HR RECRUITMENT PRACTICES

of
STATE BANK OF INDIA

Pure banking, nothing else

Acknowledgement

Any accomplishment requires the efforts of many people and this work was no diff
erent.
I would like to extend my sincere gratitude to under whose guidance I have done
this project.
I also express my thanks to my mentor, or the valuable guidance and help in comp
letion of this project.
Lastly but not the least I thank the Almighty God, my parents and friends for be
ing my moral support.

Executive summary
Industry profile

Company profile

Research methodology

Findings,
Recommendations &conclusion

Annexure
References & bibliography

Contents:

Executive summary………….
Industry profile………………..
Company profile…………………..
Research methodology………
Findings……………………………
Recommendations……..
Conclusion……………….
Annexure
References & bibliography.

EXECUTIVE SUMMARY

The objective of the study is to analyze the actual recruitment practices follow
ed at State Bank Of India and to evaluate how far this process confirm to the pu
rposes underlying the operational aspects of the industry. The study on recruitm
ent highlights on the need of recruitment in the bank.
Human resource is most valuable asset in the organization. Profitability of the
organization depends on its utilization. Proper utilization leads to profit maxi
mization. So, right man should be procured at right place and in right time, oth
erwise their proper utilization may not be done. And for this job description an
d person specification is very essential. SBI procures manpower in a very specif
ic manner with the use of documents like job analysis, job description and speci
fication. It has got two steps of selection- aptitude test and final interview.
The centralized form of recruitment is being followed here.
INDUSTRY PROFILE
Banking is an ancient business in India .Bankers played an important role during
the Mogul period. During the early part of the East India Company era, agency h
ouses were involved in banking. Modern banking (i.e. in the form of joint-stock
companies) may be said to have had its beginnings in India as far back as in 178
6, with the establishment of the General Bank of India. Three Presidency Banks w
ere established in Bengal, Bombay and Madras in early19th century. These banks f
unctioned independently for about a century before they were merged into the new
ly formed Imperial Bank of India in 1921. The Imperial Bank was the forerunner o
f the present State Bank of India. The latter was established under the State Ba
nk of India Act of 1955 and took over the Imperial Bank. The Swadeshi movement w
itnessed the birth of several indigenous banks including the Punjab National Ban
k, Bank of Baroda and Canara Bank. In 1935, the Reserve Bank of India was establ
ished under the Reserve Bank of India Act as the central bank of India.
In spite of all these developments, independent India inherited a rather weak ba
nking and financial system marked by a multitude of small and unstable private b
anks whose failures frequently robbed their middle-class depositors of their lif
e’s savings. After independence, the Reserve Bank of India was nationalized in 1
949 and given wide powers in the area of bank supervision through the Banking Co
mpanies Act (later renamed Banking Regulations Act). The nationalization of the
Imperial bank through the formation of the State Bank of India and the subsequen
t acquisition of the state owned banks in eight princely states by the State Ban
k of India in 1959 made the government the dominant player in the banking indust
ry. In keeping with the increasingly socialistic leanings of the Indian governme
nt, 14 major private banks, each with deposits exceeding Rs. 50 crores, were nat
ionalized in 1969. This raised the proportion of scheduled bank branches in gove
rnment control from 31% to about 84%. In 1980, six more private banks each with
deposits exceeding Rs 200 crores, were privatized further raising the proportion
of government controlled bank branches to about 90%.
As in other areas of economic policy-making, the emphasis on government control
began to weaken and even reverse in the mid-80s and liberalization set in firmly
in the early 90’s. The poor performance of the public sector banks, which accou
nted for about 90% of all commercial banking, was rapidly becoming an area of co
ncern. The continuous escalation in non-performing assets (NPAs) in the portfoli
o of banks posed a significant threat to the very stability of the financial sys
tem. Banking reforms, therefore, became an integral part of the liberalization a
genda. The first Narasimham Committee set the stage for financial and bank refor
ms in India. Interest rates, previously fixed by the Reserve Bank of India, were
liberalized in the 90’s and directed lending through the use of instruments of
the Statutory Liquidity Ratio was reduced. While several committees have looked
into the ailments of commercial banking in India, three of them – the Narasimham
committee I (1992) and II (1998) and the Verma committee – have aimed at major
changes in the banking system. Nevertheless, more than a decade since the beginn
ing of economic reforms, the banking sector is still struggling under the burden
of considerable NPAs and the poor performance of public sector banks continues
to be a major issue.
The financial reform process is often thought of as comprising two stages – the
first phase guided broadly by the Narasimham Committee I report while the second
is based on the Narasimham Committee II recommendations. The aim of the former
was to bring about “operational flexibility” and “functional autonomy” so as to
enhance “efficiency, productivity and profitability”. The latter focused on brin
ging about structural changes so as to strengthen the foundations of the banking
system to make it more stable.
During the 90’s quite a few new private sector banks made their appearance, pred
ominantly floated by public sector or quasi-public sector financial institutions
. Among the completely private sector banks that made their debut during this pe
riod, the Global Trust Bank ended in a major failure in 2004 and its depositors
had to be bailed out by the RBI through a merger with the Oriental Bank of Comme
rce. Several foreign banks also made their entry into the Indian banking scenari
o while the existing foreign banks expanded their operations. Meanwhile, the per
formance of public sector banks continued to be saddled with operational and len
ding inefficiencies. The Verma Committee identified three public sector banks –
Indian Bank, UCO Bank and United Bank of India – as the weakest of the twenty-se
ven public sector banks, in terms of NPAs and accumulated losses. In March 2002,
the gross NPAs of scheduled commercial banks amounted to Rs. 71,000 crore out o
f which Rs. 57,000 crore or roughly 80% came from the public sector banks. The f
ollowing year witnessed a marginal improvement in the situation.
Financial liberalization has, however, had a predictable effect in the distribut
ion of scheduled commercial banking in India. The reforms era growth in banking
have
focused on the more profitable urban and metro areas of the country. Between 196
9 and 1991 for instance, the share of the rural branches increased from about 22
% to over 58%. In 2004, the corresponding figure stood at a much lower 46%. The
number of rural bank braches actually declined from the 1991 figure of over 35,0
00 branches by about 3000 branches. Between 1969 and 1991 the share of urban and
metro branches fell from over 37% to less than 23%. In the years since it has c
rawled back up to over 31%.
With deposits of over half a trillion US dollars, the Indian banking sector acco
unts
for close to three-quarters of the country’s financial assets. Over the decades,
this sector has grown steadily in size, measured in terms of total deposits, at
a fairly uniform average annual growth rate of about 18%. In the years since li
beralization, several significant changes have occurred in the structure and cha
racter of the banking sector – the most visible being perhaps the emergence of n
ew private sector banks as well as the entry of several new foreign banks. The s
pirit of competition and the emphasis on profitability are also driving the publ
ic sector banks towards greater profit-orientation in a departure from the socia
listic approach followed for decades. In general it seems that the emergence of
the new private banks and the increased participation of foreign banks have incr
eased
professionalism in the banking sector. Competition has clearly increased with th
e
Herfindahl index (a measure of concentration) for advances and assets dropping b
y over 28% and about 20% respectively between 1991-1992 and 2000-2001. Over the
period, SBI, the largest Indian bank, witnessed a decline in asset market share
from 28% to 24% while its loan market share dropped from 27% to 22%. The deposit
share, on the other hand, stayed pretty much the same at 23%. The asset, loan a
nd deposit shares of the top 10 banks all fell from close to 70% to below 60%. N
evertheless, the public sector banks still enjoy a pre-eminent position in India
n banking today, accounting for over 80% of deposits and credit. There is, howev
er, a noticeable trend of private banks gradually eroding the market share of th
e public sector.
Performance and efficiency of commercial banks are key elements of the
efficiency and efficacy of a country’s financial sector. It is not surprising th
en, that
considerable attention has been focused on the performance of commercial banks i
n India in recent years. According to the general perception as well as on sever
al metrics, the “new” private sector banks and the foreign banks have led the wa
y in
terms of efficiency. Public sector banks, still not entirely free from the old b
ureaucratic mode of functioning and constrained by certain “developmental” lendi
ng objectives, is often thought to be lagging behind in the race to efficiency.
Bank privatization and further liberalization of the banking sector including al
lowing bank mergers are frequently discussed as remedies for the situation.

Classification of Banks:
The move of consolidation in Indian banks is though in infancy but imminent. Th
e move is evidenced from the statements of various authorities. “We are slowly
but surely moving from a regime of large number of small banks to small number o
f large banks. The new era is going to be one of the consolidation around ident
ified core competencies” (Mr. Leeladhar V.). “The consolidation of SBI and its
subsidiaries is also on the cards” (Economic Times, Dec. 24,2005). Therefore, t
he present study has classified the entire banking industry into following secto
rs and segments:
Public Sector Banks (PBSBS) comprising two segments i.e. National Banks (NBS) an
d State Bank Group (SBG).
Private Sector Banks (PVSBS) consisting of two segments i.e. Old Private Banks (
OPBS) and New Private Banks (NPBS).
Foreign Banks (FBS).
Banking Industry (B. Ind.).
Banking sector liberalization and deregulation in India started in the early 199
0s as part of a comprehensive reform agenda. This included permission to establi
sh de novo banks and the entry of foreign banks, the deregulation of branch expa
nsion, and the privatization of some state-owned banks. Interest rates were also

liberalized and banks were permitted to invest in equity. However, as of 2004, a

ll commercial banks were still required to make loans to “priority sectors” at b
elow-market rates. These sectors consist largely of agriculture, exporters, and
small businesses. Most foreign banks began operating in the 1990s under a licens
e to open branches and are permitted to take deposits and provide credit in acco
rdance with local banking laws and RBI regulations. Between 1994 and 2000, 21 fo
reign banks were established. Foreign banks have generally
not purchased shares of local Indian banks, since foreign banks were restricted
to a ceiling of 10% of voting rights, even though foreign banks could legally ow
n up to 74% of equity. Planned revised regulations will allow foreign banks to o
pen 100% capitalized wholly-owned subsidiaries in India. Foreign banks have typi
cally focused their operations in the top 25 cities in the country, likely due i
n part to restrictions on branch expansion.17 The foreign banks generally use mo
re modern equipment, pay higher salaries, and attract better-trained employees (
IndiaMart 2004). Private banks are primarily de novo entrants that were granted
banking licenses during the financial liberalization in the early 1990s. A total
of 25 de novo private banks began operations between 1994 and 2000. There are a
lso a small number of incumbent private banks that existed before 1990 and some
state-owned institutions that have been successfully privatized. An example of t
he latter is ICICI, which was formed in 1955 as a state-owned institution at the
initiative of the Government of India and the World Bank to create a developmen
t financial institution for providing medium- and long-term project financing to
Indian businesses. During the 1990s, ICICI was privatized and evolved into a pr
ivate, full service bank and is now India’s second largest bank offering a wide
range of services to retail and corporate customers.
The foreign banks are most numerous, but they have relatively few branches
and accounts and also have fewer deposits and assets than the other types. Natio
nalized banks are the largest type as measured by number of branches, accounts,
deposits, and assets. The state-owned banks combined – SBI plus the nationalized
banks – dominate the banking sector with about 80% of deposits
and assets.
Growth in banking sector.
Banking scenario has changed rapidly since 1990s. The decade of 90s has witnesse
d a sea change in the way banking is done in India. Technology has made tremendo
us impact in banking. ‘Anywhere banking’ and ‘Anytime banking’ have become a rea
lity. The financial sector now operates in a more competitive environment than b
efore and intermediates relatively large volume of international financial flows
. In the wake of greater financial deregulation and global financial integration
, the biggest challenge before the regulators is of avoiding instability in the
financial system.
During the last couple of years, global growth has been above the forecast in al
most every region stimulated by strong monetary and fiscal measures. The domesti
c economic outlook is also bright with the real GDP growth rate surpassing 8% la
st year and estimated to be around 7% in the current year. Industrial performanc
e also improved considerably with a strong manufacturing growth for the second c
onsecutive year. Inflation rate has been under control, barring some hiccup for
a short period. Aided by a good macro economic environment, banks’ bottom line h
as improved significantly over the last two years.
As per Indian Banks Association report ‘Banking Industry Vision 2010’, there wo
uld be greater presence of international players in Indian financial system and
some of the Indian banks would become global players in the coming years. So, th
e new mantra for Indian banks is to go global in search of new markets,

customers and profits. Let us not forget that the competition is not only on for
eign turf but also in the domestic field as well from foreign banks operating in
India
Pension fund industry in India grew at a CAGR of 122.44% from 1999-00 to 2006-07
. In terms of ownership, debit cards are more in number than credit cards but in
terms of transactions, use of credit cards is more prevalent than debit cards.
The ATM outlets in India increased at a rate of 28.09% from March 2006 to March
2007. Outstanding Education loan segment is expected to grow at 36.41% till Marc
h 2009 from March 2007 onwards to cross Rs. 27000 Crore Mark.
Two-wheeler finance industry is projected to forge ahead at a CAGR of 14.21% til
l 2009-10 from 2005-06.
Indian Mutual Fund industry witnessed a growth of 49.88% from May 2006 to May 20
07, and a higher 215.61% growth was recorded in closed ended schemes.
Increasing number of millionaires in India is increasing the scope of Wealth Man
agement Services. Bankable households in India are estimated to move up at a CAG
R of 28.10% during 2007-2011.

Challenges

Technology has thrown new challenges in the banking sector and new issues have
started cropping up which is going to pose certain problems in the near future.
The new entrants in the banking are with computer background. However, over a pe
riod of time they would acquire banking experience. Whereas the middle and senio
r level people have rich banking experience but their computer literacy is at a
low level. Therefore, they feel the handicap in this regard since technology has
become an indispensable tool in banking. Foreign banks and the new private sect
or banks have embraced technology right from the inception of their operations a
nd therefore, they have adapted themselves to the changes in the technology easi
ly.
Whereas the Public Sector Banks (PSBs) and the old private sector banks (barring
a very few of them) have not been able to keep pace with these developments. In
this regard, one can cite historical, political and other factors like work cul
ture and
working relations (which are mainly governed by bipartite settlements between th
e
managements and the staff members) as the main constraints.
Added to these woes, the PSBs were also saddled with some non-viable and loss
making branches, thanks to the social banking concept thrust upon them by the
regulatory authorities in 1960s.
Liquidity position in the financial sector has been quite comfortable in the rec
ent times. The buoyant capital market coupled with an appreciating rupee vis-à-v
is US dollar has been attracting large foreign institutional inflows during the
last two years. While we have an all time high foreign exchange reserves of more
than $130 billion, high capital inflows pose a big challenge to monetary and ex
change rate management. In this context, operationalisation of Market Stabilisat
ion Scheme (MSS) has given an additional instrument for liquidity and monetary m
anagement.
Although, Indian banks have also made their presence overseas, yet it is limited
. Only twenty Indian banks including private sector banks appear in the list of
“Top 1000 World Banks” as listed by the London based magazine “The Banker”. What
is even more revealing is that State Bank of India, India’s largest bank, ranks
82nd amongst the top global banks. Size is increasingly becoming important for
the global banks as it is crucial to improved efficiency. However, India’s large
st bank, SBI is not even a 10th in size of the 9th largest bank, Sumitomo Mitsui
, which has assets of $950 billion as against SBI’s assets of $91 billion. There
fore, the notion that SBI or ICICI Bank can compete in the international arena s
eems far fetched at the moment.

Move towards Universal Banking

The new era is going to be one of consolidation around identified core competenc
ies. Mergers and acquisitions in the banking sector are going to be the order of
the day.
Successful merger of HDFC Bank and Times Bank earlier and Stanchart and ANZ Grin
dlays three years ago has demonstrated that trend towards consolidation is almos
t an accepted fact. We are also looking for such signs in respect of a number of
old private sector banks, many of which are not able to cushion their NPAs, exp
and their business and induct technology due to limited capital base.
Coming times may usher in large banking institutions, if the development financi
al
institutions opt for conversion into commercial banking in line with the
recommendation of Narasimhan (II). In India, one of the largest financial
institutions, ICICI, took the lead towards universal banking with its reverse me
rger
with ICICI Bank coming through a couple of years ago. Another mega financial
institution, IDBI has also adopted the same strategy, and has already transforme
d

itself into a universal bank.

Now the process of its progeny IDBI Bank merging itself with the parent IDBI is
underway, and is likely to be completed soon. This trend may lead logically to
promoting the concept of financial super market chain, making available all type
s of credit and non-fund facilities under one roof or specialized subsidiaries u
nder one umbrella organisation. Consolidated accounting and supervisory techniqu
es would have to evolve and appropriate fire walls built to address the risks un
derlying such large organisations and banking conglomerates.
COMPANY PROFILE

STATE BANK OF INDIA

The origin of the State Bank of India goes back to the first decade of the ninet
eenth century with the establishment of the Bank of Calcutta in Calcutta on 2nd
June 1806. Three years later the bank received its charter and it was re-designe
d as the Bank of Bengal (2nd January 1809). A unique institution, it was the fir
st joint-stock bank of British India sponsored by the Government of Bengal. The
Bank of Bombay (15th April 1840) and the Bank of Madras (1st July 1843) followed
the Bank of Bengal. These three banks remained at the apex of modern banking in
India till their amalgamation as the Imperial Bank of India on 27th January 192
1.
ESTABLISHMENT
The establishment of the Bank of Bengal marked the advent of limited liability,
joint-stock banking in India. So was the associated innovation in banking, viz.
the decision to allow the Bank of Bengal to issue notes, which would be accepted
for payment of public revenues within a restricted geographical area. This righ
t of note issue was very valuable not only for the Bank of Bengal but also its t
wo siblings, the Banks of Bombay and Madras. The three banks were governed by ro
yal charters, which were revised from time to time. Each charter provided for a
share capital, for-fifth of which were privately subscribed and the rest owned b
y the provincial government. The members of the board of directors, which manage
d the affairs of each bank, were mostly proprietary directors representing the l
arge European managing agency houses in India; The rest where government nominee
s invariably civil servants. One of whom was elected as the president of the boa
rd.
Regional office of the State Bank of India (SBI), India s largest bank, is in Mu
mbai. The government of India is the largest shareholder in SBI.
The bank has 52 branches, agencies or offices in 32 countries. It has branches o
f the parent in Colombo, Dhaka, Frankfurt, Hong Kong, Johannesburg, London and e
nvirons, Los Angeles, Male in the Maldives, Muscat, New York, Osaka, Sydney, and
Tokyo. It has offshore banking units in the Bahamas, Bahrain, and Singapore, an
d representative offices in Bhutan and Cape Town.
SBI operates several foreign subsidiaries or affiliates. In 1990 it established
an offshore bank, State Bank of India (Mauritius). It has two subsidiaries in No
rth America, State Bank of India (California), and State Bank of India (Canada).
In 1982, the bank established its California subsidiary, which now has seven br
anches. The Canadian subsidiary was also established in 1982 and also has seven
branches, four in the greater Toronto area, and three in British Columbia. In Ni
geria, it operates as INMB Bank . This bank was established in 1981 as the Indo-
Nigerian Merchant Bank and received permission in 2002 to commence retail bankin
g. It now has five branches in Nigeria. In Nepal SBI owns 50% of Nepal SBI Bank,
which has branches throughout the country. In Moscow SBI owns 60% of Commercial
Bank of India, with Canara Bank owning the rest. In Indonesia it owns 76% of PT
Bank Indo Monex.
State Bank of India already has a branch in Shanghai and plans to open one up in
Tianjin.
State Bank of India has presence in Dubai International Financial Centre, Dubai,
United Arab Emirates.
GROWTH
State Bank of India has often acted as guarantor to the Indian Government, most
notably during Chandra Shekhar s tenure as Prime Minister of India. With 11,448
branches and a further 6500+ associate bank branches, the SBI has extensive cove
rage. State Bank of India has electronically networked all of its branches under
Core Banking System (CBS). The bank has one of the largest ATM networks in the
region. More than 8500 ATMs across India. The State Bank of India has had steady
growth over its history, though it was marred by the Harshad Mehta scam in 1992
. In recent years, the bank has sought to expand its overseas operations by buyi
ng foreign banks. It is the only Indian bank to feature in the top 100 world ban
ks in the Fortune Global 500 rating and various other rankings.
ASSOCIATE BANKS
There are six associate banks that fall under SBI, and together these six banks
constitute the State Bank Group. All use the same logo of a blue keyhole and all
the associates use the "State Bank of" name followed by the regional headquarte
rs name. Originally, the then seven banks that became the associate banks belon
ged to princely states until the government nationalized them between October, 1
959 and May, 1960. In tune with the first Five Year Plan, emphasizing the develo
pment of rural India, the government integrated these banks into State Bank of I
ndia to expand its rural outreach. There has been a proposal to merge all the as
sociate banks into SBI to create a "mega bank" and streamline operations. The fi
rst step along these lines occurred on 13 August 2008 when State Bank of Saurash
tra merged with State Bank of India, which reduced the number of state banks fro
m seven to six. Furthermore on 19th June 2009 the SBI board approved the merger
of its subsidiary, State Bank of Indore, with itself. SBI holds 98.3% in the ban
k, and the balance 1.77% is owned by individuals, who held the shares prior to i
ts takeover by the government.
The acquisition of State Bank of Indore will help SBI add 470 branches to its ex
isting network of 11,448. Also, following the acquisition, SBI’s total assets wi
ll inch very close to the Rs 10-lakh crore mark. Total assets of SBI and the Sta
te Bank of Indore stood at Rs 998,119 crore as on March 2009.
The Subsidiaries of SBI till date
State Bank of Indore
State Bank of Bikaner & Jaipur
State Bank of Hyderabad
State Bank of Mysore
State Bank of Patiala
State Bank of Travancore
MAJOR CHANGE IN THE CONDITIONS
A major change in the conditions of operation of the Banks of Bengal, Bombay and
Madras occurred after 1860. With the passing ofthe Paper Currency Act of 1861,
the right of note issue of the presidency banks was abolished and the Government
of India assumed from 1 March 1862 the sole power of issuing paper currency wit
hin British India. The task of management and circulation of the
new currency notes was conferred on the presidency banks and the Government unde
rtook the transfer the Treasury balances to the banks at places where the banks
would open branches. None of the three banks had till than any braches (except t
he sole attempt ad that too a short-lived one by the Bank of Bengal at Mirzapore
in 1839) although the charters had given them such authority. But as soon as th
e three
presidency band were assured of the free use of government.
IMPERIAL BANK
The Imperial Bank during the three and a half decades of its existence recorded
an impressive growth in terms of offices, reserves, deposits, investments and ad
vances, the increases in some cases 34 amounting to more than six-fold. The fina
ncial status and security inherited form its forerunners no doubt provided a for
m and durable platform. But the lofty traditions of banking which the Imperial B
ank consistently maintained and the high standard of integrity it observed in it
s operations inspired confidence in its depositors that no other bank in India c
ould perhaps then equal. All these enabled the Imperial Band acquire a pre-emine
nt position in the Indian banking industry and also secure a vital place in the
country’s economic life. When India attained freedom, the Imperial Bank had a ca
pital base (including reserves) of Rs.11.85 crores, deposits and advances of
Rs.275.14 crores and Rs.72.94 crores respectively and a new work of 172 branches
and more than 200 sub offices extending all over the country. The State Bank of
India was thus born within a new sense of social purpose aided by the 480 offic
es comprising branches, sub offices and three Local Head Offices inherited form
the Imperial Bank. The concept of banking as mere repositories of the community’
s savings and lenders to creditworthy parties was soon to give way to the concep
t of purposeful banking sub-serving the growing and diversified financial needs
of planned economic development. The State Bank of India was destined to act ban
king system into the exciting field of national development.

MISSION, VISION AND VALUES

Mission statement:

To retain the Bank’s position as premiere Indian Financial Service Group, with w
orld class standards and significant global committed to excellence in customer,
shareholder and employee satisfaction and to play a leading role in expanding a
nd diversifying financial service sectors while containing emphasis on its devel
opment banking rule.
VISION STATEMENT:
¨ Premier Indian Financial Service Group with prospective world-class
Standards of efficiency and professionalism and institutional values.
¨ Retain its position in the country as pioneers in Development banking.
¨ Maximize the shareholders value through high-sustained earnings per
Share.
¨ An institution with cultural mutual care and commitment, satisfying and
Good work environment and continues learning opportunities.

VALUES:
¨ Excellence in customer service
¨ Profit orientation
¨ Belonging commitment to Bank
¨ Fairness in all dealings and relations
¨ Risk taking and innovative
¨ Team playing
¨ Learning and renewal
¨ Integrity
ORGANISATION STRUCTURE

MANAGING DIRECTOR

CHIEF GENERAL MANAGER

G. M G.M G. M
G.M G.M
(Operations) (C&B) (F&S)
(I) & CVO (P&D)

zonal officers
Functional Heads

Regional officers
PRODUCTS:
State Bank Of India renders varieties of services to customers through the follo
wing products:
Personal Loan Product:
SBI Term Deposits
SBI Recurring Deposits
SBI Housing Loan
SBI Car Loan
SBI Educational Loan
SBI Personal Loan
SBI Loan For Pensioners
Loan Against Mortgage Of Property
Loan Against Shares & Debentures
Rent Plus Scheme
Medi-Plus Scheme
Rates Of Interest

SBI Housing loan

SBI Housing loan or Mortgage Loan schemes are designed to make it simple for one
to make a choice at least as far as financing goes!
SBI-Home Loans
Features :
No cap on maximum loan amount for purchase/ construction of house/ flat
Option to club income of your spouse and children to compute eligible loan amoun
t
Provision to club expected rent accruals from property proposed to compute eligi
ble loan amount
Provision to finance cost of furnishing and consumer durables as part of project
cost
Repayment permitted upto 70 years of age
Free personal accident insurance cover
Plus schemes which offer attractive packages with concessional interest rates
to Govt. Employees, Teachers, Employees in Public Sector Oil Companies.
Special scheme to grant loans to finance Earnest Money Deposits to be paid to Ur
ban Development Authority/ Housing Board, etc. in respect of allotment of sites/
house/ flat
No Administrative Charges or application fee
Provision for downward refixation of EMI in respect of floating rate borrowers w
ho avail Housing Loans of Rs.5 lacs and above, to avail the benefit of downward
revision of interest rate by 1% or more
In-principle approval issued to give you flexibility while negotiating purchase
of a property
·Option to avail loan at the place of employment or at the place of construction
Attractive packages in respect of loans granted under tie-up with Central/ State
Governments/ PSUs/ reputed corporates and tie-up with reputed builders.
SERVICES:
DOMESTIC TREASURY
SBI VISHWA YATRA FOREIGN TRAVEL CARD
BROKING SERVICES
REVISED SERVICE CHARGES
ATM SERVICES
INTERNET BANKING
E-PAY
E-RAIL
RBIEFT
SAFE DEPOSIT LOCKER
GIFT CHEQUES
MICR CODES
FOREIGN INWARD REMITTANCES
ATM SERVICES
STATE BANK NETWORKED ATM SERVICES
State Bank offers you the convenience of over 8000 ATMs in India, the largest ne
twork in the country and continuing to expand fast! This means that you can tran
sact free of cost at the ATMs of State Bank Group (This includes the ATMs of Sta
te Bank of India as well as the Associate Banks – namely, State Bank of Bikaner
& Jaipur, State Bank of Hyderabad, State Bank of Indore, State Bank of Mysore, S
tate Bank of Patiala, State Bank of Saurashtra, and State Bank of Travancore) an
d wholly owned subsidiary viz. SBI Commercial and International Bank Ltd., using
the State Bank ATM-cum-Debit (Cash Plus) card.

E-PAY
Bill Payment at Online SBI (e-Pay) will let you to pay your Telephone, Mobile, E
lectricity, Insurance and Credit Card bills electronically over our Online SBI w
ebsite
E-RAIL
Book your Railways Ticket Online.
The facility has been launched w.e.f Ist September 2003 in association with IRCT
C. The scheme facilitates Booking of Railways Ticket Online.
The salient features of the scheme are as under:
All Internet banking customers can use the facility.
On giving payment option as SBI, the user will be redirected to onlinesbi.com. A
fter logging on to the site you will be displayed payment amount, TID No. and Ra
ilway reference no.
. The ticket can be delivered or collected by the customer.
The user can collect the ticket personally at New Delhi reservation counter .
The Payment amount will include ticket fare including reservation charges, couri
er charges and Bank Service fee of Rs 10/. The Bank service fee has been waived
unto 31st July 2006.
Safe deposit locker :-
For the safety of your valuables we offer our customers safe deposit vault or lo
cker facilities at a large number of our branches. There is a nominal annual cha
rge, which depends on the size of the locker and the centre in which the branch
is located.
NRI HOME Loans:-
Purpose of Loan
Loans to NRIs & PIOs can be extended for the following purposes.
To purchase/construct a new house / flat
To repair, renovate or extend an existing house/flat
To purchase an existing house/flat
To purchase a plot for construction of a dwelling unit.
To purchase furnishings and consumer durables, as a part of the project cost
AGRICULTURE / RURAL
State Bank of India Caters to the needs of agriculturists and landless agricultu
ral labourers through a network of 6600 rural and semi-urban branches. here are
972 specialized branches which have been set up in different parts of the countr
y exclusively for the development of agriculture through credit deployment. Thes
e branches include 427 Agricultural Development Branches (ADBs) and 547 branches
with Development Banking Department (DBDs) which cater to agriculturists and 2
Agricultural Business Branches at Chennai and Hyderabad catering to the needs of
hitech commercial agricultural projects.
State Bank of India Core Systems Modernization
SBI had undertaken a massive computerization effort in the 1990s to automate all
of its branches, implementing a highly customized version of Kindle Banking Sys
tems Bankmaster core banking system (now owned by Misys). However, because of t
he bank s historic use of local processing and the lack of reliable telecommunic
ations in some areas, it deployed a distributed system with operations located a
t each branch. Although the computerization improved the efficiency and
accuracy of the branches, the local implementation restricted customers use to
their local branches and inhibited the introduction of new banking products and
centralization of operations functions.
The local implementation prevented the bank from easily gaining a single view of
corporate accounts, and management lacked readily available information needed
for decision making and strategic planning.
The advantages in products and efficiency of the private-sector banks became inc
reasing evident in the late 1990s as SBI (and India s other public-sector banks)
lost existing customers and could not attract the rapidly growing middle market
in India. In fact, this technology-savvy market segment viewed the public-secto
r banks as technology laggards that could not meet their banking needs. As a res
ult, the Indian government sought to have the public-sector banks modernize thei
r core
banking systems. In response to the competitive threats and entreaties from the
government, SBI engaged KPMG Peat Marwick (KPMG) in 2000 to develop a technology
strategy and a modernization road map for the bank.In 2002, bank management app
roved the KPMG-recommended strategy for a new IT environment that included the i
mplementation of a new centralized core banking system. This effort would encomp
ass the largest 3,300 branches of the bank that were located in city and suburba
n areas.
The State Bank of India s objectives for its project to modernize core systems i
ncluded:
• The delivery of new product capabilities to all customers, including those in
rural areas
• The unification of processes across the bank to realize operational efficienci
es and improve customer service
• Provision of a single customer view of all accounts
• The ability to merge the affiliate banks into SBI
• Support for all SBI existing products
• Reduced customer wait times in branches
• Reversal of the customer attrition trend.
Challenges
The bank faced several extraordinary challenges in implementing a centralized co
re processing system. These challenges included finding a new core system that c
ould process approximately 75 million accounts daily — a number greater than any
bank in the world was processing on a centralized basis. Moreover, the bank lac
ked experience in implementing centralized systems, and its large employee base
took great pride in executing complex transactions on local in-branch systems. T
his practice led some people to doubt that the employees would effectively use t
he new system.
Another challenge was meeting SBI's unique product requirements that would requi
re the bank to make extensive modifications to a new core banking system. The pr
oducts include gold deposits (by weight), savings accounts with overdraft privil
eges, and an extraordinary number of passbook savings accounts.

REVIEW OF LITERATURE

Recruitment-
The activities of employing workers fill vacancies or enrolling new members. Or
some activities of manufacture which they make to affect the number of people wh
o apply for vacancies. The result shows the peoples supply requirement being the
best. Employment recruitment is composed of several stages: verifying that a va
cancy exists; drawing up a job specification; finding candidates; selecting them
by interviewing and other means such as conducting a psychometric test; and mak
ing a job offer. Effective recruitment is important in achieving high organizati
onal performance and minimizing labor turnover. Employees may be recruited eithe
r externally or internally.
Besides, The Recruitment and selection process is concerned with identifying, at
tracting and choosing suitable people to meet an organization’s human resource r
equirement. They are integrate activities, and where recruitment stop and select
ion begin is moot point.
Goals
To provide information that will attract a significant pool of qualified candida
tes and discourage unqualified ones from applying.
Sources of recruitment:
Internal: - When recruitment occurs from existing employees then it is internal
recruitment.
External:- When recruitment occurs excluding existing employees then it is exte
rnal recruitment.
Advantages of internal recruitment:-
All information on current employees can be available
selection less costly
positions filled up faster
internal promotion can be motivator signaling that good performance are rewarded
.
candidates already familiar with organization norms etc., which helps to save ti
me and expenses for induction
Advantages of external recruitment:-
Import new ideas
Reduce employee training and development, particularly if they have been trained
elsewhere
Hiring outsider can indicate a change of business outlook
Internal person may not be available
Best recruitment requires some steps to follow up properly. Some steps should fo
llow for the best recruitment and selection process are..

Recruitment Process-
A vacancy arises. Sometimes this is due to the creation of a new job, on other o
ccasions it may be because an existing member of staff has been promoted or is r
etiring.
The job description is updated and an employee specification is written. The job
description lists the duties of the job whilst the employee specification gives
details of the experience, skills and abilities needed to carry out the job.
A vacancy advertisement is written and is circulated via Walsall Council s weekl
y bulletin, Job Shop Weekly. Other media can be used including newspapers, inter
net recruitment sites, specialist publications and the Employment Service.
Application forms are sent out along with copies of the job description and empl
oyee specification and must be returned on or before the closing date that has b
een set. See our applying for jobs page for further information.
A shortlist is compiled of applicants who are going to be invited to attend for
interview. This is done by the recruitment panel who compare each application fo
rm with the requirements of the employee specification. Feedback can be provided
(upon request) to those not shortlisted and applicants have the right to compla
in if they feel they have been unfairly treated.
Interviews are held. The panel will use the same set of questions with each inte
rviewee. The interview may include a selection test. Feedback can be provided (u
pon request) and unsuccessful applicants have the right to complain if they feel
they have been unfairly treated. See our interviews page for further informatio
n.
References will be requested. The successful applicant for jobs working in certa
in areas, including working with children or vulnerable adults, will be asked to
apply for a criminal disclosure check through the Criminal Records Bureau.
Appoint the successful candidate and arrange induction training.

Effects of ideal recruitment

THE 11 Point Recruitment Plan:-

Be clear about what you want - Recruiting the right person starts with a detaile
d job description and personal specification. It also involves following a recru
itment process that produces a suitable candidate at a minimum cost to the busin
ess.
Use a thorough recruitment process - The more complex the job, the more sophisti
cated the recruitment process needs to be. However, as a minimum, the interview
process should include: at least two interviews, a psychometric assessment and a
thorough reference check
Advertise carefully - Advertisements should be clear, to the point and bespoke t
o your organization. Remember; advertising through a reputable recruitment consu
ltant such as executive Search is frequently more effective than advertising und
er your own name
Interview thoroughly - Interviews should be highly structured and based on prove
n methodologies. They should reveal levels of competency in key areas, appropria
teness of experience, personality strengths and weaknesses and integrity. Profes
sional, thorough and consistent interviewing requires a high level of training a
nd coaching. The team at Executive Search has these skills. Use them and save yo
urself time and money.
Assess appropriately - Psychometric assessments are plentiful, but can be a mine
field if inappropriately used or administered. Carefully selected assessments ar
e valuable tools in the selection process, but not to the exclusion of a structu
red interview. Individuals should be selected on the basis of past performance,
competence and personality
Always recruit the right person for the job - Recruitment should be seen as a r
ejection process as much as a selection process . Don t be tempted to pick th
e best of a bad bunch . You (or your company) will pay dearly in the long run!
Pre screening saves time - Executive Search will screen likely candidates with a
simple telephone interview before deciding who to invite for the first face-to-
face interview. This will pay you dividends in terms of time and money saved
Don t do all the talking - When you actually meet the candidates, let them tell
you about their background and achievements. The more you talk, the more you wil
l like the candidate, so, keep quiet, don t tell him or her about the job, the p
ackage, the company, or you, until they have told you about themselves.
Remember training & development - Look for development needs; the perfect person
rarely exists. Identify what initial training will be required and ask yourself
; how much you will need to invest in the candidate and whether he or she is wor
th that investment
Remember training & development - Look for development needs; the perfect person
rarely exists. Identify what initial training will be required and ask yourself
; how much you will need to invest in the candidate and whether he or she is wor
th that investment
Never over sell the job - Over exceeding expectations, leads to frustrations lat
er. Honesty about the role is always the best policy
Background & reference checks - Are vital; research indicates that around 90% of
new employees never have references taken up. Background checks should be as th
orough, as possible and should include employment history, medical checks, and w
here appropriate; character references.

Types of recruitment-
There are several types of recruitment:
Online recruitment.
Principles of help wanted advertising.
Executive recruiter.
Using government job service.
Campus recruiting.
Referral and walk-ins as a source of candidate.
Computerized employee database.
Recruiting a more diverse work force:
-The multicultural workforce
-Older worker as a source of candidates
Online recruitment: Using internet likes a facility to advertising for everybody
. Using technique drawing designs hoardings and panel on website about recruitme
nt or demanding employee with requirement. Besides, the information of company s
hould be explained in general. The employee will match their ability to decide a
pply or not that position.
Principles of help wanted advertising: Creating advertisement and public in a ne
wspaper, journal, and magazines. Making advertisement, focusing on attention aud
ience has been important because after reading, people can understand and match
their capacity with our demand. Make an interesting advertisement like promotion
, travel, career development, will attract people feeling finding a good environ
ment workplace.
Executive recruiter: In anyway it’s called human hunter who seek out top managem
ent labor for their client. Ordinarily, after confirmation to look for special w
orker, these organizations, agencies will filter their database about suitable o
nes or finding others from another manufactory. In this service, we may be pay f
ee very high. Some recruiters who may convince you use their people more than in
find suitable candidate for us.
Campus recruiting as resource of candidates: Many candidates rent through recrui
ting. In this place, candidate can organize conference of job, skill in working…
With this form, campus may be spent a lot finance for brochure , advertise to co
mpany, time for recruiter.
Using government job services: It was very popular in UK being Job Center where
employees can apply for Insurance Number and seeking a job. Job Center aides mil
lions job for employees. Job information provided at Job center office where peo
ples can find suitable job for them and be able apply for these positions.

Recruiter a more diverse workforce:

-The multi-culture workforce: Emigrant is the source of workforce. Many manufact
ories used abroad candidates for them in stead of using local people. With good
policies, many companies can collect excellent candidate in their field.
-The older worker: With these candidates, companies can find experience worker.
Computerized employee database: Nowadays, many companies usually use computerize
d resume enrollment to seek candidate. From their database can support to find s
tudent, graduate, experience people who applied for any positions.

The Selection Process

Application Review
Applications are reviewed to identify applicants meeting the minimum qualificati
ons listed in the job announcement. Applicants who do not meet the minimum qual
ifications are notified by mail. Applicants who do meet the minimum qualificati
ons proceed to the examination process.
Examination
When filling a vacant position, the State of Colorado requires the use of an exa
mination process to identify the top three candidates. If three or fewer candid
ates meet the minimum qualifications of the position vacancy, the minimum qualif
ications are the exam and all of the applicants are referred to the supervisor f
or interview. However, if more than three applicants meet the minimum qualifica
tions, an examination must be used to determine the top three candidates. The n
umber and types of exams chosen for this process will depend on the job class of
the position vacancy and the total number of qualified applicants on the initia
l list. The top three candidates identified via this examination process will b
e referred to the supervisor of the position vacancy for interview.

Supervisor Review and Consideration

The supervisor of a position vacancy makes the hiring decision. Typically, supe
rvisors interview each of the candidates on the referral list. However, a super
visor is not required to interview each of the candidates before making a hiring
decision. A review of each candidate’s resume and an interview with the candid
ate who is deemed the best fit for the position is sometimes sufficient to make
a hiring decision.
Job Offer
After careful consideration of each candidate, the supervisor makes the final de
cision. Depending on type of work performed in the position, a job offer may be
contingent on the results of a drug test, physical examination and/or criminal
background check.

RECRUITMENT STEPS IN STATE BANK OF INDIA

Vacancies identified.
Job description and person specification designed.
Available vacancies are advertised.
Selection test conducted as per scheduled date.
Short listed candidates are called for final interview.
The successful candidates are being informed through a written offer.
The new joiners further attend in-house training
Whenever vacancies are identified, this may arise out of promotion, retirement,
VRS or for new openings. The Central recruitment and promotion department conduc
ts the recruitment steps further for manpower acquisition.
The form of recruitment here is a centralized one.
State bank Of India basically recruits through external resources. It searches f
or clerical cadre, probationary officers, marketing and recovery officers, manag
ement executives.
The selection criteria for each are different. For clerical cadre - the candidat
es are requested to apply online through the bank’s website. Educational qualifi
cation Required- 1. Minimum 12th standard (10+2) pass or equivalent qualificatio
n there of with a minimum of 60% marks (55% for SC/ST/PWD/XS). Or A degree f
rom a recognized University (graduation level) with a minimum of 40% marks (35%
marks for SC/ST/PWD/XS)
2. Should be able to write and speak English fluently
3. Knowledge of other Indian language will be added qualification.
Age Minimum age 18 years and maximum 28 years.
Application fee charged : Rs. 250/- for General and Rs. 50 /- for SC/ST/PWD/X
S
Selection procedure
Selection is made on the basis of performance in the written test and interview
taken together. The written test consists of objective type questions-
1. General Awareness
2. General English
3. Quantitative Aptitude
4. Reasoning ability
5. Marketing Aptitude/Computer knowledge.
Way to apply: - Candidates are required to go to any CBS Branch of State Ban
k of India and pay the amount of fees and get receipt from the branch. The candi
dates are required to apply online through website www.statebankofindia.com and
http://www.sbi.co.in/. No other means/mode of application are accepted.
Salient features mentioned in the advertisements are as follows:
1. Scale of Pay : 4410-215/3-5055-335/3-6060-470/4-7940-500/3-9440-560/4-11680-9
70/1-12650-560/1-13210
2. Emoluments : The total starting emolument of a Clerical Cadre employee payabl
e at Metro like Mumbai will be around Rs. 8000/- per
month for Graduates inclusive of D.A. and other allowances at the current rate.
Allowances may vary depending upon the place of posting.
The new recruits must have flair for marketing and will be required to make cust
omer calls and provide banking services, advisory services
and cross sell products etc. inside and outside Bank premises. The duties involv
e extensive outdoor travelling. Depending upon
requirement, there will be flexible working hours and working in shifts.
5. Nationality / Citizenship :
A candidate must be either i) a Citizen of India or ii) a subject of Nepal or ii
i) a subject of Bhutan or iv) a Tibetan refugee who came over to India before 1s
t
January, 1962 with the intention of permanently settling in India or v) a person
of Indian origin who has migrated from Pakistan, Burma, Sri Lanka, East African
countries of Kenya, Uganda, the United Republic of Tanzania (formerly Tanganyik
a and Zanzibar), Zambia, Malawi, Zaire, Ethiopia and Vietnam with the intention
of permanently settling in India, provided that a candidate belonging to
categories (ii), (iii), (iv) and (v) above shall be a person in whose favour a c
ertificate of eligibility has been issued by the Government of India. A candidat
e
in whose case a certificate of eligibility is necessary, may be admitted to the
examination/ interview conducted by the Bank but on final selection, the offer
of appointment may be given only after the necessary eligibility certificate has
been issued to him by the Government of India.
6. Definitions :
Ex-Serviceman : Only those candidates shall be treated as Ex-Servicemen who fulf
il the revised definition as laid down in Government of India, Ministry of Home
Affairs, Department of Personnel and Administrative Reforms Notification
No.36034/5/85/ Estt(SCT) dated 27th October, 1986 as amended from time to time.
Disabled Ex-Servicemen : Ex-Servicemen who while serving in Armed Forces of the
Union were disabled in operation against the enemy or in disturbed areas shall b
e treated as Disabled Ex- Servicemen.
Dependents of Servicemen killed in Action :
Servicemen killed in the following operations would be deemed to have been kille
d in action attributable to Military Service (a) war (b) warlike operations or
border skirmishes either with Pakistan on cease fire line or any other country (
c) Fighting against armed hostilities in a counter insurgency environment viz.
Nagaland, Mizoram, etc. (d) Serving with peacekeeping mission abroad (e) Laying
or clearance of mines including enemy mines as also mine sweeping operation betw
een one month before and three months after conclusion of an operation (f) Frost
-bite during actual operations or during the period specified by the Government
(g) Dealing with agitating Para-Military forces personnel (h) IPKF
personnel killed during the operations in Sri Lanka.
NOTE : 1) Candidates still serving in Defence and desirous of applying under Ex-
Servicemen category should submit a certificate from the competent authority to
the effect that they would be released /retired on or before 31.08.2010. 2) Ex-S
ervicemen candidates who have already secured employment under the Central

Government in Group C & D will be permitted the benefit of age relaxation as pre
scribed for Ex-Servicemen for securing another employment in a higher grade

or cadre in Group ‘C’/ ‘D’ under the Central Government. However, such candidate
s will not be eligible for the benefits of reservation for Ex- Servicemen. 3) Th
e Territorial Army Personnel will however be treated as Ex-Servicemen w.e.f. 15.
11.1986. 4) An Ex-Serviceman who has once joined a Government job on the civil
side after availing of the benefits given to him as an Ex- Serviceman for his re
-employment, his Ex- Serviceman status for the purpose of re-employment in job c
eases.
7. Reservation for Persons with Disability (PWD) : Vacancies are reserved for Di
sabled (Physically Challenged) Persons under Section 33 of the Persons with Disa
bilities (Equal Opportunities, Protection of Rights and Full Participation) Act,
1995 (1 of 1996) as per government guidelines. Candidates with following disabi
lities are eligible to apply as per the definitions given in the above act :
a) Blindness
b) Low Vision
c) Hearing Impairment
d) Locomotor Disability or Cerebral Palsy
Only such persons would be eligible for reservation in services/posts who suffer
from not less than 40% of relevant disability. A person who wants to avail the
benefit of reservation will have to submit a Disability Certificate issued by Me
dical Board duly constituted by Central or State Government. Candidates falling
in the following categories of the disabled may apply for the post :
Documents needed to produce during the interviews are: -
1. Detached port ion of call letter issued for written examination
2. (a) School leaving Certificate or any other acceptable documentary proof
regarding date of birth.
(b) Certificates and mark sheets of qualification you possess as mentioned in yo
ur application
including certificate(s) in support of your having computer knowledge/proficienc
y, if any.
(c) Candidate belonging to reserved category will produce Caste/Community certif
icate in
the format prescribed by the Government of India, from the competent authority.
In case of candidate belonging to Other Backward Class (OBC), the certificate sh
ould have “Non Creamy Layer” clause for financial year 2007-2008 issued on or af
ter 01.04.2008 on the lines of format given in the Bio-Data cum Attestation Form
.
(d) Candidate belonging to Physically Handicapped category will produce a medica
l certificate as specified in the Disabilities Act of 1995 in support of his/her
disability for our verification.
(e) Ex-servicemen – Candidates who were serving in Defence and had applied under
Exservicemen category should submit a certificate from the competent authority
stating that they have been released/retired on or before 31.07.2008 as stated i
n para 7 of the advertisement no.CRPD/CR/2008-09/1.
(f) Two Character Certificates issued in the recent past from :-
a. School/College last attended.
b. the State/Central Government Gazetted Officer.
c. the previous/present employer in case you were/are employed.
(g) Testimonials from your present/previous employers & Service Certificate(s),
in respect of your present/previous employment, if any.
(h) ‘IDENTITY CERTIFICATE’ on Page 4 of the Bio-Data-cum-Attestation form should
be signed by any one of the following – Gazetted Officers of Central / State Go
vernment, Member of Parliament / State Legislature, Sub-Div. Magistrate / Office
r, Tahasildar or Naib / Dy. Tahasildar authorized to exercise magisterial powers
, Principal / Head Master of recognized Institutions, Block Development Officer
or Post Master.
(i) Attested English version of those certificates, which are in vernacular lang
uage.
3. Persons in the service of Government/Public Sector Banks/Undertakings, have t
o submit a “No Objection Certificate” from their present employer. Your candidat
ure is liable to be cancelled, if it is not produced. It should be further noted
that in case you are selected, you should produce proper relieving letter from
your employer at the time of taking up your appointment.
For marketing and recovery officers:-
State Bank of India, Corporate Centre, Mumbai invites applications from Indian c
itizens for engagement on contractual basis in the positions of officers –
Marketing and Recovery (Rural) –S1 & Technical Officer (Farm Sector) – S1 in Sta
te Bank of India.
It recruits marketing officers for recovery in rural areas.
Compensation package
Rs. 2.80 lac p.a. on CTC (Bank) of which 70% will be fixed pay and 30% will be v
ariable pay.
Role : Identifying and targeting Opportunity : Marketing and lead generation, id
entifying
product needs. Continuous business building : Continuous village visits and rela
tionships with customers, build robust information database, support MRO to get
high-value accounts & interact with the CPC for processing of the proposal sourc
ed, serve as Relationship Manager to HNI customers. Lending and recovery process
: Pre-sanction survey, application filling, papers / documents verifications, p
arking of loan in nearest Branch (other than G.S.S.), recommendations to BM for
loan sanction, loan monitoring, follow up & its recovery
For probationary officers:-
Online applications are invited after the advertisements are made for the vacant
posts.
Eligibility Criteria:
Candidate must be citizen of India.
Candidate should have completed their graduation with at least 60 % aggregate fr
om the recognized University to be eligible for this course.
Candidate must be computer literate to be eligible for this course.
Candidate must be above 21 years of age and must not be more than 30 years of ag
e.
Selection Criteria:
1.Tier I - Preliminary Examination : Time 2 Hours
Candidates have to appear in objective type examination conducted by the bank.
Examination will consist of:
Reasoning Ability Test
Quantitative Aptitude
General Awareness/Computer Knowledge
English Language
2. Tier II - Main Test : Time 3 Hours
This will be an Objective and Descriptive type examination
The objective type examination of 2 hours duration will consist of :
Test of Reasoning
Data Analysis and Interpretation
Marketing Knowledge
Test of English Language
The Descriptive type examination will be a test of English knowledge that has to
be done in 1 hour.

3. Tier III - Group Discussion & Interview :

Selected candidates from Tier I and II are called for Personal Interview and Gro
up Discussion conducted by the respective Bank.
State bank Of India basically uses leading newspapers and its own website for a
dvertisements of vacant posts. The selection is based on written test and interv
iew that is basically job-oriented. For new entrants they conduct in-house train
ing.
Clerical Staff during 2009-10: 11000 Posts in
AHMEDABAD: 500 Posts
BANGLORE: 800 Posts
BHOPAL: 800 Posts
BHUBANESWA: R 500 Posts
CHANDIGARH: 900 Posts
CHENNAI: 900 Posts
GUWAHATI: 500 Posts
HYDERABAD: 900 Posts
KOLKATA: 900 Posts
LUCKNOW: 900 Posts
MUMBAI: 1100 Posts
NEW DELHI: 1000 Posts
PATNA: 900 Posts
THIRUVANANTHAPURAM: 400 Posts

Application Format

STATE BANK OF INDIA, CLERICAL RECRUITMENT PROJECT 2007.

With reference to your advertisement for the recruitment of clerical staff, I s
ubmit my
application in under noted format : -
To,
Post Box No.8229,
Dahisar (East) Post Office,
Mumbai - 400 068.

1. Full Name : Shri/Smt/Kum :

(in block letters)
2. Sex : Male Female

3. a) Candidates’s Present address for Communication with Pin Code

(in block letters)
City : Pin Code : State :
b) STD Code : Phone No:
c) Mobile No. e-mail ID @
d) District you originally come from :

Centre for examination : Centre Code :

5. Date of Birth (DD/MM/YYYY): / / / Age: Years Month

(Proof to be attached) (as on 01.04.2007)

6. Place of birth : 7. Nationality :

8. Religion :

Father’s / Husband’s Name: Shri.

10. Category to which you belong: (Tick _ under the correct category)
For PWD candidates- Do you intend to use the services of scribe Yes No
(Only for blind candidates & those whose writing speed is affected by cerebral p
alsy.)

11. To be filled in by those SC/ST/Minority Community/Ex-servicemen Candidates

desirous of taking Pre-Examination Training.
i) Would you like to undergo Pre-Examination Training : Yes No
ii) Centre for Pre-Examination Training :

12. Indicate by Tick mark in appropriate box

SC SC
(HI) (OH)
ST ST
(HI) (VH)

OBC OBC
(VH) (OH)

GEN GEN
(VH) (OH)

GEN SC ST OBC GEN (HI)

RESEARCH METHODOLOGY
RESEARCH
“Research is an organized inquiry designed and carried out to provide informatio
n for solving a problem.”

Fred Kerlinger

RESEARCH DESIGN
Research design can be thought of as the structure of research- it is the “glue”
that holds all of the elements in a research project- the samples or groups, me
asures, treatments or programs, and methods of assignment- work together to try
to address the central research questions. For this research exploratory design
has been chosen.

METHODOLOGY
Methodology is the procedure employed by researchers in conducting research oper
ations. As far as primary data is concerned, a detailed questionnaire has been f
ormulated and filled up by the employees; the careful analysis of the data is do
ne to arrive at conclusions.
Research type- Exploratory
Data type: - primary and secondary data
Sample collection- 30 employees of SBI, Silchar branch
Sample location- State bank of India, Silchar (Regional office)
Instrument- Interview method

OBJECTIVES
To study the recruitment steps followed for hiring.
To understand the theory underpinning recruitment methods.
To ascertain whether the practices are ideal enough or need any change for bette
rment in this changing scenario.
SOURCES OF DATA
The data has been collected in two ways:
PRIMARY DATA-
Primary data is the type of data that is collected for the first time and is ori
ginal in character. Hence, for this study, primary data has been collected
directly from the deputy manager and a few employees through an interview.

SECONDARY DATA-
The data that has been collected by others is called secondary data. The seconda
ry source of information has been collected from company’s internal sources like
brochures, books and the websites.

SCOPE OF THE STUDY

It provides a complete knowledge of various fundamental concept related to recru
itment practices.
It extends to the whole of the organization and gives a way to improvement if an
y required for better talent acquisition.

LIMITATIONS
Data collected is based on a short interview taken
The research exercise was conducted within a limited duration.
So a detailed study could not be made.
The findings and conclusions are based on knowledge and
of the respondent.
Lack of support from the management side while data collection due to their poli
cy of maintaining secrecy.
FINDINGS & ANALYSIS

Chart -1 Representing the maximum age limit and minimum marks required to appl
y for the various posts in SBI.

Analysis-
The above chart depicts that age limit for clerical cadre is 18-28 and minimum 6
0% is required. For Probationary officers its 23-31 and 60% marks. And marketing
recovery officers its 21-25 where as 55% marks required.

Chart-2 Representing the satisfaction level of employees regarding trainings c

onducted.

Analysis:- 65% of employees are not satisfied with the training conducted and 35
% are satisfied.

Chart-3 Representing the view of employees about quota reservations

Analysis:- 60% of employees find that quota reservation should be revised wherea
s 40% are fine with it.

MAJOR FINDINGS ARE:

Sources used for recruitment is basically advertisement.
Centralized form of recruitment.
Criteria for educational qualification vary according to the posts.
Aptitude test and personal interview mainly used for selection.
Reference check is done.
Two stages involves in selection process.
Reservation of seats according to the caste factor plays an important role.
Marketing and recovery officers are recruited on contractual basis and later mad
e permanent based on performance.
Dependants of serviceman killed in action, ex-serviceman, physically challenged
people too get an opportunity to work for SBI.
Applications are filled online through company website.
Age concession varies according to class and caste factor.
The ads contain a well designed job description with clear definition for few fa
cts
The application fee too varies by the caste factor.
Many feel training should be conducted based on individual needs.
Expenses are incurred for advertisements but application fees balance it in the
other way.
Restructuring of hiring process can be done.
Ads generate a wide range of pool of applicants.
Quota reservation isn’t appreciated by many while some find it as an equal emplo
yment opportunity.

RECOMMENDATION
Based on the detailed study carried out the following are few suggestions:-
Govt. policies on reservation of seats can be revised.
The promotions can be done on performance basis.
The selection levels can be elaborated to select the very best competent employe
e in today’s competitive age.
Setting of goals on monthly basis will enhance performance.
Training can be conducted based on the need of an employee rather than making it
mandatory for a certain cadre of staffs all together.

CONCLUSION
The topic of the study was “ Recruitment practices in State Bank Of India”.
The study has helped in understanding the theoretical and practical aspects of r
ecruitment in reality. It has given a way to in depth understanding of the hirin
g process of SBI.Recruitment is in centralized form. And the external source i.e
. by the way of advertisements people are being made aware of the vacancies. The
advertisements are designed in such a way that there remains no iota of confusi
on with the job description, eligibility criteria and few terms with proper defi
nition and explanation. Advertisements are highly informative in nature.
Application forms are being filled online. The large pool of talents then sit fo
r a written aptitude test and the selected ones further move on with personal in
terview. The successful ones are being informed and then the induction program i
s being conducted for them.
As far as the recruitment process is concerned, it is a standard process being f
ollowed but with changing time and expansion or innovations in banking technolog
y this process can be modified a bit seeing the pros and con of the situation.
At last I would conclude that STATE BANK OF INDIA has achieved its entire goal w
ith its idea and unique idea. It has good manpower and provides good facilities
to its employees. The majority of company’s profitability ratios shows upward tr
end. The performance of the company can be considered as considered as satisfact
ory in time of recession As per my opinion STATE BANK OF INDIA has a wide scope
to develop in future.

QUESTIONS:-

Why recruitment is an important Hr activity?

What sources of recruitment are used?
What types of tests are usually adopted for selection?
Would you like to add new strategies in the recruitment model?
How do you go about with the steps of hiring?
Do you do reference checks?
How many stages are involved in selection?
Do you find the whole process time and cost savvy?
What do you feel about quota reservations ?
Should be revised
It is fine
Do you think you get a wide range of talented employee pool by way of advertisem
ents?
Are you satisfied with the training programs?
Yes
No
Suggestions:

BIBLIOGRAPHY
Journal on human capital-Punita Malhotra
Human resource management- Dessler
Human resource planning- Dr. Mukherjee
Personnel management- Edward Flippo
Human resource and personnel management- Ashwathappa

REFERENCES
www.selectionandrecruitment.com
www.wikipedia.com
www.e-HResources.com
www.statebankofindia.com
www.sbi.co.in
www.scribd.com
www.docstoc.com