A PROJECT REPORT ON SELECTION AND RECRUITMENT

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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 PrasadSah
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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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)

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 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'

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 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

66 | P a g e
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

67 | P a g e
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

68 | P a g e
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

69 | P a g e
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

70 | P a g e
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?
1. Yes 30 100%
2. No 0 0%
3. What do you suggest should be the basis of forecasting?
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?
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?
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?
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?
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.?
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?
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?
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?
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 ?

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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.
does not enable to place the right person for at the right job
enable to some extent to place the right person for at the right job.
13. Which type of technique is used for interview?
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?

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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?
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.

77 | P a g e
 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.

78 | P a g e
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

79 | P a g e
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.

80 | P a g e
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

A PROJECT REPORT ON SELECTION AND RECRUITMENT

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A PROJECT REPORT ON SELECTION AND RECRUITMENT