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A

PROJECT REPORT

ON

SELECTION AND RECRUITMENT

Submitted in partial fulfillment of the requirement of the award of degree in Bachelor

of Business Administration

(Session: 2012-2015)

Guidance of:- Submitted by:-

Mr. Shakti Prasad Tiwari Dinesh Prasad Sah

(Faculty, SET Academy) Roll No. 1208008652

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ACKNOWLEDGEMENT

Any accomplishment requires the effort of many people and this work is no different. It has

been my proud privilege to be attached to HDFC BANK.., a highly professional’s

bank with modern outlook.

With due respect I express my in deftness to the management of HDFC BANK LTD. For

accommodating me as a summer trainee.

I would like to express my gratitude with deep sense of reverence to Mr. K krishnaswamy

Ramkumar (Head, PERSONNEL and HR ). It would have been difficult to go

through this project without their help. He not only helped me in collecting data but also

supported me with their valuable knowledge and experience in the successful completion of

this project.

I would also thankful to almighty god for his grace and mercy to successfully

complete this project.

Dinesh Prasad Sah

Roll No. 1208008652

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PREFACE

In our three year s degree program of B.B.A. Of there is provision for doing summer

training .The essential purpose of this project is to given an exposure and detailed outlook

to the student of the practical concept, which they already studied research. For this

purpose, I was assigned the project for the ‘RECRUITMENT AND SELECTION´

in HDFC BANK. It is a matter of great privilege to get training from HDFC BANK,

one of the largest organizations of its kind .

The project lasted for a period of eight weeks; it was informative, interesting and

inspiring.

I hope this report will provide an experiment outlook to the dynamic Functioning in the HR

Department in bank.

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TABLE OF CONTENT

Contents Page no.

LIST OF TABLES (I)

LIST OF FIGURES (ii)

CHAPTER 1: INTRODUCTION

OBEJECTIVE OF STUDY

SCOPE OF THE STUDY

SOURCES OF DATA COLLECTION

RESEARCH METHODOLOGY

RESEARCH DESIGN

CHAPTER 3: COMPANY PROFILE

CHAPTER 4: DATA ANALYSIS & INTERPRETATION

DATA ANALYSIS WITH QUESTIONNAIRES

INTERPRETATION

CHAPTER5: CONCLUSION & RECOMMENDATIONS

LIMITATIONOF THE STUDY

CONCLUSION

RECOMMENDATIONS

BIBLIOGRAPHY

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CHAPTER 1

INTRODUCTION

OBEJECTIVE OF STUDY

SCOPE OF THE STUDY

RESEARCH METHODOLOGY

SOURCES OF DATA COLLECTION

RESEARCH DESIGN

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OBJECTTIVE: -

The objective of my study is to understand and critically analyze the recruitment and

selection procedure at HDFC BANKbank ltd.

1. To know the prospect or r recruitment and selection procedure .

2. To critically analyze the functioning of recruitment and selection procedures.

3. To identify the probable area of improvement to make recruitment and selection

procedures and more effective.

4. To know the managerial satisfaction level about recruitment and selection

procedure.

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SCOPE OF STUDY

THE benefits of the study for the researcher is that it helped to gain knowledge and

experience and also provided the provided the opportunity to study and understand

the prevalent recruitment and selection procedures.

The key points of my research study are:-

1. To study the facts about the HDFC BANK as a group.

2. To understand and analyse various H.R. Factors including recruitment and selection

procedure at HDFC BANK.

3. To suggest any measures /recommendations for the improvement of the recruitment

procedures .

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RESEARCH METHODOLOGY

The Research

Research is a careful investigation or inquiry especially through search for new facts in

any branch of knowledge.

The project is a systematic presentation consisting of the enunciated problem,

formulated hypothesis, collected facts or data, analyzed facts and proposed conclusions in

form of recommendations.

Kind of Research

The research done by

Exploratory research :

This kind of research has the primary objective of development of insights into the

problem. It studies the main area where the problem lies and also tries to evaluate some

appropriate courses of action.

Sample Design

A complete interaction and enumeration of all the employees of HDFC BANK . Was not

possible so a sample was chosen that consisted of 30 employees.

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Data Collection

The data for the survey will be conducted from both Primaries as well as Secondary

sources.

Primary Data: -

Using personal interview technique the survey the data will collect by using questionnaire.

The primary data collection for his purpose is supposed to be done by judgment sampling

conversation sampling. Questionnaire has been formatted with both open and close structure

questions.

Secondary Data: -

By going through various records.

By going through the magazine of the bank.

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RESEARCH DESIGN

Research Design:-

A research design is the specification of methods and procedure for acquiring the

information needed to structure or to solve problems. It is the overall operation pattern or

framework of the project that stipulates what information is to be collected from which

source, and be what procedures.

“A research design is the arrangement of condition for collection and analysis of data

in a manner that aims to combine Relevance to the research purpose with economy in

procedure´.

Design decision happens.

1. What is study about?

2. What is study being made?

3. Where will the study be carried out?

4. What type of data is required?

5. Where can the required data are found?

6. What will be the sample design?

7. Technique of data collection.

8. How will data be analyzed?

9. How can the customer can be persuaded for opening current with HDFC BANK?

10. How to increase the market share of HDFC BANK?

11. Who is the competitor of HDFC BANK?

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CHAPTER 2:

REVIEW OF LITERATURE

REVIEW OF RECRUITMENT AND SELECTION

Most employers recognize the fact that their staff is their greatest asset, and the right

Recruitment and induction processes are vital in ensuring that the new employee Becomes

Effective in the shortest time. The success of an organisation depends on having the r light

Number of staff, with the right skills and abilities. Organisations may have a dedicated

Personnel/human resource function overseeing this process, or they may devolve these

Responsibilities to line managers and supervisors. Many people may be involved, and all

Should be aware of the principles of good practice. Even it is essential to involve other s in

The task of recruitment and induction.

MANPOWER PLANNING-

Manpower planning means different things to different organizations. To some

Company’s manpower planning means management development to others. It means

estimating manpower needs, while some other may define manpower planning as

Organization planning. Although the term, manpower planning´ can be defined, µas the

Process by which an organization ensures that it has the right number of people and the right

kind of people at the right places, at the time doing things for which they are

Economically most useful.

Manpower Planning Involves: -

Manpower planning is a continuous process. In operational tar ms it involves the analysis Of

the current and future manpower resources terms and requirement to ensure that such Needs

and resources are always kept in proper balance, both in terms of quantity.

Need for Manpower Planning:-

All said and done, it cannot be define that the quality of manpower can be responsible for

Significant difference in the short and long run performance among companies. As Ralph

Bases once said, There is nothing we can do about performance of past management or the

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qualification of today’s management but tomorrow’s management can be as good as today’s

manager care to make it.´ Herber H Mayer has emphasized the importance of human

assets and their utilization as under:

The efficient utilization of human resources may very well be the most important

determiner of success in the business world in the coming decade. I think that the

companies that prosper in the future will be those that do the best job in fully utilizing

their human resources.´

All organizations are basically human organizations. They need people to carry out the

organizational mission, goals and objectives. Every organization needs to recruit people

The recruitment policy should, therefore, address itself to the key question; what are the

personnel/human resource requirement of the organization in terms of number, skills,

levels etc to meet present and future needs of production and technical and other changes

planned or anticipated in the next years.

MEANING

Higher education is a human resource intensive enterprise. It is not surprising, then, that

recruitment and selection of staff should be a very high priority in most if not all units and

divisions of student affairs. Recruitment and selection should include procedures directed to

analyze the need and purpose of a position, the culture of the institution, and ultimately to

select and hire the person that best fits the position. Recruitment and selection policy should,

then, be directed toward the following objectives:

Hire the right person.

Conduct a wide and extensive search of the potential position candidates.

Recruit staff members who are compatible with the college or university

Environment and culture.

Hire individuals by using a model that focuses on student learning and education of

the whole person.

Place individuals in positions with responsibilities that will enhance their personal

development.

Issues in Recruitment and Selection

Do not discard applicants who stopped out´ to provide care for a child, or for maternity

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leave. Consider the dynamics of the interview is the candidate being interviewed in an

environment that is representative of the office environment.

Understand questions that cannot be asked regarding family, children, pregnancy, etc.

Provide medical insurance that covers the full range of medical needs of women

employees, including reproductive health care.

Provide paid sick-leave policies for employees’ illness and illness of spouses, lifetime

partner s, dependent children, and elderly parents.

Provide life insurance, disability and pension programs that are none descript minatory on

the basis of gender .

Have clear and vigorously enforced sex, race and sexual orientation discrimination and

sexual harassment policies and include a statement about these policies in the advertisement

of the position.

Before attempting to diversify a staff and make it more gender equitable, you must tackle

issues such as, gender stereotyping; discrimination in hiring, pay, and promotions; family

issues; and sexual orientation discrimination.

There are five areas critical to this process:

1. Open communication.

2. A commitment to creating an inclusive Environment.

3. Clear preconceived expectations based on gender

4. A neutral supervisor who can observe different styles and facilitate communication

when a conflict arises.

5. Training ± sexual harassment as well as gender issues training (It is thought that 75-

80% of sexual harassment complaints could be prevented by understanding gender

differences´

Recruitment -

Recruiters need to keep abreast of changes in the labour market to ensure that their

recruitment efforts are not wasted or directed at too small a pool of labour . Skill shortages

may occur unexpectedly and recruitment and training processes need to be kept flexible. It is

a good idea for any organisation to plan its labour force requirements, matching available

supply against forecast demand. A skills audit of existing staff will increase knowledge of

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the skills the organisation has available and those which are lacking, and thus help pinpoint

areas for future development.

A human resource plan need not be highly complicated. A straight forward plan will help

organisations to:

assess future recruitment needs

formulate training programmes

develop promotion and career development policies

anticipate and, where possible, avoid redundancies

develop a flexible workforce to meet changing requirements

control staff costs whilst ensuring salaries remain competitive

Assess future requirements for capital equipment, technology and premises.

Management is responsible for producing the human resource plan, senior management for

supporting it. Implementation is likely to be most effective if it carries the support of the

workforce, normally achieved through consultation with trade union or other employee

representatives.

Producing a human resource plan involves:

forecasting staffing requirements against business objectives

assessing the available supply of people to meet those requirements matching

available supply against forecast demand

Factors Affecting Recruitment: -

In recruiting new employees management must consider the nature of labor market, what

sort of potential labor are available and how do look for works.

The factor affecting can be summed up under the following heads: -

Labor Market Boundaries:-

The knowledge of the boundaries help management in estimating the available supply of

qualified personnel form, which it might recruit. A labor market consists of a

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geographical area in which the forces of demand and supply interact and thus affect the

price of labor.

Available Skills:-

Companies must locate the areas where they can find employees who fit the jobs

according to their skills.

Economic Condition:

Economic conditions also affect recruitment. Unemployment worker may swamp a

new plan located in a depressed labor market whereas a firm trying to establish it or to

expand in an area where a few qualified workers are out of work has quite a different

recruitment problem.

Attractiveness of the Company:

The attractiveness of the company in terms of higher wages, clean work, better fringe

benefits and rapid promotions serves as influencing factor in recruitment.

Importance of Recruitment

Recruiting people who are wrong for the organisation can lead to increased labour turnover,

increased costs for the organisation, and lowering of morale in the existing workforce. Such

people are likely to be discontented, unlikely to give of their best, and end up leaving

voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the

flexibility and commitment that many organisations seek.

Managers and super visors will have to spend extra time on further recruitment exercises,

when what is needed in the first place is a systematic process to assess the role to be filled,

and the type of skills and Most recruitment systems will be simple, with stages that can be

followed as a routine whenever there is a vacancy to be filled, and which can be monitored

and adapted in the light of experience.

This booklet describes the main features of such systems, and other related issues. Systems

should be:

efficient - cost effective in methods and sources

effective - producing enough suitable candidates without excess and ensuring the

identification of the best fitted for the job and the organisation

Fair - ensuring that right through the process decisions are made on mar it alone.

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PROCESS OF RECRUITMENT

Recruitment Process

A vacancy presents an opportunity to consider restructuring, or to reassess the

Requirements of the job. This assessment is valid whether it is to fill an existing job or a

new one. Ask questions such as:

Has the function changed?

Have work patterns, new technology or new products altered the job?

Are there any changes anticipated which will require different, more flexible skills

from the jobholder?

Answers to these questions should help to clarify the actual requirements of the job and how

it fits into the rest of the organisation or department. Exit interviews, or consultation with

the current job-holder and colleagues may well produce good ideas about useful changes.

Recruitment begins by specifying the human resource recruitment, initiating activities and

action to identify the possible sources form where they can be met, communicating the

information about the jobs, terms and conditions and prospects they offer, and enthuse the

people who meet the recruitment to respond to the invitation by applying for jobs.

Thereafter the selection process begins. The process is as follows:

Decide on how many people you really need :-

If everything is being done to improve performance and still there is a gap between what

the current performance is and the goals set, then the best way is to recruit more people.

Analyzing the job:-

Analyzing the job is the process of assembling and studying information relating to all

aspects of a particular post. Analysis is done to find possible details about:

Purpose: Identify the aims and objectives of job and what the employee is expected

to achieve within department and company.

Position: The job title, its position in the hierarchy and for whom it is responsible

ought to be recorded. A sample organization chart may be useful for this purpose.

Main Duties: A list of key tasks may be written out; standards that need to be reached

and maintained must also be maintained. Methods of recording, assessing and recording the

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key tasks must be determined.

The work Environment: Study the physical and social environment in which the work is

out because the work environment influences the quantity and quality of work.

Drafting a job description:-

After job analysis is done, job description is made. Job description describes the job.

The job description decides upon the exact knowledge, skill and experience needed to do the

job. Job description must be drafted around these heading:

Job title

Responsible to

Responsible for

Purpose of job

Duties

Responsibility

Signature and date

Evaluation future needs

For Evaluation future needs manpower is drafting. A manpower plan evolves

studying the make-up of present work force, assessing forthcoming changes and

calculating future workforce, which is required. Manpower planning helps in devising long-

term recruitment plans.

Finding sources of recruitment:

The human resource requirement can be met from internal or external source:

Internal Sources

These refer to persons already employed in the organization. Promoting persons from lower

levels may fill up vacancies at higher levels. Shortage of manpower in one branch \

factory may be met by transferring surplus staff from another branch \ factory.

Promotion means shifting of an employee to higher post caring greater salary, status and

responsibility. On the other hand transfer refer to the shifting an employee with salary,

status and responsibility. Some time ex-employee of the organization may be re-

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employed.

Advantages of Internal Sources:

1. Filling vacancies for higher job by promoting employees from within the

organization helps to motivate and improved the morale of the employees. This induces

loyalty among them.

2. Internal requirement has to minimize labor turnover and absenteeism. People wait for

promotion and the work force is more satisfied.

3. Candidates working in organization do not require induction training. They are already

familiar with organization and with the people working in it.

Disadvantages of Internal Sources:

1. There may be inbreeding, as fresh talent from outside is not obtained. Internal

candidates may not be given a new outlook and fresh ideas to business.

2. Unsuitable candidates may not be promoted to positions of higher responsibility

because the choice is limited.

3. The employees may become lethargic if they are sure of time bound promotion. There

may be infighting among those who aspires for promotion within the organization.

4. Internal recruitment cannot be complete method in itself. The enterprise has to

resort to external recruitment at some stage because all vacancies cannot be filled from

within organization.

External Sources

It refers to recruitment of employees from outside the organization. External sources provide

wide choice of the required number of the employees having the desired

qualification. It also provides the people with new ideas and specialized skills

required to cope with new challenge and to ensure growth of the organization.

Internal competitors have to compete with the outsiders. However , existing employees

resent the policy of filling higher-level vacancies from outsiders.

Moreover it is time consuming and expensive to recruit peoples from outside.

Recruitment from the outside may create frustration among the existing employees that

aspires for promotions. There is no guarantee that the organizations will attract sufficient

number of suitable candidates.

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Advantages of External Sources:

1. The entry of fresh talent in to the organization is encouraged. New employees bring new

ideas to the organization.

2. External sources provide wider sources of personnel to choose from.

3. Requisite type of personnel having the required qualifications, training and skill are

available from the external sources.

Disadvantages of External Sources:

1. The enterprise can make the best selection since selection is made from among a large

number of applicants.

2. There is a greater decoration in employer- employee relationship, resulting in

industrial strikes, unrest, and lockouts.

3. The personnel’s selected from outside may suffer from the danger of adjustment to the

new work environment.

Monitoring effectiveness of recruitment

As with any work activity it is recommended that the recruitment and induction process be

reviewed for its effectiveness. If any stage of the recruitment process failed to produce the

expected result, e.g. if the advertising method has produced too many candidates, you may

want to examine what happened and why in order to make it more efficient in the future.

Future recruitment exercises may require modifications to the methods used - a successful

recruitment for one job does not automatically mean the same method will be as successful

again. This is particularly true if the labour market changes, with, for instance, fewer school

leavers but more mature workers being available. Recruitment and induction may be a

continuous process in your organisation, necessitating more or less constant monitoring.

Monitoring regularly will also ensure equal opportunity policies are being actively pursued,

and that internal candidates are receiving the same consideration as external candidates.

Application forms

Application forms can help the recruitment process by providing necessary and relevant

information about the applicant and their skills . The design of the for m needs to be realistic

and straightforward, appropriate to the level of the job.

Using application

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Forms have the following advantages:-

Comparing like with like is easier

. CVs can be time-consuming and may not provide the information required they provide

the basis for an initial sift (filter) , and then for the interview The standard of completion can

be a guide to the candidate's suitability, if writing and presentation skills are essential to the

job; however, be aware of the possibility of disability discrimination they provide a record

of qualifications, abilities and experience as stated by the applicant. Care also needs to be

taken over some less positive aspects of application forms: there is a temptation to use

application forms to try to extract too much information, e.g. motives, values and

personality characteristics. The form should concentrate on the experience, knowledge and

competencies needed for the job some people may dislike filling in forms and so be put off

applying for the job.

Some very experienced people may find the for m inadequate, whilst those with little in the

way of qualifications or experience may be intimidated by large empty spaces on the form.

Application forms add another stage, and therefore more time, to the recruitment process.

Some candidates may be lost if they can obtain work elsewhere more quickly

Application forms may inadvertently be discriminatory. For instance, to require a for m to

be filled out 'in your own handwriting', where written English is not relevant to the job, may

discriminate against those for whom English is not their first language, or who may not have

well-developed literacy skills.

Any information such as title (mar ital status), ethnic origin or date of birth requested for

monitoring purposes (e.g. for compliance with the legal requirements and codes of practice

on race, sex, disability and age discrimination) should be clearly shown to be for this

purpose only, and should be on a separate sheet or tear-off section. Such information need

only be provided on a voluntary basis. Medical information should also be obtained

separately and kept separate from the application form.

METHODS OF RECRUITMENT

All methods of recruitment can be put into three categories:

a) Direct method

b) Indirect method

c) Third-party method

a) Direct Method:

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These include the campus interview and keeping a live register of job seekers.

Usually under this method, information about jobs and profile of persons available

for jobs is exchanged and preliminary screening is done. The short listed candidates

are then subjected to the remainder of the selection process. Some organization

maintains live registers or record of applicants and refers to them as and when the need

arises.

b) Indirect Method:

They cover advertising in newspapers, on the radio, in trade and professional

journals, technical journals and brochures.

When qualified and experienced persons are not available through other sources,

Advertising in newspapers and professional and technical journals in made. Whereas all

types of advertisements can be made in newspapers and magazines, only particular types of

posts should be advertised in the professional and technical journals.

A well thought-out and planned advertisement for appointments reduces the possibility

of unqualified people applying. If the advertisement is clear and to the point,

candidates can assess their abilities and suitability for the position and only those who

possess the requisite qualifications will apply

c) Third Party Method:

Various agencies are used for recruitment under these methods. These include commercial

and private employment agencies, state agencies, and placement offices of schools,

colleges and professional associations, recruiting firms, management consulting firms,

indoctrination seminars for college professors, friends and r elatives.

Employment Agencies :

They are specializing in specific occupation like general office help, salesman,

technical workers, accountants, computer staff, engineers and executives and suitable

persons available for a job. Because of their specialization, they can interpret the

needs of their clients and seek out particular types of persons.

State or Public Employment Agencies:

They also knew as Employment or Labor Exchanges, are the main agencies for public

employment. They also provide a wide range of services, like counseling, assistance in

getting jobs, information about the labor market, labor and wage rates, etc.

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Executive Research Agencies:

They maintain a complete information records about employed executives and

recommend persons of high caliber for managerial, marketing and production

engineers’ posts. These agencies are looked upon as µhead hunters’, µraiders’, and

µpirates’.

Trade Unions:

The employers to supply whatever additional employees may be needed often call on Trade

Unions. Unions may be asked for recommendations largely as a matter of courtesy

and an evidence of goodwill and cooperation

Professional Societies:

They may provide leads and clues in providing promising candidates for engineering,

technical and management positions. Some of these maintain mail order placement services.

SELECTION

Whatever form the applications take, there may be a need to sift them before moving on to

the interview stage.

Such a sift serves t o match the applicants as closely as possible to the job and person

specification and to produce a shortlist of people to interview.

To avoid any possibility of bias, such sifting should be undertaken by two or more people,

and it should involve the direct line manager/super visor as well as personnel. The sifting

stage can also help the organisation by providing feedback on the advertising process and

the suitability of the application form. It can also identify people who might be useful

elsewhere in the organisation. If references or medicals are to be taken up before the

invitation to interview stage, it should be made clear on the application form/information

pack sent to the applicant.

If your organisation believes that pre-employment health screening is necessary, you

must make sure it is carried out in a non-discriminatory way:

For instance, do not single out disabled people for medical assessment. If a report from any

individual's doctor is sought, then permission must be given by the individual, and they have

the right to see the report (Access to Medical Reports Act 1988).

The candidates who best match the specifications may then be invited for interview. The

invitation letter should tell candidates that they should advise the organisation in advance if

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any particular arrangements need to be made to accommodate them on arrival or during the

interview; for instance, ramp access or lighting levels. The invitation letter should also

clearly state whether the organisation will pay the candidate's reasonable travel expenses for

the interview.

A formal definition of selection is as following:

It is the process of differentiating between applicants in order to identify (and hire)

those with a greater likelihood of success in a job.´

Selection process assumes and rightly so, that there are more number of

candidate actually selected candidates are made available through recruitment

process.

BARRIERS TO EFFECTIVE SELECTION

The main objectives of selection are to hire people having competence and

commitment. This objective is often defeated because of certain barriers. The

impediments, which check effectiveness of selection, are perception, fairness, validity,

reliability and pressure.

Fairness:

Fairness is selection requires that no individual should be discriminated against on the

basis of religion, region, race or gender . But the low number s of women and other

less-privileged sections of the society in middle and senior management positions and

open discrimination on the basis of age in job advertisements and in the selection process

would suggest that all the efforts to minimize inequity have not been very effective.

Reliability:

A reliable method is one that will produce consistent results when repeated in similar

situations. Like a validated test, a reliable test may fail to predict job performance with

precision.

Pressure:

Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and peers

to select particular candidates. Candidates selected because of compulsions are

obviously not the rights ones. Appointments to public sector under takings generally

take place under such pressures.

SELECTION PROCEDURE

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The selection procedure is concerned with securing relevant information about an

applicant. This information is secured in a number of steps and stages. The objective of

selection process is to determine whether an applicant needs the qualification for a

specific job and to choose the applicant who is most likely to perform in that job.

The hiring procedures not a single acts but it is essentially a series of methods or steps or

stages by which additional information is secured about the applicant. At each stage, facts

may come to light, which lead to the r ejection of the applicant. A procedure may

be considered to a series of successive hurdles or barriers, which an applicant must cross.

These are indented as screens and they are designed to eliminate an unqualified applicant at

any point in this process. That technique is known as the successive hurdle technique.

Not all selection process includes all these hurdles. The complexity of process usually

increases with the level and responsibility of the position to be fulfilled.

A well-organized selection procedure should be designed to select sustainable

candidates for various jobs. Each step in the selection process should help in getting more

and more information about the candidate. There is no idle selection procedure

appropriate for all cases.

Steps in the select ion process:

Preliminary Screening

Application Blank

Employment Tests

Selection Interview

Medical or Physical Examination

Checking Reference

Final Approval

Preliminary Screening:

This is essentially to check whether the candidate fulfills the minimum qualification. The

preliminary interview is generally quite brief. Its aim is to eliminate the unsuitable

candidate. The job seekers are received at the reception counter of the company. The

receptionists or other official interviews the candidates to determine whether he is

worthwhile or the candidate to fill up the application blank. Candidates processing the

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minimum qualification and having some chances of being selected are given the

prescribed application form known as application blank.

Application Blank:

The candidates are required to give full information about their age, qualification,

experience, family background, aptitude and interests act in the application blank. The

application blank provides a written record about the candidate. The application for m

should be designed to obtain all relevant information about the candidates. All

applications received from the candidates are carefully scrutinized. After the scrutiny

more suitable candidates among the applicants are short-listed for written tests and others

are rejected.

Employment Tests:

Candidates are asked to appear for written or other tests. Tests have become popular

screening devices. These tests are based on the assumption that human traits and work

behaviors can be predicted by sampling, however tests are not fully reliable and they also

involve time and money. Test is more useful in identifying and eliminating unsuitable

candidates therefore should be used only as supplements rather than an independent

technique of selection. The main types of tests are:

Intelligence tests

Aptitude Test

Interest Test

Personality Test

Selection Interview:

It involves a face-to-face conversation between the employer and the candidate; the

selector asks a job related and general questions. The way in which a candidate responds to

the question is evaluated. The objectives of the interview are as following:

To find out the candidate’s overall suitability for the job.

To cross-check the information obtained through application blank and tests, and

To give an accurate picture of the job and the company.

Interview is the most widely used step in employee selection. However, interview

suffers from several drawbacks:

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Firstly, it is a time consuming and expensive device. Secondly, it can test only the

personality of the candidate and not his skill for the job. Thirdly, the interviewer may not be

an expert and may fill to extract all relevant information from the candidate. Fourthly, the

personal judgment or bias of the interviewer may make the result of the interviews

inaccurate.

Interview should be properly conducted in a proper physical environment. The interview

room should be free from noise and interruptions. The environment should be confident and

quite. People generally talk freely and frankly when there is privacy and comfort.

Therefore, candidates should be put at ease. The interviewer should pay full attention to

what the candidates have to say.

Medical or Physical Examination:

Candidates who are found suitable after interview are called for physical examination. A

Panel of doctors to insure that they are healthy and physically fit for the job does

a medical check-up of such candidates. A proper medical examination will also ensure that

the candidates selected do not suffer from any serious desirous which may create

problems in future.

Medical or Physical Examination:

Candidates who are found suitable after interview are called for physical examination. A

Panel of doctors to insure that they are healthy and physically fit for the job does

a medical check-up of such candidates. A proper medical examination will also ensure that

the candidates selected do not suffer from any serious desirous which may create

problems in future.

Checking Reference:

Generally, every candidate if required to state in the application form, the name and

address of at least two responsible persons who know him. The reference may not give their

Frank opinion unless promises made that in all information will be kept strictly confidential.

Moreover the information given by them may be biased in the form of candidate.

Final Approval:

The candidates who are found suitable after the medical check-up and background

investigation are formally appointed by issuing appointment letter to them. They are

asked to join duty by the specified date. No selection procedure is foolproof and the best

way judge a person is by observing him working on the job. Candidate who gives

satisfactory during the probationary period are made permanent.

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SUCCESSIVE HURDLES IN THE SELECTION PROCESS

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CHAPTER 3:

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INTRODUCTION

Banking Industry which is basically my concern industry around which my project has to

be revolved is really a very complex industry. And to work for this was really a complex

and hectic task and few times I felt so frustrated that I thought to left the project and go for

any new industry and new project. Challenges which I faced while doing this project were

following-

-Banking sector was quite similar in offering and products and because of that it was very

difficult to discriminate between our product and products of the competitors.

-Target customers and respondents were too busy persons that to get their time and view

for specific questions was very difficult.

-Sensitivity of the industry was also a very frequent factor which was very important to

measure correctly.

-Area covered for the project while doing job also was very large and it was very difficult

to correlate two different customers/respondents views in a one.

Every financial customer has his/her own need and according tithe requirements

of the customer product customization was not possible. So above challenges some time

forced me to leave the project but anyhow I did my project in all circumstances. Basically

in this project I analyzed that-What factors are really responsible for performance of IDBI

Bank’s performance in this competitive era.

The principal object of the Bank will be to promote the interests of all its members to attain

their social and economic betterment through self-help and mutual aid in accordance with

the Co-operative Principles.

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The objects of the Bank shall be to engage in any one or more of the forms of business

enumerate in Section 6 as amended by Section 56 of the Banking Regulation Act, 1949 and

in particular to carry out the following forms of business:

To do banking business on Co-operative Principles by accepting for the purpose of lending

or investment of deposits of money from members as well as the public, repayable on

demand or otherwise and withdrawable by cheque, draft, pay order or otherwise.

To raise funds by issue of shares and/or any other securities as permitted by the Regulatory

Authority.

To encourage thrift, self-help and co-operation among members.

To prevent members from falling into permanent indebtedness and to assist them

financially in times of difficulty and to help them to get out of debt.

To engage in any one or more of the following forms of business namely:

(i) The borrowing, raising or taking up of money;

(ii) The lending or advancing of money to members either upon or without security;

(iii)The drawing, making, accepting, discounting, buying, selling, collecting and dealing in

bills of exchange, hundies, promissory notes, coupons, drafts, bills of lading, railway

receipts, warrants, certificates, scrips and other instruments and other securities whether

transferable or negotiable or not;

(iv)The granting and issuing of letters of credit, travellers` cheques and circular notes and

to do all forms of foreign exchange business;

(v) The buying, selling and dealing in bullion and species on behalf of member customers;

(vi)The acquiring, holding, issuing on commission, underwriting and dealing in stock,

funds, shares, debentures, debenture stock, bonds, obligations, securities and investments

of all kinds;

(vii)The purchasing and selling of bonds, scrips of other forms of securities on behalf of

constituents or others, the negotiating of loans and advances.

(viii)The receiving of all kinds of bonds, scrips and valuables on deposit or for safe custody

or otherwise;

(ix)The providing of safe deposit vaults;

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(x) The collecting and transmitting of money and securities;

(xi) Acquiring and holding and generally dealing with any property or any right, title or

interest in any such property which may form the security or part of the security for any

loans and advances or which may be connected with any such security;

(xii) Carrying on and transacting guarantee and indemnity business, on behalf of the

constituents in the ordinary course of banking business and to provide necessary cash

margin to facilitate such business;

(xiii) Opening Branches, Extension Counters and Sub-Officers or any Office and ATM

centers or to have arrangement of ATMs of other Banks etc. as per the norms of the

Reserve Bank of India.

(xiv) Subject to the previous approval of the Central Registrar establishing and supporting

or aiding in the establishment and support of associations, institutions, funds, trusts and

conveniences calculated to benefit members, employees, ex-employees of the bank or the

dependents or connections of such persons granting pensions and allowances and making

payments towards insurance, subscribing to or guaranteeing monies for charitable

benevolent object or for any exhibition or for any public, general or useful object;

(xv)Undertaking and executing trusts, undertaking the administration of estates as an

executor, trustee or otherwise, with the previous permission of the Central Registrar;

(xvi)The acquisition of land/buildings, construction, maintenance and alteration of any

land/building or works necessary or convenient for the purposes of the Bank;

(xvii) To act as Insurance Agent as per norms of RBI and IRDA;

(xviii)To promote one or more subsidiary institutions which may be registered under any

law for the time being in force for the furtherance of its stated objects;

(xix) Any other form of business which the Central or the State Governments may specify

as a form of business in which it is lawful for a banking institution to engage;

(xx) Doing all such other things as are incidental and conducive to the promotion or

advancement of the business of the Bank;

To amalgamate with another Bank with same or similar objects;

To engage in Credit/Debit cards;

To do merchant banking business;

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To takeover another society with similar object;

To develop market information system, logo brand promotion, quality control and

technology up gradation;

To enter into participation, consortium arrangement with bank/s or financial institutions

with objects of making loans and advances;

To act as agents for collection of moneys of various government quasi government and

statutory bodies.

Both public sector and private sector organizations have objectives and missions. But

depending on the type of organization, there are differences between the public and private

sectors of a country. Some of them are discussed below.

Public sector organizations are established by statute or a similar vesting document passed

by the government or other law making bodies. Therefore, managers cannot change them

according to the changing conditions. On the other hand, directors of a private sector

organization may determine its objectives and change them whenever necessary.

Output of a private sector entity can be valued by the paying customers and therefore can

be incorporated in its objectives, missions and decision criteria. It may not be possible to

allow the market to determine the income of a public sector entity.

When a private firm fails to meet the aspirations of its stakeholders, it can result in serious

consequences which can lead to even closure of the firm. In the public sector, disbelief can

be suspended for long periods, with the result that some stakeholders’ aspirations are

ignored.

Private sector firms should earn a satisfactory return on investment otherwise the investors

might withdraw the investment in the firm. Public sector organizations still consider that

their capital is free and therefore, the need to earn a return is always ignored.

HISTORY OF BANKING

The History of Banking begins with the first prototype banks of merchants of the ancient

world, which made grain loans to farmers and traders who carried goods between cities.

This began around 2000 BC in Assyria and Babylonia. Later, in ancient Greece and during

the Roman Empire, lenders based in temples made loans and added two important

innovations: they accepted deposits and changed money. Archaeology from this period in

ancient China and India, also shows evidence of money lending activity.

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Banking, in the modern sense of the word, can be traced to medieval and early Renaissance

Italy, to the rich cities in the north such as Florence, Venice and Genoa. The Bardi and

Peruzzi families dominated banking in 14th century Florence, establishing branches in

many other parts of Europe. Perhaps the most famous Italian bank was the Medici bank,

established by Giovanni Medici in 1397.

The development of banking spread from northern Italy through Europe and a number of

important innovations took place in Amsterdam during the Dutch Republic in the 16th

century, and in London in the 17th century. During the 20th century, developments in

telecommunications and computing caused major changes to banks operations and let

banks dramatically increase in size and geographic spread. The Late-2000s financial crisis

caused many bank failures, including of some of the world's largest banks, and much

debate about bank regulation.

Safe in the temple: 18th century BC

Wealth compressed into the convenient form of gold brings one disadvantage. Unless well

hidden or protected, it is easily stolen.

In early civilizations a temple is considered the safest refuge; it is a solid building,

constantly attended, with a sacred character which itself may deter thieves. In Egypt and

Mesopotamia gold is deposited in temples for safe-keeping. But it lies idle there, while

others in the trading community or in government have desperate need of it. InBabylon at

the time of Hammurabi, in the 18th century BC, there are records of loans made by the

priests of the temple. The concept of banking has arrived.

Greek and Roman financiers: from the 4th century BC

Banking activities in Greece are more varied and sophisticated than in any previous

society. Private entrepreneurs, as well as temples and public bodies, now undertake

financial transactions. They take deposits, make loans, change money from one currency to

another and test coins for weight and purity.

They even engage in book transactions. Moneylenders can be found who will accept

payment in one Greek city and arrange for credit in another, avoiding the need for the

customer to transport or transfer large numbers of coins.

Rome, with its genius for administration, adopts and regularizes the banking practices of

Greece. By the 2nd century AD a debt can officially be discharged by paying the

appropriate sum into a bank, and public notaries are appointed to register such transactions.

The collapse of trade after the fall of the Roman empire makes bankers less necessary than

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before, and their demise is hastened by the hostility of the Christian church to the charging

of interest. Usury comes to seem morally offensive. One anonymous medieval author

declares vividly that 'a usurer is a bawd to his own money bags, taking a fee that they may

engender together'.

Religion and banking: 12th - 13th century AD

The Christian prohibition on usury eventually provides an opportunity for bankers of

another religion. European prosperity needs finance. The Jews, barred from most other

forms of employment, supply this need. But their success, and their extreme visibility as a

religious sect, brings dangers.

The same is true of another group, the knights Templar, who for a few years become

bankers to the mighty. They too, an exclusive sect with private rituals, easily fall prey to

rumour, suspicion and persecution (see Templars in Europe). The profitable business of

banking transfers into the hands of more ordinary Christian folk - first among them the

Lombards.

Bankers to Europe's kings: 13th - 14th century AD

During the 13th century bankers from north Italy, collectively known as Lombard’s,

gradually replace the Jews in their traditional role as money-lenders to the rich and

powerful. The business skills of the Italians are enhanced by their invention of double-entry

book-keeping. Creative accountancy enables them to avoid the Christian sin of usury;

interest on a loan is presented in the accounts either as a voluntary gift from the borrower

or as a reward for the risk taken.

Siena and Lucca, Milan and Genoa all profit from the new trade. But Florence takes the

lion's share.

Florence is well equipped for international finance thanks to its famous gold coin, the

florin. First minted in 1252, the florin is widely recognized and trusted. It is the hard

currency of its day.

By the early 14th century two families in the city, the Bardi and the Peruzzi, have grown

immensely wealthy by offering financial services. They arrange for the collection and

transfer of money due to great feudal powers, in particular the papacy. They facilitate trade

by providing merchants with bills of exchange, by means of which money paid in by a

debtor in one town can be paid out to a creditor presenting the bill somewhere else (a

principle familiar now in the form of a cheque ).

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The ability of the Florentine bankers to fulfil this service is shown by the number of Bardi

branches outside Italy. In the early 14th century the family has offices in Barcelona, Seville

and Majorca, in Paris, Avignon, Nice and Marseilles, in London, Bruges, Constantinople,

Rhodes, Cyprus and Jerusalem.

To add to Florence's sense of power, many of Europe's rulers are heavily in debt to the

city's bankers. Therein, in the short term, lies the bankers' downfall.

In the 1340s Edward III of England is engaged in the expensive business of war with

France, at the start of the Hundred Years' War. He is heavily in debt to Florence, having

borrowed 600,000 gold florins from the Peruzzi and another 900,000 from the Bardi. In

1345 he defaults on his payments, reducing both Florentine houses to bankruptcy.

Florence as a great banking centre survives even this disaster. Half a century later great

fortunes are again being made by the financiers of the city. Prominent among them in the

15th century are two families, the Pazzi and the Medici.

The Fugger dynasty: 15th - 16th century AD

At the start of the 15th century the Medici are Europe's greatest banking dynasty, but their

political power later distracts them from the highly focussed business of making money.

After the reign of Lorenzo the Magnificent the bank's finances are in a perilous state.

The Medici later triumph as dukes of Florence. But their role as leading bankers is usurped

by a German dynasty, that of the Fuggers. Like the Medici, the Fuggers amass vast wealth

by massaging the finances of the papacy and of great princes.

The shift of European power to the Habsburgs in the late 15th century is the basis of the

Fugger wealth. The family descends from an Augsburg weaver and their first fortune is in

textiles. They make their first loan to a Habsburg archduke in 1487, taking as security an

interest in silver and copper mines in the Tirol - the beginning of an extensive family

involvement in mining and precious metals. In 1491 a loan is made to Maximilian; a

subsequent loan to him in 1505 (by which time Maximilian is the Holy Roman emperor) is

secured by the feudal rights to two Austrian counties.

But by far the largest Fugger project is undertaken in 1519 on behalf of Maximilian's

grandson, Charles.

Charles is determined to succeed his grandfather as German king and Holy Roman

emperor, but the post involves election and there is a rival candidate - the French king,

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Francis I. Charles turns to the Fugger family for his election expenses. Out of a massive

total of 852,000 florins, to be spent on bribing the seven electors, the Fuggers provide

nearly two thirds (544,000 florins). The campaign succeeds. The candidate is elected as

Charles V.

Interest rates at the time are never less than 12% per annum. And when a loan has to be

raised urgently, the 16th-century banker is often able to negotiate a rate of as high as 45%.

Banking for emperors is profitable.

Continuous warfare and other expenses of state are a constant drain on Charles's treasury.

Like any ruler of the time, his costs outrun his sources of revenue. Loans from bankers fill

the gap, and they are often repaid by leases on sources of royal income.

Thus the Fuggers are granted in 1525 the revenues from the Spanish orders of knighthood,

together with the profits from mercury and silver mines. The bankers therefore become, in

a sense, both revenue collectors and managers of state assets. But their high rates of interest

can quickly cripple a kingdom engaged in too many unprofitable wars.

The Fuggers use their wealth responsibly, as can still be seen in the Fuggerei - a

community for the poor, built in Augsburg in 1519 (the year of the imperial election) and

still in use today. By the end of the 16th century the family withdraws from financial risk-

taking, after some disastrous ventures, and settles into the more conventional aristocratic

existence which their wealth has bought.

There will be other such exceptional dynasties, most notably the Rothschilds. But by the

early 17th century banking begins also to exist in its modern sense - as a commercial

service for customers rather than kings.

Banks and cheques: from the 16th century AD

In 1587 the Banco della Piazza di Rialto is opened in Venice as a state initiative. Its

purpose it to carry out the important function of holding merchants' funds on safe deposit,

and enabling financial transactions in Venice and elsewhere to be made without the

physical transfer of coins.

This was an accepted part of trade in ancient Greece, but it has previously been carried out

by individual moneylenders - involving a high risk of bankruptcy. The Venetian initiative,

with the expenses born by the state, is an attempt to provide a measure of security in this

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central aspect of the risky business of trade.

Other Mediterranean trading centres (in particular Barcelona and Genoa) have possibly

taken this step before Venice, and it is soon followed in northern cities - Amsterdam in

1609, Hamburg in 1619, Nuremberg in 1621.

A related development is that of the cheque, a device which depends on the existence of

banks as recognized institutions. A bill of exchange, the original method of transferring

money without the use of coins, is a complex contract between private parties and one or

more moneylenders. A cheque is a bill of exchange between banks, payable by one of the

banks to whoever holds and presents the cheque.

This much simplified version of a bill of exchange slowly gains acceptance from the late

17th century. At the same time it is realized that the banking process has its own in-built

potential for profit which can more than cover the costs of processing cheques and

transferring money.

The total of the money left on deposit by a bank's customers is a large sum, only a fraction

of which is usually required for withdrawals. A proportion of the rest can be lent out at

interest, bringing profit to the bank. When the customers later come to realize this hidden

value of their unused funds, the bank's profit becomes the difference between the rates of

interest paid to depositors and demanded from debtors.

The transformation from moneylenders into private banks is a gradual one during the 17th

and 18th centuries. In England it is achieved by various families of goldsmiths who early in

the period accept money on deposit purely for safe-keeping. Then they begin to lend some

of it out. Finally, by the 18th century, they make banking their business in place of their

original craft as goldsmiths.

With private banking part of the fabric of commercial life, the next stage in the story is the

development of national banks.

National banks: 17th - 18th century AD

Venice, after being possibly the first city to found a bank for the keeping of money on safe

deposit and the clearing of cheques, is also a pioneer in the involvement of a bank with

state finances. In 1617 the Banco Giro is established to solve problems encountered by the

earlier Banco della Piazza di Rialto, which has got into trouble through the making of

unsecured loans.

Its debtors include the Venetian government. The Banco Giro is founded on the principle

that the government's creditors accept payment in the form of credit with the new bank. In

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solving an existing problem, this also provides new opportunities. Venice now has a

mechanism for raising public finance on the basis of guaranteed credit.

The logical extension of this concept is a national bank, established in some form of

partnership with the state. The earliest example is the Bank of Sweden, founded in 1668

and today the world's oldest surviving bank. It is followed before the end of the century by

the Bank of England, originally a joint-stock company which begins its existence in 1694

by arranging a loan of £1,200,000 to the government.

During the 18th century the Bank of England gradually undertakes many of the tasks now

associated with a central bank. It organizes the sale of government bonds when funds need

to be raised. It acts as a clearing bank for government departments, facilitating and

processing their daily transactions.

The Bank of England also becomes the banker to other London banks, and through them to

a much wider banking community. The London banks act as agents in the capital for the

many small private banks which open around the country in the second half of the 18th

century.

All these banks use the Bank of England as a source of credit in a crisis. For this purpose

the national bank needs a large reserve of gold, which it accumulates until almost the entire

hoard of the nation's bullion is stored in its vaults.

Bank notes: AD 1661-1821

Paper currency makes its first appearance in Europe in the 17th century. Sweden can claim

the priority (as also, a few years later, in the first national bank).

In 1656 Johan Palmstruch establishes the Stockholm Banco. It is a private bank but it has

strong links with the state (half its profits are payable to the royal exchequer). In 1661, in

consultation with the government, Palmstruch issues credit notes which can be exchanged,

on presentation to his bank, for a stated number of silver coins.

Palmstruch's notes (the earliest to survive dates from a 1666 issue) are impressive-looking

pieces of printed paper with eight hand-written signatures on each. If enough people trust

them, these notes are genuine currency; they can be used to purchase goods in the market

place if each holder of a note remains confident that he can indeed exchange it for

conventional coins at the bank.

Predictably, the curse of paper money sinks the project. Palmstruch issues more notes than

his bank can afford to redeem with silver. By 1667 he is in disgrace, facing a death penalty

(commuted to imprisonment) for fraud.

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Another half century passes before the next bank notes are issued in Europe, again by a far-

sighted financier whose schemes come to naught. John Law, founder of the Banque

Générale in Paris in 1716 (and later of the ill-fated Mississippi scheme) issues bank notes

from January 1719. Public confidence in the system is inevitably shaken when a

government decree, in May 1720, halves the value of this paper currency.

Throughout the commercially energetic 18th century there are frequent further experiments

with bank notes - deriving from a recognized need to expand the currency supply beyond

the availability of precious metals.

Gradually public confidence in these pieces of paper increases, particularly when they are

issued by national banks with the backing of government reserves. In these circumstances it

even becomes acceptable that a government should impose a temporary ban on the right of

the holder of a note to exchange it for silver. This limitation is successfully imposed in

Britain during the Napoleonic wars. The so-called Restriction Period lasts from 1797 to

1821.

With governments issuing the bank notes, the inherent danger is no longer bankruptcy but

inflation. When the Restriction Period ends, in 1821, the British government takes the

precaution of introducing the gold standard.

The Rothschild dynasty: AD 1801-1815

William IX, ruler of the German state of Hesse-Kappel and possessor of a vast fortune, has

for some years consulted in a private capacity his friend Mayer Amschel Rothschild, a

Jewish banker and merchant of Frankfurt. He values Rothschild's advice both on matters of

finance and on additions to his art collection. In 1801 he formally appoints him his court

agent, and encourages him to offer his financial skills to other European princes in these

troubled years when Napoleon is unsettling the continent.

Rothschild responds energetically to this opportunity. By 1803 he is in a position to lend 20

million francs to the Danish government.

The Danish loan is the first of many such transactions on behalf of governments which

rapidly establish the Rothschild family as Europe's most powerful bankers, rising to a pre-

eminence comparable to that of the Medici and the Fugger in earlier centuries.

The family is soon represented in all the important centres of the continent. Mayer Amschel

has five sons. He keeps the eldest, Anselm Mayer, at his side to inherit the Frankfurt bank.

The four younger sons establish branches elsewhere: Solomon in Vienna, Nathan Mayer in

London, Karl in Naples and Jacob in Paris.

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The Rothschild family gambles heavily on the eventual defeat of Napoleon. Their loans are

all to his enemies (surprisingly Napoleon allows Jacob, operating from Paris, to raise

money for the exiled Bourbons). Their network of contacts enables them to move money

around Europe even in wartime conditions. A famous example, but only one of many, is

Nathan's transfer of large sums of money from London to Portugal to pay the British troops

in the Peninsular War.

By the end of the war the Rothschild family has a vast reputation among the allies, and a

close involvement in the government finances of many nations.

The qualities soundly underpinning their good fortune, in addition to undoubted financial

flair, are that they are trustworthy and very well informed.

An example of the former is the fortune left in Mayer Amschel Rothschild's care when his

patron flees from Hesse-Kassel after Napoleon's victory at Jena in 1806. It amounts to

perhaps half a million pounds in the money of those days. In spite of every attempt by

Napoleon's agents to make him make him hand it over, Rothschild keeps it safe and returns

it, with interest, to its owner in 1815.

As to reliable information, the most famous incident concerns that same year, 1815. On

June 20 Nathan Mayer Rothschild calls on the government in London, during the morning,

with a startling piece of good news. The duke of Wellington, he informs the officials - who

are at first somewhat incredulous - has two days earlier won a decisive victory over

Napoleon at Waterloo.

Confirmation arrives that afternoon through the government's own channels. The

Rothschild network of communication includes, famously, the use of homing pigeons. But

on this occasion their success is due to one of their couriers, who was waiting in the

harbour at Ostend for the first scrap of news.

HISTORY

OVERVIEW

HDFC Bank is India's second-largest bank with total assets of Rs. 3,997.95 billion (US$ 100

billion) at March 31, 2008 and profit after tax of Rs. 41.58 billion for the year ended March

31, 2008. HDFC Bank is second amongst all the companies listed on the Indian stock

exchanges in terms of free float market capitalization*. The Bank has a network of about

1,308 branches and 3,950 ATMs in India and presence in 18 countries. HDFC Bank offers a

wide range of banking products and financial services to corporate and retail customers

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through a variety of delivery channels and through its specialized subsidiaries and affiliates

in the areas of investment banking, life and non- life insurance, venture capital and asset

management. The Bank currently has subsidiaries in the United Kingdom, Russia and

Canada, branches in Unites States, Singapore, Bahain, Hong Kong, Sri Lanka, Qatar and

Dubai International Finance Centre and representative offices in United Arab Emirates,

China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Our UK subsidiary has

established branches in Belgium and Germany.

HDFC BANKBank's equity shares are listed in India on Bombay Stock Exchange and the

National Stock Exchange of India Limited and its American Depositary Receipts (ADRs)

are listed on the New York Stock Exchange (NYSE).

HISTORY OF THE BANK

Company History - HDFC Bank Ltd.

1994 - The Bank was Incorporated on 30th August. A new private sector Bank promoted

by housing Development Corporation Ltd. (HDFC), a premier housing finance company.

The bank is the first of its kind to receive an in-principle approval from the RBI for

establishment of a bank in the private sector. Certificate of Commencement of Business

was received on 10th October 1994 from RBI.

The Bank transacts both traditional commercial banking as well as investment

banking. HDFC, the promoter of the bank has entered into an agreement with

National Westminister Bank Pc. and its subsidiaries (Natwest Group) for

subscribing 20% of the banks issued capital and providing technical assistance in

relation to the banks proposed banking business.

1995

70 No. of equity shares issued to subscribers to the Memorandum & Articles of

Association on 30th August 1994. On the same date 500,00,000 equity shares were

allotted to HDFC promoters. 509,20,000 shares were allotted to HDFC Employees

Welfare Trust and HDFC Bank Employees Welfare Trust on 22nd December, 1994.

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On 16.1.1995, 90,79,930 No. of equity shares were allotted to Jarrington Pte. Ltd.

Another 400,00,000 equity shares were allotted on private placement basis to

Natwest Group on 9.5.1995. 500,00,000 shares were allotted to the public on 9.5.95

(all were taken up).

The Bank opened its first branch in Ramon House at Church gate, Mumbai on

January 16th.

The Bank has created an efficient operating system using well tested state-of-the-art

software.

1996

HDFC Bank has entered the banking consortia of over 50 corporates, including

some leading multinational companies, flagship companies of local business houses

and strong public sector companies.

HDFC Bank has set up a state-of-the-art dealing room to handle all transactions

possible in Indian financial markets.

The Certificates of Deposits were awarded a PP1+ rating which is the highest rating

for short term instruments indicating superior capacity for repayment.

1997

The bank is one of the largest mobilisers of retail deposits through its

network of 20 branches. Its credit deposits ratio was 53.8%.

The bank has set up a ultra-modern hub at Powai in Mumbai where the

bank's central computer is housed. This hub housed in 35,000 square feet of

space, houses data of all the branches and facilitates the introduction of new

products and services.

HDFC has installed state-of-the-art systems to facilitate inter-connectivity

between branches and link up with on line system.

The bank has also recently signed up as a depository participant, under the

newly set up NSDL, wherein the members clearing accounts settlement for

dematerialised shares can be done through the bank.

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HDFC Bank, one of the nine new-generation private sector banks, has

planned to set up an all-India on-line automated teller machine (ATM)

network.

HDFC Bank proposed to launch tele-banking for the first time in June in

Mumbai at its Chandiveli branch.

HDFC Bank has drawn up plans to become a niche player in corporate

banking by sticking to top-rung corporates.

HDFC Bank has become the first private sector bank to conclude a

structured interest rate option deal.

HDFC Bank has launched its Versova branch, the 11th branch in Mumbai.

HDFC Bank, as part of its expansion plans in the South, has opened another

branch in Chennai.

HDFC Bank has entered into strategic alliances with 10 overseas banks to

provide customers with a wide range of derivatives including interest rate

and foreign currency swaps.

HDFC Bank on October 14 introduced ATMs that converse in a regional

language.

HDFC Bank has introduced the Freedom Account for the average retail

customer located in the major metros as a means to wean away the middle-

income market from nationalised banks.

HDFC Bank has launched an account in all its 28 branches across India that

seeks to free depositors from minimum balance requirement, for the first

time in the country.

HDFC has introduced a new loan product for the payment of betterment fees

announced by the Bangalore Mahanagar Palike. - HDFC Bank is all set to

launch its debit card by April 1998.

1998

HDFC Bank has tied up with the Ahmedabad Stock Exchange (ASE) to act

46 | P a g e

as its clearing bank.

HDFC Bank proposes to strengthen its branch network in Calcutta with the

addition of two new branches in the first quarter of the next fiscal.

HDFC Bank has signed an agreement with the National Stock Exchange

(NSE) which will give it a second charge over the brokers deposit for

providing loan against share facility to NSE brokers.

The bank has also entered into a similar understanding with the Bombay

Stock Exchange (BSE) whereby the bourse will provide support for

recovery of money against the card for loan against share facility.

The bank has also entered into `Cirrus' arrangements by which all master

card holders across the globe will be able to transact at HDFC Bank in India.

The bank will also provide phone-banking facility in Bangalore. HDFC has

tied up with Visa International to offer its Debit Card. - HDFC Bank Ltd has

entered into a memorandum of understanding for a strategic business

collaboration with Chase Manhattan Bank.

HDFC Bank has become the first bank in India to link up its automated

teller machine (ATM) network with all the three major payment systems

world-wide.

HDFC Bank will be the first bank in the Asia-Pacific region to connect the

American Express (Amex) payment system.

The HDFC Bank is expanding its ATM network to connect to American

Express Interchange based in Phoenix, Arizona, USA. With this

connectivity, HDFC Bank has become the first bank in the Asia-pacific

region to connect to the Amex Interchange.

HDFC Bank was the first to sign up with AMEX in December of 1998.

The Bank has tied up with ITC Threadneedle Mutual Fund to provide its

investors with the High Interest Fund (HIF), a facility to encash their units

through the bank's Automated Teller Machines in addition to a cheque book

facility also to be provided by the bank.

Sony India Ltd (SIL) has joined hands with HDFC Bank to work out an

innovative car finance package under which a sony car audio system would

be installed to a new car for no additional upfront cash outflow.

47 | P a g e

The bank has decided to issue 1,33,10,000 equity shares of Rs. 10 each to

HDFC and a wholly-owned subsidiary of it at a price of Rs. 94 per share.

The bank will also issue 13,70,000 equity shares to India Private Equity

Fund and 51,20,000 shares to Indocean Financial Holding, the two equity

funds controlled by Chase Manhattan Bank.

HDFC Bank, has tied up with BPL Ltd to offer Internet-enabled supply-

chain management and business-to-consumer (B2C) e-commerce services to

corporates.

Hutchison Max Telecom and HDFC Bank introduced the country's first-ever

mobile-banking services in the city.

2000

HDFC Bank also signed a memorandum of understanding with Singapore

Telecom's e-commerce arm Sesami.Com Pvt Ltd. - The Bank latter also

entered into a partnership agreement with National Computer Systems, the

e-commerce unit of Singtel.

A new company called SESAMi.com (India) has been formed by a strategic

alliance between HDFC Bank and Singapore Telecom's e-commerce

company SESAMi.com, to offer e-commerce solutions for the Indian

market.

HDFC Bank has a tie-up with Maxtouch for giving the facility to the latter's

customers in Mumbai. This is the first and only service of this sort in the

country, he said.

HDFC Bank is also launching an online electronic banking solution called

Enet which will allow corporates to access their accounts over the net and

carry out trade related transactions and cash management functions.

HDFC Bank entered into a tie-up with Telco by which the bank would

provide preferential financing options for Tata's range of passenger cars

including the Indica, Sumo, Safari, Estate and Sierra.

HDFC Bank allotted 1.98 crore shares of Rs 10 each at an issue price of Rs

94 per share to promoters and strategic investors on March 29.

48 | P a g e

HDFC Bank is also set to become the first bank in the country to offer

wireless application protocol (WAP) services to customers.

Sky Cell Communications Ltd, one of the two cellular service providers in

Chennai, has launched `Sky Banking', for which the company has tied up

with HDFC BANKBank and HDFC Bank.

The bank has tied up with 12 utility companies nationwide including BSES,

MSEB, BEST, Orange, BPL and MTNL.

The Bank has tied up with financial portals, e-brokerages and the National

Stock Exchange to enable broker payments for e-broking ventures. - The

Bank has set up 100 new electronic data capture (EDC) terminals in

Mumbai. - HDFC Bank has launched its first B2C payment gateway which

allows Visa and MasterCard credit card-holders to do transaction online and

realtime. - CYBERITMALL.COM has joined hands with HDFC Bank to

provide VISA/MasterCard users with an online payment gateway solution to

enable them to have a secure eshopping experience. - HDFC Bank plans to

extend its mobilephone banking services introduced in select metros to

mobilephone broking when it introduces its Internet on-line trading in July. -

HDFC Bank and portal clickforsteel.com have signed a memorandum of

understanding for offering online credit and services to facilitate `post

transaction' activities through the portal's `allied services providers'

programme. - Indianfoline.com signed an agreement with HDFC bank for

the use of payment gateway to enable online financial transactions.

HDFC Bank, in association with cellular service provider Orange, has

launched the entire range of mobile banking services and mobile commerce

services using wireless application protocol (WAP) technology.

The Company has introduced a new scheme whereby it will provide loans to

individuals for payment of self assessment tax on their properties in

Bangalore.

The Foreign Investment Promotion Board has cleared the proposal of the

HDFC Group to enter into a joint venture with Singapore Telecom's e-

commerce company for providing a comprehensive range of business-to-

business e-commerce solutions to companies in India.

The Company proposes to pick up an equity stake in Softcell Trade and

Technologies Ltd., a Mumbai-based software company.

49 | P a g e

BPL Mobile has tied up with HDFC Bank to offer Internet banking through

the mobile phone.

HDFC Bank launched `eInstant Car Loans' a new scheme for offering

customers a range of net-enabled loan products.

HDFC Bank launched depository services on the net.

HDFC Bank tied up with NSE.IT, a wholly owned subsidiary of the

National Stock Exchange, for providing payment gateway services for the

latter's Internet trading operations.

HDFC Bank has been identified as the best domestic commercial bank for

the second consecutive year by FinanceAsia.com, which provides a network

for financial decision makers.

The Mumbai-based Geojit Securities Ltd. has tied up with HDFC Bank for

Internet trading of shares.

Calcutta's cellular services provider Modi Telstra, and HDFC Bank have

entered into a collaboration to provide mobile commerce in Calcutta.

HDFC Bank has got the Kerala-based Nedungadi Bank as its first customer

for its new joint venture company with I-Flex Solutions.

HDFC Bank has set a target of attaining a business of over Rs 15,000 crore

this fiscal mainly through expansion and new product launches, including a

credit card.

HDFC Bank, in association with Tata Cellular, has launched Mobile

Commerce Service, for customers in Hyderabad and Vishakaptnam.

HDFC Bank has tied up with about 25 equity brokerages for enabling third

party transfer of funds and securities through its business-to-business portal

-- `e-Net'.

The Bank has entered into an alliance with Deloitte Haskins and Sells, a

member firm of Deloitte and Touch, to offer banking services to its non-

resident Indian customers.

HDFC Bank has launched its 123rd outlet at Delhi Stock Exchange building

at Asaf Ali Road.

50 | P a g e

The Bank proposes to acquire up to 24.5 per cent stake in the MIEL e-

Security Pvt. Ltd., which is engaged in the business of developing and

marketing of security products and services for a range of e-commerce and

enterprises security applications.

The Bank has tied up with Rajan Raheja-owned Hathway for providing

banking at home as part of the Net-over-cable initiative of the latter in

Mumbai. - HDFC Bank launched its on-line bill payment facility in alliance

with the Maharashtra State Electricity Board has also begun to offer bridge

loans against fixed deposits of parent Housing Development Finance

Corporation the financial institution.

HDFC Bank has tied up with portal brainvisa.com to retail education loans

to students. - The Gujarat Cellular operator Fascel, has signed up with the

HDFC Bank to introduce mobile commerce for the first time in the State.

HDFC Bank has tied up with BPL Mobile for mobile commerce facility.

CricketNext.com, a sports e-commerce site has tied up with HDFC Bank to

provide an on-line payment gateways and marketing opportunities for a

wide range of cricket sports gear on its on-line shop BatNext.

Singapore-based Growasia.com has entered into an understanding with

HDFC Bank and credit rating agency Icra, for picking up equity in the

company's Indian subsidiary Gasia.com.

The Bank has launched `Freedom - The e-Age Savings Account' for cellular

phone users.

Spice Cell has tied up with Citibank N A, HDFC Bank and HDFC Bank for

mobile bill settlements.

HDFC Bank and Cosmos Bank launched a co-branded ATM card.

The Chatterjee Group-promoted Captech Online Ltd. has signed

memorandum of understanding with HDFC Bank and UTI Bank for setting

up a payment gateway for its debt negotiation platform, Riskxpress.com.

HDFC Securities Ltd., promoted by the HDFC group with equity

participation from the Housing Development Finance Corporation Ltd.,

HDFC Bank and Chase Capital Partners, has launched its brokerage services

51 | P a g e

for retail investors in the Capital.

The HDFC Bank and Airtel launched their mobile-banking service through

WAP in Delhi.

HDFC Bank has launched wireless application protocol-based mobile-

banking in Coimbatore and Trichy in association with Aircel.

2001

The Bank has opened its first branch in Aurangabad.

HDFC Standard Life Insurance has entered into a memorandum of

understanding with the Chennai-based Indian Bank.

The Bank has launched the international Maestro debit card in association

with Master Card.

HDFC Bank will launch its credit card in June through link-ups with

MasterCard and Visa.

LTtrade.com has entered into a strategic tie-up with HDFC Bank to provide

Net banking services to online investors.

Standard Chartered Bank, HDFC Bank and Bharat Petroleum Corporation

have joined the eCash Forum which has been set up by the Smart Card

Forum of India.

HDFC Bank has launched a new campaign for its eage savings account.

HDFC Bank entered into a strategic tie-up with Tally Solutions Pvt. Ltd. to

offer online real time accounting services to small and medium enterprises.

The Bank has opened four ATMs outlets in Bangalore at Coles Road, RT

Nagar, Rajaji Nagar and Jaya Nagar on March 26.

HDFC Standard Life Insurance has launched a `Development Insurance

Plan' a low cost life insurance product developed specifically to meet the

needs of economically weaker sections.

Two Directors, Mr. S.S. Thakur and Mr. Amit Judge, have resigned from

the board of the bank effective from March 30.

52 | P a g e

HDFC Bank files with US regulators to list more than 11 million American

Depositary Shares on the New York Stock Exchange.

2002

HDFC Bank unveiled a new online account aggregation service `OneView'.

HDFC launched 'One View' service to customers

HDFC Bank launched its 9th branch in Karnataka.

HDFC opens its branch in Mangalore.

HDFC Bank unveils Silver card in Hyderabad.

HDFC Bank opens first overseas representative office.

HDFC Bank unveils gold card

Mediclaim facilities to HDFC Bank gold cardholders.

HDFC Bank Ltd has informed BSE that Mr Deepak Satwalekar has

submitted his resignation as Director of the Bank. The Board of Directors

has accepted the same. The Board of Directors has co-opted Mrs Renu

Karnad as Additional Director of the Bank.

Mrs. Renu Karnad has been co-opted as an Additional Director of the Bank.

Mrs Karnad shall represent the promoters of the bank i.e. HDFC Ltd. Also

Mr. Deepak Satwalekar, Managing Director of HDFC Standard Life

Insurance Company Ltd, has been on the Board of the Bank as nominee of

HDFC Ltd since September 12, 1994 and shall complete the period of 8 yrs

before the next scheduled board meeting. In view of the provisions of the

Banking Regulation Act, 1949, Mr. Satwalekar has submitted his

resignation as Director of the Bank and the Board has accepted the same.

HDFC Bank launched new products to its wealth management programme

to increase its customer base. The bank introduced a non-interactive product

named "Financial Planner", which would be available for all its customers

for an annual fee starting from Rs 10,000. The bank is offering fee based

advisory programme to the "mass affluent" segment, which was earlier

offered to high net worth customers. The wealth management programme

53 | P a g e

would cater to individual needs taking into account various factors such as

customer's age, financial goals and risk profile, which includes equity, MFs

and debt instruments such as RBI Relief Bonds.

Orange JV with HDFC Bank.

2003

- HDFC Bank unveils resident foreign currency account.

- HDFC Bank unveils co-branded credit card with e-Seva.

- The Board of Directors of HDFC Bank Ltd at their meeting held on January 15, 2003

approved the appointment of Mr. Arvind Pande as an Additional Director pursuant to

section 260 of the Companies Act, 1956.

- EPFO JV with HDFC Bank for its pension distribution.

- HDFC enters into agreement with HDFC Bank to source housing loans.

- HDFC Bank, IRCTC in tie up for online railway booking.

- HDFC Bank inks pact with ANB for remittance service

- HDFC Bank introduces 'HDFC Bank Health Plus Credit Card'.

- Uma Krishnan resigns HDFC Bank as country head.

- Escotel ties up with HDFC Bank for Global Debit Card.

- HDFC Bank launches India's first mobile payment solution.

- HDFC Bank's debt programme of Rs 400-crore has received triple A (ind) rating from

CREDIT rating agency FITCH.

-Mumbai - HDFC Bank in collaboration with Tally Solutions is planning to launch

electronic data interchange (EDI) system for small and medium enterprises (SMEs).

-Warburg Pincus sells 2% stake in HDFC for Rs 235 cr

- HDFC Bank began selling home loans of its promoter Housing Development Finance

Corporation (HDFC).

54 | P a g e

-Board approved to allot 4,16,400 equity shares to the employees of the Bank under the

Employee Stock Option Scheme

2004

-Mr Ranjan Kapur & Mr Bobby Parikh appointed as Additional Directors

-NMCE inks pact with HDFC Bank for warehouse receipts

o HDFC Bank has entered into an alliance with Clearing Corporation of India

Ltd (CCIL). The tie-up offers the latter's collateral borrowing and lending

obligation (CBLO) product to cooperative banks that are not direct members

of the negotiated dealing system (NDS).

-HDFC Bank repurchases HDFC loans worth Rs 208 cr

-Launches Quickremit, a unique online service that enables NRIs in the US to send

money to their relatives in India from the comfort of their homes.

-Andhra Bank has entered into an alliance with HDFC Bank for sharing its network

of automated teller machines (ATMs). On March 29, 2004

o HDFC Bank and Bahraini Saudi Bank (BSB) have announced an alliance to

cater to service the needs of the non-resident Indians (NRIs) in Bahrain.

o HDFC bank Ltd has informed that Dr (Mrs) Amla Samanta has ceased to be

a director of the Bank wef April 25, 2004.

o HDFC Bank launches new scheme for Maruti 800 buyers, providing 85 per

cent finance on the on-road price of the car for seven years.

-HDFC Bank wins Asiamoney award for Best Domestic Bank

-HDFC Bank managing director Aditya Puri has been awarded the management

man of the year by the Bombay Management Association (BMA)

-HDFC Bank has entered into an agreement with Shrachi Securities Ltd, the

flagship company of the Kolkata-based Rs 300-crore Shrachi Group, for financing

of multi-utility vehicles all over India

-HDFC Bank has launched an online bill payment facility for its customers who are

also subscribers to Tata Teleservices

55 | P a g e

-HDFC Bank join hands with NCR Corporation to offer managed ATM services

IKF Finance Ltd has entered in to a Joint Lending Arrangement with HDFC Bank

Ltd

2005

-TMB forges alliance with HDFC Bank

-HDFC Bank inaugurates first ATM in Hotel

HDFC Bank ties up with the International Bank of Qatar (IBQ) to launch banking

services in Qatar.

HDFC Bank launches loyalty rewards programme for its debit and credit

cardholders under the name InstaWonderz.

HDFC Bank along with MasterCard International launched credit card targeted at

small and medium-sized enterprises

HDFC Bank has tied up with US-based WL Ross and company LLC for investing

in corporate restructuring

HDFC Bank unveils credit card for farmers

2006

HDFC sets up two more branches in AP

Osim to join hands with HDFC Bank for consumer loans

HDFC Bank inaugurates VbV facility for online shopping

HDFC sets up two more branches in AP

2007

HDFC Bank has signed an agreement with Tata Pipes to offer credit facilities to

farmers across the country.

56 | P a g e

Hdfc Bank Ltd has appointed Mr. Pandit Palande as an additional Director of the

Bank at the Board Meeting held today i.e. on 24th April 2007.

HDFC Bank Ltd has informed that the Board of Directors of the Bank at its meeting

held on October 12, 2007, has been appointed Mr. Paresh Sukthankar & Mr. Harish

Engineer as Executive Directors on the Board of Directors of the bank. Mr.

Sukthankar & Mr. Engineer have been senior employees of the Bank since 1994

and have held various positions of responsibility.The above appointments as

Executive Directors of the Bank are subject to approval of Reserve Bank of India

and of the Bank's shareholders.

2008

HDFC Bank Ties Up With Postal Department, Extends Rural Reach

HDFC Bank Wins ‘Nasscom IT User Award The Year'

HDFC Bank Opens Its First Overseas Branch In Bahrain

HDFC Bank and Centurion Bank of Punjab merger at share swap ratio of 1:29

HDFC Bank Launches India’s First Rural Banking BPO At Tirupathi

HDFC Bank Launches India’s First "Online Market Linkage Programme" For Self

Help Groups

2009

HDFC Bank Bags Asiamoney Award for the "Best Domestic Bank" - HDFC Bank

offers electronic payment collection facility to Guruvayoor Devaswom. - HDFC

Bank launches ‘Meritus’ Scholarship Programme. - The Asian Banker declares

HDFC Bank the Best Retail Bank

2010

With a view to attract long term deposits and prevent premature withdrawal when

the interest rates peak, HDFC, the housing finance major, has decided to pay

variable interest rate on recurring deposits.

57 | P a g e

HDFC Bank on Feb 19 increased the fixed deposit rates by up to 150 basis points

across maturities, a move that follows the Cash Reserve Ratio hike of 75 basis

points by the Reserve Bank of India last month.

HDFC rolls out systematic savings plan with variable interest rates

HDFC Bank replaces HDFC BANKas Number 1 private retail bank in India

HDFC ties up with UAE bank for online remittances

HDFC Bank approved the appointment of Mr. C. M. Vasudev, who is a Director of

the Bank, as Non Executive Chairman of the Bank on a part time basis for a period

of three years effective July 06, 2010 in replace of Mr. Jagdish Capoor retires from

his services on the same date.

HDFC Bank plan to add 250 new branches to its network over next 2 years.

2011

HDFC Bank looking at 3G services to boost mobile banking share.

The Housing Development Finance Corporation Limited (HDFC), one of

the largest private sector banks in India, which had a network of 1,725

branches as at March 2010, opened 275 new branches in the current fiscal.

The bank now has a total network of 2,000 branches spread across 1,000

cities. The bank also acquired Centurion Bank of Punjab in 2008, which

adds around 404 branches to its network.

The Asian Banker magazine has declared that the strongest bank in Asia

Pacific region is HDFC

India's private banking major ,HDFC Bank has launched its new credit card

offering called Infinia in direct competition with global credit card major

,American Express(Amex) .The new HDFC product is exclusively for the

bank's high net worth and super rich clients in the country.

Company has splits its Face value of Shares from Rs 10 to Rs 2

2012

The third-largest US lender by assets, Citigroup Inc has sold its complete

9.85 per cent stake in Housing Development Finance Corporation Ltd

58 | P a g e

(HDFC) for USD 1.9 billion.

HDFC Bank which is a major Indian financial services company based in

Mumbai stated that they have collaborated with Punjab Grains Procurement

Corporation Ltd (PUNGRAIN) with an aim to make easy and faster

payment to its agents who are dealing in agricultural products in about 350

mandis in Punjab.

HDFC Bank ties up with IOC to offer banking services in rural areas

Carlyle offloads entire stake in HDFC for $841 mn through bulk deals

HDFC Bank opens office in Abu Dhabi

HDFC Bank has launched its mobile banking application in Hindi on

targeting about 560-million Hindi-speaking population of India.

HDFC Bank opens 87 branches in Punjab, Haryana in a single-day.

The HDFC Bank was incorporated on August 1994 by the name of 'HDFC Bank Limited',

with its registered office in Mumbai, India. HDFC Bank commenced operations as a

Scheduled Commercial Bank in January 1995. The Housing Development Finance

Corporation (HDFC) was amongst the first to receive an 'in principle' approval from the

Reserve Bank of India (RBI) to set up a bank in the private sector, as part of the RBI's

liberalization of the Indian Banking Industry in 1994.

HDFC Bank is headquartered in Mumbai. The Bank at present has an enviable network of

over 1416 branches spread over 550 cities across India. All branches are linked on an

online real-time basis. Customers in over 500 locations are also serviced through

59 | P a g e

Telephone Banking. The Bank also has a network of about over 3382 networked ATMs

across these cities.

The promoter of the company HDFC was incepted in 1977 is India's premier housing

finance company and enjoys an impeccable track record in India as well as in international

markets. HDFC has developed significant expertise in retail mortgage loans to different

market segments and also has a large corporate client base for its housing related credit

facilities. With its experience in the financial markets, a strong market reputation, large

shareholder base and unique consumer franchise, HDFC was ideally positioned to promote

a bank in the Indian environment.

The shares are listed on the Bombay Stock Exchange Limited and The National Stock

Exchange of India Limited. The Bank's American Depository Shares ( ADS ) are listed on

the New York Stock Exchange (NYSE) under the symbol 'HDB' and the Bank's Global

Depository Receipts (GDRs) are listed on Luxembourg Stock Exchange.

On May 23, 2008, the amalgamation of Centurion Bank of Punjab with HDFC Bank was

formally approved by Reserve Bank of India to complete the statutory and regulatory

approval process. As per the scheme of amalgamation, shareholders of CBoP received 1

share of HDFC Bank for every 29 shares of CBoP.

The merged entity now holds a strong deposit base of around Rs. 1,22,000 crore and net

advances of around Rs. 89,000 crore. The balance sheet size of the combined entity would

be over Rs. 1,63,000 crore. The amalgamation added significant value to HDFC Bank in

terms of increased branch network, geographic reach, and customer base, and a bigger pool

of skilled manpower.

In a milestone transaction in the Indian banking industry, Times Bank Limited (another

new private sector bank promoted by Bennett, Coleman & Co. / Times Group) was merged

with HDFC Bank Ltd., effective February 26, 2000. This was the first merger of two

private banks in the New Generation Private Sector Banks. As per the scheme of

amalgamation approved by the shareholders of both banks and the Reserve Bank of India,

shareholders of Times Bank received 1 share of HDFC Bank for every 5.75 shares of

Times Bank.

HDFC Bank offers a wide range of commercial and transactional banking services and

treasury products to wholesale and retail customers. The bank has three key business

segments:

Wholesale Banking Services - The Bank's target market ranges from large, blue-chip

manufacturing companies in the Indian corporate to small & mid-sized corporates and agri-

60 | P a g e

based businesses.

Retail Banking Services - The objective of the Retail Bank is to provide its target market

customers a full range of financial products and banking services, giving the customer a

one-stop window for all his/her banking requirements.

Treasury - Within this business, the bank has three main product areas - Foreign Exchange

and Derivatives, Local Currency Money Market & Debt Securities, and Equities. The

Treasury business is responsible for managing the returns and market risk on this

investment portfolio.

HDFC Securities (HSL) and HDB Financial Services (HDBFSL) are its subsidiaries.

Services offered by the company:

Personal Banking

Accounts & Deposits

Loans

Cards

Forex

Investments & Insurance

NRI Banking

Accounts & Deposits

Remittances

Investments & Insurance Loans Payment Services

Wholesale Banking

Corporate

Small & Medium Enterprises

Financial Institutions & Trusts

Government Sector

Achievements/ recognition:-

61 | P a g e

HDFC Bank was the first bank in India to launch an International Debit Card in association

with VISA (VISA Electron) and issues the Mastercard Maestro debit card as well.

2011

Financial Express Best Bank Survey 2010-11 - Best in Strength and Soundness and

2nd Best in the Private Sector

CNBC TV18's Best Bank & Financial Institution Awards - Best Bank and Mr.

Aditya Puri, for outstanding finance professional

Dun & Bradstreet Banking Awards 2011 - Best private sector bank - SME

Financing

ISACA 2011 award for IT Governance - Best practices in IT Governance and IT

Security

IBA Productivity Excellence Awards 2011 - New Channel Adopter (Private Sector)

DSCI (Data Security Council of India) Excellence Awards 2011 - Security in bank

FINANCE ASIA Country Awards 2011: India - Best bank, best cash management

bank and best trade finance bank

Asian Banker - Strongest bank in Asia Pacific

Bloomberg UTV's Financial Leadership Awards 2011 - Best bank

IBA Banking Technology Awards 2010 - Technology bank of the year, best online

bank, best customer initiative, best use of business intelligence, best risk

management system and runners up - best financial inclusion

IDC FIIA Awards 2011 - Excellence in customer experience

2010

Outlook Money 2010 Awards - Best Bank

Businessworld Best Bank Awards 2010 - Best Bank (Large)

Teacher's Achievement Awards 2010 (Business) - Mr. Aditya Puri

The Banker and PWM 2010 Global Private Banking Awards - Best Private Bank in

India

62 | P a g e

Economic Times Awards for Corporate Excellence 2010 - Business Leader of the

Year - Mr. Aditya Puri

Forbes Asia - Fab 50 Companies - 5th year in a row

NDTV Business Leadership Awards 2010 - Best private sector bank

The Banker Magazine - World's Top 1,000 Banks

MIS Asia IT Excellence Award 2010 - BEST BOTTOM-LINE I.T. Category

Dun & Bradstreet Banking Awards 2010 - Overall best bank, Best private sector

bank, Best private sector bank in SME Financing

Institutional Investor Magazine Poll - HDFC Bank MD, Mr. Aditya Puri among

?óÔé¼?£Asian Captains of Finance 2010?óÔé¼Ôäó

IDRBT Technology 2009 Awards - IT Infrastructure, Use of IT within the Bank

and Runners-up - IT Governance (Large Banks)

ACI Excellence Awards 2010 - Highly Commended - Asia Pacific HDFC Bank

FE-EVI Green Business Leadership Award - Best performer in the banking

category

Celent's 2010 Banking Innovation Award - Model bank Award

Avaya Global Connect 2010 - Customer Responsiveness Award - Banking &

Financial Services category

Forbes Top 2000 Companies - HDFC Bank at 632nd position and among 130

global high performers

Financial Express - Ernst & Young Survey 2009-10 - Best new private sector bank,

Best in growth and Best in strength

Asian Banker Excellence Awards 2010 - Best retail bank in India, Excellence in

automobile lending, Best M&A integration and technology implementation

The Asset Triple A Awards - Best cash management bank in India

Euromoney Private Banking and Wealth Management Poll 2010 - Best local bank

in India (second year in a row), Best private banking services overall (moved up

from No. 2 last year)

63 | P a g e

Financial Insights Innovation Awards 2010 - Innovation in branch operations -

server consolidation project

Global Finance Award - Best trade finance provider in India for 2010

2 Banking Technology Awards 2009 - Best risk management initiative and Best use

of business intelligence

SPJIMR Marketing Impact Awards (SMIA) 2010

Business Today Best Employer Survey - Listed in top 10 best employers in the

country

2009

Business Standard Best Banker Award - Mr. Aditya Puri, MD, HDFC Bank

Fe Best Bank Awards 2009 - Best Innovator of the year award for its MD Mr.

Aditya Puri - Second Best Private Bank in India - Best in Strength and Soundness

Award

Euromoney Awards 2009 - 'Best Bank in India'

Economic Times Brand Equity & Nielsen Research annual survey 2009 - Most

Trusted Brand - Runner Up

Asia Money 2009 Awards - 'Best Domestic Bank in India'

IBA Banking Technology Awards 2009 - 'Best IT Governance Award - Runner up'

Global Finance Award - 'Best Trade Finance Bank in India for 2009

IDRBT Banking Technology Excellence Award 2008 - 'Best IT Governance and

Value Delivery'

Asian Banker Excellence in Retail Financial Services - 'Asian Banker Best Retail

Bank in India Award 2009 '

2008

Finance Asia Country Awards for Achievement 2008 - 'Best Bank and Best Cash

Management Bank'

64 | P a g e

CNN-IBN - 'Indian of the Year (Business)'

Nasscom IT User Award 2008 - 'Best IT Adoption in the Banking Sector'

Business India - 'Best Bank 2008'

Forbes Asia - Fab 50 companies in Asia Pacific

Asian Banker Excellence in Retail Financial Services - Best Retail Bank 2008

Asiamoney - Best local Cash Management Bank Award voted by Corporates

Microsoft & Indian Express Group - Security Strategist Award 2008

World Trade Center Award of honour - For outstanding contribution to

international trade services.

Business Today-Monitor Group survey - One of India's 'Most Innovative

Companies'

Financial Express-Ernst & Young Award - Best Bank Award in the Private Sector

category

Global HR Excellence Awards - Asia Pacific HRM Congress: - 'Employer Brand

of the Year 2007 -2008' Award - First Runner up, & many more

Business Today - 'Best Bank' Award

2007

Dun & Bradstreet American Express Corporate Best Bank Award 2007 -

'Corporate Best Bank' Award

The Bombay Stock Exchange and Nasscom Foundation's Business for Social

Responsibility Awards 2007 - 'Best Corporate Social Responsibility Practice'

Award

Outlook Money & NDTV Profit - Best Bank Award in the Private sector category.

The Asian Banker Excellence in Retail Financial Services Awards - Best Retail

Bank in India

Asian Banker - Its Managing Director Aditya Puri wins the Leadership

Achievement Award for India

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Date of Establishment 30-08 1994

Revenue 6459.34 ( USD in Millions )

Market Cap 1575905.93311125 ( Rs. in Millions )

Corporate Address Hdfc Bank House,Senapati Bapat Marg,Kamala Mills

Compound Lower Parel (West)Mumbai-400013,

Maharashtra

www.hdfcbank.com

Management Details Chairperson - C M Vasudev

MD - Aditya Puri

Directors - A N Roy, Aditya Puri, Anami N Roy,

Arvind Pande, Ashim Samanta, Bobby Parikh, C M

Vasudev, Gautam Divan, Harish Engineer, Jagdish

Capoor, Keki Mistry, Pandit Palande, Paresh

Sukthankar, Partho Datta, Renu Karnad, Sanjay

Dongre, Shailendra Bhandari, Vijay Merchant

Business Operation Bank - Private

Background The HDFC Bank was incorporated on August 1994 by

the name of 'HDFC Bank Limited', with its registered

office in Mumbai, India. HDFC Bank commenced

operations as a Scheduled Commercial Bank in

January 1995. The Housing Development Finance

Corporation (HDFC) was amongst the first to receive

an 'in principle' approval from the Reserve Bank of

India (RBI) to set up a bank in the private sector, a

Financials Total Income - Rs. 419174.962 Million ( year ending

Mar 2013)

Net Profit - Rs. 67262.848 Million ( year ending

Mar 2013)

Company Secretary Sanjay Dongre

Bankers No Bankers Details in A.R

Auditors Haribhakti & Co

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Historical Prices

Date Open High Low Close Volume Adj Close*

16 Dec, 2013 688.00 690.90 681.20 684.35 5,358,000 684.35

13 Dec, 2013 687.80 702.00 685.00 689.95 6,329,000 689.95

12 Dec, 2013 693.20 700.55 690.50 695.20 3,216,900 695.20

11 Dec, 2013 690.10 701.80 686.90 695.55 3,072,400 695.55

10 Dec, 2013 692.35 701.85 690.00 696.70 6,266,200 696.70

9 Dec, 2013 710.00 717.40 692.55 696.65 6,316,400 696.65

6 Dec, 2013 684.90 689.60 678.25 682.70 4,017,300 682.70

5 Dec, 2013 671.55 689.90 671.55 688.10 8,004,900 688.10

4 Dec, 2013 654.90 659.55 653.45 657.60 2,619,100 657.60

3 Dec, 2013 660.00 662.20 652.65 655.75 2,572,000 655.75

2 Dec, 2013 662.00 665.00 658.05 661.30 1,714,600 661.30

29 Nov, 2013 655.00 668.90 655.00 661.30 2,392,700 661.30

28 Nov, 2013 655.60 663.00 648.05 653.40 3,693,400 653.40

27 Nov, 2013 651.10 658.75 644.10 653.55 2,148,200 653.55

26 Nov, 2013 657.70 659.90 648.40 652.95 3,619,600 652.95

25 Nov, 2013 648.05 661.75 648.05 659.75 4,037,600 659.75

22 Nov, 2013 642.50 646.90 635.10 642.15 1,873,000 642.15

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21 Nov, 2013 644.55 645.60 635.15 637.65 3,196,900 637.65

20 Nov, 2013 656.70 659.00 646.40 649.55 2,092,500 649.55

19 Nov, 2013 668.40 668.40 657.45 660.05 1,697,200 660.05

18 Nov, 2013 651.40 670.00 649.05 668.80 3,718,400 668.80

15 Nov, 2013 642.20 642.20 642.20 642.20 0 642.20

14 Nov, 2013 638.00 649.90 638.00 642.20 3,156,700 642.20

13 Nov, 2013 639.00 647.45 628.35 633.70 2,640,200 633.70

12 Nov, 2013 652.55 663.05 643.35 645.95 2,245,000 645.95

11 Nov, 2013 644.00 660.70 616.70 654.25 2,804,000 654.25

8 Nov, 2013 663.40 667.65 644.65 652.50 3,370,100 652.50

7 Nov, 2013 670.00 677.50 656.90 665.40 1,947,200 665.40

6 Nov, 2013 678.90 679.20 665.25 668.90 1,152,600 668.90

5 Nov, 2013 680.45 685.00 673.00 676.25 3,564,600 676.25

4 Nov, 2013 683.80 683.80 683.80 683.80 0 683.80

1 Nov, 2013 681.60 688.00 678.20 683.80 3,910,600 683.80

31 Oct, 2013 676.20 685.05 673.40 680.80 4,548,800 680.80

30 Oct, 2013 686.00 687.50 675.75 679.35 2,547,100 679.35

29 Oct, 2013 668.00 689.00 655.55 686.50 3,805,700 686.50

28 Oct, 2013 673.00 675.00 665.40 667.90 2,095,500 667.90

25 Oct, 2013 665.25 674.95 663.15 672.55 2,236,700 672.55

24 Oct, 2013 656.20 675.75 656.20 669.30 3,080,400 669.30

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23 Oct, 2013 669.00 669.00 653.80 660.20 3,386,200 660.20

22 Oct, 2013 671.00 673.95 665.20 669.00 2,189,500 669.00

21 Oct, 2013 674.00 678.80 662.55 671.25 2,806,300 671.25

18 Oct, 2013 655.25 679.55 655.25 676.60 5,320,200 676.60

17 Oct, 2013 653.00 659.95 642.55 654.20 3,637,800 654.20

16 Oct, 2013 652.45 652.45 652.45 652.45 0 652.45

15 Oct, 2013 673.00 675.00 646.60 652.45 4,035,800 652.45

14 Oct, 2013 657.55 669.30 648.65 667.50 3,093,900 667.50

11 Oct, 2013 647.30 663.75 639.35 661.30 3,347,500 661.30

10 Oct, 2013 649.00 649.00 633.35 641.05 2,086,300 641.05

9 Oct, 2013 625.20 650.90 623.00 649.15 2,167,100 649.15

8 Oct, 2013 650.50 654.55 625.80 632.65 2,942,000 632.65

7 Oct, 2013 636.50 638.15 618.25 634.30 2,480,500 634.30

4 Oct, 2013 635.50 647.40 635.00 640.45 3,407,000 640.45

3 Oct, 2013 615.30 639.00 610.00 636.20 2,443,200 636.20

2 Oct, 2013 611.65 611.65 611.65 611.65 0 611.65

1 Oct, 2013 598.80 614.40 589.35 611.65 3,249,200 611.65

30 Sep, 2013 606.00 612.85 587.70 593.05 4,265,600 593.05

27 Sep, 2013 622.00 624.00 605.00 608.90 4,102,100 608.90

26 Sep, 2013 621.35 626.00 618.00 621.15 5,645,600 621.15

25 Sep, 2013 638.00 641.70 613.20 620.60 5,245,200 620.60

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24 Sep, 2013 633.05 644.35 629.95 638.45 4,543,700 638.45

23 Sep, 2013 651.00 652.35 633.10 641.95 3,496,300 641.95

20 Sep, 2013 682.50 686.45 635.25 659.05 6,181,500 659.05

19 Sep, 2013 680.00 689.90 676.30 683.20 7,320,200 683.20

18 Sep, 2013 643.60 654.90 631.15 650.50 2,747,400 650.50

17 Sep, 2013 638.00 645.00 633.60 642.25 2,108,000 642.25

16 Sep, 2013 637.50 648.90 629.00 642.80 3,034,800 642.80

DATA INTERPRETATION

A questionnaire was prepared for the purpose of getting feedback from the employees

and manager regarding ³Recruitment & Selection Procedure´ of their company. 30

employees are selected from different department and were distributed the questionnaire

from the purpose of the study.

Analysis of the data

The analysis of the data is done as per the survey finding. The data is represented

graphically in percentage.

The percentage of the people opinion were analyzed and expressed in the form of charts and

have been placed in the next few pages.

Manpower Planning

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1. Specify the time period(s) for which the estimates are made?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1.

0-2years 9 30%

2. 2-3years 6 20%

3. 3-4years 9 30%

4. 4&above years 6 20%

20% people said that the company specifies 0-2 year for making estimation of

forecasting. 30% people said that the company specifies 2-3 year s for making estimation.

30% people said that the company specifies 3-4 years for making the estimation of

forecasting.20% people said that the company specifies 4 & above time period for

making forecasting.

2. Does your organization plan the recruitment policy?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. Yes 30 100%

2. No 0 0%

3. What do you suggest should be the basis of forecasting?

S.NO. OPINION NO. OF PERCENTAGE RESPONDENT

1. Total cost of the project 6 20%

2. Past experience 12 40%

3. Different phases of the project 9 30%

4. All of the above 3 10%

Basic Forecasting

Total cost of the project 10%

20%Past experience

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30 % Different phases of the project

40% All of the above

20% people said that their company forecast on the bases of Total cost of the project.

40% people said that the company forecast on the bases of past experiences.

30% people said that the company forecast on the bases of the Different phases of the

project.

10% people said that the company forecast on the bases on of the above

4. Do you think the present recruitment policy is helpful in achieving the goals of the

company?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. Yes 15 50%

2. No 6 20%

3. To some extent 9 30

Recruitment Policy

30% Yes

No 50%

To some extent 20% ,50% people said that the company’s recruitment policy is helpful in

achieving the goals. 20% people said that the company’s recruitment policy is not

helpful in achieving the goals.

30% people said that the company’s recruitment policy is helpful to some extent in

achieving the goals.

6. Through which source your organizations recruit the employees?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. Internally 6 20%

2. Externally 18 60%

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3. Both 6 20%

Sources of Recruitment

20% Internally

Externally 60%

Both 60%

20% people said that the company recruits the employee from the internal sources. 60%

people said that the company recruits the employee from the external sources. 20% people

said that the company recruits the employee from the both sources.

6. Which of the following external sources you choose for the recruitment of the

employees?

S.NO. OPINION NO. OF PERCENTAGE RESPONDENT

1. Employee Exchange Consultant

6 20%

2. Private Employee Agencies 6 20%

3. Advertisement 3 10%

4. Internet 12 40%

5. Any other 3 10%

20% people said that the company uses the employee exchange consultants.

20% people said that the company uses private employment agencies.

10% people said that the company uses the advertisement method.

40% people said that the company uses the Internet method.

10% people said that the company uses the any other way.

7. Does your organization recruit employees through latest method of recruitment

through Internet?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. Yes 30 100%

2. No 0 0%

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Latest Recruitment Policy

0%- No ,Yes -100%

100% people said that the company uses the latest method of r recruitment.

8. Is company use own web site for recruitment.?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. Yes 27 90%

2. No 3 10%

Use Own Web Site

10%- No,Yes-90%

90% people said that the company uses his own web site for recruitment.

10% people said that the company not uses his own web site.

9.How much number of employees you train in a year?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. 5-10 Emp. 0 0%

2. 10-15 Emp. 6 20%

3. 15& above 24 80%

No. of Employees Trained in a ear

0% -5-10 Emp.

20% -10-15 Emp.

80%-15& above Emp.

80% people said that the company trains 10-15 Employees in a year.

20% people said that the company trains 15&above Employees in a year

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10. Is Inter net recruitment is effective in your opinion?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. Yes 24 80%

2. No 6 20%

Internal Recruitment

20%-No,80%- Yes

80% people said that the Internet recruitment is effective sources of recruiting the

employee.

20% people are not in favor of recruiting the employee through Internet.

11.Is there any provision for recruitment of summer trainees?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. Yes 0 0%

2. No 100 100%

Recruitment Of Summer Trainees

0%-Yes ,100%- No

100% people said that there is no provision to recruiting summer/in-plant trainees.

12. Does the procedure adopted for recruitment and selection of employees enables to

give right person at the right job ?

S.NO. OPINION NO. OF PERCENTAGE RESPONDENT

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1. Yes 21 70%

2. No 3 10%

3. To some extent 6 20%

Placement of Right Men to the Right Job

70%-Yes, No- 10% , To some extent-7 0%

70% people said that the procedure adopted for recruitment and selection of employees

enable to place the right person for the right job.

10% people said that the procedure adopted for recruitment and selection of employees

does not enable to place the right person for at the right job

20% people said that the procedure adopted for recruitment and selection of employees

enable to some extent to place the right person for at the right job.

13. Which type of technique is used for interview?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. Structured 18 60%

2. Unstructured 3 10%

3. Both 9 30%

Technique for Selection

Structured-60% ,Unstructured -10% , Both-30%

60% people said that the company uses the structure technique for selection.

10% people said that the company uses the unstructured technique for selection.

30% people said that the company uses both the techniques for selection.

14. Is there any provision for evaluation and control of recruitment and selection

process?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

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1. Yes 24 80%

2. No 6 20%

.

Evaluation and Control of Recruitment & Selection Process

Yes-80%,No-20%

80% people said that the company has the provision for evaluation and control of

recruitment and selection.

20% people said that the company does not have the provision for evaluation and control of

recruitment and selection.

15.Is there any facility for absorbing the trainees in your organization?

S.NO. OPINION NO. OF PERCENTAGE

RESPONDENT

1. Yes 100 100%

2. No 0 0%

Facility for Observation for Trainees

No-0%,Yes-100%

100% people said that the company has the facility for absorbing the trainees.

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LIMITATIONOF THE STUDY

BIBLIOGRAPHY

CONCLUSION AND RECOMMENDATION

SUGGESTIONS FOR THE IMPROVEMENT OF THE SYSTEM AND

PRACTICES OF RECRUITMENT AND SELECTION PROCEDURE

The following are the suggestions r received from the respondents of the questionnaire.

These suggestions are based on their awareness regarding the Recruitment and Selection

procedure.

1) During the selection process not only the experienced candidates but also the

fresh candidate should be selected so as to avail the innovation and

enthusiasm of new candidates.

2) In the organization where summer training facility prevailing then such kind

of practices must be adopted so that the student can learn and again from their

practical views.

3) Candidates should be kept on the job for some time period; if suitable they should be

recruited. During the selection process, the candidates should be made relaxed and at

ease.

4) Company should follow all the steps of recruitment and selection for the selection of

the candidates.

5) Selection process should be less time consuming.

6) The interview should not be boring, monotonous. It should be made interesting.

There must be proper communication between the I interviewer and the I

interviewees any the time of interview.

7) Evaluation and control of recruitment and selection should be done fair judgment.

8) Methods used for selection of candidates should be done carefully and

systematically

9) The attainment of goals and objective of any organization depend on the type

and

10) quality of its manpower. To have right type of men at right job and at right time, the

11) recruitment and selection procedure should be fair and impartial.

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12) This is indeed an important suggestion and authorities concerned should

immediately

13) look into it and try to implement it

CONCLUSIONS

Based on the analysis through the questionnaire responses the following is the conclusion of

the study.

The organization follows the rules and regulation involved in their Recruitment and

Selection Procedure of the organization. However, there is some scope for improvement

with regard to following:

1. The managers are fully satisfied with the existing Recruitment and Selection

procedure.

2. The recruitment and Selection procedure should not be lengthy.

3. To some extent a clear picture of required candidates should be made in order to

search for appropriate candidates.

4. The Recruitment and Selection procedure should be impartial.

LIMITATIONS OF STUDY

The project has inherent limitations due to its potential scope

1) Eight weeks is too short to give shape to a new idea in an old set up like escorts.

2) Less importance to long term operational benefits.

3) Expenses for HR Departments are not viewed as investments.

Since Bank is a large organization with its strongly set business practices, so extensive

efforts.and change in organization thinking will be necessary in order HR Department

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BIBLIOGRAPHY

Personnel management by K.V Mishra, Aditya publishing house Madras, 1992.

_ CHHABRA T.N, Principles & practices of management, Dhanpat Rai and co. (p)

Ltd, Delhi, 2000.

Practice of Human Resource by Danny Shield.

Manuals from the Bank.

www.hdfc bank.com.

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QUESTIONNAIRE

SURVEY ON THE MANAGERIAL SATISFACTION LEVEL FOR RECRUITMENT

AND

SELECTION

DEAR Respondent,

We are conducting a survey on the manager ial satisfaction level for the

RECRUITMENT SELECTION PROCEDURE. Your free and frank opinion would be

very valuable in conducting the survey. Please answer the following questions with a (3)

in the appropriate boxes:

MANPOWER PLANNING:

1. If yes, then please specify the time period(s) for which the estimates are made?

(a). 0-2 years (b) . 2-3 years

(c). 3-4 years (d) . 4&above years.

RECRUITMENT POLICY:

2. Does your organization plan the recruitment policy?

(a). Yes (b). No

3. What do you suggest should be the basis of forecasting?

(a). Total cost of project

(b). Past experience

(c). Different phases of project

(d). All of the above

4. Do you think the present recruitment policy is helpful in achieving the goals of the

company?

( a). Yes (b) . No (c). To some extent

SOURCES OF RECRUITMENT:

5. Through which source your organizations recruit the employees?

(a). Internally (b). Externally (c). Both

6. Which of the following external sources you choose for the recruitment of the

employees?

(a). Employee Exchanges Consultants

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(b). Private Employee Agencies

(c). Campus Requirements

(d). Advertisements

(f) . Any other««««««««.

LATEST TECHNIQUES OF RECRUITMENT

7. Do your organization recruit employees through latest method of recruitment through

Internet: -

(a). Yes ( b). No

8. If yes then the company use own web site or this purpose.

(a). Yes ( b). No

9. Is Inter net recruitment is effective in your opinion?

(a). Yes (b). No

RECRUITMENT OF SUMMER TRAINEES

10. Is there any provision for recruitment of summer trainees?

(a). Yes (b). No (c). To some extent

11. How much number of employees you train in a year?

(a). 5-10 (b). 10-15 (c) . 15& above

12. Is there any facility for absorbing the trainees in your organization?

(a). Yes (b). No

SELECTION POLICY

13. Which type of technique is used for interview?

(a). Structured (b). Unstructured (c). Both

FEEDBACK OF RECRUITMENT AND SELECTION PROCEDURE:

14. Is there any provision for evaluation and control of recruitment and selection

process?

(a). Yes (b). No

15. Does the procedure adopted for recruitment and selection of employees enables

to give right person at the right job?

(a). Yes (b). No (c). To some extent