KOTAK MAHINDRA BANK

PRESENTED BY GROUP 5 NAME Roll No.

VIRAL ELAVIA HIREN RATHOD SAUD SAYED SHAHRUKH PAWASKAR UMAIR KHAN PRADNYA KULAL DOMINIC GOUVEIA ABHISHEK GUPTA 10B421 10B461 10B448 10B442 10B429 10B430 10B718 10B720

A little knowledge that acts is worth infinitely more than much knowledge that is idle

INTRODUCTION
Founded in 1985 as Kotak Capital Management Finance Limited. Promoted by Uday Kotak, Sidney A. A. Pinto and Kotak & Company. Industrialists Harish Mahindra and Anand Mahindra took a stake in 1986, and that's when the company changed its name to Kotak Mahindra Finance Limited. Net worth of more than Rs. 6,799 crore Have global offices in New York, London, San Francisco, Dubai, Mauritius and Singapore. The Kotak Group offers their services to approximately 6.4 million customers.

ACHEIVEMENTS
1. ICAI Award - Banking Sector for the year ending 31st March, 2010 . 2. Asiamoney -Best Local Cash Management Bank 2010 3. IDG India - Kotak won the CIO 100 'The Agile 100' award 2010 4. Kotak Royal Signature Credit Card -"Product of the Year" in 2009 5. IBA Banking Technology Awards - Best Customer Relationship Achievement - Winner 2008 & 2009 6. Best overall winner, 2007

Uday Kotak speaks We believe that developing and fostering learning culture along with creating professional entrepreneurs is one of our key value propositions. In this context various interventions have been planned across the employee life cycle to identify and address the skill/ competency gaps and provide developmental inputs to individuals.

Kotak Mahindra - Gamechangers

Target right , train the trainers , certify and fund . The Great Unskilled - Can we fix it? We believe vocational training is the need of the hour. The big challenge is designing a model for this industry that benefits both of its main stakeholders: students as well as companies setting up these businesses.

 Target the school leavers and college dropouts. Get the employers involved. Train the trainers with the help of sustainable methodologies. Accreditation.

About IndiaCan
IndiacanIndiaCan is a joint venture between Educomp, India's largest education company and Pearson and Kotak Mahindra Bank. IndiaCan is a pioneering initiative with a view to bridge the gap between employment opportunities, skills and knowledge base of the unemployed youth in the country and therefore, helps them get suitable placements.

 With the combined strength of three of the largest education companies, the venture is on track to become the largest provider of vocational education & training with a mission to: 1. Provides talent for Indias economic growth engine. 2. Trains over 15,000 persons annually.

Training & Development

Training enables an employee to do his present job more efficiently and prepare himself for a higher level job.

Training is a art of increasing knowledge, skills, & capacity of a person.

Training vs. development

Learning dimensions Meant for Focus
Scope

Training
Operatives Current

Development
Executives Current

Goal

and future jobs Work group+ Individual organization future work Fix current skills demands

job

Initiated

by

management

individual

Training vs. development

Learning dimensions
Content

Training
Specific

Development
General

job related information

immediate

knowledge

Time

frame

Long

term

Benefits to organization
Better quality of work Higher productivity Cost reduction High morale Reduced supervision Less learning period Personal growth Fewer accidents Brings loyalty

Benefits to employees
Self confidence Safety Higher earning Promotion adaptability New skills Personal growth

Areas covered in Training Program in Kotak Mahindra Bank

Process Training Product Training Credit Management Treasury Management Forex Management Interest rates and self sufficiency

Place of training
Large training infrastructure with state of the art classrooms has been set up in Mumbai and similar infrastructure is planned in other Regional hubs as well.

METHODS
ON THE JOBTRAINING OFF THE JOB TRAINING

COACHING

JOB INSTRUCTION - TRAINING JOB ROTATION

ROLE -PLAY

LECTURE VESTIBULE -TRAINING

COMMITTEE ASSIGNMENT

PROGRAMMED INSTRUCTION

On-the-Job Training
On-the-job training (OJT) refers to new or inexperienced employees learning through observing peers or managers performing the job and trying to imitate their behavior.

Coaching
Coaching refers to the activity of a coach in developing the abilities of coaches or clients. Coaching methods includes both theoretical and practical sections. Where motivational speeches are done theoretically, workshop, seminars come under practical methods.

Job instruction training

Step by step structured training method in which a trainer 1. prepares a trainee with an overview of the job its purpose, and the results desired, 2. demonstrates the task or the skill to the trainee, 3. allows the trainee to mimic the demonstration on his or her own 4. employee does the job independently 5. follows up to provide feedback and help.

Job rotation
Job rotation is also practiced to allow qualified employees to gain more insights into the processes of a company, and to reduce boredom and increase job satisfaction & skill enhancement through job variation.

Off the job training

Off the job training involves employees taking training courses away from their place of work. This is often also referred to as "formal training".

Off the job training courses might be run by the business' training department or by external providers. - Use of specialist trainers and accommodation - Employee can focus on the training - and not be distracted by work

Vestibule training
Vestibule training is a type of instruction using a vestibule, a small area away from the actual worksite, consisting of training equipment exactly duplicating the materials and equipment used on the job.

lecture
Training is basically incomplete without lecture. When the trainer begins the training session by telling the aim, goal, agenda, processes, or methods that will be used in training that means the trainer is using the lecture method Main Features of Lecture Method:

Inability to identify and correct misunderstandings Less expensive Can be reached large number of people at once Knowledge building exercise Less effective because lectures require long periods of trainee inactivity

Role Plays
Trainees act out characters assigned to them. Information regarding the situation is provided to the trainees. Focus on interpersonal responses. Outcomes depend on the emotional (and subjective) reactions of the other trainees. The more meaningful the exercise, the higher the level of participant focus and intensity.

Evaluation
Evaluation helps determining the results of training & development program.
Training evaluation provides the data needed to

demonstrate that training does provide benefits to the company.

Question naries Time series

Evaluation methods
Experimental & Control groups

tests

interviews Cost benefits analysis

Online
Our on-line learning portal at Kotak Mahindra Bank - SMILE gives ample learning opportunities to employees and hosts several hundred modules for self development and certifications.

Tie Ups and collaboration

We also have tie-ups with various external institutions and renowned Indian and Global B- Schools where several customized training programs aligned to our competency framework are conducted to upskill our talent in various skill sets

Outcome Measures
Reactions Learning Behavior Results Trainee satisfaction Acquisition of knowledge, skills, attitudes, Improvement of behavior on the job Business results achieved by trainees

How to make training more effective

commit itself to allocate major resources and adequate time to training. Training should contribute to competitive strategies of the firm. Training should be done eat all levels on a continue and ongoing basis. Their should be proper linkage among organizational, operational and individual training needs. Create a system to evaluate the effectiveness of training.

HRD mechanisms

HRD mechanisms used in Kotak Mahindra Bank

Counseling Coaching Training & development Performance appraisal Potential appraisal Career planning and development Organizational development

Counseling
It is a two way process in which a counselor provides help to the workers by way of advice and guidance.

Coaching
coaching is the practice of giving sufficient direction, instruction and training to a person or a group people, so as to achieve some goals or even in developing specific skills. Though coaching is a system of providing training, the method of coaching differs from person to person, aim or goals to be attained, and the areas needed.

Performance appraisal
Method by which the job performance of an employee is evaluated generally in terms of quality, quantity, cost, and time typically by the corresponding manager or supervisor. Process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization.

Potential appraisal
The appraisal i.e. identification of the hidden talents and skills of a person. The person might or might not be aware of them.

Career planning & development

Examines your present job situation and features of the job that will enable you to use your aptitudes, values, skills, competencies.

Organizational development
O.D is a set of behavioral science based theories, values, strategies & techniques aimed at the planned change of the organizational work. Four types of interventions are used : Team intervention Inter-group intervention Structural Intervention Comprehensive intervention

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