Table of contents

S.NO TOPIC PAGE NO

.
1 PURPOSE 6

2 INTRODUCTION OF ICICI BANK 8

o HISTORY OF ICICI BANK
o HR Department

3 Organizational structure of Icici Bank 10

4 Human resource management and HR 12

FUNCTIONS

5 Structure of bank and 17

HR Functions at ICICI Bank
6 Conclusion 48

1
CHAPTER-1

2
PURPOSE OF THE STUDY
To study the HR functions of ICICI Bank

Objective of Study
The main objectives of this project are the following:

 To study the concept of training and development, performance appraisal, benefits to

employees, recruitment and selection.
 To study the training and development, performance appraisal, benefits to employees,
recruitment and selection procedure in ICICI BANK.
 To study SWOT analysis of ICICI BANK.
 To study about ICICI BANK history, organizational structure etc.
 To identify the probable area of improvement to make in these areas selection more
effective.

3
CHAPTER-2
4
 INTRODUCTION
2.1 History
ICICI Bank was established in 1996 by the Industrial Credit and Investment
Corporation of India, an Indian financial institution, as a wholly owned subsidiary. The
parent company was formed in 1955 as a joint-venture of the World Bank, India's public-
sector banks and public-sector insurance companies to provide project financing to Indian
industry. The bank was initially known as the Industrial Credit and Investment Corporation of
India Bank, before it changed its name to the abbreviated ICICI Bank. The parent company
was later merged into ICICI Bank. ICICI Bank launched internet banking operations in 1998

ICICI's shareholding in ICICI Bank was reduced to 46 percent, through a public offering of
shares in India in 1998, followed by an equity offering in the form of American Depositary
Receipts on the NYSE in 2000. ICICI Bank acquired the Bank of Madura Limited in an all-
stock deal in 2001, and sold additional stakes to institutional investors during 2001-02.

In the 1990s, ICICI transformed its business from a development financial institution offering
only project finance to a diversified financial services group, offering a wide variety of
products and services, both directly and through a number of subsidiaries and affiliates like
ICICI Bank. In 1999, ICICI become the first Indian company and the first bank or financial
institution from non-Japan Asia to be listed on the NYSE.

In 2000, ICICI Bank became the first Indian bank to list on the New York Stock Exchange
with its five million American depository shares issue generating a demand book 13 times the
offer size.

5
In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of
ICICI and two of its wholly owned retail finance subsidiaries, ICICI Personal Financial
Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was
approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of
Gujarat at Ahmadabad in March 2002, and by the High Court of Judicature at Mumbai and
the Reserve Bank of India in April 2002.

In 2008, following the 2008 financial crisis, customers rushed to ATM's and branches in
some locations due to rumors of adverse financial position of ICICI Bank. The Reserve Bank
of India issued a clarification on the financial strength of ICICI Bank to dispel the rumors.

2.2 Introduction

ICICI Bank Limited is an Indian diversified financial services company headquartered in

Mumbai, Maharashtra. It is the second largest bank in India by assets and third largest by
market capitalization. It offers a wide range of banking products and financial services to
corporate and retail customers through a variety of delivery channels and through its
specialized subsidiaries in the areas of investment banking, life and non-life insurance,
venture capital and asset management. The Bank has a network of 2,630 branches and 8,003
ATM's in India, and has a presence in 19 countries, including India.

The bank has subsidiaries in the United Kingdom, Russia, and Canada; branches in United
States, Singapore, Bahrain, 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. The company's UK subsidiary has established branches in
Belgium and Germany.

ICICI Bank is India’s largest private sector bank in market capitalization and second largest
overall in terms of assets. The bank has a network of 1,626 branches and about 4,883 ATMs
in India and presence in 18 countries.

The industrial credit and investment corporation of India limited (ICICI) was incorporated in
1955 at the initiative of World Bank, the government of India and representatives of Indian
industry, with the objective of creating a development financial institution for providing
medium– term and long- term project financing to Indian businesses. A. Ramaswami
Mudaliar is elected as the first chairman of ICICI Limited.

Sandeep Bakshi is currently managing director and CEO of ICICI Bank

6
ICICI MILESTONES

 1988: Promoted TDICI – India’s first venture capital company.

 1996: ICICI Ltd became the first company in the Indian financial sector to raise GDR.
 1999: ICICI becomes the first Indian company to get listed on the NYSE through an
issue of American depository shares.

 2000: ICICI BANK became the first commercial bank from India to get its stock

listed on the NYSE.

CHAPTER-3
Organisational Structure of ICICI Bank

Top level of management

Top level consists of board of directors, chief executives or managing director.

The role of top management can be summarised as follows:
 Top management lays down the objectives and broad policies of the enterprise.

 It issues necessary instructions for preparation of department budgets, procedures,

schedule etc.

 It prepares a strategic plan & policies for the enterprise.

 It appoints the executive for middle level i.e. departmental managers.

7
  It controls and coordinates the activities of all the departments.

 It is also responsible for maintaining a contact with the outside world.

 It provides guidance and direction.

 The top management is also responsible towards the shareholders for the performance
of the enterprise.

MIDDLE LEVEL OF MANAGEMENT

The Zonal managers and departmental managers constitute middle level. They are
responsible to the top management for the functioning of their department.
Their role can be emphasized as:
 They execute the plans of the organisation in accordance with the policies and
directives of top management.

 They make plans for the sub units of the organisation.

 They participate in employment and training of lower level management.

 They interpret and explain policies from top level to lower level.

 They are responsible for coordinating the activities within the division or department.

 It also sends important reports and other important data to top level management.

 They evaluate the performance of junior managers.

LOWER LEVEL OF MANAGEMENT

Lower level is also known as supervisory level of management. It consists of Branch
Manager, cashier, clerks, teller etc.
Their activities include:

8
  Assigning the tasks and jobs to various workers.

 They guide and instruct workers for day to day activities.

 They are responsible for the quality as well as the quantity of production.

 They are entrusted with the responsibility of maintaining good relation in the
organisation.

 They communicate workers problems, suggestions, and recommendatory

appeals etc to the higher level and higher-level goals and objectives to the
workers.They help to solve the grievances of the workers.

CHAPTER-4
HUMAN RESOURCE MANAGEMENT

Human resource management (HRM or HR) is the strategic approach to the effective

management of people in a company or organization such that they help their business gain
a competitive advantage.
It is designed to maximize employee performance in service of an employer's strategic
objectives. Human resource management is primarily concerned with the management of
people within organizations, focusing on policies and systems. HR departments are
responsible for overseeing employee-benefits design, employee recruitment, training and
development, performance appraisal, and reward management, such as
managing pay and benefit systems. HR also concerns itself with organizational
change and industrial relations, or the balancing of organizational practices with requirements
arising from collective bargaining and governmental laws.
The overall purpose of human resources (HR) is to ensure that the organization is able to
achieve success through people. HR professionals manage the human capital of an
organization and focus on implementing policies and processes. They can specialize in
finding, recruiting, training, and developing employees, as well as maintaining employee

9
relations or benefits. Training and development professionals ensure that employees are
trained and have continuous development. This is done through training programs,
performance evaluations, and reward programs.
Employee relations deals with the concerns of employees when policies are broken, such as
cases involving harassment or discrimination. Managing employee benefits includes
developing compensation structures, parental leave programs, discounts, and other benefits
for employees. On the other side of the field are HR generalists or business partners. These
HR professionals could work in all areas or be labour relations representatives working
with unionized employees.
HR is a product of the human relations movement of the early 20th Century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce.] It was initially dominated by transactional work, such
as payroll and benefits administration, but due to globalization, company consolidation,
technological advances, and further research, HR as of 2015 focuses on strategic initiatives
like mergers and acquisitions, talent management, succession planning, industrial and labour
relations, and diversity and inclusion. In the current global work environment, most
companies focus on lowering employee turnover and on retaining the talent and knowledge
held by their workforce. New hiring not only entails a high cost but also increases the risk of
a new employee not being able to adequately replace the position of the previous employee.
HR departments strive to offer benefits that will appeal to workers, thus reducing the risk of
losing employee commitment and psychological ownership.

Functions of Human Resource Management

Major functions of human resource management are:

Recruitment and Selection (Staffing)

Staffing emphasises the recruitment and selection of the human resources for an organisation.
Since staffing is a major and primary function of HR department, HR managers and hiring
managers should ensure equal employment opportunities Without any discrimination based
on caste, creed, race, sex and religion in staffing process, since it is constitutional and
mandatory in some countries like the USA, UK and India. It's failure or contravenes shall
invite legal action against such organisation which shall sometimes leads to huge finality or
closure depending upon the gravity of such contravenes. Equal employment opportunity
principle is not applicable where rule of reservation is applicable.

Human resources planning and recruiting precede the actual selection of people for positions
in an organisation. Recruitment is the process of inviting qualified applicants by way of
issuing notification in the newspapers, television media, online and on social networking

10
media so as to fill up job vacancies. Recruitment of employees is administered by two major
sources, which are recruitment of employees through internal sources and recruitment of
employees through external sources. Internal recruitment is the process of inviting or giving
chance to people relating to concern organisation or giving chance to the existing employees.

After the recruitment, employee selection process begins for identifying right person by

using written test on relevant subjects, oral tests, group discussions, gamifications, final job
interview and background verification for checking the genuinity and credentials of the
candidates for filling up of the job which is lying vacant in an organisation.

Ways of internal recruitment

1. As the aim of recruitment is to fill up the vacancies, depending upon organisation to

organisation, some may adopt internal recruitment to fill up the vacancies by way of
transferring an employee to the place where job is lying vacant if transferring
employee is found to be fitted for the job position he or she going to take up by way
of transfer.
2. Giving promotion to the vacant position if an employee found to be fitted for the
promotion post,
3. HR hiring Managers Seek for employee referrals from existing employees
generally to fill up key posts or to the post which deal with confidential information
and to the sensitive positions with a view not to take any risk by handling such
positions to unknown persons,
4. Inviting retrenched employees if they were retrenched or laid off by an organisation
due to shortage of working capital, low sales, fall in demand for goods they were
producing or breakdown in machinery. It is a rule that has to be followed by an
organisation to give first opportunity to the retrenched employees to fill up vacancies
if organisation position is restored and if it needs to add staff. Industrial disputes act
1947 is the law which deals with this subject.
5. Some organisations offer compassionate appointments to the family members of
retired employee, deceased employee or total permanently disabled employee as a
result of an accident for filling up of vacancies arising out of the said cause. Even
governmental organisations offer compassionate appointments to fill up vacancies
especially at feeder cader or low level or low-grade positions so as to support the
affected family members affected employee.

Ways of external recruitment

External recruitment is the process of inviting job applicants who do not belong to or anyway
related with an organisation which means inviting outside candidates. As that of opting for
internal recruitment by some organizations depending upon the above said situations, some

11
organisations opt for external source of recruitment depending upon their circumstances and
demands which are as follows-

1. Internet or online recruitment which has become popular and major source of

recruitment since finding or inviting job applicants is easy when compared to other
source of external recruitment. Nowadays HR hiring managers are recruiting
through social networking and it has become widely popular for finding suitable
candidates.
2. If organisation needs well experienced and competent or talented candidate or to
fill up key vacancy, in such case HR hiring managers will look at competitor
organisations to find and to attract such candidate.
3. Employment agencies are the oldest source for finding large number of job
applicants as they get enrolled or get registered for employment opportunities.
4. Campus or college recruitment is one of the sources of external recruitment from
which freshers and talented pool with attitude of learning new skills and knowledge
relating to emerging technologies are available. Therefore, organisations can have
fresh talented people on board for adopting change and to easily impart the skills
whatever organisation requires.
5. Executive search firms or consultancies
6. Unsolicited candidates - It is universal truth that rate of unemployment is on raise as
educational institutions are generating graduate disproportionately to the rate of
employment opportunities in the market. Consequently, job seekers they themselves
are desperately approaching companies for finding job openings.

Training and Development

The training and development are one of the core functions of the human resource
management. As it the core function of HR trainer, gives and imparts employees the skills
and knowledge to perform their jobs effectively. In addition to providing training for new or
inexperienced employees, organisations often provide training programmes for experienced
employees whose jobs are undergoing change. Large organisations often have development
programmes which prepare employees for higher level responsibilities within the
organisation. Training and development programmes provide useful means of assuring that
employees are capable of performing their jobs at acceptable levels.

Training and development

Employee Training Introduction
Need and benefit of Training
Advantages Of Training Programme
3 Employee Training Tips For Managers
Training Process

 On-the-job Methods
o Job Rotation
o Coaching
o Job Instruction
o Committee Assignments
o Apprenticeship

12
 o Internship

 Off-the-job Methods
o Classroom Lectures
o Audio-Visual
o Simulation
o Vestibule Training
o Case Studies
o Role Playing
o Programmed Instructions

Performance Appraisal

 Performance appraisal function monitors employee performance to ensure that it is at

acceptable levels. Human resource managers are usually responsible for developing and
administering performance appraisal systems, although the actual appraisal of employee
performance is the responsibility of supervisors and managers. Besides providing a basis
for pay, promotion, and disciplinary action, performance appraisal information is
essential for employee development since knowledge of results (feedback) is necessary
to motivate and guide performance improvements.

 In order to assess the performance of employees, HR managers have to establish

performance standards, communicating established performance standards to their
employees, measuring the actual performance of employees by using various methods
of performance appraisal and finally comparing actual performance of employees with
the established performance standards so as to identify the gaps in the performance of
employees. It gives a clear picture of employees performance status thereby HR
manager will develop a plan for filling up of gaps in performance of employees by way
of providing suitable and focused training for improving the skills in employees.

 When it comes to period of conducting performance appraisal of employees, it all varies

from organisation to organisation, it could be annually, half yearly, quarterly, monthly
and some organisations conduct performance appraisal on regular basis mostly with the
support of human resource information systems.

Employee Benefits

13
One of the core functions of the human resource management is administration and
management of benefits of employees. Employee are another form of compensation to
employees other than direct pay for work performed. As such, the human resource function
of administering employee benefits shares many characteristics of the compensation
function. Benefits include both the legally required items and those offered at employer’s
discretion. The cost of benefits has risen to such a point that they have become a major
consideration in human resources planning. However, benefits are primarily related to the
maintenance area, since they provide for many basic employee needs. Basically, employee
benefits are classified into compulsory or statutory benefits and discretionary or voluntary
benefits. Compulsory statutory benefits must be provided to an employee by his employer
without failure. In case if an employer fails to provide statutory benefits to his or her
employees such employer is liable for penal action .

CHAPTER-5

STRUCTURE OF THE ICICI BANK

B.O.D,
Top
Chairman,CEO,CFO,MD

Zonal
Middle SGM's
Heads
14

Branch managers
 HIERARCHY LEVELS

BRANCH MANAGER,
BANK MANAGER
APEX LEVEL

TECHNICAL EXPERT
FUNCTIONAL DATA ANALYSTS
LEVEL

CASHIER,
OPERATIONAL DATA ENTRY OPERATOR
LEVEL

H.R. POLICIES OF ICICI BANK

Banking on care

 Maternity Leave

 Leave for child care

 Fertility Leave

 Adoption Leave

15
  Part time employment for women

 Paid leave for travel/study or other reasons

 Transfer request

 Launched one touch Emergency number for their employees

 Call centres as counsellor for employees

TRAINING AND DEVELOPMENT IN ICICI BANK

It is the largest private sector bank in India. It has a huge network of 2,528 branches and
about 6,000 ATMs in India and a presence in 19 countries including India. It employs around
36,000 employees.

ICICI bank views and values human resource as a key source of competitive advantage.
Consequently, the development and management of human capital is an essential element of
their strategy and an important management activity.

The rapidly changing business environment in banking sector and the constant challenges it
poses to organizations and businesses make it imperative to continuously enhance and
improve knowledge and skill sets across the organization. ICICI Bank believes that building a
learning organization is critical for being competitive in products and services and meeting
customer demands and achieving customer satisfaction.

The Bank has built strong capabilities in training and development to build competencies
across various sectors. Training on products and operations is imparted through internet-
based training modules. Special programmes on functional training and leadership
development are conducted to build knowledge as well as management ability at a dedicated
training facility.

ICICI Bank also learns from the best available training programmes and faculty, both
international and domestic, to meet its training and development needs and build globally
benchmarked skills and capabilities.

Its Human Resource base has following prominent features:

Human Resource (HR) practices high leveraging on technology.

HR Development is used as a critical activity for healthy culture building.

It has a fine-tuned recruitment process that identifies among other things an individual’s
degree of customer orientation.

16
Training and Development in ICICI Bank is referred to the team of employees in the Human
Resource department who are responsible for such activities. Training and Development is
headed by a senior-level officer (who is a member of the executive team) – Chief Human
Capital Officer (CHCO).

Training and Development process in the ICICI bank is considered essential for the progress
and growth of the bank. Since, inadequate training and employee errors constitute a major
operational risk for the bank.

Methodology used in gathering information

The group prepared a questionnaire which is attached in the Appendix 1. The questions listed
in the questionnaire were asked by us to the HR manager of Cochin branch of the ICICI bank
Mr. Avinash Chandran.

He very comprehensively answered the nuances of training and development process

followed by the bank. Some of the things he described include Criteria for selection of T&D
methods, its salient features, new initiatives taken and their results etc. He also pointed out
some of the shortcoming of the process. All these points are covered in the report along with
the groups’ analysis and recommendations.

Since we can get only regional level of information from Cochin’s branch manager, we
referred Internet for the national practise followed by the bank, all over the country and
abroad. We also analysed the reasons for the existing differences between regional level and
national level practises. This is described in the sections on levels of authority and role of
corporate HR and field HR.

The group also conducted interviews of the employees, of almost all the ranks like cashier,
accountant, core banking in charge, maintenance and security personnel etc. present in the
Kunnamangalam branch of ICICI bank We have tried to summarise all our findings in the
report.

Levels of authority in Training and Development

After interviewing group identified four levels of authority in the human resource practise
followed by the bank

Corporate level HR

This is the central level of Human Resource officer. Their main job includes laying out HR
policies to be followed by the bank after observing recent trends in the banking industry.
They see to it that bank follows standard and acceptable practises and standard of the training
and development program is at par with international level

National level HR

National level HR officer studies, modifies and manages the training and development
programmes according to various differences prevalent in different parts of the country. He
broadly instructs all the regional level HR officer to report to him the issues faced by them in
implementing company policies. He then accordingly modifies policies and procedures of the
training and development programs to ensure that programme is successfully implemented.

17
Regional HR

Main goal at this level is to ensure proper implementation of the training and development
program and to ensure that methods followed in the program are relevant to the particular
region. Also, they report to higher authority in case of discrepancy or issues observed during
implementation of the program.

Field HR

This is the main level of the hierarchy which directly interacts with the customers. They are
in charge of the day to day operations of the bank. They have to interact with a vast diversity
of customers from very rich to very poor, therefore it’s important that their training addresses
this issue primarily and they must be train to handle conflicts and daily nuances of the service
offered.

There are subtle differences between training and development practise followed by various
national and regional branches of the bank. These differences are due to different
requirements, culture, practises and values cherished by various regions of the country. Also
a significant contributing factor is difference in the level of education and economic
development of the area, which gives rise to diversity and different requirements for different
regions.

Interaction between various levels of HR’s

As mentioned earlier, Corporate HR and Field HR play a very diverse role in the training and
development program followed by the company.

Listed are some of the issues on which corporate HR consult field HR and vice-versa:

Feasibility of the implementation of a particular policy

Relevance of the policy at the particular region

Implementation issues faced

Modification needed in the current training and development program

Conversion rate of the learning during the program into practise

Conflicts between various regional and national level goals

Training and Development Process

Let’s us discuss about the various external variables influencing for the need of the Training
and Development programs in the banks.

18
Industry and Organizational analysis:
Many banks in India were trying to hire the professionals with higher packages even when
the GDP of country was quite high as they were not able to find the ready available talent.
Few banks have taken steps to build the talent and one among them is ICICI Bank. They have
tried to build the available resources on supply side to billable resources on demand side.

Our country is mainly dominated by medical and engineering colleges where bank industry
finds it difficult to locate specific institutes who produce only pool of talents for banks. This
made the banking industry to look beyond top cities for talent and moved to small town and
rural India that need to be polished on social and corporate skills. ICICI bank wanted to
design programs that would transform educated workforce into skilled bankers and turning
them to future banking sector leaders. They generally prefer students done their MBA
programs and have relevant work experience which is quite longer duration. So they designed
the programs for 12 months making productive employees in lesser time.

Task Analysis:
ICICI bank has focused its business strategy on three key areas:

Expansion of Branch network:

the banking regulator demands strict compliance and deployment of trained personnel to
engage with customers as retail banking has high regulations and ICICI bank planned to
expand its branch network by 45%. Without compromising at service quality ICICI has taken
up the challenge to post these new branches with more than 3000 employees. ICICI bank has
implemented the enterprise-wide integrated learning function for the planned program to be
successful.

Opportunities in Corporate Banking Sector:

Corporate banking is well known for high margin businesses which require resources with
specialist skills in credit appraisal, risk evaluation and relationship management. On-the-job
training helps employees to develop skills in a period of 12 to 18 months. The challenge for
banks was to crash the learning cycle for first-day productivity for growing opportunities.

Productivity Improvement:
It was challenge to bring about significant improvement after knowing that ICICI is
commanding the highest levels of operational productivity and profit per employee in
industry and to be noted that productivity improvement is always been key focus area for
success of ICICI.

Selection of Learning and Training Methods:

ICICI bank has considered two approaches for selection of learning and training methods:

Operational-Reaction decision making:

This approach is required to bridge shortfalls in expected levels of services like quality,
customer service, etc. These are identified through Training need analysis, evident through
feedback and quality data by using feedback surveys, focused managerial discussion, focus
scores.

The design is:

Impact of a problem: Small and localized versus large and representative.

19
Learning Technology: Best blend of delivery channels such as e-learning, classroom, virtual
classroom, gaming, simulation, mobile learning.

Executive: Delivery time-lines and coverage.

Measurement: Results measured on suitable model.

Strategic-Proactive Decision making:

Organizations capitalize on potential and emerging business opportunities by building their
capabilities for the long-term goals. Indian banking industry as a whole has taken initiatives
in this area to build their capabilities.

Learning and Training Methods:

E-learning courses covering areas of banking, acts as knowledge for every business group.

For building Leadership bench strength of the organization, they have introduced Leadership
Mentoring Program for all high potential employees.

Behavioural Programs in line with the competency framework (DNA) ensure cultural
alignment of all employees. Nearly 275 behavioural courses are conducted every month and
every employee has at least one program every year. This shows the Learning Continuum.

Investment in building innovative and cutting-edge learning channels like Gaming and
Simulation for technology-based skill practice and Mobile learning for real time performance
support to the sales team.

Banks decided to make structural interventions in education by addressing the issue of supply
of skilled manpower:

Vocational Training: To offer vocational training in the financial services domain banks have
entered into partnerships with 172 educational institutions. Curriculum and pedagogy
development, faculty development and up-gradation of infrastructure help banks to involve in
capital infrastructure.

Investment in Higher Education: Bank offered wealth management, risk management and
treasury operations by entering into partners.

Bank has also started offering new courses like 6 months banking diploma to increase the
supply of trained manpower not just for the bank but also for entire industry.

“Probationary officers Program” has been started to provide employment to young graduates
primarily from rural and semi-urban areas by training them through a 9-months course in
various specialized areas in building.

New Initiatives taken by ICICI

20
Winning Hearts:
The uncertainty in the minds of the Indian customers has developed due to global economic
environment. The Banks decided to take the lead and reach out to its customer by equipping
its employees to address customer queries.

Winning Hearts is a video-based training, to engage with customers with sensitivity and
solution-oriented approach, the frontline bankers were developed within a span of one week.
The best practice to approach customers has been designed covering various customer
behaviour scenarios and trained them in these programs.

The program was monitored by central head to ensure cent percentage coverage and covered
more than 1200 branch banking staff in a week’s time.

Gaming and Simulation Engine:

This is considered to be an innovative learning medium to skilling employees on process and
operation skill which had a development lead time of ten weeks and the interesting part is, a
fresh training game to be developed for every training process.

I-Voice
The communication with all the company stake holders (i.e. shareholders, customers or
employees) is always timely and transparent in ICICI bank. A video magazine called I-Voice
is the source of information in ICICI which is published quarterly. This video magazine is 90
mints duration it is screened to employees across banks through town hall meetings
facilitated by senior members of bank for two and half hours in duration.

In the last one-year, continuous communication with the employees has become difficult due
to the global financial crisis and the market turmoil. For this, ICICI has addressed queries and
concerns in an informal and timely manner by using the channel of I-Voice extensively to
communicate with employees.

The design, development and structure of each edition of I-Voice is the responsibility of
Learning and Development team and this also decides the theme for each edition of I-Voice
released.

The implementation of I-Voice was very success by ICICI bank and fetched them a Best
Corporate e-magazine from Association of Business Communication of India (ABCI).

Ensuring employee participation and success of T&D program

ICICI bank considers T&D programmes very seriously. They think it to be one of the chief
regions in the success of the bank. Hence, they make sure that every employee who needs
training gets it. They also ensure full employee participation and success of T&D
programmes. ICICI bank did a number of things to ensure Employee participation and
success of T&D programmes

Employee understands the Need of T&D

T&D was developed by ICICI bank by keeping the need and skill analysis of the set of
employees who are going to undergo the T&D programme.

21
Following questions were addressed to identify the need

Does the employee need Technology updation or simple skill enhancement?

Does the Employee suffer from Role conflict?

Does the employee have what it takes to do the job in effective manner?

Context of T&D in Employees Career

Employees were made aware of the importance of new skills and skill enrichment. The Inter-
linkages between new skills and job were shown to help motivate the Employees. The
Employee participation was further improved by showing the importance of skill in the future
development of their career and the linkages of the new skill with organization goals.

ICICI bank trained its employee on core banking by showing them the importance of the
technology which will help in furthering their own career.

Measurable objectives and favourable outcomes of T&D

The T&D was designed with measurable objectives and favourable outcomes that will be
transferred to the job when training will finish. Measurable objectives help to ascertain the
skill that will be obtained in the training will help in attaining the objective.

Identifying and Interviewing key Stakeholders

ICICI consulted and conducted interview with customers, trainers and employees to find out
the important aspects of training and development practices. They came to know about the
importance of core banking, Credit card and debit card issues related training. They also
understood the practical difficulties that trainers usually face when they train employees

ICICI followed up with online surveys or evaluations of the training program. They later
found it to be very helpful in obtaining feedback from the audience’s perspective. They
conducted anonymous surveys, to have a better chance of receiving honest feedback

They documented results and analysis of activity – a necessary function for gauging the
impact of training.

Evaluation of T&D programme

The ICICI bank came up with different parameters to evaluate its T&D costs. The Following
are some of the parameters

1. Customer Satisfaction
ICICI is in the service industry hence customer satisfaction and retention of customers plays a
very important role for it. It is measured using a PULSE score. Pulse score is calculated by
US based reputation institute which is a very good indicator of customer satisfaction PULSE
score basically consists of 4 things

22
Esteem

Admire

Feeling

Trust

The company checked for the change in pulse score before and after the implementation of
training and development programme thereby helping in evaluating the T&D effectively.
Customer behaviour was studied in the bank by using the live video recording to understand
what improvement the employee has made after training and development and what possible
improvement can be suggested in future Training and development activities.

2. Questionnaire
Comprehensive questionnaires were given to all the stakeholders who are getting affected by
T&D activities and the feedback is taken so that the T&D activities can be further improved.
A copy of the questionnaire for ICICI prudential is given in the Appendix.

3. Interviews
Exclusive interviews were conducted across different divisions’ customers to know whether
they have seen any improvement in the behaviours and service of the employee who were
trained.

4. Productivity improvement
Productivity Improvement analysis were done to gauge the success of T&D activities. It is
one of the most important factors since the T&D is useless if it cannot improve the
performance of the employee from the business. The Productivity improvement were looked
for in following perspective before and after implementation T&D

1. Average no of employees per branch

2. Average Call holding time of Customer service representatives

3. Customer complaints

4. No of new customers

5. Profit per employee

5. Human Resource factors

T&D activities were also evaluated on the basis of human resources factors so that it can help
in redesigning job description and analysing jobs across various departments like Call
centres, Wealth management and wealth advisory roles. Human resource factors that were
taken into account for evaluation of the T&D programmes. Some examples are Employee
turnover, Absenteeism, Employee Grievances, Late comers etc.

23
Business Results
1. Increase in Average PULSE scores for branch channel from 66% to 81%.

2. Reduction in Customer complaints by 33%, over last two quarters.

3. Profit per employee grown by 10% over previous year.

4. 28% more new customer accounts by each sales officer in bank branches (in last year).

5. 11% more calls handled by each phone-banking officer.

6. Average call handling time reduced by 7 %.

7. Service to Sales-leads of inbound calls increased by 53 %.

8. Number of branches increased from 950 to 1400.

9. While the staff strength constant at 10,800 employees.

10. Average number of people per branch reduced from 11 to 7 (productivity improvement).

PERFORMANCE APPRAISAL IN ICICI BANK

ICICI BANK performance appraisal environment

The bank is using the Management by Objectives (MBO) method. In this method the
subordinate in consultation with the supervisor chalks out short term objectives followed by
specific actions that he has to carry out. The goals are finally set and are action oriented. The
goals set are specific, measurable, achievable, review able and time bound and most
importantly they use to be aligned with the goal of the organization. At the end of a specified
time period, the activities are jointly reviewed by both the subordinate and his supervisor.
Depending on the performance of the subordinate, the goals are modified or redesigned for
the next period of time. The MBO is thus a performance-oriented system.

A well thought out MBO system provides multiple benefits. It establishes a link between the
performance of the individual and the bank. It is easy to implement because those who carry
out the plan also participates in setting it up. Each employee becomes aware of the task he
has to perform in the bank. This leads to better utilization of capacity and talent. It promotes
better communication and information sharing. It provides guidelines for self-evaluation as
well as evaluation by the superior against set tasks and goals. It facilitates guidance and
counselling.

Effective components of ICICI PA system

24
Performance Planning (includes employee goal setting / objective setting)

On-going Performance Communication

Data Gathering, Observation and Documentation

Performance Appraisal Meetings

Performance Diagnosis and Coaching

Performance Appraisal system in ICICI bank emphasizes individual objectives, Bank

objectives and also mutual objectives. From the viewpoint of individual objective the
Performance Appraisal talks about

a) What task the individual is expected to do?

b) How well the individual has done the task?

c) How can his performance be further improved?

d) His reward for doing well.

From the bank view point a Performance Appraisal should generate manpower information,
improve efficiency and effectiveness serve as a mechanism of control and provide a rational
compensation structure. In short, the appraisal system establishes and upholds the principle of
accountability in the absence of which bank failure is the only possible outcome. Finally,
talking about mutual goals, the emphasis is on growth and development, harmony,
effectiveness and profitability of the bank.

ICICI has adopted a “Performance Appraisal” model in which best-to-worst ranking methods
are used to identify poor performers. The identified poor performers are then given a time
period during which they have to show an improvement in their performance. In cases where
the employee fails to improve his performance, he is asked to leave the organization
gracefully and a severance package is offered to him. If the employee refuses to leave then
his service is terminated and no compensation is offered. This system is called “rank and
yank strategy”. Advocates of this system feel that it continually motivates employees to better
their performance since nobody would like to be included in the poor performance band. But
the flip side of this strategy is that employees become too competitive and team spirit is not
nurtured.

Effective banks are not built merely on investment and returns but more on the quality of the
workforce, its commitment to the organizational goals and investments made to attract train
and retain superior human capital. An integrated Performance Management system is
essential to get the best out of its people. Employee performance is linked to the bank’s
performance. This helps in achieving the organizational goal and creates a performance
culture in the bank. Invention, creativity, diversity of perspectives is fostered. Employees act
as one bank one brand.

360-degree feedback

25
The annual “Performance Appraisal” is usually done in two steps. First, the employees and
their manager complete the “Performance Appraisal” form – doing a self-assessment. Often
the bank also uses a 360-degree feedback process, asking for input from peers. Secondly, the
bank employees and manager participate in a formal “Performance Appraisal” interview. The
appraisal form, used in the first step, consists of performance standards and criteria that are
used to judge evaluate your performance. The items comprising your job description are
usually the performance standards that are used in employee’s annual appraisal. The
performance standards are derived from a job analysis, which is a detailed list of all of the
skills involved in performing a task. For example, what are the skills necessary to perform a
complete blood count? The criteria are used to determine the level of performance, which can
be excellent, average, or poor (or alternatively meets, exceeds or does not meet standards).
Once appraisal is complete, score is averaged and merit raise.

Approaches and Techniques in “Performance Appraisal” Used by the Bank

“Performance Appraisal” is a multistage process involving several activities, which can be

administered using a variety of approaches. Some of these approaches are being used by the
banks for “Performance Appraisal”

Intuitive Approach: In this approach, a supervisor or manager judges the employee based on
their perception of the employee’s behaviour.

Self-Appraisal Approach: Employees evaluate their own performance using a common

format.

Group Approach: The employee is evaluated by a group of persons.

Trait Approach: This is the conventional approach. The manager or supervisor evaluates the
employee on the basis of observable dimensions of personality, such as integrity, honesty,
dependability, punctuality, etc.

Appraisal Based on Achieved Results: In this type of approach, appraisal is based on

concrete, measurable, work achievements judged against fixed targets or goals set mutually
by the subject and the assessor.

Behavioural Method: This method focuses on observed behaviour and observable critical
incidents

Current problems

But it has been observed that in reality although the 360-degree feedback framework exists it
is not actually practised. Employees are required to rate their bosses, peers and subordinates
through an online system. However, these are not taken seriously while giving the feedback.
The bank in fact focuses more on the financial performance metrics and achievement of
targets. If an employee meets these targets the 360-degree feedback becomes eyewash.

The main HR problem faced is high attrition rate (20%). The employees how leave the job
are generally in their 30s are below the M2 level. The reasons cited by these people are long
working hours and heavy workload. Some also leave because of competitor’s temptations
like short working hour and same salary.

26
RECRUITMENT AND SELECTION PROCEDURE IN ICICI BANK

“The art of choosing men is not nearly so difficult as the art of enabling those one has
chosen to attain their full worth”.

Recruitment is the process by which organizations locate and attract individuals to fill
job vacancies. Most organizations have a continuing need to recruit new employees to replace
those who leave or are promoted in order to acquire new skills and promote organizational
growth.

Recruitment follows HR planning and goes hand in hand with selection process by
which organizations evaluate the suitability of candidates. With successful recruiting to create
a sizeable pool of candidates, even the most accurate selection system is of little use

Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it.
The next step is careful examination of the job and enumeration of skills, abilities and
experience needed to perform the job successfully. Other steps follow:

v Creating an applicant pool using internal or external methods

v Evaluate candidates via selection

v Convince the candidate

v and finally make an offer

Scope: To define the process and flow of activities while recruiting, selecting and appointing
personnel on the permanent rolls of an organization.

27
Authorization:

S.No. Authorized Signatory

1 Head- Human resource
2 Managing director

Amendments and deviations:

Any amendments to and deviations from this policy can only be authorized by the Head-
human Resources and the Managing Director.

Exclusions:

The policy does not cover the detailed formalities involved after the candidate joins the
organization.

ACTIVITY FLOW

The organization philosophy should be kept in mind while formulating the recruitment
procedure.

The HR department would set the recruitment norms for the organization. However,
the onus of effective implementation and compliance with the process rests with the heads of
the respective functions and departments who are involved in the recruitment and selection
process.

The process is aimed at defining the series of activities that needs to be performed by
different persons involved in the process of recruitment, the checks and control measures to
be adopted and information that has to be captured.

Recruitment and Selection is conducted by:

v HR & Branch Manager

28
 v Functional Head

RECRUITMENT PLANNING

Recruitment planning on the basis of budget

A. The manpower planning process for the year would commence with the
company’s budgeting activity. The respective Functional heads would submit
the manpower requirements of their respective functions/ departments to the
board of Directors as part of the annual business plan after detailed discussion
with the head of human Resource Function along with detailed notes in
support of the projected numbers assumptions regarding the direct and indirect
salary costs for each position.

B. A copy of the duly approved manpower plan would be forwarded by the HR

department for their further actions during the course of the year. The annual
budget would specify the manpower requirement of the entire organization, at
different levels, in various functions/departments, at different geographical
locations and the timing of the individual requirements. It would also specify
the requirement budget, which is the cost allotted towards the recruitment of
the budgeted staff and the replacement of the existing employees. The
manpower plan would also clearly indicate the exact time at which the
incumbent should be on board in such a way that the Regional HR has
adequate notice for the time lapses involved in sourcing any other activities.

C. The Regional HR’s would undertake the planning activity and necessary
preparations in advance of the anticipated requirements, as monthly and
quarterly activities on the basis of the approved budget, estimated separations
and replacements therefore.

D. The vacancies sought to be filled or being filled shall always be within the
approved annual manpower budget and no recruitment process shall be
initiated without the formal concurrence of the Head of the Regional HR under
any circumstance. Head of the Regional HR shall also have the responsibility

29
 to monitor the appointments being considered at any point of time with
specific respect to the duly approved manpower budgets.

Review of Manpower Plans and Additional Manpower

A. Review of manpower budgets shall take place on a quarterly basis. In the event
of any new position or any deviations to the original plans, details of the
positions maybe forwarded to the VP-HR along with the adequate supporting
information. The recommendations would normally require a formal approval
of the Managing Director. Alternately, VP-HR may record the summary of his
discussion with the Managing Director and the MD’s approval on the
recommendations, to signify the final decision taken regarding the
recommendations.

SOURCING OF SUITABLE CANDIDATES

Selection of Sources

Regional HR would tap various sources/channels for getting the right candidate.
Depending on the nature of the position/grade, volumes of recruitment and any other
relevant factors, the Regional HR would use any one multiple sources such as:

 Existing database (active application data bank);

 Employee referral as per any company scheme that may be approved from
time to time;
 Advertisement in the internet/newspapers/magazines/company’s sites/job
sites or any other media;
 Placement Agencies (particularly for positions of Managers and above);
 Headhunting firms particularly for senior positions, specialist positions and
critical positions;
 Direct recruitment from campuses/academic institutes;
 Job websites and
 Any other appropriate sources.

30
The norms for using any of the sources are not water tight. Number of positions, criticality of
positions and the urgency of the positions, confidentiality requirements, relative efficacy and
cost considerations would play a role in the choice of the appropriate sourcing mechanism.

ADVERTISEMENTS

All recruitment advertisements (in any form and any medium) shall always conform
to the KLI compliance norms and would not be released by any department or
branch without the approval of the VP-HR. depending on the specifics of each
position for which recruitment advertisements are to be released, Regional HR
may obtain assistance from the company’s marketing department and/or any
external advertising agencies for the preparation of the contents. Key features of
the positions as notified by the Functional Heads would normally form a part of
the advertisement text.

The media for releasing advertisement would depend on the level of the position
being considered and the urgency of the requirements.

The advertisement mode that could be broadly specified as newspapers (local or

mainline depending on requirements), internet sites and business magazines.

Placement Agencies/Headhunting Agencies

Depending upon the vacancies, fresher fitting different description listed above may
be recruited from time to time, from academic institutes of appropriate
standards/reputation/grade, in the requisite numbers and at the
compensation/stipend amounts to be formally approved of the VP-HR. Plans for
such recruitment need specific special approval of VP-HR. norms regarding the
identification of the appropriate institutes, constitution of the selection panels,
timings of the recruitment, number of candidates to be recruited into different
positions, choice of the appropriate selection process and the tools thereof shall be
decided by the Head of the Regional HR in consultation with the VP-HR,
depending on the specific features of the position.

31
Screening the candidates

First level screening

The Candidates would be screened by the HR Manager/Branch Manager for the

respective locations. Screening would be on the basis of the profile of the candidate and the
departmental requirements.

This assessment will be with respect to:

a. The general profile of the candidate,

b. Personality fit of the candidate into the profile,
c. Aptitude/attitude of the candidate,
d. Motives of the person to join the company and whether focus is in the short
term or is a long term player,
e. Basic skill level on our set of requirements, say numerically ability,
networking ability, etc
f. Establish the annual guaranteed cash compensation of the individual and
check whether the person would fit into the system.
g. Explain the role of Sales manager to the applicant and check the acceptance of
the candidate for the same.

In case of need, the Regional HR may take a Tele interview of the candidate for further
assessment process.

Second Level Screening

Aptitude Test

If the first assessment is positive, the candidates will give the aptitude test, once such test is
selected approved by the company. The scoring, interpretation and the generation of
interview probes from that test will also be done at this time. People who qualify the
minimum criteria on this test will be put up on to the Functional Head (VP’s in case of HO)
for functional assessment and suitability into the role.

32
 Tied Agency Sales Manager candidates short listed by the BM have will then take
sales Aptitude test, once such a test is finalized. For the final selection, the regional Manager
(Business Heads for HO) will meet the candidates short listed by the branch manager/VP.
The chart specifying the Minimum approval level for each level of recruitment is specified
below:

Category Branch Area Business Managing

Manager/Chief Manager/AVP/VP Heads Director
Manager
CSE/ADVISORS Yes No No No

BIC Yes Yes No No

BM/CM Yes Yes Yes No
SM Yes Yes Yes Yes

General Norms regarding interview Process:

A. Interviews should consider the entire data provided by the candidate either
through the formal CV or otherwise before coming to a conclusion about the
candidate. They may insist on seeing the proof of the claims made by the
candidate regarding qualifications, experience and other achievements. They
may, at their discretion, decide to meet the candidate on more than one
occasion or to refer the candidate to another panel.

B. Ratings on various attributes of the candidates shall be recorded in the

interview evaluation sheet, soon after the interview is over. Along with these
numerical ratings, qualitative observations about the candidate and overall
decision regarding selection or otherwise (including a decision to defer the
induction, referral to another panel, considering for another position) shall be
forwarded to the associated Recruitment Manager/ Head of Regional HR.
Individual panel members have the option of appending their additional
remarks/observations. No selection will be treated as final unless the IES form
is filled comprehensively. Suitably appropriate IES formats may be created for
specific positions.

33
 C. Any discrepancies noticed by the panel members regarding the authenticity of
the data provided by the candidate should be specifically and formally
recorded on the IES form and suitably high lightened.

D. Specific points to be probed during the reference check process, if any, must
also be clearly recorded and high lightened on the IES forms.

Administrative Actions Regarding Interviews

A. Scheduling and the venue of the interviews would be handled by the

recruitment team in consultation with the short-listed candidate and the
selection panel members, after taking mutual convenience into account. For
field positions, respective branch/regional heads would undertake this co-
ordination.
B. After the final round, if the candidate is selected, the complete set of papers
Personal Data Form, CV, job requisition no., Interview evaluation sheet,
reference check details, educational details, along with the interviewer’s
recommendations and Reference check form should be forwarded by the
recruitment managers to recruitment head. Fitment of the candidate into a
grade and compensation fitment shall be on the assumption of authenticity of
the information provided in the CV/application form.
C. An appropriate formal communication shall be sent to the candidate whose
candidature is not being taken forward, or details of the verbal/telephonic
communications provided to the candidate shall be recorded on the candidate’s
papers, by the recruitment team/associated line managers. In the case of
interviews taking place at the branch/regional levels, similar noting should be
recorded on the individual candidate’s papers.

Negotiations of the terms and conditions and other pre-appointment formalities

A. In the case of sales-Tied Agency functions, the branch managers will be

allowed to fix the salary and grade of the incoming sales manager, provided
the compensation does not exceed 20% of the candidate’s current cash salary.
Any fitment beyond this norm will need the approval of Head-HR. HR will
forward a worksheet to support the BM’s to evaluate the appropriate cash CTC

34
 of the incumbent. For all other functions, the compensation and grade would
be fixed post a discussion between the Head of the Regional HR and the
associated AVP/VP. Any candidate being offered a CTC of more than 4lacs
will need the sign off from HEAD-HR. In appropriate cases, at the discretion
of the VP-HR, a deviation may be referred to the Managing Director, for the
MD’s formal approval.

B. Responsibility for negotiations and finalization of the terms shall rest with the
best Branch Manager/Associated Manager. They may seek the assistance of
the recruitment managers, whenever required. Reference checks process
should not normally be initiated unless the candidate has indicated his firm
acceptance of the offer being made by us.

Reference checks

A. Normal, reference checks should be undertaken with at least one reference. A

second reference check will be done if considered necessary. Responsible
officials from the former employers, academic institutes and/or any other
eminent personalities can be considered as appropriate references. Close
relatives and friends cannot be considered as references. Wherever feasible
and considered appropriate, a reference should be made with a senior official
of the candidate’s current employer. In case the candidate is currently un-
employed, reference should be made with the latest employer. The format of
reference check is to be used as a framework for conducting the process.

B. Where the minimum two reference checks are not possible (particularly with
the current employer) or where there is a mixed response from different
sources, the matter may be to the VP-HR for a final decision. Depending on
the seniority and any other considerations about the positions, VP-HR would
normally consult the functional head concerned, before coming to conclusions.
Any candidate whose credentials are doubtful shall not be recruited.

C. In case of recruitment of Management trainees, fresher and life advisors as

sales Managers no reference checks will be required.

35
Employment offer letter

A. When a recruitment Manager is fully satisfied about the selection of the right
candidate and about completion of all the formalities connected with the
appointment of candidate including requisite documentation, satisfactory
reference check reports and medical fitness, he/she would forward the relevant
papers listed below to the head of recruitment.

Ø Personal Data form

Ø Employee requisition form duly filled by the regional Head/Branch Manager

Ø Interview evaluation sheet filled by the regional head/Branch

manager/interviewer with his/her comments.

Ø Latest and updated resume of the candidate

Ø Photocopy of the appointment letter of the last employer or latest salary slip.

Ø Employment details.

Ø Two Professional references.

Ø Language Proficiency.

B. Document check list for every grade is as follows:

Ø Authorization Release Form.

Ø Background check Form.

Ø Highest Education certificate.

Ø Highest Education mark sheet.

Ø 1 Month Salary Slip of Current Employer.

Ø 1 Month Salary Slip of Last Employer.

36
Ø Relieving Letter of last Employment.

Ø Proof of Residence.

Ø 2 Passport Size Photograph.

C. Regional HR manager will take the signature of Head-HR on the employee

requisition form and forward the papers to the employee service team for
issuance of the offer letter.

D. Employee services team will issue offer letter, to be signed by the National
Recruitment Manager or Chief Manager-HR, and send the same to the
concerned Branch Manager/ HR Manager.

E. It would be the responsibility of the Branch Manager/HR Manager to ensure

that the accepted copy of the offer letter is forwarded to the employee service
team within a week of receipt of the offer letter. Till this letter is issued, the
‘offer’ has not taken place in formal sense. A copy of the offer letter shall be
duly signed and returned to the candidate. Candidate would be expected to
fulfill various joining formalities, which are also formally communicated to
him/her in the form of a checklist that is attached to the letter of offer. The
Regional HR head shall have the overall responsibility and accountability to
maintain the templates of the offer letters and also for drafting of suitable non-
standard terms to any specific candidate.

F. The employee service team will follow up Branch Manager/Regional HR

Manager for the joining of the candidate and will collect all relevant
documents from the candidate including the joining report, before issuing the
appointment letter. The employee service team may enlist the help of the
Branch Manager to ensure that all necessary documents within ten days o the
person joining. After the of all necessary documents, the employee service
team will send the appointment letter to the new joiner.

G. Once the documentation is complete for the new joiner (including the accepted
appointment letter), people who may have joined before 20 th of the month but
have not been included in the payroll for the month because of delay in receipt

37
 of papers will be given ad-hoc salary advance (up to maximum of 65% of the
pro-rated salary). This advance will be adjusted once the person gets included
in the subsequent month’s payroll.

H. If the person does not submit the relieving letter from the previous
organization, where required to be submitted as per the table given above,
within three months of joining, the employee service manager can put their
salary on hold till such time as the said documents are received.

Key tasks of Regional HR Head

Regional HR Head will have the authority and responsibility to administer/implement

the recruitment and selection process as outlined. An illustrative list of the key deliverables of
these incumbents is listed below.

Ensuring inductions as per quality, numbers, time and cost consideration of the
company in accordance with the approved manpower budget.

Creation of appropriate sourcing mechanism along with tracking the performance of

these mechanisms.

Creation of quarterly and monthly recruitment plans

Effective coordination with external parties such as candidates, placement agencies,

consultants, academic/professional institutes and any other including the custody
of the formal agreements, tracking timely payments and adjusted thereto

Creation of comprehensive and appropriate tools, linkages, documents, templates and

any other mechanisms to ensure smooth execution of the process requirement,
along with timely improvements thereto

Assistance to user department and line managers including in interviewing/selection

support, scheduling etc.

38
Effective internal communication with user departments and line managers including
making the standard recruitment formats and other templates easily available to
such users and notifying the modifications to such formats and templates.

Creation and maintenance of qualitative information base regarding candidates,

placement agencies, campuses, institutes, and any other employment-market
information.

Creation and maintenance of appropriate and high-quality MIS for current and future
needs of the organization, including publication/circulation of appropriate reports
there from to the relevant users within the company.

Monitoring recruitment costs

Complete documentation for the entire recruitment and selection process for easy and
quick retrieval in a readily auditable format

Timely and effective communication with all internal and external parties including
the candidates

Tracking the progress of the selected candidates including resignation, extensions of

probation periods/training period, etc for the purpose of improvement to
recruitment and selection process.

Effective coordination with the post recruitment arm of the Human Resource function

Documentation and creating MIS regarding waiver, deviation, etc and identifying the
key areas for improvement in the formal recruitment and selection process
document.

39
 Benefits to Employees

Your employees automatically become ICICI Bank Salary Account holders with special
benefits and privileges and receive instant salary credit. The benefits include:

Zero balance Salary Account

Zero Balance Salary Account No worries of maintaining minimum balance in the account.

Welcome Kit
Just fill up a form and get your Cheque Book and Debit Card issued immediately.

My Savings Reward
Earn Reward Points under My Savings Reward by doing transactions like paying bills online,
activating internet/ mobile banking, shopping online, paying loans through EMIs, Opening a
recurring deposit or fixed deposit and many more through your Salary Bank Account.

International Debit Card

A. No annual fees on Debit Card

B. Higher cash withdrawal and spend limit per day. This limit can be reduced or
increased based on your needs
C. Zero liability protect on your Debit Card - lost card liability up to 2 lakhs
D. Debit card enabled for international online purchases

N-Cash Debit Card

Get an International N-Cash Debit Card for access to numerous ATMs and more than 11,000
merchant establishments across the world.

Money Multiplier
Earn more by moving your idle money into high interest Savings Account. Combine the
liquidity of a Savings Account with the earnings of a Fixed Deposit Account. 

Internet Banking
Carry out a range of transactions online with our free best in class internet banking service
with the most comprehensive suite of products and services in the industry.
 

40
 Online Funds Transfer
No need for cash withdrawals and cheque deposits. We give your employees the facility to
transfer funds online from any part of the world.

Mobile Banking
Transfer funds, pay bills, buy movie tickets and more on the move using your mobile phone. 
 
Public Provident Fund (PPF)
Only private sector bank to offer a PPF account, a safe investment giving attractive returns
with added advantage of tax benefit under section 80C.

National Pension Scheme

ICICI Bank is also registered with PFRDA to offer NPS (National Pension Scheme) services
to individual. The Employee can claim tax benefits for the amount contributed towards
pension under section 80CCD (1) with overall limit of 1 Lakh.

Pension Account
Zero Balance Pension Account for receiving pension post retirement. ICICI Bank is a
disbursing agency for Civil Central Government, Defence and EPFO pensions.
 
Civil Central Government and Defence Pensioners can now generate Digital Life Certificate
by registering themselves on the Jeevan Pramaan website.

Pensioners are requested to update their Aadhaar number in their ICICI Bank Pension
Account.

Family Plus Account

Zero Balance savings account (Family Plus Account) for parents, spouse and children.

Phone Banking
Manage transactions easily simply by calling our Customer Care Centres, from the comfort of
your home!

Loans
Avail of a number of benefits on some of the most popular loans:

o Personal Loans

As a special offering, our Salary Account customers would be extended personal loans.

o Home Loans

41
 Home Loans from ICICI Bank comes to you with attractive interest rates and personalised
service from the comfort of your home.

o Car Loans

Car Loans from ICICI Bank come to you with instant approval, hassle-free documentation
and competitive interest rates.

o Two-Wheeler Loans

Two-Wheeler loans from ICICI Bank come to you at attractive interest rates coupled with a
flexible financing option.

o Loans Against Securities

ICICI Bank will advance loans to Salary Account holders against securities and mutual funds
owned by them.

Investment Services
Salary Account Holders can:

 Transact in shares instantly and safely through Demat

 Invest in Government bonds, mutual funds, foreign exchange and insurance products
 Buy 24 Carat, 99.99% fine ICICI Bank Pure Gold with a unique Certificate of
Authenticity.

Benefits to Employers

As an organisation, you can opt for our Salary Account to enable easy disbursements of
salaries and enjoy numerous other benefits mentioned below:
Zero Balance Accounts
Zero Balance Salary Account for your employees - no worries of maintaining minimum
balance in the account.

Large branch and ATM Network

Large network of over 3,400 branches and 11,000 ATMs.

Reduced Paperwork
Negate the requirement of cumbersome paperwork pertaining to salaries or maintenance of
records.

42
 Savings on costs
Experience Economical Banking through your Salary Account by availing free remittance
(demand drafts, cheques, pay orders) up to Rs.25,000 on ICICI Bank network.

Special Offerings
With ICICI Bank Salary Account your employees enjoy:

A. Attractive offers on loans and credit cards

B. Free anywhere banking facility
C. Privileges of 8-8 banking and
D. Investment advisory

Special Offers for Defence

We salute the brave men and women who defend our nation, and hence are proud to
introduce Defence Banking Services for armed forces.

Simple Procedure
With ICICI Bank Salary Accounts, All you would require to do is to send ICICI Bank an
advice (in form of a cheque/debit instruction, ECS, etc) for the total salary amount along with
the salary details of the designated employees in a soft and hard copy format and we will
credit the respective employees' accounts as per your statement of advice.

National Pension Scheme

ICICI Bank is also registered with PFRDA to offer NPS (National Pension Scheme) services
corporate customers.
The Corporate can claim tax benefits for the amount contributed towards pension of
employees under 80CCD (2).

Employee Reimbursement Account

Reimbursement account can be opened simultaneously along with the salary account. The
company can opt to disburse expenses for travel, food etc. through reimbursement accounts.

43
CHAPTER-6

CONCLUSIONS

44
Though ICICI Bank has seen stellar growth over the past decade and it is the largest private
sector bank in India, it is not without its fair share of problems related to various things. The
Bank has focussed on customer satisfaction and productivity of employees, but it has also
faced high rates of employee turnover due to lack of employee focus. Some of our suggestion
to improve T&D activities over the coming years:

Leadership potential assessment

Identify the fast-trackers

Nurture the talent so that can take future leadership roles

Provide them the necessary environment to grow

Expand the job so that it increases their overall responsibility and accountability

Cross functional training should be done so that they can be absorbed in other job as well
when the need arises

Reassign and redesign responsibilities that the employee does not like or that are routine

Provide more authority for the employee to self-manage and make decisions

Invite the employee to contribute on a department or company level decisions and planning
and business level organization goals

Allow employees to pursue training and development in directions they choose and in the
way they want, not just in company-assigned directions

On the Job Training and Mentoring by senior employees should be encouraged

Take into account peculiar characteristics of the region

As per response given by employees, we conclude that

Employees are happy with Performance Appraisal of the company.

Employees understand very well about their goal set by the company.

Employees are satisfied with their reporting manager that they do regular talk
on feedback of their performance evaluation.

45
Employees are very much comfortable with their manager during the review process.

Performance appraisal system program is a linking activity as it brings together those is

related with the company.

Performance appraisal system program differ from one organization to another.

ICICI bank has planned to Performance appraisal system for the employee’s
evaluation.

Before arranging Performance appraisal system, proper goals have been set in
the company which made it successful

Performance appraisal system program really needs an eagle’s view for getting a competent
person for the organization’s continuous growth.

46
REFERENCES

WWW.ICICIBANK.COM
WWW.SLIDESHARE.COM
WWW.LINKEDIN.COM
WWW.WIKIPEDIA.COM

47
THANK
YOU.

48