1.

1 INTRODUCTION

Gender discrimination in the recruitment process is a pervasive issue that

continues to challenge the principles of equality and fairness in the workplace.
Despite advancements in gender equality movements, biases often persist in
various stages of recruitment, ranging from job postings to candidate selection.
This discrimination can manifest in subtle ways, such as biased language in job
descriptions, or more overtly through discriminatory hiring practices.

The recruitment process serves as the gateway for individuals to access

employment opportunities and contribute to the workforce. However, when
gender biases influence this process, it undermines the meritocratic ideals of
recruitment and perpetuates systemic inequalities. Women, in particular, face
numerous barriers and biases throughout their job search journey, resulting in

Understanding the root causes and manifestations of gender discrimination in

recruitment is crucial for organizations and policymakers to implement effective
strategies for promoting diversity and inclusion in the workforce. By addressing
these biases and fostering an equitable recruitment process, businesses can tap
into a broader talent pool, enhance organizational performance, and create a
more inclusive workplace culture.

In this paper, we will explore the various dimensions of gender discrimination

in the recruitment process, examine its impact on individuals and organizations,
and propose actionable solutions to mitigate biases and promote equal
opportunities for all candidates. Through collective efforts and commitment to
fair recruitment practices, we can strive towards building a more diverse,
equitable, and inclusive workforce.
 1.2 NEED FOR STUDY
The need to study gender discrimination in the recruitment process is paramount
for several reasons:

Social Justice and Human Rights: Gender discrimination violates fundamental

human rights and principles of equality. Understanding its prevalence in the
recruitment process is essential for addressing systemic inequalities and
promoting social justice.

Economic Impact: Discrimination in recruitment limits access to employment

opportunities for qualified individuals, leading to underutilization of talent and
potential economic losses for both individuals and societies.

Organizational Performance: Biased recruitment practices hinder

organizations from harnessing the full potential of their workforce. By studying
gender discrimination, businesses can identify and rectify barriers to diversity,
which in turn can enhance innovation, productivity, and overall performance.

Legal Compliance: Many countries have laws and regulations in place to

prohibit discrimination in the workplace, including during the recruitment
process. Understanding the nature and extent of gender discrimination helps
organizations ensure compliance with these laws and avoid legal repercussions.

Reputation and Brand Image: Organizations that are perceived as fair and
inclusive attract top talent and enjoy greater customer loyalty. Conversely,
incidents of gender discrimination can damage a company's reputation and
brand image, leading to negative publicity and loss of market share.
 1.3 OBJECTIVES
The objectives of studying gender discrimination in the recruitment process can
be outlined as follows:

Identify Biases: To identify and analyze the specific biases and stereotypes that
influence the recruitment process, such as gendered language in job postings,
biased selection criteria, or discriminatory interview practices.

Quantify Impact: To quantify the impact of gender discrimination on

recruitment outcomes, including disparities in job offers, salary negotiations,
promotion opportunities, and career advancement.

Understand Root Causes: To understand the underlying factors contributing to

gender discrimination in recruitment, including societal norms, organizational
cultures, unconscious biases, and systemic barriers.

Assess Legal Compliance: To assess the extent to which recruitment practices

comply with relevant laws, regulations, and organizational policies aimed at
preventing gender discrimination in the workplace.

Evaluate Organizational Practices: To evaluate current organizational practices

and procedures related to recruitment, including job design, candidate sourcing,
selection methods, and decision-making processes, to identify areas for
improvement.

Recommend Solutions: To develop evidence-based recommendations and best

practices for mitigating gender discrimination in recruitment, including
strategies for promoting diversity, enhancing objectivity in decision-making,
and fostering inclusive organizational cultures.
 1.4 SCOPE OF STUDY
The scope of a study on the recruitment process, specifically focusing on gender
discrimination, encompasses various dimensions and stages of recruitment.
Here's an outline of the scope:

Job Advertisements: Analysis of language and imagery used in job

advertisements to identify gender biases and stereotypes.
Examination of job requirements and qualifications to assess potential barriers
to gender diversity.
Candidate Sourcing: Evaluation of recruitment channels and methods to
determine their effectiveness in reaching diverse candidate pools.
Investigation into potential biases in sourcing strategies that may
disproportionately exclude certain genders.
Application Screening: Assessment of application screening procedures to
identify biases in resume or CV review processes.
Examination of criteria used to shortlist candidates and their potential impact on
gender diversity.
Interview Process: Analysis of interview protocols, questions, and evaluation
criteria to identify biases that may disadvantage certain genders.
Evaluation of interviewer behavior and decision-making processes for fairness
and objectivity.
Selection and Decision-Making: Investigation into factors influencing final
hiring decisions, including unconscious biases and stereotypes.
Examination of data on candidate demographics to identify patterns of gender-
based discrimination in hiring outcomes.
Organizational Culture and Policies: Assessment of organizational policies
and practices related to diversity, equity, and inclusion in recruitment.
Examination of organizational culture and its impact on gender diversity in the
workforce, including perceptions of gender roles and biases.
 1.5 RESEARCH METHODOLOGY
Research methodology for studying gender discrimination in the recruitment
process involves various approaches to gather, analyze, and interpret data.
Here's a comprehensive outline of potential research methodologies:

Literature Review: Conduct a thorough review of existing literature on gender

discrimination in recruitment, including academic journals, books, reports, and
relevant studies. This helps establish a theoretical framework and identify gaps
in current knowledge.

Quantitative Surveys: Design and administer surveys to collect quantitative

data from job seekers, recruiters, hiring managers, and HR professionals.
Questions can focus on experiences, perceptions, and attitudes related to gender
discrimination in recruitment processes.

Qualitative Interviews: Conduct semi-structured interviews with a diverse

range of stakeholders, including job applicants, recruiters, and organizational
leaders. These interviews provide insights into individual experiences,
perspectives, and narratives regarding gender discrimination in recruitment.

Focus Groups: Organize focus group discussions with representatives from

different demographic groups to facilitate interactive discussions on gender
discrimination in recruitment. Focus groups allow for exploring shared
experiences, social norms, and cultural factors influencing perceptions of
discrimination.
CHAPTER-2
 2.1 REVIEW OF LITERATURE
Alka, R (2014) states that recruitment and selection is the important function of HRM.
Proper recruitment and selection provide a strong basic structure/ foundation to an
organization. Its basic objective is to attract and appoint a person with proper and
adequate skills and qualification at the appropriate/ best fitted job. Modern era is techno
savvy. Online recruitment and selection process help the organization to attract and
manage the competent workforce. The main objective of this article is to understand
the meaning and process of online recruitment and selection process. Many online
recruitment agencies are also emerging as a popular and reliable source of recruitment.
Some of them are discussed in the article. Special focus is given on the online
recruitment and selection process adopted by IBPS. Use of information technology in
recruitment and selection process provides benefits to both the recruiter and the job
seekers in many ways.

Bagul D B (2014) is states that research little attempt is made to see its satisfactory
level. The recruitment activity is analyzed internally, that means from the view of the
departmental heads, which are, involved in the process itself and externally that means
from the candidates perspective. From the study of Recruitment and Selection at Rathi,
and by analyzing the process conclusion is drawn. The candidates aresatisfied with the
policy of Rathi, but there is little scope to improve the satisfactory level of Recruitment
and Selection process from the internal point of view that means among the
departmental head. Recruitment activity is one of the prime activities of any growing
organization; therefore, it is very necessary for any organization to check whether this
process is going on smoothly or requires some change. As performance of the whole
group is ultimately depends on the efficiency of the employees of the group. Therefore,
to make sure the recruited candidate is a right candidate is the prime responsibility of
the HR people. Recruitment has various impacts on other HR activity so it is very
necessary to make it more effective. By providing little attention towards improving the
communication between Departmental Head & H.R., will definitely help the
organization to reach its goal in near future.
Rathore, N.S (2014) states that human resource management is the
management of employee’s skill, knowledge abilities, talent, aptitude, creativity,
ability etc. different terms are used for denoting Human Resource Management.
They are labour management, labour administration, labour management
relationship, employee employer relationship, industrial relationship, human
capital management, human assent management etc. In simple sense, human
resource management means employing people, developing their resources,
utilizing, maintaining and compensating their services in tune with the job and
organizational requirements Human Resource Management is also a strategic
and comprehensive approach to managing people and the workplace culture and
environment.

Zaharie, M (2013) states that job recruitment and selection practices represent
a prerequisite for companies aiming for competitive and skilled employees. The
purpose of this paper is to empirically explore and compare the employee
recruitment and selection practices in small and medium organizations. An
online quantitative survey was applied on 92 Romanian organizations (25 of
small and 67 of medium size), based on a questionnaire which explored the
recruitment methods, the employee selection practices and job screening
criteria. The results show that while differences exist between these two
categories of organizations, these are not that intense. When recruiting, small
organizations focus on recommendation based methods. Medium organizations
use more selection steps when hiring and render greater importance to the job
selection criteria, especially to candidates’ attitude, motivation and dedication to
work, generic skills, lifelong learning, resistance to stress, and computer skills.

Ofori and Aryeetey (2011) Recruitment and selection is a regular function in

the organization. These functions need to be performed by the HR department
of the organization effectively for hiring the best candidates so that these
candidates can be able to accomplish the activities of the organization with skill
at hand. Otherwise, the organization cannot reach the desired destination.
Ongori (2010) The process of recruitment starts with the human resource
department receiving requisitions for recruitment from various departments of
the organization. There are two sources of recruitment such as internal and
external sources. The internal sources of recruitment include job posting and
bidding, friends and relatives of existing employees, promotion and transfer.
The external sources of recruitment include job advertisement, employment
agencies, employee referrals and campus recruitment. Every organization has
the option to choose the best candidates either from internal sources or from
external sources.

Ume-Amen (2010) has done research on the factors which benefits

organizations in outsourcing their recruitment and selection process. Based on
the literature survey the factors were identified. These factors were cost savings;
improve quality, time pressure, lack of internal staff, increased capacity,
manpower availability, easy replacements, and pool of applicants and
competence of applicants. The questionnaire designed for the study was based
on the above factors. The sample size of the study was 10 organizations. The
objective of this study was to determine different factors of outsourcing
recruitment and selection process at workplace in banking sector.

Lavigna, R. J, (2004) states that governments around the globe are facing
unprecedented staffing challenges. At the time when governments need to be
most adept at luring talent to public service, their ability to do so has rarely been
so constrained and complicated by economic, social and organizational
pressures. This article provides an overview of the types of recruitment and
selection initiatives already in place in many nations that can help the world’s
governments attract and retain talent. Relying heavily upon examples from the
United States and Western Europe, but also integrating experiences from a
variety of both developed and less developed countries (LDCs), we describe a
series of recruitment and selection “best practices.”
Dora, S (2003) states that recruitment and selection experiences are part of a
process of pre-entry organizational socialization, also known as anticipatory
socialization. Graduates are susceptible to such effects as their socialization
through exposure to professional employers begins during training. Employers’
practices are thought to contribute to the formation of realistic career
expectations and the initial psychological contract between graduates and
employers. The present study found that students in traditional professions
reported greater exposure to employers than students in an emerging profession
through work activities, more proactive engagement in recruitment events, and
more extensive experience of selection processes at similar stages of study.
Greater activity, in turn, was related to career expectations, including varying
levels of commitment to and interest in the profession and career clarity.

Rod, D (1995) is of the opinion that many factors combine to make selection
and recruitment practice and research a lively area and at the forefront now of
the drive towards management excellence. As a body of knowledge, it has been
strengthened by having to prove its usefulness during the 1960s and 1970s and
now there is more realization that both excellence in recruitment and selection,
along with training, appraisal systems, and organizational design/reengineering,
together can contribute to strong organizations in the future
 CHAPTER-3
COMPANY PROFILE
INDUSTRY PROFILE
 3.1 COMPANY PROFILE
ICICI BANK:

ICICI Bank is one of the largest private sector banks in India. It offers a wide
range of banking and financial services to individuals, businesses, and
corporates. These services include savings accounts, current accounts, loans,
credit cards, investment products, insurance, and wealth management services.
ICICI Bank has a significant presence both in India and internationally, with
branches and offices in various countries.

NET WORTH:
$90.9B (75,63,23,90,55,000/-)

REVENUE:
$27.112B (22,55,95,29,18,800/-)

FOUNDED:
1994, VADODARA

ADDRESS:
BANDRA KURLA COMPLEX-BANDRA EAST, MUMBAI.

PHONE:
1800 1080
WEBSITE:
WWW.ICICIBANK.COM

NO OF EMPLOYES:
103,000
Products and Services

 Credit and Debit cards

 Personal Loans
 Home Loans
 Gold Loans
 Mortgages
 Commercial Vehicle Finance
 Retail Business Banking
 Savings Account
 Current Account
 Fixed and Recurring Deposits
 Corporate Salary Accounts
 Construction Equipment Finance
 Agri and Tractor Loans
 SHG Loans
 Kisan Gold Card
 Distribution of Mutual Funds, Life, General and
Health insurance
 Healthcare Finance
 Offshore loans to NRIs
 NRI deposits
 Small ticket working capital loans
 Business loans
 Two-wheeler loans
 Loans Against Securities
 Auto loans
HISTORY

The Industrial Credit and Investment Corporation of India (ICICI) was a

government institution established on 5 January 1955 and Sir Arcot Ramasamy
Mudaliar was elected as the first Chairman of ICICI Ltd. It was structured as a
joint-venture of the World Bank, India's public-sector banks and public-sector
insurance companies to provide project financing to Indian industry. ICICI
Bank was established by ICICI, as a wholly owned subsidiary in 1994
in Vadodara. The bank was founded as the Industrial Credit and Investment
Corporation of India Bank, before it changed its name to ICICI Bank. In
October 2001, the Boards of Directors of ICICI and ICICI Bank approved the
merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI
Personal Financial Services Limited and ICICI Capital Services Limited, with
ICICI Bank. The merger of parent ICICI Ltd. into its subsidiary ICICI Bank led
to privatization.
In the 1990s, ICICI transformed its business from a development financial
institution offering only project finance to a diversified financial services group,
offering a wide variety of products and services, both directly and through a
number of subsidiaries and affiliates like ICICI Bank. ICICI Bank
launched Internet Banking operations in 1998.
ICICI's shareholding in ICICI Bank was reduced to 46% through a public
offering of shares in India in 1998, followed by an equity offering in the form
of American depositary receipts on the NYSE in 2000. ICICI Bank acquired
the Bank of Madura Limited in an all-stock deal in 2001 and sold additional
stakes to institutional investors during 2001–02. In 1999, ICICI become the first
Indian company and the first bank or a financial institution from non-Japan Asia
to be listed on the NYSE.
ICICI, ICICI Bank, and ICICI subsidiaries ICICI Personal Financial Services
Limited and ICICI Capital Services Limited merged in a reverse merger in
2002. During the financial crisis of 2007–2008, customers rushed to ICICI
ATMs and branches in some locations due to rumors of bank failure. The
Reserve Bank of India issued a clarification on the financial strength of ICICI
Bank to dispel the rumours.
 In 2015, ICICI unveiled an outward remittance platform called ‘Money2World’.
The first of its kind, it enabled fully online outward remittance transactions for
non-ICICI and ICICI customers alike. In March 2020, the board of ICICI Bank
Ltd. approved an investment of ₹10 billion (US$130 million) in Yes Bank,
resulting in a 5% ownership interest in Yes.

BOARD OF DIRECTORS
Chairman Girish Chandra Chaturvedi
Managing Director Sandeep Bakhshi
Company Secretary Prachiti Lalingkar
Non-Executive Director Parvinder Kaur
Non-Executive Independent Hari L Mundra
Director S Madhavan
Neelam Dhawan
Radhakrishnan Nair
B Sriram
Uday Chitale
Vibha Paul Rishi
Whole Time Director Rakesh Jha
Sandeep Batra
 A BRIEF OVERVIEW OF ICICI BANK
RECRUITMENT PROCESS
The recruitment process is a structured approach used by organizations to attract,
screen, select, and onboard qualified candidates for job vacancies. Here's a brief
overview of the recruitment process:

Identifying Job Vacancies: The process starts with identifying the need for a new
employee due to growth, turnover, or a new role within the organization.

Job Analysis and Description: This step involves defining the responsibilities, tasks,
qualifications, and skills required for the job. A job description is created based on this
analysis.

Recruitment Planning: The organization then plans its recruitment strategy, including
deciding whether to recruit internally, externally, or both, as well as determining the
sourcing methods (e.g., job portals, social media, referrals, etc.).

Sourcing Candidates: The recruitment team or hiring manager actively seeks

candidates through various channels based on the recruitment plan.

Screening and Shortlisting: Resumes and applications are screened to identify

candidates who meet the minimum qualifications. Shortlisted candidates are then
contacted for further assessments.

Interviews: Candidates go through one or more rounds of interviews, which may

include phone interviews, video interviews, and face-to-face interviews with hiring
managers and team members.

Assessment and Selection: Candidates may undergo assessments such as skills tests,
personality assessments, or background checks to evaluate their suitability for the role.
The hiring team then selects the best candidate(s) for the job.
Offer and Negotiation: An offer is extended to the selected candidate, including details
such as salary, benefits, start date, and other terms of employment. Negotiations may
occur before finalizing the offer.

Onboarding: Once the candidate accepts the offer, the onboarding process begins. This
includes orientation, training, and integration into the organization to ensure a smooth
transition into the new role.

Post-Recruitment Evaluation: After the new hire settles into the role, the organization
may conduct evaluations to assess the effectiveness of the recruitment process and the
performance of the new employee.

Each step in the recruitment process plays a crucial role in finding the right talent to
meet the organization's needs and goals.

VISION OF ICICI BANK

The ICICI Bank Limited Company's vision statement outlines its
strategic strategy for the future and outlines the goals it has for itself. The
ICICI Bank Limited's vision statement is a document that outlines the
bank's objectives in an order to support its management, strategic, and
overall decision-making processes.

“To be the trusted financial services provider of choice for our customers,
thereby creating sustainable value for our stakeholders”
 MISSION OF ICICI BANK

A public document that outlines the beliefs and strategic goals

of ICICI Bank Limited is
the bank's mission statement. The ICICI Bank Limited mission statement also o
utlines theo rg a n i z a t i o n ' s g o a l s w h i l e h i g h l i g h t i n g t h e s e r v i c e s a n d
g o o d s i t p r o v i d e s . T h e m i s s i o n statement also describes the
organization's operational goals for ICICI Bank Limited, the methods
used to accomplish those goals, the target clientele, and the
geographical area in which the business operates

“To grow our risk-calibrated core operating profit by: Delivering products
and services that create value for customers. Bringing together all our
capabilities to seamlessly meet customer needs. Conducting our business
within well-defined risk tolerance levels’’
OBJECTIVES OF THE ICICI

Organizational objectives are the short- to medium-term targets and

goals that ICICI Bank Limited sets in an order to accomplish the
more significant strategic goals defined for the long term. The
organisational objectives have a significant role in ICICI Bank Limited's
resource allocation decisions as well as in the formulation of
its policies, timetables, and operational procedures. The major objective
of the ICICI was to meet the needs of the industry for permanent and
long term funds in the private sector. In general, the major objectives of the
Corporation are:

1. To assist in creation, growth and modernization of business

enterprises in the non-public sector.

2. To encourage and promote the involvement of internal and external capital

sources, in such enterprises.

3. To motivate pvt ownership of industrial investment and to

p r o m o t e a n d a s s i s t i n t h e expansion of markets.

4. To provide equipment finance.

5.To provide finance for rehabilitation of industrial units.

 AWARDS AND RECOGNITION OF
ICICI BANK

For the third year in a row ICICI Bank has won The Asset Triple A Country Awards for
Best Domestic Bank in India.
ICICI Bank won the Most Admired Knowledge Enterprises (MAKE) India 2009
Award. ICICI Bank won the first place in "Maximizing Enterprise Intellectual Capital"
category, October 28, 2009.
Ms Chanda Kochhar, MD and CEO was awarded with the Indian Business Women
Leadership Award at NDTV Profit Business Leadership Awards, October 26, 2009.
ICICI Bank received two awards in CNBC Awaaz Consumer Awards; one for the most
preferred auto loan and the other for most preferred credit Card, on September 30,
2009.
Ms. Chanda Kochhar, Managing Director & CEO ranked in the top 20 of the World's
100 Most Powerful Women list compiled by Forbes, August 2009.
Financial Express at its FE India's Best Banks Awards, honoured Mr. K.V. Kamath,
Chairman with the Lifetime Achievement Award, July 25, 2009.
ICICI Bank won Asset Triple A Investment Awards for the Best Derivative House,
India. In addition ICICI Bank were Highly commended, Local Currency Structured
product, India for 1.5 year ADR GDR linked Range Accrual Note., July 2009.
ICICI bank won in three categories at World finance Banking awards on June 16, 2009
• Best NRI Services bank
• Excellence in Private Banking, APAC Region
• Excellence in Remittance Business, APAC Region.
ICICI Bank Mobile Banking was adjudged "Best Bank Award for Initiatives in Mobile
Payments and Banking" by IDRBT, on May 18, 2009 in Hyderabad.
ICICI Bank's b2 branch free banking was adjudged "Best E-Banking Project
Implementation Award 2008" by The Asian Banker, on May 11, 2009 at the China
World Hotel in Beijing.
ICICI Bank bags the “Best bank in SME financing (Private Sector)” at the Dun &
Bradstreet Banking awards 2009.
ICICI Bank NRI services wins the “Excellence in Business Model Innovation Award”
in the eighth Asian Banker Excellence in Retail Financial Services Awards Programme.
ICICI Bank's Rural Micro Banking and Agri-Business Group wins WOW Event &
Experiential Marketing
Award in two categories - “Rural Marketing programme of the year” and “Small
Budget On Ground Promotion of the Year”. These awards were given for Cattle Loan
'Kamdhenu Campaign' and 'Talkies on the move campaign' respectively.
ICICI Bank's Germany Branch has been certified by “Stiftung Warrentest”. ICICI Bank
is ranked 2nd amongst savings products across 19 banks
ICICI Bank Germany won the yearly banking test of the investor magazine €uro in the
“call money”category.
The ICICI Bank was awarded the runner's up position in Gartner Business Intelligence
and Excellence Award for Asia Pacific for its Business Intelligence functions.
ICICI Bank's Organisational Excellence Group was recently awarded ISO 9001:2008
certification by TUV Nord. The scope of certification comprised processes around
consulting and capability building on methods of quality & improvements.
ICICI Bank has been awarded the following titles under The Asset Triple A Country
Awards for 2009:
• Best Transaction Bank in India
• Best Trade Finance Bank in India
• Best Cash Management Bank in India
• Best Domestic Custodian in India
ICICI Bank has bagged the Best Cash Management Bank in India award for the second
year in a row. The other awards have been bagged for the third year in a row.
ICICI Bank Canada received the prestigious Canadian Helen Keller Award at the
Canadian Helen Keller Centre's Fifth Annual Luncheon in Toronto. The award was
given to ICICI Bank its long-standing support to this unique training centre for people
who are deaf-blind.
 CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

 1) DO YOU KNOW ABOUT RECRUITMENT PROCESS?

INTERPRETATION:
 2) ARE YOU SATISFIED WITH THE RECRUITMENT
PROCESS NOW A DAYS?

INTERPRETATION:
 3) IS ANY OF YOUR FRIENDS OR RELATIVES
WORK IN ICICI BANK

INTERPRETATION:
 4) DO YOU SATISFIED WITH ICICI BANK?

INTERPRETATION:
 5) DO YOU FACED ANY GENDER
DISCRIMINATION IN RECRUITMENT PROCESS?

INTERPRETATION:
 6) IS THERE ANY GENDER PAY GAP IN INDIA.

INTERPRETATION:
 7) FACTORS AFFECTING RECRUITMENT

INTERPRETATION:
 8) DO YOU AGREE THE GENDER
DISCRIMINATION IN RECRUITMENT PROCESS

INTERPRETATION:
 CHAPTER-5

FINDINGS, SUGGESTIONS AND

CONCLUSIONS
 5.1 FINDINGS

As of my last update in January 2024, ICICI Bank is one of India's

leading private sector banks with a significant presence in the financial services
industry. To provide specific findings about ICICI Bank, especially related to its
recruitment process or other aspects, I would need access to the latest data and
reports about the bank.

However, here are some general points about ICICI Bank that were relevant up
to 2024:

Financial Performance: ICICI Bank has demonstrated strong financial

performance over the years, with a focus on profitability, asset quality, and
customer service. Its financial reports typically include metrics such as net
profit, total assets, loan portfolio quality, and capital adequacy ratios.

Digital Transformation: ICICI Bank has been at the forefront of digital

innovation in banking. It has invested heavily in technology to improve
customer experience, launch digital banking services, and enhance operational
efficiency.

Recruitment and HR Practices: ICICI Bank is known for its robust

recruitment and HR practices. It hires talent across various domains, including
banking, finance, technology, and customer service. The bank often emphasizes
skills development, training programs, and career growth opportunities for its
employees.

Customer Base and Market Position: ICICI Bank has a broad customer base,
including retail customers, corporates, SMEs, and institutions. It competes with
other major banks in India and globally, focusing on market share, customer
acquisition, and product innovation.
Regulatory Compliance: Like all financial institutions, ICICI Bank operates
under regulatory frameworks and compliance requirements set by regulators
such as the Reserve Bank of India (RBI) and other regulatory bodies.
Compliance with regulations and risk management are key priorities for the
bank.

To provide more specific findings or updates about ICICI Bank, including

insights into its recruitment process or recent developments, I recommend
referring to the latest annual reports, financial statements, news articles, or
official announcements from ICICI Bank or reputable financial sources.
 5.2 SUGGESTIONS

Addressing gender discrimination in the recruitment process requires a

proactive approach and a commitment to creating an inclusive and equitable
workplace. Here are some suggestions to mitigate gender discrimination in
recruitment:

Review Job Descriptions: Ensure that job descriptions use inclusive language
and focus on skills, qualifications, and job requirements rather than gender-
specific terms or stereotypes. Avoid using gender-biased language that may
discourage qualified candidates from applying.

Implement Unbiased Recruitment Practices: Train recruiters and hiring

managers on unconscious bias awareness and how to conduct fair and unbiased
interviews. Use structured interview questions and evaluation criteria to assess
candidates objectively based on job-related criteria.

Promote Gender Diversity: Set goals and targets for gender diversity in
recruitment and track progress towards these goals. Actively seek diverse
candidate pools through targeted outreach, diverse sourcing channels, and
partnerships with organizations promoting gender diversity.

Ensure Pay Equity: Conduct regular pay audits to identify and address any
gender-based pay disparities within your organization. Ensure that
compensation decisions are based on job roles, skills, experience, and
performance rather than gender.

Offer Flexible Work Options: Provide flexible work options such as remote
work, flexible hours, and parental leave policies to support work-life balance
and accommodate diverse needs, including those related to caregiving
responsibilities.
Provide Equal Opportunities for Advancement: Create equal opportunities
for career growth and advancement regardless of gender. Offer leadership
development programs, mentorship opportunities, and promotions based on
merit and performance.

Create a Gender-Inclusive Culture: Foster a culture of inclusion where all

employees feel valued, respected, and empowered to contribute their ideas and
talents. Promote awareness and education on gender diversity and inclusion
initiatives within the organization.

Monitor and Address Biases: Regularly review recruitment data and metrics to
identify any gender disparities or biases in the hiring process. Take corrective
actions, such as adjusting recruitment strategies, addressing biases in decision-
making, and providing additional training and support as needed.

Engage Leadership Commitment: Engage senior leadership in promoting

gender diversity and inclusion initiatives. Encourage leaders to lead by example,
champion diversity efforts, and create a supportive environment for all
employees.

Seek Feedback and Input: Solicit feedback from employees, candidates, and
stakeholders on their experiences with the recruitment process and the
organization's inclusivity efforts. Use feedback to make informed decisions and
continuously improve practices.

By implementing these suggestions, organizations can work towards creating a

more inclusive and equitable recruitment process that attracts and retains
diverse talent while reducing gender discrimination and fostering a culture of
belonging and fairness.
 5.3 CONCLUSION

In conclusion, addressing gender discrimination in the recruitment process

requires a holistic approach that encompasses inclusive practices, unbiased
decision-making, and a commitment to creating a diverse and equitable
workplace. By implementing strategies such as using inclusive language in job
descriptions, conducting unbiased interviews, promoting gender diversity,
ensuring pay equity, offering flexible work options, providing equal
opportunities for advancement, fostering a gender-inclusive culture, monitoring
biases, engaging leadership commitment, and seeking feedback, organizations
can mitigate gender discrimination and create an environment where all
individuals have equal opportunities to thrive and contribute their talents. This
not only benefits the organization by attracting diverse talent and promoting
innovation but also contributes to building a more inclusive society where
everyone is valued and respected. It's essential to note that progress in
addressing gender discrimination is an ongoing journey, and organizations like
ICICI Bank are likely to continue evolving their practices to create a more
equitable and inclusive recruitment process. For the most accurate and up-to-
date information on ICICI Bank's efforts in this regard, referring to the bank's
official reports, statements, and initiatives would be recommended.
BIBILOGRAPHY
⮚ Textbooks:

a. Human Resource Management by R.K Sharma, Kalyani Publications

b. Organizational Management by Julius Duffey

c. Financial Management by G.K. Gupta

d. Organisational Behaviour by R.P. Trivedi

⮚ Newspapers:

a. The Economic Times

b. The Hindu

⮚ Magazines:

a. Business Today

b. Forbes India

⮚ Major Sources:

a. Internet

b. Web Browsers

c. Google scholar

⮚ Websites:

a. www.google.co.in

b. www.icicibank.com
c. www.wikipedia.org

d. www.scholar.google.com