neha mohabey.report on “effectiveness of officer’s training” & “study of functionality...
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A SUMMER INTERNSHIP PROJECT REPORT ON
“Effectiveness of Officer’s Training” & “Study of Functionality of H.R.M of
Pune- West Zonal Office”, in Bank of Maharashtra.
UNDERTAKEN AT
BANK OF MAHARASHTRA, PUNE
SUBMITTED TO
INDIRA INSTITUTE OF MANAGEMENT, PUNE
POST GRADUATION DIPLOMA IN MANAGEMENT – HUMAN RESOURCE
BY
NEHA NAGENDRA MOHABEY
(PGDM BATCH – 2015-2017)
UNDER THE GUIDANCE OF
Prof. DIPTEE SAWARKAR - (IIMP).
S.Mgr. P.D KALASKAR- (PWZ, BANK OF MAHARASHTRA).
S.Mgr. SANDEEP SHETTY - (PCZ, BANK OF MAHARASHTRA).
C.Mgr. HEMANT DEODHAR - (STC, PUNE).
AT
INDIRA INSTITUTE OF MANAGEMENT, PUNE (TAPASYA’, TATHWADE PUNE – 411033)
CERTIFICATE
This is to certify that Miss. NEHA NAGENDRA MOHABEY, student of INDIRA INSTITUTE
OF MANAGEMENT, PUNE (IIMP) has successfully completed her project titled
“Effectiveness of Officer’s Training” & “Study of Functionality of H.R.M of Pune - West
Zonal Office”, in Bank of Maharashtra, for Summer Internship period from 23rd May
2016 to 22nd July 2016 in partial fulfillment of Post-Graduation Diploma in
Management (PGDM) Course.
While completing this assignment, we have found her sincere and hardworking.
We wish her success in her future endeavors.
Dr. Pandit Mali Prof. Diptee Sawarkar
Director, Internal Project Guide,
Indira Institute of Management Indira Institute of Management
Pune. Pune.
DECLARATION
I, Neha Nagendra Mohabey, student of Indira Institute of Management, Pune batch
2015-2017, hereby declare that the Summer Internship Project entitled “Effectiveness
of Officer’s Training” & “Study of Functionality of H.R.M of Pune-West Zonal
Office”, in Bank of Maharashtra, undertaken at ‘Bank of Maharashtra, Pune’, is an
original piece of work done by me and the information provided in this live as well as
research project report is authentic to best of my knowledge. All the Secondary data and
other relevant information drawn from different sources for this report are duly
acknowledged by me under the supervision of my internal guide S. Mgr. P.D Kalaskar
for my internship. No part of this report has been submitted by me to any other
university or institution for the award of any diploma/degree.
This report is towards the partial fulfilment of the requirements of the Post -Graduation
Diploma in Management course of IIMP. Also, the report is based on my personal opinion
and hence cannot be referred for legal purpose.
I have put all my sincere efforts in making this report see the light of the day.
Date: 20th August, 2016 NEHA NAGENDRA MOHABEY (PGDM0053/15- HR),
Place: Pune IIMP.
Acknowledgement
The success of any project is the result of hard work & support of a number of individuals, motivation & guidance of our mentor and this project is no different. And the satisfaction of the successful completion of any task would not be complete without the expression of gratitude to the people who made it possible. From the inception to the completion of this project work, the preparation of this project was possible through the direct or indirect help of various persons. I would like to express my profound gratitude to all the people
Primarily, I would like to express my gratitude to Almighty and my Parents for their benedictions.
I convey my sincere gratitude to Mr. P. D KALASKAR (Senior Manager – H.R.M, PWZ), for giving me an opportunity of a lifetime and for delegating me such a potential Job-Profile for my internship experience.
I would like to express my heartfelt gratitude to respectable Mr. HEMANT DEODHAR (Chief Manager, STC, Pune) who provided me with all the help, guidance, learnings involved and directions to carry out my research process on “Training and effectiveness on officers” in Staff training college of Bank of Maharashtra, Pune.
I express my sincere gratitude to our Director, Dr. Pandit Mali and Deputy Director Dr. S.P Singh for their valuable guidance, inspiration, encouragement in completing this project. It give me pleasure to express my most profound regards and sense of great indebtedness and sincere gratitude to my faculty guide Prof. Diptee Sawarkar (Assistant Professor - PGDM, IIMP) for her valuable guidance and support during the progress of this project. I take this opportunity to acknowledge the inevitable directions and consistent approach of Mr. SANDEEP SHETTY (Senior Manager – H.R.M, PCZ) in keeping me connected with organizational H.R.M workings.
Also, I convey my kind gratitude to Mr. P.T MORE (Chief Manager, ITTI, Pune) for giving me permission and valuable guidance to continue my research work in ITTI.
I’ am extremely grateful to Prof. Thirumagal Pillai (Associate Professor, IIMP) and Mrs. A.R PAWAR (Clerk, H.R.M, PWZ) .Without their crucial inputs, this project would not have been possible. I express my Special Thanks to all the other staff of the organization specially of PWZ and PCZ for their valuable cooperation, suggestions and guidance during my entire internship tenure. I thank them for providing me with valuable information by taking time from their busy schedule.
Date: 20th August, 2016. NEHA NAGENDRA MOHABEY Place: Pune, Maharashtra (PGDM0053/15- HR),
IIMP.
INDEX
CHAPTER NO. CHAPTER TITLE Page No.
- EXECUTIVE SUMMARY 1 – 2
I. INTRODUCTION AND RATIONALE OF THE STUDY 3 – 4
II. INDUSTRY PROFILE 5 - 13
III. COMPANY PROFILE 14 - 20
IV.A. CONCEPTUAL FRAMEWORK : RESEARCH PROJECT 21 – 24
IV. B. CONCEPTUAL FRAMEWORK : LIVE PROJECT 25 – 26
V. OBJECTIVES AND SCOPE 27
VI.A. ACTION PLAN : RESEARCH PROJECT 28 – 40
VII. A. ANALYSIS AND FINDINGS : RESEARCH PROJECT 41 – 67
VI.B. ACTION PLAN : LIVE PROJECT 68 – 90
VII.B OBSERVATIONS : LIVE PROJECT 91
VIII. ACHIEVEMENTS- RESEARCH PROJECT AND LIVE PROJECT 92
IX. CONCLUSIONS 93 – 95
X. KEY LEARNINGS AND RECOMMENDATIONS 96
- PROJECT LIMITATIONS 97
- BIBLIOGRAPHY 98
- ANNEXURES 99
LIST OF TABLES
Tables - Related to Live And Research Project: Sr. No. TABLE NO. TITLE OF TABLE PG.NO.
1. Fig.T2.1 Major Player in Banking Sector 11 2. - Other tables related to Action Plan : Research Project 36 – 40 3. - Other tables related to Action Plan : Live Project 70 -89
Tables - Related to Research Project : Analysis
Sr. No. TABLE NO. TITLE OF TABLE Pg.No. 1. 7.1 Tabulation for sufficiency of training Sessions. 41 2. 7.2 Tabulation to analyze about training designed. 42 3. 7.3 Tabulation to analyze the Subject Coverage. 43 4. 7.4 Tabulation to analyze the Relevance of Subject w.r.t title of
training program. 45
5. 7.5 Tabulation on Interaction and Teaching-technique of the sessions.
46
6. 7.6 Tabulation on Type of Teaching-Technique used in the program.
47
7. 7.7 Tabulation for Language used during the training sessions. 48 8. 7.8 Tabulation on Language preference of employees to be used in
session. 49
9. 7.9 Tabulation on employee rating on benefits of training in achieving targets.
51
10. 7.10 Tabulation on Change in Performance between Pre & Post Test. 52 11. 7.11 Tabulation for analyses on employees’ take on given behavioral
statement. 53
12. 7.12 Tabulation on employees’ need for certain training helpful in daily working.
54
13. 7.13 Tabulation on employees’ need for specialized training in External Institute.
55
14. 7.14 Tabulation to analyze the impact of training on branch wise performance.
56
15. 7.15 Tabulation to analyze about the Discussion and incorporation of training needs.
57
16. 7.16 Tabulation to analyze about the Feedback Activity. 58 17. 7.17 Tabulation to analyze about working on the feedback taken. 59 18. 7.18 Tabulation for required data for ROI and respective calculation. 60 19. 7.19 Tabulation to Compare different factors with
organizational Financial Results. 61
20. 7.20 Tabulation to analyze majority of employees’ similar need for specific training.
62
21. 7.21 Tabulation on majority of employees’ similar need for specialized training from External Institute.
63
22. 7.22 Tabulation on majority of employees’ similar Agriculture based training from External Institute.
65
23. 7.23 Tabulation of Suggestions of trainees/employees for making training more fruitful.
66 -67
LIST OF CHARTS/GRAPHS
Charts - Related to Live And Research Project:
Sr. No. CHART No. / Fig. No.
TITLE OF CHART Pg.NO.
1. 2.1 Different Types of Banks in India 7 2. 2.2 PEST Analysis on Banking Sector 13 3. 3.1
3.2; 3.3
Marketing Organigram-PWZ Hierarchy of PWZ Organigram and Hierarchy of STC
17 -18
4. 3.4 SWOT Analysis on Bank of Maharashtra. 20 5. 6A.1 Process for conducting Training Program in
Bank of Maharashtra 28
6. 6A.2 Annual Cycle for Training Programs 37 7. 6B.1 Process of Sanctioning various Allowances 69 8. 6B.2 Process of Sanctioning Furniture Allowance 76 9. 6B.3 Process for giving Bonus Benefits to employees. 78 10. 6B.4 Procedure for giving Increment Amount to employees 80 11. 6B.5 HRIS, Bank of Maharashtra 87
Graphs - Related to Research Project : Analysis
Sr. No. CHART
No./Fig. No.
TITLE OF CHART PG.NO.
1. 7A.1 Chart on sufficiency of training Sessions 41 2. 7A.2 Chart on Design of training. 42 3. 7A.3 Chart on Subject Coverage of Training Program. 44 4. 7A.4 Chart representing the Relevance of Subject w.r.t title of training
program. 45
5. 7A.5 Chart on the Interaction and Teaching-technique of the sessions. 46 6. 7A.6 Chart showing various Teaching-technique used in the program. 47 7. 7A.7 Chart representing analysis of Language used during the
training sessions. 48
8. 7A.8 Chart showing Language preference of employees to be used in session.
49
9. 7A.9 Graph representing employee rating on benefits of training in achieving targets.
51
10. 7A.10 Graph showing analysis on Change in Performance between Pre & Post Test.
52
11. 7A.11 Graphical representation on employees’ takes on given behavioral statement.
53
12. 7A.12 Graph showing employees’ need for certain training helpful in daily working.
54
13. 7A.13 Graph on employees’ need for specialized training in External Institute.
55
14. 7A.14 Graph on the Discussion and incorporation of training needs.
57
Sr. No. CHART No. / Fig. No.
TITLE OF CHART Pg.NO.
15. 7A.15 Graphical representation on Feedback Activity. 58 16. 7A.16 Graph showing working on the feedback taken. 59 17. 7A.17 Comparison among different factors with organizational
Financial Results. 61
18. 7A.18 Graph for analyze majority of employees’ similar need for specific training.
62
19. 7A.19 Graph on majority of employees’ similar need for specialized training from External Institute.
64
20. 7A.20 Graph on majority of employees’ similar Agriculture based training from External Institute.
65
1
EXECUTIVE SUMMARY:
TITLE: “Effectiveness of Officer’s Training” & “Study of Functionality of H.R.M of Pune- West Zonal Office”, in Bank of Maharashtra.
INDUSTRY: Banking Industry. COMPANY: Bank of Maharashtra. OFFICE-LOCATION: Staff Training College (STC) & Pune West Zonal Office (PWZ), Pune.
OBJECTIVES OF THE PROJECT:
1. To study training programs undertaken by the Bank of Maharashtra for their
employees.
2. To examine the effectiveness of training programs on employees of the organization.
3. To gain on-the job learning and deliver the delegated work on the Reimbursement of
allowances and Statutory Contributions.
4. To study Payroll format and HRIS System in Bank of Maharashtra.
Summary:
This Project-work consists of two sections namely-
Section A, is a study related to the training programs imparted by the STC, Pune to the
workforce of its organisation covering all the zones. Also the respective project report inhibits
the research work which is carried to check the effectiveness of those training program on the
trainees/employees through the Kirkpatrick Model using Questionnaire and observatory tools.
The definition of population for the respective research is the employees of this organisation,
belonging to different scale working in their respective zonal offices or branches in India. More
specifically population used in carrying this study check is the trainees who are officers and
some clerks.
Further part of this report i.e. Section B, which is a live project inclusive of On-the-Job
Learnings. And this part delivers the report on the completion of the delegated work in the PWZ,
Bank of Maharashtra with given directions, information, and guidance of other staff of PWZ and
PCZ. Self-observatory tool and technique of following the instructions are used to carry this task.
This two month life project tenure has been completed in Pune-West Zonal Office, Bank of
Maharashtra and the given work was related to the HRM responsibilities towards staff of PWZ
and the other 70 branch workforce coming under this zone.
For Section A: The Research design used is ‘Descriptive Research-Cross Sectional Study’.
The Primary data was collected through a questionnaire prepared by me under the
directions of the C.Mgr of STC and was collected through survey method, that is, by
distribution of Questionnaire and collecting feedback.
2
The distribution is done via brick (paper forms) and by click (Google forms). While the
Secondary data is collected from the Training centre, referring some Case Studies,
Research papers and training-effectiveness models using websites.
The ‘Disproportionate-stratified random Sampling’ is taken as the sampling design for
this research study where various training programs plus the other staff of PWZ and PCZ
are considered as vivid strata and each program have different number of trainees.
The Sample size for the research and analysis is 136 respondents i.e. employees of this
esteemed organisation.
The Respective Data analysis Technique used: The data collected was systematically
compiled and represented with the use of MS-Excel, MS-Word and Google form. The data
analysis and interpretation has been done using following certain tools:
Bar column and line graphs. Pie charts and Pivot tables. Behavioral analysis.
During this two month tenure, knowledge about how to fulfill tasks relevant to HR-
Functioning in H.R.M has been gained. Also it provided tools like implementation of domain
knowledge, HRIS handling, and professional way of responding to the employees. How well
the senior employees responded to the queries of other employees and outsiders was
something one must adopt as a professional. The key findings from the research analysis
may help the training center to draw certain conclusions and make the training program
more effective.
This report also covers a research study which was carried under close consultation with
the Chief Manager, STC, Bank of Maharashtra, Pune. The respective analysis concludes that
the training imparted to the workforce of this organization through STC, Pune is effective
and could be make more effective which ultimately lead to progress in its financial
performance. This account embraces on-the-job experience and learnings gained in H.R.M
Dept., PWZ of Bank of Maharashtra. The corresponding job description for this two month
internship tenure includes one of the vital HR-Function- “Compensation & Benefit :
Reimbursement and Statutory Contributions” and glimpse of “Payroll”, Leave Management
& “Human Resource Information System i.e. HRIS”. Given duty was relieved with the reward
of work-satisfaction to all the related employees and mentor.
This report instigates the effectiveness of the training imparted to the workforce of the
Bank of Maharashtra. And the respective research and the conclusions drawn are backed
by the base – ‘The Kirkpatrick Model’. This study also helps to understand about the
functionality of HRM. The objectives of this project focuses on four of the major ‘HR-
FUNCTIONS’ which itself signifies the potentials of the content and learnings described in
this report. The individual who is planning to grow professional skills in HRM will
definitely gain the glimpse and comprehension about the human resource related job
descriptions.
3
CHAPTER – II
INTRODUCTION AND RATIONALE OF THE
STUDY:
Introduction to the title:
The caption of this project work portrays the experience and depicts the delivery of job
responsibilities delegated during the two month period of internship in Bank of
Maharashtra. The Title of this study work is-
“Functionality of H.R.M of Pune West Zonal Office” & “Officer’s Training and its
Effectiveness”, in Bank of Maharashtra. The project report is focused on four of the major HR functions, namely:
1. Training.
2. Compensation & Benefit : Reimbursement and Statutory Contributions.
3. Glimpse of Payroll.
4. Leave Management and HRIS.
The depth of the Functionality of HRM also includes small but vital minutes about structure
and working of “Human Resource Information System i.e. HRIS”. The workings were
carried in the location “Pune West Zonal Office, Bank of Maharashtra” and particularly in
H.R.M Department of PWZ OFFICE.
The title also talks about the Training Function. Therefore the training provided to officers
and various steps involved behind conducting all the training programs annually are
comprehended and compiled here. Then corresponding different training types and
corresponding programs were examined to check the effectiveness of the same on the
workforce of the organization.
In such a way the above given title to the respective report fulfills its existence, meaning
and scope of description.
Significance of the study:
The Report may help individual to have a glance of working of Government Sector in
terms of flow of authority touching the edge strictly following the statutory laws and
regulatory guidelines in single set of study.
4
This combination of live and research project inbuilt of the potential information and
professional working related to the Human Resource specialization in the banking
sector. More specifically, this report talks about the functionality of HRM Department of
Zonal office and the training program processed in the STC.
This report instigates the effectiveness of the training imparted to the workforce of the
Bank of Maharashtra which is backed by the Kirkpatrick model base. Hence the
conclusion drawn are certainly supported with well observatory tool, calculations and
universally adopted model of verifying the effectiveness of training on ascertained
factors affecting the impact of inputs on the trainees. The training section has a merit of
covering all the three segment- Individuals, Branches (group) and Organization, to a
certain extent, for the analysis of the effectiveness of training programs.
Also this is a significant approach for the ones who are about to make a forward move
towards the career in HR. This report focuses on the HR-FUNCTIONS - Compensation and
Benefit, Payroll, Leave Management and Training which itself signifies the potentials of this
respective on-the-job study.
5
CHAPTER – II
INDUSTRY PROFILE
OVERVIEW OF THE INDUSTRY:
As per the Reserve Bank of India (RBI), India’s banking sector is sufficiently capitalized and
well-regulated. The financial and economic conditions in the country are far superior to any
other country in the world. Credit, market and liquidity risk studies suggest that Indian
banks are generally resilient and have withstood the global downturn well.
Indian banking industry has recently witnessed the roll out of innovative banking models like
payments and small finance banks. The central bank granted in-principle approval to 11
payments banks and 10 small finance banks in FY 2015-16. RBI’s new measures may go a long
way in helping the restructuring of the domestic banking industry.
The Indian banking system consists of 26 public sector banks, 25 private sector banks, 43
foreign banks, 56 regional rural banks, 1,589 urban cooperative banks and 93,550 rural
cooperative banks, in addition to cooperative credit institutions. Public-sector banks control
nearly 80 percent of the market; thereby leaving comparatively much smaller shares for its
private peers. Banks are also encouraging their customers to manage their finances using
mobile phones.
Standard & Poor’s estimates that credit growth in India’s banking sector would improve to
11-13 per cent in FY17 from less than 10 per cent in the second half of CY14.
DEFINITIONS:
A Financial Institution is a business whose primary activity is buying, selling or holding financial assets.
Financial institutions provide various types of financial services. Financial intermediaries
are a special group of financial institutions that obtain funds by issuing claims to market
participants and use these funds to purchase financial assets.
A Bank is generally understood as a financial institution which provides fundamental
banking services such as accepting deposits and providing loans. Banks are a subset of the
financial services industry.
A banking system also referred as a system provided by the bank which offers cash
management services for customers, reporting the transactions of their accounts and portfolios,
throughout the day.
6
EVOLUTION:
An indigenous banking system was being carried out by the businessmen called Sharoffs,
Seths, Sahukars, Mahajans, Chettis, etc. since ancient time. They performed the usual
functions of lending moneys to traders and craftsmen and sometimes placed funds at the
disposal of kings for financing wars. The indigenous bankers could not, however, develop
to any considerable extent the system of obtaining deposits from the public, which today is
an important function of a bank.
Modern banking in India originated in the last decades of the 18th century. The first banks
were The General Bank of India which started in 1786, and the Bank of Hindustan.
Thereafter, three presidency banks namely –
The Bank of Bengal (this bank was originally started in the year 1806 as Bank of Calcutta
and then in the year 1809 became the Bank of Bengal), the Bank of Bombay and the Bank
of Madras, were set up.
For many years the Presidency banks acted as quasi-central banks. The three banks
merged in 1925 to form the Imperial Bank of India. Indian merchants in Calcutta
established the Union Bank in 1839, but it failed in 1848 as a consequence of the economic
crisis of 1848-49. Bank of Upper India was established in 1863 but failed in 1913.
The Allahabad Bank, established in 1865, is the oldest survived Joint Stock bank in India.
Oudh Commercial Bank, established in 1881 in Faizabad, failed in 1958. The next was the
Punjab National Bank, established in Lahore in 1895, which is now one of the largest banks
in India.
The Swadeshi movement inspired local businessmen and political figures to found banks of
and for the Indian community during 1906 to 1911. A number of banks established then
have survived to the present such as Bank of India, Corporation Bank, Indian Bank, Bank of
Baroda, Canara Bank and Central Bank of India. A major landmark in Indian banking
history took place in 1934 when a decision was taken to establish ‘Reserve Bank of
India’ which started functioning in 1935. Since then, RBI, as a central bank of the
country, has been regulating banking system.
RESERVE BANK OF INDIA - AS A CENTRAL BANK OF THE COUNTRY:
The Reserve Bank, as the central bank of the country, started their operations as a private
shareholder’s bank. RBI covered all over the undivided India. In order to have close
integration between policies of the Reserve Bank and those of the Government, It was
decided to nationalize the Reserve Bank immediately after the independence of the
country. RBI acts as a regulator of banks, banker to the Government and banker’s
bank. It controls financial system in the country through various measures.
7
STATE BANK OF INDIA AND ITS ASSOCIATE (SUBSIDIARIES)BANKS :
In order to serve the economy in general and the rural sector in particular, the All India
Rural Credit Survey Committee recommended the creation of a state-partnered and state-
sponsored bank by taking over the Imperial Bank of India, and integrating with it, the
former state-owned or state-associate banks.
State Bank of India and its Associate Banks were given preferential treatment by RBI
over the other commercial banks, by appointing them as an agent of RBI for transacting
Central and State Government business as well as setting up of currency chests for the
smoother cash management in the country.
DIFFERENT TYPES OF BANKS IN INDIA:
Fig.2.1. Different types of Banks in India.
Reserve Bank of India (RBI)
Co-operative Banks
Short Term Credit Institutions
Long Term Credit Institutions
Non-Agricultural Credit Institutions.
Commercial Banks (Schedule/Non-
Schedule)
Public Sector Banks
Foreign Banks
Old/New Public Sector Banks
Local Area Banks
Regional Rural Banks
Development Banks
SIDBI
NABARD
NHB
Exim Bank
8
Functions of Commercial Banks:
Sections 5 & 6 of Banking Regulation Act, 1949 contain the functions which commercial
banks can transact.
These functions can be divided into two parts:
(a) Major functions:
1. Accepting Deposits. 2. Granting Advances.
(b)Other functions:
1. Discounting of bills and cheques. 2. Collection of bills and cheques. 3. Remittances. 4. Safe custody of articles. 5. Safe Deposit Lockers. 6. Issue of Letter of Credit. 7. Issue of Guarantees.
Besides the above functions, Banks now-a-days associate themselves in the following
activities also either by opening separate departments or through separately floated
independent subsidiaries:
1. Investment Counseling. 8. Investment Banking. 3. Mutual Fund. 9. Project Appraisal. 5. Merchant Banking Services. 10. Taxation Advisory Services. 6. Executor Trustee Services. 11. Credit Card Services. 8. Forex Consultancy. 12. Transactions of Government Business. 10. Securities Trading. 13. Factoring. 12. Gold/Silver/Platinum Trading. 14. Venture Capital Financing 15. Bank assurance - Selling of Life and General Insurance policies as Corporate Agent.
Small Industries Development Bank of India (SIDBI) :
It was established in October 1989 and commenced its operation from April 1990 with
its Head Office at Lucknow as a development bank. It is the principal and exclusive
financial institution for the promotion, financing and development of the Micro, Small
and Medium Enterprise (MSME) sector and for co-ordination of the functions of the
institutions engaged in similar activities.
SIDBI has evolved a strategy to analyze the problems faced by MSMEs and come out
with tailor-made solutions.
III. Development Banks:
9
National Bank for Agriculture and Rural Development (NABARD) :
It was established in July 1982 by an Act of Parliament based on the recommendations of
CRAFICARD. It is the apex institution concerned with the policy, planning and operations
in the field of agriculture and other rural economic activities.
The refinance provided by NABARD has two basic objectives:
1. Supplementing the resources of the cooperatives banks and RRBs for meeting the
credit needs of its clientele, and
2. Ensuring simultaneously the buildup of a sound, efficient, effective and viable
cooperative credit structure and RRBs for purveying credit.
National Housing Bank (NHB) :
It was set up in July, 1988 as the apex financing institution for the housing sector with the
mandate to promote efficient, viable and sound Housing Finance Companies (HFCs).
Its functions aim at to augment the flow of institutional credit for the housing sector and
regulate HFCs. NHB mobilizes resources and channelizes them to various schemes of
housing infrastructure development. It provides refinance for direct housing loans
given by commercial banks and non-banking financial institutions. The NHB also provides
refinance to Housing Finance Institutions for direct lending for construction/purchase of
new housing/dwelling units, public agencies for land development and shelter projects,
primary cooperative housing societies, property developers.
Export-Import Bank of India (EXIM Bank):
Export-Import Bank of India was set up in 1982 by an Act of Parliament for the purpose of
financing, facilitating and promoting India’s foreign trade. It is the principal financial
institution in the country for coordinating the working of institutions engaged in
financing exports and imports. Exim Bank lays special emphasis on extension of Lines of
Credit (LOCs) to overseas entities, national governments, regional financial institutions
and commercial banks. Exim Bank also extends Buyer’s credit and Supplier’s credit to
finance and promote country’s exports. The Bank also provides financial assistance to
export-oriented Indian companies by way of term loans in Indian rupees or foreign
currencies for setting up new production facility, expansion/modernization or up
gradation of existing facilities and for acquisition of production equipment or
technology. The Bank has introduced a new lending programme to finance research and
development activities of export oriented companies.
10
NATIONALISATION OF BANKS FOR IMPLEMENTING G OVERNMENT
POLICIES :
Indian Banking System witnessed a major revolution in the year 1969 when 14 major
commercial banks in the private sector were nationalized on 19th July, 1969. Most of
these banks having deposits of above 50 crores were promoted in the past by the
industrialists. In 1980, another six more commercial banks with deposits of above ` 200
crores were nationalized.
The purpose of nationalization were:
(a) To increase the presence of banks across the nation.
(b) To provide banking services to different segments of the society.
(c) To change the concept of class banking into mass banking, and
(d) To support priority sector lending and growth.
Current News: “A Mega Merger of 26 Banks.”
SBI, PNB, Canara Bank, Union Bank, Bank of Baroda and Bank of India said to be
leading merger, as per a government proposal. The government is said to be
considering a mega merger of 26 banks, which will create six big lenders,
The government is said to be considering a mega merger of 26 banks, which will create
six big lenders, news agency Reuters reported, citing a government official, on
Wednesday.
SBI announced merger of State Bank of Patiala, State Bank of Mysore, State Bank of
Travancore, State bank of Bikaner and Jaipur and State Bank of Hyderabad and
Bharatiya Mahila Bank with itself.
This is the first time six banks would be merged with SBI at one shot.
As a part of the proposal, Syndicate Bank, IOB and UCO Bank will be merged with
Canara bank.
Official said- Central Bank and Dena Bank will be merged with Union Bank,
Other banks like Andhra Bank, Bank of Maharashtra, Vijaya Bank will be merged with
Bank of India.
However, the management of Bank of India reportedly had no information about the
merger. It also told CNBC-TV18 that HR integration will be the biggest challenge during
the merger. No bank was free of bad loans and the merger will not help in any way, it
added.
11
CONTRIBUTION OF THE SECTOR TOWARDS GDP:
The Banking sector of India has shown a significant growth in last three year of
performance analysis. This financial sector have shown growth rate of 6.64%, 7.24%
and 7.9% in consecutive financial years 2014, 2015 and 2016 respectively. Also, the
contribution of banking sector to India’s Total GDP has escalated for these consecutive
years and the respective INR figures are 5,12,313cr (2013-14), 5,45,107cr (2014-15)
and 5,88,170cr (2015-16).
MAJOR PLAYER:
Talking about competitors of any organization, one of the easy ways to know the rank
holders or the winning horse of the race is by analyzing its three annual performances
or the current status of competitors’ market capitalization. Hence following (Fig. T2.1)
is the Market capitalization of the top 10 banks, which have scattered their business in
India. This ranking is done on the basis of some parameters – Revenue and Turnover
which eventually makes Market Capitalization of respective banks.
Sr. No.
Name of the Bank (Rank wise)
Market Capitalization
(in crores)
Sr. No. Name of the Bank (Rank wise)
Market Capitalization
(in crores) 1. HDFC BANK
261226.94 6. INDUSLND BANK 50100.41
2. SBI 216128.73 7. BANK OF BARODA 18601.08 3. ICICI BANK 184547.26 8. YES BANK 35169.20 4. AXIS BANK 134685.68 9. PUNJAB NATIONAL
BANK 30312.72
5. KOTAK MAHINDRA BANK 109631.60 10. CANARA BANK 18630.10
Fig.T2.1. Major Players in Banking Sector.
REGULATORY FRAMEWORK:
Banking industry in India is mainly governed by the Reserve Bank of India Act, 1934 and
the Banking Regulation Act, 1949. There are other legal frame work like the Companies
Act,1956, the Negotiable Instruments Act,1881, the Indian Contract Act,1872, the DRT
Act,1993, the Law of Limitation, FEMA,1999, etc. which are supplementary to the RBI
Act,1934 and the Banking Regulation Act,1949.
Reserve Bank of India and the Government of India has been empowered to
exercise control over banks from its opening to winding up.
This part covers the Regulation and Control on banking in India by the
Government of India and the Reserve Bank of India. It also highlights the features of
various legal frame works like the RBI Act, 1934 and the BR Act, 1949 the
provisions of which are applicable to banking.
12
Apart from the above Acts, different laws and their provisions have been discussed RBI as
the central bank of the nation and its role as regulator, supervisor and facilitator
have also been covered.
The importance of relevant aspects has been discussed in this part. Some of these
aspects are: NEW BANKS AN
Opening of New Banks and Branch Licensing Setting up a new bank Constitution of Banks’ Board of Directors and their Rights Banks’ Share Holders and their Rights CRR and SLR Concepts Cash - Currency Management Powers to Control Advances RBI as a Controller of Foreign Exchange RBI as Banker to the Government RBI as Lender of the Last Resort Monetary and Credit Policy Audit and Inspection Supervision and Control Winding Up – Amalgamation and Mergers Disclosure of Accounts and Balance Sheets Submission of Returns to RBI Fraud – Classification and Reporting Corporate Governance Prevention of Money Laundering Act,2002 (PMLA) Banking Codes And Standards Board Of India (BSCSBI)
Banking Regulation Act 1949 provides a lot of guidelines to banks covering wide range of
areas. Some of the important provisions of the Banking Regulation Act 1949 are listed
below.
The term banking is defined as per Sec 5(i) (b), as acceptance of deposits of money
from the public for the purpose of lending and/or investment. Such deposits can be
repayable on demand or otherwise and withdrawable by means of cheque, drafts, and
order or otherwise.
Banking Regulation Act through a number of sections restricts or prohibits certain
activities for a bank.
1. Trading activities of goods are restricted as per Section 8.
2. Prohibitions: Banks are prohibited to hold any immovable property subject to
certain terms and conditions as per Section 9.
3. A bank cannot declare dividend unless all its capitalized expenses are fully written
off as per Section 15.etc.
13
PEST ANALYSIS :
Fig.2.2. PEST Analysis on Banking Sector.
• 1.Set up trend of technological organization
• 2. Inventions & innovations rate • 3. Legislation on technology • 4. Mechanization trend in the
country • 5. Mechanization trend of the
relevant industry: IT; Nanotechnology; Biotechnology.
• 1. Social security situation • 2. Health service situation • 3. Work culture (governmental work,
private work, self-employer) • 5. Workforce immigration • 6. False-jobs but high paid • 7. Social affairs structures in the
country (Labor Ministry, Social Security Organization, Well-being Organization, Interior Ministry, Education Ministry).
• 1. Inflation rate • 2. Investment rate (internal &
foreign) • 3. Savings rate • 4. Employment rate • 5. GDP • 6. Economic growth rate • 7. Status of industrial, agricultural,
and service sectors in the economy • 8. Development trend of import and
export.
• 1. Change trend of governmental laws
• 2. Development rate of parties during early ten years
• 3. Development rate regional and international political crisis
• 4. Power-shift rate between major parties of the country
• 5. Political-shift rate in the relevant industry.
POLITICAL Factors
ECONOMICAL Factors
TECHNOLOGICAL Factors
SOCIAL Factors
14
CHAPTER – III
COMPANY PROFILE:
COMPOSITION OF BOARD:
Board of Directors:
Shri. Sushil Muhnot. Chairman and Managing Director.
Shri. R. Athmaram. Executive Director.
Shri. R.K Gupta. Executive Director.
Shri. Ateesh Singh. Director- Government Nominee.
Shri. Ramadev Saydiwal. Workmen Employee Director.
Shri. Sanjeev Jain. Part Time Non-Official Director.
Shri. G. Sreekumar. Director – RBI Representative.
Shri. Premchandra Amolakchand Sethi. Shareholder Director.
Shri. R. Thamodharan. Shareholder Director.
Dr.Archana Ravindrarai Dholakia. Part Time Non-Official Director.
Top Management:
Shri. P.N. Deshpande. General Manager
Shri. Nandkumar V. Pujari. General Manager – Recovery & Guardian Executive
Nagpur, Amravati.
Shri. Narender T. Kabra. General Manager – Credit – Non Priority & Executive
Guardian – Delhi, Indore, Jaipur.
Shri. M.C. Kulkarni. General Manager – IT, Utkarsha, Operations & Guardian
Executive – Chandigarh, Lucknow, Bhopal & Mumbai City.
Shri. R.K Pandey General Manager, Vigilance & CVO.
Name of the Board Member DESIGNATION
Name of the Top - Management
Member
DESIGNATION
15
Shri. Rajkiran Bhoir. General Manager –Resource Planning, Corporate Services, Marketing & Publicity, Security, CPIO, METCO,
ABC & Guardian Executive – Thane, Raigad, Aurangabad.
Shri. Manoj Biswal. General Manager –HRM, Rajbhasha Board Matters
& Guardian Executive-Kolkata, Raipur, Jabalpur.
Shri. R.H.Phadnis. General Manager – Financial Management & Account
& Guardian Executive – Pune West, Pune City, Satara.
VISION AND MISSION OF THE COMPANY:
VISION:
“To be a vibrant, forward looking, techno-savvy, customer centric bank serving diverse
sections of the society, enhancing shareholders’ and employees’ value while moving
towards global presence.”
MISSION:
To ensure quick and efficient response to customer expectations.
To innovate products and services to cater to diverse sections of society.
To adopt latest technology on a continuous basis.
To build proactive, professional and involved workforce.
To enhance the shareholders’ wealth through best practices and corporate governance.
To enter international arena through branch network.
To be a vibrant, forward looking, techno-savvy, customer centric bank serving diverse
sections of the society, enhancing shareholders’ and employees’ value while moving
towards global presence.
16
LOGO:
The Deepmal: With its many lights rising to greater heights.
The Pillar: Our institution – Symbolising strength.
The Diyas: Our branches – Symbolising services.
The 3 M’s: It symbolizes – 1. Mobilisation of Money;
2. Modernisation of Methods;
3. Motivation of Staff.
GEOGRAPHICAL PRESENCE:
The Tree ‘Bank of Maharashtra’ has its roots in all over India. The bank has 15 million
customers across the length and breadth of the country served through 1895 branches as
of 5 April 2016.
It has largest network of branches by any public sector bank in the state of Maharashtra,
It’s headquarter is in Lokmangal - Shivajinagar, Pune India.
The bank of Maharashtra has around 35 Zonal Offices In different regions all over India.
These Zones have covered all four geographic regions namely – Metropolitan, Urban,
Semi-Urban, Rural Areas.
These are:
Ahmedabad Zone Ahmednagar Zone Akola Zone
Amravati Zone Aurangabad Zone Bangalore Zone
Bhopal Zone Chandigarh Zone Chandrapur Zone
Chennai Zone Delhi Zone Goa Zone
Hyderabad Zone Indore Zone Jaipur Zone
Jabalpur Zone Jalgaon Zone Ratnagiri Zone
Kolhapur Zone Kolkata Zone Latur Zone
Lucknow Zone Mumbai City Zone Mumbai Suburb Zone
Nagpur Zone Nasik Zone Pune City Zone
Pune West Zone Pune East Zone Raigad Zone
Raipur Zone Satara Zone Solapur Zone
Thane Zone International Treasury & International Banking-Mumbai
All the zones are headed by its Head Office of that Particular Region. And all the branches
coming under particular zones are managed by its branch heads and the respective Zonal
Offices. The Training centers for staffs of Bank of Maharashtra are located in six
different locations in India.
17
MARKETING ORGANIGRAM:
The Zonal offices and all the STCs of Bank of Maharashtra situated in different regions
(zones) and cities of India are headed and control by their respective HEAD OFFICE (HO) of
the organization situated in those particular zones.
The management of PWZ and STC, Pune are control by HO in Pune city. This HO is
located in Shivaji Nagar,Pune.
Following are the respective organization structure and Hierarchy of ‘Bank of
Maharashtra’ Zonal Office and training center viz. Pune West Zone(PWZ) and Staff
Training College, Pune (STC, Pune):
Fig. 3.1. ORGANIGRAM – PWZ:
A. Bank of Maharashtra – Pune West Zone-al Office:
M.D NATKARNI
Deputy General Manager,
Scale -6
Group - 1
Department Heads
CPC - Retail
CPC - Commercial
Asset Recovery Cell
Group - 2
Department Heads
H.R.M
Planning
General Administratio
n
Inspection
Credit:
Credit monitoring and
Credit Processing
Information Technology
Security & Hindi
M.V MANGALVEDHEKAR
Assistant General Manager,
Scale -5
18
A. Hierarchy of PWZ:
Fig.A.1. Organization Structure: PWZ, Bank of Maharashtra
B. Organigram And Hierarchy of STC:
Fig.3.2. Hierarchy of Zonal Office, PWZ, Bank of Maharashtra.
Fig.3.3. Hierarchy of Staff Training College, Pune, Bank of Maharashtra.
HEMANT DEODHAR
Chief Minister And Trainer
(SCALE - 4)
R.M APARAJ And TUSHAR BHADANGE
Senior Manager and Trainers
(SCALE - 3)
MANAGER,TRAINER
(SCALE -2)
NISHANT SHAH
DEPUTY MANAGER, SECURITY
(SCALE -1)
A.V SHAHPURKAR,
Assistant General Manager
and
Principal of STC
(SCALE – 5)
19
MAJOR PRODUCT LINE:
‘Loans and Advances’ is the major product line of Bank of Maharashtra.
Under this, various product/services provided by this bank and these are –
1. Consumer banking: Retail banking- products for individuals.
2. Corporate Banking: Products for Large / Middle sized business.
3. Other: finance and insurance, investment banking, mortgage loans, private banking,
private equity, savings, Securities, asset management, wealth management, Credit cards
etc.
CUSTOMER SEGMENTS:
All Indian Citizens or public, coming under particular Zones and respective owner of
certain business entity are considered as the customer segment of the Bank of
Maharashtra.
FINANCIAL PERFORMANCE:
The trend analysis of last 3 years is as follow-
Particulars Financial Year-Audited Report (in crore) 2012-2013 2013-2014 2014-2015
Net Profit 760 386 451 Business Per Employee 12.56 14.39 15.74 Profit Per Employee (in Lakhs) 5.59 2.68 3.18
MAJOR ACHIEVEMENTS:
Market Share of the Bank of Maharashtra is 32.10
Total business increased to Rs.2,30,533 crore as on 30.06.2016 from Rs.2,19,032 crore
as on 30.06.2015, registering a Y-o-Y growth of Rs.11,501 crore [5.25%].Gross
Advances increased by 7.04% and Total Deposits increased by 3.85% as on
30.06.2016.
The Bank has registered Net Profit of Rs. 100.69 crore for the financial year 2015-16,
Quarterly report-12th May 2016.
Bank has bagged the prestigious award in the 12th “Banking Technology Excellence
Awards 2015-16” organized by Institute for Development & Research in Banking
Technology (IDRBT), which is established by RBI.
Bank bagged prestigious SKOCH AWARD 2016 in the field of Financial Inclusion.
Best Bank Award for Financial Inclusion for Emerging Bank – Winner.
20
CSR & Business Responsibility Award for Emerging Bank - Runner Up.
Bank was conferred as BEST BANK-PUBLIC SECTOR in BFSI Awards-2015 by World
HRD Congress in recognition of the Best performances in Banking Category.
79th Foundation Anniversary function at Pune.
Bank celebrated Employees Talent day on 8th February 2014 at Head office.
SWOT ANALYSIS - Bank of Maharashtra:
Fig. 3.4: SWOT Analysis on Bank of Maharashtra.
• 1. Competitors. • 2. New bank licenses &
New Entrance. • 3.Dis-investments by the
government.
•Risk Averse. • Low Profitability. • Increasing NPAs
• Rural Areas- Segment. • Increasing Non-SLR investments
to increase profits. • Making their credit cards
profitable.
• Public sector undertaking. Thus, has govt. backing.
• In this area for more than 75 years.Thus, expertise in this field.
• Very high investments in SLR securities.
• High connectivity to common man in some parts of the country.
• Over 1500 branches in 23 states and 2 union territories.
STRENGTH OPPORTUNITY
THREAT WEAKNESS
21
CHAPTER – IV
CONCEPTUAL FRAMEWORK
Section (A) - Research Project:
Definitions of Training and Development: According to the Michel Armstrong “Training is systematic development of the
knowledge, skills and attitudes required by an individual to perform adequately a
given task or job”.
Training: The aim of any training program is to provide instruction and experience
to new employees to help them reach the required level of performance in their jobs
quickly and economically. For the existing staff, training will help develop capabilities
to improve their performance in their present jobs, to learn new technologies or
procedures, and to prepare them to take on increased and higher responsibilities in
the future.
Case Study:
(Janice A. Miller, 2002):
Training and development are continuous process in improving the caliber of employees.
It is an attempt to improve their current and future performance but the organization
should keep a track on their performance after imparting them training it means training
needs assessment.
It is a systematic process of altering the behavior of employees in a direction to achieve the
organization’s goals.
In order to meet the ever-growing needs of business and household banking has to
become dynamic and updated in modern scenario and also to take up this industry to the
heights of international excellence requires best combination of new technology and
skillful and talented manpower. Therefore most of the commercial banks either private or
public adopt training and development programmes at the time of induction, promotion
and other situation.
Asian Journal of Business and Management Sciences ISSN: Vol. 2 No. 11
“EVALUATION OF EFFECTIVENESS OF TRAINING AND DEVELOPMENT:
The Kirkpatrick Model”
Evaluation of training effectiveness is the measurement of improvement in the employee’s
knowledge, skill and behavioral pattern within the organization as a result of training
program.
22
This measurement help to match the cost incurred in the design and implementation of
training with the associated benefits. Thus, it indicates whether the program has been able
to deliver its intended goals and objectives.
The purpose of this report includes reviewing the model of training effectiveness for the
adoption by the human resources development executives in their planning, designing and
implementation training program.
The Kirkpatrick Model: While there are several model and format developed for measuring HRD and training
effectiveness, the most accepted model is that developed by Kirkpatrick. He suggested that
there are four areas that required measurement, when analyzing the effectiveness of
training program- that is emotional reaction, achievement of objectives, behavioral changes
and organizational impact and Return on Investment.
Kirkpatrick (1998) identified five level process of evaluation process of training
evaluation.
The order of the levels is as follow:
1.
Emotional reaction refers to the attitudes of participants at the end of training. An
employee who has considerably gained skill and knowledge from the training will be
willing to apply it on job, thus bring positive reaction. This could be a barometer for
measuring employee’s general attitude, expectations and motivation. Although
subjective, reaction also provides feedback on training style and content.
Post training questionnaire/Feedback form can be used to measure emotional
reaction. The post training questionnaire methods have also received several
criticism in terms of their accuracy and bias, also regarding forms ad type of
questions included in the questionnaire can largely influence the answer provided in
the questionnaire.
The focus of the type of measurement is to investigate the attitude of trainee
towards training content, presentation style, overall course value and etc.
2. This is the second area of measurement, achieving learning objectives is a type of post
training evaluation of knowledge and skill gained through the training intervention
and which will ultimately translate to improving job performance. A positive
emotional reaction and increase practical skill and knowledge of functional concept
are indication of successful training and a requirement for meaningful HRD program.
Learning can be described as the degree to which training has impacted on
employee’s work related attitude.
Achieving Learning Objectives:
Emotional Reaction:
23
Pre and Post test methods of evaluating training effectiveness produce results which
are compared to a benchmark. The benchmark will help to show whether knowledge
and skills have been obtained from the training experience. Pre and Post test may be
conducted sometimes in the class room workshop and simulation. Adopting this
technique class room and simulation will yield direct result and provides less stressful
and more positive learning environment.
3.
The third level of evaluation is about work –related behavioral changes which reflects
in performance. This entails studying the changes in employees work related
behaviors as a result of training While emotional reaction and knowledge gain can be
easily accomplished immediately after training sessions, measuring behavioral
changes requires some time lag for employee to fully implement the newly
acquired skill and knowledge. Survey, observations and interviews of performance
are some of the tools used in measuring behavioral changes. This is because the
changes reflect most and best recognized in performance. The training measure can
be linked with in-house employees’ appraisal system and functions.
A common method of measuring behaviors is to set initial performance
objectives/Targets. Accomplishing the set objectives is a measurement of
transferring emotional reaction and learned knowledge into behavioral changes.
Peer feedback will give a closer analysis of behavioral changes since peer performed
the same function alongside the trainee and finally, self -feedback/Self Appraisals in a
time series manner can be cost effective ways of measuring program towards meeting
behavioral changes objectives.
4.
The fourth area in Kirkpatrick model revolves around the impact of training and
development on the organization. The measurement is based on the notion that
training and human resources development must reflect the organizational culture
and strategy. A training program is judge successful only if the training outcome
aligned closely with the organization’s goals. Measuring the impact on organization
can be informed of measuring improvement in profitability, safety measure, etc.
5.
The question “Did the training investment pay off?” is answered under this head. Did
the training Investment provides a positive return on investment is to be analyzing
here.
If yes, than it indicates that the training imparted to trainees is effective.
Behavioral Changes:
Impact on Organization:
Return on Investment (ROI):
24
The corresponding formula to find the ROI is –
ROI = (Net Profit / Cost of Investment for training) * 100
As presented in Kirkpatrick's model, the model actually does not represent the required
balance of four evaluations, they invariably complements one another. Without short
term evaluation measurement, training runs the risk of imparting knowledge that is not
transferable or irrelevant to the organizational goals. Without proper emphasis on
evaluating behavioral changes and impact on the organization, training may be successful
but its benefits to the organization may be quite limited or in some circumstances
detrimental.
Elements of Training:
Criteria for analyzing the effectiveness of training are not very obvious, but three
element of measuring training can be identified. These are as follows:
1. Accurate identification of training needs;
2. Accurate selection of participants
3. Appropriate course content.
Note: A typical form of measurement of training effectiveness is the training process
cost measurement; this measurement is obtained by multiplying together the cost of
course in question with the effectiveness percentage. The cost includes: direct cost of
trainers, accommodation, travels and so on. Other cost includes, overheads associated
with the training center or teaching rooms. This will show the overall cost consumed by
the training. The information obtained when matched with associated outcome benefit
will help to judge whether skill and knowledge improvement has actually taken place.
25
CHAPTER – IV
CONCEPTUAL FRAMEWORK
Section (B) - Live Project:
The H.R.M Department of the Pune-West Zonal office implement following set of duties and
responsibilities:
Salary
Placement of Staff
Leave Management
Expenses Management – Reimbursements and Statutory
Contributions & Welfare Scheme.
Training and Development
HRM-Policy
This includes management and dealing with people issues of workforce of around 600
employees contributing their efforts to the organization under PWZ. The major part of
training function comes under the Staff training college, Pune.
The job description covers majorly four of all HR-functions and hence has been linked with
the objectives of this report-
1. Expenses Management : To gain on-the job learning and deliver the delegated
work on the Reimbursement of allowances and Statutory Contributions.
2. Salary : To study Payroll format.
3. Leave Management and HRIS.
4. Training .
Under Expenses Management, The Reimbursement of Allowances includes -
a. Conveyance allowance
b. Mobile/Telephone/Data allowance
c. Newspaper Allowance
d. House Rent Allowance
e. Medical Allowance
f. Traveling Allowance/Transport allowance
g. Curtain Allowance
h. Furniture Allowance
Under Expenses Management , The Statutory contributions includes –
1. Bonus
2. Increments
3. METCO
26
Under Salary, The study of salary format which includes various fixed and variable
pays like Basic Pay, HRA, Bonus etc. and deductions like PF, Gratuity, Professional Tax
etc. This also includes the salary updation function i.e. updating the zonal office record
in its system regarding employees’ current status in all respects like Overtime Hours
expenses, Scale, Transfers, Loans and Advances taken by the employees of the
organization belonging to the branches under this zone.
Leave Management includes recording and calculations of different leaves and
corresponding payment of the calculated paid leaves at the time of retirement known as
Leave Encashment. Some of this leaves are Casual Leave, Privilege Leave, Sick Leave,
Deputation and Training Leaves, Special Leaves, Paternity and Maternity Leaves etc.
The Study and live working on Human Resource Information System of this zonal office
is experienced. This is software which Bank of Maharashtra relies to work on and
manage the data and information about its employees, salary slips and salary updation,
various records about employees on the system according to the PF Numbers which is
an identity of every individual employee.
Under Training, how the training policy of the organization gets implemented by the
STC and what it entails about the process of conducting any training programs are
covered here. This also covers the efforts, changes, schedule and communication flow
about the training programs given to the workforce.
The H.R.M is vast in its own boundaries and its functionality or activity coverage is
significant in number. Hence domain knowledge and skills of handling people and people
issue and time management plays a crucial and vital role in any and every organization to
keep its workforce motivated, satisfied, free from unfair treatments, disciplined and
alignment with work culture for the peace and accomplishment of goals and mission.
27
CHAPTER - V
OBJECTIVES:
Section A –
1. To study training programs undertaken by the Bank of Maharashtra for their
employees.
2. To examine the effectiveness of training programs on employees of the
organization.
Section B –
1. To gain on-the job learning and deliver the delegated work on the Reimbursement
of allowances and Statutory Contributions.
2. To study Payroll format, and working of salary -Updation, leave management and
HRIS System in Bank of Maharashtra.
SCOPE:
The Research Project (Section – A) has been carried out in the Staff Training College, Pune
of this organization which comes under the statutory authority of Head Office of Bank of
Maharashtra. The scope of next two objectives has covered all the 30 zones of Bank of
Maharashtra all over India. More specifically, the relevant information and learning
regarding training programs and the process of imparting such programs is taken from the
STC, Pune while the feedback to carry research study is collected from the branch officers
of these various zones.
Further, the relevant information used in this live project (Section –B) is from within the
boundaries of Pune West Zonal Office (PWZ) of Bank of Maharashtra touching the edge of
Head office authorities. Hence the scope of the first two objectives is scattered to the extent
of the H.R.M Dept. and the workforce of the PWZ and PCZ, Bank of Maharashtra. This
includes the branch heads of all the 70 branches and other employees of PWZ.
28
CHAPTER – VI
Action Plan
Section (A) - Research Project:
Objective 3: Study - Training Programs in STC, Pune.
HRM Policy for ‘TRAINING’ in Bank of Maharashtra: The Study
Preamble: The development of Human resource of Bank of Maharashtra is assumes
greater importance in the view of radical changes and technological advancement
particularly in banking sector. It’s taken as a necessary task to update the skills of the
employees regularly to meet the challenges of competitive environment.
Objectives of imparting Training:
1. To provide need-based, Role-Based training to all cadres of employees.
2. To create a talent pool of officers in critical business area.
3. To develop positive attitude, inculcate discipline and principles of ethical best
practices amongst all employees.
Process for conducting training Program in Bank of Maharashtra & Annual Cycle
for Training Programs:
Fig. 6A.1. Process for conducting training Program in Bank of Maharashtra
Communication from HO
to STC
TNA
Structuring Inputs in Training
External Institute
Information
Scheduling Training Program
Nomination & Selection
Invitation to Selected
Employees/
Branch Heads
Conducting Training
Programs
Post Test and
Feedback
29
Communication: Various communications is done through either e-mails or postage. While communicating
any information or intimations, it’s a mandatory rule to use bilingual language.
HO can ask STC to conduct specific training during any period. The STC, Pune requires to
intimate HO about the conduct of external training and respond about the training asked
by them to be organized.
Training Needs Assessment (TNA):
The training needs in Bank of Maharashtra shall be assessed in relation to Skills gaps and
talent requirement for project business levels.
1. How Skill Requirements shall be identified?
-On the basis of inputs like New Business initiatives, Regulatory Changes, Branch
Inspection Reports, Role Changes due to promotions/transfers etc.
2. How Skill Gaps shall be identified?
-On the basis of inputs like Branch Inspection Reports, Slippages in asset
classification at particular units, Annual Performance Reports (APR) of individual
officers etc.
3. Apart from skill required for conducting day to day business?
-Training module focuses on development of soft skills of employees as per job
profile.
4. What for Fresh Employees?
-Induction Training Program (ITP) designed to impart knowledge and insight in
Banking In general, Job requirements and culture of the Bank.
5. External Training for Top-Management?
-To ensure that inputs in such trainings are utilized for long term benefit of bank.
6. Other?
-Government Directives in regards of Training: Pre-Promotional Training.
- In broad sense, Knowledge gained in Specialized training is expected to be useful for
bank such trainings are expensive and perceived as an investment.
Schedule:
The scheduling of various sessions to be included in training program is done by the
Principal and Trainers of the STC. If outsourcing/ visit of external trainers are a part of
training, there sessions are arranged as per the communication regarding suitable timings
for the sessions of that particular training program.
30
The schedule format includes:
1. The name of the organization – ‘Bank of Maharashtra, Staff Training College, Pune’.
2. Name of the Program.
3. Program number and duration (To – From)
4. Name of the Coordinator.
5. The schedule chart :
a. Time
b. Date
A. Schedule in STC, Pune:
As various types of trainings are imparted to employees covering all the 35 zones of
bank of Maharashtra takes place in STC, Pune. And every training program has its own
Syllabus and requirements to be covered. Hence every program conducted here, has its
own schedule with different sessions (Refer Annex.5.a –STC- One of the Training Schedules)
Note: (These various training programs are listed above.)
Every training program imparted by this organization is scheduled for 5 working days
in a week (Monday to Friday).
Daily sessions begins from 9:30 a.m. and continues till 5:30 p.m.
In every 1 hour 15 minutes of session a refreshment break of 1 hour 15 minutes is
given to the trainees. The refreshment break includes Tea Breaks and Lunch Breaks.
Every such program follows to have certain compulsory sessions in every training
programs and these are discussed below-
a. Registration & Inauguration: Interaction with Executives / Principal of STC, Pune.
b. Sessions : conducted by internal faculty/External Trainers
c. Tea/ Lunch Breaks
d. Relevant Visits/ Case studies / Presentations
e. Review
f. Valedictory
Note: Some permanent topics mandatorily covered in most of the training programs
are-
KYC & Anti – Money Laundering
Security Checks Points
Preventive Vigilance in Public Procurement (2-Days Training Program /1
Session)
Briefs on BCSBI (The Banking Codes and Standards Board of India) & RBI.
31
B. Schedule in ITTI, Pune:
As the training provided by this training center is –
“Training on its Products, alternate Delivery Channels & CBS Related Topics.”
Every training program imparted by this organization is scheduled in similar format as of
STC, Pune irrespective of contents and syllabus. (Ref. Annex.5.b)
This training program covers following activities and sessions for everytime it is
conducted –
Day 1: i) Registration & Inauguration ii) Internet Banking iii) Mahaseva – Issues
iv)Motivation v) FI/BC, POS/Micro ATMs
Day 2: i) CBS Issues ii) TDS Module in CBS iii) MIS Reports
iv)IMPS/AEPS/NUUP/DBTL v) Mobile Banking
Day 3: i) IT Security ii) Report Merging Mail Merge & Vlook up
iii) Financial Function in Excel iv) Advances in CBS
v) NPA Management in CBS vi) Role of Supervisions in CBS (Do’s & Don’ts)
Day 4: i) Loan Documents ii) ABC Products iii) Online A/C Opening, Credit Trail & PFMS
iv) Mandate Management v) ATM Issues/Switch Functionality/X- Tranet
Day 5: i) Govt. Taxes/Gras/ES/BTR ii) & iii) Practical Aspects of Advances
iv) KYC/AML v) Valedictory.
C. Schedule of External Training Institutes:
Besides giving inputs to its workforce through Internal training Bank of Maharashtra
also outsource training from other External Institutes also as per the need of excellence
to the organization’s human resource. These external institutes have its own particular
schedule as per the decided training program. The respective sessions continues to
culminate with Valedictory Session.
Selection of the Trainees:
The candidate for any particular training shall be selected on the basis of their
present/planned job profiles so that the employees can put the inputs from training to start
implementing the benefits from inputs given, immediately after training.
The selection of candidates for particular training is done keeping following information
into consideration from collected & communicated from different sources –
HR- Policy - Every employee mandatorily be trained at least once in every two years.
Hence one who hasn’t got such opportunity has the possibility to get nominated.
On the basis of their present/ planned job profile with due consultations with Zonal
Offices /Departments at Head Office.
32
Nominations for Foreign Training (for Top Mgt.- GMs/DGMs) – Executives whose
residual service is more than 1 year shall be nominated for it.
The H.R.M department of HO has the detailed information of Bank of Maharashtra
Workforce inclusive of all the zones. This is communicated to the training center
whenever required.
STC, Pune have the access to go through the Performance Appraisal and Biodata of the
employees for training proposed on basis of which the authority nominates the
employees to be a trainee for that particular program.
Through communication via e-mails CM of STC asks Branch Heads to nominate
decided number of employees for the proposed training. The Branch Head then send
list of nominated employees to STC on the basis of BIODATA they maintained in the
branch. This BIODATA consist of information regarding employees Service Record &
Training Course Attended till date. (Annex.4)
Self- Appraisal and Performance appraisal also helps the branch heads to nominate
the deserving, eligible trainee and employees in need.
Structuring Inputs in Training:
Training Module:
The training module or say the study material of bank of Maharashtra are designed on the
basis of Training needs identified with the field-functionaries which are distributed to
trainees as the training program commences. These study material are prepared
corresponding to the training type.
Types of Training:
1. Pre promotional Training.
This training is only for reserved category. It is given when officers are about to get
promoted to immediate next scale e.g. sub-staff to clerk, clerk to officer, officer to
officer.
2. Refresher course Training for AFO.
This training is for agriculture- field officer.
3. Specialist Officers Training for all grade scale.
a. Hindi Officer Training
b. Security Officer Training
c. Agriculture Officer Training
d. Foreign Exchange department Training
e. Human Resource Officer Training
f. Inspection Training
g. Chartered Accountant Training
h. Law Officer Training
33
4. Marketing Officers Training.
This involves the training for marketing of bank products.
5. Recruitment Training.
This training is only for ST/SC/OBC.
6. Training for Credit Appraisal.
This training is given to officers working in credit dept.
7. Training for Corporate Credit.
This type of training is for the workforce of big branches of the organization.
8. Recovery (NPA and NPA Management).
9. Credit Monitoring Training.
10. Customer Service Training.
11. BCSBI Training (Banking code and standard Board of India).
12. Relationship Managers Training.
13. Specialized Training for Women..
14. Training for Trainers.
15. Sub Staff Development Program.
16. Retail credit (Housing Loan/Vehicle Loan) Training.
17. Reservation Policy - This training is given as a government guideline.
18. Roaster System.
19. SME (Small And Medium Enterprises) - This is given to officers of specialized
branches.
20. Training for Disciplinary Matters.
21. Pre- Retirement Counseling.
22. Cash and Currency Management Training.
This training is given by Head Office (HO) of Bank of Maharashtra with the help of RBI.
23. Role-Change Training. (Given due to change in grade)
a. Overall Branch Managers Training
b. First Time Branch Managers Training (Given after POs branch manager training)
24. Locational Training.
This training is imparted to employees at specific location with long distance, time and
convenience concerns.
25. Integrated Risk Management
26. CIBIL Training
27. FEDAI Workshop
28. Branch Managers Training in Competitive Environment.
This training is given to meet the challenges, scope and business potentiality.
29. POs Training for Branch Managers.
This training is given in Manipal University.
30. Rural/Semi Urban/Metro Branch Management Training
31. ITTI TRAININGS: IT products and other delivery channels.
AWARD STAFF TRAINING @ TRAINING CENTRES @ Pune, Nagpur, Bhopal, Mumbai.
34
Difference in Traditional and latest form of imparting Training in
Bank Of Maharashtra :
The organization has met with a wave of change in this respective concern. In comparison
to traditional way of providing training to its employees, nowadays training sessions have
been made more fruitful and rich in content. It is due to addition of some potential
elements like-
1. Group Discussion; 2. Putting Questionnaire;
3. Video Conferencing; 3. E-learning Modules;
5. Case Studies
6. Other inputs such as Video Displaying, Classroom activities etc.
Video Conferencing: In such technique, lectures been taken conducted at one place
and through internet connectivity, trainees of other 20 Centers of Bank of
Maharashtra are made to attend the same with active interaction between the
lecturer and all the trainees.
In case of connectivity problems, adequate arrangements are made like rescheduling the
current session or swapping with next possible session.
e-learning: In this technique, the trainees need to login to particular MIS (online)
and have complete access to the related topics concerned with the respective
training provide them. Once they learn the whole syllabus from the given source, all
the trainees will go through an examination. The ones who passes the examination
are considered as trained and rest need to repeat the examination.
This organization prefers to have more classroom training sessions as it believes that
one to one teaching is more effective as it helps to know whether the trainees are getting
adequate understanding or not. Also various queries of the learners can be solve
properly.
Method of Conducting Training:
Every Training Program of the Bank of Maharashtra is conducted by the management of
STAFF TRAINING COLLEGE (STC).The sessions and the inputs are given as per the schedule
prepared by the faculty of the STC and the coordinator of that particular. (ANXE.2).
The following method is stated in sequence.
1. Inauguration: It’s an introductory part of training session where trainers
introduce him/her to trainees and also ask the trainees about themselves. Besides
this the introductory part may be about the emerging trend in the Banking Sector,
innovation or related to the training subject.
35
2. Entrance Test: All the selected trainees are to give an entrance test in their first
session of the training. This test is conducted to check their level of understanding
towards the Training Topics. The test may be an objective type, writing essay etc. 3. Basic Training is given about the Bank policies, IT software which Bank OF
Maharashtra is having. Soft skills like Leadership, Time Management, Stress
Management etc., For some batches Staff Training College, Pune (STC) organizes certain YOGA
session. The STC is having its own residential arrangement for employees coming
from other regions, so they hire yoga expert for them in the college itself.
4. Questionnaire-Answer session: It is to let the trainees come out with their
difficulties and discuss with the trainers, lecturers or Principals and get their
queries solved. 5. Group Discussion and Presentation: Sometimes trainees are been converted into
groups of five and allot them certain topics. Then these 8 groups will prepare
respective presentations, presents and discuss in the classroom over it. The best
performer gets some rewards.
6. Case Studies: How will you act /react/suggest/advice diligently in the given
circumstances?
7. Skit Performance: The trainees are to act a small skit on a given situations. On the
basis of the activity, the discussion held on the same. The trainer corrects the
trainees on the same or explains appropriate perspective.
8. Valedictory Session: The Executive Officers comes and gives their feedback on the
training session. Depending on the feedback the changes can be made for next
training program. Also the executives and trainers discuss about the area of
improvement, or why particular things been done or why the suggested things
shouldn’t be done etc.
9. Exit Test: This is been conducted with a view to check whether the trainees have
gone through their training seriously or not and to check their learning towards the
same. Sometimes the Entrance and the Exit test are same to observe the level of
change the trainees met due to the inputs given by STC.
10. Post Training Evaluation: For some special training, evaluation of these trainees
is takes place say in 2-3 or 7 months. It’s done to crosscheck whether employees
are using those skills and learning imparted to them, in their day to day working or
not. Otherwise all the resources and efforts made by STC will go waste if employees
are not taking benefits of such inputs.
In STC, Internal Trainings is conducted more as compare to External Trainings.
In this organization, employees rarely gets On the Job Training, mostly Classroom
Training is given to the employees here.
36
Outsourced trainer's Biodata & Institutes Information:
Besides the experienced employees of this organization, trainers from other banks or
companies also come here to train the employees of the Bank of Maharashtra. Some of
these banks are RBI, DENA BANK, NABARD etc.
Whenever organization feels the infrastructure or skilled faculties for particular training are
required, it outsources some special training programs by the reputed training institutes
for their employees.
Some of the External Training Institutes and very recent training institutes outsourced by
Bank of Maharashtra were:
a. CIBIL - Credit Information Bureau (India) Limited
b. CRISIL - Credit Rating Information Services of India Limited
c. HEARTFULNESS – Meditation workshop
d. CAB - Customer Advisory Board
e. NIBM - National Institute of Bank Management
f. IDRBT - Institute for Development and Research in Banking Technology
g. ASCI - Agriculture Skill Council of India
h. BIRD – British Institute of Resource Development
i. NIRD – Nation Khal Institute of Rural Development & Panchayt Raj
j. FEDAI - Foreign Exchange Dealers' Association of India
k. Foreign Training – For Executives of Bank of Maharashtra
l. Manipal University, in Jaipur – PO Officers Training (in bulk trained)
External Institutes Information:
Outsourced Institute Information
In STC, Pune the register is maintained about all the External Institutes. Four years of
record required to be maintained for statutory reasons and to answer RTI – Right to
Information.
Trainers’ Biodata:
Individual Trainer’s biodata is called for the organization’s knowledge. It adds surety
to the bank about whether the trainer is skilled enough or matches up with the
requirement to be delivered to the selected workforce. This Biodata can be of internal
trainer or of external faculty as well. The higher cadre employee can be invited as
trainer since he/she is master in that particular field. (Ref. Annex.3)
Date Institute Name
Participant Name
PF No. Course Date
Fees Subject Program Name
37
Invitation to Selected Employees/Branch Heads:
For selection process STC dept. asks branch head for the nomination list and selects or
else send the nominated list as the case may be.
The Invitations to nominated employees, Sending Progress Report, Submission of
budgeted and actual training records etc., all must be in bilingual form. Even for the
external trainings STC does the communication for nominations.
The Communication with external trainers is handled by the STC, Pune. It can be about
discussing the schedule, budget, or training needs etc. Everything is taken care by the
STC, Pune.
Post Test and Feedback:
A post-Test and Feedback is taken from the trainees after the valedictory session of the
program.
A post – test can be conducted in contracted management institutes. Generally such
tests are online tests relevant to given training program. The results of such tests are
displayed on screen allocated to the employees immediately after the test submission.
The feedback activity is processed by requesting them to fill the feedback form which
is of questionnaire format. Such Feedback benefits the organization to select a trainer.
A track of good record helps in taking decision about inviting the trainers again in and
train the employees in future.
Annual Cycle for Training Programs:
Fig.6A.2. Annual Cycle for Training Programs.
Preparation of Training Calender
for the current year
Training Advisary Commitee (TAC)
Meeting
(Quarterly)
Amendments to Calendar and Follow up the
conclusions from TAC
Comparison of Budgeted programs & Actual Programs
Process for conducting training Program in Bank of
Maharashtra
(Fig.T1)
Preparation of Progress Report
38
In Detail:
1. Annual Training Program Calendar: It is a tentative calendar for the current year
prepared bifurcating in following heads –
The number of programs to be imparted;
Type of training programs;
The number of days every training program will be organized for and
Scheduled Date of training program.
This is done to know the training programs statistics and manage the sessions accordingly.
2. TAC : This meeting discusses about budget discussions and the performance &
activities, held in previous year and planned for current year. Also certain changes and
advices gets add up to objectives of such meeting to make training adequate and
effective.
Training Advisory Committee:
The meeting takes place in the board room at Head Office, Pune.
This meeting holds annually.
Following are the names of the members of TAC with their respective designations:
Chairman and Managing Director;
Executive directors;
Field General Manager-3;
General Manger (Recovery & Legal services);
General Manager (Corporate Credit, IB);
General Manager (Inspection Audit, Corp Service. & Security);
Field General Manager-2;
General Manager (H.R.M & Rajbhasha);
General Manager (I.T);
General Manager (Priority);
General Manager (IRM);
Chief Vigilance Officer;
Deputy General Manager (Training) and Principal.
Designation of the Members of TAC
39
Minutes of the meeting:
Principal of STC briefs about various training establishments, availability of
infrastructure, manpower and its deployment and training programs conducted in
current year (say previous March to current March). Also he will narrate the actions
taken on observations made in last TAC Meeting.
Highlights of the training during current year were presented along with quarterly review.
Besides this Training - Calendar for the upcoming year for STC and ITTI will be shown in
the presentation, given by the Principal of STC.
The agenda for every meeting depends upon the need of the actions to be taken. Some of
the areas covered are ~
In case of certain issues like non availability of internal faculties etc. will be
discussed and be sought out.
The various modules of training will be focused. The identification of target group
for the training based on
Detail plan on required training aspects covering maximum officers advised to
place before TAC.
Prepare a pool of retired executives who have inclination to training & have desired
subject experience.
Alternative place for STC Pune can be explored at some of management institutes.
Negotiation can be made with such institutions on selective basis.
Advised by the members to come out of special training schedule for particular
training and to discuss in next meeting.
Arrangement of camps during Agriculture Season, in zonal offices for rural/semi
urban branches to speed up the agriculture disbursements.
3. Amendments to Calendar and Follow up the conclusions from TAC : Conclusions
drawn from the meeting gets implemented by various training centers and making the
proposed changes (if any) the training calendar continues to be followed for that year.
4. Comparison of Budgeted programs & Actual Programs : This is proposed by the
STC, Pune and gets sanctioned by the Assistant General Manager(Corporate Services).
The STC, Pune prepares the budget inclusive of information covering all the other
training centers of this organization.
Previous Year Actuals Current Year Budgeted
Training Centre No. of Programs Days Total Participant No. of Programs Days Total Participant
STC, Dahanukar
STC, Nagpur STC, Pune STC, Mumbai ITTI, Pune External Training Total
40
This budget also includes capital expenditure budget for the current year for required
center for the categories –
a. Own Premises, SDV Lockers, Vehicles,
b. Repairs/Renovations to own premises,
c. Furniture & Fixture, Security and Barrier Free Premises.
5. Process for conducting training Program in Bank of Maharashtra (Fig.T1) :
(Follow the Detail given above).
6. Preparation of Progress Report: A progress report is mandatorily sent to HO by the
STC, Pune quarterly. This Report includes –
The number of training programs actually conducted March, 2016 Quarter (Say)
Quarter Hindi In Mixed Language
English Total
Apr - June 2015 - - July - Sept 2015 - - Oct - Nov 2015 - - Nov - Dec 2015 - - Jan – March 2016 - -
Note: All the training programs are conducted in Bilingual Language hence Hindi &
English Columns are not applicable.
Consolidated Information of all the handouts available in all the training centers No. of Handouts PowerPoint Presentations Information Regarding Faculty
Members
Total Hindi/Bilingual Remaining for translations
Total Hindi/ Bilingual
English Total No. of Faculty members in bank
Competent to train in Hindi
Development of Human Resource: Sr. No. Institute No. of Program Employees
attended the Trainings
Major Reasons for non-attendance
Steps taken for improving Attendence
Prev. Yr – Cur. Yr Prev. Yr – Cur. Yr Prev. Yr – Cur. Yr
Staff College STC, Pune STC, Nagpur STC, Mumbai ITTI, Pune Total
41
CHAPTER – VII
ANALYSIS & FINDINGS
Section (A) - Research Project:
Objective 4: Examination of the effectiveness of training programs on
employees of the organization.
1. Emotional Reaction:
Que.7. Do you think the training sessions are sufficient for you?
Fig.7.1. Tabulation for sufficiency of training Sessions.
Fig. 7A.1. Chart on sufficiency of training Sessions
Interpretation:
Majority of 70.59% of the sample population feels the training sessions are sufficient.
26.47 % of sample population found the number of sessions to be insufficient for them.
Key Finding:
STC, Pune have kept adequate no. of training sessions for the training programs. Since the
percentage of trainees who aren’t satisfied is significant and needs some additional sessions for
their respective training program, It becomes vital to make certain changes in schedule (if possible)
to gain employee satisfaction with the required inputs.
Yes No NA
70.59%
26.47% 2.94%
Do you think training sessions are sufficient for you?
Sr. No. Sufficiency of Training Session Frequency Percentage 1 NA 4 2.94% 2 No 36 26.47% 3 Yes 96 70.59% Grand Total 136 100.00%
42
Que.8. How was the training program designed?
Fig.7.2.Tabulation to analyze about training designed.
Fig. 7A.2. Chart on Design of training.
Interpretation:
Majority of 44% of the sample population found the training programs designed to be ‘Very
Good’ and 31% to be ‘Good’.
Only 7% & 15% of sample population found the program designed was ‘Satisfactory’ and
‘Excellent’ respectively.
Zero percent of the selected population found the program designed to be ‘Not satisfactory’.
Key Findings:
As per the statistics above, the Training program designed seems to meet the expectation of the
employees. There is scope for improvement as most of the trainees have indicated it as ‘Very Good’.
15%
31%
3% 7%
44%
Designing of the Training Program
Excellent
Good
NA
Satisfactory
Very Good
Sr. No. Training Program Frequency Percentage 1 Excellent 20 15% 2 Good 42 31% 3 NA 4 3% 4 Satisfactory 10 7% 5 Very Good 60 44% 6 Not Satisfactory 0 0%
Grand Total 136 100%
43
Que.9. How was the subject coverage?
Fig.7.3. Tabulation to analyze the Subject Coverage.
Sr. No. Training Program The Subject Coverage
Grand Total Adequate Inadequate
More than Adequate
NA
1 CBS - New Products
1
1
2 Credit appraisal
1
1
3 Credit processing & Monitoring 1
1
4 Credit Rating at Bhopal Zone 1
1
5 CRIS Mac Legal Training 1
1
6 Customer Service for lower Cader. 1
1
7 Disciplinary Actions 1
1
8 FOREX training 22
(88%) 1
(4%) 2
25 (18.38%)
9 In recent time no training program attended based on last program attended.
1
1
10 Manager training 1
1
11 NA 1 1
4 6
12 Pre-retirement counselling 1
1
13 Promotion training 2 1
3
14 Relationship Manager Training Program 19
(70.37%) 8
(29.63%)
27 (19.85%)
15 Role change 2
2
16 Security Officers Training 1
2
3
17 Special Programme for MSME Branches 18
(90%) 1 1
20 (14.71%)
18 Trainer's Training 4
4
19 Training on IT products & alternative delivery channels.
29 (85.29%)
3 (8.82%)
2 (5.88%)
34 (25%)
20 Training Programme for Scale IV managers
1
1
21 Name of the Training Program not revealed
1
1
Grand Total 106
(77.94%) 17
(12.50%) 9
(6.62%) 4
(2.94%) 136
(100%)
44
Fig. 7A.3. Chart on Subject Coverage of Training Program.
Interpretations:
About 25%, 19.85%, 18.38%, 14.71% of the total employees of sample population are getting trained with IT
Training, Relationship Manager Training, FOREX Training and Special Program for MSME Branches
repectively.
Out of total population 85.29%, 8.82% and 5.88% of total population getting IT Training (25%) found subject
coverage ‘Adequate’, ‘Inadequate’ and ‘More than Adequate’ respectively.
Majority of 70.37% and influencial 29.63% of total population getting Relationship Manager Training
(19.85%) found Subject Coverage to be ‘Adequate’ and ‘Inadequate’ respectively.
Majority of 70.37% and influencial 29.63% of total population getting Relationship Manager Training
(19.85%) found Subject Coverage to be ‘Adequate’ and ‘Inadequate’ respectively.
Only 4% and majority of 88% of the total sample workforce getting FOREX Training (18.38%) found Subject
Coverage to be ‘Inadequate’ and ‘Adequate’ respectively.
90% of the total sample population of employee category getting Special program for MSME Branches
(14.71%) found training program ‘Adequate’.
Out of 100% of sample population 77.94% found training Subject Coverage to be ‘Adequate’ and rest of
12.50%, 6.62% and 2.94% found it ‘Inadequate’, ‘More than Adequate’ and ‘NA’ respectively.
Very few number of training programs are being arrange for rest of the type of trainings.
Key Finding:
Organisation have accomplished strong and satisafactory position in dealing with subject coverage for
the respective training programs. There is a need to look after those influencial number of employees
(12.50% and 2.94%) who are feeling subject coverage for their respective training to be inadequate.
The NA Category need to be given the adequate training program. More training need to conduct for
rest of the employees. These area of improvements can help in making the training rich in content and
more effective for employees which eventually lead to achieve its goal.
1 1 1 1 1
22
1 1 1 1 2
19
2 1
18
4
29
1 1 1 1
8
1 3
1 1 2 2 1 2 1 4
Training Titlewise Subject Coverage
Adequate Inadequate More than Adequate NA
45
Que.10. What about Relevance of subjects and sequencing of subjects with respect to title of the
program?
Fig.7.4. Tabulation to analyze the Relevance of Subject w.r.t title of training program.
Fig. 7A.4. Chart representing the Relevance of Subject w.r.t title of training program.
Interpretation:
Majority of 70.58% of the sample population found the training sessions programed to be cent
percent relevant and 23.52% found ‘relevant to some extent’.
Only 2.95% of the responses say that training program imparted was irrelevant with respect to
its title.
Key Finding:
The training Centre has finely matched up the relevance of the respective training programs with
its title which is necessary to cover the requirement of conducting that particular program. The
organization can work on those training programs where employees (23.52%) found need of
enhancement to convert them into 100% relevant category.
Relevant Up to someextent
Irrelevant NA
70.58%
23.52%
2.95% 2.95%
Relevance of Subject w.r.t title of training program
Sr. No. Training Program Frequency Percentage 1 Relevant 96 70.58% 2 Up to some extent 32 23.52% 3 Irrelevant 4 2.95% 4 NA 4 2.95% Grand Total 136 100%
46
Que.11. How was the interaction in the sessions & teaching technique of your trainers during
the sessions?
Fig.7.5. Tabulation on Interaction and Teaching-technique of the sessions.
Fig. 7A.5. Chart on the Interaction and Teaching-technique of the sessions.
Interpretation:
The majority of the employees i.e. 73% endows response positively for getting the interactive
session and teaching technique was interesting.
18% of the total sample population found program inclusive of active interaction but the
teaching technique used lack in making it interesting for the trainees.
About 6% of influential sample workforce of this organization found the imparted training
program inactive in interaction and rated the teaching technique ‘satisfactory’.
Key Finding:
The training center have successfully dealt in aligning the trainees requirement of getting trained in
interesting way of learning but there are still employees who feels the need of better teaching-
techniques and to make the sessions more interactive by using certain new learning tools.
73%
18%
6%
0% 3%
Interaction and Teaching Technique
Active interaction withinteresting teachingtechnique.
Active interaction but notso interesting teachingtechnique.
Inactive interaction butteaching technique wassatisfactory.
Inactive interaction andnothing interesting inteaching technique.
NA
Sr. No. Training Program Frequency Percentage 1 Active interaction with interesting teaching technique. 100 73%
2 Active interaction but not so interesting teaching technique. 24 18%
3 Inactive interaction but teaching technique was satisfactory. 8 6%
4 Inactive interaction and nothing interesting in teaching technique. 0 0%
5 NA 4 3%
Grand Total 136 100%
47
Que.12.Which techniques were used by your trainer to train you during the program?
Sr. No. Which techniques were used by your trainer to train you during the program? Label for graph Frequency
1. GD + PPT a+b 4
2. GD + PPT + Video displaying + Case Studies a+b+c+e 3
3. GD + PPT + Case Studies a+b+e 3
4. GD + PPT + Case Studies + Classroom lectures with materials a+b+e+f 5
5. GD + PPT + Classroom lectures with materials a+b+f 3
6. GD + Case studies + Classroom lectures with materials a+e+f 3
7. Any Combinations G 5
8. PPT + Case studies b+e 5
9. PPT + Case studies + Classroom lectures with materials b+e+f 10
10. PPT + Classroom lectures with materials b+f 6
11. Only Case studies E 3
12. Only Classroom lectures with materials. F 8
13. Only PowerPoint presentations B 51
14. Single responses - 25
15. NA NA 4
Grand Total 136
Fig.7.6.Tabulation on Type of Teaching-Technique used in the program.
Fig. 7A.6. Chart showing various Teaching-technique used in the program.
Interpretation:
Mostly PowerPoint presentation technique, Classroom lectures with materials or their
combinations used to deliver the skills and knowledge to the trainees.
Almost none of the sessions was conducted using mono-act performance which is new
technique adopted by the training center.
Case studies or any combinations of techniques are used depending upon type of the trainings.
Key Finding:
The Training techniques used are still a traditional ones and there is need to induce more new
teaching techniques like mono-act performance and current case studies etc. to make the training
more effective.
4 3 3 5 3 3 5 5 10
6 3
8
51
4
Teaching technique used to train the Employees
Legend- a = GD; b = PPT; c = Video Displaying; d = Mono - Act Performance; e = Case Studies; f = Classroom Lectures with materials g = Any Combinations;
48
Que. 13. Language used during training sessions?
Sr. No. Language Used Frequency Percentage 1 Bilingual 102 75% 2 English 26 19.11% 3 Hindi 3 2.20% 4 NA 4 2.94% 5 Other Regional language 1 0.74%
Grand Total
136 100%
Fig.7.7.Tabulation for Language used during the training sessions.
Fig. 7A.7. Chart representing analysis of Language used during the training sessions.
Interpretation:
Majority of 75% of the sample populace responded that the training program was conducted in
Bilingual form i.e. used English and Hindi language during the sessions.
About 19.11% found majority of the sessions was conducted in English language.
Only 2.20% and 0.74% sample workforce of the organization responded that the training
program was carried using Hindi and other regional language respectively.
Key Finding:
Staff Training Center has maintained the code of conduct of the organization, of keeping every
communication in bilingual form irrespective of verbal or written part. Looking at the current need
of making new generation well verse with the given content too, it seems fine in imparting sessions
in single language depending on the preference of the trainees.
0%10%20%30%40%50%60%70%80%
Bilingual English Hindi NA OtherRegionallanguage
Pe
rce
nta
ge
sh
are
Language Used
Language used during Training Session
75%
19.11%
2.20% 2.94% 0.74%
49
Que.14. Which Language you prefer the most for communication during your learning
sessions?
Sr. No.
Language used
Language preferred by the trainee the most for communication during sessions.
Grand Total Bilingual English Hindi NA Other
Regional Language
1 Bilingual 62 (60.79%)
30 (29.41%)
8 (7.84%)
- 2 (1.96%)
102 (75%)
2 English 3 (11.54%)
22 (84.62%)
- - - 25* (19.11%)
3 Hindi 1 (33.33%)
1 (33.33%)
1 (33.33%)
- - 3 (2.20%)
4 NA - - - 4
- 4 (2.94%)
5 Other Regional Language
- 1 (100%)
- - - 1 (0.74%)
Grand Total
66 (48.53%)
54 (39.71)
9 4 2 135 + 1 (unanswered)*
=136 (100%)
Fig.7.8. Tabulation on Language preference of employees to be used in session.
Fig. 7A.8. Chart showing Language preference of employees to be used in session.
Bilingual
English
Hindi
NA
Other Regional Language
62
30
8
2
3
22
1
1
1
4
1
Employees' Preference on Language to be used for delivering training
Other Regional Language NA Hindi English Bilingual
50
Interpretation:
The 60.79% out of the total sample population 75% who got training program in Bilingual form
wants the same form to be used for imparting training to them while rest 29.41% and 7.84%
out of the same prefers to get the sessions in the English and Hindi language, respectively
during the training program.
Similarly, Out of those 19.11% of sample respondents who have been trained using English
language, only 11.54% are satisfied with using English language and 84.62% prefers to get the
training in Hindi language respectively instead of English language.
Similarly, Out of those 2.20% of sample respondents who have been trained using Hindi
language, Equal mass of populace wants change in language of imparting training into English
or regional language.
0.74% of sample employees, who got training in their Regional language, find English as a
convenient language for getting trained.
Key Finding:
Since it’s an organization code of conduct to communicate in bilingual form in all aspects to
maintain comprehension level for all employees and majority of employee (48.53%) prefers to get
training sessions in bilingual language hence the scenario of employee satisfaction regarding this
seems at peaceful position but since the population of 39.71% wants the training program in
English language which is an influential share, STC should make some positive move in making
these trainees get training in English as the main motive behind imparting training is to gain the
skills and learning and language must be comprehensible to the trainees.
51
2. Achieving Learning Objectives:
Que. 17.How much beneficial the training session were to you, for achieving your targets?
Fig.7.9. Tabulation on employee rating on benefits of training in achieving targets.
Fig. 7A.9. Graph representing employee rating on benefits of training in achieving targets.
Interpretation:
Majority of 42.65% of the total sample populace agreed that the 51% to 75% credit goes to
training sessions conducted by the organization for achieving the given target.
About 24.26% believes that training sessions were benefited to them with an extent of 26% to
50%, in accomplishing their targets.
22.05% of the sample workforce feels training very beneficial to them in achieving their targets
and hence they found training impacted their working with a degree of above 75%.
Only 5.88% found the training program unproductive to get benefit in their job.
Key Finding:
From above figures, it reveals that the trainings imparted by the STC are very much productive since the
respective employees are gaining benefits and potential inputs which are helpful for them to accompany
in their working process. Since the rating is comparatively low hence STC need to improve the training
program little more to increase the rating as it eventually lead to generate better performance out of its
workforce. Those 5.88% is necessary to deal with by figuring out what actually they are looking for and
make training imparted beneficial for them as well.
0.75% 5.88%
24.26%
42.65%
22.05%
2.94% 1.47%
"To what extend the training benefits employees to achieve given targets"
Sr. No.
Degree: How much beneficial training session were to employees Frequency Percentage
1 0 1 0.75% 2 1 - 25% 8 5.88% 3 26 - 50% 33 24.26% 4 51 - 75% 58 42.65% 5 Above 75% 30 22.05% 6 NA 4 2.94% 7 Unanswered 2 1.47%
Grand Total 136 100%
52
Que.18.Please mention the change in your performance between your Pre-training and Post-
training Test.
Fig.7.10.Tabulation on Change in Performance between Pre & Post Test.
Fig. 7A.10. Graph showing analysis on Change in Performance between Pre & Post Test.
Interpretation:
Dominant 64% of the total sample populace find moderate positive change in their pre and post
test performance which was taken immediate after the training program.
18% of the sample workforce was able to enhance their performance in there pre and post test
with drastic change with the inputs given through training.
Zero part and only 5% of the sample population met with negative changes and no change
respectively, in their tests taken before and immediate after the training program.
Key Finding:
Training brought moderate degree of positive change in the employees’ performances and
enhanced their knowledge through their training programs. Besides this improvement, there is still
scope and need to make these programs more effective to make more employees perform better
and met drastic positive change which ultimately lead to hike in organizational performance. None
of the employees registered himself decline in performance before and immediate after the training
program imparted.
18%
64%
5% 0%
11%
2%
Change in Performance between Pre & Post Test
Drastic Positive Change.
Moderate Positive Change.
No Change.
Negative Change
NA
Unanswered
Sr. No. Change in Performance between Pre & Post Test Frequency Percentage
1 Drastic Positive Change. 25 18%
2 Moderate Positive Change. 87 64%
3 No Change. 6 5%
4 Negative Change 0 0%
5 NA 15 11%
6 Unanswered 3 2%
Grand Total 136 100%
53
3. Behavioral Change:
Que.19.What’s your take on the following statement: “Training has improved my working
technique, accuracy, confidence in exhibiting my duties and speed to fulfill my duties at
workplace.”
Fig.7.11.Tabulation for analyses on employees’ take on given behavioral statement.
Fig. 7A.11. Graphical representation on employees’ take on given behavioral statement.
Interpretation:
Majority 61.76% of the respondents rated ‘Agree’ on the given statement regarding training
impact on them at their workplace.
17.65% and 15.44% of the sample employees rated strongly agree and neutral respectively on
the statement given on the impact of training imparted, on them.
1.47% of the sample population has disagreed on the statement given about training has
enhanced their working technique, accuracy, confidence in exhibiting their duties at workplace.
Key Finding:
Training program imparted has improved the behavioral aspects of the employees at the
workplace. It has successfully enhanced employees’ working technique, improved accuracy and
speed in fulfilling delegated Job Description and confidence in exhibiting their respective duties at
workplace. Since every employees’ satisfaction is essential for any organization’s smooth and better
performance hence training center need to focus on employees who are stagnated or rated ‘Neutral’
at behavioral improvements.
17.65%
61.76%
15.44% 1.47% 2.94% 0.74%
Statement: "Training has improved my working technique,Accuracy
and Confidence in exhibiting my duties and speed to fulfill my duties at workplace."
"Take on given statement" : Strongly Agree, Agree, Neutral, Disagree, NA
Sr. No. Take on given statement Frequency Percentage 1 Strongly Agree 24 17.65% 2 Agree 84 61.76% 3 Neutral 21 15.44% 4 Disagree 2 1.47% 5 NA 4 2.94% 6 Unanswered 1 0.74% Grand Total 136 100%
54
Que.20.a. Are you looking for any specialized training which will help in your day to-day work?
Fig.7.12. Tabulation on employees’ need for certain training helpful in daily working.
Fig. 7A.12. Graph showing employees’ need for certain training helpful in daily working.
Interpretation:
Majority of 80.88% of the sample employees are looking for certain training programs to get help
in their daily working delegated at their workplace.
Only 18.38% of the employees don’t have the requirement of getting such inputs.
Key Finding:
The behavioral change in employees is reflecting here through the wish of seeking for inputs of specific
training programs to get better recognition in their performance. Hence employees find training given
to them, much effective in giving appropriate inputs which can help them to manage and discharge their
respective work.
Yes No Unanswered
80.88%
18.38%
0.74%
Are employees looking for certain Training which will help in there daily working at
workplace?
Responses: Yes/No
Sr. No. Looking for any Specialized Training? Frequency Percentage
1 Yes 110 80.88%
2 No 25 18.38%
3 Unanswered 1 0.74%
Grand Total 136 100%
55
Que.21.a. Do you require any specialized training from external institutes like FEDAI, NIBM,
RBI, etc.?
Fig.7.13. Tabulation on employees’ need for specialized training in External Institute.
Fig.7A.13. Graph on employees’ need for specialized training in External Institute.
Interpretation:
Majority of 52.21% of the sample employees are looking for specialized training programs from
External Institutes.
44.11% of the employees don’t have the requirement of getting any specialized training in
External Institutes.
Key Finding:
The positive behavioral change in employees can be noticed through the wish of getting additional
inputs from the External Institutes Connected with the organization. This can only be seen if the
imparted training is giving benefits to employees. These input of specialized training programs helps to
get the excellence in carrying their responsibilities and delegating duties at their workplace, which
always have good impact on organizational performance. Hence considering both the aspects, it is
reasonable to say that training programs imparted by this organization is effective on this part of study.
Responses : Yes/No
52.21%
44.11%
3.68%
Require any Specialized Training from External Institutes(e.g. FEDAI,NIBM,RBI)?
Yes No Unanswered
Sr. No. Looking for any Specialized Training
from External Institutes? Frequency Percentage
1 Yes 71 52.21%
2 No 60 44.11%
3 Unanswered 5 3.68%
Grand Total 136 100%
56
Que. B. whether training programs has impacted the branches of Zones, in achieving the given targets?
Sr. No.
Branch Name
Whether Business Targets given was able to achieve by the respective branches For First Quarter2016-17 (Yes/No)
Sr. No.
Branch Name
Whether Business Targets given was able to achieve by the respective branches For First Quarter 2016-17 (Yes/No)
1. LONAVALA Yes 37. SHINEWADI No 2. PIMPRI Yes 38. NIMGAON SAWA No 3. ALANDI No 39. PAIT No 4. MANCHAR Yes 40. MALE No 5. DAPODI Yes 41. MASULKAR COLONY Yes 6. AUNDH Yes 42. PIMPRI BUDRUK No 7. CHINCHWAD Yes 43. KARLA No 8. OTUR No 44. VADESHWAR No 9. KHADKI No 45. DEHANE Yes 10. ALE No 46. HINJEWADI No 11. KASARWADI No 47. PIMPLE SAUDAGAR Yes 12. GHODEGAON No 48. NARHE Yes 13. NARODI No 49. MAHALUNGE No 14. WADE Yes 50. NEW SANGHVI Yes 15. RAJGURUNAGAR KHED Yes 51. AMBEGAON No 16. VISHRANTWADI No 52. RAWET Yes 17. SINDH COLONY No 53. INDRAYANI NAGAR Yes 18. KAMSHET Yes 54. PIMPLE GURAV Yes 19. BHOSARIGAON No 55. BHUGAON Yes 20. AKURDI Yes 56. PIMPLEWADI Yes 21. NARAYANGAON No 57. WAKAD Yes 22. LAVALE No 58. MARKAL Yes 23. KHANAPUR Yes 59. PARGAON Yes 24. KHADUS No 60. MARUNJI Yes 25. DHAMNI No 61. SOMANEPHATA Yes 26. NIGDI No 62. MADH No 27. JUNNAR Yes 63. BALEWADI No 28. DEHUGAON Yes 64. YAMUNAGAR NIGDI Yes 29. ANE No 65. CHAKAN No 30. CHAROLI No 66. VADGAON MAVAL No 31. CHASKAMAN No 67. TALEGAON DABHADE Yes 32. THERGAON Yes 68. D.Y PATIL COLLEGE OF
ENGINEERING Yes
33. GHOTAWADE No 69. BANER No 34. KALE COLONY Yes 70. SUS PUNE Yes 35. INDURI Yes
- PWZ
Yes
36. PANSHET No Analysis Total Yes – 51% Total No – 49%
Fig.7.14. Tabulation to analyze the impact of training on branch-wise performance.
Note: The data has not been collected covering all the zones of Bank of Maharashtra and hence not analyzed. It has been
taken only of PWZ-Branches due to limitation of scope. This respective analysis can be process in similar way by collecting
the required TARGET GIVEN & ACHIEVED data for all the other branches of respective zones, to generalize the key findings.
Also, it has a limitation of not considering the other factors which are having positive impact in achieving the targets by the
branch employees and the consideration that Training helps them in achieving targets is not backed by any evidence.
Interpretations:
Majority of the branches were able to achieve the targets given to accomplish in this first quarter.
Very Minute difference in the total no. of branches who were able to achieve and the ones who
weren’t able to achieve the given targets.
Key Finding:
The difference between achieved ones and branches not able to achieve isn’t much. The maximum
branches have shown positive behavior on comparing target given and target actually achieved which
somehow reflects the results of delivering inputs to employees through these training. Training is
effective. There is need of TNA for those branches who haven’t achieved their targets given.
57
4. Impact on Organization:
Que.15. Whether training needs were discussed with you before the session and weather
changes suggested by you incorporated later?
Fig.7.15. Tabulation to analyze about the Discussion and incorporation of training needs.
Fig.7A.14. Graph on the Discussion and incorporation of training needs.
Interpretation:
Majority of 59.56% of the sample population says the needs were discussed before the training
imparted to them and incorporated those while organizing training program.
Influential 27.20% respondents said no discussion took place before imparting training to them.
8.82% of sample workforce agreed that the training dept. discussed the needs with them but didn’t
incorporate them.
Key Finding:
From the above interpretations and discussion with the department, it came to comprehend that STC
asks for training needs to majority of the employees but not to all. There could be possibility of presence
of definite reasons which are responsible for not discussing the needs like difference in training type or
degree of vitality to discuss. Besides this, since those 27.20% is an influential part of sample population
hence the center should give a thought of discussion to them if employees seeking for the same. Else the
STC has implemented the task of TNA to make training much effective and maintained the feeling of
concern & value in employees by doing this which ultimately has positive impact on organization.
60% 9%
27%
3% 1%
Training Needs - Discussion & Incorporation
Needs were discussedand incorporated.
Needs were discussedbut not incorporated.
Never discussed.
NA
Sr. No.
Discussion& Incorporation of Training Needs Frequency Percentage
1 Needs were discussed and incorporated. 81 59.56%
2 Needs were discussed but not incorporated. 12 8.82%%
3 Never discussed. 37 27.20% 4 NA 4 2.94% 5 Unanswered* 2 1.48% Grand Total 136 100%
58
Que.23. Did any feedback was taken from you after the training program?
Sr. No. Did any Feedback was taken from you after the training program?
Frequency Percentage
1. Yes 119 87.5% 2. No 13 9.56% 3. NA 3 2.21% 4. Unanswered 1 0.73%
Grand Total 136 100%
Fig.7.16. Tabulation to analyze about the Feedback Activity.
Fig.7A.15. Graphical representation on Feedback Activity.
Interpretation:
A mass of 87.5% of the total sample population says feedback was taken after the training
program.
Only 9.56% replied negatively on the taking of feedback after training program.
Key Finding:
It is always vital to be aware of the loopholes or to know the satisfaction level of the trainees and this
can be easily done by taking feedback. STC carries out this activity. Hence this activity signifies the
effort for improving & making the training programs more effective and any effort of improvement
results in good impact on organization.
Yes
No
NA
Unanswered
87.50%
9.56%
2.21%
0.73%
Did any Feedback was taken from you after the training program?
Parameters - Yes/No/NA/Unanswered
59
Que. 24.Do you think STC works out on the area of improvements and loopholes which comes
to know from the feedback?
Sr. No. Do you think STC works out on the area of improvements and loopholes which comes to know
from the feedback?
Frequency Percentage
1. Yes 101 74.26%
2. Sometimes 24 17.65%
3. No 9 6.62%
4. Unanswered 2 1.47%
Grand Total 136 100%
Fig.7.17. Tabulation to analyze about working on the feedback taken.
Fig.7A.16. Graph showing working on the feedback taken.
Interpretation:
Majority 74.26% of the sample population agreed that STC always works out on the suggested
area of improvement, using filled up feedback forms.
17.65% of the total sample workforce responded that STC works out on the suggestions from
the feedback but not always.
6.62% of the total respondents said that STC never take actions with respect to feedback taken
by them.
Key Finding:
As per the responses received, STC goes through the feedback taken and values the suggestions and
pointed out loopholes in the imparted training program. Hence training programs keeps on
improving with time, to make them effective to accomplish the objectives of imparting training to
their workforce. And eventually, this function benefits the organization to get required inputs
transfer to its workforce.
Yes Sometimes No Unanswered
74.26%
17.65% 6.62% 1.47%
Do you think STC works out on the area of improvements and loopholes which comes to know
from the feedback?
Parameters- Yes/Sometimes/No
60
5. Return on Investment:
As the question “Did the training investment pay off?” is answered under this head. Did
the training Investment provides a positive return on investment is to be analyzing here.
The Cost of investment = Amount of expenditure incurred for conducting the entire
for Training annual Training Programs.
This ‘Cost of Investment is the Sum total of following overheads-
Honorarium; Boarding Expenses; Outside Training Expenses;
Printed Stationery; Table Stationery; Local Conveyance;
Electricity; Telephone; Newspaper;
Postage; Sundry Expenses; Traveling Allowance;
Halting Allowance; Repair & Maintenance; Freight Charges;
Premises Cleaning; Taxi Hire; Sundry Debtors;
Professor Fees and Annual Medical Checkup.
Since, ROI = (Net Profit / Cost of Investment) * 100
Hence the respective calculation and analysis is as follow-
Sr. No. Particulars 2013-2014 (in INR) 2014-2015 (in INR) 1. Net Profit 386 crore 451 crore 2. Cost of Investment for
Training 53, 56, 300 48, 34, 600
3. ROI (Calculation)
=(386cr./5356300)*100 = 72064.67 (INR)
=(451cr./4834600)*100 = 93285.90 (INR)
Fig. 7.18. Tabulation for required data for ROI and respective calculation.
Note: Since the whole analysis is done for the trainings given in two months hence the
ROI should be calculated for this two month only. But since this organization makes
quarterly report or annual report, this limitation of unavailability of data on net profit &
cost of investment on training for separate two months is compensated with annual
values. The respective amounts for cost of investment (both the years) used are
approximate values.
Key finding:
Since the training Investment gave a positive return on investment in both consecutive years,
hence the training worth the cost invested and thus it indicates that the training imparted to
trainees by this organization, is effective.
61
6. Additional Information:
Particulars Financial Year-Audited Report 2013-2014 2014-2015
Annual Financial Performance of Bank of Maharashtra (Net Profit, in crore)
386 451
Business Per Employee (in Crore)
14.39 15.74
Profit Per Employee (in Lakhs) 2.68 3.18
Number of proposed training programs, annually (in Numbers)
297 350
Number of training programs Actually conducted annually (in Numbers)
225 338
Fig.7.19. Tabulation to Compare different factors with organizational Financial Results.
Note : This analysis can signify ‘4th Factor-Impact of training on Organization’ if justification is
present that training given to its workforce is only or one of the factor which helped the
organization grow in their financial earnings or results.
Fig.7A.17. Graph on Comparison among different factors with organizational Financial Results.
Interpretation:
Annual financial Performance of Bank of Maharashtra increased (from 386 cr. To 451 cr.) with the
increase in no. of training programs (from 225 to 338).
Business per employee and profit per employee increased with increase in number of actual training
programs conducted.
Number of training programs has increased during consecutive financial years.
Key Finding:
With the positive upward graphical moment between the annual financial result of organization and
number of training programs imparted by STC, shows the effectiveness of training conducted by them. It
has also helped to enhance the per employee performance.
386
14.39 2.68
297 225
451
15.74 3.18
350 338
Annual FinancialPerformance of
Bank ofMaharashtra
Business PerEmployee (in
Crore)
Profit PerEmployee (in
Lakhs)
Number ofproposed training
programs, annually
Number of trainingprograms Actually
conductedannually (inNumbers)
Comparison among different Factors with organisational financial results
2013-2014 2014-2015
62
Que.20.b. Name any specialized training you are looking for, which will help in your day to
day work.
Sr. No.
Training Required Frequency
1. Advances 30 2. Credit Related Training( Monitoring/Appraisal/Agro/Case studies for
credit/General credit appraisal/ Letter of credit/Corporate Credit Proposal) 26
3. FOREX 14 4. New IT product training 7 5. IT 7 6. Exim Bills & Swift training 6 7. Treasury Management and Risk Management 5 8. Human Resource Training/HRM/Training-HR Leadership & Communication 3 9. NPA Recovery 3 10. CBS training/CBS updates & internal banking updates if any/SME 3 11. IDACT/Contract labour case studies. 3 12. Unanswered 24 13. Other – Different training for each individual employee 33 14. Grand Total 164
Fig.7.20. Tabulation to analyze majority of employees’ similar need for specific training.
Fig.7A.18. Graph for analyze majority of employees’ similar need for specific training.
Note: Here, under ‘Other’ category, those 33 employees are included who are seeking for
trainings which is preferred by him/her only and not by any other.
Advances
Credit Related Training(…
FOREX
New IT product training
IT
Exim Bills & Swift training
Treasury Management and Risk Management
Human Resource Training/HRM/Training-…
NPA Recovery
CBS training/CBS updates & internal banking…
IDACT/Contract labour case studies.
Unanswered
Other – Different training for each individual …
30
26
14
7
7
6
5
3
3
3
3
24
33
Specialized Training for Day to-Day Working.
Frequency
63
Interpretation:
The above statistics displays the information about the employees’ training need of getting
specific trainings which can help them in their day today working. The data collected brings to
notice that some individual employees are seeking for more than single training, to accomplish
and deliver their respective work. Hence the number of total respondents becomes 164 from
136.
Key Finding:
The tabulated information given above may help the STC to align the requirement of workforce’s
requirement of training type with their annual training calendar. It could help to reach out the exact
inputs which actually employees are seeking for to meet organizational goal.
Que.21.b. Name any specialized training, you are looking for, from external institutes like
FEDAI, NIBM, RBI, etc.?
Sr. No. Any specialized training from the External Institute? Frequency
1. Advances Training 1
2. All 3
3. CBDT 1
4. FEDAI 28
5. NIBM/NIBM - Customer Service & Human Management/NIBM-Advanced Credit Proposal 28
6. FEX 1
7. IDRBT 3
8. RBI 29
9. FOREX 1
10. III - Insurance Institute of India 1
11. IPA 1
12. Indian Institute of corporate affairs. 1
13. ASCII 1
14. SIDBI 1
15. Risk Management 1
16. Soft-skills and Credit 2
17. LIC/UIIC/ MFs 3
18. Not Required 48
Fig.7.21. Tabulation on majority of employees’ similar need for specialized training from External Institute.
64
Fig.7A.19. Graph on majority of employees’ similar need for specialized training from External Institute.
Interpretation:
Almost equal and influential number of employees from the sample workforce looking for
specialized training from FEDAI, NIBM and RBI.
Around 35.29% of the sample respondents don’t want any training from external institute.
Key Finding:
Since most of the employees need respective training from FEDAI, NIBM and RBI. It becomes more
effective if the employees gain inputs in those aspects which they are currently required of. Hence
STC can make some space for organizing particular training programs by planning out with these
respective institutes.
Advances Training
All
CBDT
FEDAI
NIBM/NIBM - Customer Service &…
FEX
IDRBT
RBI
FOREX
III - Insurance Institute of India
IPA
Indian Institute of corporate affairs.
ASCII
SIDBI
Risk Management
Soft-skills and Credit
LIC/UIIC/ MFs
Not Required
1
3
1
28
28
1
3
29
1
1
1
1
1
1
1
2
3
48
Employee seeking for Specialised training from the External Institute. Frequency
65
Que.22.b. Name required specialized training from external institutes for agriculture based need
from NABARD, BIRD, NIRD etc.
Sr. No. Name of External Institute Frequency
1. Agriculture credit 1
2. Agriculture training 1
3. Agril Lending 1
4. All 1
5. Any one 1
6. CAB-RBI 1
7. NABARD for agriculture. 42
8. BIRD 2
9. NIRD 6
10. NRLM 1
11. Not Required 87
Grand Total 136
Fig.7.22. Tabulation on majority of employees’ similar Agriculture based training from External Institute.
Fig.7A.20. Graph on majority of employees’ similar Agriculture based training from External Institute.
Interpretation:
Majority of the employees seeking for training imparted by NABARD External Institute.
63.97% (87 out of 136) of the total respondents don’t have the need for agriculture based
external institutional training inputs.
Key Finding:
Most of the employees are looking for excellence in agriculture banking work. Also need of
organizing more training from the NABARD institute for the respective employees can be seen in
this organization. STC can count this above information to avail employees’ inputs of training from
NABARD and NIRD during their planning period.
Agriculture credit
Agriculture training
Agril Lending
All
Any one
CAB-RBI
NABARD for agriculture.
BIRD
NIRD
NRLM
Not Required
1
1
1
1
1
1
42
2
6
1
87
Name of External Institute preferred by employees for Agriculture based need training
66
Que.25. Any Suggestions for making the training program of Bank of Maharashtra more
fruitful?
Sr. No. Suggestions and perception of workforce of this organization towards Training Programs.
Particular Factors Respective Suggestions 1. Pedagogy Case Studies & GDs:
Include case studies happened in this organization to avoid fraud.
More Case Studies and Group Discussions. Case Study benefits for the real time experience. Teaching-Technique: Innovation in teaching methods is required.
2. Content Give complete and detailed knowledge on bank products, Stepwise processes for concerned working.
Start from basics. Must match with the market trend. Include more technical aspects as persuasive subjects were
covered. 3. Practical/Theoretical More practical approach as compare to theoretical sessions
is required. Individual should be allowed to do whatever is taught in
class practically on their system. 4. For Specific Training
Program(s) Relationship Managers - More focus on Marketing
Strategies and skills e.g. How to break the market rather discussing products and services.
NPA Mgt. and TDS Related Issues - More sessions should be included to schedule.
5. Time/No. of Sessions Sufficient time should be allotted for analytical based sessions and those with wide subject coverage.
Sessions should be short and productive rather than long and boring.
More days of training but less per day hours to train. 6. Industrial Visit More industrial visits must be arranged. 7. Frequency of Training
Programs More External Training should be deployed. More training is required to be given to new officers.
8. Faculty More internal faculty with innovation in teaching is needed.
Experts from different banks should be called to share experience.
External professionals may be called for imparting training on specific topics.
9. TNA Need based Training of corporate & employees must be given.
Training Program should be designed considering trainees expectations.
Requirement of trainees must be considered before beginning the sessions.
10. Infrastructure Residential Automation needs improvement or residential arrangement choice should be given to candidates.
67
Sr. No.
Suggestions and perception of workforce of this organization towards Training Programs.
Particular Factors Respective Suggestions 11. Cost-Cutting Video conferencing can be organized to save hotel and other
costs. It would help to train more employees with low cost, save time and to deal with distance limitations.
12. Compulsion Training should be made compulsory. 13. Other There should have dialogue with the participants after training
gets completed. 14. Complaints Not given training since joined to company.
Not imparted training for a long time of working in this organization.
Have not got training since last 5 years. 15. Appreciation It was already very fruitful.
Praised for educating the employees. Everything was covered, good topic, interactive and
knowledgeable faculties. Training was very beneficial. Training was quite good and up to date. Efforts of training staff were very good. STC always conduct useful workshop for officers.
Fig.7.23. Tabulation of Suggestions of trainees/employees for making training more fruitful.
Note: As no one can tell better than the one who needs the inputs. Also the training
becomes effective and generates feeling that organization have concern and values
advices of its workforce hence the above viewpoints of trainees could play somewhere
a beneficial role in making this HR Function fruitful and well aligned with the
organizational objectives towards its employees’ performance and its constant rise in
business and self-esteem as well.
68
CHAPTER – VI
ACTION PLAN
Section (B) - Live Project:
Documentation of the exact task/activities carried out during the
tenure:
Besides all 30 staff employees of this Pune zonal office, this HRM dept. also looks
after all the branch heads of 70 branches coming under PWZ. This dept. also g1
manages some certain duties and people issues, related to all the employees
working in their respective branches of PWZ.
Primarily, the internship began with brief session from my internal mentor and
afterwards met timely with other particulars .These includes:
“Bank of Maharashtra – An organization for people”.
“About the organization structure and the hierarchy, covering various departments
of HEAD OFFICE (HO), Zonal Offices, Branches.
“How the Authorities flows in ascertained channel.
“Different Functions of H.R.M DEPT. PWZ headed by HO”.
“Various HR related policies and circulars – Study and referrals” etc.
The action plan for the respective work delegated and with respective to objective of
this report are discussed as follow:
Compensation & Benefits : Reimbursement
Compensation & Benefits : Statutory Contributions
HRIS Training
Leave Management
Glimpse of Payroll & Salry Updation
69
Objective 1:
Compensation & Benefits : Reimbursement and Statutory
Contributions.
1. Reimbursement:
As per the HR-Policy of Bank of Maharashtra and government guidelines, workforce of this
organization is benefited with a number of monthly reimbursable allowances. These
includes-
1) Conveyance allowance
2) Mobile/Telephone/Data allowance
3) Newspaper Allowance
4) House Rent Allowance
5) Medical Allowance
6) Traveling Allowance/Transport allowance
7) Curtain Allowance
8) Furniture Allowance
For every claiming of Reimbursements, employees need to submit respective
application signed by concerned authority (Self and branch head) and dispatch to the
Zonal Office through proper channels.
The procedure of reimbursing the various allowances of the employees except HRA &
Furniture Allowance, follows as below.
Fig. 6B.1 Process of sanctioning various Allowances
In detail:
• Collection of Application:
The sent applications of the respective allowances of all the branch heads coming under
PWZ or the staff of PWZ are received by HRM Dept. of PWZ from them.
• Scrutinize corresponding Produced Bills:
Cross checking of respective bills attached is done for statutory reasons and to have valid
proof while claiming the reimbursements. And the facility should be used for the bank’s
work.
Collection of
Application
Scrutinize corresponding produced
bills
Calculations as Per
HR-Policy
Sanctioning the
amount w.r.t limits
Stamps and
Signature
Dispatch the copy/Payment
of Reimbursemen
t.
Respective Register
Maintenance
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• Calculations as Per HR-Policy:
Calculations involve the tabulation of information from bills. For instance –
1. For Conveyance allowance
Sr. No. Date of purchasing PETROL/DIESEL
No. of Litres Purchased
Amount(Rs.)
* ** Total Litres ****
• Sanctioning the amount w.r.t standard limits:
Then, following this Total liter is now compared with the standard limit of Litres of
reimbursement given with respect to the scales of the applicants i.e. Branch heads of
various branches of PWZ. If the Total Litres exceeds the standard limit then the
sanctioning amount will be corresponding to the standard limit else the amount spent
will be sanctioned to that particular employee.
• Stamps and Signature:
Sr. No. For the Employees working in Sanctioning Authority 1. Branches, Excluding Branch Heads Branch Head 2. Zonal Offices/Inspection
cells/Training centers/Other offices falling under zones & for Brand Heads in scale 1&2
Respective Zonal Manager or any other Executive posted at zonal office.
3. All Dept. Of Head Office including RDC/Staff training college/ITTI/& Other offices attached to H.O.
AGM/CM/Head of respective Dept., Training College, Center, ITTI, RDC
4. TIBD, Mumbai DGM/AGM/CM of TIBD
In PWZ, Only Senior Manager of H.R.M Dept. has the authority for granting the
sanctioning amount by signing with a sanctioning stamp of bank of Maharashtra. In
special Cases, Like sanctioning of reimbursement allowances like Travelling Allowance,
Curtain Allowance, Furniture Allowance the signature of Deputy Zonal Manager is
mandatorily be taken.
• Dispatch the copy/Payment of Reimbursement:
If the received Application is from Branches of PWZ then the photocopy of the
sanctioned application will be sent to respective branch and further payment will be
made there only.
If the application is received by the staff member of PWZ, then the payment as per the
sanctioned amount will be made by the HRM Dept. itself.
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• Register Maintenance
All the Procedure ends up with the register entry of every sanction given. This is mandatorily
being followed, in respect of the statutory rule. In every respective register of reimbursing
allowances following data heads are required to be filled in tabular format and is as follow:
1) For Conveyance Allowance:
(Individual page-wise: Branch Head’s data and PWZ Staff employee’ data in separate
registers are maintained)
Branch Name Vehicle : car/2-W Type: Metro/Urban/Semi-Urban/Rural Branch Name of Branch Head /staff employee
PF. No.
Vehicle Type
Vehicle no.
Claim Litres
Eligible Litres
Sanction Litres
Sanction Amount
Date Sign
2) For Mobile/Landline & Newspaper Allowance:
(Individual page-wise: Branch Head’s data and PWZ Staff employee’ data in separate
registers are maintained)
Name of Branch Head or staff employee
PF. No. Branch Name
Type: Metro/Urban/Semi-Urban/Rural Branch
Mobile/Landline Newspaper Sr. No.
Claim Amount
Eligible Amount
Sanction Amount
Date Sign Claim Amount
Eligible Amount
Sanction Amount
Date Sign
3) For Medical Aid:
Sr. No. PF. No.
Name of the Employee/Branch Head
Scale Year Claim Sanction Amount
Date Signature.
4) Travelling Allowance: Sr. No.
Name of the Employee/Branch Head
PF. No.
Scale Place Visited
From Date
To Date
Claim Amt
Sanctioned Traveling Amt
Sanctioned Halting Amt
Total Sanc Amt
Date Sign
5) For Curtain:
Sr. No.
PF. No.
Name of the Employee/Branch Head
Scale Branch Block Year
Sanction Amount
Date Signature.
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Payment of Reimbursable Allowances:
Every zonal offices of Bank of Maharashtra make payments of various reimbursable
allowances for the staff employees of its office only and not of the branch heads. Only the
photocopy of the sanctioned application is to be posted by it.
Sr.No. Particulars Area of Operation (Area) Quantity of Litres per month
For Use of Car by officers Metro Area Urban Area
Semi-Urban Area
Rural Area
1. Scale 4 70 65 60 60 2. Scale 3 60 55 50 50 3. Scale 2 40 35 30 30 4. Scale 1 40 35 25 25
For Use of Two-Wheelers by officers
1. Scale 3 & Above 35 30 25 25 2. Scale 2 & 1 35 30 25 25
On Declaration Basis for officers
Lumpsum Amount (In INR)
1. In Senior Management (Scale 4 & Above)
1200
2. In Middle Management (Scale 2-3)
900
3. In Junior Management (Scale 1)
600
For Executives (AGM) Monthly ceiling/Lumpsum (In INR) Metro Centers Other Places
1. Monthly expenses on own car
14000 11000
2. Lumpsum amount for Not owning a car OR Owning a car but not using for bank’s purpose.
4800 3000
Driver Expenses for Executives Metro/Area A class cities or Centers
All other centers
Daily Allowance paid for Outside Duties (In INR)
1. AGM 10300 p.m 9800 p.m
300/250/200 (w.r.t halting – metro/other/head quarter)
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For every payment separate vouchers are made by the clerk of the H.R.M department,
for corresponding allowances. Where the total amount of the reimbursement of
individual allowance will be credited as “As per the Act, the list of employees enclosed”.
While the total amount is debited with the name of allowance and the GL (Grand Ledger)
account number. For Every Allowance, individual ledger (GL) has been made by the HO
with ascertained amount. The monthly payment is done out of these GL’s only.
After preparing vouchers, payment is made on HRIS System of HRM Dept. PWZ. Since it’s
a list of the staff employees to whom the payment is to be made hence single
transactional entry will be made by creating a ‘BATCH’ on the system. By passing this
transactional entry reference number (‘Q’) generates which is written on the respective
voucher. Then this voucher gets submitted to the S.Mgr with corresponding applications
for further payment process. The S.Mgr goes through the transactional entry and cross
check the respective amounts with the sanctioned applications. Now S.Mgr authorizes
and give the journal no. (‘J’) on voucher and pass the final entry of payment to
employees.
Note: The reimbursement amount is deposited to accounts of employees opened in
Bank of Maharashtra or can be transfer to other requested account.
The Scale-wise Standard limits for various allowances:
1) Conveyance Allowance:
For AGM – The details of expenses along with bills includes Fuel charges, Driver Salary,
Maintenance, Insurance, No. of Days for leaves and Tours undertaken.
If this no. of days is more than 10 days within a month, Reimbursement on pro-rata basis
would be sanctioned.
2 sets of Drivers’ uniform in 2 years – Cloth Rate: Shirt 100/- per meters & Trouser 150/-
per meters. This amount has a ceiling of 1500/- and the extra amount if any will be borne
by the concerned executive.
2) Mobile/Landline Telephone:
For Landline Telephone Bills:
Sr. No. Scale of the Executive/Officer
Scale of Executives/Officers
Maximum Celling (in INR)
1. 6 Dy. General Manager 1500 2. 5 Assist. General Manager 1000 3. 4 Chief Manager 750 4. 3 Other Eligible Officer Not eligible
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For Mobile Bills:
Sr. No. Scale of the
Executive/Officer Scale of Executives/Officers Maximum Celling
(in INR) 1. 6 Dy. General Manager 2500 2. 5 Assist. General Manager 1500 3. 4 Chief Manager 750 4. 3 Other Eligible Officer 500 5. 2 Manager 325 6. 1 Dy. Manager 200 7. Clerks Clerks 150 8. Sub Staff Sub staff 125 9. Full Time PTS Full Time PTS 125 10. ¾ PTS ¾ PTS (¾ of 125) = 94 11. ½ PTS ½ PTS ( ½ of 125) = 63 12. 1/3 PTS 1/3 PTS (1/3 of 125) = 42
3. Newspaper Allowance:
Sr. No. Scale of the Executive/Officer
Maximum Celling (in INR)
1. Scale 4 & 5 200 2. Scale 1, 2 & 3 150
4. Curtain Allowance:
All the employees of all the branches coming under PWZ have to get their claim
sanction from the zonal office only through an application. This allowance is given to
the employees in a block of every three years and is required to be mention the last
sanctioned date for reimbursement of this expense during claiming the same for
current time with the bills attached.
The respective ceilings for curtain allowance is –
Sr. No. Scale of the Executives and Officers Maximum Celling (in INR)
1. Scale 1/2/3 5000 2. Scale 4/5/6 10000 3. Scale 7 15000
5.A. Medical Aid:
Sr. No. Scale of the Officers Maximum Celling for purchase of furniture(in INR)
1. Scale 1/2/3 8000 2. Scale 4 & Above 9050 3. Clerical Award Staff 2200
It is given once in a year and the sanctioning authority is the Dy. Zonal Manager of PWZ.
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5.B. Domiciliary and Hospitalization:
It means medical treatment for illness/disease/injury.
Treatment taken for specific disease which may not require to get admitted in
hospital - such employees need to claim the amount with domiciliary form.
Hospitalization means admission in Hospital/Nursing Home for min 24 consecutive
hours – claim with hospitalization form.
The bank of Maharashtra has tie up with an insurance company for all the employees
keeping their employees financial health into consideration.
The clerk need to check the filled claim form inclusive of mandate, Medical bills as
per particulars, Reports, Admission/ Discharge Certificate, Cancelled Blank Cheque(If
new account is opened with this insurance company).
5.B. Traveling Allowance:
For Two Wheelers/Own Vehicle:
Travelling expenses – rate @ 4.5/- per km. – Pune city & If Moped - @ 3/- per km
Four Wheeler – If more than 1000 CC - @ 9/- per km
If more than 1000 CC - @ 7/- per km
For Employee travelling by any public transport:
Sr. No. Particulars Halting reimbursement Ceiling (Area wise) For Officers Metro Area Major A Area I Other
Places 1. Scale 6 & Above 1800 1300 1100 950
2. Scale 4/5 1500 1300 1100 950 3. Scale 1/2/3 1300 1100 950 800
For Clerks Places with 12 lac & above population (a)
Places with 5 lac population/union territory not covered in (a)
1. Clerical Staff 700 per diem 600 per diem 2. Sub Ordinate
Staff 500 per diem 400 per diem
Note: The classification of states coming under above four areas is mentioned in category list
given by the HRM Dept.
T.A Format: Departure Arrival Mode of
transport Rly/Bus/Air/Owned car-
2 wheeler
Journey Class &
fare
Local conveyance
& coolie expenses
Actual Hotel Expenses
Residen-ce at
staff college Yes/No
Halting Allowance Total Amt
Remarks
Date & Time
Place Date & Time
Place Hotel Expens-es
Boarding Expenses
Tax
Total Days
Daily Rate
Amt
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In detail :
Remarks- The concerned employee need to give reason about the bank related
purpose under this head.
In case of Residing in Staff College – ¼ of regular halting ceiling will be given.
In case employee returns on same day or travels within the city – No halting for Metro
else halting will be given if travels to other places.
If engaged for more than 8 or full working hours – Full Halting will be given.
If engage for 4-8 hours - Half halting will be sanctioned.
If engaged for less than 4 hours - no halting will be given.
The sanction signature will be of Dy. Zonal Manager of concerned zonal office.
In case any amount is taken in advance for traveling will be deducted during the
sanctioning.
Note: No bills are required to be submitted, as it’s a bank purpose and once it
completes corresponding dept. gets the timely intimation through proper
communications.
Process for Sanctioning Furniture Allowance:
Fig. 6B.2. Process for Sanctioning Furniture Allowance.
Furniture Allowance:
Sr. No. Scale of the Officers Maximum Celling for purchase of furniture (in INR)
1. Scale 1 1 lac 2. Scale 2 & 3 1.5 lac 3. Scale 4 & 5 2 lac
Note: The ceiling amount is inclusive of taxes.
This benefit has a block of 15 years minimum or till the WDV value becomes zero. The
Furniture items can be the nature of Machinery too.
Collection of
Application dully signed
by Branch Head.
Scrutinize corresponding
produced bills and block
Preparation of sanction
letter
Sanctioning the amount w.r.t limits
Stamps and Signature of
Dy. Zonal Manager
Dispatch the copy/
Payment of Reimburse
ment.
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On the basis of application receive from the employee the S.Mgr of Security dept.
prepares a sanction letter which is of specific format which inhibits all the details like –
Name of the employee
Cader and PF Number
Branch name
Statement connected with the recommendation date and request of claim.
Details of Furniture as per the list of items submitted-
Sr. No. Furniture Item Cost of Furniture Taxes Total Cost Name of the Supplier Total Total
Earlier Furniture availed under the scheme (If any)-
Sr. No. Purchase Date Particulars Original Cost Branch Name Total
Monetary Ceiling scale 1 or 2 is upto 1 lac/1.5 lac
Earlier availment - amt
Present Request - amt + taxes (Ceiling 99000 + taxes)…as per HO Circular. The authority of permitting the sanction is with Dy. Zonal Manager (by signature).
Residential Leased Accommodation Facility/ House Rent Allowance:
The Formatted sanction letter is inclusive of – Name of employee, PF No., Branch
Name, Amounts - Monthly Rent Sanctioned, Society Maintenance Charges, Security
Deposit with certain terms & conditions.
Sr. No. Particulars Sanctioning Amount 1. Major A class cities & Project area centers
in group A 9% of basic pay
2. Other places in Area I & Project area centers in group B
8% of basic pay
3. Other places 7% of basic pay Monthly rent – Actual rent paid as per rent receipt.
For Pune Rental Limit: scale-wise is as follow –
Particulars Scale 6 Scale 5 Scale 4 Scale 3 Scale 2 Scale 1 Pune 22700/- 17600/- 16000/- 12600/- 11800/- 10900/- Additional limit for BM/ZONAL HEADS
1500/- 1000/- 700/-
Society Maintenance charges
1500/- 1000/- 700/-
Refundable Deposit Total amount of 3 month Rent
Note: Other Rental limits for different areas are given in HRA circular for reference.
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2. Statutory Contributions:
Bonus
Increments
METCO
Bonus:
Fig.6B.3. “Procedure for Giving Bonus Benefits to Employees, Branches of PWZ”
In detail:
(a) In Form C, Branch Head pen down all the details about all the employees working in
that branch stating the names of eligible employees for bonus for the year.
In Form D, details like – name of employer, total no. of employees, no. of employees
benefited with bonus payments, total amount actually paid, whether all the employees has
been paid with bonus…if no, Reason for non- payment, etc.
(c) The organization follows Indian Banks’ Association - circulars subject to payment of
bonus to all the staff members, in view of the revision in ceiling on salary/wages as bonus
payable.
Payment of Bonus Act, 1965 :
1. Salary/Wages ceiling – Employees whose salary/wages doesn’t exceed Rs.21000/- per
mensem.
Initially the ceiling was Rs.10000/- and now it has been increased to Rs.21000/-
2. The bonus is given to employees’ whose salary/wages is within the range of Rs.7000 to
Rs.21000 per mensem.
3. Calculations as per HR-circulars.
(d) Through the HRIS, under Salary Arrears & Salary Register under SALARY & WELFARE
SCHEME Heads, salary payable chart is prepared inclusive of data – Period (April 2014 –
March 2015), Basic Pay , Dearness Allowance, House Rent Allowance, City
Compensatory Allowance(Wherever applicable), Special Allowance, Conveyance
Allowance, Temporary Salary and WS Allowance.
Collection of Form C & Form D submitted
by each BRANCH HEADS
(a)
w.r.t to Forms,
analysis of salary
of eligible employee for bonus.
(b)
Following Bonus
Circular terms
(c)
Preparation of Salary
arrears chart of employees
from HRIS
(d)
Calculation of Bonus w.r.t to
Salary for the year on
Excel Formula.
(e)
Attachment of prepared chart with PF No. &
Excel Formula
Sheet with application.
(f)
Preparation of Voucher
for payment.
(g)
Payment on HRIS
(h)
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Salary Register (Earnings):
Period SPLALL BASIC DA HRA CONVEY TMPSAL WSALL Total
Salary Arear (Payable salary – Apr 2014 – Mar 2015):
Period SPLALL BASIC DA HRA CONVEY TMPSAL WSALL Total
(e) The calculation part can be done in excel formulae pre-formatted by the HRM Dept.
For Instance:
PF & Branch Name Name of Employee Month/Year Total Salary per
month including Temp Substaff Salary. In case of PTS (Excluding any Temp. Allowance)
Total Eligible Not Exceeding 21,000/- per month.
Bonus AAmount Payable.
4 2014 9005.45 9005.45 583.10 … … … … … 5 2015 21300 21300 00.00 Total ** ***
(This amount couldn’t exceed 7000/-)
Bank Of Maharashtra Bonus Amount 6998 (say)
Mathematically:
Monthly share to bonus = Monthly Total Salary*8.33%
Total of all 12 Monthly shares to bonus = Total Bonus Amount
Any Monthly Total Salary Amount between 7k – 21k * 8.33% will give monthly
share of Rs.583.1. Hence 583.1 * 12 = 6998 (can’t exceed 7k).
In case Monthly Salary Exceeds 21k then monthly share to bonus will become zero
e.g. 21300 * 8.33% = 00.00/- (hence total bonus can’t exceed 7k again).
(g) Procedure for voucher preparation is same as stated above. Payment will be done out of
specific ‘GL for Bonus’.
(h) Payment for all the branches will be done following the same procedure stated earlier.
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Increments:
Fig.6B.4. “Procedure for Giving Increment Amount to Employees, Branches of PWZ”
The eligible employees are given the next incremental amount and respective entry is
made in the Register maintained. The increment is given to eligible clerks and officers.
Simultaneously the period of stagnation is checked as the case arrives.
Increment Register:
Name of Employee Qualification PF. No.
Designation Date of Birth Date of Probation Date of Superannuation
Date of Confirmation
Posting Name of the Branch Posted As Since Date Transfer Date
Basic Pay From Date PF.No. Increment Adv
No. Remarks Initials
e.g. 14400 AXE….register no.-pg.no./13
(700) 15100
AXE….register no.-pg.no./16
(block of 3 yrs.)
METCO:
The Bank has floated a subsidiary company- The Maharashtra Executor & Trustee
Company Ltd. (METCO) which undertakes Trustee Business, Property Management and
Tax Consultancy as well.
In HRIS, following reimbursement are managed under ‘Welfare Schemes’ head and
proper application is submitted by the concerned employee wherever required.
1. Free and comprehensive medical checkup.
2. Incentive on Availing LFC.
3. Hotel Reimbursement Facility – Choice Holiday
4. Reimbursement of hospitality expenses for retired employees.
5. Farewell to employees retiring on superannuation.
Refer the Increment chart
Register Entry of current incremental
amount of eligible employee.
Preparation of Increment
Sanction form
Signature of Dy. Zonal
Manager
Dispatch photocopy of
sanctioned form/Payment
Register Recording in
Maintained for
Clerks/Officers
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6. Relief of Employee in distress/Loss of pay: Distress Relief on death of employee.
7. Reimbursement of Hospitalization expenses for dependent earning between
Rs. 3550 -5000.
8. Reimbursement of College fees (Children/Sub Staff Employee).
9. Reimbursement of hospitality expenses for employees in service (existing
employees.)
10. Aid to employee with disability.
Objective 2:
Payroll format, and working of salary -Updation, leave management and
HRIS System.
Salary-Slip/Format: (Sample)
Current Month Salary Details PF No. -----
Name --- Post 3 Dept *** HRA Branch Code Cadre 331 Senior Manager A/C No. ***** A/c
Branch ****** Union 1 PAN No. ___
Furniture Cost Amt Festival No. * Pension Option
Physical Handicap
Y/N
Ex-Serviceman
Earnings Main Type Amount Spl Allowance Basic DA HRA CCA
Earnings Main Type Amount PF/NPS VOL PF INC Tax LIC Union SUB
Clear Get
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In detail:
Special Allowance:
Sr. No Eligible Officer’s Scale Criterion 1. Scale 6 11% of (basic + Applicable DA) 2. Scale 4-5 10% of (basic + Applicable DA)
3. Scale 1-3 7.75% of (basic + Applicable DA)
Provident Fund: 10% of the Basic Pay, under Employee Pension Regulations, 1995/96.
Dearness Allowance (DA): 45.50% of Basic Pay for workmen & Officers.
City Compensatory Allowance (CCA):
Sr. No Area Rate Maximum Amount (INR)
1. Places in area I & in state GOA 4% of Basic Pay 870 p.m 2. Places with population of 5 lac &
over, Chandigarh, Pondicherry, Port Blair
3% of Basic Pay 600 p.m
Salary Updation:
This is the task of updating the concerned employee data of all the PWZ branches and
staff employees timely. The recording is made in HRIS with respect to the revised payroll
updation form submitted by the PWZ working employees.
The updation of following heads is done:
1. Increment amount & effective dates.
2. Earnings – Allowances (Cycle Allowance, Special Pay, Water Scarcity Allowance,
Vehicle Allowance, Washing Allowance, Deputation Allowance, Other Earnings1,
Other Earnings2, etc.)
3. Temporary Allowance/Officiating Allowance: off. Cader& Basic, No. Of Days &
Officiating Month/Year.
4. Deductions: Loan Installments, LIC Deductions, Leave without Pay Deductions,
Other Bank loan Deductions, Credit Society Deductions, FPP Start Codes, Other
Deductions-Temporary PF, Income Tax, Salary Advance, Welfare Fund and Vehicle
Use.
In Detail:
For Increment & Effective Dates:
Type Increment Amount Effective Date Annual CAIIB Fitment Stagnation
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For Earnings – Allowance:
For Temporary Allowance/Officiating Allowance:
Officer Cader No. Of Days Officiating Month/Year
For Loan Installments:
Type Branch Code Loan A/c No. Installment Amount
For Leave Without Pay Deductions:
Type No. of Days MM/YYYY H/P Sick L.W.P LW.W.P Strike
For Other Deductions: A/C No. at Branch Amount Date
For FPP Start Codes – Parameters: Cadre Code HRA Code Area Code Effective Date
Leave Record Management:
In this department, the various leaves taken by PWZ-office staff (i.e.30 employees) are
recorded annually in set of “Leave Record Register” with the reference of the “Muster
Roll”. This muster roll is maintained on daily basis where one can know about the presence
of the staff members by their respective signature. This muster is checked by the S.Mgr of
HRM daily.
This “Leave Record Register” is inclusive of individual employee’s dossiers of three sheet
and these are:
1. First sheet:
a. Basic Details about employees such as Name, PF No., Designation, Dept. name,
date of probation and joining permanent address, Last LFC availed on & Date of
leave encashment for LFC, Current LTC/LFC Block etc.
b. Leave availed during the past three years (Year/C.L/S.L/P.L/M.L/SPL/LWP).
Type Amount Effective Date
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c. Biodata - Qualification, DOB, seniority no., SC/ST/Ex -serviceman, Training
courses attended, LIC Policy no., Last Medical AID paid on.
d. Record of Liabilities – Loan at, Installment and Nature of loan.
e. Service of Record – Previous posting records (from branch/office to
branch/office) and other details.
The information in this page is useful in many ways, e.g. it is taken by STC for selection
of trainees from different branches timely, use by HRM dept. for future reference and
many more.
IMP-NOTE:
It is one of the duties of the branch head to submit such record of employees called
Form F-144 to the branch where individual is getting posted/ transferred. This Record
consist of Leave record apart from other detail information regarding the employee
getting transferred, So that the new branch can continue to maintain the leave account of
that employee.
This form is in particular format with-
‘Particulars of Leave’ (similar details as of First Sheet of Leave Record Register).
Total Emoluments – Part A:
Month & Year
Back Pay
Special Allowance
D.A. C.C.A. H.R.A. Others Gross emoluments
Pay
Monthly & Yearly record of deductions applied on that particular employee is also given.
This will be record from January (Prev. yr) to March (current yr).
Total Deductions - Part B :
Monthly & Yearly record of deductions applied on that particular employee is also
given. These deductions are-
1. Compulsory Provident fund. 2. Vol. Provident Fund.
3. Income Tax. 4. Professional Tax.
5. Insurance Premium. 6. Payment to Staff Co. operative
Society as loan.
7. Society Monthly Contribution. 8. Housing Loan Instalment.
9. P. Fund Loan Instalment. 10. Vehicle Loan Instalment.
10. Other Bank Loan Instalment. 11. Festival Advance.
12. L.W.P 13. Other (If Any).
This information taken from Form F-144 helps in continuation of leave recordings
and to calculate annual leaves taken by her/him. Also it helps the branch to get
valuable details about the employee.
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2. Second Sheet:
It contains all the entries of leaves with nature of leave taken by the employee during
the current year. These leaves are calculated with the carry forwarded and balance
leaves of the last year.
PF. No. - - - - Name - Sr. No. DATE Nature of Leaves Balance From Date
To Date
CL PL SL U1 U2 U3 ML WP JP CL PL SL U1 U2 U3 Sign
01-01-14 12 224 ? ** *** 12 224 ? * ** ***
... U1/U2/U3 Or NIL
Dr
End of month
12 4 ** *** 12 Cr
** *** 12
New Mth Fig. T6B.1.(For better understanding, refer following chart).
The data of Tin-Grey row will be the carry forward number of leaves and subsequent leaves gets recorded following it. This sheet shows leave record of every three years. For officers, this leaves get carry forward for only respective three years everytime but for clerks it gets forward every year till his/her employment tenure.
Here, JP – Joining period (6 days are allotted to join the workplace).
U1 – Unutilized leaves of year 1st.
U2 - Unutilized leaves of year 2nd.
U3 - Unutilized leaves of year 3rd.
Other Nature of leave are – 1. Casual leave (CL)
2. Privilege leave (PL)
3. Sick leave (SL)
4. Special Sick leave
5. Maternity Leave/Paternity leave (ML)
6. Extraordinary leave on loss of pay
7. Special Leave
Various Calculations processed during preparations of leave record of every individual
employee:
The recording and calculation is processed as per the HR-Policy for Leave
Management of the organization.
Casual Leave:
12 Pre-sanctioned CL’s every month and unused leaves of that month get carry forward
to next month. This carries forward up to 3 years only. No suffix, prefix, middle holidays
are counted and sanction can be given for 4 days at a time. These are unpaid leaves.
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Privilege Leave:
Middle holiday gets counted during calculations. It can be taken 4 times a month and
3 attempts per year is allowed for the employees to get leave on PL basis, irrespective of
no. of days. PL on medical grounds is allowed for only 5 days. During retirement only,
these paid leaves are collectively gets encashed. Up to 240 Pl leaves are tax-free & the
exceeded part of limit will be taxable. Else PL encashment takes place when LFC
encashment is processed for up to 30 days of PL.
Calculation (Refer Fig. T6B.1) –
For instance, In a year, Total PL = 33 & Total CL = 8(say), hence Total leaves = 41
Total no. of days = 365
Hence, Days left when employee worked = 365-41=324 days.
Now, For every 11 days service, bank gives 1 day paid leave for free,
Hence, in whole year bank will give= (324/11) days of free paid leaves
= 29 paid leaves.
These 29 days will be credited to leave account of employees for next year.
Sick Leave:
These are unpaid leaves taken on grounds of illness, or medical health problem.
Application with medical certificate enclosed to it required to be submitted to the HRM
dept. after leaves taken.
Note: The concerned employee can ask to deduct or bifurcate his current leaves out of
U1/U2/U3 instead from latest 12CLs to manage monthly leaves.
The respective Applications need to be submitted by every employee
mandatorily.
Maternity Leaves:
This leaves shall be granted for female employee for a period not exceeding 6 months
and 12 months during the entire period of her service. This leaves can be granted in
case of miscarriage/Abortion/MTP/Legally Adoption etc.
Paternity Leaves:
15 days of paternity leaves is given to male employees with less than two surviving
children during his wife’s confinement. This leave can be combined with any other
leave except CL’s. This leave may be availed upto 15 days before or upto 6 months
from the date of delivery.
Special Sick Leave:
Leave up to 30 days may be granted to employee once during entire period os service
for donation of kidney/organ.
87
Extraordinary Leaves:
This leaves may be sanctioned for not exceeding 3 months, on any one occasion and
up to a maximum of 24 months, during the entire period of employee’ services. This
comes under unpaid leave category.
HRIS of HRM, Bank of Maharashtra: A Study
Bank of Maharashtra has kept adequate pace with the technological advancement in its
working and this can easily be seen through the HRIS system adopted and programed to
make working feasible and time managing.
The respective “Human Resource –Related Software” of the organization is inhibited with
number of software heads and these are as follows:
Fig.6B.5. Human Resource Information System, Bank of Maharashtra.
In HRIS, inbuilt every heads holds a bulk of information related to the human resource of
this organization. These bifurcated set of information can easily be comprehend with the
naming of these heads and clicking on various tabs inhibited in each of these respective
heads.
As per the HRIS records of the H.R.M Dept. Employees of the Bank of Maharashtra
are classified into three ‘Masters’, namely-
1. Officer Posts Master.
2. Management Grade Master.
3. Cadre Master.
HOME New Employees Clerk Promotions Officers Promotions Salary Income Tax
Welfare Schemes APA Joining Report Staff Details Branch Info Confirmation
Festival
Medical
88
1. Officer Posts Master:
SCALE CODE
POST NAME SCALE CODE
POST NAME
No Post Manager (Technical) Deputy General Manager Deputy Manager
(Programmer) Manager Manager (System analyst) Senior Manager Senior Manager (System) Additional Manager Librarian Unknown Architect Instructor Chief Manager Faculty Member Regional Manager Senior Faculty Member Dy. Regional Manager Incharge Senior Faculty
Member Assistant General
Manager Branch Manager Chief Law Officer Deputy Manager (Law) Chief Security Manager Manager (Rajbhasha) Deputy General Manager Inspection Officer General Manager Manager (Law) Field General Manager 1 Manager (Rajbhasha) Field General Manager 2 Security Officer Field General Manager 3 Steno Officer Field General Manager 4 Deputy Manager
(Programmer) - -
2. Management Grade Cadre:
This master is tabulated as –
Sr. No. Grade Name From Grade (Cadre Code)
To Grade (Cadre Code)
Effective Date
710 Sub Staff (SS) 100 199 01-Jan-1970 711 Clerical (©) 200 300 01-Jan-1970
712 Award Staff (SS + ©) 100 300 01-Jan-1970
713 Junior Management (JM) 311 311 01-Jan-1970
714 Middle Management (MM) 321 331 01-Jan-1970
715 Senior Management (SM) 411 421 01-Jan-1970
716 Top Management (TM) 431 441 01-Jan-1970
717 Officers (JM + MM + SM + TM) 300 499 01-Jan-1970
718 All (SS + © + JM + MM + SM +TM) 100 499 01-Jan-1970
89
3. Cadre Master: This master is tabulated with two columns titled as-
a. Cadre Code: This is respective three digit numerical code given to respective Cadre
name of employees e.g. 100,101,234,431…).This code has been given from 100 to
400. With confidentiality concern, despite of cadre code, respective symbols is
added with respect to their management master.
b. Cadre Name: Different designations of the employees are called as Cadre in Bank of
Maharashtra. The list of all such cadres of the organization is as follow.
Cadre CODE Cadre Name Cadre CODE
Cadre Name
SS Sub-staff. © Accounting Machine Operator. SS Cyclostyle Machine Operator. © IBM/ICT Machine Operator. SS Liftman. © Stenographer. SS REL Liftman. © Head Clerk. SS Cash Peon. © Assistant Head Cashier – A. SS Watchman Cum Peon. © Assistant Head Cashier – B. SS Armed Guard. © Cashier in Charge. SS Bill Collector. © Head-Cashier A-1. SS Daftari. © Head-Cashier A-2. SS Head – Peon. © Head-Cashier B-1. SS A.C. Plant Operator. © Head-Cashier B-2. SS Electrician. © Head-Cashier C. SS Driver. © Computer Operator B. SS Head Messenger. © Head Cashier II. SS Consolidated Wages (PTS/ST). © Special Assistant. SS Scale 1/3 (PTS/ST). © Agriculture Assistant. SS Scale ½ (PTS/ST). © Others. SS Scale ¾ (PTS/ST). © Assistant Cashier (Rs.25). SS Gardener. © Part Time Clerk. SS Sweeper. © Advance A.L.M.P Operator. SS Franking Machine Operator. © Data Entry Operator. SS Sub-staff Cum Driver. © Computer Operator A. SS Full Scale (PTS). © Computer Opertaor B. SS Scale 2/3(PTS). JM Deputy Manager. © Computer Operator A. MM Manager. © Telephone Operator. MM Senior Manager. © Rel Telephone Operator. SM Chief Manager. © Audit Clerk - A. SM Assistant General Manager. © Audit Clerk - B. TM Deputy General Manager. © Typist. TM General Manager. © Telex Operator. BOD Executive Manager. © Teller. BOD Chairman and Managing Director. © Punch-Card Operator. - -
90
Some of the heads inhibits in HRIS, accessed to accomplish the delegated job.
Arear Register – for data regarding Paid and payable earnings.
Salary Register – For actual earnings.
Updation Report
Overtime Report
View individual salary
View updation
Get PF No.
Employee related reports (Birthdays etc.)
Festival Advance
Branch related Masters.
Note: To maintain the confidentiality “The study about HRIS” of the concerned
department hasn’t been discussed in detail.
91
CHAPTER – VII
OBSERVATIONS
Section (B) - Live Project:
Besides strictly following above action plan, instructions and learnings gained following are
some of the observations were made by me, during these two month tenure:
The organization strictly follows the regulatory framework and statutory laws and
implements accordingly.
All the procedures are carried here under strict guidelines of HR-Policies and circulars
for various HR- functions.
The bonus is given to all the eligible employees with a monthly pay between 7000 to
21000 INR. Increments are given taking the Pay scale and year of stagnation into
consideration.
To maintain timely various payments and management of records of employees, HO
controls the time management and data recordings through opening and closing dates
for activations of the individual heads of the functions.
Seven months of sanctioning the allowances were backlog due to employee shortage.
Shortage of Manpower with special reference to H.R.M Department is evident from the
fact. In order to overcome this, more people can be recruited.
The HRM Department keeps every single record of activities in paper format also, to
maintain the statutory orders and proofs.
The work environment in this organization is very favorable for everyone irrespective
of the age factor. Staffs of both PWZ and PCZ are ready to help kind of people.
The final signature on the sanctioning the various allowances, is of the senior manager
of the H.R.M Dept. or Deputy Zonal Manager of PWZ depending upon the type of
allowances.
All the queries of the employees of different branches coming under this zone are taken
as the priority work of this department.
Senior Heads of PWZ are very encouraging towards their junior management and
problem solvers for the public (customers).
In PWZ, the number of senior employees is comparatively more in respect to age factor.
Irrespective of the branches, zones, staff training center or Head Offices, all the
communications within the organization takes place in Bilingual Language.
The employees’ birthday small celebration by all the employees of both the offices with
special greetings of the zonal head used to takes place. It used to refresh the employees
mood at the workplace.
The employees are sent on ‘Deputations’ to manage the workings of the required
branch of the PWZ, on ascertained reasons and days of delegating duties therein.
92
CHAPTER-VIII
ACHIEVEMENTS
Section (A) - Research Project:
Accomplished the motive of carrying research using the Kirkpatrick Model, covering
employees of all the 35 zones of Bank of Maharashtra, all over India.
Key Findings are counted helpful in drawing certain conclusions by STC, Pune for its
workforce.
Appreciation from the Chief Manager of STC, Pune for the analysis done for this
research.
Section (B) - Live Project:
Sanctioned Reimbursement of all the allowances & contributions like Bonus and
Increments of 70 branches coming under PWZ & its staff as well.
Achieved access & Opportunity to work on HRIS of the department for salary updation,
payment process and other relevant task under the supervision of the internal mentor.
Gained praise and satisfaction of my internal guide and employees of PWZ for my work
and clearing seven months of backlog of the office.
93
CHAPTER-IX
CONCLUSION
Section (A) – Research Project:
The analysis on training and its effectiveness on workforce program is found to be aligned
with the Kirkpatrick Model concept and came to following conclusions-
The training programs imparted to the workforce of Bank of Maharashtra are very
much effective in respect of emotional reaction; behavioral change; achieving learning
objectives; impact on organization and Return on Investment. Some area of improvements found from the analysis could be helpful in making this HR
Function – “Training” in Bank of Maharashtra more effective for its employees and
eventually for its business performance. The respective key finding which concludes about status of effectiveness of training inputs
conducted by STC, Pune are as follow-
Emotional Reaction:
STC, Pune have kept adequate no. of training sessions for the training programs. There is
need of making certain changes in schedule (if possible) to gain employee satisfaction
for unsatisfied ones.
The Training program designed seems to meet the expectations of employees trained.
Most of the sample population feels training to be very good but not excellent.
Satisafactory position in dealing with subject coverage for the respective training
programs. The NA Category, who haven’t got training, need to be given the adequate
training program. More training need to conduct for rest of the employees.
The training Centre has finely matched up the relevance of the respective training
programs with its title.
The training center aligned the trainees’ requirement of getting trained in interesting
way of learning but there are employees who feel the need of better teaching-techniques
and to make the sessions more interactive by using certain new learning tools.
The training techniques used are still a traditional ones and there is need to induce more
new teaching techniques to make it more effective.
Staff Training Center has maintained the code of conduct of the organization, of keeping
every communication in bilingual form irrespective of verbal or written part. Also STC
should make some adequate move in making these trainees get training in language
comprehendible to them as the case demands.
94
Achieving Learning Objectives:
It revealed that the training imparted by the STC are very much productive since the respective
employees are gaining benefits and potential inputs which are helpful for them to accompany in
their working process. Besides this, STC need to improve the training program little more to
increase the respective employee rating.
Training brought moderate degree of positive change in the employees’ performances and
enhanced their knowledge through their training programs. Besides this improvement, there is
still scope and need to make these programs more effective.
Behavioral Change:
Training program imparted has improved the behavioral aspects of the employees at the
workplace. It has successfully enhanced employees’ working technique, improved accuracy and
speed in fulfilling delegated Job Description and confidence in exhibiting their respective duties
at workplace. Since every employees’ satisfaction is essential for any organization’s smooth and
better performance hence training center need to focus on the employees who are stagnant or
rated ‘Neutral’ at behavioral improvements.
The behavioral change in employees is reflected through the wish of seeking for inputs of
specific training programs to get better recognition in their performance. Hence employees find
trainings given to them are much effective in giving appropriate inputs. The positive behavioral change in employees can be noticed through the wish of getting
additional inputs from the External Institutes Connected with the organization. This can only be
seen if the imparted training is giving benefits to employees
The maximum branches have shown positive behavior/results on comparing target given and
target actually achieved which somehow reflects the results of delivering inputs to employees
through these training.
Impact on Organization:
STC asks for training needs to majority of the employees but not to all. There could be possibility
of presence of definite reasons which are responsible for not discussing the needs like difference
in training type or degree of vitality to discuss. The STC has implemented the task of TNA to
make training much effective and maintained the feeling of concern & value in employees by
doing this which ultimately has positive impact on organization.
STC does the function of taking feedback from the trainees to get aware about their satisfaction
level. Hence this activity signifies the effort made by them for improving & making the training
programs more effective and any effort of improvement results in good impact on organization.
STC goes through the feedback taken and values the suggestions and pointed out loopholes in
the imparted training program. Hence training programs keeps on improving with time, which
eventually benefits the organization to get required inputs transfer to its workforce.
95
Return on Investment:
The training Investment gave a positive return on investment and the training
conducted worth its cost of expenditure. This indicates that the training imparted to
trainees by this organization is effective.
Additional Information:
Some additional Information have been tabulated under the analysis head which could be
helpful for the STC in certain ways-
The trend observed in may help to know the effectiveness of training conducted under
factor named ‘Impact of training on Organization’ of the model. But this requires
justification that training given to its workforce is only or one of the factor which helped
the organization grow in their financial earnings or results besides the relevant data.
It may help the STC to align the requirement of workforce’s requirement of training
type with their annual training calendar.
Most of the employees need specialized training from FEDAI, NIBM and RBI. STC can
include these by planning out with these respective institutes.
With reference to the responses, most of the employees are looking for excellence in
agriculture banking work. Also need of organizing more training from the NABARD &
NIRD institutes for the respective employees can be seen in this organization.
The Tabulation of the viewpoints of trainees in the form of separate strata could play
somewhere a beneficial role in making this HR Function fruitful and well aligned with
the organizational objectives towards its employees’ performance and its constant rise
in business and self-esteem as well.
Section (B) - Live Project:
The delegated work has been delivered on time in this two month tenure of summer
internship. The on-the-job experience and learnings concerned to HR specialization were
gained. The job was concerned with the staff employees of Pune West Zone Office and the
workforce of the 70 branches coming under PWZ, of this organization. During this tenure,
the delegated job profile complements with the part of HR-Function- “Compensation &
Benefit i.e. Reimbursement and Statutory Contributions” and glimpse of “Payroll” &
“Human Resource Information System i.e. HRIS”.
All the given tasks were carried out under the instructions and information given by the
internal mentor. Given duty was relieved with the reward of work-satisfaction to all the
related employees and mentor.
96
CHAPTER-X
Key Learning/Suggestions
Key Learning:
This On-The-Job learning experience was opportunity to test drive a career in Human
Resource. It was a chance to see what it would really be like to work in this service
industry.
Helped in understanding the concept of work-life balance. In working life, one have to
manage to get the given assignments done else bear the unexpected reactions.
Also it provided tools like implementation of domain knowledge, HRIS handling,
conceptual comprehension of responding to all the employees irrespective of how much
loads of work one is dealing with.
Learned the significance of networking with peers and seniors as well as the
importance of functioning of across teams. It included asking for their knowledge and
advices.
Understood the efforts taken by training dept., made to let the inputs reach out to
maximum employees. Also how well the senior employees responded to the queries of
other employees and outsiders was something one must adopt as a professional.
Concept of employee involvement was demonstrated by the fact that an employee(s)
can only be highlighted when one does something beyond the expectations or any
problems one solves and deliver the work with quality meeting the deadlines. This
eventually satisfies and raises ones value to the company.
Suggestion: The key findings may help the organization to make the trainings more
effective. The additional information is considerably potential information it could use
to draw certain conclusions towards its inputs for the workforce.
97
PROJECT-LIMITATIONS
Due to certain limitations the research study could be restricted in giving the cent percent
accuracy and may save from proper generalisation or influence the interpretation of
findings.
Some limitations are as follow:
This live project part of this report may have absence of certain information kept
hidden to maintain confidentiality concerns.
This report may have the limitation of describing certain jobs which has been
rendered but was not the functions of HRM Dept. of PWZ.
The study has not focused the aim of analysing the impact of training sessions by
categorising employees in strata of level of management and designation of their
working in the company.
The employees may be conscious about passing frank feedback and hence was hard
for them to fill up some fragments of the questionnaire provided to them.
Reluctances of the people to provide complete information about them can affect
the validity of the responses.
More responses need to be taken and analyze covering all the trainees from all the
trainings conducted by STC, Pune to generalize and make more effective
conclusions.
The research has the limitation of behavioral inference of workforce of this
company, which can only be analyze through personal interview or performance
appraisals. It was due to boundaries to access, set up by the management.
Besides all, the study has the limitation of time hence all the training programs
couldn’t be cover up for the analysis of effectiveness of the training in this
organization.
98
BIBLIOGRAPHY
The Bank of Maharashtra – An Overview, Booklet for Officers.
The HR- Policies and circulars for respective reimbursements and statutory
contributions for workforce of this organization.
Human Resource Information System (HRIS), of Bank of Maharashtra.
Instructions and Guidance of the mentors from Pune West Zonal office and Staff
Training College Pune and other staff of PWZ and PCZ.
Training Policy and other relevant chronicles and official papers to training programs of
STC, Bank of Maharashtra.
“A Study on Training and Development in Public Sector Banks”- Research Study, by
Kavita Rani and Diksha Garg, International Journal of Management and Social Sciences
Research (IJMSSR),Volume 3, No. 1, January 2014.
“Evaluation Of Effectiveness Of Training And Development”: The Kirkpatrick Model,
Case Study and Research work, AlYahya , Mohammed Saad and Dr. Norsiah Binti Mat,
Asian Journal of Business and Management Sciences, Vol. 2 No. 11 [14-24],
www.ajbms.org.
Websites for surfing for different case studies, research works and training related
models.
Domain Knowledge.
99
ANNEXURES
Please find the following sheets enclosed for beeter comprehension and instruments used
to carry the research process:
Annxe.1 - Questionnaire attachment.
Annxe.2 - Leave Record of employee.
Annxe.3 - Biodata Format for trainees
Annex.4 - Biodata Format for trainers from within the organization.
Annex.5.a - STC Training Program Schedule. Annex.5.b - ITTI Training Program Schedule.
Annex.1
1
Bank of Maharashtra-Training Program Feedback Form
Dear Sir/ Madam, Under the kind guidance of 'Bank Of Maharashtra', Staff Training College, Pune, I'm Neha Mohabey, an Intern of this organization and a student of 'Indira Institute of Management, Pune', conducting a research study. I'm advised to collect feedback from you - the members of Bank of Maharashtra family. I'm allotted this exercise to be carry at Bank of Maharashtra, in close consultation with STC-Prabhat road, Pune. Please give a free and frank feedback as it will help the Bank in drawing certain conclusion. Kindly extent your valuable cooperation in filling this questionnaire and enable us to conduct the research successfully. Thank You!
QUESTIONNAIRE:
1. Name of the Employee :
_________________________________________________________________________________________________________
2. Branch Name :
_________________________________________________________________________________________________________
3. Name of the Zone
o Pune West Zone (PWZ)
o Pune City Zone
o Other : ______________________________________________________________________________
4. Scale?
o 5
o 4
o 3
o 2
o 1
INDIRA INSTITUTE OF MANAGEMENT, PUNE
POST GRADUATION DIPLOMA IN MANAGEMENT : 2015-17 BATCH
Annex.1
2
5. Name of the Training Program you recently attended.(If any...otherwise write "NA")
_________________________________________________________________________________________________________
6. Duration of the Program?
o 1 days
o 2 days
o 3 days
o 4 days
o 5 days
o 6 or more days
7. Do you think the Training sessions are sufficient for you?
o Yes
o No
8. How was the training program designed?
o Excellent
o Very Good
o Good
o Satisfactory
o Not Satisfactory
9. How was the subject coverage?
o More than Adequate
o Adequate
o Inadequate
10. What about Relevance of subjects and sequencing of subjects with respect to title of the
program?
o Relevant
o Up to some extent
o Irrelevant
11. How was the interaction in the sessions and teaching technique of your trainers during
the sessions?
o Active interaction with interesting teaching technique.
o Active interaction but not so interesting teaching technique.
o Inactive interaction but teaching technique was satisfactory.
o Inactive interaction and nothing interesting in teaching technique.
Annex.1
3
12. Which techniques were used by your trainer to train you during the program?
o Group discussion
o PowerPoint presentations
o Videos displaying
o Mono-Act performance
o Case studies
o Classroom lectures with materials.
o Any Combinations (e.g. a+d+…)...Type in 'OTHER' below
o Other : ______________________________________________________________________________
13. Language used during training sessions?
o Hindi
o English
o Bilingual
o Other Regional language
14. Which language you prefer the most for communication during your learning sessions?
o Hindi
o English
o Bilingual
o Other Regional language
15. Whether training needs were discussed with you before the session and whether
changes suggested by you were incorporated later?
o Needs were discussed and incorporated.
o Needs were discussed but not incorporated.
o Never discussed.
16. Which changes were made suggested by you?(LINKED TO QUE.15)
_________________________________________________________________________________________________________
17. How much beneficial the training session were to you, for achieving your targets?
o 0%
o 1 - 25%
o 26 - 50%
o 51 - 75%
o Above 75%
Annex.1
4
18. Please mention the change in your performance between your Pre- Training Test and
Post-Training Test.
o Drastic Positive Change.
o Moderate Positive Change.
o No Change.
o Negative Change.
19. What’s your take on the following statement: “Training has improved my working
technique, accuracy, confidence in exhibiting my duties and speed to fulfill my duties at
workplace”
o Strongly Agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
20. a. Are you looking for any specialized training which will help in your day to day work?
o Yes
o No
20. b. If YES, Name the Training You are looking for.(Linked to Que.20.a.)
_________________________________________________________________________________________________________
21.a. Do you require any specialized training from external institutes like FEDAI; NIBM; RBI
etc?
o Yes
o No
21.b. If Yes, Name the External Institute which you require.(Linked to Que.21.a)
22.a. Do you require any specialized training from external institutes for Agriculture based
need from NABARD; BIRD; NIRD etc? (for rural needs)
o Yes
o No
22. b. If Yes, Name the Institute.(Linked to Que. 22.a)
Annex.1
5
23. Did any Feedback was taken from you after the training program?
o Yes
o No
24. Do you think STC works out on the area of improvements and loopholes which comes to
know from the feedback?
o Yes
o No
o Sometimes
25. Any suggestions for making the training program of Bank of Maharashtra more fruitful?
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
_________________________________________________________________________________________________________
Thank You!!
Annex.2
Annex.3
Annex.4
PERSONNEL DEPARTMENT (HR)
BIODATA
Name of the Employee
Current Post: Birth Date:
Present Cadre: Age:
Sign Authority: Joining Date:
Religion: Status:
Caste: Penal Action:
Rural Service YYMM: EXIT Date:
Semi Urban Service:
Place of Present Posting: Since:
Physically Handicapped: Sign_Code:
Union Member: Home State:
Pension Option: Ex- Serviceman:
Join Post:
1. ACADEMIC QUALIFICATION: 2. PROFESSIONAL QUALIFICATION:
Sr. No. Degree 1.
3. PROMOTION and DETAILS:
Sr. No. CADRE CODE CADRE DESIGNATION CADRE DATE
4. TRANSFER DETAILS:
SR. NO. AREA REGION BR. NO. BRANCH NAME CADRE POST TRANSFER DATE
5. TRAINING DETAILS:
SR. NO. MM YY SUBJECT INSTITUTE COURSENAME
6. PERMANENT ADDRESS DETAILS:
Year Professional Qualifications
1.
P. File No : PF No :
Annex.5.a
Annex.5.b
!!The End!!
TRAINING ON IT PRODUCTS, ALTERNATE DELIVERY CHANNELS & CBS RELATED TOPICS
TIME Date1 Date2 Date3 Date4 Date5
Monday Tuesday Wednesday Thursday Friday
9:45-11:00
Registration & Inauguration
CBS Issues IT Security Loan Docs Govt. Taxes/GRAS/ESBTR
Name of the Trainer Name of the Trainer CISO Name of the Trainer Name of the Trainer
11:00-11:15
Tea Break
11:15-12:30
Internet Banking TDS Module in CBS Report Merging Mail
Merge & Vlook up
ABC Products Practical Aspects of Advances
Name of the Trainer Name of the Trainer Name of the Trainer
Name of the Trainer Name of the Trainer
12:30-13:45
Mahaseva-Issues MIS Reports Financial Function in
Excel
Online A/C Opening , Credit
Trail & PFMS
Practical Aspects of Advances
Name of the Trainer Name of the Trainer Name of the Trainer
Name of the Trainer Name of the Trainer
13:45-14:30
Lunch Break
14:30-15:45
Motivation IMPS/AEPS/NUUP/DBTL Advances in CBS
Mandate Management
KYC/AML
Name of the Trainer Name of the Trainer Name of the Trainer
Name of the Trainer Name of the Trainer
15:45-16:00
Tea Break
16:00-17:15
FI/BC,POS/Micro ATMs
Mobile Banking NPA Mgt. in CBS
ATM Issues/ Switch
Functionality/X-Tranet
Valedictory
Name of the Trainer Name of the Trainer Name of the Trainer
Name of the Trainer -
17:15-17:30
Tea Break
17:30-18:45
Role Supervisions in CBS- (Dos
& Don’t)
Name of the Trainer
P.S: Please note that the subject and faculty may change as per the availability of faculty.