HUMAN RESOURCES DEVELOPMENT ICICI The achievement of an organization is the result of the combined efforts of each and every

employee. All individuals want to do a good job, and if they are provided with the proper environment, they will do so. People rarely succeed at anything unless they enjoy doing it. The Bank has always viewed Human Resource (HR) Development as a critical activity, as it plays a very important role in culture building and gives an impetus to the effort put in achieving business goals more efficiently. A seminar was conducted in January 1999 which enabled the Bank to establish clearly the link between businesses strategy and human resource strategy. Accordingly, different kinds of mindsets were worked out to ascertain the requirements in the staff in the three main lines of business corporate banking, retail banking and treasury operations. In the foreign banks and private sector banks, however, there has been growing recruitment amongst the officers' cadre with a decline in the recruitment of clerical and subordinate staff. Private Banks started the decade with 24.5% of staff as officers, 54.8% as clerical, and 20.7% as subordinate staff. By the end of the decade 36.2% of the staff were officers, 45.9% were clerical, and 17.9% were subordinate staff. A new organizational structure effective April 1, 1999 was implemented successfully with the change agent role played by the HR Department. Three different job profiles viz., customer service and cross selling of products, back office operations and marketing and sales emerged after the new organizational structure was put in place. The recruitment process has been fine tuned through specially devised processes that identify an individuals degree of customer orientation the principal trait needed in the banking business. New recruits have been provided training in skill up gradation and team building and development of an appropriate mindset for better conduct of banking business. Training programs of shorter duration were designed for the existing staff, with specific focus on product information, customer service, cross selling of products and operational excellence. The promotion process has been designed on the principles of openness and transparency. Career progression is based on performance of employees being above an acceptable level with emphasize on those with high business drive and potential. These exercises are carried out by the Career Development Centre, which offers a comprehensive competency building program. This process has been followed for the last 5 years and has been perceived as being fair and credible by the employees.

A high level of performance is rewarded by a system of performance bonus. The ratio of variable bonus to fixed salary is fairly high to attract and retain the best talent in the Bank. In the private and foreign banks there are larger pay differentials, fewer rewards for tenure, and individual incentives are high. Further, to ensure that the Bank does not lose high performers and to increase the motivation levels and instill a feeling of ownership, the Bank has introduced an Employee Stock Option Scheme (the Scheme). The first grant of stock options under the Scheme was made during the year. The total number of staff of the Bank increased from 891 as on March 31, 1999 to 1,344 as on March 31, 2000. On an average, an employee received 37 hours of training during the year. The Bank conducted 34 internal and 67 external training programs involving 658 and 198 employees respectively. Further, 22 employees were a part of overseas training programs.

HUMAN RESOURCES DEVELOPMENT SBI State Bank of India is the nation's largest and oldest bank. Tracing its roots back some 200 years to the British East India Company (and initially established as the Bank of Calcutta in 1806), the bank operates more than 15,000 branches within India, where it also owns majority stakes in six associate banks. State Bank of India (SBI) has more than 80 offices in nearly 35 other countries, including multiple locations in the US, Canada, and Nigeria. The bank has other units devoted to capital markets, fund management, factoring and commercial services, credit cards, and brokerage services. The Reserve Bank of India owns about 60% of State Bank of India Human Resources Development Department HRDD Vision The Vision of the Human Resources Development Department (HRDD) is essentially to facilitate the Bank to carry out central banking activities, i.e. (i) To create an enabling environment to enhance the efficiency of the organization (ii) To draw out from our staff the very best by a system of proper placements, incentives, & (iii) To create an atmosphere of trust, a certain security of expectations and a feeling that the organization cares about the well being and personal aspirations of the staff. This would help align personal aspirations with professional goals and help enhance efficiency HRDD Mission The Mission of HRDD is to create a facilitating environment to enhance the efficiency of the Bank; to empower the staff so as to draw out the latent potential; and to catalyze conditions for a more wholesome quality of life on the work as well as personal front. Functions of HRDD a) To evolve HR policies on

y Recruitment: For the decade as a whole, for the SBI group, 25.4% of the staff were officers, 51.0% were clerks, and 23.6% were subordinate staff. The composition of staff was the same for the nationalized banks with 27.9% of staff being officers, 50.7% being clerks, and 21.4% being subordinate staff. y Performance and Potential Appraisal : The promotion to a higher management level is best thought of through the lens of a tournament model (Lazear and Rosen, 1981) where the prize in terms of compensation for a position in the hierarchy is fixed in advance and is independent of absolute performance. In effect, an employee is promoted to the next higher level/grade not because he is good, but because he is better than everybody else at the current level/grade.
y y y y y

Placement : Promotion and Career Progression : Out of Turn Promotion/ Increment to Sports Person Industrial Relations Deputation / Secondment

y Retirement and Voluntary Vacation

y y y y y y y y y

Motivation Training Establishments Mobility (Transfer/Rotation) Remuneration and Reward Mechanism Staff Welfare Communication Organisational Development Training and Skills Upgradation (Policy and Implementation, both) Medical

b) Other than policy aspects

y y

Interface with other institutions, government, central banks, etc. on HRD issues To maintain up to date database on human resources in the Bank and undertake analytical studies and ongoing research on different manpower related issues

y y y y y y y

To make ongoing review of the appraisal system in order to make it an effective tool for HRD policy management To install and implement an effective counseling system To design career and succession plans To review and revitalize the training functions Summer Placement Formulate and administer the Staff Suggestion Scheme Publication of House Journal, Without Reserve

Comparative Analysis
ICICI is private global bank its HR practices are totally different SBI no.1 public sector bank of India. Package given by ICICI is more enough than salaries provided by SBI. Incentives and benefit policies of ICICI and SBI is totally different. Selection process of ICICI is very lengthy and cost consuming. Selection process of SBI is two levels 1). PO level and, 2). Administrative Officers. The training and development policies of ICICI is much better than SBI. There is not much emphasis on training and development at SBI.

RECOMMENDATIONS
Recommendations for ICICI: -

1. Simplify its recruitment and selection process. 2. Reduce salaries of employee and increase the incentives and benefits part in
their compensation. Recommendations for SBI: 1. Competition in banking sector increases due to private banks. Private sector banks giving higher salaries to attract the talent. Thus it is necessary for SBI to increase its salaries. 2. Give more emphasis on training and development of employees. 3. Increase motivation by giving extra benefits.

REFFERENCES

http://www.scribd.com/doc/27812177/Hr-Recruitment-Practices-of-State-Bank-Of http://www.icmrindia.org/casestudies/catalogue/Human%20Resource%20and%20Organization%20Beh avior/HROB007.htm http://www.citehr.com/research.php?q=HR-practices-at-state-bank-of-india http://www.hindu.com/edu/2007/02/05/stories/2007020500410400.htm http://www.citehr.com/87855-icici-human-resource-practices.html http://www.citehr.com/research.php?q=hr-practices-of-icici-bank http://www.icicibank.com/aboutus/pdf/a_r2k2(45-68).pdf http://www.m2iconsulting.com/Documents/HR%20Issues.pdf http://www.managementparadise.com/forums/human-resources-management/9415-icici-hr-projecthelp.html