K. J. SOMAIYA COLLEGE OF ARTS & COMMERCE Vidya vihar, Mumbai 400 077.

PROJECT ON EMPLOYEE AND DEVELOPMENT IN BANKING

BANKING AND INSURANCE SEMESTER- V (2011-2012) SUBMITTED

In part fulfillment of the requirements for the Award of the degree of Bachelor of Commerce Banking and Insurance.

BY: ANKITA DILIP SARANG ROLL NO: 60

K. J. SOMAIYA COLLEGE OF ARTS & COMMERCE Vidyavihar , Mumbai- 400 077.

CERTIFICATE
This is to certify that MISS ANKITA DILIP SARANG of B.COM BANKING AND INSURANCE SEMESTER V (2011-2012) has successfully completed the project on EMPLOYEE AND DEVELOPMENT IN BANKING under the guidance of MRS. PRAMILA PATIL.

CO-ORDINATOR (Dr.KANAK AGARWAL)

PRINCIPAL (Dr.MRS SUDHA VYAS)

INTERNAL EXAMINER

EXTERNAL EXAMINER

PROJECT GUIDE (MRS.PRAMILA PATIL)

DECLARATION

I MISS ANKITA DILIP SARANG student of B.COMBANKING AND INSURANCE SEMESTER-V (2011-2012) hereby declare that I have complete project on EMPLOYEE AND DEVELOPMENT IN BANKING.

Wherever the data/information have been taken from any book or other sources the same have been mentioned in bibliography. The information submitted in true and original to the best of my knowledge.

SIGNATURE OF STUDENT

ANKITA DILIP SARANG (ROLL NO.60)

Acknowledgement

I have a great pleasure in presenting our project on Employee and Development in banking.

I sincerely thank with deep sense of gratitude to Mrs. PRAMILA PATIL our guide for his kind co-operation for the fulfillment of this project.

I am highly indebted to our Principal Dr. Mrs. SUDHA VYAS & our vice Principal Dr. MAYURESH MULE who took keen interest and allowed us to perform this project.

I would also like to thank our seniors , librarians who sincerely helped me getting this information and last but not the least our College for a big reason that we are here in front of you presenting this project.

SIGNATURE OF STUDENT ANKITA DILIP SARANG (ROLL NO. 60)

INDEX Sr.No.
1. 2. 3. 4. 5. 6. 7. 8. Introduction Banking System Selection Training & Development Promotion Carrier Development Actual Training in Bank Conclusion

Chapters

Page no.
1 2-15 16-30 31-40 41-45 46-52 53-59 60-61

Research Methodology

1. Topic of the Project: Employee & development in banking. 2. Objective of the study: To study the general administration and functions performed under banking system in India. To study and analyse the training and development program adopted by banks. To identify the relationship between employee development, training & development programs and the overall development of banks. 3. Hypothesis : Effective training and development policies not only enhance the efficacy of employee but also lead to development of banks. 4. Scope of the study : The study covers the training and development programme adopted by banks.

Executive Summary

Employee development in critical to an organizations ability to meet its goals and challenges and retain profitability. Employee plays a very important role is any organization. The development of an employee mainly depends on the training of an organization. How an individuals is trained to perform his further acts. The discussion draws on recent empirical findings to examine the motives and expectations that underpin employee development initiatives, and the underlying assumptions which shape how such initiatives are implemented in practice. The perspective of the organization in relation to employee development is further enhanced with findings from the perspective of the individual employee. These findings show the impact of employee development initiatives on individuals willingness to learn and take personal analysis highlights the nature of the interaction between individual and organizational priorities within development and draws attention to some of the challenges that underpin employee development initiatives. The implications of these challenges for the way organization design employee development initiatives in the future.

Introduction
An employee generally includes any individual who performs services if the relationship between the individual and the person for whom the services are performed is the legal relationship of employer and employee. This includes an individual who receives a supplemental unemployment pay benefit that is treated as wages. No distinction is made between classes of employees. Superintendents, managers, and other supervisory personnel are employees. Generally, an officer of a corporation is an employee, but a director acting in this capacity is not. An officer who does not perform any services, or only minor services, and neither receives nor is entitled to receive any pay is not considered an employee. The government has introduced a new bill in Lok Sabha to widen the definition of employee and bring in more people under the ambit of the Payment of Gratuity Act. In both the bills, the definition of employee has been widened to include any person who is employed for wages, other than an apprentice. It also clears that the terms of such employment may be express or implied, in any kind of works, manual or otherwise. The same was then referred to the Standing Committee on Labour which made certain recommendations. On the basis of these recommendations it was deemed to give effect to the amendment retrospectively from April 3, 1997, the date on which the provisions of the said Act also became applicable to educational institutions.

1 .

Banking
Definition of banking
Section 5(c) of banking regulation act,1949 defines banking as, accepting for the purpose of lending or investment of deposits of money from the public, repayable on demand or otherwise, and withdraw able by cheque, draft or order.

Types of banks
Commercial banks in India are primarily classified into scheduled banks and nonscheduled banks. Scheduled banks include nationalized banks, state bank of India and its subsidiaries, private sector banks and foreign banks. Non -scheduled banks are those which are not included in the second scheduled of India act,1935. 1> Scheduled banks: The second scheduled of the reserve bank of India act contains a list of banks which are described as scheduled banks. A bank in order to be designated as a scheduled bank should have a paid up capital and reserves as prescribed by the act. In terms of section 42 (6) of reserve bank of India act, 1934 the required amount is only rs.5 lacs. However presently to start a commercial bank the RBI prescribes a minimum capital of rs.100 crore and its business must be managed in a manner which in the opinion of reserve bank of India ,is not detrimental to the interests of its depositors. The scheduled banks are also required to maintain with the reserve bank of India in deposit in the form of cash reserve ratio, based on its demand and time liabilities at the prescribed rate.
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The scheduled banks enjoy certain privileges. An Account with a scheduled bank carries a greater assurance of safety and prestige value than an account with a non-scheduled bank. It is entitled to receive refinance facility as applicable. It may also have currency chest facility. In times of urgency it may obtain finance from reserve bank of India to help it tied over temporary financial difficulties. Furthermore, the settlement of accounts between scheduled banks is facilitated by the use of the bank is clearing houses procedure. On the other hand, scheduled banks have to submit several returns to the Reserve bank of India and are obliged to comply with the directions received from Reserve Bank. Some of these returns have to be submitted each week usually on Friday. The affairs of scheduled banks are closely watched and largely controlled by the Reserve Bank of India, in order to safeguard the general health of the banking industry as a whole.

2> Non scheduled Banks: The commercial banks, not included in the second scheduled of the Reserve Bank of India Act are known as Non-scheduled banks. They are not entitled to facilities like refinance and rediscounting of bills, from RBI. They do not get the prestige as the scheduled banks. They are mainly engaged in lending money, discounting and collecting bills and various agency services. They insist high security for loans.

3 .

Types of bank accounts

1> Saving bank account: Commercial banks and postal savings banks mobilize the small savings of public through this account. This account is useful for salaried sections of society. It is not suitable for businessmen. Bank cannot possibly offer a high rate of interest on these accounts because the funds are not kept in this account for a specific period. Passbook and cheque book facility is allowed into savings holders. A minimum balance of Rs 500 is to be maintaining in savings account. 2> Current Account: This account is most useful for businessmen since any number of cheques can be issued through this account at any time and overdraft facility is also available. Commercial organizations open current-account with the banks. No interest is allowed on current deposits by the bank. A minimum balance of Rs 5000/- has to be maintained in this account. Various agency functions are performed by the banks on behalf of the current account holder. Bank charges are charged by the bank from the current account holders based on the operations. Cheque-book charge is also charged by the bank. 3> Recurring Deposit Account: In this account a certain fixed amount is to be deposited by the account holder every month for a specified period of time. This account inculcates the habit of regular saving among people.

4 .

The interest allowed on this account is more than savings account but less than fixed deposit account. No withdrawals are allowed from this account till maturity.

4> Fixed Deposit Account : This is the account under which a fixed amount is deposited in a bank for a specific period. The objective of this account is to encourage people to deposit surplus funds and earn a high rate of interest. It also helps them to provide for specific expenses after a specified period of time. Banks pay maximum rate of interest on fixed deposit, since this amount can be reinvested by the banks at a much higher rate. Banks provide loan facility to the fixed deposit account holders to a maximum limit of 90 percent of the amount of fixed deposit and charged interest on loan which is 2% more than an interest allows on it. The account holder can opt for monthly, quarterly, half yearly or yearly interest scheme on his fixed deposit. He may also opt for cumulative deposit scheme whereby he will receive compound interest on maturity along with the principal. 5> DEMAT Account : This account is introduced by the commercial bank to keep a record of the shareholding of customers regarding the opening stock of shares purchases and sale of shares and the closing stock of the shares on a particular date. By opening this account the shares held by an investor are dematerialized that is the physical certificates of an investors are taken back by the company and actually destroyed and an equivalent number of securities are credited in the electron holdings of that investor.

Thus, commercial banks manage their customers portfolio through DEMAT account whereby the shares, debentures or other securities purchased by a customer are credited to his account and thus showing the stock on hand of various shares and securities of the customer on any date. A statement of Holdings is periodically issued by the bank to its customer.

Functions of commercial bank

Primary Functions 1> Borrowing : It means collection of deposits from public in the form of savings a/c, current -a/c recurring deposit account and fixed deposit account. Savings and current deposits are demand deposits since these have to be repaid by the bank as and when demanded. However recurring deposits and fixed deposits are time deposits since these have to be repaid by the bank after a specified period of time. Banks pay interest on the deposits collected by them. 2> Lending : Out of the deposits that the bank collects, sum amount is utilized for granting loans for trade, industry, transport and other business activities. Banks charge interest on the loans granted. The difference between the interest earned by the bank on loans granted and interest paid on deposits received is the profit of the bank.

Forms of landings
a> Overdraft: Overdraft facility is given to the current account holders only whereby they can withdraw more than their bank balance upon a certain limit for a specified period. Interest is charged by the banks on the amount actually withdrawn. The objective behind providing overdraft facility to the current account holder is to finance the businessmen for a short period for their business activities .overdraft facility is very useful for current account holders who are businessmen, since it is the best method of raising temporary finance at reasonable rate of interest. b> Cash credit : It is an arrangement by which, business organization is allowed to borrow from the bank up to a specified limit, against the securities of sum tangible assets. Cash credit is generally used when a large amount of cash is needed for a long period. c> Loans : It easy facility whereby a lump sum amount is advanced to the borrower, which is repayable after an agreed period. Short term medium-term and long-term loans are granted by the commercial banks for personal and commercial purpose. They are generally sanctioned against a security. Interest is charged by the banks on the total amount of the loan whether used or not. Loans that are granted for a period up to 5years are called short- term loans, loans granted between 5 or 7 years are called medium term loans and loans granted for more than 7 years are called as long -term loan.
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d> Discounting of bills of Exchange: Commercial banks discount the bills receivables, received from customers so as to finance them for a short period. The bank pays their customers the amount of the bill before maturity after deducting interest on the amount of the bill for the unexpired period. 3> Investing surplus funds: After granting loans whatever surplus cash is left over with the commercial banks is used for making investments in government securities, financial institution etc. so as to earn a good rate of return on investments and to be able to pay interest on various types of deposits collected from the public.

Secondary functions:
1> Agency functions: a> Collection of Cheques: Cheques received and deposited by the customers with the banks are collected by the banks through the clearing house and the amount is credited to the customers account.

b> Periodic Payments: As per the standing instructions of the customers, various payments are made by banks regularly on behalf of their customers, by debiting their account. c> Remittances: As per the instructions of the customers, mail transfer is issued by the bank which facilitates transfer of money to one of the branches of the bank, where the payer has his account. The bank also undertakes telegraphic transfer. Telegraphic transfer is a negotiable instrument which facilitates a very quick transfer of money from one branch to another of the same bank. d> Other Collections: Bank also collects the amount of bills of exchange, interest and dividend on behalf of their customers.

2> Utility Functions: a> Issue of Letter of Credit : Letters of credit are issued by the banks to facilitate export trade. These letters ensure the exporter regarding creditworthiness of the importer. b> Issue an Encashment of Travellers Cheques: This facilitates regular travellers who do not wish to carry much cash while travelling due to risk factor. c> Cash Credit: Most of the commercial banks have started giving the facility of cash credit to their trustworthy customers, so that they can effectively ease payments through the credit card upon a certain limit. Thus the customers need not keep huge amount of cash with him. Moreover he gets to enjoy credit for a period of around 30 to 60 days. d> Debit Card: In case of a debit card the amount used by the account holder either for shopping or withdrawing cash through ATM gets directly debited to his bank account. The bank balance of the customer immediately gets reduced to the extent of the use of the card.

e> ATM : Automated telling machines also known as any time money is a computer-controlled device at which the customer can make withdrawals or deposits, check the balance in his account or even request an appointment with the loan officer, all without involving a human operation. In order to use the system, a customer is issued a plastic card

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which is quoted with customers name and account number. The customer is given a personal identification number (PIN) which does not appear on the card. This number is stored as a part of customer record which can be accessed by the computer. The customer can change the code whenever he wants and the new code gets stored in the memory of the computer. f> E- banking: One of the fastest growing areas of Internet age is the online banking. Once your account is opened, you can access it online using encrypted security codes and perform any of the following functions: i) ii) iii) Check your bank balance Request for a bank statement and view it online Pay various bills such as electricity bill, telephone bill, credit card bills etc iv) v) Request for a bank loan or an overdraft Make the online booking of hotels/air tickets/rail tickets/movie tickets and so on vi) vii) Request for issue of the order, demand draft etc Make payments for the purchase of shares , properties etc

viii) E-banking is four times cheaper than telephone banking. g> Safe Deposit Vault: Valuables like gold, silver etc and important documents like property agreements, insurance policies, share certificates etc can be kept in the safe custody of the bank by paying yearly rentals. h> Credit information : Banks provide credit information regarding their customers to their suppliers in order to facilitate internal trade.

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i> Bank Guarantee: Bank guarantee is issued by the bank on the request of its account holder which contains an assurance by the bank to a specified person that it will pay the specified amount to him on behalf of the account holder on the fulfillment of the specified condition. j> Other Functions: i) ii) Foreign exchange can be arranged through banks. Merchant banking functions are handled by the banks that is managing the public issue of shares in debentures of the various companies iii) iv) v) Banks act as trustees of the property of their customers. Banks act as underwriters Banks advice and guide their customers regarding purchase and sale of shares and securities, they invest the surplus deposits of the customers in mutual funds to ensure them maximum returns on investments.

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Scope of Banking
Introduction
Banking is an important aid to industry and trade, and that it also provides a variety of services to the Public in general. Indeed banking may be regarded as an indispensable part of the economy of every country. The significance of banking has increased all over the world with the rise in income levels and growth in the volume of financial transactions. Banking activities are considered to be the life blood of the national economy. Without banking services, trading and business activities cannot be carried on Smoothly. Banks are the distributors and protectors of liquid capital which is of vital significance to a developing country. Efficient administration of the banking system helps in the economic growth of the nation. Banking is useful to trade and commerce. Banking activities are useful to trade and industry in the following ways. a) Money deposited in a bank remains safe. Precious articles too can be kept in the safe custody of banks in lockers. b) Banks provide credit facilities to their customers. Customers with bank accounts also enjoy better credit in the business world. c) Banks encourage the habit of saving and thrift among people. They mobilize savings and invest them in productive activities. Thus, they help in increasing the rate of savings and investment in the country. d) Banks provide a convenient and safe means of transferring money from one place to another and facilitate business dealings/ transactions. e) Banks collect and realize bills, cheques, interest and dividend warrants etc. on behalf of their Customers. f) Foreign trade is facilitated considerably with the help of banks which receive and make payments, provide credit and deal in foreign exchange. They protect importers from the risk of loss on account of exchange rate fluctuations. They issue letter of credit and provide information on the credit worthiness of importers. They also act as referees of their customers. g) Banks meet the financial needs of small-scale business units which are located in economically backward areas. h) Farmers and artisans in rural areas can also avail of bank credit for financing their activities.
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i)

Commercial banks provide many other services to the general public which include locker facility, issue of travellers cheques and gift cheques, payment of insurance premium, etc.

Service activities of banks Service activities of banks may be categorized as follows: i) Agency services ii) General services Agency services Banks undertake/various agency services for their customers. These are outlined below. a) Collection of cheques, drafts, and bills of exchange on behalf of customers. b) Collection of dividend and interest warrants of customers. c) Collection of pension of government employees. d) Purchase and sale of securities on the instructions of customers. e) Executing standing orders for payment of rent, electricity bill, insurance premium etc. f) Acting as correspondent or representative of customers in dealing with other banks. g) Acting as trustee or executor when so nominated.

General Services A commercial bank also performs the following services of general utility to the public: a) Issue of letters of credit, travellers cheques and circular notes. b) Safe custody of valuables like gold, jewellery and important
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documents in safe deposit vaults (lockers) available on hire. c) Supply of trade information. d) Acting as a referee as regards financial status of customers. e) Acceptance of bills of exchange on behalf of customers. f) Underwriting loans floated by government and public bodies.

Meaning of the terms Bank and Banking Bank is an institution which deals in money and credit. It accepts deposits from the public and grants loans and advances to those who are in need of funds for various purposes. Banking is an activity which involves acceptance of deposits for the purpose of lending or investing. In addition to accepting deposits and lending funds, banking also involves providing various other services along with its main banking activity. These are mainly agency services, but include several general services as well. A banker is one who undertakes banking activities, accepting deposits and lending money for different purposes.

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Selection
Introduction
The selection procedure is concerned with securing relevant information about an applicant. This information is secured in a number of steps or stages. The objective of selection process is to determine whether an applicant meets the qualifications for a specific job and to choose the applicant who is most likely to perform well in that job. Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. Selection is the process of picking individuals with requisite qualifications and competence to fill jobs in the organization. The hiring procedure is not a single act bit it is essentially a series of methods or steps or stages by which additional information is secured about the applicant. At each stage, facts may come to light, which may lead to the rejection to the applicant. A procedure may be compared to a series of successive hurdles or barriers, which an applicant must cross. These are intended as screens, and they are designed to eliminate an unqualified applicant at any point in the process. This technique is known as the successive hurdles technique. Not all selection include all these hurdles. The complexity of a process usually increases with the level and responsibility of the position to be filled.

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Selection process or activities typically follow a standard pattern, beginning with an initial screening interview & conducting with the final employment decision. The traditional selection process includes: Preliminary screening interview Completion of application form Employment tests Comprehensive interview Background investigation Physical examination & Final employment decision to hire.

The hiring process can be successful, if the following preliminary requirements are satisfied: I. Someone should have the authority to hire. This authority comes from the employment requisition, as developed by an analysis of the workload and work force. II. There must be some standard or personnel with which a prospective employee may be compared, i.e., there should be available, beforehand, a comprehensive job description and job specifications as developed by a Job Analysis. III. There must be a sufficient number of applicants from whom the required number of employees may be selected.

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Selection procedure
A formal definition of selection is it is the process of differentiating between applicants in order to identify those with a greater likelihood of success. Selection is significant as it has its impact on work performance and employee cost. Selection is generally done by the HR department often in consultation with the line managers. Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. In practice, the process differs among organizations and between two different jobs within the same organization. Selection procedure for senior managers will be long-drawn and rigorous, but it is simple and short while hiring shop-floor workers. There is no shortcut to an accurate evaluation of a candidate. The hiring procedures are, therefore, generally long and complicated. Many employers make use of such techniques and pseudo-sciences as phrenology, physiognomy, astrology, graphology etc. while coming to hiring decisions. However, in modern times, these are considered to be unreliable measures.

The following is a popular procedure through it may be modified to suit individual situation: are vital factors in success; Physiological 1. Reception or preliminary interview or screening; 2. Application blank- a fact- finder that helps one in learning about an applicants background and life history;

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3. A well conducted interview to explore the facts and get at the attitude of the applicant and his family to the job;

Preliminary interview

The applications received from job seekers are subject to scrutiny so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same as scrutiny of applications, that is, elimination of unqualified applications. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information supplied in their applications forms. Preliminary interview, on the other hand, helps reject misfits for reasons, which is not appear in the application forms. Besides, preliminary interview, often called courtesy interview, is a good public relations exercise. a) Selection Tests: Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicants ability, aptitude and personality. Ability tests assist in determining how well an individual can perform tasks related to the job. An excellent example of this is the typing test given to a prospective employee for a secretarial job. An aptitude test helps to determine a persons potential to learn in a given area. An example of such a test is the General Management Aptitude Test, which many business students take prior to gaining admission to a graduate business school programme. Personality tests
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are given to measure a prospective employees motivation to function in a particular working environment. There are various tests designed to assess a candidates personality.

i.

The Presenter Personality inventory, for example, measures ones selfsufficiency, neurotic tendency, sociability, introversion and extroversion, locus of control, and self-confidence. The Thematic Apperception Test (TAT) assesses an individuals achievement and motivational levels. Other personality tests, such as the California Psychological Inventory (CPI), the Thurston Temperament Survey (TTS), Minnesota Multiphase Personality Inventory (MMPI), and Guildford-Zimmerman Temperament Survey, have been designed to assess specific personality traits.

ii.

iii.

Aptitude tests indicate the ability or fitness of an individual to engage successfully in any number of specialized activities. They cover such areas as clerical aptitude, numerical aptitude, mechanical aptitude, motorcoordination, finger dexterity and manual dexterity. Interest tests are used to measure an individuals activity preferences. These tests are particularly useful for student considering many careers or employees deciding upon career changes.

iv.

v.

Graphology test is designed to analyse the handwriting of an individual. It has been said that an individuals handwriting can suggest the degree of energy, inhibitions and spontaneity, as well as disclose the idiosyncrasies, and elements of balance and control. For example, big letters and emphasis on capital letters indicate a tendency towards domination and competitiveness. A slant to the right, moderate pressure
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and good legibility show leadership potential. Employers usually consult graphologists procedures. to supplement their usual personnel recruitment

1. Employment Interview: The next step in the selection process is employment interview. An interview is conducted at the beginning and at the end of the selection process. The emphasis here is on the latter. Interview is a formal, in-depth conversation conducted to evaluate the applicants acceptability. It is considered to be an excellent selection device. Its popularity stems from its flexibility. Interview can be adapted to unskilled, skilled, managerial and professional employees. It allows a two-way exchange of information, the interviewers learn about the applicant, and the applicant learns about the employer. However, interviews do have shortcomings. Absence of reliability is one limitation. No two interviewers offer similar scoring after interviewing an applicant. Lack of validity is another limitation. This is because, few departments use standardized questions upon which validation studies can be conducted. Finally, biases of interviewers may cloud the objectivity of interviews. The employment interview can be one-to-one, sequential or panel. In one-to-one interview, there are only two participants - the interviewer and the interviewee. This can be the same as the preliminary interview discussed earlier. The sequential interview takes the one-to-one a step further and involves a series of interviews, usually utilizing the strength and knowledge base of each interviewer, so that each interviewers can ask questions in relation to his subject area of each candidate moves from room to room. The panel many as 15. Any panel interview
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is less intimate and more formal than the one-to-one, but if handled and organized well, it can provide a wealth of information. If not handled carefully, the panel interview can make the candidate feel ill at ease and confused about whose question to answer and whom to address. 2. Reference & Background Checks: Many employers request names, addresses, and telephone numbers of references, for the purpose of verifying information and perhaps, gaining additional background information on an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. When the labour market is very tight, organizations sometimes hire applicants before checking references. Previous employers, known public figures, university professors, neighbors or friends can act as references. Previous employers are preferable because they are already aware of the applicants performance. But, the problem with the reference is the tendency on the part of the previous employer to over-rate the applicants performance just to get rid of the person. Organizations normally seek letters of references or telephone references. The latter is advantageous because of its accuracy and low cost. The telephone reference also has the advantage of soliciting immediate, relatively candid comments; bad attitudes can sometimes be inferred from hesitations bad inflections in speech. It may be stated that the information gathered through references hardly influence selection decisions. The reasons are obvious: The candidate approaches only those persons who would speak well about him.

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 People may write favorably about the candidate in order to get rid of him. People may not like to divulge the truth about a candidate, lest it might damage or ruin his career. 3. Selection Decision : After obtaining information through the preceding steps, selection decision the most critical of all the steps- must be made. The other stages in the selection process have been used to narrow the number of candidates. The final decision has to be made from the pool of individuals who pass the tests, interviews and reference checks. The views of the line manager will be generally considered in the final selection because it is he who is responsible for the performance of the employee. The HR manager plays a critical role in the final selection. 4. Physical Examination : After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test. Obviously, one reason for a physical test is to detect if the individual carries any infectious diseases. Secondly, the test assists in determining whether an applicant is physically fit to perform the work. Third, the physical examination information may be used to determine if there are certain physical capabilities, which differentiate successful and less successful employees. Fourth, medical check-up protects applicants with health defers from undertaking work that could be detrimental to them or might otherwise endanger the employers property. Finally, such an
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examination will protect the employer from workers compensation claims that are not valid because the injuries or illnesses were present when employee was hired. 5. Job Offer : The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointment. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. This is particularly necessary when he is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again a new job may require movement to another city, which means considerable preparation, and movement of property. The company may also want the individual to delay the date of reporting on duty. If the new employees first job upon joining the company is to go on training, the organization may request that the individual delays joining the company until perhaps a week before such training begins. Naturally this practice cannot be abused especially if the individual is unemployed and does not have sufficient finances. Decency demands that the rejected applicants be informed about their non-selection. Their applications may be preserved for future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for future references.

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6. Contracts of Employment : After the job offer has been made and the candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation from. This form contains certain vital details about the candidate, which are authenticated and attested by him. Attestation form will be a valid record for future reference. There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary according to the level of the job, but the following checklist sets out the typical headings. 1. Job Title 2. Duties, including a phrase such as The employee will perform such duties and will be responsible to such a person as the company may from time to time direct. 3. Date when continuous employment starts and the basis for calculating service. 4. Rate of pay, allowances, overtime and shift rates, method of payments. 5. Hours of work including lunch break and overtime and shift arrangements. 6. Holiday arrangements 7. Length of notice due to and from employee 8. Grievance procedure 9. Disciplinary procedure 10.Work Rules 11.Arrangements for terminating employment 12.Arrangements for union membership

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13.Special terms relating to rights to patents and designs, confidential information and restraints on trade after termination of employment 14.Employers right to vary terms of the contracts subject to proper notification being given

Alternatively called employment agreements or simply bonds, contracts of employment serve much useful purpose. Such contracts seek to restrain job hopers, to protect knowledge and information that might be vital to a companys health bottom line, and to prevent competitors from poaching highly valued employees. Great care is taken to draft the contract forms. Often, services of law firms are engaged to get the forms drafted and finalized. Most employers insist on agreements being signed by newly hired employees. But high employee turnover sectors such as software, advertising and more prone to use such contracts. The drawback with the contracts is that it is impossible to enforce them. A determined employee is bound to leave the organization, contract or no contract. The employee is prepared to pay the penalty for breaching the agreement or the new employer will provide compensations. It is for this reason that several companies have scrapped the contracts altogether. Lintas and Ogilvy and Mather are examples. 7. Evaluation of the Selection Programme: The broad test of the effectiveness of the selection process is the quality of the personnel hired. An organization must have competent and committed personnel. The selection process if properly done will ensure availability of such employees. How to evaluate the effectiveness of a selection

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programme? A periodic audit is the answer. Audit must be conducted by people who work independent of the HR department. Two alternative methods of selection are participative selection and employee leasing. In participative selection, subordinates participate in selection of their coemployees. Employee leasing represents the leasing of employees by a client company from a third party. In our country, selection of blue-collared and white-collared employees is unsystematic. However, in case of managerial personnel, the process is fairly systematic. International hiring is assuming greater relevance these days. Concluding the Selection Process: Contrary to popular perception, the selection process will not end with executing the employment contract. There is another step- a more sensitive onereassuring those candidates who have not been selected. Such candidates must be told that they were not selected not because of any serious deficiencies in their personalities, but because their profiles did not match the requirements of the organization. They must be told that those who were selected were done purely on relative merit.

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New Methods for Selection:

In recent years, new methods of selection have been found out by HR specialist these approaches are deemed to be alternatives to the traditional methods of selection.

NEW SELECTION METHODS

PARTICIPATI VE SELECTION

EMPLOYEE LEASING

1. Participative Selection:
Two interesting alternative are participative selection and employee leasing. Participative selection means that subordinates participate in the selection of their co-workers and supervisors. The idea is that such participation will improve quality, increase support for the selected supervisor and co-workers, and improve employee morale.

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2. Employee Leasing :
In employee leasing, the client company leases employees from a third party, not on temporary basis, but rather are leased as full-time, long term help. An interesting feature of this method is that the client company need not perform such personnel activities as hiring, compensation or record keeping. Employees already working elsewhere are leased. They are not directly employed by the company where they are working. The advantages of employee leasing are significant. The client is relieved of many administrative burdens, as well as the need to employ specialized personnel employees. Further, employees not recruited by one client are sent to another client company for employment.

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Some frequently asked Questions in Selection Interviews

1. 2. 3. 4. 5. 6. 7. 8. 9.

Tell us about yourself. Why do you want to do this course/job? Where do you see yourself five years from now? Who is your role model and why? What do you think about the current economic/political situation? What are your hobbies? What are your strengths and weaknesses? If you are not taken, what will you do? Questions about your background and academic record.

10. Questions about your habits, likes and dislikes.

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TRAINING AND DEVELOPMENT

MEANING AND DEFINATION
A business most important asset is often its people. Training and development them can be one of the most important investments a business can make. The right training can ensure that your business has the right skills to tackle the future. It can also help to attract and retain good quality staff, as well as increasing the job satisfaction of those presently with you increasing the chances that they will satisfy your customers. Training and development refer to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training and development is it is any attempt to improve current or future employee performance by increasing an employees ability to perform through learing, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employees performance deficiency, computed as follows: Training and Development need =Standard Performance Actual Performance. We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined to theoretical learing in classrooms.

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Training and Education Differentiate

TRAINING

EDUCATION

Application oriented Job experience Specific tasks Narrow perspective

Theoretical orient

Classroom learning General concepts Broad perspective

IMPORTANCE AND DEVELOPMENT OF TRAINING:

Training and development programmes help remove performance deficiencies in employees. This is particularly true when the defienciency is caused by a lack of ability rather than a lack of motivation to perform.

The individual(s) have the aptitude and motivation needed to learn to do the job better and, Supervisors and peers are supportive of the desired behaviors. They become efficient after undergoing training. Efficient employees contribute to the growth of the organization. Growth renders stability to the work force. Further, trained employees tend to stay with the organization. They seldom leave the
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company. Training makes the employees versatile in operations. All rounder can be transferred to any job. Flexibility is therefore, ensured. Growth indicates prosperity, which is reflected in increased profits from year to year. Nobody else but well trained employees can contributed to the prosperity of an organization. Accidents, scraps and damage to machinery and equipment can be avoided or minimized through training. Even dissatisfaction, complaints, absenteeism and turnover can be reduced if employees are trained well. Future need of employees will be met through training and development programmes. Organizations take fresh diploma holders and graduated as apprentices or management trainees. They are absorted after course completion. Training serves as an effective source of recruitment. Training and development is an investment in human resources with a promise and it serves as an effective source of recruitment. Training and development is an investment in HR with a promise of better returns in future.

TRANING PROCESS & METHODS OF TRAINING 1>Assessment of Training Needs 2>Establishment of Training Goals 3>Devising Training Programme 4>Evaluation of results 5> Implementation of Training Programme

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NEEDS ASSESSMENT Group analysis Organizational goals and objectives Personnel/skills inventories Organizational climate indices Efficiency indices Exit interviews MBO or work planning systems Individual analysis Performance Appraisal Work sampling Interviews Questionnaires Attitude survey Training progress

Methods & techniques of training

On the job method

Off the job method

Orientation training Job instruction training Vestibule training Demonstrations & e.g. Stimulation Training by experienced workmen

Lecture Conferences Seminars or team Programmed instruction T group training Computer based training

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EFFECTIVENESS AND EVALUATION OF TRAINING

Effectiveness of training: Training and development programmes are most likely to be effective when they incorporate the following principles: 1. Employee motivation: Motivation to learn is the basic requisite to make training and a development programmes effective. Motivation comes from awareness that training fetches some rise in status and play. Motivation alone is enough; the individual must have the ability to learn. 2. Recognition of individual differences: Regardless of individual differences; and whether a trainee is learning a new skill or acquiring knowledge of a given topic, the trainee should be given the opportunity to practice what he is taught. Practice is essential after individual is successfully trained. 3. Scheduled of training : Durations of practice sessions , duration of rest sessions and positioning of rest pauses are the three schedules, which must be carefully planned and executed for an effective training programme. Besides training can be made effective, if action on the following lines is initiated: 1. It should be ensured that the management commits itself to allocate major resources and adequate time to training. This is what high performing organizations do. 2. It should be ensured that training contributes to competitive strategies of the firm. Different stragies need different HR skills for implementation. Let training helps employees at all levels acquire the needed skills. 3. Ensure that a comprehensive and systematic approach to training exists and training and retaining are done at all levels on a continuous and ongoing process.

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4. Training can be made effective by making learning as one of the fundamental values of the company. This philosophy should percolate down to all employees in the organization. 5. It should be ensured that there is proper linkage among organizational, operational and individual training needs. 6. And finally to make training effective a system to evaluate the effectiveness of training needs to be prepared so that the shortfalls can be easily looked at.

Evaluation of training: Organizations are under pressure to justify various expenses. The training budget is, often, not exempted from this purview. There are a number of questions raised on the value derived from training programmes both directly and indirectly. Business heads and training managers are under pressure to proves the effectiveness of training. Thus it can be seen, the last and one of the most important stages in the training and development process is the evaluation of results. Since huge sums of money are spent on training and development . how far the training has been useful must be judged or determined. Evaluation helps determine the results of the training and development programme. In practice, however, seen, organizations either overlook or lack facilities for evaluation.

Need for evaluation: The main objective of evaluating the training programme is to determine if they are accomplishing specific training objectives, that is correctible performance deficiencies. Secondly, training programme should be evaluated to determine their cost effectiveness. Evaluation is useful to explain programme failure, if it occurs. And finally the credibility of training and development is greatly enhanced when it is proved that the organization has benefited tangibility from it.

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Techniques of training: Several techniques of evaluation are being used in organizations. It may be stated that the usefulness of the methods is inversely proportional to the ease with which the evaluation can be done. The following are the techniques of evaluation:

1. Experimental and control groups: Each group is randomly elected, one to receive training and other not to receive training. The random selection helps to assure the formation of the groups quite similar to each other. Measures are taken of relevant indicators of success. (E.g. words typed per minute, pieces produced per hour etc) before and after training for both groups. If the gain demonstrated by the experimental group is better than those by the control group, the training programme is labeled as successful.

2. Longitudinal or time series analysis: Measurements are taken before the programme begins and are continued during and after the programme is complete. These results are plotted on a graph to determine whether changes have occurred and remain as a result of training effort. To further validate, that change has occurred and remain as a result of training and not another variable, a control group can be included. In order to conduct a thorough evaluation of a training programme, it is important to assess the costs and benefits associated with the programme. This is a difficult task, but it is useful in convincing the management about the usefulness of the training. Some of the costs that should be measured for a training programme include needs assessment costs, salaries of training department staff, purchase of equipment, programme development costs, trainers cost during the training period. The benefit to be compared to the costs is rupee payback associated with the

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improvement in trainees performance, their behavioral change and longevity of the period during which the benefit would last.

Training Programmes: Our development programmes provides a strong platform of technical and business skills and experience to give you the best possible starts to your career in corporate and investment banking. If youre looking to make a rapid start to your career, take on responsibility quickly and new challenges then this is your opportunity. Example of employee development programmes Induction Personal development and networking events Development Centre Global networks Talent Development Programme 1. Induction Our induction is consolidated into three streams- Capital Markets, Investment Banking and Functions. Overall, the BNP Paribas CIB development programme beings with intensive induction training lasting up to six weeks. Delivered to small groups by leading external training professionals, it will give you the technical and financial foundation you need to join your team and take up your role. Youll also benefit from presentations by key leaders from around our business, broadening your understanding of our activities and helping you to appreciate how different parts of our business interact. 2. Personal development and networking events Continuing throughout the programme you will benefit from a wide range of personal development modules. Whilst valuing technical skills, we also recognize that development of personal skills is equally
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important. You will have the opportunity to develop self-awareness, confidence and the strong interpersonal skills required to deliver consistent high performance in this demanding environment. We favour a blended and flexible learning approach thus allowing you to place emphasis on those aspects of development most relevant to your role. The range of delivery methods spans workshops, seminars and webenabled e-learning modules. Youll also have the opportunity to participate in a series of crossfunctional social and networking events. These will enables to you to further build your networks within the banks and give you exposure to senior managers from around our diverse businesses.

3. Development Centre At the end of your development programme you will benefit from a 1 day Development Centre. This will be a fast- paced events where you will experience a number of scenarios recreating real life in a global bank. Experts will be on hand to give you detailed feedback around your strengths and those areas you need to develop. The output from the Development Centre will focus on non-technical skills and will be invaluable as you embark on rest of your career within the bank.

4. Talent Development Programme Following the completion of the programme outstanding performers will be eligible for the Talent Development Programme (TDP), which identifies and develops individuals whose performance has highlighted their potential to be the future leaders the BNP Paribas CIB. Its a competitive programme that offers significant benefits. Entry is based on a series of selection criteria that include a strong commitment to BNP Paribas core values and behaviors, high levels of performance, a demonstration of leadership and strategic vision, and the ability to work in a variety of contexts and environments with a strong multicultural dimension. This way they can motivate their top talent by offering
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additional challenges and tasks but also ensure that they continue to encourage all employees to build their skills in our core behaviors. Marie-Pierre Joubert- Head of Career Development, CIB.

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PROMOTIONS
Promotion refers to advancement of an employee to a higher post carrying greater responsibilities, higher status and better salary. Promotion puts an employee or executive on a career path which goes upward. On being promoted the duties and responsibilities increase.

Definitions
According to Scott and Clothier a promotion is a transfer of an employee to a job which pays more money or one that carries some preferred status.

In the opinion of Wendell French a promotion is a type of transfer involving the reassignment of an employee to a position that is likely to offer higher pay and greater responsibilities, privileges to a potential responsibilities.

Generally when an employee is assigned to higher level job with more money pay and owners he is said to be promoted.

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PROMOTION PROCEDURE

Chairman and managing director Executive director Scale (vii): general manager Scale (vi): Deputy General Manager Scale (v): assistant general manager Scale (iv): divisional manager Scale (iii): senior manager Scale (ii): manager Scale (i): officer Special assistant Clerk

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Bases of promotion

Organizations adopt a variety of criteria for promoting employees. Each criterion has its own advantages and disadvantages. Promotions can be made on the basis of seniority or merit or a combination of both

1. Promotion based on seniority: Seniority implies relative length of service in the organization. Seniority is described as the principle that an employees relative length of service in an organization is a factor in determining his employment rights and job opportunities in the organization. Promotional systems that are based on seniority place a premium on length of service and job experience, that is, those employees who joined the organization first should be the first choice for promotions. The use of seniority as the bases of promotion is based on the assumption that the longer a person does a job, the more he learns from it. 2. Promotion based on seniority-cum-Merit: As both seniority and merit based systems of promotions have plus and minus points, much organization use a promotional system based on a combination of seniority and merit. Before using this system, it is essential that the management clearly state following details: (1) The minimum length of service to be eligible for promotion. (2) The relative weight age assigned to merit and seniority.
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(3) The minimum performance and qualifications essential to be eligible for promotion.

Promotional Policies in Banks:

The policies of banks with regard to promotions vary depending upon the scale or level at which the officer is given here below are the promotional policies for officers at the junior management (JM) and middle management (MM) grades. The information given here has extracted from the Bank of India Officers associations diary (BOIAD), 2006. Some of the other terms and conditions regarding promotion (according to BOIAD, 2006) are:

1. Rural service marks will be for rural service in excess of 2 years -5 marks per years. Service in excess of 6 months but less than 2 years -2 marks. 2. Specialist officers to undergo rural service as and when he switches over to mainstream. 3. In the fast track channel, an officer who has not completed the minimum 2 years of service in rural branch will be considered eligible for promotionsubject to proviso that he shall complete 2 years of services at rural branch after his promotion to scale II. 4. Professional qualification marks are given for CAIIB, charted accountant, company secretary, cost & works accountant and CFA (5 marks). 5. Officers will not be eligible, if the average marks in APR for preceding 3 years are below 40%. 6. Debarment non acceptance of promotions for the first time next process, for second time- next two processes and for third time- permanently debarred.

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President / director

manager

manager

manager

manager

manager

Training & Develop

Compensa tion & benefits

Employee welfare

Employee relations

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What is career development?

In simple terms it means 'Providing employees an opportunity to grow', especially to those employees who deliver performance. Growth means, to an employee, one or more of the following: 1. 2. 3. 4. 5. Climbing up the ladder in the organizational hierarchy. On-going increase in remuneration. Acquiring higher level skills & competencies. Occupying higher level Job positions. Having an opportunity to avail of some exclusive benefits (perks & privileges).

Career development is not a mere management responsibility. It is a composite organizational process which involves people, addresses their ambitions, assigns them roles & responsibilities commensurate with their potential, evaluates their performance, and creates Job positions to accommodate growth ambitions of employees. In the career development cycle, a number of actions have to take place at different levels as outlined below: Employees Decide what they want from their careers now and in the future. Examine individually, or along with their Supervisors, their interests & ambitions. Create 'Development Plans' by obtaining inputs from the Supervisor, to meet the requirements of the current Job and to cater for the long term perspectives. Work with the Supervisor to identify on the job learning and training opportunities and other avenues for professional development. Managers/ Supervisors Identify the job-related knowledge, skills, competencies and experience needed for an employee to be effective in that position. Help subordinates to define their short and long term development needs which support organizational objectives and employee's career goals.

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Support Employee Development Plans by indicating specific steps that need to be initiated to accomplish the learning goals. Help the employee in understanding the type of Jobs which will be best suited for his/ her career growth. Organization/ Management Provide a job and compensation structure that support the organization's as well as individual's growth & development perspectives. Enrich job-positions to create more challenges in the work-environment. Provide time and funds for employee development activities. Create processes to utilize the knowledge, skills and abilities of each employee, aligned fully to the organizational goals. Undertake pro-active man-power planning to meet future staffing needs. Evaluate employees & create succession pipe-lines for vital job positions in the organization. Identify & nurture talent and reward performance in a transparent manner. Systems Approach Career development requires a systems approach. This implies Institutionalization of processes to automatically capture essential data about each employee at the time of recruitment or induction. It also includes maintenance, over the service span history of employment, of the following details: training details, performance statistics, awards & recognitions, special skills & competencies, promotions, pay increments and Many other fields which depict the capability profile of an individual.

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If these details are available to the management on an 'Employee Dashboard', career planning can be managed as a part of the HR Vision.

Career development impacts employee performance

Sudipta Dev on how employee career development initiatives boost organizational productivity. It is a known fact that most professionals leave an organization due to lack of career growth. Active career development initiatives by a company is a key retention tool to keep the best talent within its fold. It is one of the greatest motivators to keep an employee happy and engaged. But does career planning and development of employees actually make a difference to the productivity of a worker? Most organizations think so, and consider it a part of their critical human resource strategy. From the employees point of view career development initiatives gives them a clear focus about their career track, the blind spots that they have to overcome and the final goal to be reached. This focused approach works to their advantage from their everyday work to long-term aspirations. The impact of career development/ succession planning programmes can be seen through the productivity indicator, engagement surveys and reduction in attrition rate. It is in fact a win-win situation for all. The typical employee views a career development programme as a path to upward mobility, the manager sees it as a retention and motivational tool, and the top management view it as a tool for succession planning, explains Tarun Singh, Director, Kenexa Technologies (India). These career development efforts bring into focus high potential candidates who can be groomed for greater responsibilities in the future.

Affect on employee performance

Career development programmes enable a deeper focus on an employees aims and aspirationsfrom identification of the handicaps being faced by an employee in accomplishing his goals to the solutions in terms of re-skilling or reassignment. This focus acts as the significant motivator for an employee to excel and exceed the targets. It facilitates powerful personal and professional development. As per the motivational theories, achievement orientation, growth and development are the basic human needs. Possibility and hope for career development motivates employees to perform better. It is an ongoing, dynamic process; employees may need encouragement and support in reviewing and re-assessing their goals and activities, explains Ulhas Aher, Head HR, Compass Connections.
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Aligning with organizational goals

The growth of an individual is intrinsically linked with the growth of an organization and vice versa. No organization can develop without taking its employees on the growth path and an individuals development is meaningless if it does not align with the organizational goals and strategies. When an individuals aspirations is directed elsewhere from that of his organizations it can lead to absolute chaos. Organizations have their own vision and individuals their own aspirations. Alignment and congruence of both create a win-win situation and the lack of such alignment can create movement in haphazard directions leading to loss of productivity, morale, etc, states Talwar. Alignment of employees with organizational goals and strategies is a must. Shrikant Kulkarni, Senior Vice President, KPIT Cummins Info systems, points out that this happens when organizations leverage home-grown talent which understands the companys business, its challenges, customers, technology, its values and culture. Soft skills development is an integral part of career planning initiative. Team play, leadership skills, communication skills are key competencies for one who goes up the career in the IT industry, adds Kulkarni. Every organization needs to retain people with the right skills and talent. This can be enabled by investing in their future growth and showing them the path to fulfill their dreams. In this process the effort put by employees gives a fillip to their performance and transforms into greater organizational productivity.

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Be the leader of your career development

The Bank promotes a results-oriented culture that engages employees, aligning organizational needs with personal aspirations by promoting a work environment that allows for flexibility, growth, and development.

Career Management Framework

The Banks employees are our most important assets and the drivers of our mission. Because we believe that an engaged workforce is our competitive advantage, we strive to provide a work environment where all staff members can pursue a rewarding career and reach their fullest potential.

Leadership and Management Development Program

Quality of supervision is a key factor in employee retention and motivation. The Bank is working to ensure that current and future IDB leaders are provided with the necessary leadership skills to accomplish their organizational goals.

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Career Planning & Development in banking sector

career planning is a four step process . One can seek the services of a career development professional to facilitate their journey through this process. Whether or not you choose to work with a professional, or work through the process on your own is less important than the amount of thought and energy you put into choosing a career.

self assessment Interests Values Roles Skills/Aptitudes Preferred Environments Developmental Needs Your realities Options

Explore the occupations in which you are interested Research the industries in which you would like to work Research the Labor Market

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Get more specific information after you narrow down your options by:
Job Shadowing Part time work, internships, or volunteer opportunities Written materials Informational interviews Match

During this phase of the process, you will:

Identify possible occupations Evaluate these occupations Explore alternatives Choose both a short term and a long term option

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Profile of Bank of Maharashtra

Parameter Mar 2008 Mar 2009 Mar 2010

Total Business Total Deposits Aggregate Deposits Gross Advances Net Bank Credit CD ratio (%) % of Priority Sector Adv. % of Agricultural Adv. Total Investments Gross NPAs % to Gross Advances Net NPAs % to Net Advances Operating Profit Net Profit Other Income

71556.36 41758.33 41580.37 29798.03 29285.81 71.66 48.63 21.04 12282.95 766.27 2.57 254.05 0.87 672.63 328.39 380.28

87072.20 52254.92 52219.43 34817.28 34290.77 66.67 41.06 18.21 18382.14 798.41 2.29 271.90 0.79 793.52 375.16 500.02

104230.22 63304.07 63241.02 40926.15 40314.70 64.65 40.88 17.95 21323.85 1209.79 2.96 662.43 1.64 814.54 439.58 591.24

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(incl. treasury profits) Capital Adequacy Ratio P. E. B. No. of Branches Of which Metro Urban Semi Urban Rural 10.75 5.26 1375 351 257 251 516 12.05 6.39 1421 368 271 262 520 12.78 7.62 1453 380 281 266 526

Training Activities:
The Bank has a training system which facilitates attention to regular periodic assessment of skill gaps at various levels in relation to existing and emerging business opportunities. Skill building in Credit, Forex, Customer Relationship Management, Marketing of products and services, Credit Monitoring and Recovery, Risk Management, Technology based Banking Branch Management, complying with statutory, legal and policy requirements and preventive vigilance were given special attention for imparting training during the year. The training programmes were also held on thrust areas like financing SMEs, retail lending, agriculture finance and rural development. Presently, the Bank has an apex Training College at Pune with three training establishments operating under it, one each at Mumbai, Nagpur and Pune. Information Technology Training Institute and Computer Labs at Regional Offices train the Officers and staff to utilize Information Technology for effective customer service and efficient back office functions.

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During the year, all the training establishments of the Bank together conducted a total of 330 programs, out of which 108 were for Officers, 141 for clerks and 81 for sub-staff members. Out of above, 33 locational trainings were arranged at 28 Regions and trained 592 staff members. A total of 8748 employees participated in various training programmes during the year, both in-house and external, comprising of 4294 officers, 3324 clerks and 1130 sub-staff members of whom 2277 were SC employees, 1130 ST employees and 1218 women employees. The IT Labs across the country in addition to the existing training infrastructure cater to the training needs of the end users at the branches and Regional Offices. During the year, 1848 staff members were imparted training under IT. Out of above, 1374 members of staff were trained to handle the Core Banking Solution (CBS) software for efficient customer service and back office function. 76 Executives / Senior Officers participated in CRISIL Executive training modules on Credit which were held during the year for building skills & enhancing efficiency. 12 Executives / Officers were deputed abroad for training programmes, participation in seminars, International meetings etc. for facilitating global experience and exposure to developments taking place in banking & financial services in other countries. A unique Pre- retirement Counseling programme for the employees retiring by March 2011 was arranged at Head Office in November 2010. 119 employees participated in the programme. Besides lectures on investments, health checkup of participants was also arranged.

Maha Chetana Programme:

Maha Chetana Programme, a staff motivation campaign, was launched in October 2011 as an empowerment programme for the active participation Of all staff members to achieve the desired goals of the Bank and take

55

it to new heights in coming years. Maha Chetana Programme focused mainly on 4 key business parameters i.e. 1. Reduction in NPA 2. Sustaining deposit growth / further increasing CASA deposits 3. Increasing quality advances 4. Increasing fee based income Hon.Chairman & Managing Director visited all the 32 regions & interacted with all the employees for their active participation in business growth, NPA recovery etc under the Maha Chetana programme, which was overwhelmingly received by the staff who vowed for the business development of the bank.

Employee Training & HR Development

You are a DIY person and you want to find out everything about starting and operating a business. There are so many resources out there and you are overwhelmed by the amount of information you need to absorb. Besides, which sources are reliable? After you swim through a sea of useful tips, how do you put them into action? The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity. Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements.We offer seminars and workshops to help you start, or improve your business operations. We focus on issues that impact small business operators from high level business plan writing to daily operational issues such as
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customer retention. Attendance is limited to 10 15 people each. Employee training workshops are also offered. The model below traces the steps necessary in the training process: Organizational Objectives Needs Assessment Is There a Gap? Training Objectives Select the Trainees Select the Training Methods and Mode Choose a Means of Evaluating Administer Training Evaluate the Training

Our Training Methods include: On-the-job training is delivered to employees while they perform their regular jobs. Off-the-job techniques include lectures, special study, films, television conferences or discussions, case studies, role playing, simulation, programmed instruction and laboratory training. Orientations are for new employees. Your business should have a clearly defined strategy and set of objectives that direct and drive all the decisions made especially for training decisions. Firms that plan their training process are more successful than those that do not. Most business owners want to succeed, but do not engage in training designs that promise to improve their chances of success. This is where we come in to help you achieve your goals, and make your employees reach their potential. Training Programs include: harrassment training communication skills training computer and technical skills training management and leadership training diversity training safety training
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conflict management workplace wellness supervisor skills development team building skills training In addition to the above training programs, we also offer customized training programs specific to your industry. We have partners in all industries and can bring in experts to make sure you get the best results.

Results You Can Expect: You, or your employees, can expect to walk away from the seminars or workshops empowered to increase business effectiveness and efficiency.

Employee Development and Training

Employee development and training is initiated for performance improvement and professional development, as well as for testing a new project or operation. This is beneficial to the company, because it motivates and increases the morale of the employees.

Social Responsibility
Bank's Rural Development Centres at Hadapsar and Bhigwan are undertaking various developmental activities for the benefit of the famers vi. Lab to Land project, reuse / rehabilitation of Saline Soil and advice on scientific use of inputs for optimum results. The Mahabank Agricultural Research and Rural Development Foundation (MARDEF) is active in socio-economic development of villages by encouraging farmers to take diversified activities like dairy, EMU farming, goat rearing, grape cultivation, horticulture and scientific use of various inputs like fertilizers etc. The foundation assists farmers, especially small and marginal

58

farmers, in receiving timely bank credit. The Bank has established Five Mahabank Self Employment Training Institutes (MSETI), one each at Pune, Aurangabad, Nagpur, Nasik and Amravati. These provide training to rural youth and women for self employment. A total of 4605 candidates have been trained by the institutes so far.

Gramin Mahila Va Balak Vikas Mandal (GMVBVM), an NGO formed in 1989 by Bank of Maharashtra, is actively involved in formation, nurturing of SHGs and facilitating linkage to Bank Credit. The GMVBVM also helps SHGs to market their products through two sales outlets in Pune City named SAVITRI. GMVBVM assists the SHGs to secure quality raw material and inputs for their products and extends marketing and sales support. Matured SHGs are assisted to upgrade into Small and Medium Enterprises. GMVBVM has been declared as Mother NGO by Govt. of Maharashtra. The Mahabank Vidarbha Shetkari Jagruti Abhiyan, a joint effort of Bank of Maharashtra and Hanuman Vyayam Prasarak Mandal has reached out to more than 5750 Farmers in distress in six districts of Vidarbha through counseling and training sessions

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CONCLUSION

The context in which organization and employee development is to take place clearly requires a long, hard appraisal by seniors and general managers. They need to be clear where their own staff really know and understand the corporate attitudes to employee development. Especially they will know whether it carries a price or a value, whether it is universally available or its the province of the chosen few. It is also important to recognize all staff their own view of the context of employee development. Especially where they are required to carry out professional and occupational development in their own time, the clear message is that this part of working life is unvolved or undervalued by the organizations an its senior managers.

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BIBLIOGRAPHY AND WEBLIOGRAPHY

BIBLIOGRAPHY

Training and development in banks: Ashwathappa

WEBLIOGRAPHY

Web sites :

www.google.com www.ask.com www.bankofmaharashta.com

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