YES BANK: Human Capital Initiatives of a Startup in the Indian Banking Industry
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
Building a Strong Foundation
When Yes Bank was preparing to enter the market, many industry experts questioned the rationale of its decision to make so late an entry, especially when the Indian banking arena had so many established players. They pointed out that it was entering an already overcrowded market dominated by public sector banks such as the State Bank of India (SBI) and private banks such as ICICI Bank and HDFC Bank.
Sourcing Human Capital
Initially, the company relied heavily on employee referrals, consultants, and web-based hiring to source talent. The bank worked out its recruitment strategy with the help of consultants Kom Ferry, ABC Consultants, Planman Associates, and Emmay HR. Kapoor said, "As a start-up, the immediate deliverable of the HR team is to attract high quality talent and build a strong Yes culture based on the core values of the bank.
Creating a Strong Employer Brand
Retaining talented employees in the organization was also one of its main focuses because of the huge scarcity of talented employees in the financial services sector in India. It realized that in order to achieve its objective of being a preferred employer, it had to establish a strong employer brand.
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