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The main goal of this study is to assess and evaluate the recruitment and selection strategy of banks and provide helpful recommendations for the improvement of the banks' recruitment and selection process. Additionally, the book Recruitment and Selection Process of Banking Industry: An In-depth Analysis was prepared to shed light on the recruitment and selection process of the banking sector. Better recruitment and selection strategies lead to better organisational outcomes. The study also offers some recommendations for how banking may use human resources as a differentiator in the future. One of the major private sector employers in India is the banking sector, which requires a huge number of highly qualified, motivated, and potential employees in order to successfully achieve its objectives.

1. To understand the required skills of marketing personnel in banking sector
2. To identify the most popular method of recruitment of marketing personnel in banking sector.
   

According to Dora (2003), pre-entry organisational socialisation, sometimes referred to as anticipatory socialisation, includes recruitment and selection events. Since their socialisation through exposure to professional employers starts during training, graduates are vulnerable to these impacts. It is believed that the initial psychological contract between employers and graduates as well as the development of reasonable career aspirations are facilitated by the actions of employers. According to the current study, students in established professions reported more proactive participation in recruitment events, more exposure to employers through job activities, and more extensive experience with selection processes at comparable study stages than students in emerging professions.

According to Lavigna, R. J. (2004), governments everywhere are dealing with previously unheard-of personnel issues. Governments' capacity to attract talent to public service has never been more limited and complex by organisational, social, and economic forces than now, when they need to be the best at it. An overview of the many recruitment and selection programs that are now in use in many countries is given in this article, which might assist governments worldwide in luring and keeping talented individuals. We outline a number of "best practices" for recruiting and selection, mostly drawing from examples from the US and Western Europe while also including insights from a range of developed and less developed countries (LDCs).Ongori (2010) Requisitions for hiring from different organisational departments are sent to the human resources department to begin the hiring process. Internal and external sources are the two types of sources used for hiring. Promotions, transfers, friends and family of current employees, and job postings and bidding are examples of internal sources of hiring. Campus recruitment, employment agencies, job advertisements, and employee recommendations are examples of external sources of hiring. Any organisation can select the most qualified applicants from both internal and external sources.

Aryeetey and Ofori (2011) The organisation regularly conducts recruitment and selection. The HR department of the company must successfully carry out these tasks in order to hire the top applicants who will be able to carry out the organization's tasks with the necessary skills. If not, the organisation won't be able to get where it wants to go.

According to Zaharie, M. (2013), hiring and selection procedures are essential for businesses looking to hire talented and competitive workers. This study compares and objectively examines the hiring and selection procedures used by small and medium-sized businesses. 92 Romanian companies (25 small and 67 medium-sized) participated in an online quantitative study using a questionnaire that examined hiring procedures, staff selection procedures, and employment screening standards. The findings indicate that although there are some distinctions between these two types of organisations, they are not particularly significant. Small businesses prioritise recommendation-based hiring practices.

According to Alka, R. (2014), one of HRM's key responsibilities is recruiting and selection. An organization's fundamental structure and foundation are strengthened by effective recruiting and selection. Its main goal is to find and assign someone with the right qualifications and skills to the best-fitting position. The modern age is tech-savvy. The organisation can hire and manage a skilled personnel with the use of online recruiting and selection processes. Understanding the purpose and procedure of the online recruiting and selection process is the primary goal of this essay.

The 21st century has witnessed an unprecedented wave of technological transformations that have significantly reshaped the landscape of work. Automation and artificial intelligence (AI) are revolutionizing industries, leading to a fundamental reevaluation of job roles and skill requirements. Concurrently, the advent of remote work has disrupted traditional organizational structures, prompting a rethinking of Human Resources (HR) practices. This paper explores the intricate interplay of these technological transformations and their implications for the modern workplace, focusing on the impact of automation and AI on job roles, the evolving skill landscape, and the transformative effects of remote work on organizational structures and HR practices (Grinin, Grinin & Korotayev, 2021, Miller, 2023, Sofia, et. al., 2023).

The advent of remote work, accelerated by technological advancements, has redefined traditional notions of the workplace. Organizations are increasingly embracing flexible work arrangements, allowing employees to work from anywhere. This shift has profound implications for organizational structures and HR practices (Carroll & Conboy, 2020, de Lucas Ancillo, et. al., 2023).

The emergence of automation and AI has led to a paradigm shift in the skill requirements of the modern workforce. There is an increasing demand for skills that complement and collaborate with technology rather than compete against it. As routine tasks become automated, employees need to acquire skills such as complex problem-solving, critical thinking, and digital literacy (Dash, et. al., 2019, Li, 2022, Tschang & Almirall, 2021).

1. Research Design- For the present study, initially exploratory type of research was adopted followed by descriptive type of research. The researcher has used both quantitative and qualitative methods for data collection.
2. Sampling Technique- Stratified probability sampling technique was used for the identification of a representative sample.
3. Tool for Data Collection- For primary data collection, the researcher has used questionnaire through paper questionnaire and Google forms which was filled from HR employees, HR managers, and Outsourcing Providers.
4. Sample Size- The sample size of this Research is 200 respondents including HR employees, HR managers, and Outsourcing Providers. The questionnaire will include close ended and open-ended questions both.

       5. Data Analysis- The Chi-Square test and the percentage approach in SPSS (Statistical Package for Social Sciences) and Microsoft Excel were used to statistically assess the gathered data. Additionally, the researcher computed the respondents' response percentages. Since it is the most effective tool for identifying, comparing, describing, and drawing conclusions, this approach was taken. Analysing data entails turning a number of open-ended questions and collected observations into descriptive statements and/or relationship conclusions.

The study included four private sector banks, two nationalised banks, and one foreign bank, out of the seven banks that were categorised. The research methodology is based on primary data obtained through focus method interviews with seven personnel managers, all of whom were middle-level to higher level managers included for the study. Secondary data obtained from various online portals, books, and e-articles is also included. The information gathered is used to propose ways and means to achieve the research objectives to study the processes involved in the recruitment function

Company Profile of Bank

1. The Bank  Is The Leading Bank In Terms Of Assets And Market Capitalization
2. It Has Turned Into One Of The Best Three Employers In India Among Listed Companies
3. The Bank Is One Among The Top Fifty Of The Most Reputed Companies In The World According To Forbes.
4. It Has Provided Employment To More Than 1,00,000 People All Over The World.
5. It Has Offices Over All India And Abroad

Recruitment Process at Bank

1. The Recruitment Process At Bank A Is At The Entry Level. The Number Of Applicants For Posts In Bank A Has Doubled For The Preceding Year 2012 As Compared To The Current Year 2013.
2. Senior HR Personnel Need To Raise The Bar In Order To Receive Good Quality Of Applicants And Reduce The Increased Number Of Applicants.
3. The Pitfalls That May Occur Is With Reference To Logistics While Administering Tests To Aspirants And Proper Coordination While Setting Of Exam Papers Must Be Taken Care Of.
4. A common set of observations may be drawn to emphasize the effective implementation of the methods and techniques of recruitment.
5. They may be described as below:
6. The recruitment processes at three levels has been studied for different organizations in general. Only one bank included the study of the recruitment process for contractual workforce. Five junior-level and middle-level managerial positions each have been studied.
7. The common sources of recruitment across all levels are advertisements, recruitment agencies, external job postings/ e-recruiting, College/campus recruitment and walk-ins. The key factors in the sourcing methods, that need careful attention, and common pitfalls and best practices have been outlined ,and may be as described below in general:

Advertisements- Want ads describe the job and the benefits, identify the employer, and tell those who are interested and how to apply. It is a popular method for recruiters because of its wide reach.

(ii) Recruitment agencies- Recruitment agencies/ Consultants in India perform the recruitment on behalf of a client company by charging a fee. Organizations depend on this source for highly specialized positions and executive positions. These lend professionalism and have nation-wide contacts. However, their cost for rendering services is a deterrent factor.

(iii) External job postings/ e-recruiting- There are respective company websites devoted in some manner to job posting activities. There are negatives associated with Internet recruiting. For example, broader exposure might result in many unqualified applicants applying for jobs. More resumes need to be reviewed, more e-mails dealt with and specialized applicant tracking software may be needed to handle the large number of applicants. Another problem is that the recruiters are likely to miss out many competent applications that lack access to Internet

(iv) Campus Recruitment- Most of the Universities, colleges and Institutes imparting Technical Education in various disciplines provide facilities for campus recruitment and selection. Organizations can directly contact the institutes and stimulate the candidates to apply for jobs.

(v) Walk-Ins- Candidates apply casually for jobs through mail or hand-over the Applications in Personnel Department. The organization and collection of resumes of applicants is a difficult task. Overtime to make employees work for longer hours, employee leasing by paying a fee to a consulting firm to carry out routine HR functions, temporary employment or “just-in-time” employees and outsourcing of recruiting function were some of the uncommon sourcing techniques.

DATA ANALYSIS AND INTERPRETATION

The data in this study is more reliable because the researcher gathered it from respondents who had prior experience with the hiring process. All types of respondents were covered by the data collected, which ranged from 0 to 10+ years of experience. Seventy-four percent of the staff here less than two years of experience. Eleven percent of workers have three to five years of experience. Ten percent of workers have six to ten years of experience. However, just 5% of workers have more than ten years of experience. Since the Indian sector is still in its infancy, many employees have less than two years of experience.

When it comes to hiring, there are two categories: IT positions and non-IT positions. For both technical and non-technical positions, 151 of the 200 employees suggest outsourcing the hiring process. For non-IT positions, only 29 employees suggest outsourcing the hiring process. For IT positions, only 20% of employees suggest outsourcing the hiring process. Based on the information above, we may conclude that a significant portion of workers advocate for outsourcing hiring for both technical and non-technical positions.

One of the primary goals of outsourcing recruiting, in addition to cost effectiveness, is quality of hire, which entails selecting the top applicants from the market. According to the data gathered, 50% of recruiters strongly agree that recruitment outsourcing results in higher-quality hires, and 30% of recruiters agree that recruitment outsourcing results in higher-quality hires. This indicates that 80% of respondents concur that outsourcing offers the company high-quality candidates, whereas only 20% of recruiters agree. Remain unbiased that outsourcing recruitment results in higher-quality hires, and since none of the respondents chose to disagree or strongly disagree, outsourcing recruitment is clearly very beneficial.

When newly hired employees join the company, they bring fresh perspectives and expertise that help the company function better. According to the statistics, 46% of recruiters agree with this statement, meaning 76% of respondents observe an improvement in the organization's performance, and 30% of recruiters strongly agree that candidates hired through outsourcing boost the performance of the organisation. The performance of the company is improved by candidates hired through outsourcing, according to 19% of recruiters who remain neutral. Just 5% of recruiters disagree that hiring candidates through outsourcing enhances the organization's performance.

According to this study on the efficacy of the hiring and selection process, banks mostly use widely dispersed recruiting advertisements. Banks are assigning the right individual to the right job in order to satisfy organisational needs and keep personnel. We can conclude that the banks' hiring practices are both satisfactory and efficient. Interview techniques differ from job to job based on the job requirements and job description. The majority of workers joined banks purely for the sake of future prospects and job stability. The integration and coordination of the inner group with the external RPO group may be the primary components of the examination. Both parties will benefit from intermittent audits in reducing time gaps and achieving high-quality results. It is certain that RPO is at a fairly low level in terms of increasing brand association and concentration; hence, it is suggested that a small amount of additional activity will greatly enhance the overall idea and yield remarkable outcomes for the full measure. Even though RPO is the HRO cycle that develops the fastest, there are still complexities in how it interacts. More considerations are being made with the same level of respect, and more research can be accepted. Banks should take action to hire bright young people in order to meet the challenges of the future.

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