Project Report On: Human Resource Management in Banking Sector
Project Report On: Human Resource Management in Banking Sector
SUBMITTED BY
AMRUTA ANAND SHINGAVI
(2021-2022)
GUIDE NAME:
Prof Anita Nalawade
SUBMITTED TO
In partial fulfillment of the requirement for the award of the degree of Master of
Business Administration (MBA)
2021-2022
Through
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DECLARATION OF LEARNER
I declare that this submitted work is done solely by me and to the best of my knowledge;
no such work has been submitted by any other person for the award of post-graduation
degree or diploma.
I also declare that all the information collected from various secondary sources has been
duly acknowledged in this project report.
PLACE: Pune
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DECLARATION OF GUIDE
Certified that the work incorporated in this Project Report Human Resource Management In
Management & Research towards the partial fulfillment for the study of MBA in Year 2021-2022.
I further declare that this project report is not submitted to another university for the any other
Material obtained from other sources has been duly acknowledged in the Project Report.
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ACKNOWLEDGEMENT
This project Report was undertaken for the fulfilment of MBA Programme pursuing at
Savitribai Phule University I would like to thanks my institute and my Guide Prof
Anita Nalawade.
Abhinav Education Society's Institute of Management & Research, for his invaluable help
and guidance throughout my work. She kindly evinced keen interest in my work and
furnished some useful comments, which could enrich the work substantially.
In fact it is very difficult to acknowledge all the names and nature of help and
encouragement provided by them. I would never forget the help and support extended
directly or indirectly to me by all.
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TABLE OF CONTENTS
Chapter No Particulars Page
No.
4.1 Recruitment 20
4.2 Selection 20
4.3 Placement 21
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4.4 Induction & Orientation 21
6 6.1 Compensation 25
9.1 Role 31
9.2 Responsibilities 31
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11 Current Challenges Faced by banks in HRM 33
12.2 Recruitment 39
12.3 Selections 40
16.3 Conclusion 70
17 17.0 Questionnaire 71
18 Bibliography 78
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CHAPTER-1
1.0 HUMAN RESOURCE MANAGEMENT
In any organization, managing personnel is the process of making sure the employees (not the
customers) are as productive as they can be. This can include hiring, firing, or transferring people
to/from jobs they can do most productively.
This subject is a major at many universities, or a minor in the business school. It is also known as
personnel administration, which is functionally an equivalent term.
A business unit needs employees to look after different activities. This is called manpower or
human resource. Such human resource needs to be developed fully so that it will make positive
contribution for the progress and prosperity of a business unit. For this systematic development
and management of human resources is necessary. Human Resource Management (HRM) deals
with:
(a) Training
(b) Self-development
(c) Promotions
HRM is an organized learning experience aimed at matching the organizational need for career
growth and development. It is a process involving series of learning activities designed to
acquire desired level of competence among employees. HRM is a continuous process and it
needs money. Such investment creates a team of efficient, skilled and trained manpower which
brings success and stability to a business unit. HRM programs offer long term benefits to an
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organization.
HRM is basically concerned with the upgrading of manpower working in an organization. This
leads to improvement in the individual performance of an employee and also corresponding
improvement in the organizational performance.
HRM includes various schemes arranged for providing education, guidance, training and
opportunities to learn and develop employees of all categories and working in different
departments. There is an integrated use of sub-systems (training, career developments,
organizational development) in the HRM programme.
Learning, self-development, career developments are possible through HRM programmes. These
are the core areas of HRM. Career development is possible through joining training courses,
reading books and periodicals. Learning and career development raise the capacity of employees
to work at highest levels. They are given higher positions with monetary benefits.
HRM includes organizational development, which includes effective communication within the
organization, coordination of different activities elimination of conflicts of different types and
creation of orderly atmosphere in the whole organization.
HRM is basically for developing team spirit in the whole organization. For this, departments and
levels of management are properly integrated. Team spirit facilitates orderly growth of the
organization in the right direction.
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(6). Huge spending by Management:
All companies invest huge money on HRM activities but such expenditure is absolutely
essential for survival in the present competitive business world. HRM programmes create
matured, skilled and efficient manpower, which is a valuable asset of a business unit.
HRM is rightly treated as a continuous activity due to new developments taking place regularly
in the business world. For this, on the job and off the job training programmes are introduced
from time-to-time.
The scope of HRM programmes is very vast. It is multi-disciplinary in character. Training and
guidance are given on different aspects of business management to enable managers to deal with
complex managerial problems and challenges.
HRM programmes are needed in order to create stable, efficient, skilled and matured manpower
required by an enterprise for the present and future period.
HRM activities are needed for updating the quality of manpower as per the growing and
changing needs of an enterprise. This avoids managerial obsolescence. Even the vacancies at
higher levels can be filled in internally due to HRM programmes as they provide training and
opportunities of self-development to employees working at lower levels.
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(3). To develop strength for survival:
HRM programmes are necessary for survival in the present competitive marketing environment.
An enterprise can face market competition only by improving quality, reducing costs and
avoiding wastages. All this is possible through HRM.
Technological changes are taking place rapidly in every area of business. HRM programmes are
needed in order to absorb technological changes taking place with speed. In fact, introduction of
new technology, computers, automation, etc. will not be possible unless training is provided to
the manpower.
HRM is needed to meet the needs of employees in regard to self-development and career
development aspirations. Employees demand, training facilities, refresher courses, promotions
and transfers, career guidance, etc. for their self-development. HRM programmes are needed to
fulfill self-development and career development of employees.
HRM is needed to meet the future manpower needs of the organization. Executives, managers,
supervisors leave the job or retire due to age factor. Competent juniors must take their positions.
HRM is needed in order to keep ready a team of competent managers as a second line of
defence.
HRM activities are needed to meet the manpower requirements resulting from expansion and
diversification programmes undertaken at the enterprise level. Attention should be given to HRM
much before the introduction of expansion programme.
HRM is needed in order to use the available production capacity to the optimum level. It
provides skilled manpower for this purpose.
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CHAPTER-2
2.0 HUMAN RESOURCE MANAGEMENT IN BANKING
2.1 What is a Bank?
The word bank is derived from the Italian banca, which is derived from German language and
means bench. The terms bankrupt and "broke" are similarly derived from banca rotta, which
refers to an out of business bank, having its bench physically broken. Money lenders in Northern
Italy originally did business in open areas, or big open rooms, with each lender working from his
own bench or table.
The essential function of a bank is to provide services related to the storing of deposits and the
extending of credit. The evolution of banking dates back to the earliest writing, and continues in
the present where a bank is a financial institution that provides banking and other financial
services. Currently the term bank is generally understood as an institution that holds a banking
license. Banking licenses are granted by financial supervision authorities and provide rights to
conduct the most fundamental banking services such as accepting deposits and making loans.
There are also financial institutions that provide certain banking services without meeting the
legal definition of a bank, a so called non-bank. Banks are a subset of the financial services
industry.
Human resource management (HRM) has long been overlooked in the corporate sector in the
country where a small section, comprising mostly the multi-national companies was practicing
the same. With the growing realization of proper HRM in the corporate sector, it has grown into
an important activity. Now the head of HRM is an important member of the senior teams of any
thriving business.
Although the idea is new for many local businesses where entrepreneurs are at the beginning of
the learning curve yet in reality the theme is getting support from the organized entrepreneurs.
The banking sector has grown from a few institutions primarily involved in deposit acceptance
and trade finance into a complex multi-player markets where large number of commercial banks,
financial institutions and specialized banks are operating with various products and activities.
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2.2 HRM Background and Practices
The banking has become a complex activity within the financial market linked directly and
indirectly with an over-all national growth and its impact as an integral part of regional segment
of a global banking environment. Almost every bank and financial institution is involved in
various functions in a day's job and thus requires a highly effective team and appropriate
manpower to run the show. Corporate goals are translated into viable realities and profits only
with human element that play their due role in achieving the desired results.
Thus even the high automation would require proper man behind the machine to make things
happen. This idea has been realized by top management in progressive banks. Like many other
organized sectors, banking requires multi-layer manpower for its various requirements of
professionals and support staff. The range may require reasonably educated security guards on
the one end and a highly educated and trained professional as head of corporate finance at the
other. With liberalization of activities within the banking sector, for example, more emphasis on
consumer and house finance and personal loans, etc. banking has turned itself into a more
market-based business where banks have expanded their reach more to customers' door steps in a
big way making banking more practical. This has further highlighted the need for proper
deployment of man-power to run banks efficiently. For many years, HRM banks like other
institutions have been handling this sensitive activity through respective personnel departments.
This means human resources were managed like other physical assets e.g. pieces of furniture,
calculators, equipment and appliances.
Personnel departments were primarily engaged in approval of leaves, handling of staff loans,
issuance of show cause, conducting disciplinary enquiries and termination from service.
Recruitment was a routine function and was done in a mechanical way to hire people with
specific educational background irrespective of their real value to the institution.
Success stories of large banking companies have been evident of the fact that HRM is quite
different from management of physical assets. Human brain has its own peculiar chemistry. Its
strong sensory and decision-making capacity has to be greatly emphasized by the employers. The
work force constituting all levels of employees is constantly thinking in many dimensions.
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On the one hand it is the assigned duty and task they are to perform and for which they are paid
by their employer, on the other they think of their long run goals and objectives.
By no means, their brains can be controlled to think beyond the current situation of employment.
Managing this educated, skillful and trustworthy work force is not an easy job. A few of the
current challenges faced by the banking industry in terms of human resource management may
be the following:
To make the Indian Banking System stronger, efficient and low-cost, the creation of
fundamentals must include in the bank‘s operations, strategies and processes: strengthening the
prudential norms and market discipline; adoption of international benchmarks; management of
organizational change and consolidation within the financial system; upgrading the technological
infrastructure of the financial system; and human resource development as the catalyst of the
transformation (2002).
The Human Resource field in the Banking Industry is considered as one of the process of
discovery and transformation. The field of Human Resource can be described as emergent and
dynamic within the cultural business aspect in a Banking Industry. The success of today‘s
banking business will sparsely depends on the human resources of the organization, in which
plays a crucial role in providing the services needed.
The evolution of banking system in India affected the human resource practices, recruitment and
selection practices, and training system. It is very important that the details of human resource
are discussed along with the employees, to build their own career planning, perceptions and
development.
The primary strength of the industry is the human resource that is why the efforts to develop the
skills and management are the main subject placed before the human resource. A major
challenge for many banks will be to develop the special competencies and skills for credit
appraisal and risk management. Putting the information technology is a key contributed in
human resource development. Therefore, the HR model of the future will require professionals to
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be both driving and anticipating change, understanding the complexities of the new business
environment and forces shaping it.
The HR planning, the start of the strategy, illustrates the process of developing human resource
plan. The strengths and weaknesses of staffing options such as outsourcing, use of contingent
workers, and downsizing are involved in planning.
The recruitment process is done strategically to determine the talented employee fit for the
position. The selection process emphasizes the ways in minimizing errors in employee selection
and placement to improve the company‘s competitive position. The selection method standards
such as validity and reliability are utilized.
An effective training systems of the manager‘s role in determining employees‘ readiness for
training, creating a positive learning environment, and ensuring the training is used on the job.
Beyond the human resource strategies are the rewarding and compensating that can strengthen or
weaken the employee effectiveness. In order to give recognition and increase motivational levels
amongst the employees, some Banks linked the individual performance in an incentive scheme –
or for some rewards that may come into any form .In summary, all of the HRM strategies and
function should be aligned to help the company meet its objectives – as well as focusing on their
customers .
The best practice approach assert that certain HR practices are found to consistently lead to
higher organizational performance, independent of an organization‘s stated strategy. The high
performance HR practices foster innovation through the development of innovation values,
encouraging of information sharing, goal setting and appropriate training and development.
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CHAPTER-3
3.0 Job analysis, Job design and Job evolution
A job is defined as a collection of duties and responsibilities which are given together to an
individual employee. Job analysis is the process of studying and collecting information relating
to operations and responsibilities of a specific job. It can be explained with the help of the
following diagram
b) Job specification
Where we explain the qualities required by people applying for the job.
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The following are the benefits of job analysis.
Similarly when appraisal is conducted we check whether the employee is able to work in a
manner in which we require him to do the job.
4. Job evaluation:-
Job evaluation refers to studying in detail the job performance by all individual. The difficulty
levels, skills required and on that basis the salary is fixed. Information regarding qualities
required, skilled levels, difficulty levels is obtained from job analysis.
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6. Career path planning:-
Many companies have not taken up career planning for their employees. This is done to prevent
the employee from leaving the company. When we plan the future career of the employee,
information will be collected from job analysis. Hence job analysis becomes important or
advantageous.
7. Labour relations:-
When companies plan to add extra duties or delete certain duties from a job, they require the help
of job analysis, when this activity is systematically done using job analysis the number of
problems with union members reduce and labour relations improve.
There are different methods used by organization to collect information and conduct the job
analysis. These methods are
1. Personal observation:-
In this method the observer actually observes the concerned worker. He makes a list of all the
duties performed by the worker and the qualities required to perform those duties based on the
information collected, job analysis is prepared.
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2. Actual performance of the job:-
In this method the observer who is in charge of preparing the job analysis actually does the work
himself. This gives him an idea of the skill required, the difficulty level of the job, the efforts
required etc.
3. Interview method:-
In this method an interview of the employee is conducted. A group of experts conduct the
interview. They ask questions about the job, skilled levels, and difficulty levels. They question
and cross question and collect information and based on this information job analysis is
prepared.
5. Questioner method: -
In this method a questioner is provided to the employee and they are asked to answer the
questions in it. The questions may be multiple choice questions or open ended questions. The
questions decide how exactly the job analysis will be done. The method is effective because
people would think twice before putting anything in writing.
6. Log records:-
Companies can ask employees to maintain log records and job analysis can be done on the basis
of information collected from the log record. A log record is a book in which employee‘s record
/writes all the activities performed by them on the job. The records are extensive as well as
exhausted in nature and provide a fair idea about the duties and responsibilities in any job.
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7. HRD records: -
Records of every employee are maintained by HR department. The record contain details about
educational qualification, name of the job, number of years of experience, duties handled, any
mistakes committed in the past and actions taken, number of promotions received, area of work,
core competency area, etc. based on these records job analysis can be done.
Job analysis helps to develop job design and job design matches the requirements of the job with
the human qualities required to do the job.
Factors affecting job design: - There are various factors which affect job design in the
company.
2. Environmental factors
3. Behavioural factors
I] Organizational factors:-
Organizational factors to refer to factors inside the organization which affect job design they are
a) Task characteristics:-
Task characteristics refer to features of the job that is depending on the type of job and the duties
involved in it the organization will decide, how the job design must be done. In case the
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company is not in a position to appoint many people; a single job may have many duties and vice
versa.
There is a certain order in which jobs are performed in the company. In case the company wishes
it could combine similar job and give it to one person this can be done if all the jobs come one
after the other in a sequence.
c) Ergonomics:-
Ergonomics refers to matching the job with physical ability and characteristics of the individual
and in providing an office environment which will help the person to complete the jobs faster
and in a comfortable manner.
d) Work practices:-
Every organization has different work practices. Although the job may be the same the method
of doing the job differs from company to company. This is called work practice and it affects job
design.
a) Feedback: -
Job design is normally prepared on the basis of job analysis and job analysis requires
employee feedback based on this employee feedback all other activities take place. Many
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employees are however not interested in providing a true feedback because of fear and
insecurity. This in turn affects job deign.
b) Autonomy:-
Every worker desires a certain level of freedom to his job effectively. This is called
autonomy. Thus when we prepare a job design we must see to it that certain amount of
autonomy is provided to the worker so that he carries his job effectively.
c) Variety:-
When the same job is repeated again and again it leads to burden and monotony. This
leads to lack of interest and carelessness on the job. Therefore, while preparing job design
certain amount of variety must be provided to keep the person interested in the job.
I. Job rotation
I. Job Rotation: -
Job rotation involves shifting a person from one job to another, so that he is able to understand
and learn what each job involves. The company tracks his performance on every job and decides
whether he can perform the job in an ideal manner. Based on this he is finally given a particular
posting.
Job rotation is done to decide the final posting for the employee e.g. Mr. A is assigned to the
marketing department whole he learns all the jobs to be performed for marketing at his level in
the organization .after this he is shifted to the sales department and to the finance department and
so on. He is finally placed in the department in which he shows the best performance Job rotation
gives an idea about the jobs to be performed at every level. Once a person is able to understand
this he is in a better understanding of the working of organization
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Advantages of job rotation
i. Avoids monopoly:-Job rotation helps to avoid monopoly of job and enable the employee
to learn new things and therefore enjoy his job
ii. Provides an opportunity to broaden one’s knowledge :-Due to job rotation the person
is able to learn different job in the organization this broadens his knowledge
iii. Avoiding fraudulent practice:-In an organization like bank jobs rotation is undertaken
to prevent employees from doing any kind of fraud i.e. if a person is handling a particular
job for a very long time he will be able to find loopholes in the system and use them for
his benefit and indulge (participate) in fraudulent practices job rotation avoids this.
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It is also called the horizontal expansion of job activities.
Jon enlargement can be explained with the help of the following example - If Mr. A is working
as an executive with a company and is currently performing 3 activities on his job after job
enlargement or through job enlargement we add 4 more activities to the existing job so now Mr.
A performs 7 activities on the job.
It must be noted that the new activities which have been added should belong to the same
hierarchy level in the organization. By job enlargement we provide a greater variety of activities
to the individual so that we are in a position to increase the interest of the job and make
maximum use of employee‘s skill. Job enlargement is also essential when policies like VRS are
implemented in the company.
Job enlargement helps the organization to improve and increase the skills of the employee due to
organization as well as the individual benefit.
Due to job enlargement the person learns many new activities. When such people apply for jobs
to other companies they can bargain for more salary.
Job enlargement provides wide range of activities for employees. Since a single employee
handles multiple activities the company can try and reduce the number of employee‘s. This
reduces the salary bill for the company.
Job enlargement increases the work of the employee and not every company provides incentives
and extra salary for extra work. Therefore the efforts of the individual may remain unrecognized.
In many cases employees end up being frustrated because increased activities do not result in
increased salaries.
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3. Problem with union members:-
Many union members may misunderstand job enlargement as exploitation of worker and may
take objection to it.
In other words we can say that job enrichment is a method of adding some motivating factors to
an existing job to make it more interesting.
Job enrichment gives lot of freedom to the employee but at the same time increases the
responsibility. Some workers are power and responsibility hungry. Job enrichment satisfies the
needs of the employees.
When a certain amount of power is given to employees it makes the job more challenging for
them, we can say that job enrichment is a method of employee empowerment.
Through job enrichment we can improve the decision making ability of the employee by asking
him to decide on factory layout, method and style of working.
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3. Identifies future managerial caliber: -
This method identifies higher order needs of the employee. Abraham Maslow‘s theory of
motivation speaks of these higher order needs e.g. ego and esteemed needs, self-actualization etc.
These needs can be achieved through job enrichment.
Job enrichment reduces the work load of senior staff. When decisions are taken by juniors the
seniors work load is reduced.
2. Job enrichment has negative implications i.e. Along with usual work decision making work is
also given to the employees and not many may be comfortable with this.
3. Superiors may feel that power is being taken away from them and given to the junior‘s. This
might lead to ego problems.
4. This method will only work in certain situations. Some jobs already give a lot of freedom and
responsibility; this method will not work for such jobs.
5. Some people are internally dissatisfied with the organization. For such people no amount of
job enrichment can solve the problem
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CHAPTER-4
4.0 Human Resource Planning
This is the process which assures the organization that it will have adequate number of qualified
persons, at requisite times, performing in a way to satisfy the needs of the organization & also
provide satisfaction to the individual employee, so employed.
4.1. Recruitment:
It is the process of searching for future employees (requirement) & ensuring they apply for jobs
in the organization.
It involves:
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4.2. Selection:
This includes:
4.3. Placement:
It is a process of allotting to the selected candidate the most suitable job, as per the job
requirements & employee specifications.
It includes:
a) Familiarizing the employee with company philosophy, objectives, policies, career
planning & development, company product, market share, history, culture, etc.
b) Introduce new employee to the people—his colleagues, supervisors & subordinates.
c) Mould the employees by orientation methods to the new working conditions.
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CHAPTER-5
5.0 Human Resource Development
This process involves improving, moulding, & developing the skills, knowledge, creativity,
attitude, aptitude, values, commitment, etc. based on the present & future job & company
requirements.
1. Performance Appraisal:
It is the continuous & systematic evaluation of individual employees with respect to
their performance & their potential for future development.
It includes:
2. Training:
It is the process of transmitting the employees the technical & operating skills and
knowledge.
It includes
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5.1 Management Development:
It is the process of designing & conducting appropriate executive development programmes so
as to develop the managerial & human relations skills of the employees.
It includes:
a) Identification of the areas in which management development is needed.
Conducting development programmers.
Motivating executives/managers.
d) Designing special development programmers/ assessment procedures for
promotions.
Utilizing the services of specialists-both internal & external for development
&/or Institutional (external) development programmes.
Evaluating the effectiveness of executive development programmes.
It includes:
A. Internal mobility-
Vertical, horizontal transfers, promotions and demotion.
B. Transfer-
Process of placing employees in the same level jobs where they can be utilized
more effectively as per the needs of the organization. This also means developing
transfer policies, offering assistance & guidance to employees under transfer
orders & evaluating transfer policy periodically.
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C. Promotion-
D. Demotion-
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CHAPTER-6
6.0 Compensations Management
6.1. Compensation
Compensation includes all the extrinsic rewards that an employee receives during and after the
course of his sob. For his contributions to the organization. The principles of compensation
payment are that it has to be adequate, equitable and fair to the employees. Compensation
encompasses base salary, incentives, bonus and benefits and is based on job evaluation.
Job evaluation- It is a systematic determination of the value of each job in relation to other
jobs in the organization, in the industry and in the market. In other words, job evaluation
involves classifying a job based on its importance and its contribution to the organization and its
requirements.
It involves
Wage and salary administration - The process of formulating and operating a suitable
wage and salary program is known as wage and salary administration.
It includes:
Conducting wage and salary survey in the market and in the industry;
Determining wage and salary rates on the basis of various factors like law, equity,
fairness and performance;
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Incentives- Incentives are the rewards an employee earns in addition to regular wages or salary
based on the performance of the individual, the team or the organization.
Bonus — Bonus is primarily a share in the surplus or bounty and is directly related to
the organization‘s performance. In India, the payment of bonus is a very popular
means of rewarding employees and is governed by The Payment of Bonus Act 1965.
Fringe benefits — Fringe benefits are those monetary and non-monetary benefits
given to employees during their employment, and sometimes, in the post-employment
period also. These benefits are connected to employment with the organization and
are not related to the employee‘s performance.
These benefits provide a sense of security to the employee and keep them committed to the
organization. Some of the marginal benefits include;
Disablement benefits
Housing facilities
Canteen facilities
Conveyance facilities
Educational facilities for employees and their children
Credit facilities
Recreational facilities
Medical and welfare facilities
Post-retirement benefits
Company stores
Legal aid
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In Paid time off benefits the employee is paid for the time he don‘t worked duo to vacation,
holiday pay and sick pay. Retirement benefits are in shape of pension, gratuity, provident fund
and superannuation fund. In disability insurance bank provides financial support when an
employee becomes injured or ill and is unable to do his/her job and in education & training
programs bank provide different education & training to their employees to furbish their skill.
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CHAPTER-7
7.0 Human Relations
Administering various human resources policies like employment development & compensation
& interactions among the employees on one hand & employees & the management on the other,
create a sense of working relationships between workers & management & trade unions.
Basically they are all interactions between human beings. Human relations, is therefore, is an
important area in management which integrates people into work situations in a way that
motivates people to work together with economic, psychological & social satisfaction thereby
increasing their productivity. Hence Human Resources Management functions will center on:
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CHAPTER-8
In the recent times, the contours of HR function in public sector banks are slowly but definitely
changing. One could say that these banks are discovering the HR function & it is hoped that
these banks will fast catch up with others. It may be recalled that, in a controlled environment &
to meet with the rapid branch expansion- since 70s- Public Sector Banks (PSBs) have adopted
HRM practices similar to that of Government departments. Herein HRM did not have a direct
role in business development but was more concerned with centralized recruitment to staff &
providing them across the country.
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8.4. HRM in Private Banks & Foreign Banks
The HR function as practiced by private & foreign banks is effectively involved in the
identification of specific skills that each job warrants & recruiting suitable staff by every way
possible. In these banks, recruitment is a continuous process with a strong focus on getting the
right person for the right job by offering appropriate compensation, incentives & designations.
There is a great energy spent in keeping the turnover low & offering appropriate training inputs.
Possibly there are as many pay structures as there are employees. More importantly, HRM has a
role in monitoring & mentoring the employee. There are no routine transfers. Rather people are
recruited in different geographical locations & different levels. Technology has helped in
centralizing the back office & other functions such that service can be provided from a distance.
These institutions adopt a proactive performance appraisal system but still short of 360 Degree
appraisals. Their training process is concerned with both skill building & motivating. It should,
however be said that the demand for professionals on account of growth of Indian Business is
such that the efforts of HRM have not helped it from completely staving off staff turnover in the
ranks.
uncommon to see new department‘s spring up just to allow promotions. In a way such a move is
justified as salary is linked to grades & not performance. The concept of job rotation is practiced
with great conviction. As regard leave it is seen that modern business organizations, driven by
work life balance issues & ‗operational risk‘ ensure that certain annual leave is mandatory.
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In the case of PSU Banks, the ―compulsory leave system‖ has not yet taken root. In the
circumstances an important task at hand is training the staff member, who, on account of age
profile is not comfortable working in an IT environment. HRM should also take immediate steps
to improve productivity. There is a simultaneous need to balance the demand of IT savvy
youngsters joining the organization who ask for high salaries.
PSU Banks are not able to offer market driven salary. Given that banking business & the
business of Government are distinct, there is, in the case of PSU Banks, an urgent need that
salaries are not limited by what is paid in the ministry but unshackled. Till that happens, HRM
should, innovatively tackle the issue.
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CHAPTER-9
9.0 Responsibilities of the Human Resource Management
Department in Banks
9.1. Role:
The role of the Human Resource Department is to create the climate & conditions in which
management throughout the Bank will be enabled to optimise the individual & collective
contribution of all employees to the short & long-term success of the Bank.
9.2. Responsibilities:
To be the principal sponsor & ―guardian‖ of HR policies in the Bank.
To propose & obtain agreement on changes to these policies from time to time & to
ensure that policies which have been agreed are being implemented throughout the Bank.
To contribute fully to the task of meeting the business challenges which the bank has to
face by supporting Branch/Unit Managers in continuously developing the potential of
employees & in creating conditions in which all the employees are motivated to meet the
objectives of the Bank.
To continuously monitor the Bank‘s strategies to ensure that HR policies are appropriate
& that employee numbers & skills are fully supportive of such strategies.
To deliver a full range of personnel services in support of line management. These
services include manpower planning, recruitment/transfer, remuneration, and training &
employee welfare.
To support line management in their day-to-day management of the workforce by
providing advice & consultancy on personnel & performance management issues.
- 37 -
CHAPTER-10
The banking sector has been characterized by apparently harmonious industrial relations & has
not suffered from the ―British Diseases‖ of industrial action & demarcation issues
associated with parts of manufacturing industry (e.g. Batstone, 1984). Banks have promoted
unitarism (Fox, 1966) encouraging an ethos of teamwork, shared interest & loyalty, wanting
commitment beyond the cash nexus. While banks are generally seen as having a passive
approach to employee relations, paternalism did underpin the system & particularly important
was the system of internal promotion supported by an unwritten agreement between the major
UK Banks on no poaching. The internal labour market created two categories of employees:
career & non-career which equated to a male/female divide. Retail banking is a highly labour
intensive industry with labour costs forming 70%of total operating expenditure &
―involvement in fund transmissions meant that a majority of clerical staff have not been used as
a means of marketing the bank‘s products nor directly for increasing business but to process
existing accounts. They have been regarded as an overhead rather than a resource.‖
Until the 1980s, competition between the Banks has been limited, banks operating as an
oligopoly& Government‘s concern with maintaining economic stability with limits to lending, &
control over interest rates facilitated this. The oligopoly fed through to the management of staff
as national wage bargaining minimized competition for labour. However deregulation led to the
collapse of the national system & a questioning of the old employment practices.
- 38 -
CHAPTER-11
11.0 CURRENT CHALLENGES FACED BY BANKS IN HRM
Effective work force:
A time-consuming & hectic job is to hunt the right talent. Higher the professional value of the
vacancy, tougher is the search. Identifying the right stuff followed by negotiation is the element
which makes the job tough for the employer. Banks are keenly interested to fill up two types of
breeds of professionals. Ones who are outstanding professionals with high job hopping attitude
—these are those who come in-work for some tome & then leave for better prospects. Others are
those who are keenly picked-up, trained & are somehow retained to be developed as future
management within the bank.
Management trainees are a growing popular phenomenon where freshly qualified business
graduates are engaged by banks & a certain percentage of these well-equipped professionals stay
back within the organization to grow into the footsteps of senior managers.
Banking jobs being apparently lucrative for many attract a large number of candidates against
advertised vacancies in media creating a large database management problem.
This has been facilitated by specialized hiring agencies who may take up the job of hiring in case
of large number of vacancies.
Right People:
The most difficult agenda of HRM across the banking sector is to retain the right people. Sudden
growth of retail banking & other services has put pressure on HR Managers in banks to engage
more professionals within shorter span of time thereby attracting manpower in other banks on
attractive packages has made the job market very competing. A bank in a normal course invests
time & money to hire & train the appropriate workforce for its own operations. This readymade
force is often identified & subsequently picked-up on better terms by others.
- 39 -
Compensation:
How much to pay the right employee & how much to the outstanding performer. Banks have
traditionally followed pay scales with predetermined increments, salary slabs, bonuses & time
based fringe benefits like car & house advance, gratuity, pensions, etc. The situation is not the
same anymore. An increment of Rs.500-800 per annum is no more a source of attraction for a
professional anymore. A basic pay with traditional formulas of linkage with medical & other
facilities has no soothing today.
A promise of future growth, learning culture & corporate loyalty is out of dictionary & does not
mean anything to this energetic & competent performer today. A waiting period of 3-4 years in
each cadre haunts the incumbents who strongly believe in immediate compensation.
A freshly hired professional requires a brand new car or car loan n resuming office quite contrary
to his previous breed of bankers who would wait for the job seniority to qualify for a car loan.
Job Satisfaction:
Everybody in the bank wants to work in the preferential department, preferential location, city of
his own choice & boss of his liking. An administrative deviation from any of these results in
lowered job satisfaction. Although hiring is normally based on regional requirement matching
the area of activity with that of employee‘s nativity yet other elements like appointment in the
department of choice & preference makes the job of HR manager quite challenging.
What the HR manager cannot afford is the dissatisfied employee who not only disrupts the
smooth working him, but also spreads the negativity to others by his de-motivated attitude.
Morale Boosting:
What has long been overlooked is the morale boosting of the employees by the organizations.
Human beings even if satisfied of material wellbeing need to be appraised & encouraged
constantly.
Smart banks have realized this need & have taken steps to keep their work force motivated
through proper encouragement like man of the mouth awards, repeat get-togethers, conferences,
sports events, dinners, company sponsored travel, reunions, etc. This is the way employees create
a feeling of belongingness.
- 40 -
CHAPTER-12
12.0 DEVELOPMENT IN BANKS
The banks must emphasis on human resource development as one of the critical areas of its
operations. It should redraw its training & development schedules to suit the requirements of the
current emerging scenario. Requisite training should be imparted to various branch level
functionaries as also administrative staff. Besides in-house training the reputed external agencies
should be utilized for human resource development with a view to updating their knowledge & to
keep them abreast of the current banking scenario for meeting the challenges ahead. The concept
of segment specialization may be resorted to in respect of the personnel selected therefore. It is
now thought expedient to plan & strengthen the squad of skilled officers in various segments as
IT, marketing management, risk management, risk based supervisors, law, security, etc.The lead
bank must play an effective role in improving the work environment & pursuing staff welfare
measures in the form of whole range of financial assistance with reference to various loans of
sorts.
Human resource skills are other areas of challenge. Because of modernization & technological
advancement rigorous training & man power planning are required.
In the market scenario characterized by heightened competition, growing customer needs &
technological up gradation, the bank fine tunes its HT policy to meet its corporate objectives.
New training systems have been developed to impart competencies & a broad range of skills
among the employees to deliver faster & superior service that can delight the customers. The
Industrial Relations in the banks have been harmonious & cordial.
- 41 -
12.1 TRAINING & DEVELOPMENT
Training:
Organization & individual should develop & progress simultaneously for their survival &
attainment of mutual goals. So every modern management has to develop the organization
through human resource development. Employee training is the important sub system of human
resource management. Employee training is a specialized function & is one of the fundamental
operative functions for human resources management.
After an employee is selected, placed & introduced he or she must be provided with training
facilities. Training is the act of increasing the knowledge & skill of an employee for ding a
particular job. Dale S. Beach defines the training as ―the organized procedure by which
people learn knowledge & skill for a definite purpose.‖ The training system in the banking
industry has a strong structural base.
However, in the past the training activities have been more ritualistic due to absence of a
strategic link between training & human resources development. Today, it is important that the
training function is made an effective organizational intervention by establishing a clear policy
of training & development within the framework of total human resource development. The
training establishments need to be actively involved in the total training process starting from the
identification of the training needs, evaluation of training effectiveness & the benefits of training
to the end users viz. the internal & external customers. The need for training & development is
determined by the employee‘s performance deficiency, computed as follows:
We can make a distinction among training, education & development. Training, as was started
earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined
to theoretical learning in the classrooms. Training & Education Differentiated:
- 42 -
TRAINING EDUCATION
Development:
―Give a man a fish, & you give him meal. Teach man to fish, & you give him a livelihood.‖
This ancient Chinese proverb seems to describe the underlying rational of all raining &
development programs. No banking organization can long ignore the training & development
needs of its employees without seriously inhabiting the performance. Even the most careful
selection does not eliminate the needs for training, since people are not molded to specifications
& rarely meet the demands of their jobs adequately.
This HRM function deals with the overall development of the employees. This includes their
professional & well as their personal development. It is a part of HRM function to identify
opportunities for enhancing the skills of the resources. Promotion is regarded as one of the ways
of recognizing development undertaken by an employee. Development is also largely dependant
on training. Generally people think that training & development are one & the same, but there
are many differences between them.
- 43 -
- 44 -
12.2. RECRUITMENTs
The human resources are the most important assets of an organization. The success or failure of
an organization is largely dependent on the caliber of the people working therein. Without
positive and creative contributions from people, organizations cannot progress and prosper. In
order to achieve the goals or the activities of an organization, therefore, they need to recruit
people with requisite skills, qualifications and experience. While doing so, they have to keep the
present as well as future requirements of the organization in mind. Once the required number and
kind of human resources are determined, the management has to find places where the required
human resources are/will be available and also find means of attracting them towards the
organization before selecting suitable candidates for jobs.
Recruitment is defined as, ― A process to discover the sources of man power to meet the
requirements of the staffing schedule and to employ effective measures for attracting that man
power in adequate numbers to facilitate effective selection of an efficient work force.
Objectives of recruitment
To attract people with multi-dimensional skills and experiences that suits the present and
future organizational strategies.
To induct outsiders with a new perspective to lead the company.
To infuse fresh blood at all levels of the organization.
To devise methodologies for assessing psychological traits.
- 45 -
Process of Recruitment:
Recruitment refers the process of identifying and attracting job seekers so as to build a pool of
qualifies applicants. This process comprises of five interrelated stages, viz,
Planning
Strategy development
Searching
Evaluation and control
The ideal recruitment process is the one which attracts relatively larger number of qualified
applicants who will survive the screening process and accept positions with the organization,
when offered to approach the ideal people, individuals responsible for recruitment process must
know how many types of employees are needed, where and how to look for individuals with
appropriate qualifications and interests, what inducements to use for various types of applicants
group, how to distinguish applicants who are unqualified from those who have a reasonable
chance of success, and how to evaluate their work.
12.3. SELECTION
Definition
Selection is defined as the process of differentiating applicants in order to identify and hire those
with a greater likelihood of success in a job. The objective of selection decision is basically
picking an applicant from a pool of applicants who has the appropriate qualifications and
competency to do the job. The selection procedure cannot be effective until and unless-
- 46 -
Selection process is preferable because:
It is easier for applicant as they can send their applications to a single centralized
department/agency.
It facilitates contacts with applicants because issues pertaining to employment can be
cleared through one central location.
Selection Process:
1. Application form: Many companies formulate their own style of application form depending
upon the size and nature of business carried on, type and level of the job etc. Information is
generally required on the following items in the form: personal background, educational
attainments, work experience references etc.
2. Written test : Written test is conducted for the qualified candidates after they are screened on
the basis of application form to measure the candidates ability towards the job, his aptitude
reasoning, knowledge in various disciplines, English language etc.
3. Preliminary Interview: The next step that tag along the selection procedure is a preliminary
interview wherein the applications are scrutinized so as to eliminate unqualified applications.
Preliminary Interviews are short. This interview thus provides information about the candidate
related to the job or personal specifications.
- 47 -
4. Selection Test: After passing through the interview the next stage that applicant has to prove
himself on are the selection tests. There are different types of selection tests for different
levels of the organization and that too is further differentiated within different types of
organizations. Some of the most common and well-known tests that an applicant has to go
through are;
a) Aptitude test
b) Personality tests: This is common mostly for the higher levels of management are given
to measure a prospective employee‘s motivation to function in a particular working
environment.
c) Internal test: To measure an individual‘s activity preferences.
d) Graphology Test: is an art wherein the individual‘s handwriting is seen and accordingly
his personality traits are derived by the way he writes.
e) Polygraph Test: Are designed to ensure accuracy of the information given in the
applications.
f) Medical Tests: Reveal physical fitness of the candidate.
g) Drug test: Help to ensure the presence of illegal or Performance- affecting drugs.
1. References and background checks: Many employer request names, address, and telephone
numbers or references for the purpose of verifying information and, perhaps, gaining additional
background information on an applicant.
2. Selection Decision: After collecting data from all the preceding steps, this is the most crucial
step in the entire selection process. The main difference between the preceding stages and this is
that former is used to short list the number of candidates and later one is to make a final decision
from the pool of individuals who pass the tests, interviews and reference checks. The view of
line manager will be generally considered in the final selection because it is he/she who is
responsible for the performance of the new employee. The HR manager plays a crucial role in
the final decision.
3. Physical Examination: After the selection decision and before the job offer is made, the
candidate is required to undergo a physical fitness test. The result of the medical fitness test is
recorded in a statement and is preserved in the personal records. The main objectives of this test
- 48 -
are as follows:
Medical checkup protects applicants with health defects from undertaking work that
could be detrimental to them or might otherwise endanger the employer‘s property.
Last, but not the least such examination will protect the employer from workers
compensation claims that are not valid because the injuries or illness was present when
the employee was hired.
1. Job offer: The next step is selection process is Job offer for those applicants who had passed
the previous stage. Job offer is made through a letter of appointment. Such a letter usually
contains the date by which the appointee must report on duty.
Appointee must be given a reasonable time for reporting because it may be quite possible that the
appointee is employed in some other company or must be residing in some other city and for
such other reasons. Company may also want the appointee to delay in joining the job because the
job may require undergoing some training program. Decency demands that rejected applicants
must be informed about their non-selection. These applicants‘ data must be used for future
references.
2. Contract of employment: After the job offer is made and the candidates accept the offer,
certain documents need to be executed by the employer and the candidate. One such document is
Attestation form. This form contains vital details about the candidate, which are authenticated
and attested by him/her, which could be used for future reference. Another document is contract
of employment. This document contains the terms and conditions of employment like
designation, perks, term of job and so on. The information written in the contract may vary
according to the level of the job. The main drawback of the contract is that it is difficult to
enforce them.
- 49 -
3. Concluding the selection process: The selection process will not end with executing the
employment contract. The step is reassuring the 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.
4. Evaluation of selection process: The broad test if the effectiveness of the selection process is
the quality of the personnel is hired. An organization must have competent and committed
personnel. The selection process, if properly done, will ensure availability of such employees.
Audit must be conducted by the people who work independent of the HR department.
Normally supervisors administer the selection test and interview. They judge the fit between the
job and the candidate. But the employee skills, knowledge and performance affect not only
superiors but also subordinates and the employees of the same level. Hence the organization
started involving the subordinates and the employees of the same level in administrating the
employment tests and interviews. This type of selection program is called 360 degree program.
2. Employee leasing:
The client company leases employees from a third party, not on temporary basis but on a full
time basis and for long help. An interesting feature is that the client company need not perform
personnel activities such as hiring compensation or record keeping. Employees working
elsewhere are leased. They are not directly employed by the company where they are working.
Employees not recruited by one client are sent to another.
3. Selection by invitation:
Management observes the performance of the key executives of competitors. If the performance
of the key executives is excellent or the key executives are the change agents, the management
invites them to join the organization by offering attractive salary and benefits. Thus, the
significant performance of the executives forms basis for selecting them by invitation.
- 50 -
CHAPTER-13
Background:
Among the 12 services classified under the services definition of GATS, banking is one of the
prominent one. Banking industry in India is one of the most diversified and heterogeneous in
terms of ownership; co-existence of private and public sector is one of the best examples of
peaceful co-existence of two entirely different cultural systems in the services sector. Coupled
with that, the country has a large number of foreign banks with altogether a different work
culture and climate. The simultaneous existence of so many types of work ethos, systems and
processes are truly symbolic of the great Indian unity amongst diversity. Notwithstanding the
fact that lots of efforts have gone into bringing technological & process congruence, it is really
unfortunate that very little has been done on the human resource front in this regard.
Unfortunately, public sector banking has been the biggest victim, being governed by outdated &
prohibitive sets of government guidelines. The Management often complains lack of adequate
power and flexibility; the Trade Unions often look at any directional change with a sense of
suspicion; majority of the workforce remains in dream-world of the pre-liberalized scenario of
work security. The result is that public sector banks are least concerned about human resource
management and reforms thereto and consequently remain under-productive.
Though renaming of Personnel departments to HR departments took place quite a few years ago
in some of the public sector banks, the work processes & culture in many of them till today
remain outdated and are not in a position to meet changing expectations of the human talent
within.
The scope of this is limited to address some of the fundamental issues in areas of human resource
management front in the public sector banking in India.
- 51 -
CHAPTER-14
14.ORGANIZATIONAL PROFILE OF AXIS BANK
21
The most recent contributions of the bank alongside Dollar Varian is the Euro and Pound
Sterling variations of the International Travel Currency Card (TCDC Card). The Travel
Currency Card is a mark based prepaid travel card which empowers traveler's global
access to their Money in neighborhood cash of the meeting province in a sheltered and
helpful way. The Bank has qualities in both retail and corporate managing an account and is
focused on embracing the best business rehearses internationally in request to accomplish
perfection
Axis Bank Ltd., the first bank to begin operations as new private bank in 1994 afire the Government of
India allowed new private bank to be established. Axis Bank was jointly promoted by the Administrator of the
specified undertaking of the
Unit Trust of India(UTI-1)
Life Insurance Corporation of India(LIC)
General Insurance Corporation Ltd.
Additionally, with associates National Insurance Company Ltd., The New India Assurance
Company. The oriental Insurance Corporation and United Insurance Company Ltd.
Hub Bank is the third biggest private part bank in India. Pivot bank offers the entire range of money
related administrations to client portions covering Large and Mid-Corporates, MSME, Agriculture
and Retail Businesses. The Bank has a substantial impression of 3703 branches and 13,814 ATMs
spread over the province as on 12 Aug 2016 which is the biggest ATM organize in nation among
Private Sector Bank in India. The abroad tasks of the Bank are spread over its seven worldwide
workplaces with branches at Singapore, Hong Kong, DIFC (Dubai International Financial Center),
Colombo and Shanghai and delegate workplaces at Dubai and Abu Dhar
With an accounting report size of 6,91,330/- Cr. as on 31st March 2018. Axis Bank has
accomplished steady development and stable resource quality with a 5 start CAGR (2012-2013
to 2017-2018) of 15% in Total Assets, 12 % in Total deposits , 17% in Total Advances.
The most recent contributions of bank alongside Dollar Varian is the Euro and Pound Sterling
variations of the International Travel Currency Card (TCBC card). The Travel Currency Card is a
mark based prepaid travel card which empowers traveler’s global access to their Money in
neighborhood cash of the meeting province in a sheltered and helpful way. The Bank has qualities
in both retail and corporate managing an account and is focused on embracing the best business
rehearses internationally in request to accomplish perfection
AXIS BANK
AXIS Bank operates in vary segments such as Treasury Operations, Retail Banking, Corporate/Wholesale
Banking and Other Banking Activities.
Retail banking: In the retail banking category, the bank offers Current Accounts and Saving Accounts
product, card serves, Internet banking, amounted teller machines (ATM) services, depository, financial
advisory services, and Non-resident Indian (NRI) services.
Corporate/wholesale banking: The Bank offers to corporates and other organizations services including
corporate relationship not included under retail banking, corporate advisory services, project appraisals,
capital market related services and cash management services.
Investment banking: Bank’s Investment Banking business comprises activities related to Equity Capital
Markets, Mergers and Acquisitions and Private Equity Advisory. The bank is a SEBI-registered Category I
Merchant Banker and has been active in advising Indian companies in raising equity through IPOs, QIPs, and
Rights issues etc. During the fiscal year ended 31 March 2012, Axis Bank undertook 9 transactions include in
5 IPOs and 2 Open offers.
NRI services: Bank provides products and services for NRIs that includes CASA, facilitate investments in
India. Axis bank is the first Indian Bank having TCDC cards in 11 currencies.
Micro Finance: Axis Bank SME business is segmented in three groups: Small Enterprises, Medium
Enterprises and Supply Chain Finance. Bank offers lending to individuals/sma11 businesses subject to the
Orientation Under the Small Business Group a subgroup for financing micro enterprises is also set up.
Agri-Finance: Banks provide various accounts, loans on various products, etc. to farers. Total 759 branches
of the bank provide banking services, including in Agricultural loans, to the farmers.
AXIS Group: AXIS Bank set-up fully owned 8 subsidiaries which are:
➢ Axis capital ltd.
➢ Axis finance ltd.
➢ Axis mutual funds trustee ltd.
➢ Axis asset management company ltd.
➢ Axis private equity ltd
➢ Axis trustee services ltd.
➢ Axis bank UK ltd.
➢ Axis securities ltd
CHAPTER-15
TEAM-HEAD
TNI
Training calander
Training budget Training
feedback Training
manuals
Approvals/concept
paper
TEAM TEAM TEAM MEMBER4
MEMBER3
MEMBER 1
Library mgmt
Training Books
IT support initiative Journal
Project/Summer Newspape r
training Internal Dak(In/out)
Induction manual/ppt External database
Training feedback or Concept Development
evaluation Record
Write-ups& Briefing Maintenance
Admin task
Database Training Evaluation Admin follow Up
management
MIS-T&D 55 - PD e-manual Bulletin/Boar d
Project/summe management
TEAM
MEMBER 2
Module design
Module
development
Internal TNI
External TNI
Product/Process
Training
Project/Summer
training
HRIS support
Best HR practices
15.1 ANALYSIS OF PRIMARY DATA
Sharing information 0
ANALYSIS
The above result shows that most of the AXIS BANK Employees are well aware of the
definition, inputs and purpose of the training program. They are self-motivated to attend such
training program as it will result in their skill enhancement & improving their interpersonal skill.
- 56 -
2. Training is must for enhancing productivity and performance.
Completely agree 17
Partially agree 3
Disagree 0
Unsure 0
ANALYSIS:
The above result shows that mostly AXIS BANK Employees are well aware of the
role and importance of the training. It means somewhere their productivity and
performance has been improved after the training program attended by them and it
helped them to achieve their goal.
- 57 -
3. (i). Have you attended any training program in the last 01 year?
Yes 20
No 0
ANALYSIS:
100% respondents had attended training program in the last 01 year. It means in AXIS BANK
HR Department, time to time training is provided to all the Bank‘s Employs and it is continuous
process.
- 58 -
(ii). If yes, which module of soft skill development training?
Business communication 2
All of above 13
ANALYSIS:
65% respondents had attended all the five modules of soft skill development training. But
besides soft skill development training, HR department of AXIS BANK Employees should also
provide product/process or skill based training to enhance the employability.
- 59 -
4. (i). After the training, have you given feedback of it?
Yes 20
No 0
ANALYSIS:
100% respondent had given feedback after attending the training. It means each and every
respondent are well aware of the importance of giving feedback. They know that their feedback
is very important to identify the effectiveness and valuation of training program.
- 60 -
(ii). If yes, through which method?
Questionnaire 16
Interview 1
Supplement test 1
Any other 0
ANALYSIS:
The above result shows that the questionnaire is the most popular method of evaluating the
training program and other methods are not very much in practice in co HR Department, AXIS
BANK But since there are various other methods of evaluation of training program like
interviews, supplement test, self-diaries & observation so it should also implement the other
methods also to identify the ROI (return on investment) & effectiveness and valuation of the
training program.
- 61 -
1. Which method of post training feedback according to you is more
appropriate?
Observation 5
Questionnaire 3
Interviews 8
Self-diaries 3
Supplement test 1
ANALYSIS:
I. Corporate HR, Sahara India Pariwar, mostly use the questionnaire to get the feedback of
trainees but only 15% respondents are in favor of questionnaire because in it there is a
possibility of getting inaccurate data and in this responding conditions are also not controlled.
II. On the other side 40% respondents feel that interview is the most appropriate method of
evaluating the training program because it is more flexible method, and in this they can get the
- 62 -
opportunity for clarification and the most important thing is that in the interview, personal
interaction is also possible.
III. 25% are in favors of observation because this is non-threatening and is excellent way to
measure the behavioral changes.
IV. Beside this, 15% are in favors of self-diaries and 5% are in the favour of supplement test. It
means that HR department of AXIS BANK Employees should also try to use other method of
evaluation of training program.
6.(i). Do you think that the feedback can evaluate the training effectiveness?
Yes 20
No 0
- 63 -
ANALYSIS:
100% respondents think that the feedback can evaluate the training effectiveness. It means that
HR department of AXIS BANK are well aware of the importance of taking feedback after the
training.
(ii).If yes, how can the post training feedbacks can help the participants?
Motivate to do better 2
None 0
- 64 -
ANALYSIS:
70% respondent feel that the post training feedback can help the participants to improve their job
performance, is an aid to future planning and can motivate to do better. It means that they are
benefited by giving feedback of the training, attended by them.
7. Post training evaluation focus on result rather than on the effort expended
in conducting training.
Completely agree 14
Partially agree 6
Disagree 0
Unsure 0
ANALYSIS:
70% respondents are completely agree and 30% respondents are partially agree with the statement
that post training evaluation focus on result rather than on the effort expended in conducting
training program. It means that all the respondent are well aware of the purpose and objective of
the post training evaluation.
- 65 -
8. What should be the approach of post training evaluation?
Trainer centered 2
Trainee centered 2
Subject centered 8
ANALYSIS:
I. 40% respondents feel that the approach of post training evaluation should be subject cantered
and 40% respondent also feel that it should be trainer, trainee and subject cantered.
II. 10% respondents are in favors of trainee cantered approach and 10% respondents are in favors
of trainer cantered approach.
It means that the evaluation procedure should be implemented concerning trainer, trainee and
subject.
- 66 -
9. What should be the ideal time to evaluate the training?
After 15 days 7
After 1 month 4
Can‘t say 3
ANALYSIS:
35% respondent feel that training should be evaluate after 15 days.30% feel that it should be
immediate after training. 20% feel that ideal time to evaluate the training is after 1 month and 15%
are unsure.
Since each respondent had attended different training program. So the ideal time of evaluation of
training depends on types of training. It could be vary for different training.
- 67 -
10. Should the post training evaluation procedure reviewed and
revised periodically?
Yes 16
No 2
Can‘t say 2
ANALYSIS:
80% respondents feel that the post training evaluation procedure should be reviewed and revised
periodically. It means that it has to be a continuous process and be taken regularly by the line
manager/Reporting manager of the participants. It could also be taken by peer group. Still 10%
feel that the post training evaluation procedure should not be reviewed and revised periodically.
It means they are satisfied with the post training evaluation procedure, followed by AXIS BANK
HR Department.
- 68 -
11. Is the whole feedback exercise after the training worth the time, money and effort?
Yes 18
No 2
Can‘t say 0
ANALYSIS:
90% respondents feel that the whole feedback exercise worth the time, money and effort and
10% respondent are not agree with this. It means that feedback exercise is valuable and wrathful
for the participant to achieve their personal goal as well as for the organization.
Still 10% are unsure about it. So there is a need to create awareness among them that how much
the feedback exercise is important to identify the effectiveness and valuation of the training
program, to identify the ROI(return on investment),to identify the need of retraining and identify
the points to improve the training.
- 69 -
12. The post training feedback can be used:
All of above 15
ANALYSIS:
75% respondents feels that post training feedback can be used to identify the effectiveness and
valuation of training program, to identify the ROI, to identify the need of retraining and to
provide the points to improve the training. And others are also aware of the importance of post
training feedback.
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CHAPTER-16
16.0 KEY FINDINGS
The bank has good relationship with its customers. The customers are satisfied with
the relationship manager service provided by Axis Bank
The bank and its customers have a long-term relationship. Axis Bank has the tendency
to retain its customers at any cost. They believe that the old customer is more
profitable instead of a new one that’s why they try to maintain good and long-term
relations to their customers.
The accounts of these three banks don’t have much difference in terms of features but
when it comes to number of branches and ATM’s HDFC Bank is ahead of the Axis
Bank.
The customers of Axis Bank are satisfied with their savings and salary accounts
AXIS Bank needs to promote and encourage people to use internet banking
In terms of ease of access AXIS Bank needs to increase the number of ATM’s
The Bank should be more flexible to compete with its competitors like HDFC, ICICI.
Mostly benefit class people lean toward the Axis bank in the correlation of business
and understudies and different class people along these lines it needs to advance its
item and administrations that are offered predominantly for the business class
individuals and understudies. Since these two class frames significant clients of the
keeping money administrations
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16.2 LIMITATION OF THE STUDY
The contemplate primarily was on the client introduction that how they think, what
they need from their banks and how they take choice heading off to any bank.
In this examination I found that the obligation of Axis Bank with its clients is great,
since Axis Bank essentially centers around holding their clients.
This consider finds that anyway Axis Bank isn't the main restricted area bank,
however its huge scope of items and accessibility of choices improve it one of the
banks in India.
The bank should give careful consideration on giving updates and should expand the
level of administration giving because the contenders of Axis are better around there.
The bank should attempt to expand the utilization of innovation like versatile and net
managing an account among its clients.
BIBLIOGRAPHY
BOOKS
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PERSONNAL MANAGEMENT/HRM - BHATIA S.K.
Referance
• https://www.rbi.org.in/
• http://www.axisbank.com/personal/index.aspx
• "Retail Banking: Facing the Future" by Boston
Consultancy Group
• http://www.bcgindia.com/documesnts/file15123.pdf
• Mishra, D. (1997). Fundamentals for Banks. IBA Bulletin,
XIX (8), 42.
• Sector Banks. Deep and Deep Publications, New Delhi,
36-63.
• Services”, Business Perspectives, Vol. 4, September,
pp.73-87.
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