recruitment and selection process in standard chartered bank

CHAPTER 1

INTRODUCTION

INTRODUCTION

1.1 COMPANY’S PROFILE

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

Standard Chartered PLC is listed on both the London Stock Exchange and the Stock

Exchange of Hong Kong and is ranked in the top 25 among FTSE-100 companies, by

market capitalization.

Standard Chartered has a history of over 150 years in banking and is in many of the

world’s fastest growing markets. It has an extensive global network of over 1,200

branches (including subsidiaries, associates and joint ventures) in 56 countries in the

Asia Pacific Region, South Asia, the Middle East, Africa, the United Kingdom and

the Americas. As one of the world’s most international banks, Standard Chartered

employs almost 44,000 people, representing 89 nationalities, worldwide.

The strength of Standard Chartered Bank lie in its breadth, diversity and balance and

is trusted across its network for its standard of governance and corporate

responsibility. The Bank is committed to all its stakeholders by living its values in its

approach to managing its people, exceeding expectations of its customers, making a

difference in the communities that we operate in and working with its regulators.

Standard Chartered uniquely derives 95% of profits from Asia, Africa and the Middle

East. Serving both Consumer and Wholesale Banking customers, the Bank combines

deep local knowledge with global capability to offer a wide range of innovative

products and services as well as award winning solutions.

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

IFR Asia’s Domestic Bond House of the Year

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

Asia Risk’s Interest Rates Derivatives House of the Year

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

Global Custodian’s Best Agent Bank in Asia

The Asset’s Best Cash Management Bank for South Asia

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

The Standard Bank

Founded in the Cape Province of South Africa in 1862 by John Paterson. Commenced

business in Port Elizabeth, South Africa, in January 1863. Was prominent in financing

the development of the diamond fields of Kimberley from 1867 and later extended its

network further north to the new town of Johannesburg when gold was discovered

there in 1885

Expanded in Southern, Central and Eastern Africa and by 1953 had 600 offices. In

1965, it merged with the Bank of West Africa expanding its operations into

Cameroon, Gambia, Ghana, Nigeria and Sierra Leone. In 1969, the decision was

made by Chartered and by Standard to undergo a friendly merger. All was going well

until 1986, when a hostile takeover bid was made for the Group by Lloyds Bank of

the United Kingdom. When the bid was defeated, Standard Chartered entered a period

of change. Provisions had to be made against third world debt exposure and loans to

corporations and entrepreneurs who could not meet their commitments. Standard

Chartered began a series of divestments notably in the United States and South Africa,

and also entered into a number of asset sales.

From the early 90s, Standard Chartered has focused on developing its strong

franchises in Asia, the Middle East and Africa using its operations in the United

Kingdom and North America to provide customers with a bridge between these

markets. Secondly, it would focus on consumer, corporate and institutional banking,

and on the provision of treasury services – areas in which the Group had particular

strength and expertise.

In the new millennium we acquired Grindlays Bank from the ANZ Group and the

Chase Consumer Banking operations in Hong Kong in 2000.

Establishment of Standard Chartered Bank around the world

Country Year Established

United Kingdom 1853

Australia 1964

China, India, Sri Lanka 1858

Mexico, Oman 1968

Hong Kong, Singapore 1859

Peru 1973

Indonesia, Pakistan 1863

Jersey 1978

Philippines 1872

Brazil 1979

Malaysia 1875

Venezuela 1980

Japan 1880

Falkland Islands, Macau 1983

Zimbabwe 1892

Taiwan 1985

The Gambia, Sierra Leone, Thailand

1894

Cameroon 1986

Ghana 1896

Nepal 1987

Botswana 1897

Vietnam 1990

USA 1902

Cambodia, South Africa 1992

Bangladesh 1905

Iran 1993

Zambia 1906

Colombia 1995

Kenya 1911

Laos, Argentina 1996

Uganda 1912

Nigeria 1999

Tanzania 1917

Lebanon 2000

Bahrain 1920

Cote d’Ivoire 2001

Jordan 1925

Mauritius 2002

Korea 1929

Turkey 2003

Qatar 1950

Afghanistan 2004

Brunei, UAE 1958

Chairman and Executive Directors

People

Standard Chartered Bank is committed to creating a healthy, safe and fulfilling work

environment in which people can grow, individuals can make a difference and teams

can win. We aim to attract, recruit and develop talented people, providing the skills

and resources to succeed across our markets. Our employees are rewarded with

competitive incentives to encourage them to achieve their potential within the Bank.

Human Capital Roadmap

The Bank has developed a clear people agenda, reflected in our Human Capital

Roadmap. It has five areas of focus, each supported by key people processes and

interventions. The Roadmap provides a common and consistent framework for people

management policies and practices across the Bank.

http://www.standardchartered.com/global/mc/managemt_01.html






1.2 OBJECTIVES OF THE STUDY

To collect and maintain relevant information regarding manpower planning

Familiarization with the recruitment policies of Standard Chartered Bank

To highlight the selection process

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

different positions in different grades

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

and selection of the organization

1.3 SCOPE OF THE STUDY

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

recruitment & selection process of the Standard Chartered Bank

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

followed in the organization

1.4 RECRUITMENT

Before an organization can fill a job vacancy, it must find people who not only are

qualified for the position but also who want a job. Recruitment refers to

organizational activities that influence the number and type of applicants who apply

for a job and whether the applicants accept the jobs if offered. Thus recruitment is

directly related to both human resource planning and selection.

Although it can be quite expensive, organizations have not always viewed recruitment

as systematically as other HR functions such as selection. During the coming years,

however the importance of recruitment will increase for many organization's for at

least two reasons:

A majority of companies think that they will face shortage of employees who

posses the necessary skills for the jobs.

The downsizing and cost saving measures undertaken by many companies in

recent years have left recruitment budgets much smaller than before.

Thus recruiters will have to become acquainted with new and more cost-effective

ways of attracting qualified applicants.

A process of finding and attracting capable applicants for employment. The process

begins when new recruits are sought and ends when their applications are submitted.

The result is a pool of applications from which new employees are selected.

It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures.

Recruitment of candidates is the function preceding the selection, which helps create a

pool of prospective employees for the organisation so that the management can select

the right candidate for the right job from this pool. The main objective of the

recruitment process is to expedite the selection process.

1.5 METHODS OF RECRUTMENT IN STANDARD CHARTED

INTERNAL SORCES:

JOB POSTING

SKILLS INVENTORY

JOB BIDDING

REFERRALS

EXTERNAL SOURCES:

SCHOOL AND COLLEGE RECRUTING

ADVERTISING

PRIVATE EMPLOYMENT AGENCIES

INTERNET AND THE WWW

1.6 METHODS OF RECRUITING

Most job openings are filled with people from within the organization and entry level

positions are the most likely to be filled by external sources. Methods for internal

recruiting include job posting, skill inventories, job bidding and referrals. Methods of

external recruiting include school and college recruiting, advertising, and using

employment agencies and executive research firms and the internet.

Internal versus external recruiting methods

Internal recruiting methods include posting position openings, distributing memos

within the organization and searching organizational databases for a match between

the skills required to perform the job and the skills held by the current employees.

This method of recruiting looks to internal sources to fill positions and encourages

promotions from within. External recruiting methods include advertising position.

Whether managers choose internal or external recruiting methods depends on the

degree to which organization's strategy encourages promotions and transfers from

within the organization. Recruiting from within can lead to job satisfaction and

motivation if employees see new career opportunities available. In addition filling

positions with existing employees ensures to large ext6ent that these employees are

socialized as to the organization's culture and personality. However problems can

arise if the internal promotion system is not viewed as fair.

The best way to avoid negative backlash when hiring or promoting from within is to

install fair practices and procedures. If steps are taken to ensure a fair internal

promotional process, most people will accept their loss and remain productive and

useful organizational citizen. External recruiting method helps bring new ideas and

approaches to the organization.

Internal recruiting methods

Job posting

Many positions can be filled as a result of posting the job opening on the bulletin

boards, announcing the opening in a company newsletter or posting announcement on

the company’s intranet. A job posting procedure enables employees to strive for a

better position within the company. Notices of important openings should include all-

important information about the job.

Some firms have turned to computers to make their job posting more fruitful. All

employees who wish to participate to complete questionnaires about themselves,

which include items concerning relocation willingness and preferences as well as

training and educational backgrounds. A few skills are selected out of the total that

best represent their functional skills. When a position needs to be filled the

requirements are matched and candidates selected.

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

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

Skills inventory

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

inventory includes a list of employee names, their education, training, present

position, work experience, relevant job skills and abilities and other qualifications.

The organization can search through the company skill inventory to identify potential

candidates for the position opening.

Job bidding

These procedures typically specify that all jobs covered by the agreement must be

fitted by qualified applicants from within the bargaining unit. Those interested in the

vacancy bid for the job by applying if they are qualified. The individual fills the

position with the highest seniority from among the qualified applicants. In some

cases applicants take competitive examinations. However only current employees are

eligible.

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

difficulties.

Referrals

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

who would be qualified and interested in the open position. To entice employees to

make job referrals, some companies offer a referral bonus. People tend to associate

with people like themselves, if the employee fits the organization, chances are his or

her referrals will be good. Employees, whose referrals are hired, are often willing to

serve as a mentor to ensure their referrals succeed in the company.

EXTERNAL RECRUITING METHOD

School and college recruiting

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

by organizations with position openings at the entry level or internal training

programs. Recruiting at the college level serves as a major source for acquiring

managerial, professional and technical skills.

The gap that exists between the skills that organization will need over the next several

years and those currently possessed by potential employees is growing. The number

of jobs requiring a college degree is on the increase. Unfortunately for the

organization it is a very time consuming and expensive exercise. But pressures from

the external environment will continue to force organizations to be highly visible and

active in this kind of recruiting.

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

campus interview candidates and describes the organization to them. Coinciding with

the visit, brochures and other literature about the organization are often distributed.

The organization also runs ads to attract the candidates.

In the typical procedure, those seeking employment register at the college placement

service. This placement service is a labor market exchange providing opportunities

for students and employers to meet and discuss potential hiring. Preliminary

interview with employers is done. Students are given detailed influence about the job

and the profile. Salaries are negotiated. The expenses are borne by the organization.

Many of the changes are designed to reduce overall recruiting costs while maintaining

a strong applicant's flow into the organization. The trend seems to be for an

organization to develop a stronger, ongoing relationship with a relatively select

number of schools.

Advertising

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

sources is a relatively inexpensive recruiting mechanism. Advertising is useful for

filling open position quickly. Advertising usually does not target a specific audience.

Specified defined advertisements will attract qualified applicants, dissuade

unqualified ones from applying and make the recruitment process more efficient.

Private employment agencies

Private employment agencies vary considerably in size and effectiveness as good

sources of employee and must be chosen carefully by employers and job seeking

alike. A preliminary interview is conducted for the applicants. Unfortunately some

agencies are more concerned with placing employees quickly than in effecting a good

match between the employee and the organization. The discrepancy can be reduced if

the HR managers give detailed and specific requirements.

The lnternet and the WWW

One of the fastest growing recruitment methods is the internet and the WWW.

Companies who do use the internet as a recruiting source appear to be happy with the

process and the results. It allows access to broader set of people and hence broader

set of expertise and skills. It is also faster and convenient. However it may not be

accessible to all.

1.7 ALTERNATIVES TO RECRUITMENT

Another strategic business decision can be made is not to recruit. Instead they can

rely on alternative staffing options.

Common alternative staffing options

Traditional temporary help

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

temporary staffing agency. They assign qualified individuals to work at a clients

site, generally to support or supplement the current work force.

Long term temporary assignments

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

force with temporary workers on an ongoing basis. These individuals are not

considered short-term replacements, but more a part of the regular work force.

Part time employees

Workers who work less than 40 hours a week are considered part time

employees. They can be organization's pay roll or assigned via a temporary

agency.

Employee leasing

A Company will transfer some of its employees to a leasing firm. The leasing

firm then leases back the workers to perform the same job they did for the

Client Company. However the leasing firm is now responsible for cost and work

associated with the typical HR functions such as Payroll, benefits and record

keeping.

Independent contractors

Independent contractors are self-employed individuals who market a specific

skill they posses to a variety of companies. A Company will hire them for a

specific project or contract. Payment is usually based on the time and effort the

individuals put forth on the project and expenses are frequently reimbursed.

1.8 S.W.O.T. ANALYSIS

Business firms undertake SWOT analysis to understand the external and internal

environment. SWOT, which is the acronym for Strength, Weakness, Opportunities

and Threats, is also known as WOT-UP Analysis. Through such an analysis strength

and weakness existing within an organization can be matched with the opportunities

and threats operating the environment so that an effective strategy can be formulated.

An effective organization strategy, therefore, is one that is capitalized on the

opportunities and through the use of strengths and neutralizes the threats maximizing

the impact of weakness.

Strengths:

Well Reputed Bank

Expanding into New Location

Well-Covered Market in Delhi

Competitive Products

Relatively New Team

Appraisal techniques are used.

Weaknesses:

HDFC Bank, ICICI Bank, SBI Bank and Citibank dominate players in the

Market

Fewer locations as compared with HDFC and ICICI Bank

Service delivery / Logistics perception is weak

Negative Environment

High interest rate as compared to others housing finance institution.

Top management takes large amount of time to approve high value loan

borrowers.

Opportunities:

Standard Chartered Bank can offer a complete relationship

Advantage of large network over other bank’s

Opportunity to pitch in for National and International convenience

Special rates of interest are offered during exhibitions.

Product life cycle is to be reviewed.

Threats:

Other Banks offering lower AQB

People looking for change (?)

The competition in market is very high due to the private players.

The rates of interest of other players are quite low.

Innovative schemes from other players.

CHAPTER 2

METHODOLOGY

METHODOLOGY

2.1 METHODOLOGY

Instrument used to measure the system in Standard Chartered Bank was of primary

and secondary kinds. The primary source of data was through questionnaire schedule.

The secondary source included brochures, annual reports, magazines, employee’s

handbook, magazines and journals

DATA SOURCES

PRIMARY DATA

SECONDARY DATA

PRIMARY DATA:-

Primary data is that kind of data which is collected by the investigator himself for the

purpose of the specific study. The data such collected is original in character. The

advantage of third method of collection is the authenticity. A set of question s was put

together in the form of questionnaire with. Question. The method of sampling was the

random method as it is unbiased.

Basic methods of collecting Primary Data:

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

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

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

it was elementary for us to search for a link, which could enable us to conduct a

research in that organization. The personal contact of one of the group members in

the aforesaid organization helped us in getting an appointment soon.

SECONDARY DATA:-

When an investigator uses the data that has been already collected by others is called

secondary data. The secondary data could be collected from Journals, Reports and

Various Publications. The advantages of secondary data can be economical, both in

the term of money and time spent. The researcher of the reporter also did the same

and collected secondary from various Internet sites like google.com, altavista.com and

many more. The researchers of the reporter also visited various libraries for collection

of the introduction part.

Basic methods of collecting secondary data:

1) Magazines

2) Books

3) Brochure

4) Web Sites

2.2 SELECTION OF SAMPLES:-

Sample size is 30

2.3 STATISTICAL TOOLS:-

It is very difficult to have detailed knowledge of employees working in Standard

Chartered Bank. So the surveyor has taken 20 samples due to limited resources and

time factor. The management ranks are working in different categories of different

department. Thus it becomes equally justified to plan in such a way that it covers all

departments.

2.4 TOOLS:-

Pie chart

Bar diagram

Text and statements

2.5 DATA COLLECTION:-

The questionnaire was served to senior manager, managers and employees. The liked

scale was used for calculating scores, which is shown in every question immediately

after the table. The points given for each scale are as follows

Strongly agree (5)

Moderately Agree (4)

Strongly Disagree(3)

Moderately disagree(2)

Can’t say(1)

2.6 QUESTIONNAIRE DESIGN

Questionnaires are one of the most important and commonly used research

instruments to collect primary data.

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

and records his answers without the assistance of an interviewer

Multiple choice questions were asked from the interviewer as it consumes less time

and gives us the exact answers. The main objective of choosing such question was to

extract the clear picture from the customers like what they actually expect from a

good banking system.

CHAPTER 3

Data Presentation &

Analysis

DATA ANALYSIS AND INTERPRETATION

Q1) In your organization the manpower requirement is identified well

in advance?

OPTIONS IN NUMBER IN PERCENTAGE

Strongly agree (5) 15 15%

Moderately agree (4) 70 70%

Strongly disagree (3) 0 -

Moderately disagree (2) 15 15%

Can’t say (1) 0 -

INTERPRETATION

1. 15% of the employees are strongly agreed that in our organization the

manpower requirement is identified well in advance.

2. 70% of the employees are moderately agreed that in our organization the


3. 15% of the employees are moderately disagreed that in our organization the


Q2) Is there any well defined recruitment policy?




Strongly disagree (3) 5 5%

Moderately disagree (2) 0 -

Can’t say (1) 0 -

INTERPRETATION

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

recruitment policy.

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

recruitment policy.

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

recruitment policy.

Q3) Do you think present selection process is feasible for selecting the

employees?






Can’t say (1) 0 -

INTERPRETATION

1. 10% of the employees are strongly agreed that present selection process is

feasible for selecting the employees.

2. 80% of the employees are moderately agreed that present selection process is

feasible for selecting the employees.

3. 10% of the employees are moderately disagreed that present selection process

is feasible for selecting the employees.

Q4) Are the views of the concerned department head are given special

attention while selecting the employees of the department?


Yes 60 60%

No 40 40%

INTERPRETATION

1. 60% of the employees said that views of the concerned department head are

given special attention while selecting the employees of the department.

2. 40% of the employees said that views of the concerned department head are

not given special attention while selecting the employees of the department.

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


Yes 60 60%

No 40 40%

INTERPRETATION

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

requirement arises.

2. 40% of the employees said that external sources are not relied upon when

requirement arises.

Q6) To identify the employees’ capability and aptitude psychological

testing is used. Do you think it is useful to use this technique?






Can’t say (1) 0 -

INTERPRETATION

1. 35% of the employees are strongly agreed that it is useful to identify the

employees’ capability and aptitude psychological testing.

2. 50% of the employees are moderately agreed that it is useful to identify the


3. 15% of the employees are moderately disagreed that it is useful to identify the


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

recruitment?






Can’t say (1) 15 15%

INTERPRETATION

1. 5% of the employees are strongly agreed that there is participation by the line

manager in planning and recruitment.

2. 45% of the employees are moderately agreed that there is participation by the

line manager in planning and recruitment.

3. 15% of the employees are strongly disagreed that there is participation by the

line manager in planning and recruitment.

4. 20% of the employees are moderately disagreed that there is participation by

the line manager in planning and recruitment.

5. 15% of the employees can’t say that there is participation by the line manager

in planning and recruitment.

Q8) Is principal of right man for the right job is strictly followed?






Can’t say (1) 5 5%

INTERPRETATION

1. 20% of the employees are strongly agreed that principal of right man for the

right job is strictly followed.

2. 60% of the employees are moderately agreed that principal of right man for

the right job is strictly followed.

3. 5% of the employees are strongly disagreed that principal of right man for the

right job is strictly followed.

4. 10% of the employees are moderately disagreed that principal of right man for

the right job is strictly followed.

5. 5% of the employees can’t say that principal of right man for the right job is

strictly followed.

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

company?


Employment exchange 0 -

Campus interview 30 30%

Advertisement 50 50%

Promotion 10 10%

Training 10 10%

INTERPRETATION

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

interview.

2. 50% of the employees said that recruitment is made through advertisement.

3. 10% of the employees said that recruitment is made through promotion.

4. 10% of the employees said that recruitment is made through training.

Q10) Recruitment is made according to …….


Immediate need 55 55%

Yearly wise 10 10%

Both 25 25%

Any other 10 10%

INTERPRETATION

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

need.

2. 10% of the employees said that recruitment is made according to Yearly wise

need.

3. 25% of the employees said that recruitment is made according to both the

needs.

4. 10% of the employees said that recruitment is made according to any other

need.

Q11) Is any traveling allowance given for outstation candidates who are

called for interview?


Yes 50 50%

No 50 50%

INTERPRETATION

1. 60% of the employees said that traveling allowance is given for outstation

candidates who are called for interview.

2. 40% of the employees said that traveling allowance is not given for outstation

candidates who are called for interview.

Q12) Is the employee aware of the positive and negative effects of the

job?






Can’t say (1) 0 -

INTERPRETATION

1. 35% of the employees are strongly agreed that the employee aware of the

positive and negative effects of the job.

2. 55% of the employees are moderately agreed that the employee aware of the


3. 10% of the employees are strongly disagreed that the employee aware of the


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






Can’t say (1) 15 15%

INTERPRETATION

1. 10% of the employees are strongly agreed that succession planning is done in

advance.

2. 60% of the employees are moderately agreed that succession planning is done

in advance.

3. 10% of the employees are strongly disagreed that succession planning is done

in advance.

4. 5% of the employees are moderately disagreed that succession planning is

done in advance.

5. 15% of the employees can’t say that succession planning is done in advance.

Q14) Is induction programme is conducted immediately after the

recruitment?






Can’t say (1) 0 -

INTERPRETATION

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

conducted immediately after the recruitment.

2. 35% of the employees are moderately agreed that Induction programme is


3. 5% of the employees are strongly disagreed that Induction programme is


CHAPTER 4

Summary & Conclusions

FINDINGS

Bank follow manpower planning in a very systematic way but being systematic

they have to follow various steps & it is found to be very time consuming.

Bank has been successful in removing the surplus manpower.

Job specification and job description are well defined to all employees and they

know what is expected of them. Everything is properly documented and gives in

black and white.

There is no fix percentage of employees that are to be recruited for each source

every year.

Representation of candidates belonging to minority class communities is included

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

RECOMMENDATIONS

Standard Chartered Bank should continue using redeployment, retrenchment

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

surplus.

Recruitment activities in Standard Chartered Bank could be combined with

other such PSUs for the purpose of cutting on advertisement costs and cost

involved in holding of interviews plus outside help could taken for organizing

interviews.

Summer trainees should be allowed to avail various welfare facilities like

travel free in company buses, subsidized food etc. so as to attract them to

apply for job in Standard Chartered Bank.

The internal candidates though given relaxation during the selection procedure

are not given preference over external candidates since Standard Chartered

Bank adopts 50:50 formula. I think it should get away with this formula and

encourage the present employees to opt for higher levels within Standard

Chartered Bank.

LIMITATIONS

Fewer locations as compared with HDFC and ICICI Bank: Standard Chartered

Bank has very few branches as compared to others. Customers feel difficulty

to get to the bank. In emergency they have to go far from their home.

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

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

understand customers problem well.

Negative Environment: In Standard Chartered Bank employees doesn’t

cooperate with each other, they feel jealous among themselves and with this

they lack customer’s perception.

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

Chartered Bank has greater interest rate as compared to others and because of

this customers doesn’t invest their money in its policy.

Top management takes large amount of time to approve high value loan

borrowers: Its top management always take more time while approving high

value loans and by this customers move to other financial institution for high

value loan.

BIBLIOGRAPHY

BIBLIOGRAPHY

BOOKS

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

Mumbai, 1982.

T.N CHHABRA, Principles & practices of management, Dhanpat Rai and co.

(p) Ltd, Delhi, 2000.

MAGAZINES AND BROACHERS

Annexure from bank.

Manuals, reports from the bank.

QUESTIONNAIRE

Name…………………….

Designation……………………….

Department…………………..

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

a) Strongly agree

b) Moderately agree

c) Strongly disagree

d) Moderately disagree

e) Can’t say

Q2) Is there any well defined recruitment policy?

a) Strongly agree

b) Moderately agree



e) Can’t say

Q3) Do you think present selection process is feasible for selecting the

employees?

a) Strongly agree

b) Moderately agree



e) Can’t say

Q4) Are the views of the concerned department head are given special

attention while selecting the employee of the department?

a) Yes

b) No

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

a) Yes

b) No

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

used. Do you think it is useful to use this technique?

a) Strongly agree

b) Moderately agree



e) Can’t say

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

recruitment?

a) Strongly agree

b) Moderately agree



e) Can’t say

Q8) Is principal of right man for the right job is strictly followed?

a) Strongly agree

b) Moderately agree



e) Can’t say

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

company?

a) Employment exchange

b) Campus interview

c) Advertisement

d) Promotion

e) Training

Q10) Recruitment is made according to…….

a) Immediate need

b) Yearly wise

c) Both

d) Any other

Q11) Is any traveling allowance given for outstation candidates who are called

for interview?

a) Yes

b) No

Q12) Is the employee aware of the positive and negative effects of the job?

a) Strongly agree

b) Moderately agree



e) Can’t say

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

a) Strongly agree

b) Moderately agree



e) Can’t say

Q14) Is induction programme is conducted immediately after the recruitment?

a) Strongly agree

b) Moderately agree



e) Can’t say

recruitment and selection process in standard chartered bank

Documents

aptitude psychological

housing finance

human capital

standard chartered

concerned

present selection

defined recruitment

options strongly