank' scheme, the Bank was allotted 5 districts and the survey reports in respect of 3 districts were submitted.

- The Bank opened a total of 36 branches in the lead districts till the end of 1972.

1972 - A fresh study-cum-survey was undertaken for evaluation of results of the Bank's activities in the area, further identification of growth area and credit gaps and preparation of a concrete programmed of action in such areas. The Bank sponsored four regional rural banks.

1982 - Rs 275,00,000 was capitalized.

1985 - Rs 2400,00,000 contributed by Government.

1986 - Rs 14,00,00,000 contributed by Government.

1988 - Rs 14,00,00,000 contributed by Government.

1991 - Rs 50 crores contributed by Government.

1993 - Rs 230 crores contributed by Government.

2000 - M. Venugopal, chief executive of Bank of India's European Operations, has been appointed executive director of Union Bank of India.

- Union Bank of India has introduced a special leave scheme for its employees.

- The Bank has introduced novel credit schemes for housing and consumer finance.

2001

-Bank closed its voluntary Retirement Scheme.

-United Bank of India has raised Rs.100cr by way of subordinated debt under Tier II.

-UBI cuts its Prime Lending Rate to Rs.11.50% from 12.50%.

-United Bank of India has launched special Deposit Scheme for senior citizens, which will offer a high rate of interest on all domestic term deposit.

-United bank of India Staff College, which received ISO 9001 certification is offering its training programs on commercial basis.

-Bank appoints PriceWaterCoopers (PwC) as consultant for putting in place a structured asset liability management and risk management system.

-UBI has identified KPMG as its strategic technology consultant for implementing the 'core banking solution'.

-Taking into consideration the sovereign ownership, diversified risk portfolio, consistent track record, the credit rating agency (ICRA) has assigned an LAA+ rating to the 100cr subordinated debt programmed of UBI.

-UBI bond issue for Rs. 100cr was oversubscribed by over 20% on the first day.

-UBI has increased the maximum limit for investments in 'held for trading' securities to Rs.1000cr for the current fiscal in a bid to increase its bottom-line.

-Bank lowers the interest rates on all maturities.

-HDFC Standard Life Insurance Company has tied up with Union Bank of India for selling its insurance products.

-UBI has forayed into the loan syndication business for corporates. The bank has raised a one-year syndicated loan of Rs.400cr IOC.

-Chennai based SSI has signed an agreement with Union Bank of India to jointly provide loans to students to pursue IT education.

2002

-UBI ties up with New India Insurance Company for market and distribute the products of New India Insurance Co on a commission basis.

-The issue of 170cr Tier-II subordinated debt was fully subscribed within two hours of its opening.

-UBI has recorded 102% hike in the net profit to Rs. 314cr from Rs.155cr as in the last year.

-UBI has brought down interest rates on its housing loans.

-UBI introduced a new scheme called 'Union Express Remittance scheme' to provide service to NRI in West Asia. The scheme would reduce the time lag in the receipt of draft by the beneficiary.

-UBI has set up Cash Management Services (CMS) in coimbatore.

-Union Bank has tied up with two IT companies to develop core banking solutions.

-Shares of UBI were listed on Sensex, Nifty.

-Union Banks specially designed loan product 'Union Rent' for owners of buildings or portion thereof rented out to reputed companies has got good response.

-Union Bank of India has launched an emergency cash-on-hand scheme christened as'Union Lifeguard' to cater to the hospitalization needs in Mumbai.

-Standard Chartered bank has entered into an 'agency trade services agreement with UBI, according to which all letters of credit issued by UBI to Asian countries would be done through Stan Chart.

2003

-UBI launches 2 new schemes that is NRI Foreign Currency Loans (NRIFCL) and Domestic Resident Foreign currency accounts for the benefit of NRI and FCNR (B) customers.

-UBI has launched today its major IT initiative, the Core Banking Solution (CBS), for Anywhere Banking interconnecting its 12 branches across centers.

-Union Bank has signed an agreement with Corporation Bank to share its Cash Management System infrastructure.

-UBI implemented Quality Management System in 64 branches and 3 extension counters and obtained ISO-9001 certification.

-Union Bank ties up with more banks for the sharing of ATM network.

-UBI has launched Union BillPay, a convenient utility bill payment service for its customers in association will Billdesk.

-Tata Consultancy Services, jointly with PeopleSoft Solutions is to implement an end-to-end integrated HRMS and payroll solution for UBI.

-Towards its expansion, Union Bank has signed a contract with 2 more exchange companies, one each with UAE Exchange Centre and Al Muzaini Exchange Company in the Middle East.

-UBI with other five PSB's launched Cashtree, a network to interconnect all their countrywide

ATM's at Bangalore.

-Union Bank has forged with an alliance with MarutiUdyog Ltd and Ford India Ltd for providing loans to their customers at competitive and plans to expand its business in retail services.

-UBI has tied up with Jain Irrigation Systems Ltd to offer crop finance schemes to farmers.

-Central Government has appointed Mr. Suresh Vishnupant Dange, special Assistant, Union Bank of India.

-UBI's Chairman and Managing Director has been appointed as Chairman of India Bank Association.

-Union Bank launches new schemes and hike interest rates on non-resident indian deposits.

-Raises Rs.250 crores towards Tier II Capital

-Opens representative offices at Dubai (UAE) & Doha (Qatar)

-Union Bank of India & Ford India tie-up for financing ford cars

-Moodys Investor Services has upgraded the rating of Union Bank to D- from E+.

-UBI joins hands with Eicher, L&T for farm financing

-UBI launches unqiue Housing Loan Scheme for IB staff

2004

-Union Bank of India Launches Union Suraksha - Easy Life Cover

-Union Bank ties up with HDFC Standard Life to provide bank depositors an insurance cover under group policy with a target to bring in 50,000 customers under risk cover

-Union Bank of India has informed that the Central Government has nominated Shri A N Rao, Chief General Manager, Dept of Exp& Budgetary Control, Reserve Bank of India, Mumbai as a Director of Union Bank of India with effect from January 09, 2004 and until further orders vice Shri P Saran, RBI nominee Director on the Board of the Bank.

-Union Bank of India has entered into a bancassurance tie-up with the Export Credit Guarantee Corporation Ltd (ECGC) for marketing the latter's export credit insurance products

-Union Bank Of India has informed that the Bank's Juhu Tara Road Branch has bagged the 'Best Branch Award for Technosavvy& Customer Friendly' awarded by the Institute for Development and Research in Banking Technology (IDRBT), Hyderabad.

-Union Bank Of India has informed that the Bank has on April 07, 2004, inked an agreement with SBI Life Insurance Co. Ltd. to make available to the Bank's Home Loan borrowers' life insurance cover on group basis.

-TVS Motor Company and Union Bank of India (UBI) have announced the launch of `Union Miles Scheme,' an exclusive two-wheeler finance scheme

- Union Bank of India (UBI) has signed an agreement at Kochi, to facilitate international money transfer services using UAE Exchange Company's `Xpress Money' on April 28, 2004.

-Union Bank of India has launched Union e-Remit, powered by TimesofMoney

-UBI ties up with Reliance MF to sell its products

-Union Bank of India in association with SBI Life Insurance has launched its new product, Union Home Plus

-The Union Bank of India and the TVS company have tied up to provide finance for purchase of 3,000 motor-cycles in the coastal districts during the current financial year

-The Union Bank Of India has launched a new scheme `Union Home Plus' for the benefit of housing loan borrowers

-Union Bank of India inaugurated its retail finance boutique at Ghatkopar (East) in Mumbai

-Union Bank of India has tied up with SBI Life to provide a group life insurance scheme for housing loan borrowers in Andhra Pradesh called 'Union Home Plus'

-Union Bank of India has launched a life insurance linked recurring deposit (RD) scheme in association with the Life Insurance Corporation of India.

-Union Bank of India introduced six new products, including an insured recurring deposit scheme in association with Life Insurance Corporation, as part of its strategy to become a "one-stop shop"

-UTI Mutual Fund (UTI MF) and Union Bank of India announced a strategic tie up for distribution of UTI MF Schemes

-Union Bank of India has signed a memorandum of understanding for a tractor financing arrangement with Indo Farm Tractors & Motors Ltd and L&T - John Deere Pvt. Ltd on all India basis. Indo Farm Tractors & Motors Ltd has agreed to offer discount of Rs 6,000 for tractors up to 45 H.P. and Rs 6,500 for tractors above 45 H.P. L&T - John Deere Pvt. Ltd has offered discount of Rs 4,000

-UBI launches new 'insurance recurring deposit' scheme

-UBI forges alliance with Netafim Irrigation Pvt Ltd

2005

- Principal PNB Asset Management Company ties up with Union Bank of India for distribution of their mutual fund schemes.

-Union Bank's tie-up for Boosting Agriculture Lending

-Union Bank unveils new scheme to promote milk production

-UBI opens retail mart in Pune

-Union Bank's Launch of On-Line Trading Services

-Union Bank of India launches new agri-clinic scheme

2006

-Dena Bank and Union Bank of India have tied up with Small Farmers Agri-business Consortium (SFAC) to facilitate growth of agri business.

-Union Bank ties up with LIC to unveil group insurance.

- Union Bank of India has nominated Smt. Rani Satish as part-time non-official Director on the Board of the Bank for a period of three years from the date of notification i.e. January 02 ,2007 or until her successor is nominated or until further orders, whichever is the earliest.

-Union Bank inks agreement with DGFT

-Union Bank joins hand with NBHC

-Union Bank launches sale of gold coins

2007

- Union Bank of India has informed that the Central Government, in exercise of the powers conferred by clause (a) of Sub-section (3) of section 9 of the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1970 / 1980, read with sub-clause (1) of clause 3, sub-clause(1) of clause 8 of the Nationalised Banks (Management and Miscellaneous Provisions) Scheme, 1970 / 1980, and after consultation with the Reserve Bank of India, have appointed Shri. T Y Prabhu, General Manager, Canara Bank, as Executive Director of the Bank, from the date of his taking charge of the post and until further orders or till the date of his superannuation i.e. up to December 31, 2010, whichever is earlier.

-Union Bank sets up retail asset branch at Madurai

2008

- Union Bank of India has informed that the Central Government, in exercise of the powers conferred by Sub-section 3(h) and (3-A) of Section 9 of the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1970/1980, read with sub-clause (1) of clause 3 of the Nationalized Banks (Management and Miscellaneous Provisions) Scheme, 1970/1980, have nominated Shri. Ashok Singh as part-time non-official Director on the Board of the Bank for a period of three years from the date of notification i.e. February 19, 2008 or until further orders, whichever is earlier.

-Union Bank Of India had informed regarding appointment of Smt. Monika Kalia as Company Secretary of the Bank. The Bank has now informed that Smt. Monika Kalia is designated as Compliance Officer of the Bank. Her Contact number is 22896650 and E-mail id is monikakalia@unionbankofindia.com.

-Union Bank of India has rolled out two prepaid cards- Gift Card and Payroll Card. Both the cards are issued in denomination of Rs 500 to Rs 50,000 and are Visa-enabled. Gift Cards are issued in convenient denomination of Rs 500 to Rs 50,000.

-Union Bank launches wealth management services

- Union Bank of India has informed that the Central Government, in exercise of the powers conferred by clause (e) of sub-section 3 of Section 9 of the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1970, read with sub-clause (2) (a) of clause 9 of the Nationalized Banks (Management and Miscellaneous Provisions) Scheme, 1970, has appointed Shri. N Shankar as Workmen Director on the Board of Union Bank of India in place of Shri. Suresh Vishnupant Dange, for a period of three years from the date of notification i.e. September 15, 2008 or until further orders, whichever is earlier.

2009

- Union Bank of India has informed BSE that the Central Government, in exercise of the powers conferred by sub-section 3 (h) and (3-A) of Section 9 of the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1970/1980, read with sub-clause (1) of clause 3 of the Nationalized Banks (Management and Miscellaneous Provisions) Scheme, 1970/1980, has nominated Dr. GulfamMujibi as part-time non-official Director on the Board of Directors of the Bank, for a period of three years from the date of notification i.e. January 29, 2009 of his appointment or until further orders, whichever is earlier.

- Union Bank of India has informed that the members at the Extra Ordinary General Meeting (EGM) of the Company held on June 22, 2009, to elect three Directors from amongst shareholders other than the Government of India, in place of the following retiring shareholder's directors:

Shri. R R Nair, Prof. N L Sarda, Prof. M S Sriram. Further it may be noted that the following

three Directors have been elected in the aforesaid Extraordinary General Meeting. Shri.Arun Kumar Nanda, Prof. M S Sriram (re-elected), Shri. S Ravi.

- Union Bank Of India has appointed Shri S.C. Kalia, (DoB :06.08.1951) Executive Director of Vijaya Bank, as Executive Director of Union Bank of India.

- Union Bank of India appointed Mr S.C. Kalia as Executive Director. 

2010

- Union Bank of India has nominated Shri B. M. Sharma, as part-time non-official director under Chartered Accountant Category, on the Board of Directors of Union Bank of India, for a period of three years from the date of notification i.e. April 16, 2010, of his appointment and/or until further orders, whichever is earlier.

- Union Bank of India has informed BSE that the Central Government, in exercise of the powers conferred by clause (c) sub-section 3 of Section 9 of the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1970/1980, read with sub-clause (1) of clause 3 of the Nationalized Banks (Management and Miscellaneous Provisions) Scheme, 1970/1980, has nominated Smt. MeenaHemchandra, as Director under RBI Nominee Category, on the Board of Directors of Union Bank of India, in place of Shri K. Siva Raman with immediate effect from the date of notification i.e. July 30, 2010 and until further orders.

- Union Bank of India has informed BSE that the Central Government, in exercise of the powers conferred by clause (a) of Sub section (3) of section 9 of the Banking Companies (Acquisition and Transfer of Undertakings) Act, 1970/1980, read with sub-clause (1) of clause 3 and sub clause(1) of clause 8 of the Nationalized Banks (Management and Miscellaneous Provisions) Scheme, 1970/1980, and after consultation with the Reserve Bank of India, has appointed Shri. S SMundra, General Manager, Bank of Baroda, as Executive Director of Union Bank of India, with effect from the date of his taking over charge of the post and up to July 31, 2014 i.e. the last day of the month in which he would attain the age superannuation or until further orders, whichever is earlier

Shri. S. S. Mundra has taken over charge as Executive Director of the Bank from September 01, 2010

Company Profile

Union Bank of India is one of largest state-owned banks in India and is listed on the Forbes 2000. The Bank's business segments include Treasury Operations, Retail Banking Operations, Corporate Wholesale Banking and Other Banking Operations. They offer various types of deposits such as savings bank deposits, current deposits, current and savings account (CASA) deposits, and term deposits. The Bank's advances portfolio includes large corporate advances; micro, small and medium enterprises advances; agriculture advances, and retail advances. Their retail advances include home loan, vehicle loan, education and other retail loans. Their investments portfolio includes investments made in government securities, state development loans and other approved securities. Union Bank of India was originally incorporated on November 11, 1919 in Mumbai with the name The Union Bank of India Ltd. In the year 1921, the Bank shifted their registered office to Mumbai Samachar Marg, Fort, and Mumbai, which was inaugurated by Mahatma Gandhi. The Bank entered a growth phase in the 1960s and they aligned their activities in line with the national priorities. In July 19, 1969, the Bank was nationalized and the name of the Bank was changed to 'Union Bank of India'. Pursuant to nationalization, the Bank sponsored four regional rural banks in 1972. In the year 1975, Belgaum Bank Ltd, a private sector bank was amalgamated with the Bank. In the year 2001, Staff Training College, Bangalore, the Bank's staff college acquired ISO 9001 certification. In the year 2002, the Bank undertook their initial public offer of equity shares and the equity shares were subsequently listed on the BSE and NSE. They introduced a new scheme called 'Union Express Remittance scheme' for providing service to NRI in West Asia. The Bank made a tie up with New India Insurance Company for market and distributed the products of New India Insurance Company on a commission basis. Also, they made a tie up with two IT companies to develop core-banking solutions. In the year 2003, the Bank launched Core Banking Solution providing 'Anytime Anywhere Banking'. They launched 2 new schemes, namely NRI Foreign Currency Loans and Domestic Resident Foreign currency accounts for the benefit of NRI and FCNR (B) customers. The Bank signed an agreement with Corporation Bank to share their Cash Management System infrastructure. Also, they launched Union Bill Pay, a convenient utility bill payment service for their customers in association with Billdesk. During the year 2004, the Bank opened the new representative offices at Dubai (UAE) & Doha (Qatar). They made a tie up with HDFC Standard Life for providing bank depositors an insurance cover under group policy with a target to bring in 50,000 customers under risk cover. Also, they entered into a banc assurance tie-up with the Export Credit Guarantee Corporation Ltd (ECGC) for marketing the latter's export credit insurance products. In April 7, 2004, the Bank made an agreement with SBI Life Insurance Co Ltd to make available to the Bank's Home Loan borrowers' life insurance cover on group basis. They launched 'Union Miles Scheme', an exclusive two-wheeler finance scheme along with TVS Motor Company. They inaugurated their retail finance boutique at Ghatkopar (East) in Mumbai. During the year, the Bank was one of seven new Indian entrants to the Forbes 2000 list of the world's biggest and most powerful companies. In the year 2005, the Bank launched Unioncard, which is international credit card and international debit card in association with VISA. They commenced clearing bank operations with the NSE and BSE for settlement of funds and securities obligations under Cash and Future and Options Segments. Also, they introduced Union White Card for dairy units. During the year 2004-05, the Bank opened 23 new

branches, 14 new Extension Counter and upgraded 23 Extension Counters into full-fledged branches. They made a tie up with Principal PNB Asset Management Company for distribution of their mutual fund schemes. Also, a study by ASSOCHAM Eco Pulse identified the Bank as 'number one in terms of return to investors' among banking stocks during fiscal 2005. During the year 2005-06, the Bank opened 31 new branches, 6 extension counters and upgraded 5 extension counters into full fledged branches. The Bank jointly with Dena Bank made a tie-up with Small Farmers Agri-business Consortium (SFAC). Also, they made a tie-up with LIC to unveil group insurance. During the year 2006-07, the Bank opened 124 branches including upgradation of 9 extension counters, mergers of 2 branches and conversion of one branch into Satellite Office. They launched the sale of gold coins of 99.99% purity in the denominations of 5 gm, 8 gm and 10 gm at competitive rates. The Bank and Bank of India joined hands with Infrastructure Development Finance Company Ltd for loan syndication. During the year, the Bank entered into a MoU with IL&FS Ltd to establish a platform for providing banking and custodial-cum-demat services to Foreign Institutional Investors investing in the Indian capital market. Also, they entered into an MoU with Bank of India and Dai-Ichi Mutual Life Insurance Company, a leading insurance company of Japan for floating a joint venture insurance company in India. During the year 2007-08, the Bank opened 155 branches, which included up gradation of 18 extension counters. They used alternate delivery channels such as ATMs, Internet Banking, Tele-Banking/ SMS banking as important tools to optimize the customer satisfaction. Also, they added 377 ATMs, taking the ATM network to 1,146 ATMs. During the year, the Bank launched SMS Banking for providing various types of account information to customers through their mobile phones. In May 18, 2007, they opened their first Representative Office at Shanghai, Peoples Republic of China. In December 1, 2007, they opened a representative office at Abu Dhabi, UAE. During the year 2008-09, the Bank opened 197 branches that included up-gradation of 48 extension counters and installed 644 ATMs. In May 7, 2008, the Bank opened their first full-fledged overseas branch in Hong Kong, which carries out normal commercial banking operations like acceptance of Deposits, Trade Finances, ECB and Syndicated loans. During the year, a State of the art 70-seater advanced call centre became operational at Technology Centre, Powai (Mumbai). They launched new transaction products such as 'Prepaid Cards' (Gift and Power Pay cards), 'Online NEFT' for funds transfer through Internet Banking in addition to 'Online RTGS', thereby adding to the existing array of products to meet customer needs. During Financial Year 2008-2009, the Bank launched Wealth Management Services for HNI clients through two service providers. Wealth Advisors Pvt. Ltd. is the Service Provider for the clients from South & North of India and Edelweiss Securities is the service provider for HNI clients from West & East of India. Also, they made a tie up with Emkay Securities for providing Online Trading Services to their valued clients. During the year 2009-10, the Bank opened 247 new branches & 536 ATMs taking the total to 2805 branches and 2327 ATMs. As part of their global expansion initiatives, the Bank opened two representative offices at Sydney in Australia and Beijing in China. Also, they opened one Currency Chest at Azamgarh during the year. During the year, the Bank forayed into acquiring business and started merchant enrollments across the country for installation of Point of Sale (POS) terminals accepting both VISA and MasterCard cards. Their JV Mutual Fund company 'Union KBC Asset Management Company' received in-principle approval from SEBI and their product is likely to be launched during the financial year 2010-11. In April 1, 2010, the Bank opened a representative office in London. Also, they received approval from RBI for

opening of branches at Shanghai (China) and Antwerp (Belgium) and representative offices at Johannesburg (South Africa) and Toronto (Canada). During the year 2010-11, the Bank opened 211 branches, taking the total number of domestic branches to 3,015 branches. Also, they opened a branch in Hong Kong. The Bank added 307 automated teller machines to their network and issued more than 1.65 million debit cards. During the year, the Bank received approval from the Reserve Bank of India for converting the representative office at Sydney into a branch and the representative office in London (UK) into a subsidiary. Also, the bank has approvals for opening a branch in Antwerp (Belgium) and representative offices at Johannesburg (South Africa) and Toronto (Canada).

UNION BANK

Union Bank of India had started with a vision to turn into "the bank of first choice in our chosen area by building beneficial and lasting relationship with customers through a process of continuous improvement". Also referred to as UBI, because of which many confuse it with United Bank of India, the Union Bank of India has evolved into one of the largest state-owned banks in India. It is also included on the Forbes 2000 list. 

The Union Bank of India has its offices in the overseas destinations like United Arab Emirates, Abu Dhabi, Shanghai and Peoples Republic of China. Its branch can be found in Hong Kong also.

Background

In the year 1919, the Union Bank of India underwent a registration process as a limited company in Mumbai. Our Father of the nation 'Mahatma Gandhi' had done the inauguration of this bank. In 1947, UBI had 3 branches in Mumbai and 1 in Saurashtra. In1975, it was assigned the status of the national bank by the government. At that point of time, it was managing 240 branches across 28 states. 

In its journey, UBI witnessed mergers with a private sector bank called Belgaum Bank and then Miraj State Bank. On the request of RBI, it acquired Sikkim Bank, which had 8 braches in the North-east at that time. 

In the year 2007, Union Bank of India made its presence felt in the international arena by opening representative offices in the destinations of United Arab Emirates, Abu Dhabi, Shanghai and Peoples Republic of China. Besides, it chose Hong Kong as the destination to open its very first branch outside India.

PNS

Union Bank of India offers its customers various types of products and services so that they can make the most of their banking experiences. The wide range of the services and products consist of:

Personal Banking

Accounts & Deposits – cumulative deposit scheme, deposit reinvestment certificate, monthly income scheme, union flexi-deposit, senior citizens scheme, multi gain savings account, no frills saving account, union super salary account, union classic current account

Retail Loans – union cash, union home, union health, union miles, union education, union top up, EMI calculator, union smile

Cards - Classic / Silver / Gold, Corporate Credit Cards, Add-On Cards Insurance & Investment – mutual fund, union healthcare Demat – demat accounts, online share trading Payment

NRI Banking

Remittance - Union E-Remit, Nostro Details for Remittance Savings & Deposits - NRO Non Resident Ordinary A/c Scheme, NRE Non Resident

External Rupee, RFC, FCNR(B), Union Unfixed, Foreign Currency Deposit

Loan & Services – house loans, foreign currency loans, loans against deposit, immovable property, and shares or debenture

Payments - Union Bill Pay

Corporate Banking

CMS - Union Speed, Union Centralized Debits/Credits, Union Prompt E-Tax - Customs and Direct taxes, DGFT, Central Excise and Service Tax Trade Finance – trade finance for exporters, trade finance for importers, foreign currency

loans, correspondent banking Insurance - Non life Insurance – Corporate Agency, Insurance- Corporate Agency Syndication of Loans MSME Banking

Loans & Policies

Internet Banking

Account Information Transfer of Funds Bills Requests Mails Trade Limits Currency Uploads Customization Financial enquiries Non-Financial enquiries

Head Office

Union Bank of India 239 Vidhan Bhavan Marg,Central Office,Nariman Point,Mumbai -21

CHAPTER 4

RESEARCH METHODOLOGY

The study will be conducted to achieve the aforesaid objectives including both exploratory and descriptive in nature and involves interviews that will be based on the questionnaire format. A research methodology defines the purpose of the research, how it precedes how to measure progress and what constitute success with respect to the objectives determine for carrying out the research study.

The research processes that will be adopted in the present study consist of the following stages:-

RESEARCH DESIGN:

A research design is the specifics of method and procedures for acquiring the information needed to structure or solve the problem. It is the overall operational pattern of framework of the procedure. On the basis of major purpose of our investigating the EXPLORATORY RESEARCH was found to be most suitable. This kind of research has the primary objectives of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate course of action.

DATA COLLECTION SOURCES

PRIMARY SOURCES

The data required for the study has been collected from

QUESTIONAIRE: surveying the official employees

PERSONAL INTERVIEWS: personal interview with the company representatives regarding recruitment and selection procedure.

SECONDARY SOURCES

The secondary data has been collected from:

Internet, website Organizational report Books Journals on e-learning industry Case studies

SAMPLING METHOD

Survey was done by random sampling method

SAMPLE SIZE

Sample size is defined as the selection of a part or a group or an aggregate with a view in obtaining information about the whole population.

SAMPLE AREA

Pune

MODES OF ANALYSIS

The instrument used for data collection was in the form of questionnaire. The questionnaire was used as it facilitates the tabulation and analysis of the data to be collected. The data collected was subjected to simple frequency distribution and percentage analysis prove the fact there is directly and indirectly relationship is present between these variable and these variable effect on the recruitment and selection procedure. All the independent variables are recruitment sources, interviews and recruits are all very important in the recruitment and selection procedure because by the missing of any one factor there is chance the whole recruitment and selection procedure will be affected by these factors. There are no doubt others factors also effects on the recruitment and selection procedure but these are main and require more attention. That is why I choose these variables.

CHAPTER 5

DATA INTERPRETATION AND ANALYSIS

Table 1: Represents the different methods of recruitment.

RECRUITMENT METHOD

IBPS EXAMS INTERVIEWS PREFERENCES OF BANK

NO. OF EMPLOYEES

70 10 20

70%

10%

20%

RECRUITMENT METHOD

IBPS EXAMSINTERVIEWSPREFERENCES OF BANK

INTERPRETATION

Above fig. shows preference on the mode of recruitment and it is found employees prefer “IBPS Exam”.

70% employees prefer IBPS exams.

10% employees prefer interviews.

20% employees are recruited on the preferences of the bank.

Table 2: Represents the different methods of selection.

SELECTION METHODS CAMPUS SELECTION INTERNAL BANK SELECTION

NO. OF EMPLOYEES 70 30

70%

30%

SELECTION METHOD

CAMPUS SELECTIONINTERNAL BANK SELECTION

INTERPRETATION

70% employees are selected after every 6 months

30% employees are selected from the bank itself after every 3-5 years on seniority basis.

Table 3: Represent the satisfaction level of employees on the basis of recruitment and selection.

SATISFACTION OF EMPLOYEES

YES NO

NO OF EMPLOYEES 70% 30%

70%

30%

SATISFACTION OF EMPLOYEES

YESNO

INTERPRETATION

70% of the employees say they are satisfied with the way of recruitment and selection process.

Whereas on the other hand 30% are not satisfied.

Table 4: Represent the age group of recruitment and selection

AGE GROUP OF RECRUITMENT AND SELECTION

ABOVE 18+ TILL20 ABOVE 20+ TILL 30

NO. OF EMPLOYEES 40% 60%

40%

60%

AGE GROUP OF RECRUITMENT AND SELECTION

ABOVE 18+ TILL 20ABOVE 20+ TILL 30

INTERPRETATION

40% of the employees are recruited and selected on the age above 18-20

60% of the employees are recruited and selected on the age above 20-30

These are the basically applied for the fresher who are selected and recruited for the Union Bank of India Ltd.

Table 5: Represent the factor consider before recruitment and selection

FACTOR BEFORE RECRUITMENT AND SELECTION

TEST ACADEMIC QUALIFICATION

INTERVIEWS WORK EXPERIENCE

NO. OF EMPLOYEES

15% 42% 25% 18%

15%

42%

25%

18%

considering before recruitment and selection

testacademic qualificationinterviewswork experience

INTERPRETATION

15% of employees are considering from test.

42% of employees are considering from academic qualification.

25% of employees are considering from interviews.

18% of the employees are considering from the work experience.Table 6: Represent the effectives of recruitment and selection practices

EFFECTIVENESS OF RECRUITMENT AND SELECTION

GOOD VERY EFFECTIVE

INDIFFERENT NOT EFFECTIVE

NO. OF EMPLOYEES

46% 15% 25% 14%

EFFECTIVENESS OF RECRUITMENT AND SELECTION

GOODVERY EFFECTIVEINDIFFERENTNOT EFFECTIVE

INTERPRETATION

46% of the employees feel effective of their recruitment and selection procedure 15% of the employees are very effective on basis of their recruitment and selection

process 25% of the employees feel indifferent of the recruitment and selection process 14% is not effective at all

Table 7: Represent the methods of recruitment by UNION BANK.

METHODS OF RECRUITMENT

EXTERNAL FACTOR

EMPLOYEES REFFERAL

NEWS PAPER AND

EMPLOYMENT AGENCIES

AND SELECTION BY UNION BANK

ADERTISEMENT

NO. OF EMPLOYEES RECRUITS AND SELECT

43% 23% 9% 25%

43%

23%

9%

25%

METHODS OF RECRUITMENT AND SELECTION BY UNION BANK

EXTERNAL FACTOREMPLOYEES REFFERALSNEWS PAPER AND ADVER-TISEMENTEMPLOYMENT AGENCIES

INTERPRETATION

The feasible method applied by the Union Bank is the external method of recruitment and selection where 43% of the employees find relevant to this types of method as compared to the rest of the methods.

QUESTIONARE

This questionnaire is designed and prepared to gain understanding of recruitment and selection procedure at UNION BANK Ltd. Kindly complete this questionnaire as objectively as possible. The information given out is solely for the academic purpose and would be treated as confidential. Thank you.

PERSONAL DATA

1. SEX

MALE [ ]FEMALE [ ]

2. HOW HAVE YOU BEEN WORKING AT UNION BANK OF INDIA LTD.?

Less than 1 year [ ] 1 – 4 year [ ] 3 – 6 year [ ]

3. Which of the qualification below do you possess?

1st degree [ ] 2nd degree [ ] Others [ ]

RECRUITMENT AND SELECTION

1. What types of method do you apply the most for the selection and recruitment External [ ]

Internal [ ]

2. RECRUITMENT AND SELECTION PROCESS IS EFFECTIVE FOR THE ORGANIZATIONAL OBJECTIVE?

Strongly agree [ ]

agree [ ]

strongly disagree [ ]

disagree [ ]

3. WHAT ARE THE AVERAGE AGE OF RECRUITMENT AND SELECTION

IN UNION BANK?

17 - 25

18 – 30

25 – 35

25 – 26

4. WHICH IS THE BEST SOURCE FOR RECRUITMENT AND SELECTION?

INTERNAL EXTERNEAL CONSULTANT ELECTRONIC MEDIA OTHER

5. RECRUITMENT AND SELECTION PROCESS DEPEND ON RECRUITER?

STRONGLY AGREED

AGREE

DISAGREED

STRONGLY DISAGREED

6. RECRUITER SHOULD BE KNOWLEDGEABLE AND EXPERIENCE?

STRONGLY AGREED

AGREED

STRONGLY DASAGREED

DISAGREED

CHAPTER 6

FINDINGS

70% of the employees prefer the IBPS exam rather than the campus placement and interviews for the recruitment and selection procedure of an employee.

With this method of recruitment and selection they are satisfied.

UNION Bank applied external method for the recruitment and selection.

UNION BANK Ltd. recruits and select employees between the ages of 18 to 30 maximum Where the average age of employees is of under the age 25-26 maximum.

Union bank is a centralized processed bank all over India and the 5th largest bank in India as well

There is strongly agreed that the H.R should be knowledgeable and experience person

UNION BANK are more feasible with the external factor of the selection and recruitment.

CHAPTER 7

CONCLUSION AND SUGGESTION

SUGGESTIONS:

Psychometric test have to be conducted to assessing the personality of the applicant- will they fit in?

Look for different skill as well as the ideas of the candidates at the time of recruitment and selection process

Adopting adequate recruitment procedures to employ efficient and talented people.

job responsibility have to be clearly explained to the candidates before the joining formality is done

Campus recruitment job fairs may attract more skilled and talented employees towards the organization.

Provides orientation training to all new employees before their work assignments and to all current and to all currents employees who receives a different task or job.

Referral scheme has to be encouraged more at time when the requirement is urgent.

CONCLUSION

Recruitment is the essential to effective Human resource Management. It is the heart of the whole HR systems in the organization. The effectiveness of many other HR activities, such as selection and training depend largely on the quality of new employees attracted through the recruitment process. Policies should always be reviewed as affected by the changing

environment management should get specific training on the recruitment to increase the awareness on the danger of wrong placements.

Effective recruitment is important in achieving in achieving high organization performance and minimizing labor turnover. As of now UNION BANK Ltd has a team of effective human resource which is efficiently managing the organization at its best. Though the recruitment process adopted by the organization needs to improved challenges are ahead for the HR department to recruit people after effect of recession. In the present competitive and dynamic environment it has become essential for organization to build and sustained. In competitive advantages the communication skill set has assumed more importance than even before. Dynamic and growth oriented organization recognizes communication as an important aspect of the recruitment and selection system for managerial function in a rapid changing and economic environment.

The company should take the suggestion and ideas from the employees and can conduct and examine the communication skill set within the employees. So that they can analyzed the need and act at accordingly for a better result and the growth of its own and valuable workforce.