Professional Documents
Culture Documents
Vishal Kanojiya
Vishal Kanojiya
ON
“A STUDY OF TRAINING AND
DEVELOPMENT OF HDFC BANK”
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COLLEGE CERTIFICATE
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DECLARATION
I, Rahul Kumar, Roll No. 181090420065 hereby declare that the project entitled
"“A STUDY OF TRAINING AND DEVELOPMENT OF HDFC BANK”''.
Written and submitted by me to Sardar Bhagat Singh College Of Technology &
Management, Lucknow
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ACKNOWLEDGEMENT
It is very difficult to express ones feeling in words but the formality reminds
that one should act to extend possible. I find no suitable words to express my
profound indebt nests and heart felt sense gratitude to my guide Mr. Amit
Vishwakarma for his prestigious guidance, support and supervision during that
period. It was his cheerful and sincere cooperation autonomy, regular
encouragement morale boosting and infinite assisting of every kind which made
my dissertation a fruitful, pleasant and lifetime experience.
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Table of Content
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INTRODUCTION
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INTRODUCTION
HUMAN RESOURCE MANAGEMENT
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So, these various factors made every organisation to adopt the
Human resource management concept for the betterment and easiness to
achieve the various organisational goals and objectives.
HRM plays a vital role in an organisation in the various field
Personnel aspect-
This is concerned with manpower planning, recruitment,
selection, placement, transfer, promotion, training &
development, Remuneration, incentives, productivity.
Welfare aspect
It deals with working condition and amenities such as canteen
facilities, restrooms, housing, transport, medical, recreation
health & safety etc.
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IMPORTANCE OF HRM
Human Resource along with financial resource and material resource
contribute to the production of goods and services in an organisation
physical and monetary resources, by themselves, cannot improve
efficiency or contribution to an increased rate of return on investment. It
is through combined and concerted efforts of people that monetary or
material resources are harnessed to acheive organisational goals and
this can be possible by sharpened from time to time to optimise the
effectiveness of human resource and to enable to meet greater
challenges.
So, Human Resource Management plays a crucial role which helps an
organisation and individual in Multifarious ways:
At the organisational level.
Good human resource practices can help in
affecting and detaining the best people in the organisation.
Planning alerts the company to the types of people it will need in
the short, medium and long run.
At the individual level :
HRM promotes team work and team spirit among
employees.
It offers excellent growth opportunity to the
people who have the potential to rise.
It allows people to work with diligence and
commitment.
At society level :
employment opportunities multiply.
scarce talent are put to best use companies that
pay and treat people well always race ahead of others and deliver
excellent results.
So, in this way HRM plays important role in organisation at various
level.
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EVOLUTION OF THE CONCEPT HRM
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HUMAN RESOURCE MANAGEMENT IN PAST
As, it is find that in the later year the human resource were merely treated
only as a commodity or factor of production they were compared with
machines, equipments, tools, land which are helpful in production.
Workers emotions, their feelings, talent, knowledge were not explored the
only thing was consider how can they produce more n more.
The basic human resource activities that take place in various organisation
include only:
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CURRENT HR SCENARIO
So, in short changes from part HRM converts into HRD whose main aim is
to overall development of human resources in order to contribute to the well
being of the employees, organisation and society by developing & trapping
the hidden qualities in people.
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HRM SCENARIO TO HRD
emphasis on -Educator
human values
aspirations,
dignity n
usefulness
1990s onward Incremental Productive & -Developer
productivity
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gains through growth oriented -counselor
human assets.
-coach
-mentor
-problem solver
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In a growing number of organizations human resources are now viewed as
a source of competitive advantage. Increasingly it is being recognized that
competitive advantage can be obtained with a high quality workforce that
enables organizations to compete on the lines of market responsiveness,
product and service quality, differentiated products and technological
innovation.
Job Analysis
Human Resource Planning
Recruitment/selection
Training
Development executive
Career Development
Human Resource Development
Job Evaluation
Performance & potential Appraisal
Team work
Employee welfare & Health & safety
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Compensation
Recruitment/ selection
Again recruitment and selection are also old method that are included in
Human Resource activities by which people of various skills talent and
experience are invited for the various job available in the organisation and
the right person is selected and placed for the right job.
The only change that is found in recruitment & selection is the new and
innovative ways of hiring and selecting people for the various job from the
past era now a days organisation adopts various ways or method of
recruitment form various sources like internal within the organisation by
various methods like promotions & transfer of employees form job to higher
job or from one place to another.
Job posting again from within the organisation by publicising job on bulletin
boards, electronic media etc. and by employees re------ the organisation
can recruit and select the employees.
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talent and lastly by giving advertisement in newspaper, Television and by
the private employment search firms.
Similarlily the selection process is also changed from past in now a days
various tests, like aptitude, Technical, personality, Intelligence like tests
are organised then after that the selected candidates have to appear for
interviews which are also conducted in several phases that are not done in
past while recruiting the candidate.
Training
In the previous years the training were given to the employees when they
join organisation so that they can understand about the work which are to
be performed by them.
But now a days need of training have emerged out differently not only new
recruiter require training for performing their task but also for the existing
employees so that can also be upgrade their knowledge and skill but also
can prepare themselves for higher job performance.
Similarly the methods are also changed now a days different training
methods adopted according to the nature of job like Job rotation, virtual
training, Apprentice training, vestibule training, Role playing etc. which
helps the employees to learn and upgrade themselves side by side doing
their job at regular interval of time.
For that most of organisation has their own training centers which are full
with new technologies and techniques which helps employees in training.
This is the new concept and a forward looking function and is adopted by
most of the organisation. It tries to assess Manpower requirements in
advance keeping all the things like production schedule market fluctuation,
demand forecast etc. in the background. The focus of the plan is always
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on getting right number of qualified people into the organisation at the right
time so that reservoir of talent should be available at any time to carry out
task without any delay according to the planning people are prepared for
the future which helps in cutting the zcost by preparing appropriate
manpower budget and accordingly control the costs by avoiding shortage
or excesses in manpower supply and made organisation competent well in
advance by planning Human resource.
This is also a new concept which organisation are giving stress so, as to
retain attract talented and good skill employees towards them in this the
emphasis is given on growth & development of the individual so that their
abilities to manage various situation that arise their creativity also develops
so that an employee can also became an mentor, problem solver, risk
taker.
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So, in short today their various activities and techniques are used by
organisation as a Human Resource Management techniques like HRIS-
Human Resource Information System & SAP (System Application
Programme) where employees data is maintained including personal
details as well as job and performance detail which made the task easier as
it can access easily as an when it requires while taking decision in any
relevant matter. where they develop individual, culture, work environment
and provide welfare and other benefits which lead employees to work with
team spirit and accomplished the desire goals and helps in establishing a
magical relationship between employees and organisation.
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10 HR TRENDS WHICH ARE CHANGING
1. The Changing Role of the HR Professional
We need to put the “human” back into human resources. Employees are
humans, not commodities, and HR departments have to start seeing them
differently. With the current push towards strategies that engage
employees, attract top talent, and contribute to the bottom line, this change
is imperative.
We need to stop whining about being at the table. These days, almost
every book or article you read about the role of HR talks about HR needing
to be ‘at the table’ or to be more strategic.
For most HR leaders, the question is not ‘how do you get to the table’. It is
‘now that you are at the table, how do you best contribute to the success of
our organization?’ ‘How can you be taken seriously at the table?’
Clearly the first step is to make sure that the organization’s HR practices
are effective. The practices should create competitive advantage by
building strong organizations, strong leaders and managers, and strong
teams and employees. But few HR departments do this in a measurable
way. CEOs are demanding that HR stop giving lip service to strategic
performance and find the metrics that prove they are contributing to the
growth and performance of the company through effective people
management.
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3 executive table and understand as much about the business as the other
leaders.
Organizations consist of people. People are real. You can see them, touch
them, hear them. And people have capabilities. And those people with their
capabilities will determine whether the organization thrives or dies. If HR is
to be perceived as an enabler of business strategies, they need to be seen
to be making measurable contributions to the bottom line through expense
reduction, or revenue generation, talent management and risk mitigation.
HR people need to be a lot more creative in the way they do things. The
“one size fits all” approach doesn’t work anymore. HR departments of today
need to be the talent departments of tomorrow.
The most important corporate resource over the next 20 years will be
talent: smart, sophisticated business-people who are technologically literate
globally astute, and operationally agile. Talent really does matter – for
example “top software developers are more productive than an average
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software developer not by 10x, 100x, or even 1000x … but 10,000x”
(Nathan Myhrvold, former Chief Scientist, Microsoft)
According to The Conference Board of Canada, “the war for talent is fierce,
and is likely to become more so with the massive number of employees
retiring in the next five years. Top organizations are moving beyond the
vanilla “employer of choice” concept to a more rigorous strategy of
attracting and retaining the right employees through branding.”
By 2006, for every two workers leaving the workforce, only one will enter.
2.6 new jobs are expected to be created for every person entering the
workforce.
The key to attracting and retaining scarce skills is to be, and be seen to be,
a first-tier employer that can meet the needs of high potential/high
performance employees.
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In all likelihood it’s not the people who are the most politically astute or the
most popular.
Traditional marketing practices are going to have to be applied to
recruitment. Employer branding and unique selling points with a strong
differentiator are imperative. Look at strategies such as changing your
employer brand from the groan-inducing “we’re a big successful company”
to a company delivering on the promise of continuous learning, work-life
balance, personally-fulfilling roles and innovative reward and recognition
programs.
5 Some recruitment effectiveness strategies include:
Employment branding
Ongoing recruiting, not stop-start
Nurturing relationships with strong candidates, even though no jobs for
them are currently available
Referrals – this is particularly effective with Generation “Y”ers. They do
everything through leveraging their networks. They are always connected –
using mobile phones, text messaging, instant messaging, blogging or
email.
Realistic job previews
Managers trained in interviewing (so that they will create a favourable
impression of company)
Selection criteria – Can they do the job? (Competencies) Will they do the
job? (Motivation) Can we offer them what they are looking for?
(Cultural Fit)
Rapid response and follow up – Hard to hire skills are in high demand
Debrief candidates as quality control monitoring for recruitment process
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Most candidates will not get jobs – but they might be current or future
customers, hence the importance of handling the rejection process
effectively.
3. Outsourcing of HR Functions: The Virtual HR Organization
If you are an HR professional I doubt that you got hired for your ability to
process employee information changes, sort resumes or process the
payroll every other week.
CEOs’ expectations of their senior HR people have changed significantly.
The HR executive is expected to deliver value in areas like organizational
effectiveness, talent management, change management, leadership
development, succession planning, merger integration, strategic
compensation. If you read job postings for senior HR positions, these items
are listed time and time again as the key expectations for HR leaders.
The primary benefit of HR outsourcing is that it will allow you to keep your
job because it will enable you to tackle these more strategic issues!
HR professionals need to embrace outsourcing. They can’t be afraid of it.
Outsourcing of HR transactions is a proven way to reduce costs and get
access to a higher level of service.
There are five good reasons why companies outsource their HR services:
1. Cost reduction – economies of scale, automation and process
improvement, especially for transactional work
2. Focus – allows HR to allocate time to strategic, not transactional,
Concerns
3. Regulatory compliance – minimize or transfer legal risk to the
outsourcer and obtain specialized regulatory expertise.
4. Access to best technologies – mutual benefits to ensure technology is
continually upgraded
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5. No available internal resources – provides an HR capability for a
company that does not have one, cannot staff it, or cannot afford a full-time
resource, but has reached a size and complexity where expertise is
required
However, all that being said, the administrative, transactional aspects of
HR are key. What you need to do is identify them now – whether it’s your
payroll, your Employee Assistance Programs, your recruitment or your
HRIS systems. Then you need to go out into the marketplace and find
outsourcing partners who can help take them off your hands. It’s the only
way you are going to become more strategic.
4. The Healthy Workplace: Wellness, Work-Life Balance
There is no competitive advantage in exhausted, sick and stressed-out
workers.
There is growing recognition that there is a definite link between the work
environment and the health and well-being of its employees. Further,
employers are now recognizing the connection between employee health
and the bottom line.
Consider…
Specific types of work stress/strain are related to 2x the incidence of
mental illness and substance abuse, 5x the rate of certain cancers, 2x the
rate of infection/injuries and 3x the incidence of heart and back
problems – (Shain, 2000)
Over half of the companies working for large employers feel stressed,
one in three feels burned out or depressed, many are thinking of quitting
their jobs, and absenteeism is costing employers billions each year. Let me
talk about a few of the findings of a major government-sponsored study of
work-life conflict in Canada as well as published information from other
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credible research sources that point to the importance of a healthy
workplace:
Some companies are experiencing the impact of compromised
mental health in an unprecedented manner: 1 in 5 employees will
experience a mental illness in their lifetime. Harvard School of Public
Health predicts that by 2020 depression will rank second to heart
disease as the leading cause of disability worldwide, and the cost of
mental illness in lost productivity in Canada alone is estimated to be
over 30 billion dollars annually. (Global Business and Economic
Roundtable).
Canadians report working at a high speed "all the time," in greater
numbers than workers in 17 other countries, according to a new report
released by the Canadian Policy Research Networks. Working
continually at a high rate is twice as likely to result in health problems,
including stress. In turn, this leads to more absenteeism and disability
claims – both very costly to organizations.
So, where does this leave Canadian workers?
Long working hours and heavy job demands were the main sources of
work stress identified in a Statistics Canada survey. Poor interpersonal
relationships and the risk of accident or injury were also cited as sources of
stress on the job.
The term ‘presenteeism’ has become part of the corporate lexicon,
describing employees who are able to come into work but are inhibited
from optimal levels of productivity by ongoing health issues and lack of
desire to engage. This has emerged as a new and growing concern.
Rising mental health claims, primarily related to stress, depression and
anxiety disorders, were the top health and productivity-related
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concern for organizations in 2005.
When we look in the mirror, we see ourselves as entire human beings not
just people with jobs and careers, but people with families, friends, beliefs,
interests, passions, responsibilities, worries and futures. We need to look at
our people through the same mirror – not just as employees or colleagues
but as total human beings. If companies ignore the full humanity of their
people, or if people find it necessary to suppress their human-ness in the
workplace, the tensions created eat away at the vitality of the organization.
5. The Diverse Workforce
What does diversity mean? Canada has a reputation for embracing people
of varied ethnicity, religion, culture, language and beliefs. But our
multicultural mix does not make us immune to the challenges of managing
a diverse workforce.
The reality is that today’s workforce and the workforce of the future will be
made up of a diverse, complex collection of employees, all with different
needs and experiences. And this is good, because an organization with a
broad variety of people with a diverse range of perspectives is better able
to do business with a variety of people, to solve a variety of problems and
to make a variety of decisions.
As companies become more global and are using more offshore services, it
creates the need for diversity strategies that go beyond our own national
borders. It will take a whole new level of education, tolerance and a
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willingness to embrace change. HR will need to provide cross-cultural
support and training for virtual global teams.
But diversity is not just about race, colour and creed. Diversity is about
managing the demographic and psychographic characteristics of an
evolving workforce.
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Leadership skills are not built through courses. Management is a function
of what you do; leadership is a function of what you are. When planning
leadership development initiatives, the tendency is to first look for courses.
One of the scarcest capabilities, now and for the foreseeable future, is
leadership. As organizations, their customers, their employees and their
environment become more global, more complex, more competitive and
more subject to rapid and radical change, the competency requirements for
successful leadership are increasing exponentially.
We now live in a world where the jobs, the job requirements and the
Many of us are in jobs that did not exist three years ago. Three years from
now, many of us will be in jobs that do not exist today.
The challenge for HR professionals is to figure out how to look deep into
the organization to find talented, visionary people with a passion for the
future.
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They need to anticipate the skills they will need in the future.
There are more and more younger people going into leadership or
Traditional succession planning identified who could fill what box in the
organization chart in how many years time, and what skills they would need
to get there.
Even if we have remained, or will remain, in the same box in the org chart,
the chances are very high that the skill requirements of our position will
change significantly.
Many of us are in jobs that did not exist three years ago. Three years from
now, many of us will be in jobs that do not exist today. In this context of
unceasing change, succession planning needs to be re-engineered, to
focus not on particular positions, which may or may not exist in the future
but rather on the competencies that the organization will need in the future,
regardless of how the individual positions or the organization chart
changes.
according to Market and social trend analyst Daniel Yankelovich. The first,
set off by the Great Depression, continued until World War II; the second,
caused in part by economic stagflation and the Vietnam War, lasted from
the early 1960s until the early 1980s. In each of these periods companies
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tended to be reactive, blaming a few bad apples, dismissing values as “not
central to what we do,” or ignoring opportunities to improve because “we
don’t have to make major changes.”
The current wave of disapproval began in 2001 with the bursting of the
dotcom bubble, the ensuing bear market and the financial scandals
involving Enron, WorldCom, Tyco and others. But this time, corporate
response is different. Companies are going well beyond the PR exercise of
displaying values statements. They’re engaging in values-driven
management improvement efforts, training staff in values and appraising
executives and staff on their adherence to values.
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TRAINING AND DEVELOPMENT
HR POLICY MANUAL
in an organization.
The manual complies with all relevant Canadian* Provincial and Federal
Codes and Acts, such as the Employment Standards Act, Human Rights
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HR TRAINING PROGRAMS
HR Training Division
Training Programs
workshop participants.
Public Workshops
Workshop.
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Facilitation
to facilitate focus groups or team meetings, and are well-known for their
E-Learning Capabilities
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TRAINING AND DEVELOPMENT
improve job performance, but also those, which bring about growth of the
actualization of their potential capacities so that they become not only good
And this may well include not only imparting specific skills and knowledge
but also inculcating certain personality and mental attitudes. In this sense
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NEEDS OF TRAINING
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4. Developing Human skills: Apart from emphasizing from emphasing on
technical and conceptual skills new training programmes also
emphasise on developing human skills of employees. Such human skill
is necessary for effective interpersonal relations and sustaing healthy
work environment. This need for training therefore, also cannot be
ignored.
5. Imparting trade specific skills: in industrial employment, the
convention is to recruit workers and employees through compulsory
apprenticeship training. Such apprenticeship training enables an
organization to impart industry and trade specific skills to workers. This
also, therefore, is an important need for manpower training.
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RESPONSIBILITY OF TRAINING
instructional programmes.
and
According to Prof. John Mee, the work of training should be done at two
levels:
2. Line supervisors and employees should carry the bulk of the teaching
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RESPONS WHY MOST MANAGERS DON’T TRAIN
EMPLOYEES
don’t know where to begin. There are five key reasons why managers
They don’t have the time they are so busy doing more and more
with less and less that they simply don’t have the time. And, of
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They don’t know what material to use there are literally thousands
each video is full of good ideas that can be easily applied in the
workplace.
They don’t know how to get people to apply the new skills learned
adults learn best. So they will learn, retain, and apply what they
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CREATION OF A DESIRE FOR TRAINING
behavior.
processes.
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IMPORTANCE OF TRAINING
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STEPS IN TRAINING PROGRAMME
necessary;
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Discovering and identifying training needs:
William Berliner and William McLarney say that discovering training needs
involve five tasks:
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ii. List the standards of work performance on the job.
b. Determining training needs
i. Compare actual performance against the standards.
ii. Determine what parts of the job are giving the employee
trouble.
iii. Determine what kind of training is needed to overcome
the specific difficulty or difficulties.
TASK DESCRIPTION ANALYSIS: the job or task analysis aims at
determining what constitutes the job, the methods that are used on the job,
and the human skills required to perform the job adequately. The job or
task description that results, lays out the requirements of task in terms of
actual duties to be performed. The job specification lists the human skills
and knowledge required.
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3. Management request: the supervisors and managers may make
specific request for setting training programmes. Though this method is
simple and a correct such recommendations may be built on faulty
assumption; and requests may not coincide with each other or
organizational goals.
4. Interviewing and observing the personnel on the job: interviewing
personnel and direct questioning and observation of the employee by his
supervisors may also reveal training needs.
5. Performance appraisal: an analysis of the past performance records of
the perspective trainee and comparing his actual performance with the
target performance may provide clues to specific interpersonal skills that
may need development.
6. Questionnaires: Questionnaires may be used for eliciting opinions of
the employees on topic like communication, satisfaction, job
characteristics, their attitude towards working conditions, pay promotion
policies etc. these will reveal much information about where an
employee’s skills and knowledge are deficient.
7. Morale and attitude surveys: an occasional personnel audit may be
conducted to forecast future promotions, skill requirements, and merit
rating, to initiate informal discussions and examination of records and
statistics regarding personnel, production, cost, reject and wastages. All
these generally reveal the potential problems to be tackled through
training programmes.
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TYPES OF NEED ANALYSES
It is helpful to have an organized method for choosing the right test for
your needs. A checklist can help you in this process. Your checklist
should summarize the kinds of information discussed above. For
example, is the test valid for your intended purpose? Is it reliable and
fair? Is it cost-effective? Is the instrument likely to be viewed as fair and
valid by the test takers? Also consider the ease or difficulty of
administration, scoring, and interpretation given available resources. A
sample checklist that you may find useful appears on the following page.
Completing a checklist for each test you are considering will assist you
in comparing them more easily.
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PREPRATION OF LEARNER
1. In putting the leader at ease (so that he does not feel nervous
because of the fact he is on the new job.
2. In stating the importance and ingredients of the job, and its
relationship to work flow.
3. In explaining he is being taught.
4. Increasing interest and encouraging questions, finding out what the
learner already knows about his job or other jobs.
5. In explaining the why of the whole job and relating it to some job the
worker already know.
6. In placing as close to his normal working position as possible; and
7. In familiarizing him with the equipment, material, tool and trade terms.
PREPERATION OF OPERATION
This is the most important step in the training programme. The trainer
should clearly tell, show, illustrate and question in order to put over the new
knowledge and operations. The learner should be told of the sequence of
the entire job, and why each step in its performance is necessary.
Instructions should be given clearly, completely and patiently; there should
be an emphasis on key points, and one point should be explained at a
point. For this purpose, the trainer should demonstrate or make use of
audio/ video aids and should ask questions in order to indicate that he
really knows and understands the job.
Under this, the trainee is asked to go through the job several times slowly,
explaining him each step. Mistakes are corrected, and if necessary, some
complicated steps are done for the trainee the first time. The trainee is
asked to do the job, gradually building up skill and speed. As soon as the
trainee demonstrates that he can do the job in a right way, he is put on his
own, but not abandoned.
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The trainee is then tested and the effectiveness of a training programme
evaluated.
Giving oral or written test to trainees to ascertain how far they have
learnt the techniques and principles taught to them and the scores
obtained by them.
Observing trainees on the job itself and administering performance
tests to them.
Finding out individual’s or a group’s reaction to the training
programme while it is in progress and getting them to fill up
evaluation sheets.
Arranging structured interviews with the participants or sending them
questionnaires by mails.
Eliciting the opinion or judgment of the top management about the
trainee performance.
Comparing the results obtained after the training with those secured
before the training programme in order to find out whether any
material change has taken place in attitude, opinion, in the quality of
output, breakage and the supplies used and in overhead costs.
Study the profiles and charts of career development of the
participants and related assignment techniques.
Through one or a combination of these devices the validity of training
programmes may be ascertained.
Follow up
This consist in
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INDUCTION AND ORIENTATION
These terms are interchangeably used to give a friendly welcome to the
new employees as members of the organization so also to introduce the
new employees the employees with the available installations, work
norms organizational objectives and the job positions of the employees.
Some organizations make available programmed instruction materials to
new employees to help them to get acquainted with the departmental
rules and regulations, their entitlement for leave, pay, overtime,
retirement benefits and other miscellaneous privileges, which affect their
whole service. Tata iron and steel company circulate to all their new
employees, a brief booklet under the name and style of Write your future
in steel’ to illustrate their career prospects. However such documented
materials cannot be made available by all organizations. They try to
supplement it through a brief induction programme.
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CLASSIFICATION OF TRAINING PROGRAMMES
2. Job training
3. Craft training
2.Supervisors 1 Induction
2 Professional
3 Technical
4 Human relations
4. Managers & Executives 1 Induction
2 Executive training
3 Training in executive
4 Development
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A part from the routine training programmes for different levels, training on
total quality awareness and training encompassing all aspects of total
quality management have now become almost compulsory for all functional
levels.
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SUPERVISORY TRAINING PROGRAMME
Supervisors monitor the work of the workers and are arms of the
management. They must have adequate skills, experience, ability and
leadership. A supervisor is required to do a job in five broad areas i.e.
knowledge of the work, awareness of responsibilities, capacity to
instruct, skill in improving methods and ability to work with people.
A tentative content of a supervisor – training programme may be drawn after the charts of such
contents prescribed by Earl and William Mocorx as per the chart below:
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TRAINING FOR TOP AND MIDDLE MANAGEMENT
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TRAINING POLICY
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METHODS OF TRAINING
The trainee receives an overview of the job, its purpose and its
desired outcomes with a clear focus on the relevance of training.
The trainer demonstrates the job to give the employee a model to
follow. The trainer shows a right way to handle the job.
Next, the employee is permitted to copy the trainer’s way
Finally, the employee does the job independently without
supervision.
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2. Coaching and mentoring: Coaching is one-on-one relationship below
trainees and supervisors which offers workers continued guidance and
feedback on how well they are handling their tasks. Mentoring is a
particular form of coaching used by experienced executives to groom their
junior employees. Normally, mentoring involve one coaching for a period of
several years until the individual is eventually capable of replacing the
mentor.
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time. It is also likely that in these days of rapid changes in technology, old
skills may get outdated quickly. Trainees who spend years learning specific
skills may find, upon completion of programmes, that the job skills they
acquired are no longer required in the market place.
Job rotation:
job rotation is also known as cross training. Job rotation is the process of
training employees by rotating them through series of related tasks. In job
rotation, an individual learns several different jobs within a work unit or
department. He performs each for a specified time period. The trainees,
therefore, are exposed to various coaches, point of views, and task
operations. Job rotation has one main advantage; it makes flexibility
possible in the department. Job rotation, however, is common for training
managers. Job rotation rather is very necessary for middle managers
because through rotation managers are exposed to different operations,
departments and acquire general knowledge of the company’s procedures
and policies. The principal weakness of job rotation includes:
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B. OFF THE JOB TRAINING
Under this method, trainee is separated from the job situation and his
attention is focused upon learning the material related to his future job
performance. Since the trainee is not distracted by job requirements, he
can place his entire concentration on learning the job rather than
spending his time in performing it. There is an opportunity for freedom of
the trainees. Off the job training methods are as follows
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4. Conference/ discussion approach: in this method, the trainer
delivers a lecture and involves the trainee in a discussion so that his
doubts about the job get clarified. When big organization use this
method, the trainer uses audio visual aids such as blackboards,
mockups and slides; in some cases, the lectures are video taped or
audio taped. Even the trainee’s presentation can be taped for self
confrontation and self assessment. The conference is, thus, a group
centered approach where there is a clarification of ideas,
communication of procedures and standards to the trainee.
5. Programmed instruction: in recent years, this method has become
popular. The subject matter to be learned is presented in a series of
carefully planned sequential units. The trainee goes through these
units by answering questions or filling the blanks. This method is
thus, expensive and time consuming.
6. Behaviourally experienced training: some training programmes
focus on emotional and behavioural learning. Here employees can be
learn about behaviour by role – playing in which the role players
attempt to act their part in respect of a case, as they would have in
real life situation. Business games, cases, incidents, group
discussions and short assignments are also used in behaviorally
experienced learning methods. Sensitivity training or laboratory
training is an example of a method. Sensitivity training or laboratory
training is an example of a method used for emotional learning. The
focus of experiential methods is on achieving, through group
processes, a better understanding of oneself and others.
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OBJECTIVE OF THE STUDY
65
OBJECTIVE OF THE STUDY
period.
66
ANALYSIS
The views expressed by the employees were collected and following are
the findings of the survey. These employees gave their opinions by filling a
one by one.
67
COMPANY PROFILE
68
COMPANY PROFILE
amongst the first to receive an 'in principle' approval from the Reserve
Bank of India (RBI) to set up a bank in the private sector, as part of the
RBI's liberalisation of the Indian Banking Industry in 1994. The bank was
incorporated in August 1994 in the name of 'HDFC Bank Limited', with its
Promoter
Business Focus
Capital Structure
Distribution Network
Management
Technology
Businesses
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Ratings
PROMOTERS
Its outstanding loan portfolio covers well over a million dwelling units.
different market segments and also has a large corporate client base for its
housing related credit facilities. With its experience in the financial markets,
environment.
70
BUSINESS FOCUS
the preferred provider of banking services for target retail and wholesale
consistent with the bank's risk appetite. The bank is committed to maintain
71
CAPITAL STRUCTURE
As on 30th June, 2010 the authorized share capital of the Bank is Rs. 550
(45,96,90,703 equity shares of Rs. 10/- each). The HDFC Group holds
23.63 % of the Bank's equity and about 17.05 % of the equity is held by the
The shares are listed on the Bombay Stock Exchange Limited and The
Shares (ADS) are listed on the New York Stock Exchange (NYSE) under
the symbol 'HDB' and the Bank's Global Depository Receipts (GDRs) are
72
CBOP & Times Bank Amalgamation
On May 23, 2008, the amalgamation of Centurion Bank of Punjab with
HDFC Bank was formally approved by Reserve Bank of India to complete
the statutory and regulatory approval process. As per the scheme of
amalgamation, shareholders of CBoP received 1 share of HDFC Bank for
every 29 shares of CBoP.
The merged entity will have a strong deposit base of around Rs. 1,22,000
crore and net advances of around Rs. 89,000 crore. The balance sheet
size of the combined entity would be over Rs. 1,63,000 crore. The
branch network, geographic reach, and customer base, and a bigger pool
of skilled manpower.
Limited (another new private sector bank promoted by Bennett, Coleman &
Co. / Times Group) was merged with HDFC Bank Ltd., effective February
26, 2000. This was the first merger of two private banks in the New
73
DISTRIBUTION NETWORK
expansion plans take into account the need to have a presence in all major
located as well as the need to build a strong retail customer base for both
leading stock exchanges, the Bank has branches in the centres where the
The Bank also has 4,727 networked ATMs across these cities. Moreover,
74
TECHNOLOGY
HDFC Bank operates in a highly automated environment in terms of
information technology and communication systems. All the bank's
branches have online connectivity, which enables the bank to offer speedy
funds transfer facilities to its customers. Multi-branch access is also
provided to retail customers through the branch network and Automated
Teller Machines (ATMs).
The Bank has made substantial efforts and investments in acquiring the
best technology available internationally, to build the infrastructure for a
world class bank. The Bank's business is supported by scalable and robust
systems which ensure that our clients always get the finest services we
offer.
The Bank has prioritised its engagement in technology and the internet as
one of its key goals and has already made significant progress in web-
enabling its core businesses. In each of its businesses, the Bank has
succeeded in leveraging its market position, expertise and technology to
create a competitive advantage and build market share.
75
BUSINESS
The objective of the Retail Bank is to provide its target market customers a
full range of financial products and banking services, giving the customer a
76
one-stop window for all his/her banking requirements. The products are
backed by world-class service and delivered to customers through the
growing branch network, as well as through alternative delivery channels
like ATMs, Phone Banking, NetBanking and Mobile Banking.
The HDFC Bank Preferred program for high net worth individuals, the
HDFC Bank Plus and the Investment Employee y Services programs have
been designed keeping in mind needs of customers who seek distinct
financial solutions, information and advice on various investment avenues.
The Bank also has a wide array of retail loan products including Auto
Loans, Loans against marketable securities, Personal Loans and Loans for
Two-wheelers. It is also a leading provider of Depository Participant (DP)
services for retail customers, providing customers the facility to hold their
investments in electronic form.
HDFC Bank was the first bank in India to launch an International Debit
Card in association with VISA (VISA Electron) and issues the Mastercard
Maestro debit card as well. The Bank launched its credit card business in
late 2001. By March 2010, the bank had a total card base (debit and credit
cards) of over 14 million. The Bank is also one of the leading players in the
“merchant acquiring” business with over 90,000 Point-of-sale (POS)
terminals for debit / credit cards acceptance at merchant establishments.
The Bank is well positioned as a leader in various net based B2C
opportunities including a wide range of internet banking services for Fixed
Deposits, Loans, Bill Payments, etc.
Treasury
Within this business, the bank has three main product areas - Foreign
77
Exchange and Derivatives, Local Currency Money Market & Debt
Securities, and Equities. With the liberalisation of the financial markets in
India, corporates need more sophisticated risk management information,
advice and product structures. These and fine pricing on various treasury
products are provided through the bank's Treasury team. To comply with
statutory reserve requirements, the bank is required to hold 25% of its
deposits in government securities. The Treasury business is responsible
for managing the returns and market risk on this investment portfolio.
CREDIT RATING
The Bank has its deposit programs rated by two rating agencies - Credit
Analysis & Research Limited (CARE) and Fitch Ratings India Private
Limited. The Bank's Fixed Deposit programme has been rated 'CARE AAA
(FD)' [Triple A] by CARE, which represents instruments considered to be
"of the best quality, carrying negligible investment risk". CARE has also
rated the bank's Certificate of Deposit (CD) programme "PR 1+" which
represents "superior capacity for repayment of short term promissory
obligations". Fitch Ratings India Pvt. Ltd. (100% subsidiary of Fitch Inc.)
has assigned the "AAA ( ind )" rating to the Bank's deposit programme, with
the outlook on the rating as "stable". This rating indicates "highest credit
quality" where "protection factors are very high"
The Bank also has its long term unsecured, subordinated (Tier II) Bonds
rated by CARE and Fitch Ratings India Private Limited and its Tier I
perpetual Bonds and Upper Tier II Bonds rated by CARE and CRISIL Ltd.
CARE has assigned the rating of "CARE AAA" for the subordinated Tier II
78
Bonds while Fitch Ratings India Pvt. Ltd. has assigned the rating "AAA
(ind)" with the outlook on the rating as "stable". CARE has also assigned
"CARE AAA [Triple A]" for the Banks Perpetual bond and Upper Tier II
bond issues. CRISIL has assigned the rating "AAA / Stable" for the Bank's
Perpetual Debt programme and Upper Tier II Bond issue. In each of the
cases referred to above, the ratings awarded were the highest assigned by
the rating agency for those instruments.
The bank was one of the first four companies, which subjected itself to a
Corporate Governance and Value Creation (GVC) rating by the rating
agency, The Credit Rating Information Services of India Limited (CRISIL).
The rating provides an independent assessment of an entity's current
performance and an expectation on its "balanced value creation and
corporate governance practices" in future. The bank has been assigned a
'CRISIL GVC Level 1' rating which indicates that the bank's capability with
respect to wealth creation for all its stakeholders while adopting sound
corporate governance practices is the highest.
79
CAREER
HDFC Bank is a young and dynamic bank, with a youthful and enthusiastic
team determined to accomplish the vision of becoming a world-class Indian
bank.
Maintain our current high standards for asset quality through disciplined
credit risk management.
80
Develop innovative products and services that attract our targeted
customers and address inefficiencies in the Indian financial sector.
81
SWOT ANALYSIS
STRENGTHS
One of the biggest plus points of HDFC Bank offices at Lucknow is their
staff. The HR Department has people that are not only extremely
competent in their functions, but are also dedicated to their duties that they
have to perform. As a result, all the day-to-day activities are carried out in
an extremely efficient manner and no work is left pending. Apart from this,
the pleasing attributes of the co-workers creates a tension-free atmosphere
at the office, which in itself is a motivation for increasing productivity of the
organization as a whole. HDFC Bank at Lucknow is housed in a
magnificent multistoried building which provides all the comfort one needs
as far as work is concerned, including canteen services where one can
refresh one’s mind and get back to work with even more vigor.
WEAKNESSES
82
problem needs to be rectified and can easily be done by creating more
space or just shifting part of the set up to some other room on the same
floor. It has also been found that the final set of documents for the
candidates who are selected are not received within the required time
period, which leads to delay in finalization of the recruitment process for
some candidates. This problem can be rectified if a list of required
documents is attached with the offer letter and then handed over to the
selected candidate. This will not only facilitate the process, but will also
reduce unnecessary wastage of time and burden on the recruiter.
83
OPPORTUNITIES
THREATS
As such, the only perceived threats are from the competitors, like ICICI
Bank, Axis bak etc. who also have good infrastructure and vie with each
other to attract the best talent. These organizations could also indulge in
poaching of experienced staff from HDFC Bank .
84
RESEARCH
METHODOLOGY
85
RESEARCH METHODOLOGY
REASEARCH METHODOLOGY is a way to systematically solve the
research problem. It may be understood as a science of studying how
research is done. In it we study the various steps that are generally
adopted by a researcher in studying his research problem. It is
necessary for a researcher to design the methodology for the problem
as the method may differ from problem – problem.
RESEARCH PROCESS:
86
DEVELOP A RESEARCH DESIGN:
DATA COLLECTION: I have used primary and secondary data for which
a comprehensive questionnaire was prepared and was got filled up by
the employees of the organization.
PRIMARY
QUESTIONNAIRES:
Direct personal :
INTERVIEW:
87
SECONDARY:
Internet
Books
SAMPLING:
SAMPLING DESING:
The sample size should also be ascertained before starting the research
program. The larger the sample sizes the better and accurate will be the
result. I have chosen a sample size of 25 employees although I wished
that it had been larger if the time would not have been the limiting factor.
DATA COLLECTION:
The task of data collection begins after a research problem has been
defined and research design / plan chalked out. While deciding about
the method of data collection to be used for the study, two types of data
are used:
88
a) PRIMARY DATA are those which are collected a fresh and for the
first time, and thus happen to be original in character.
b) SECONDARY DATA on the other hand are those which have already
been collected by someone else and which have already been
passed on.
c) The methods of collecting primary and secondary data differ since
primary data are to be originally collected, while in case of secondary
data the nature of data collection work is merely that of compilation.
d) PROCESSING & ANALYSIS OF DATA: The data, after collection,
has to be processed and analysed in accordance with the outline laid
down for the purpose at the time of developing the research plan.
This is essential for a scientific study and for ensuring that we have
all relevant data for making comparisons and analysis.
The term ANALYSIS refers to the computation of certain measures
along with searching for patterns of relationship that exist among the
data – groups. The term PROCESSING technically speaking implies
editing, coding, classification, and tabulation of collected data.
89
DATA INTERPRETATION
90
DATA ANALYSIS
1. Were you trained during the time of joining in organization
Experienced 10
Fresher 20
91
Job training 17
Craft Training 3
Induction 4
Training
Refresh Training 3
Promotion 3
training
3 months 0
6 Months 8
One year 22
92
4. Were you internally trained
Yes 24
No 6
93
5. What was the duration of the training
1 day 0
Less than a 4
week
More than a 26
94
week
95
How far the training programme has been effective for your job profile
Less Effective 0
Effective 18
Very Effective 12
96
Have you Attended any training programme outside the organization:
yes 15
no 15
97
Have you Attended special training programme inside the organization
yes 30
no 0
98
How far the training programme help you in your job profile
Effective 9
Very effective 21
99
Has the training programme help you in promotion and job satisfaction
yes 30
no 0
100
CONCLUSION
101
CONCLUSION
focus is on the activities of HDFC bank. I have also tried to analyze the
the period. I have tried to examine the process adopted for introduction and
bank. An analysis of the results was conducted to get an insight into the
trainees.
A part from the analysis, this report also contains the suggestions and
suggestions would help the trainers to frame and even more effective and
102
SUGGESTIONS &
RECOMMENDATIONS
103
SUGGESTIONS & RECOMMENDATIONS
dependents.
Pre information & suggestion regarding the training should be given &
104
LIMITATIONS OF THE
STUDY
105
LIMITATIONS OF THE STUDY
The survey has been done with full efforts and utter car but still there are
some limitations beyond control which might make the findings and
could not provide the ideal state of current HR trends prevailing in private
106
BIBILIOGRAPHY
107
BIBILIOGRAPHY
5- Newspaper
Times of India
Economic Times
6- Magazines :
Business Today
Business world
8- Website :
www. dsclajabpur.com
www.google.com
108
ANNEXURE
QUESTIONNAIRE
109
ANNEXURE
QUESTIONNAIRE
Name:-
Designation :
Department:
1. Were you trained during the time of joining in organization
Experienced
Fresher
If fresher :
2. What was the training procedure
Job training
Craft Training
Refresh Training
Promotion training
3. What was the duration of the training
3 months
6 Months
One year
If experienced :
4. Were you internally trained
Yes
No
5. What was the duration of the training
1 day
Less than a week
110
More than a week
6. How far the training programme has been effective for your job
profile
Less Effective
Effective
Very Effective
7. Have you Attended any training programme outside the
organization:
Yes
No
8. Have you Attended special training programme inside the
organization
Yes
No
9. How far the training programme help you in your job profile
Less effective
Effective
Very effective
10. Has the training programme help you in promotion and job
satisfaction
Yes
No
111