training & development pnb

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CONTENT

1. Introduction

2. Training

2.1 Meaning

2.2 Definition

2.3 Comparison

2.4 Importance

2.5 Principle

2.6 Need of Training

2.7 Objective & Goals

3. HRM & Training

4. Methods of Training

5. Evaluation

6. PNB BANK & Its Training Activity

7. The STUDY

8. Analysis

9. Suggestion

10.Conclusion

11. Annexure

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PREFACE

As a part of my curriculum for MBA, I am required to undergo two months

practical training. The objective of this training is to gain an insight into

functioning of the personnel department in an organization. The emphasis is on

appraising myself with practical implications of the theoretical concepts of Human

Resource management learnt at the institute, in the working environment.

I got an opportunity to undergo this training in an esteemed Public Sector

Enterprise like under able guidance of Mr. Atul Jain, (Head HR Department)

and Ms. Sweta Singh, (H.R. Executive) , PNB BANK.

The research project entitled Review on Techniques adopted by HR Management

to Improve the Effectiveness of Training and Development is an attempt to

understand the opinion and attitudes of the various categories of employees of the

oil and natural gas corporate limited towards the maintenance of effectiveness of

Training services provided by the Company.

It also aims to know and study obstacles in the proper utilization and increase the

effectiveness of Training programs and try to suggest remedial measures wherever

possible.

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The data was collected through well structured questionnaires. About 100

employees were considered for the sample size out of 300 employees, since the

researchers are given very limited time. This survey was carried out in various

departments of the Company.

In the course of study, it was found that the training programmes analyzed were

provided to all the employees of oil and natural gas corporate limited and was not

specific to particular category of employees. The in depth study of the welfare

measures adopted by the company revealed that majority of the employees were

fairly satisfied with the training and development programmes.

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ACKNOWLEDGEMENT

It gives me great pleasure to acknowledge and to express my gratitude to all those

who have helped me through out this project.

I am thankful to Mr. ATUL JAIN (Head H.R.) there moral support without their

support this project would have been impossible. I thank them for their constant

guidance in every aspect of this project.

I am thankful to Ms. Sweta Singh, H.R. Executive of , PNB BANK for her moral

support and guidance.

I express sincere gratitude to my family members and friends who have

encouraged me directly or indirectly in completion of this project.

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DECLARATION

I VISHAKHA GOEL, Roll No. 0903370178, a student of MBA ofU.P. Technical University.

Lucknow hereby declare that the Research report titled A STUDY OF TRAINING AND

DEVELOPMENT PROCESS IN PNB BANK is my original work and the same has not been

submitted for the award of any other diploma or degree.

Place:

Date : VISHAKHA GOEL

Roll No. 0903370178

M.B.A. III Sem

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INTRODUCTION

The success of any organization in the long run depends very much on the

quality of human resources. Human resources comprise the aggregate of

employee attributes including knowledge, skill and health which are

potentially available to an organization for the achievement of its goals. In

other words, human resources consist of the value of the productive capacity

and considered to the most vital and valuable amongst the resources namely

men machine, money and material. It is the quality of manpower that determines

the success of an organization. The importance also stems from the fact that all

other resources depreciate in value with the passage of time and use, the human

resource appreciate in value through acquisition of greater knowledge through

experience and training that reflects an inherent dynamism and the development

potential.

There has been an increasing realization that the organization success is

dependent on the synergy created by its human resources. Growth can only be

ensured through appropriate collaboration and amalgamation of various personnel

around organization goals or tasks. Tremendous changes in the social science and

technology, spheres have brought many complexities to industrial system. The

limitation of a machine is restricted to its specification but that of a human being is

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unlimited provided it is tapped in the right way, hence organization of all kinds

seem to be growing increasingly aware of its economic importance as a resource.

In a competitive business world the success of an organization depends to a great

extent upon the leadership of the manager. If he can lead people effectively and

attain organizational objectives the organization will flourish.

The development of personnel at all levels is one of the primary

responsibilities of the manager as it is the people in the organization which

provide them competitive edge over others. Hence for the success of organization,

management has to identify the potential and innate abilities of the people to

effectiveness of the organization in the economic growth of country.

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TRAINING

Every organization needs to have well trained and experienced persons to

perform the activity that have to be done. In a rapidly changing business

environment training and development is not only an activity but also an

independent function or sub system within the organization which it must commit

its resources if it has to maintain a viable and knowledgeable work force.

Training is defined as learning that is provided in order to improve performance on

the present job. A person's performance is improved by showing her how to master

a new or established technology. The technology may be a piece of heavy

machinery, a computer, a procedure for creating a product, or a method of

providing a service.

Oliver Sheldon says No industry can rendered efficient so long as the fact remains

unrecognized that the in principally human not a mass of machines and technical

process but a body of men. If manpower is properly utilized it causes the industry

to run at its maximum optimization getting results and also works for as an climax

for industrial and group satisfaction in the relation to the work formed.

Competitive advantage is therefore depending on the knowledge and skill

possessed by employee more than the finance or market structure by organization.

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Meaning and Definition:

After an employee is selected, placed and introduced, he or she needs to be

provided with training facilities. The training is the act of increasing the knowledge

and skill of an employee for doing the particular job. Training is a short term

educational process and utilizing systematic and organized procedure by which an

employee is learned the technical knowledge.

Definition:

Staimez: defines Training is a short term process utilizing a systematic and

organized procedure by which non-managerial personnel to learn technical

knowledge and skill

Mamoria: defines Development covers not only the activities which improve job

performance, but also those which b ring about growth of personality, helps

individual in the process towards maturity and actualization of this potential

capacities so that they become not only good employees but also both good men

and women.

S. P. Robbins: Defines Training is a learning process which seeks a relatively

permanent change in behavior that occurs as a result of experience.

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Dale Yoder: Defines It is that deals with the effective control and use of

manpower as a distinguished from other source of man power

Meaning:

Training is part of Human Resource Development. It is concerned with concerned

with training, development, and education. Training has been defined as an

organized learning experience, conducted in a definite time period, to increase the

possibility of improving job performance and growth. Organized means that it is

conducted in a systematic way.

Although learning can be incidental, training is concerned with the worker learning

clear and concise standards of performance or objectives.

Training is the acquisition of technology which permits employees to perform

their present job to standards. It improves human performance on the job the

employee is presently doing or is being hired to do. Also, it is given when new

technology in introduced into the workplace.

Development is training people to acquire new horizons, technologies, or

viewpoints. It enables leaders to guide their organizations onto new expectations

by being proactive rather than reactive. It enables workers to create better products,

faster services, and more competitive organizations. It is learning for growth of the

individual, but not related to a specific present or future job. Unlike training, which

can be completely evaluated, development cannot always be fully evaluated. This

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does not mean that we should abandon development programs, as helping people

to grow and develop is what keeps an organization in the cutting edge of

competitive environments. Development can be considered the forefront of what

many now call the Learning Organization.

Development involves changes in an organism that are systematic, organized, and

successiveand are thought to serve an adaptive function. Training could be

compared this metaphor - if I miss one meal in a day, then I will not be able to

work as effectively due to a lack of nutrition. While development would be

compared to this metaphor - if I do not eat, then I will starve to death. The survival

of the organization requires development throughout the ranks in order to survive,

while training makes the organization more effective and efficient in its day-to-day

operations.

Table 1 comparison between Training and Development

Points of comparison Training Development

1. Definition Training is a short term

process utilizing a

systematic and organized

procedure which non

managerial personnel

learn technical knowledge

and skills for a definite

Development is a long

term educational process

utilizing a systematic and

organized procedure by

which managerial

personnel learn

conceptual and theoretical

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purpose. knowledge for general

purpose.

2. Contents Technical and mechanical

operations.

Conceptual and

philosophical concept.

3. Participants Non-Managerial

personnel.

Managerial personnel.

4.Time period Short term one short

affair.

Long term continuous

process.

5. Purpose Specific job related. Total personality.

6. Scope Narrow. Wider.7. Nature of process Reactive process to meet

current need.

Proactive process to meet

future needs.

8. Methods used It makes use of on the job

training methods, as

apprenticeship, vestibule

training etc.

It makes use of job

training such as job

rotation, lecture, brains

storming etc.

9. Personality It seeks to assist person It seeks to develop hidden

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for efficiency and

effectiveness in improving

and updating his

profession knowledge.

talent and qualities of

personnel.

10. Utilization It seeks to make workers

proficient in their existing

job.

It seeks to prepare

employees for handling

responsible and

challenging job.

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Importance of training

A well planned and well executed training programme can provide the following

advantages:

1. Higher productivity:- The training helps to improve the level of

performance. Trained employees perform better thus more efficiently by

using better method of work. Improvement in manpower productivity in

developed nations can be attributed in no small measure to there educational

and industrial training programmes.

2. Better quality of work in formal training:- The best methods are

standardized and taught to employees. Uniformity of work methods and

procedures helps to improve the quality of product or service; trained

employees are less likely to make operational mistakes

3. Less learning period:- A systematic training programme helps to reduce the

time and cost involved in learning. Employees can more quickly reach the

acceptable level of performance. They need not waste their time and efforts

in learning through trial and error.

4. Cost reduction:- training employees make more economical use of

materials and machinery. Reduction in wastage and spoilage together with

increase din productivity help to minimize cost of operations per unit.

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Maintenance cost in also reduced due to fewer machine breakdowns and

better handling of equipment. Plant capacity can be put to the optimum use.

5. Low accident rate:- Trained personnel adopt the right work methods are

make use of the prescribed safety devices. Therefore the frequency of

accidents is reduced. Health and safety of employees can be improved.

6. High morale:- Proper training can develop positive attitude among the

employees. Job satisfaction and morale are improved because of rise in

earning and job security of the employees training reduces the employees

grievances because opportunities for internal promotions are available to

well trained employees.

7. Fulfilling manpower needs:- it is believed by many organizations that the

best way to overcome recruiting problems is to establish apprenticeship

training programmes. Thus training helps in identifying talented people for

different jobs without any unwanted costs.

8. Personal growth:- training enlarges the knowledge and skill of the

participants. Therefore, well trained personnel can grow faster in their jobs.

Training prevents the obsolescence of their skills and knowledge. Trained

employees are more valuable asset to the organization. Training helps to

develop people for promotion to higher posts and to develop future

managers.

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9. Increases organizational stability and flexibility:- Organizational stability

means ability of an organization to sustain its effectiveness despite of the

loss its key personnel and flexibility refers to the ability to adjust itself to the

short run variations of its of work with the availability of trained personnel it

can have both stability and flexibility the former because there is a reservoir

of trained replacement and letter because trained possessing multiple skills

can transferred to other jobs as the situation demands.

10. Organizational climate: A sound training programme helps to improve the

climate of the organization. Industrial relation and discipline improves

therefore decentralization of authority and participative management can be

introduced. Resistance to change is reduced. Organizations having regular

training programmes fulfill their needs for personnel from internal resources.

Organizational stability is enhanced because training helps to reduce labour

turnover and absenteeism. Training is an investment in people and therefore

is sound business investment. Intact no business can chose whether or not to

train the employees, the only is whether this training shall be haphazard or

casual, misdirected or whether it shall be made carefully planned, part of an

integrated programme of personnel administration.

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Principle of Training:

1. Training Plan: This must be well planned, prescribed and ably executed

effective implementation depends to great extend on planning.

2. Organizational objectives: T & D program must meet objectives of the

organization

3. Equity and fairness: T and D program must enjoy equal opportunity to drive

benefit out of such training and must have equal chance to undergo such training.

4. Application specification: Training content is balanced between theory and

practical. It must be Application specification.

5. Upgrading information: T and D program is continuous reviewed at periodic

interval as order to make them updated in terms of knowledge and skill.

6. Top Management support: Top management support is essential to make

Training and Development effective.

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7. Centralization: For economy of effective uniformity and efficiency,

centralization of training department is found more common and useful.

8. Motivation Training and Development have motivation aspects like better

career opportunity, individuals & skill development etc.,

Need for Training:

Training must be tailored to fit the organizations strategy and structure. It is seen

as pivotal in implementing organization-wide culture-change efforts, such as

developing a commitment to customer service, adopting total quality management,

or making a transition to self-directed work teams. Pace-setting Human Resource

Development departments have moved from simply providing training on demand

to solving organizational problems.

Trainers see themselves as internal consultants or performance improvement

specialists rather than just instructional designers or classroom presenters. Training

is only one of the remedies that may be applied by the new breed of Human

Resource Development practitioners.

In an age of network organizations, alliances, and long-term relationships with

just-in-time suppliers, leading companies are finding that they need to train people

other than their own employees. Some organization offer quality training to their

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suppliers to ensure the quality of critical inputs. Organizations with a strong focus

on customer service may provide training for purchasers to their product.

1. Shortage of skill: Skilled and knowledge people are always on short supply,

alternatively they are too expensive to hire from outside. The best way is to

improve the skill and knowledge of the existing employees through Training and

Development.

2. Technological Obsolesce: Growth of technology takes place very fast. This will

render current technological obsolesces in the near future.

3. Personal Obsolesce: At the time of recruitment employees posses a certain

amount of knowledge and skill. As the time passes their knowledge becomes

obsolesce unless it is uploaded by proper training. This happens because of

changes take place in product methods procurement of better machines.

4. Organization Obsolesce: Modern management has introduced a number of

innovative steps in functioning of management like play organizing, controlling to

such change are bound to fail and become obsolete, to prevent obsolesce

organization. Employees must be exposed to modern Technology through T & D

5. Increased Productivity: Instruction can help employees increase their level of

performance. Increase human performance often directly leads to operational

productivity and increase company profits.

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6. Coercive Training by Government: In order to provide better employability

changes of unemployed youth, certain governments have taken initiatives to

mobilize resource available at public/government and private to provide training to

outside candidates. One such arrangement is called at Apprenticeship Training

conducted by Government of India. A part of expenditure incurred for this by the

private sectors is reimbursed by government.

7. Human Capital: The latest thinking is to treat employees as Human Capital.

The expenditure involved in training and development are now being considered as

an investment. This is cause in globalization it is the knowledge and skill of

employees which determine complete advantages of firm.

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OBJECTIVES AND GOALS OF TRAINING:

Training and Development can help an organization in a number of ways.

Ultimately, it is employee knowledge and skill that produce the organizations

product or service. Training facilitates the implementation of strategy by providing

employees with the capability to perform their jobs in the manner dictated by the

strategy. Training also assists in solving immediate business problems, such as

when a team of Manager in an action learning program studies a real problem and

recommends a solution. Finally to keep ahead in a highly competitive the turbulent

environment, it has been suggested that the training function must foster a

continuous learning culture and stimulate managers to reinvent their corporation.

Training enables employees to develop and train within the organization and

increase the market value, earning power and job security. It moulds the

employees attitude and also helps them to achieve better co-operation with the

company and greater loyalty to it. The management is benefited in the sense that

higher standard of quality are achieved, a satisfactory organization structure is built

up, authority can be delegated and stimulus for progress applied to employees.

To increase productivity of employees or workers

To improve quality of work and product

To enhance and update knowledge and skill level of employee in the

organization

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To promote better opportunity for the growth and promotion chances of

employees and thereby the employability

To secure better health and safety standard

To improve quality of life of employees

To sustain competitive advantage

To impart new entrants of knowledge and skill

To build up a sound line of competent efficiency and prepare them as a part

of their career progress to occupy more responsible positions

To impart customer education; help grading skills and knowledge and

employees estimate career planning of the company.

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COMPANY PROFILE

BANKING STRUCTURE

The Indian banking industry, which has Reserve Bank of India as its regulatory authority, is a

mix of the public sector, private sector, and foreign banks. The private sector banks are again

split into old banks and new banks.

SCHEDULED BANKS

Scheduled commercial banks are those that come under the purview of the Second

Schedule of Reserve Bank of India (RBI) Act, 1934. The banks that are included under this

schedule are those that satisfy the criteria laid down vide section 42 (60 of the Act). Some co-

operative banks come under the category of scheduled commercial banks though not all co-

operative banks.

PUBLIC SECTOR BANKS

Public sector banks are those in which the Government of India or the RBI is a majority

shareholder. These banks include the State Bank of India (PNB) and its subsidiaries, other

nationalized banks, and Regional Rural Banks (RRBs). Over 70% of the aggregate branches in

India are those of the public sector banks. Some of the leading banks in this segment include

Allahabad Bank, Canara Bank, Bank of Maharashtra, Central Bank of India, Indian Overseas

Bank, State Bank of India, State Bank of Patiala, State Bank of Bikaner and Jaipur, State Bank of

Travancore, Bank of Baroda, Bank of India, Oriental Bank of Commerce, UCO Bank, Union

Bank of India, Dena Bank and Corporation Bank.

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PRIVATE SECTOR BANKS

Private banks are essentially comprised of two types: the old and the new. The old private

sector banks comprise those, which were operating before Banking Nationalization Act was

passed in 1969. On account of their small size, and regional operations, these banks were not

nationalized. These banks face intense rivalry from the new private banks and the foreign banks.

The banks that are included in this segment include: Bank of Madura Ltd. (now a part of

ALLAHABAD Bank), Bharat Overseas Bank Ltd., Bank of Rajasthan, Karnataka Bank Ltd.,

Lord Krishna Bank Ltd., The Catholic Syrian Bank Ltd., The Dhanalakshmi Bank Ltd., The

Federal Bank Ltd., The Jammu & Kashmir Bank Ltd., The Karur Vysya Bank Ltd., The Lakshmi

Vilas Bank Ltd., The Nedungadi Bank Ltd. and Vysya Bank. The new private sector banks were

established when the Banking Regulation Act was amended in 1993. Financial institutions

promoted several of these banks. After the initial licenses, the RBI has granted no more licenses.

These banks are gearing up to face the foreign banks by focusing on service and technology.

Currently, these banks are on an expansion spree, spreading into semi-urban areas and satellite

towns. The leading banks that are included in this segment include Bank of Punjab Ltd.,

Centurion Bank Ltd., Global Trust Bank Ltd., HDFC Bank Ltd., ALLAHABAD Banking

Corporation Ltd., IDBI Bank Ltd., IndusInd Bank Ltd. and UTI Bank Ltd.

FOREIGN BANKS

The operations of foreign banks, though similar to that of other commercial Indian banks,

are mainly confined to metropolitan areas. Foray of foreign banks depends on reciprocity,

economic and political bilateral relations. An inter-departmental committee has been set up to

endorse applications for entry and expansion. Foreign banks, in the wake of the liberalization

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era, are looking to expand and diversify. Some of the leading foreign banks that operate in India

are Citibank, Standard Chartered Grindlays Bank, Hong Kong Shanghai Banking Corporation,

Bank of America, Deutsche Bank, Development Bank of Singapore and Banque National De

Paris.

PUBLIC SECTOR BANKING AT A

DISADVANTAGE

Functioning of Public Sector Banks (PSBs), which are yet to achieve computerization

across the board, is at a relative disadvantage when compared to the private sector, which is

offering state-of-the-art facilities such as ATMs, doorstep banking, banking on phone, and net

banking. PSBs also suffer from huge costs of labor and low levels of automation. At this rate, it

may not be long before new channels devised by private banks effectively surpass the number of

branch networks offered by the PSBs.

This apart, the problems which have assumed enormous proportion today as far as Public

Sector banks are concerned are ballooning NPA levels, declining margins, poor credit off-take,

high overheads, and lack of good quality assets. Banks are sticking to reliable borrowers for fear

of bad debts. In fact, banks largely invest in government securities, which have zero risk. With

GOI being the single largest borrower, the yields on these securities determine the interest rates.

The government aims to decrease its shareholding in PSBs to 33%, however, at the same

time it also wants to retain the controlling stake. This, it is feared, is not going to solve the

problems which PSBs are coping with now.

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COMPANY PROFILE

History

1895: PNB commenced its operations in Lahore. PNB has the distinction of being the first Indian

bank to have been started solely with Indian capital that has survived to the present. (The first

entirely Indian bank, the Oudh Commercial Bank, was established in 1881 in Faizabad, but

failed in 1958.) PNB's founders included several leaders of the Swadeshi movement such as Dyal

Singh Majithia and Lala HarKishen Lal, Lala Lalchand, Shri Kali Prosanna Roy, Shri E.C.

Jessawala, Shri Prabhu Dayal, Bakshi Jaishi Ram, and Lala Dholan Dass. Lala Lajpat Rai was

actively associated with the management of the Bank in its early years.

1904: PNB established branches in Karachi and Peshawar.

1940: PNB absorbed Bhagwan Dass Bank, a scheduled bank located in Delhi circle.

1947: Partition of India and Pakistan at Independence. PNB lost its premises in Lahore, but

continued to operate in Pakistan.

1951: PNB acquired the 39 branches of Bharat Bank (est. 1942), Bharat Bank became Bharat

Nidhi Ltd.

1960s: PNB amalgamated Indo Commercial Bank (est. 1933) in a rescue.

1961: PNB acquired Universal Bank of India.

1963: The Government of Burma nationalized PNB's branch in Rangoon (Yangon).

September 1965: After the Indo-Pak war the government of Pakistan seized all the offices in

Pakistan of Indian banks, including PNB's headoffice, which may have moved to Karachi. PNB

also had one or more branches in East Pakistan (Bangladesh).

1969: The Government of India (GOI) nationalized PNB and 13 other major commercial banks,

on July 19, 1969.

1976 or 1978: PNB opened a branch in London.

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1986: PNB acquired Hindustan Commercial Bank (est. 1943) in a rescue. The acquisition added

Hindustan's 142 branches to PNB's network.

1993: PNB acquired New Bank of India, which the GOI had nationalized in 1980.

1998: PNB set up a representative office in Almaty, Kazakhstan.

2003: PNB took over Nedungadi Bank, the oldest private sector bank in Kerala. Rao Bahadur

T.M. Appu Nedungadi, author of Kundalatha, one of the earliest novels in Malayalam, had

established the bank in 1899. It was incorporated in 1913, and in 1965 had acquired selected

assets and deposits of the Coimbatore National Bank. At the time of the merger with PNB,

Nedungadi Bank's shares had zero value, with the result that its shareholders received no

payment for their shares. PNB also opened a representative office in London.

2004: PNB established a branch in Kabul, Afghanistan. PNB also opened a representative office

in Shanghai. PNB established an alliance with Everest Bank in Nepal that permits migrants to

transfer funds easily between India and Everest Bank's 12 branches in Nepal.

2005: PNB opened a representative office in Dubai.

2007: PNB established PNBIL - Punjab National Bank (International) - in the UK, with two

offices, one in London, and one in South Hall, Middlesex. Since then it has opened a third

branch in Leicester, and is planning a fourth in Birmingham.

2008: PNB opened a branch in Hong Kong.

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With over 38 million satisfied customers and 4668 offices, PNB has continued to retain its

leadership position among the nationalized banks. The bank enjoys strong fundamentals, large

franchise value and good brand image. Besides being ranked as one of India's top service brands,

PNB has remained fully committed to its guiding principles of sound and prudent banking. Apart

from offering banking products, the bank has also entered the credit accountd & debit accountd

business; bullion business; life and non-life insurance business; Gold coins & asset management

business, etc.

Since its humble beginning in 1895 with the distinction of being the first Indian bank to have

been started with Indian capital, PNB has achieved significant growth in business which at the

end of March 2009 amounted to Rs 3,64,463 crore. Today, with assets of more than Rs 2,46,900

crore, PNB is ranked as the 3rd largest bank in the country (after PNB and ICICI Bank) and has

the 2nd largest network of branches (4668 including 238 extension counters and 3 overseas

offices).During the FY 2008-09, with 39% share of low cost deposits, the bank achieved a net

profit of Rs 3,091 crore, maintaining its number ONE position amongst nationalized banks. Bank

has a strong capital base with capital adequacy ratio as per Basel II at 14.03% with Tier I and

Tier II capital ratio at 8.98% and 5.05% respectively as on March09. As on March09, the Bank

has the Gross and Net NPA ratio of only 1.77% and 0.17% respectively. During the FY 2008-09,

its ratio of priority sector credit to adjusted net bank credit at 41.53% & agriculture credit to

adjusted net bank credit at 19.72% was also higher than the respective national goals of 40% &

18%.

PNB has always looked at technology as a key facilitator to provide better customer service and

ensured that its IT strategy follows the Business strategy so as to arrive at Best Fit. The

bank has made rapid strides in this direction. Alongwith the achievement of 100% branch

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computerization, one of the major achievements of the Bank is covering all the branches of the

Bank under Core Banking Solution (CBS), thus covering 100% of its business and providing

Anytime Anywhere banking facility to all customers including customers of more than 2000

rural branches. The bank has also been offering Internet banking services to the customers of

CBS branches like booking of tickets, payment of bills of utilities, purchase of airline tickets

etc.Towards developing a cost effective alternative channels of delivery, the bank with more than

2150 ATMs has the largest ATM network amongst Nationalised Banks.

With the help of advanced technology, the Bank has been a frontrunner in the industry so far as

the initiatives for Financial Inclusion is concerned. With its policy of inclusive growth in the

Indo-Gangetic belt, the Banks mission is Banking for Unbanked. The Bank has launched a

drive for biometric smart accountd based technology enabled Financial Inclusion with the help of

Business Correspondents/Business Facilitators (BC/BF) so as to reach out to the last mile

customer. The BC/BF will address the outreach issue while technology will provide cost

effective and transparent services. The Bank has started several innovative initiatives for

marginal groups like rickshaw pullers, vegetable vendors, diary farmers, construction workers,

etc. The Bank has already achieved 100% financial inclusion in 21,408 villages.

Backed by strong domestic performance, the bank is planning to realize its global aspirations. In

order to increase its international presence, the Bank continues its selective foray in international

markets with presence in Hongkong, Dubai, Kazakhstan, UK, Shanghai, Singapore, Kabul and

Norway. A second branch in Hongkong at Kowloon was opened in the first week of April09.

Bank is also in the process of establishing its presence in China, Bhutan, DIFC Dubai, Canada

and Singapore. The bank also has a joint venture with Everest Bank Ltd. (EBL), Nepal. Under

the long term vision, Bank proposes to start its operation in Fiji Island, Australia and Indonesia.

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Bank continues with its goal to become a household brand with global expertise.

Amongst Top 1000 Banks in the World, The Banker listed PNB at 250th place. Further, PNB is

at the 1166th position among 48 Indian firms making it to a list of the worlds biggest companies

compiled by the US magazine Forbes.

Financial Performance:

Punjab National Bank continues to maintain its frontline position in the Indian banking industry.

In particular, the bank has retained its NUMBER ONE position among the nationalized banks in

terms of number of branches, Deposit, Advances, total Business, operating and net profit in the

year 2008-09. The impressive operational and financial performance has been brought about by

Banks focus on customer based business with thrust on SME, Agriculture, more inclusive

approach to banking; better asset liability management; improved margin management, thrust on

recovery and increased efficiency in core operations of the Bank. The performance highlights of

the bank in terms of business and profit are shown below:

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BOARD OF DIRECTORS

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Smt. Ravneet Kaur Govt. of India Nominee Director

Shri L.M.Fonseca

Reserve Bank of India Nominee

Director

Shri. S.R.Khurana Director rep. C.A. category

Shri P.K. Nayar Officer Employee Director

Shri Mohan Lal Bagga Workmen Employee Director

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VISION

"To be a Leading Global Bank with Pan India footprints and become a household brand in

the Indo-Gangetic Plains providing entire range of financial products and services under

one roof"

MISSION

"Banking for the unbanked"

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AWARDS & ACHIEVEMENTS OF PUNJAB NATIONAL BANK IN RECENT TIMES

"Best IT Team of the Year Award"

at the IDRBT Banking Technology awards for the year 2005-06.

SKOTCH Challenger Award

for Change Management for the year 2005-06

Best IT User in Banking & Financial Services Industry - 2004

by NASSCOM in partnership with Economic Times

Golden Peacock Award

for Excellence in Corporate Governance - 2005 by Institute of Directors

FICCI's Rural Development Award

for Excellence in Rural Development - 2005

Skotch Challenger Award for Exemplary use of Technology

for becoming a pioneer in Public Banks - 2005

Golden Peacock National Training - 2004 & 2005

by Institute of Directors

National Award for Excellence in SSI Lending

Ranked 2nd for 4 consecutive years - 2002, 2003, 2004 & 2005

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Banking Technology Awards 2004

Runner up in 'Best IT Team of the Year Award 2005'

Jointly Adjudged by IBA, Finacle & TFCI

Money Outlook Award - 2004

Runner up in 'Best Bank (public Sector) of the year Award' -2005

Niryat Bandhu Gold Trophy

for excellence in export perforamnce for 3 consecutive years 2001, 2002 & 2003

by Federation of Indian Exporters Organization (FIEO)

21st Amongst Top 500 Companies

by the leading Financial Daily The Economic Times, June 2005

9th amongst India's Top 50 Most Trusted Service Brands

A.C Nielson Survey, The Economic Times Dec 2004

3rd Rank amongst Banking Sector in India

323rd Rank in the World

The Bankers' Almanac, January 2006

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368 amongst Top 1000 Global Banks

The Banker, London July 2005

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Chairman & Managing Director

Sh. K. R. Kamath

CMD

Executive Directors

Sh. M.V.Tanksale

Executive Director

Sh. Nagesh Pydah

Executive DirectorSh. Mohan Vasanth Tanksale has joined as

Executive Director in Punjab National Bank.

Before joining the Punjab National Bank as

Executive Director, Sh. Tanksale was

working as General Manager in Union Bank

of India.

Sh. Tanksale is a Science Graduate and is

having professional qualification - CAIIB and

AICWA.

Sh. Nagesh Pydah has joined as Executive

Director, in Punjab National Bank. Before

joining the Bank as Executive Director, He

was working as General Manager in Bank of

India.

Sh. Nagesh Pydah, a Commerce Graduate, is

associated with Indian Institute of Bankers

and is a diploma holder in Financial Market

and Foreign Exchange from New York

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He joined Union Bank of India as Asstt.

Manager on 26.08.1974 in Gwalior.

He has 34 years experience in Loan

Monitoring, Planning, Research &

Development, Third Party Products and

International Banking etc.

Before joining the Bank as Executive

Director, Sh. Tanksale was working as

General Manger Transaction Banking in

Union Bank of India.

University.

After completing his short tenure at Bank of

America NT & SA, he joined Bank of India

as Probationary Officer in 1973.

Sh. Pydah has played an important role in

Field and Administrative Offices in

Corporate Banking, Foreign Exchange, Gold

and Diamond Banking, Planning, MIS and

Accountd Products etc. during his 36 years

tenure at Bank of India, which includes more

than 4 years posting at New York.

Directors

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Smt. Ravneet Kaur

Govt. of India Nominee

Director

Sh. L.M.Fonseca

Reserve Bank of India

Nominee Director

Sh. Gautam P. Khandelwal

Part-time Non-Official

Director

Sh. Vinod Kumar Mishra


Director

Sh. Mushtaq A Antulay


Director

Sh. Devinder Kumar Singla

Share Holder Director

Sh. G R

Sundaravadivel

Share Holder

Director

Sh. Tribhuwan

Nath Chaturvedi

Share Holder

Director

Sh. Mohinder Paul

Singh Workmen

Employees

Director

Sh. Pradeep Kumar

Officer Employee

Director

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TRAINING METHODS AND TECHNIQUES

Because of the objective of Human Resource Development is to contribute to the

organizations overall goals, training programs should be developed systematically

and with the organizations true needs in mind. Successful training begins with a

thorough need assessment to determine which employees need to be trained and

what they need to be trained to do.

Allison Rossett and Joseph W. Arwady states The question is not whether you

will solicit this kind of information through needs assessment. It is how much of it

you will do and using which tools. The culmination for the assessment phase is a

set of objectives specifying the purpose of the training and the competencies

required in trainees after they complete the program.

This section considers the choice of methods for employees training. With training

objectives defined and learning principles in mind, the trainer must be choose

appropriate training methods and design the sequence of events in the training

program. Perhaps the first decision to be made is whether to conduct the training

on the job or away from the job. In many cases, the decision is to do some of both.

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1. On the Job Training: On the job training is conducted at the work site and in

the context of the actual job. The vast majority of all industrial training is

conducted on the job, often by the trainees immediate superior or a nominated

peer trainer. On-the job training has several advantages:

b. Because of training setting is also the performance setting, the transfer of

training to the job is maximized

c. The cost of a separate training facility and a full-time trainer are avoided or

reduced.

d. Trainee motivation remains high because it is obvious to trainees that what they

are learning is relevant to the job

e. Trainees generally find on-the-job training more valuable than classroom

training.

2. Apprenticeship Training: This training is combination of on and off the job

training. The department of Labor regulates apprenticeship programs, and often

management and a union jointly sponsor apprenticeship training. This training is

normally given to artisans, electricians, plumbers, bricklayers etc., The duration is

normally vary from 2 to 6 years. Apprenticeship training is carried out under the

guidance and intimate supervision of master craftsman or expert

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worker/supervisor. During apprenticeship training period, the trainees are paid less

than that of a qualified worker.

3. Job Rotation: In the job rotation, management trainee/employee is made to

move from one function to another at planned intervals. Job rotation is widely used

as a management executive development program which makes the employee or

management trainee, a multi-tasking individual. It can be done either vertical or

horizontal.

4. Coaching and Understanding method: Training under experienced worker

they are coached and instructed by skilled co-worker by supervisor by special

trainee instructor.

5. Outbound Training: The outbound training is conducted in a location

specifically designated for training. It may be near the workplace or away from

work, at a customized training center or a resort. The purposes of conducting this

kind of training away from the work place is to minimized or avoid distractions of

the employee from their daily work routine and allows them to devote their full

attention the specific subject. Some of the outbound training methods and activities

are:

a. Action planning: Often a closing activity asking participants to specify or set

goals about exactly what they will do differently back on the job

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b. Behaviour-modelling training: use a videotape to demonstrate the steps in a

supervisory activity such as conducting a disciplinary interview, followed by role

played skill practice and feedback

c. Behavioral Simulation: Large-scale multi person role-lay, non-computerized

business game.

d. Brainstorming: Creative idea-generation exercise in which no criticism is

allowed.

e. Business Game: Computerised business simulation that requires participants to

make decisions about strategy and investments and then provides financial results

based on the decisions.

f. Buzz Group: Small-group discussion of several minutes, duration on an

assigned topic

g. Case Study: From a one-paragraph vignette to a fifty-page Harvard-style case.

h. Demonstration

i. Experiential exercise,

j. Field trip,

k. Group discussion,

l. Guest speaker,

m. Guided teaching: Drawing from the group the points the lecturer otherwise

would make him or herself

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n. Information search: Asking trainees to locate the answers to question in the

training materials or manuals provided

o. Intergroup exchange: small groups share their ideas of findings with

another group

p. Learning game: competition between teams in a quiz show format

q. Lecture

r. Mental imagery: Asking participants to close their eyes and visualize or

recall something or engage in mental rehearsal of physical or interpersonal

skills.

s. Outdoor leadership training: Team activities that may include hiking, rope

courses, or other physical challenges along with problem.-solving activities.

t. Problem-solving activities

u. Role-play

v. Self-assessment instrument or quiz. An example is a conflict resolution

style inventory.

w. Team Building: A series of group activities and sometimes surveys used to

develop team skills and role clarify in a team of people who must work together

closely on the job

x. Videotapes: can be used alone but are most effective in discussion and

practice.

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There are various other instructional methods used in training program:

1. Classroom-programs live

2. Workbooks / Manuals

3. Videotapes

4. Public Seminars

5. Self-assessment instruments

6. Role plays

7. Case Studies

8. Games/simulations (not computer-based)

9. Outdoor experiential programs

Out of the above off job training techniques, the following are used in general:

1. Classroom Lectures

2. Conference and seminars

3. Group discussions and case study analysis

4. Audio-visual and film shows

5. Simulation and computer modeling

6. Vestibule training

7. Programmed organizations

8. Games and Role playing

9. T-group training

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10. Retraining

1. Classroom lectures: This is the simplest and from the off the job training. This

is a best form of instruction when the instruction is to convey information on rules,

regulation, policies and procedures.

2. Conference and Seminars and Workshops: This is a formal method of

arranging meeting in which individuals confer to discuss points of common interest

for enriching their knowledge and skill. This is group activity. It encourages

groups discussion and participation of individuals for seeking clarification and

offering explanation and own experience. It is a planned activity with a leader or

moderator to guide the proceedings, which is focused on agreed agendas points

prefixed during planning stage of such conference.

There are three variables:

Directed conference

Training conference

Seminars and workshops

3. Group discussions and study analysis: case study method was initially

introduced by Christopher Lang Dell at Harvard Law School in 1880s. The

principle used is experiences are the best teacher. Here several empirical

structures are examined in detail to find out commonalities to derive general

discussion. Based on such studies and group discussion are initiated to derive

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common lesson. This method has, however limited use of worker but both use for

supervisors. In case of workers, areas of importance in this method are that the

quality control.

4. Audio-visuals and Film Shows: In order to improve understanding very usual

and sometimes is escapable to Demonstrate operation of a machine or explain or

process. Audio-visual film shows can supplement the efforts lecturing and improve

its effectiveness.

5. Simulation Computer Modeling: A training activity in which actual working

environment is artificially created as near and realistic and possible is called

simulation training. Case study, analysis, experiment exercise game playing

computer model and vestibule training etc come under this category. When the

work environment is artificially created by using computer-programming method

well call it computer method

6. Vestibule Training: In this training, employees are trained of the equipment

they are employed, but the training is conducted away from the place of work. In

which all necessary equipment and machines required as actual machined ship are

duplicated

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7. Programme Instruction: Programmed instruction is a stu5rctured method of

instruction aided through texts, handouts, book and computer aided instruction. In

this case the instruction materials and information is broken down in meaning full

unit and arranged in a proper sequenced from logical method of learning packages,

the learning ability is tested and evaluated in real time basis

8. T. group Training: T stand for training or laboratory training. T group

training was originated on 1940s but only 1960s it has opened to the industries.

This Training has both supporters and opponents. Unlike any other programmers

discussed. T group training is concerned with really problem existing within the

other group itself.

9. Retraining: technology is advancing at rapid pace. Here obsolesce is a major

problem faced by the worker are the introduction of automation for such retraining

programme to update their knowledge, which will further make them productivity

useful of the organization and restore this confidence.

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Evaluation phase:

Majority of employees were in agreement with the statement and said that training

does helps in imparting a sense of belongingness for their organization as very few

employees think otherwise.

Evaluation is the systematic collection and assessment of information for the

deciding how best to utilize available training resources in order to achieve

organizational objectives.

One of the most common ways of evaluating management training is named

kirkpatricks model. This has 4 steps as described below:

Step1. Reaction : How well did the trainees like the programme?

Step2. Learning : What principles, facts & techniques were learned?

Step3. Behaviour : What changes in job Behaviour resulted?

Step4. Results : What were the tangible results?

For the evaluation exercises to be effective, it is very important that training

objectives are carefully though and framed.

Why Evaluation?

Training is done with specific objective. Hence, evaluation of training is a must. It

is necessary in order to determine:

If the development objectives were achieved.

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The effectiveness of the methods of instructions.

If the best and most economical training activities were conducted

Evaluation also helps to tell us about the quality of the training on the one hand

and the effect that it has created on the learners, on the other. Systematic

evaluation can point out the weaknesses in the programmes so that they could be

corrected in future programmes. It can also indicate the extent to which the

learners have learned what is taught in the class, the extent to which they have

transferred this learning to the work situation and the results yielded thereafter.

When to evaluate:

The evaluation process normally starts right from the stage when the

inauguration stage of training or when the trainees reach the campus: during

training: and after training, say, form three months to one year. Evaluation at the

inauguration stage will help to compare the laid down objective and contents of the

programme with the expectations of the participants. This process will thus help

the programme designers to change content of the programme to match the

participants expectations and objectives. This evaluation is known as the pre-

training evaluation.

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Intermediate is done when training is in progress. This can be done either on a

day-to-day basis or at the training. Day-to-day evaluation is convenient when the

programme duration is long, say exceeding 3 days.

Reaction: The first level involves reaction measures, or the participants

feelings about the program. Reaction information is usually gathered by

questionnaire during or immediately after the program. At least two aspects of

reaction should be assessed: Did the trainee enjoy the program, and do they think

the program will be useful to them.

Learning: The second level of evaluation has to do with learning. Learning

measures assess the degree to which trainees have mastered the concepts,

information, and skills that the training tried to impart. Learning is assessed during

and or at the end of the training program with paper and pencil tests, performance

tests and graded simulation exercises.

Behavior: On-the-job Behavior is the third level of evaluation. Behavior

measures ask whether employees are doing things differently on the job after

training, whether they are visibly using what they have been taught. In essence,

this is transfer of training.

Results: The final level of evaluation involves results measures. At this level,

the impact of the training program on the work group or organization as a whole is

assessed objectively. The appropriate objective measures to use depend on the

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content and objectives of the training. Samples measures of results include cost

savings, profit, productivity, quality, accidents, turnover, and employee attitude.

Training & Development

An integral part of , PNB BANKs employee-centered policies is its thrust on

their knowledge up gradation and development. , PNB BANK Academy,

previously known as Institute of Management Development (IMD), which has an

ISO 9001 certification, along with 7 other training institutes, play a key role in

keeping our workforce at pace with global standards.

PNB BANK Academy is the premier nodal agency responsible for developing the

human resource of , PNB BANK. It also focuses on marketing its HRD expertise

in the field of Exploration & Production of Hydrocarbons. , PNB BANKs Sports

Promotion Board, the Apex body, has a Comprehensive Sports Policy through

which top honors in sports at national and international levels have been achieved

Transforming the Organization

, PNB BANK has undertaken an organization transformation exercise in which HR

has taken a lead role as a change agent by evolving a communication strategy to

ensure involvement and participation among employees in various work centers.

Exclusive workshops and interactions/brainstorming sessions are organized to

facilitate involvement of employees in this project.

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Participative Culture

Policies and policy makers at , PNB BANK have always had the interests of the

large and multi-disciplined workforce at heart and have been aware of the nuances

and significance of cordial Industrial Relations. By enabling workers to participate

in management, they are provided with an Informative, Consultative, Associative

and Administrative forum for interactive participation and for

fostering an innovative culture.

In fact, , PNB BANK has been one of the few organizations where this method has

been implemented. It has had a positive impact on the overall operations since it

has led to enhanced efficiency and productivity and reduced wastages and costs.

A Model Corporate Citizen

Respect and dignity are the key values that underline the relationship , PNB

BANK has with its human assets. Conscious about its responsibility to society ,

PNB BANK has evolved guidelines for Socio-Economic Development

programmes in areas around its operations all over the country.

Education

Health Care and Family Welfare

Community Development

Promotion of Sports and Culture

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Calamity Relief

Development of Infrastructural Facilities

Development of the Socially & Economically Weaker Sections of Society

Benefit and Welfare

Sports

Around 150 sportspersons including 95 international level performers are on the

rolls of , PNB BANK representing your Company in 15 different games.

, PNB BANK hosted the , PNB BANK Nehru Cup International Invitational

Tournament during 2007-08.

Chess Queen Koneru Humpy was conferred with Padmashri and Badminton ace

Chetan Anand received the Arjuna Award.

Reigning World Billiards Champion Pankaj Advani retained his title after an 'all ,

PNB BANK Final' in which Dhruv Sitwala was the Runner-up

Arjuna Awardee Virender Sehwag became the first Indian and third cricketer to

score two triple Test centuries.

, PNB BANK won the Petroleum Minister's PSPB Trophy for Overall Best

Performance in 2007-08 for the fifth year in succession

Corporate Social Responsibility

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, PNB BANK is spearheading the United Nations Global Compact - World's

biggest corporate citizenship initiative to bring Industry, UN bodies, NGOs, Civil

societies and corporate on the same platform.

During the year, your Company has undertaken various CSR projects at its work

centers and corporate level.

Women Empowerment

Women employees constitute about 5% of , PNB BANK's workforce. Various

programmes for empowerment and development, including programme on gender

sensitization are organized regularly

Training and Development in , PNB BANK

The objectives of training and development are as follows:

- To develop entrepreneurship and expertise par excellence through training

and retraining

- To prepare executives to meet the strategic business goals in the fast

changing environment.

- To create a learning environment in order to achieve a competitive edge

through leveraging human resource

- To develop training tools and techniques to facilitate effective learning.

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- To organize interactive workshops in upstream industry area.

- To strive for continuous improvement in all aspects of E&P activities

through training in the emerging technologies.

- To inculcate quality consciousness

- To promote IT as an instrument of organizational transformation

- To cultivate creative and innovative thinking

- Reducing gap between current and expected level of performance through

systematic enrichment of knowledge, skills and attitudes.

- Developing multi-craft skills.

- Preparing executives for career advancement

- To impart training to all employees to motivate then towards actualization of

potential.

Induction Training

The fresh incumbents of the organization are exposed to wide gamut of technology

of petroleum industry synergic approach covering multi disciplinary theoretical

and practical aspects with emphasis upon on the job training.

Thus, a newly recruited executive undergoes an intensive classroom training

interspersed with field exposure to effectively specialize him in the organization.

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The specialized modules of training on the advanced hydrocarbon exploration and

exploitation technology are inculcated in the newly recruited officer before he is

put on the job training for hands-on-experience.

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PNB BANK Training

Management training

One of the most important aspects of executive development is Man-

Management, suitable programs are being organized with special emphasis on

appreciation of roles played by various disciplines in the company. Environment

and public enterprises, principles of management, corporate planning, project

management, management of change, Management of Technology, Man-

Management, Team building and conflict Resolution, Management of R& D ,

Personal Effectiveness including Oral and Written communication, Presentation

skills, listening skills, Management Stress etc. are wider areas covered through

various training modules.

For the personnel already engaged in different disciplines, a career linked training

plan is drawn to impart advance training in management.

The executives of E-4 and above levels are exposed to General Management

Training at reputed Institutions in India including ASCI & IIMs to achieve the

perfection in development. Thus the training system in , PNB BANK ensures

overall development of the officers.

Besides this, specialized programs are also developed for the executives of E-7 and

above levels based on the requirement.

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SPONSORING EXECUTIVES/EMPLOYEES FOR HIGHER STUDIES

WITHIN INDIA/ABROAD

To encourage employee for higher studies within the sphere of their respective

duties within India/abroad, in subjects relevant to the activities of the existing

conditions for grant of study Levels/HPL/EOL laid down in the , PNB BANK

(leave) Rules, the following GUDILINES are followed in the case of sponsoring of

employees for the higher studies within India/abroad:-

i. The executives/employees, who have complete 3 years of service on the

date of submission of application, are consider for sponsoring for a

particular study in India/abroad, subject to the following condition:-

(a) The executive/employee holds the first class Q1. qualification in the

subject concerned.

(b) The team of fellowship/scholarship study does not exceed 12 months.

(c) The decision of the management to who should be sponsored for such

studies would be final and will be taken in consultation with

functional Director, director (HR) and chairman and Managing

Director.

(d) During this period, the executive/employee would be treated as on

duty and would draw full pay and allowances in India, in addition to

the stipend of fellowship/scholarship etc., if any.

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(e) The executive/employee would also be entitled to both ways air fare,

if the same is not payable to him, in accordance with the awarded of

fellowship/scholarship.

(f) Sponsoring can also be done in those cases where admission rules

insist that such sponsorship is necessary by the employee. However,

sponsoring does not automatically mean that he would be entitled for

the benefits as mentioned above, unless he satisfied the above

conditions.

ii. The above guidelines are in relaxation of the conditions laid down in ,

PNB BANK (Leave) Rules. Therefore it has been decided that the

concerned executive/employee, before proceeding on leave for pursuing

higher studies, will be required to submit a bond as under, till the

amendment, as above, are made in , PNB BANK (Leave) Rules:-

(a) In cases where the employee is granted leave including EOL and

study leave for pursuing higher studies, in accordance with the

existing provisions of the , PNB BANK (Leave) Rules, the bond

money will be as per the exiting amount mentioned in the rules ibid.

(b) In cases where leave for pursuing higher studies including HPL, EOL

and study Leave in sanctioned, in relaxation of any specified

conditions of the existing provisions of the Leave Rules, i.e., either

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possessing less length of service than prescribed on the duration of

leave is longer than prescribed or any other reason, the executive

concerned will be asked to give the bond for pay, DA, Adhoc

relief/interim relief that he would draw for a period of three years on

return from leave.

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SPONSORING OF SC & ST EMPLOYEES

While deputing officers for training or attending seminars, conferences etc.,

preference should be given to scheduled Castes/Scheduled Tribes officers as per

existing rule and regulations of Govt. of India.

LONG TERM TRAINING COURSES WITHIN INDIA

In certain disciplines, officers are deputed for long term training courses in India,

including courses leading to award of degree/diplomas.

TERMS AND CONDITIONS

The terms and conditions in respect of deputation of companys employees on

training courses within the country, exceeding 3 months in duration, will be:-

1. Tuition fee: Expenditure towards tuition fees and course material, if any,

will be born by the company and shall be paid directly to the institute

concerned either in installments or as a lumpsum.

2. Pay and Allowances:- The officer will be treated as on duty for the period

of the course and will be paid his/her normal pay plus dearness allowance

and housing facility only. No other allowances will be payable.

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3. TA/DA:- The place of training shall be headquarters of the all purposes

during the entire period of training but this will not be treated as a case of

transfer and transfer TA shall not be payable for self and family.

TA as on tour, excluding Daily Allowance, will be allowed from the place of

his/her duty to the Institute and back.

A lumpsum of Rs.500/- per month is paid for meeting expenditure towards

boarding, lodging and other incidental expenses during the period of course

of study at the Institute and payment of the same will be made directly to the

officer by the respective Region/Institute/Project/Office.

Where the course fee includes expenses on boarding and lodging, the

aforesaid lumpsum of Rs.500/- p.m. will not be admissible.

In case of officer is allowed any stipend by the Institute concerned, the

amount of lumpsum paid shall be so regulated that the sum of stipend paid

and lumpsum does not exceed Rs.500/-

If the amount of stipend exceed Rs.500/-, the officer would be allowed to

obtain the whole amount of the stipend, but in that case he/she will not be

entitled to the lumpsum amount of Rs.500/- per month.

Before releasing the lumpsum, every month, it will have to be ascertained

whether the employee received any stipend from the Institute concerned and

a certificate to this effect that he/she is not receipt of any stipend, duly

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countersigned by the authority concerned of the Institute, will have to

furnish by the employee concerned.

4.Reimbursement of conveyance Expenditure: During the period of conveyance

expenditure restricted to 30% of his/her normal entitlement, subject to fulfillment

of other conditions.

5. House Rent Allowance: The officer shall be allowed to retain the residential

accommodation at the last place of his/her posting on payment of usual rent if so

desires. Alternatively, he/she, however, may be allowed to keep his/her

establishment/family at any place of his/her choice during the training period and

may draw HRD limited to the amount admissible for the last place of his/her

posting subject to fulfillment of other prescribed conditions.

6. Medical Facilities: The officer will be entitled to medical facilities for self and

family, as per companys Rule during the period of training.

7. Bond: Before the officer actually leaves for training programme, he/she is

required to execute a surety-cum-personal Bond, on non-judicial stamp paper to

serve the company for a period of five years on completion of his/her course.

Value of the bond will be twice the amount of expenditure estimated to be

incurred/expended on this by company.

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8. Expenditure of Text Books: A maximum sum of Rs.1000/- to meet the

expenditure of text books and expenditure incurred up to Rs.2000/- for the

dissertation work will be reimbursed to the officer subject to the production of

receipts/vouchers by him/her for the entire training. The text books etc. purchased

should be those prescribed by the Institute and the receipts/vouchers shall be got

verified and certified by the Institute concerned.

A. TREATMENT OF PERIOD OF TRAINING

The period of training shall be treated as on duty for earning leave, increment etc.

B. GUIDELINES FOR SPONSORSHIP

The general guidelines for sponsoring the employees for training course,

exceeding 3 months in companys interest are as follows:-

(i) The employee must have put a minimum 3 years service in the

company and must not be more than 50 years of age on completion of

the course.

(ii) The course for which the employee is sponsored, is related to his/her

discipline/profession/function/basic degree or diploma already held by

him/her, and the same will be beneficial to him/her in the discharge of

official duties.

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C. INCENTIVE etc.

For acquiring the degree/diploma, as referred above, for the assistance of the

company, the employee will not be eligible for any additional

increments/incentive for attaining higher professional qualification.

D. PAYMENT OF ALLOWANCES DURING TRAINING

The executives/employees who are sponsored for any course/programme

exceeding three months within India would also be entitled to the following

allowance.

(i) Hill Allowance: This would be admissible only if the families of the

employee stay in Dehradun.

(ii) City Compensatory Allowance: He would be admissible only if his

family stays at a place where the employee is entitled for such

allowance and that he is not in receipt of Drilling Allowance.

(iii) Drilling Allowance: He would be entitled, for payment of Drilling

Allowance, provided he is not in receipt of City Compensatory

Allowance.

(iv) Remote Locality Allowance: In those cases, where the family continues

to remain at the station, where the employee was posted before

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proceeding for training and Remote Locality Allowance is admissible

for that station.

(v) House Rent Allowance: As applicable to the locality where the family

of the individual resides during the period of training of the employee.

(vi) In no case, Hard Duty Allowance, Operational Allowance and other

similar allowances, which are required to be paid for performance of

the specific duties would be payable during the period of training.

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OBJECTIVE OF THE STUDY

These are the objective I had taken for my study:-

1. To find out personal as well as organizational growth and development.

2. To find out contribution of organization as well as senior to make training

programs successful.

3. To find out Training Needs Analysis.

4. To know learning outcomes of training program.

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RESEARCH METHODOLOGY

Research can be defined as a scientific and systematic search for pertinent

information in any branch of knowledge. It is the pursuit of truth with the help of

study, observation, comparison and experiment. Research is , thus, an original

contribution to the existing stock of knowledge making for its advancement.

OBJECTIVES OF RESEARCH:

Research inculcates scientific and inductive thinking and it promotes the

development of logical habits of thinking and organization. The purpose of

research is to discover answer to question through the application of scientific

procedures. The main aim of research is to find out the hidden truth, which has not

been discovered yet. Though each research study has its own specific purpose, we

may think of research objectives as falling not a number of following broad

groupings:

To gain familiarity with a phenomenon or to achieve new insights into it

(Exploratory or formularize research studies)

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To portray accurately the characteristics of a particular individual, situation or a

group (Descriptive research studies)

To determine the frequency with which something occurs or with which it is

associated with something else. (Diagnostic Research Studies)

To test a hypotheses of a casual relationship between variables (hypothesis testing

research studies)

This research is an amalgamation of both formularize as well as descriptive

research, as it reflects on the present satisfaction level of the employees at , PNB

BANK regarding the various training and development programmes being

conducted here. In the process, it also aims to collect more detailed information on

the subject of training and development itself.

RESEARCH APPROACHES

There are two basic approached to research, quantitative approach and the

qualitative approach. The former involves the generation of data in quantitative

form, which can be subjected to rigorous quantitative analysis in a formal and rigid

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manner. This approach is further sub-divided into inferential approach is to form a

database form which to infer characteristics or relationship of a population. This

usually means survey research where a sample of population is studied to

determine its characteristics and it is then inferred that the population has the same

characteristics.

Qualitative approach to research is concerned with subjective assessment of

attitudes, opinions and behavior. Research in such a situation is a function of

researchers insight and impressions. Such an approach to research generates

results either in non-quantitative form or in the form, which are no subjected to

rigorous quantitative analysis.

This research follows both the inferential quantitative and qualitative approach.

The questionnaires circulated to collect the relevant information have been

analyzed ion the basis of rating is based on 5 scales and then, aggregate of the

rating of all the questions of a group has been taken to find out the percentage of

each response to that group.

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RESEARCH PROCESS FOLLOWED:

Research process consists of a series of actions or steps necessary to effectively

carryout research and the desired sequencing of these steps. The various steps

involved in a research process are not mutually exclusive, not are they separate or

distinct. However, the following order concerning various steps provides a useful

procedural guideline regarding the research process and has been used to carry out

this research:

FORMULATING THE RESEARCH PROBLEM

At the very beginning the researcher, singles out the problem, he / she wants to

study in specific terms. Here, for this purpose and extensive study of available

literature was done.

The training and development policies were studies from the personal manual as

well as some information brochures made available by the training department at ,

PNB BANK.

No literature was available of any study conducted earlier on a similar topic. The

subject matter related to the topic. Training and Development was also examined

from the available literature i.e. books, manuals etc. by this review the extent of

available of the data of other materials was known and this led to a specification of

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the problem in a more meaningful context. After specifying the problem, a

synopsis was submitted to the company for approval.

PREPAIRING THE RESEARCH DESIGN:

The function of research design is to provide for the collecting of the relevant

information and data with minimal expenditure of effort, time and money. But the

way of achieving all this depends mainly on the purpose of the research. Here, the

purpose of the study is both exploration and description

THE MEANS OF OBTAINING INFORMATION:

In this research case, a structure red questionnaire was used with close-ended

questions with the exception of three questions that required descriptive answers.

The time available for research 1month and for the completion of this research, the

time limit was 2month.Explanation of the way in which selected means of

obtaining information will be organized and the reasoning for the selection.

Data collection methods

Primary data: Data observed or collected directly from first-hand experience.

And I was go through as interviews and questionnaire.

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There are many methods of collecting primary data and the main methods include:

Questionnaire

Interviews

Focus group interviews

Observation

Case studies

Diaries

portfolios

Secondary data: Publish data and the data collected in the past or other parties is

called secondary data.

Magazine

HR Manual

Internet

Newspaper

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LIMITATIONS

Best possible efforts have been made to make this study as comprehensive and

representative as possible. Actually, this project is not done in headquarter of ,

PNB BANK which is in Dehradun from where all training programs developed

and conducted so I could not take feedback from the top management who are

involves in making training programs in , PNB BANK. Since attitudes are

influenced by social background as well, the results may not be reflective of the

opinion of the entire organization.

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DATA ANALYSIS

Your organization considers training as a part of organizational

strategy for growth.

S.

No.

Response Category No. of

respondents

Percentage

(%)

(a) Strongly Agree (5) 28 28

(b) Agree (4) 54 54

Neither agree nor disagree (3) 11 11

(d) Disagree (2) 6 6

(e) Strongly disagree (1) 2 2

Total 100 100

Graph No.1

28%

53%

11%2%6%

Strongly Agree (5)

Agree (4)

Neither agree nor

disagree (3)

Disagree (2)

Strongly disagree

(1)

Analysis:

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From the above graph it is clear that majority of the respondents agree that

training is an important factor for growth of organization is most important factor

and it plays a major role in growth of both employees as well as organization.

Your organization conducts training and development programs as a

regular activity for the growth of employees as well as organization.

S.

No.


response

Percentage

(%)


(b) Agree (4) 54 54

Neither agree nor disagree (3) 11 11

(d) Disagree (2) 7 7


Total 100 100

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2

28%

54%

11% 7% 0%

Strongly Agree (5)

Agree (4)

Neither agree nor

disagree (3)

Disagree (2)

Strongly disagree

(1)

Analysis:

Form the above graph it may be concluded that Training and Development

program is conducted as regular activity at , PNB BANK. They believe that regular

training program keeps the employees updated and upgraded about the knowledge

of various hurdles arising during the job process.

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Training helps you to acquire technical knowledge and skill for

effectively performing your job.

S.

No.


response

Percentage

(%)


(b) Agree (4) 62 62

(c) Neither agree nor disagree (3) 3 3(d) Disagree (2) 2 2


Total 100 100

3

32%

62%

3%2%

1%

Strongly Agree (5)

Agree (4)

Neither agree nor

disagree (3)

Disagree (2)

Strongly disagree

(1)

Analysis:

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From the above graph it is clear that majority of respondents accept that

training helps in improving their skill and knowledge to execute their job

efficiently. Higher level employees gave maximum response and they feel that

training has updated them with new skills and knowledge.

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Vision and mission of , PNB BANK is clearly specified by your mentor when

nominating for a training program.

S.

No.

training & development pnb

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