• The company runs multiple graduate-level entry routes, including a graduate initiative launched in fiscal 2025 to build core banking skills for fresh graduates and place candidates across locations.
• ICICI Bank lists several structured industry–academia pipelines that feed into first-level or frontline management tracks, including a Probationary Officers programme and relationship-management programmes.
• The company recruits directly from graduate, management, chartered accountancy, and engineering campuses, but the company does not publish consistent annual intake volumes by programme, which limits confidence on how competitive each route is.

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• The company uses a digital recruitment tool that lets candidates apply, track application progress in real time, and reach support through chat, email, and call channels.
• ICICI Bank describes role-dependent selection processes and publishes programme-specific screening steps in some listings, including online testing and interviews for certain early-career programmes.
• The company does not publish one clear, end-to-end hiring timeline across early-career tracks, and public candidate write-ups show variability in rounds and assessment style, which reduces predictability.

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• The company reports large-scale formal learning investment, including 10 million learning hours and an average of 10 learning days per employee in fiscal 2025.
• ICICI Bank runs named capability programmes and academies, including mandatory Customer-360 training for relationship roles, risk-and-compliance workshops at scale, and a Digital Academy that covers cloud, data engineering, AI, cybersecurity, and UI/UX with hands-on labs.
• The company describes structured onboarding and employee support mechanisms such as an onboarding programme for new joiners, an internal service platform for HR queries, and a digital learning platform that recommends content and uses assessments with an 80% pass criterion.

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• The company describes a board-governed compensation framework with fixed and variable components and separate outcome-linked compensation for assurance functions like risk and compliance.
• ICICI Bank reports median employee pay growth and broader pay increases in fiscal 2025, which is a stability signal for ongoing employment once hired.
• The company rarely publishes salary ranges for early-career roles and programmes in public-facing materials, so candidates often cannot judge pay fairness before reaching offer stages.

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• The company positions several early-career pathways as development routes into managerial or first-level manager roles, including structured programmes designed to build frontline leadership capability.
• ICICI Bank has mixed early-career sentiment signals on large interview-review platforms, with some role pages showing fast hiring timelines while written experiences vary in structure and difficulty.
• The company does not publish early-career outcome metrics such as intern or programme conversion rates, typical time-to-promotion, or retention by cohort, which limits confidence in predictable progression.

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