PROJECT REPORT ON

“TRAINING AND DEVELOPMENT OF EMPLOYEES IN BANKS”

BACHELOR OF BANKING AND INSURANCE

SEMESTER 6

2018-2019

SUBMITTED BY:

SOUMIL BHATTER

ROLL NO. 08

NAME OF THE PROJECT GUIDE:

PROF. RAHUL MISHRA

H.R. COLLEGE OF COMMERCE AND ECONOMICS 123,D.W. ROAD,

CHURCHGATE, MUMBAI-400020

SUBMISSION :- 2019

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 DECLARATION

I, SOUMIL BHATTER the student of H.R. COLLEGE OF COMMERCE AND

ECONOMICS of T.Y.B.B.I Semester VI (2018-2019) hereby declare that I have completed the
project on ‘TRAINING AND DEVELOPMENT OF EMPLYOEES IN BANKS’. The
information submitted is true and original to the best of my knowledge.

_________________

(Signature of Student)
SOUMIL BHATTER
ROLL NO. 08
H.R. COLLEGE OF COMMERCE AND ECONOMICS

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 CERTIFICATE

I, PROF. RAHUL MISHRA hereby, certify that SOUMIL BHATTER of H.R. College of
Commerce & Economics of T.Y.B.B.I (SEMESTER VI) has completed a project on
“TRAINING AND DEVELOPMENT OF EMPLYOEES IN BANKS” in the Academic Year
2018-2019.

The information submitted is true and original to the best of my knowledge.

________________ __________________
Course Coordinator Project Guide/Internal
Examiner Examiner

_____________________ _______________________
External Examiner Principal

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 ACKNOWLEDGEMENT

To list who all have helped me is difficult because they are so numerous and the depth is so
enormous.

I would like to acknowledge the following as being idealistic channels and fresh dimensions in
the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to do this project.

I would like to thank my principal, __________for providing the necessary facilities required for
completion of this project.

I take this opportunity to thank our Coordinator_______________, for his moral support and
guidance.

I would also like to express my sincere gratitude towards my project guide _____________ whose
guidance and care made the project successful.

I would like to thank my College Library, for having provided various reference books and
magazines related to my project.

Lastly, I would like to thank each and every person who directly or indirectly helped me in the
completion of the project especially my Parents and Peers who supported me throughout my
project.

TABLE OF CONTENTS

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Sr. No Name of the Topic Page No.
1. Introduction
- Statement of the Problem 6
-Hypothesis
- Objective of the Study
2. Research Methodology: Methods and Tools 8
Research Methods
-Primary Research
-Secondary Research
Data Collection Methods
- Quantitative Data: Surveys
- Qualitative Data Collection
Limitations of the Study

3. Introduction about Training and Development of Employees in Banks 11

4. Objectives of Training and Development in Banks 13
5. History of Banking on India 14
6. Impact of Training and Development in Banking Sector 18
7. Need for Training and Development in Organizations – Factors and 20
Forces
8. Inputs in Training and Development in Banking Sector 22
9. Benefits of Training and Development for the Banking Sector 23
10. Equipping the Organization for Training 26
11. Role of Hrm in Banking Operations 30
12. Levels of Authority in Training and Development in Banking Sector 32
13. Limitations of Training and Development of employees in Banking 34
Sector
14. Survey Analysis 35
15. Conclusion 47
16. Bibliography 50
17. Annexure 52

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 INTRODUCTION

STATEMENT OF THE PROBLEM

Training and Development play vital and important role in any given organization in the modern
day. The study mainly describes the teaching/learning activities done for the primary purpose of
the employees to acquire and apply the knowledge skills, abilities and attitude needed by that
organization to acquire and apply same. Employee training and development add to the existing
level of knowledge, so that employee is better equipped to do his present job or to prepare him
for higher position with increased responsibilities.

HYPOTHESIS

• Hypothesis a proposition made as a basis for reasoning, without any assumption of its
truth.
• Some of the following hypothesis has been taken to know whether the hypothesis
assumed is true or the alternative hypothesis is true.
• H0 represent the hypothesis assumed.
• H1 represent the alternative hypothesis.

H0: THERE IS A IMPACT OF TRAINING AND DEVELOPMENT PROGRAM ON

EMPLOYEE WITH RESPECT TO THEIR SERVICE IN BANKING SECTOR.
H1: THERE IS NO IMPACT OF TRAINING AND DEVELOPMENT PROGRAM ON
EMPLOYEE WITH RESPECT TO THEIR SERVICE IN BANKING SECTOR.

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H0: THERE IS DIRECT RELATION BETWEEN EMPLOYEES PERFORMANCE AND
EMPLOYEES TRAINING IN BANKING SECTOR.
H1: THERE IS NO DIRECT RELATION BETWEEN EMPLOYEES PERFORMANCE
AND EMPLOYEES TRAINING IN BANKING SECTOR.

H0: TRAINING AND DEVELOPMENT PROGRAM IS A INNOVATIVE WAY FOR

NEW SKILL DEVELOPMENT IN THE PROFESSIONAL PRACTICE OF AN
EMPLOYEE.
H1: TRAINING AND DEVELOPMENT PROGRAM DOES NOT PLAY A VITAL ROLE
IN DEVELOPMENT OF NEW PROFESSIONAL SKILL IN AN EMPLOYEE.

OBJECTIVE OF THE STUDY

The main objectives of the research are:

1: The objective is to examine the effectiveness of training and development programs for
employees in fulfillment of their duties.
2: To determine the number of bank staff trained each year and how it affects their performance
at work.
3: To improve upon the quality of work and life in the bank.
4: It help employees to reach them at the required level of performance in their jobs quickly and
economically.
5: To analyze the influences of the training and development on human resource of the bank.
6: To provide suggestions for better ways and means to improve the training and development
program.
7: To reduce the number of accidents by providing safety training to the workers.

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 RESEARCH METHODOLOGY: METHODS AND TOOLS

RESEARCH METHODOLOGY:

• It is always important to be critical of the information presented in sources, especially since

the material might have been gathered to address a different problem area. Moreover, many
secondary sources do not clearly describe issues such as the purpose of a study, how the
data has been gathered, analysed and interpreted making it difficult for the researcher to
assess their usefulness. In order to address this problem I have tried to triangulate the
secondary data by using numerous independent sources.

• The information about the problem is collected from the Research Journals, Trade
Magazines, Annual Reports of Banks and the Internet. For evaluating „The Impact of T&D
in Banking Industry‟, I have focused on as recent material as possible. In order to get access
to the latest developments in this area I have used a number of articles published in
academic journals and trade magazines. We have also used secondary information from
Internet based discussion forums.

• Research Method:

Primary as well as Secondary research was employed in this project.

Primary research:

It is the first hand research that the researcher collects, by interacting with the sample population
and the conclusions and analysis he/she draws from the data that has been obtained.

➢ Primary research in this project involved conducting a survey of 100 people. Where
people were asked to answer 12 questions. The Questionnaire covered questions about
both information of an individual’s both Educational and Commercial books history.

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Secondary research :

It is the background research done by the researcher on already existing information regarding
the topic.
This helps the researcher in determining whether previous research papers have been written on
that particular topic and if and how new ground on that particular topic can be covered. It also
helps the researcher in building a base for the questions to be asked to the sample population and
to construct an informative questionnaire and ask all the right questions.

➢ Secondary research in this project involved reading and examining various research
papers, journals and books and various websites regarding the Publishing Industry of
India.

1. Data Collection Method:

Quantitative Data: Surveys

This method captures information through the input of responses to a research instrument
containing questions (such as a Questionnaire). Information can be input either by the
respondents themselves (E.g.: An Online Survey) or, the researcher can input the data (E.g.: a
phone survey, a one-on-one survey, a mall intercept, etc).

The main methods for distributing surveys are via a website, postal mail, phone, or in person.
However, newer technologies are creating additional delivery options including through wireless
devices, such as smart phones and technologies wherein the information gets recorded in real
time and can be viewed and intercepted very easily through pie chart and bar graphs.

➢ Surveys for this study were conducted via online mode. Where 12 questions were asked
in the form of a questionnaire. And data for the same was collected of 100 respondents.

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Qualitative Data Collection:

Qualitative data collection requires researchers to interpret the information gathered, most often
without the benefit of statistical support. If the researcher is well trained in interpreting
respondents’ comments and activities, this form of research can offer very good information.
However, it may not hold the same level of relevancy as quantitative research due to the lack of
scientific controls with this data collection method .

➢ For example, a researcher may want to know more about how customers make purchase
decisions. One way to do this is to sit and talk with customers using one-on-one
interviews. However, if the interview process allows the researcher to vary what
questions are asked (i.e., not all respondents are asked the same questions), then this type
of research may lack controls needed to follow a scientific approach

LIMITATIONS OF THE STUDY:

• The paucity of time and resources was the major constraint.

• The sample size was limited.

• Non co-operation of some respondents has also affected the research results.

• Being an opinion survey, a lot of subjectivity is involved in the study.

• The possibility of respondents being biased cannot be ruled out.

• The sample was taken from the population residing in Mumbai only. Thus the results are
not applicable to the whole of India.
• Differences in understanding and interpretation.

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 CHAPTER 1
INTRODUCTION ABOUT
TRAINING AND DEVELOPMENT OF EMPLYOEES IN BANKS

• “Training is systematic development of the knowledge, skills and attitudes required by an

individual to perform adequately a given task or job”. In Banks, there is a need for the
continuous training and development of the staff in the areas of customer care services on
operational aspects and behavioral aspects of the business.

• The aim of any training program is to provide instruction and experience to new
employees to help them reach the required level of performance in their jobs quickly and
economically.

• Organizational effectiveness can be achieved by Training and skill development of

employees at various levels.

• Implementing Training and skill development programs in banks helps in running

banking business effectively, and makes the banks prepared to cope up with changes and
developments.

• The banks implementation of Training and skill development for employee growth, their
empowerment and environment of trust gives a competitive advantage due to the
implementation of best HR Practices.

• For the existing staff, training will help develop capabilities to improve their performance
in their present jobs, to learn new technologies or procedures, and to prepare them to take
on increased and higher responsibilities in the future.

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• The rapidly changing business environment in banking sector and the constant challenges
it poses to organizations and businesses make it imperative to continuously enhance and
improve knowledge and skill sets across the organization.

• Banks are facing several critical pressures, including a short supply of leaders, the need to
develop and engage employees, and issues with turnover. One of the biggest challenge
being faced by professionals in human resource management today is the development of
an effective HR strategy that aligns with and supports your organizations short- and long-
term business goals.

• The Bank has built strong capabilities in training and development to build competencies across
various sectors. Training on products and operations is imparted through internet -based
training modules. Special programmes on functional training and leadership development are
conducted to build knowledge as well as management ability at a dedicated training facility.

• Bank whether big or small implement HRM practices such as employee involvement
practices, training and development practices, employee welfare practices, managing
employee relations to manage employees.

• Training and development play an important role in the effectiveness of bank to the
experiences people in work. Training has implications for productivity, health and safety
at work and personal development. All organizations employing people need to train and
develop their staff. Most organizations are requirement and invest effort and other
resources in training and development.

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 CHAPTER 2
OBJECTIVES OF TRAINING AND DEVELOPMENT IN BANKS:

• To study existing status of training and development programmes banks for their
employees.
• To examine the effectiveness of training and development programmes for employees in
fulfillment of their duties.
• To improve upon the quality of work and life in the bank.
• To determined influence of training and development of human resource on the
operations of banks.
• To impart skills among the workers systematically so that they may learn quickly.
• To bring about change in the attitudes of the workers towards fellow workers, supervisor
and the organization.
• To improve the productivity of the workers and the organization.
• To reduce the number of accidents by providing safety training to the workers.
• To prepare employees for promotion to higher jobs by imparting them advanced skills.
• It involves systematic procedure for transferring technical know-how to the employees in
order to increase their knowledge and skills for doing a specific job.
• In contributing the overall goal of the organization, training and development processes
are implemented as it benefits not just the organization but also the individuals making
up that organization.
• To identify employees competency level when they are given Training.
• To assess overall motivation and acceptance of training within the organization.

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 CHAPTER 3
HISTORY OF BANKING ON INDIA:

• “Without a sound, stable and effective banking system in place, no country in the world,
much less India can have a healthy economy. The banking system of India should not
only be completely hassle-free but also be able to meet new challenges posed by the fast
developing technology and other external and internal factors.

• For the past three decades, India’s banking system has several outstanding achievements
to its credit. The most striking is its extensive reach. It is no longer confined to
metropolitans or cosmopolitans only. In fact, Indian banking system has tried to reach
even to the remote corners of the country. This is one of the main reasons for India’s
present growth process.

• The government’s regulatory policy for Indian bank since 1969 has paid rich dividends
with the nationalization of 14 major private banks of India. Not long ago, an account-
holder had to wait for hours at the bank counters for getting a draft or withdrawing his
own money. Today, he has a choice. Gone are days when the most efficient bank
transferred money from one branch to another in two days. Now, it is simple as instant
messaging or dial a pizza instant money transfer has become the order of the day.”

“The first bank in India, though conservative, was established in 1786. From 1786 till today,
the journey of Indian Banking System can be segregated into three distinct phases:

i) Early phase from 1786 to 1969

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ii) Nationalization of Indian Banks and up to 1991 prior to Indian Banking Sector
Reforms.

iii) New phase of Indian Banking System with the advent of Indian Financial & Banking
Sector Reforms after 1991.

Phase I:

“The General Bank of India was set up in the year 1786. Next came Bank of Hindustan and
Bengal Bank. The East India Company established Bank of Bengal (1809), Bank of Bombay
(1840) and Bank of Madras (1843), as independent units and called them Presidency Banks.
These three banks were amalgamated in 1920 and the Imperial Bank of India was established
which started as private shareholders’ banks, mostly Europeans. In 1865 Allahabad Bank was
established and for the first time exclusively by Indians, Punjab National Bank Ltd. was set up in
1894 with headquarters at Lahore. Between 1906 and 1913, Bank of India, Central Bank of
India, Bank of Baroda, Canara Bank, Indian Bank, and Bank of Mysore were set up. Reserve
Bank of India came in existence in1935.

During the first phase the growth was very slow and banks also experienced periodic failures
between 1913 and 1948. There were approximately 1100 banks, mostly small. To streamline the
functioning and activities of commercial banks, the Government of India came up with The
Banking Companies Act, 1949 which was later rechristened as Banking Regulation Act 1949 as
per amending Act of 1965 (Act No. 23 of 1965). Reserve Bank of India was vested with
extensive powers for supervision over banking in India as the Central Banking Authority.”

Phase II:

“Government undertook major steps in Indian Banking Sector Reforms after independence. In
1955, it nationalized Imperial Bank of India with extensive banking facilities on a large scale
especially in rural and semi-urban areas. It formed State Bank of India to act as the principal

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agent of RBI and to handle banking transactions of the Union and State Governments all over the
country.

Detailed below are the steps taken by the Government of India to regulate Banking Institutions in
the country:

i) 1949: Enactment of Banking Regulation Act.

ii) 1955: Nationalization of State Bank of India.
iii) 1960: Nationalization of SBI subsidiaries.
iv) 1961: Insurance cover extended to deposits.
v) 1969: Nationalization of 14 major banks.
vi) 1971: Creation of credit guarantee corporation.
vii) 1975 : Creation of regional rural banks.
viii) 1980: Nationalization of seven banks with deposits over 200 crore.

After nationalization of banks, the branches of the public sector banks in India rose to
approximately 800%. The deposits and advances took a huge jump by 11,000%. Banking in the
sunshine of Government ownership gave the public enormous faith and immense confidence
about the sustainability of these institutions.”

Phase III:

“This phase introduced many more products and facilities in the banking sector in its reform
process. In 1991, a committee was set up under the chairmanship of M Narasimham which
worked for the liberalization of banking practices. A number of foreign banks and their ATM
stations came up in the country. Efforts are on to give a satisfactory service to customers. Phone-
banking and net-banking were introduced.

The entire system became more convenient and swift. Time has been given more importance
than money. The financial system of India has shown a great deal of resilience. It is sheltered
from any crisis triggered by any external macroeconomics shock as other East Asian Countries
suffered. This is all due to a flexible exchange rate regime, high foreign reserves.

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THE KEY TRIGGERS:

Key Triggers that have forced and facilitated this ‘makeover’ can briefly be
summarized as:

Impact of globalization, liberalization and privatization:

• Increasing global inter-connectivity.
• Newer and smarter machines / systems and work-place automation.
• Computational world.
• Changing media ecology.
• Increasing global life-span affecting nature of careers and learning.
• Stiffest ever cut-throat competition for market dominance.
• New emerging areas of personal learning / learning portals.
• Cross-cultural compulsions, assimilation and adjustments.
• Consolidation becoming a key strategy amongst buyers and suppliers, particularly in a
fragmented and diversified market of mergers and acquisitions.
• Continuing erosion of moral, ethical and social values / obligations.
• Changing face of job market nationally and internationally.
• Assessment of the training needs of both present future work force.

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 CHAPTER 4
IMAPACT OF TRAINING AND DEVELOPMENT IN BANKING SECTOR:

The major impacts of effective training and development in the banking sector
may be given as below:

• Motivating the workforce:

Due to the growth of the global market, a technological edge supported by a talent
pool has become a vital factor for survial in the market. Due to the reason
organization gives main priority to technology advancement programs. HR managers
are now performing the role of motivators for their knowledge workers to adopt new
changes.

• Managing people:

Due to the increasing competition there is a need in the organization for knowledge
workers, hence the companies always look for individual who can make a difference.
Due to the reason gaining the right knowledgeable person had become a costly deal
for the organizations but the attitude is different for those who are taking up
responsibilities at a lesser age and International Journal of Business.

• Competency Development:

Human capital is the real asset for any organization, and this makes the HR role
important in recruiting, managing, and retaining the best. The HR department has a
clear role in this process and determines the success tempo of any organization. An
urgent priority for most of the organizations is to have an innovative and competent
HR pool; sound in HR management practices with strong business knowledge.

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• Developing Trust factor:

Low levels of trust inhibit tacit knowledge sharing in the knowledge based industry.
It is essential that companies takes more initiatives to improve the security levels of
the employees. Work life Balance Factor aspect creates with it the challenge of a
smoother assimilation and the cultural binding of the new comers into the
organization fold. The pressure of delivering the best of quality services in a reduced
time frame calls for ensuring that employees maintain a work life balance.

• Attrition/Retention of the Talent Pool:

One of the toughest challenges for the HR managers in any industry is to deal with
the prevalent high attrition levels. Though there is an adequate supply of qualified
staff at entry level, there are huge gaps in the middle International Journal of Business
Administration and Management. Further, the salary growth plan for each employee
is not well defined. This situation has resulted in increased levels of poaching and
attrition between organizations.

• Work life Balance Factor:

This aspect creates with it the challenge of a smoother assimilation and the cultural
binding of the new comers into the organization fold. The pressure of delivering the
best of quality services in a reduced time frame calls for ensuring that employees
maintain a work life balance .

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 CHAPTER 5
NEED FOR TRAINING AND DEVELOPMENT IN ORGANIZATIONS –
FACTORS AND FORCES:

Behind The need for employee training and development may arise because of the
following issues and changes in an organization:

• Rapid technological advancements/innovations impacting workplaces and the need

for the work force to consistently update and upgrade their knowledge and skills.
• Emergence of multi-dimensional horizons of functioning, demanding far greater
specialization.
• Metamorphosis of management functioning.
• Largely theoretical and non-practical college education affecting levels of gainful
employability.
• Absence of proper and scientific selection procedures.
• Career-advancements and promotions.
• Generating higher morale, motivation and commitment.
• Increased productivity and profitability.
• Making jobs more challenging, interesting and demanding.
• Deep desire and urge for personal growth and self-development Retention of already
trained personnel.
• Improving organizational climate.
• Elimination and prevention of obsolescence.
• Preparing for fulfill its future manpower requirements.
• Keeping pace with the changing times and business scenario.
• Bridging the gap between skills requirements and skills availability.

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• Sustainability, survival and growth of the organization.
• Nation’s overall growth and progress.
• Employees requests.
• Employees’ survey results.
• Identification, evaluation and removal of deficiencies in the existing system.
• Legal and regulatory changes.
• Nurturing and developing new leadership chain.
• Fresh entrants in the organization.
• Installing new equipments and machines.
• Opting for new managers.
• Introducing new programmes/policies.
• Arrival of newer technologies.
• Reassignment compulsions.
• Safety and security imperatives.
• Future manpower planning in anticipation of changing global scenario.
• Response to changing social values.

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 CHAPTER 6
INPUTS IN TRAINING AND DEVELOPMENT IN BANKING SECTOR:

Any training and development program ought to have inputs which facilitate the
participants to increase skills, information, learn intellectual concepts and help
attain a idea to glance into the future.

The inputs should be as mentioned below:

• Professional skills, including soft skills.

• Education and learning.
• Continuity of growth and development.
• Ethics and morality.
• Attitudinal adaptableness.
• Management and analytical skills.
• Social roles and responsibility.
• Environmental concerns.

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 CHAPTER 7
BENEFITS OF TRAINING AND DEVELOPMENT FOR THE BANKING
SECTOR:

The benefits of Training and Development are not only for the organizations but
also for their employees. These can be categorized as under:

Benefits for the Organization:

• Results into higher productivity and improved profitability by developing new optimistic
outlook towards revenue orientation.
• Improves job-knowledge and job-skills at all levels of the organization.
• Uplifts the confidence of the employees to greater heights.
• Encourages employees to identify them with the overall organizational goals.
• Helps to build a improved business culture and corporate image.
• Fosters legitimacy, faith and sincerity.
• Improves the magnitude of association among the superior and the subordinates.
• Leads to organizational development.
• Prompts superiors/trainers to learn from the trainees. This is called Peer Level Learning.
• Helps devise accurate course of action for the occupation.
• Aids in considerate, appreciating and implementing organizational policies.
• Provides information for upcoming requirements in all areas.
• Helps the group to enhance their effective managerial and analytical skills.
• Facilitates augmentation and development for promotion from within the system.
• Aids in increasing headship skills, inspiration, trustworthiness, improved outlook and
other qualities that triumphant workforce and managers frequently display.
• Positively affects work output, both quantitatively and qualitatively.

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 • Helps cost fall in various areas like manufacture, people, management, marketing and
sales.
• Improves labor-management relations.
• Develops a logic of commitment and accountability to the organization for becoming
more and more competent, educated and efficient.
• Reduces external consulting expenditure by utilizing proficient in-house conversation.
• Stimulates culture of management by preparation as opposite to management by
emergency.
• Creates congenial environment for expansion, communique and progression.
• Aids in humanizing organizational communications.
• Encourages and helps employees to adjust to changes happening in the organization and
the corporate environment.
• Effectively aids in conflict resolutions, thereby preventing consequential stress, strain and
tension.

Benefits for the Individuals:

• Develops better managerial and effective analytical skills.

• Facilitates internalization and operationalization of motivational variables of appreciation,
triumph, augmentation, accountability and progression through training and development.
• Aids in uplifting self-assurance, discipline and self control.
• Enables employees cope up with stress, strain, worry, annoyance and disagreement
confidently and successfully.
• Provides valuable guidance for humanizing headship, awareness, communique skills and
attitudes.
• Enhances level of job-satisfaction, self-satisfaction and acknowledgment from all quarters.
• Helps an employee advance to his/her own goals while humanizing interactive skills.

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 • Meets individual needs of employee.
• Shows and provides an employee the opportunity for own development in future.
• Develops the wisdom and practice of self-learning.
• Helps get rid of panic in attempting a novel task.
• Facilitates improvement in listening skill, verbal communication skills and also script
skills.

Benefits for Personnel and Human Relations, Intra-group and Inter-group

Relations and Policy Implementation:

• Improves superiority of communication among groups and individuals.

• Aids in orientation of both latest entrants and persons coming on transfer/ promotion.
• Provides inputs on main beliefs of equivalent opportunities and positive action existing in
the organization.
• Provides knowledge about existing laws/by-laws, government rules and regulations and
management policies.
• Affects improvement in interpersonal/behavioral skills.
• Formulate organizational policies, rules and regulations feasible and practical.
• Builds cohesiveness amongst different groups.
• Encouraging for education, development, synchronization, team-building and headship
development.

CHAPTER 8

EQUIPPING THE ORGANIZATION FOR TRANING:

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 For undertaking a training program for its employees, the organization should
invariably provide itself to execute the training responsibility effectively. Briefly
put, this includes the followings:

• Proper needs assessment and correct identification of the areas of training will help in
analyzing the strengths and weaknesses of the organization.
• Imparting training to employees in all kinds of job skills required in the organization.
• Undertaking a thorough study of the management of the training functions of
employers’ organizations which have attained brilliance in the field of training
programmes.
• Upgrading the organization's information/research/knowledge bases.
• Increasing high quality training courses and study resources.
• Wherever absolutely essential, entering into planning with external expert persons,
agencies or institutions to devise and carry out training programmes.
• Acquisition of all kinds of essential training equipments needed for a particular
training program.
• A brief review of ‘terms’ would be perfectly in order:

• Corporate Ethics:

This covers the worth of whole range of good behavior, etiquette, politeness, respect,
deliberation, individual decor and good bond etc. This also includes discouraging
gossips, controversies, personal work during office hours and rush jobs etc.
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• Communications:

The ever-increasing diversity of today's workforce brings in its fold sample diversity
of languages, traditions, rituals and living patterns. The level of sophistication visible
in an organization gives a fairly accurate image of the organization’s style of
functioning. This area of training encompasses spoken, written and presentation
skills. It stresses the significance of message being quite apparent, brief, concrete,
complete and impressive.

• Career and Life Planning:

The genuine objective of a mostly employee-oriented training is to assist employees

plan for their life, profession, retirement, exigencies and redundancy etc will help in
striking complete harmony between work-life and family-life.

• Computer skills:

These have become compelling requirement for efficiently conducting managerial

and office jobs. In fact, the proficiency in computer skills these days is a basic
condition of eligibility.

• Diversity Training:

Diversity training includes imparting basic information about how the people from
different social and economic backgrounds, cultures, regions and religions have
diverse perspectives, views and beliefs, and includes teaching techniques how to
value multiplicity and handle it in any organization. Bringing about perfect unity in
this era of diversity is an absolute need of any organization in this global era.

• Staff Management and Team Building:

Each and everyone in the organization can achieve more and more through superior
teamwork and ideal administrative practices.

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• Time management:

There is an old saying: ‘Time is money’. In fact, time is much more than money in
the present age. Training in time-management-skills not only shows the importance of
being specific but also underlines the importance of delegation and prioritization in
day-to-day functioning. Such trainings also teach how to set quantifiable, realistic,
pertinent and time-bound goals.

• Human Relations:

In today's workplace, if anything should get the top-slot, it should be human relations
only. Training teaches people how to get along with others in the workplace and
imparts tips for removing misunderstandings and resolving conflicts.

• Quality initiatives:

Initiatives such as T.Q.M, Quality Circles, Benchmarking, etc., require fundamental

training in understanding the quality concepts, their strategy, principles and their
impact and effect.

• Safety and Security:

Security training is significant not only when functioning with weighty

equipments/machines, risky chemicals, recurring activities, etc., but is also helpful in
avoiding assaults, etc.

• Memory skills:

The objective of this training highlights the procedure for better response,
preservation and remembers through audio and illustration learning modes which
helps to get better skills by employing all sanity, associating and subsequent
systematic review plans.

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• Unique skills:

The organizations also teach extraordinary job-related skills, which comprise of

technology training, report writing, practical training, and excellence assessments etc.
At this point, it is important for an organization to choose a trainer who is capable and
efficient enough to make a affirmative distinction with his or her teaching
methodologies. The mission and the vision statements of the organization should
always be kept in view.

CHAPTER 9

ROLE OF HRM IN BANKING OPERATIONS:

29
• Human Resources (HR) can include a broad spectrum of specialties within
organizations. Some examples of specialties include recruiting, payroll, policy, safety,
training and development, and performance management. In smaller organizations, the
HR professional may handle all of those specialties and in larger organizations, each
specialty is most likely its own department.

• Many banks in India were trying to hire the professionals with higher packages even
when the GDP of country was quite high as they were not able to find the ready
available talent. Few banks have taken steps to build the talent and one among them is
ICICI Bank. They have tried to build the available resources on supply side to demand
side.

• Our country is mainly dominated by medical and engineering colleges where bank
industry finds it difficult to locate specific institutes who produce only pool of talents
for banks. This made the banking industry to look beyond top cities for talent and
moved to small town and rural India that need to be polished on social and corporate
skills.

• The roles within HR can vary greatly as well as with many departments from the
purely administrative to the executive. Another related and perhaps more important
question that is often discussed is, “what should HR be doing?” For me, HR‟s
primary purpose is to ensure that the right people are working in the right places to
accomplish the organizations goal.

• HR is responsible to develop programs that will attract, select, develop, and retain the
talent needed to meet the organizational mission. So whether you are an HR
department of one or a combination of multiple departments that include hundreds of
employees, your primary responsibility is talent management.

30
 CHAPTER 10
LEVELS OF AUTHORITY IN TRAINING AND DEVELOPMENT IN
BANKING SECTOR:

31
After interviewing group identified four levels of authority in the human resource
practice followed by the bank:

• Corporate level HR:

This is the central level of Human Resource officer. Their main job includes laying out HR
policies to be followed by the bank after observing recent trends in the banking industry. They
see to it that bank follows standard and acceptable practices and standard of the training and
development program is at par with international level.

• National level HR

National level HR officer studies, modifies and manages the training and development
programmes according to various differences prevalent in different parts of the country. He
broadly instructs all the regional level HR officer to report to him the issues faced by them in
implementing company policies. He then accordingly modifies policies and procedures of the
training and development programs to ensure that program is successfully implemented.

• Regional HR

Main goal at this level is to ensure proper implementation of the training and development program
and to ensure that methods followed in the program are relevant to the particular region. Also they
report to higher authority in case of discrepancy or issues observed implementation of the program.

• Field HR

32
This is the main level of the hierarchy which directly interacts with the customers. They are in
charge of the day to day operations of the bank. They have to interact with a vast diversity of
customers from very rich to very poor, therefore it’s important that their training addresses this
issue primarily and they must be train to handle conflicts and daily nuances of the service offered.

CHAPTER 11

LIMITATIONS OF TRAINING AND DEVEOPMEMNT IN BANKING

SECTOR:

33
 • There are several reforms in banking industry and a chain of reforms have started and all
such reforms cannot be incorporated in the study; only a selected few reforms have been
discussed in the study.

• Responses may be influenced by the colleagues or some respondents may not disclose the
truth.

• The study reveals that the respondents of private sector banks are more stressful as
compared to public sector bank employees.

• The study also brings out that there is difference of incentives and amenities of public
and private sector bank employees.

• There are different type of stress found among the employees like emotional stress,
physical stress etc.

• It has also been found that banks are not playing active role in managing the stress of
employees.

• Both employer and employee must understand that work should be valued and not
excessive. Work should not compromise on health and family life; rather offer happiness,
peace of mind, certainty, variety and flexibility.

• Private sector banks are facing more hectic work life in comparison to public sector bank
employees.
STUDY

The main aim of the survey is to find out the views of people out of a sample group of 80 on
commercial as well as educational books. It will highlight the revenue model of the publishing
industry. Contribution from domestic as well as foreign market in the Indian publishing industry
is on a major breakthrough and a boom is anticipated in the industry.

34
 ANALYSIS

AGE
GROUP:

• The online survey method was used and 80 respondents were asked to answer a set of 12
questions.
• To broaden the horizon of the study all age groups were covered.
• Less than 25 is the group of teenagers as well as working class people.
• 26-30 is the adult group which consists of working class people.
• Above 30 age group people that majorly consist of working class people. Having their
own families.

GENDER GROUP:

35
 • The literacy percentage has seen a steady increase over the last few years in both male
and female.
• This indicates that in the future there will be even more number of people that would
want to read.
• Both male and female perspectives where taken into consideration.
• In the particular given study the number of females that answered the questionnaire was
less than the number of males.

EDUCATIONAL QUALIFICATION:

36
 • From the above analysis it can be concluded that percentage of post graduate participated
in the aforesaid survey is higher than other qualified professionals, which clearly gives an
idea and approach of qualified analytical mind with respect to the topic in question.
• The different educational qualifications are:

36.3% of the respondents were Under Graduate.

52.5% of the respondents were Post Graduate.
11.3% of the respondents were PhD.

OCCUPATION:

37
People from different walks of life took the survey.

• This gives us the perspective from different category of people.

• And gives us an idea as to how a person will think when coming from that particular
background in general.
• The different occupations were:-

43.8% of the respondents were Student.

32.5% of the were Professional.
23.8% of the were Self Employed.

ANNUAL INCOME:

38
 • This gives us the perspective from different annual incomes.
• The different annual incomes were:

55% of the respondents were less than 7 lakh.

31.3% of the respondents were 7-15 lakh.
13.7% of the respondents were more than 15 lakh.

DOES YOUR BANK CONDUCT FREQUENT TRAINING AND

DEVELOPMENT PROGRAM FOR ITS EMPLOYEES?

39
 • Majority of the respondents bank conduct frequent training for its employees to develop
their growth and effectiveness in the organization.
• From the above analysis it can be concluded that majority of the banks as 63.7% conduct
frequent training programs for its employees to perform better and increases their
productivity.
• Frequent training leads to proper development of the employees.
• 36.3% of the bank do not conduct frequent programs.

DO YOU THINK, PUBLIC BANKS CONDUCT AS MUCH TRAINING

WORKSHOPS AS PRIVATE BANKS?

40
 • From the above analysis it can be concluded that most of the private banks conduct
workshops more than public banks as it gives proper training and development to the
individual employee.
• As 43.8% gives the majority to private banks for better performance from the public
banks and it leads to proper workshops conducted by private banks for its employees.
• As 33.8% of public banks gives the limited idea due to less conducting training programs
and development of its employees than private banks.

WHICH OF THE FOLLOWING METHODS WOULD YOU PREFER TO

DEVELOP SKILLS?

41
 • From the above information it can be concluded that majority of the On the Job methods
are used to develop skills of employees.
• Analysis shows that most of the persons prefer On the Job and Technology – Based
Learning methods to develop their skills and effectiveness in the organization.
• As 26.3% of Formal Training method is less preferred to develop skills due to lack of
personal watch by the Supervisors.
• 45% preferred Group Discussion.

DO YOU BELIEVE TRAINING AND DEVELOPMENT (T&D)

INCREASES THE SKILLS OF EMPLOYEES?

42
 • As 96.3% believe in training and development increases the skills of employees for better
growth in bank and it gives higher level of positions to employees.
• Training and Development always leads to develop the skills of the employees and their
achievements in the organization.
• Majority of the respondents believe in proper training and development increases the
skills of and employee.

WHY DO YOU THINK TRAINING AND DEVELOPMENT IS

IMPORTANT IN BANKING SECTOR?

43
 • As 80% of the data shows that the training and development is important in banking
sector due to increase in productivity of the employees and their growth.
• 41.3% were the Heightened Morale .
• 45% were the Reduced Supervision.
• 42.5% were the Increased Organizational Stability.

DO YOU THINK, THERE IS A NEED OF PERMANENT QUALIFIED

TRAINER IN PUBLIC/PRIVATE BANKS?

44
 • From the above analysis it is concluded that majority persons think’s, that there is
a need of permanent qualified trainer in public or private banks.
• Permanent qualified trainer leads to proper training and development of
employees in banks to handle large operations.
• 5% persons doesn’t required the permanent qualified trainer in public or private
banks.

ON SCALE OF 0 TO 5 HOW MUCH WOULD YOU RATE THE IMPACT

OF TRAINING PROGRAMS CONDUCTED BY THE BANKS FOR ITS
EMPLOYEES?

45
 • From the above analysis it is concluded that 40 persons rate the training program is 50%.
• As 15 respondents given the rate to the training program is 18.8%.
• As1 respondents given the rate to the training program is 1.3%.
• As 22 respondents given the rate to the training program is 27.5%.
• As 2 respondents given the rate to the training program is 2.5%.

CONCLUSION

The research has collected different methods, observations and data analysis about Training and
Development of employees in banks. Each factor positively increases the effectiveness of
training and development for employees. Each data shows different respondents have answered

46
different options for proper analyzing and development of an employee in bank. However, the
overall growth of an employee through training and development is increasing day by day in the
organization.

Some facts:

• Majority of the respondents bank conduct frequent training for its employees to develop
their growth and effectiveness in the organization.
• Above analysis conclude that private bank conducts more workshops from public bank.
As private bank gives proper training and attention to the employees for their work.
• Majority of the respondents prefer On the Job method to develop the skills of an
employee. On the Job gives proper training and actual performance in the work.
• Majority of the respondents believe in proper training and development increases the
skills of and employee.
• Majority of the respondents conclude that training and development is an important factor
to increase the productivity of the employees. It increases the growth of an employee and
effectiveness in the organization.
• From above analysis it is conclude that permanent qualified trainer is needed in the
public/private banks to increase the growth and proper working system in the
organization. Permanent qualified trainer leads to proper training and development of an
employee.

HYPOTHESIS CONCLUSION:

Of the three hypothesis that were assumed during the start of the project. The following
conclusions have been derived:

47
H0: THERE IS A IMPACT OF TRAINING AND DEVELOPMENT PROGRAM ON
EMPLOYEE WITH RESPECT TO THEIR SERVICE IN BANKING SECTOR.
H1: THERE IS NO IMPACT OF TRAINING AND DEVELOPMENT PROGRAM ON
EMPLOYEE WITH RESPECT TO THEIR SERVICE IN BANKING SECTOR.

The original hypothesis that there is a impact of Training and Development program on
employee with respect to their service on Banking Sector is true. When the research conducted it
was revealed that majority of the respondents believe that proper training and development
affects the development of an employee.

H0: THERE IS DIRECT RELATION BETWEEN EMPLOYEES PERFORMANCE AND

EMPLOYEES TRAINING IN BANKING SECTOR.
H1: THERE IS NO DIRECT RELATION BETWEEN EMPLOYEES PERFORMANCE
AND EMPLOYEES TRAINING IN BANKING SECTOR.

Hypothesis conclusion is that there is direct relation between employees performance and
employees training in banking sector is true. As it shows that training and development increases
the skills of employees. 96.3% of the majority respondents believe in that, there is direct relation
between employees performance and employees training and development.

H0: TRAINING AND DEVELOPMENT PROGRAM IS A INNOVATIVE WAY FOR

NEW SKILL DEVELOPMENT IN THE PROFESSIONAL PRACTICE OF AN
EMPLOYEE.
H1: TRAINING AND DEVELOPMENT PROGRAM DOES NOT PLAY A VITAL ROLE
IN DEVELOPMENT OF NEW PROFESSIONAL SKILL IN AN EMPLOYEE.

48
From the above research it was concluded that training and development program is a innovative
way for new skill development in the professional practice of an employee is true. As it shows
that On the Job and Technology-Based Learning method, majority of the respondents were prefer
to develop skills through On the Job and Technology-Based Learning method. Therefore, the
original hypothesis is assumed true.

BIBLIOGRAPHY

Internet and Websites:

49
https://www.slideshare.net/tanujpoddar/hrm-training-development

http://shodhganga.inflibnet.ac.in/bitstream/10603/186696/4/13.chapter-5.pdf

https://www.slideshare.net/AmmyChohan/training-and-development-in-axis-bank

https://www.slideshare.net/AmmyChohan/training-and-development-in-axis-bank

https://www.slideshare.net/friendanoopg/study-on-effectiveness-of-training-and-development

https://www.researchgate.net/publication/326427056_The_Impact_of_Training_and_Development_on
_Employee_Performance

http://www.yourarticlelibrary.com/employee-management/training-of-employees-meaning-objectives-
need-and-importance-employee-management/27909

http://shodhganga.inflibnet.ac.in/bitstream/10603/138819/8/08_chapter1.pdf

https://www.ripublication.com/ijbamspl17/ijbamv7n1spl_04.pdf

50
https://www2.le.ac.uk/projects/oer/oers/psychology/training-and-development-introduction-and-
overview

https://www.slideshare.net/tanujpoddar/hrm-training-development

http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.407.7115&rep=rep1&type=pdf

https://ijsrm.in/index.php/ijsrm/article/view/1312

https://journals.sagepub.com/doi/full/10.1177/2158244011433338

https://www.academia.edu/13946269/A_Study_on_Training_and_Development_in_Public_Sector_Ban
ks

https://www.slideshare.net/hemanthcrpatna/a-study-on-training-and-development-conducted-at-
bharathi-associates

ANNEXURE

51
Dear Sir/Madam,
I am Soumil Bhatter perusing my studies in T.Y.B.B.I. Semester VI in HR College of
Commerce and Economics, doing my project work on “Training and Development of
Employees in Banks”.

So I request you to give me your valuable feedback on questionnaire.

Thanking You.
Soumil Bhatter

QUESTIONNAIRE

TRAINING AND DEVELOPMENT OF EMPLOYEES IN BANKING

SECTOR:

1. Age?

A. <25 B. 26-30 C. >30

2. Gender?

52
 A. Male B. Female

3. Educational Qualification?

A. Under Graduation B. Post Graduation C. PhD

4. Occupation?

A. Student B. Professional C. Self Employed D. Other

5. Annual Income?

53
 A. <7 lakh B. 7-15 Lakh C. >15 Lakh

6. Does your bank conduct frequent training and development programs for its employees?

A. Yes B. No

7. Do you think, public banks conduct as much training workshops as private banks?

A. Yes B. No

8. Which of the following methods would you prefer to develop skills?

A. On the Job B. Group Discussion C. Technology- Based Learning

D. Formal Training

9. Do you believe Training and Development (T&D) increases the skills of employees?

54
 A. Yes B. No

10. Why do you think Training and Development is important in banking sector?

A. To increase productivity B. Heightened Morale C. Reduced Supervision

D. Increased Organizational Stability

11. Do you think, there is a need of permanent qualified trainer in public/private banks?

A. Yes B. No

55
12. On scale of 0 to 5 how much would you rate the impact of training programs conducted by
the banks for its employees?

A. 0 B. 1 C. 2 D. 3 E. 4 F. 5

56