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Introduction

Introduction ICICI Bank is India's second-largest bank with total assets of Rs. 4,736.47 billion (US$ 93

ICICI Bank is India's second-largest bank with total assets of Rs. 4,736.47 billion (US$

93 billion) at March 31, 2012 and profit after tax Rs. 64.65 billion (US$ 1,271 million)

for the year ended March 31, 2012. The Bank has a network of 2,900 branches and

10,021

ATMs

in

India,

and

has

a

presence

in

19

countries,

including

India.

ICICI Bank offers a wide range of banking products and financial services to corporate

and retail customers through a variety of delivery channels and through its specialised

subsidiaries

in

the

areas

of

investment

banking,

life

and

non-life

insurance.

The Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches

in

United

States,

Singapore,

Bahrain,

Hong

Kong,

Sri

Lanka,

Qatar

and

Dubai

International Finance Centre and representative offices in United Arab Emirates, China,

South

Africa,

Bangladesh,

Thailand,

Malaysia

and

Indonesia.

ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the

National Stock Exchange of India Limited and its American Depositary Receipts (ADRs)

are listed on the New York Stock Exchange (NYSE).

It is the largest private sector bank in India. It has a huge network of 2,528 branches and

about 6,000 ATMs in India and a presence in 19 countries including India. It employs

around 36,000 employees.

ICICI bank views and values human resource as a key source of competitive advantage.

Consequently the development and management of human capital is an essential element

of their strategy and an important management activity.

The rapidly changing business environment in banking sector and the constant challenges it poses to

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. ICICI Bank believes that

building a learning organization is critical for being competitive in products and services

and meeting customer demands and achieving customer satisfaction.

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.

ICICI Bank also learns from the best available training programmes and faculty, both

international and domestic, to meet its training and development needs and build globally

benchmarked skills and capabilities.

History

History ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution, and

ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial

institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was

reduced to 46% through a public offering of shares in India in fiscal 1998, an equity

offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition

of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary

market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was

formed in 1955 at the initiative of the World Bank, the Government of India and

representatives of Indian industry. The principal objective was to create a development

financial institution for providing medium-term and long-term project financing to Indian

businesses.

In the 1990s, ICICI transformed its business from a development financial institution

offering only project finance to a diversified financial services group offering a wide

variety of products and services, both directly and through a number of subsidiaries and

affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first

bank

or

financial

institution

from

non-Japan

Asia

to

be

listed

on

the

NYSE.

After consideration of various corporate structuring alternatives in the context of the

emerging competitive scenario in the Indian banking industry, and the move towards

universal banking, the managements of ICICI and ICICI Bank formed the view that the

merger of ICICI with ICICI Bank would be the optimal strategic alternative for both

entities, and would create the optimal legal structure for the ICICI group's universal

banking strategy. The merger would enhance value for ICICI shareholders through the

merged entity's access to low-cost deposits, greater opportunities for earning fee-based

income and the ability to participate in the payments system and provide transaction- banking services.

income and the ability to participate in the payments system and provide transaction-

banking services. The merger would enhance value for ICICI Bank shareholders through

a large capital base and scale of operations, seamless access to ICICI's strong corporate

relationships built up over five decades, entry into new business segments, higher market

share in various business segments, particularly fee-based services, and access to the vast

In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger

of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal

Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The

merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the

High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature

at Mumbai and the Reserve Bank of India in April 2002. Consequent to the merger, the

ICICI group's financing and banking operations, both wholesale and retail, have been

integrated in a single entity.

Corporate History

ICICI Bank was established in 1994 by the Industrial Credit and Investment Corporation

of India, an Indian financial institution, as a wholly owned subsidiary. The parent

company was formed in 1955 as a joint-venture of the World Bank, India's public-sector

banks and public-sector insurance companies to provide project financing to Indian

industry.The

bank

was

initially

known

as

the Industrial

Credit

and

Investment

Corporation of India Bank, before it changed its name to the abbreviated ICICI Bank.

The parent company was later merged into ICICI Bank. ICICI Bank launched internet

banking operations in 1998.

banking operations in 1998. ICICI's shareholding in ICICI Bank was reduced to 46 percent, through a

ICICI's shareholding in ICICI Bank was reduced to

46 percent, through a public offering of shares in India in 1998, followed by an equity

offering in the form of American Depositary Receipts on the NYSE in 2000. ICICI Bank

acquired the Bank of Madura Limited in an all-stock deal in 2001, and sold additional

stakes to institutional investors during 2001-02.In the 1990s, ICICI transformed its

business from a development financial institution offering only project finance to a

diversified financial services group, offering a wide variety of products and services, both

directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999,

ICICI become the first Indian company and the first bank or financial institution from

non-Japan Asia to be listed on the NYSE. In 2000, ICICI Bank became the first Indian

bank to list on the New York Stock Exchange with its five million American depository

shares issue generating a demand book 13 times the offer size.In October 2001, the

Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of

its wholly owned retail finance subsidiaries, ICICI Personal Financial Services Limited

and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by

shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at

Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the

Reserve Bank of India in April 2002. In 2008, following the 2008 financial crisis,

customers rushed to ATM's and branches in some locations due to rumors of adverse

financial position of ICICI Bank. The Reserve Bank of India issued a clarification on the

financial strength of ICICI Bank to dispel the rumors.

Objective

Objective ICICI Bank’s Green initiative is to make healthy environment in th e organisation i.e; to

ICICI Bank’s Green initiative is to make healthy environment in the organisation i.e; to

create intrapersonal skills amongs the customer and understanding between employees of

the organisation.

Broad objectives of the ICICI are:

(a)

to assist in the creation, expansion and modernisation of private concerns;

(b)

to encourage the participation of internal and external capital in the private concerns;

(c)

to encourage private ownership of industrial investment.

Green products and services

Instabanking

It is the platform that brings together all alternate channels under one umbrella and gives

customers the option of banking through Internet banking, i-Mobile banking, IVR

Banking. This reduces the carbon footprint of the customers by ensuring they do not have

to resort to physical statements or travel to their branches.

Vehicle Finance

As an initiative towards more environment friendly way of life, Auto loans offer 50%

waiver on processing fee on car models which uses alternate mode of energy. The models

identified for the purpose are, Maruti's LPG version of Maruti 800, Omni and Versa,

Hyundai's Santro Eco, Civic Hybrid of Honda, Reva electric cars, Tata Indica CNG and

Mahindra Logan CNG versions.

Carbon Footprint Calculator

Carbon Footprint Calculator Inputs include region, user input of the distance traveled in a particular medium

Inputs include region, user input of the distance traveled in a particular medium of

transport daily, electricity consumed per month and LPG cylinder/piped natural gas used

per month. It calculates the net carbon footprint to create awareness and sensitize people

about the environment.It also shows the world's and India's average carbon footprint.

Subsidiaries

Domestic

ICICI Lombard

ICICI Prudential Life Insurance Company Limited

ICICI Securities Limited

ICICI Prudential Asset Management Company Limited

ICICI Venture

ICICI Home Finance

ICICI direct.com

ICICI fund

International

ICICI Bank UK PLC

ICICI Bank Canada

ICICI Bank Eurasia LLC

ICICI Bank Eurasia LLC Page 8

Acquisitions

Acquisitions 1996: SCICI Ltd. A diversified financial institution with headquarters in Mumbai 1997: ITC Classic Finance.

1996: SCICI Ltd. A diversified financial institution with headquarters in Mumbai

1997: ITC Classic Finance. Incorporated in 1986, ITC Classic was a non-bank financial

firm that engaged in hire,m purchase, and leasing operations. At the time of being

acquired, ITC Classic had eight offices, 26 outlets, and 700 brokers.

1998: Anagram Finance. Anagram had built up a network of some 50 branches in

Gujerat, Rajastan, and Maharashtra that were primarily engaged in retail financing of cars

and trucks. It also had some 250,000 depositors.

2001: Bank of Madura

2002: The Darjeeling and Simla branches of Grindlays Bank

2005: Investitsionno-Kreditny Bank (IKB), a Russian bank

2007: Sangli Bank. Sangli Bank was a private sector unlisted bank, founded in 1916, and

30% owned by the Bahte family. Its headquarter were in Sangli in Maharashtra, and it

had 198 branches. It had 158 in Maharashtra and 31 in Karnataka, and others in Gujarat,

Andhra Pradesh, Tamil Nadu, Goa, and Delhi. Its branches were relatively evenly split

between metropolitan areas and rural or semi-urban areas.

2010: Bank of Rajasthan.

Strengths of ICICI Bank

Strengths of ICICI Bank ICICI is the second largest bank in terms of total assets and

ICICI is the second largest bank in terms of total assets and market share

Total assets of ICICI is Rs. 4062.34 Billion and recorded a maximum profit after tax of

Rs. 51.51 billion and located in 19 countries

One of the major strength of ICICI bank according to financial analysts is its strong and

transparent balance sheet

ICICI bank has first mover advantage in many of the banking and financial services.

ICICI bank is the first bank in India to introduce complete mobile banking solutions

and jewelry card

The bank has PAN India presence of around 2,567 branches and 8003 ATM’s

ICICI bank is the first bank in India to attach life style benefits to banking services for

exclusive purchases and tie-ups with best brands in the industry such as Nakshatra, Asmi,

D’damas etc

ICICI bank has the longest working hours and additional services offering at ATM’s

which attracts customers

Marketing and advertising strategies of ICICI have good reach compared to other banks

in India

Weaknesses of ICICI Bank

Customer support of ICICI section is not performing well in terms of resolving

complaints

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10

There are lot of consumer complaints filed against ICICI

There are lot of consumer complaints filed against ICICI The ICICI bank has the most stringent

The ICICI bank has the most stringent policies in terms of recovering the debts and loans,

and credit payments. They employ third party agency to handle recovery management

There are also complaints of customer assault and abuse while recovering and the credit

payment reminders are sent even before the deadlines which annoys the customers

The bank service charges are comparatively higher

The employees of ICICI are bank in maximum stress because of the aggressive policies

of the management to win ahead in the race. This may result in less productivity in future

years

Opportunities of ICICI Bank

Banking sector is expected to grow at a rate of 17% in the next three years

The concept of saving in banks and investing in financial products is increasing in rural

areas as more than 62% percentage of India’s population is still in rural areas.

As per 2010 data in TOI, the total number b-schools in India are more than 1500. This

can ensure regular supply of trained human power in financial products and banking

services

Within next four years ICICI bank is planning to open 1500 new branches

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11

Small and non performing banks can be acquired by ICICI because of its financial strength

Small and non performing banks can be acquired by ICICI because of its financial

strength

ICICI bank is expected to have 20% credit growth in the coming years.

ICICI bank has the minimum amount of non performing assets

Threats of ICICI Bank

RBI allowed foreign banks to invest up to 74% in Indian banking

Government sector banks are in urge of modernizing the capacities to ensure the

customers switching to new age banks are minimized

HDFC is the major competitor for ICICI, and other upcoming banks like AXIS, HSBC

impose a major threat

In rural areas the micro financing groups hold a major share

Though customer acquisition is high on one side, the unsatisfied customers are increasing

and make them to switch to other banks

Page

12

Training and Development

Training and Development Training and Development in ICICI Bank is referred to the team of employees

Training and Development in ICICI Bank is referred to the team of employees in the

Human Resource department who are responsible for such activities. Training and

Development is headed by a senior-level officer (who is a member of the executive team)

- Chief Human Capital Officer (CHCO).

Training and Development process in the ICICI bank is considered essential for the

progress and growth of the bank. Since, inadequate training and employee errors

constitute a major operational risk for the bank.

After interviewing group identified four levels of authority in the human resource practise

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 practises 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

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13

procedures of the training and development programs to ensure that programme is successfully implemented. Regional

procedures of the training and development programs to ensure that programme 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 during implementation of the program.

Field HR

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.

There are subtle differences between training and development practise followed by

various national and regional branches of the bank. These differences are due to different

requirements, culture, practises and values cherished by various regions of the country.

Also a significant contributing factor is difference in the level of education and economic

development of the area, which gives rise to diversity and different requirements for

different regions.

Interaction between various levels of HR’s

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14

As mentioned earlier, Corporate HR and Field HR play a very diverse role in the

As mentioned earlier, Corporate HR and Field HR play a very diverse role in the training

and development program followed by the company.

Listed are some of the issues on which corporate HR consult field HR and vice-versa:

Feasibility of the implementation of a particular policy

Relevance of the policy at the particular region

Implementation issues faced

Modification needed in the current training and development program

Conversion rate of the learning during the program into practise

Conflicts between various regional and national level goals

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15

Process of Training and Development

Process of Training and Development Lets us discuss about the various external variables influencing for the

Lets us discuss about the various external variables influencing for the need of the

Training and Development programs in the banks.

Industry and Organizational analysis:

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 billable resources on

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. ICICI

bank wanted to design programs that would transform educated workforce into skilled

bankers and turning them to future banking sector leaders. They generally prefer students

done their MBA programs and have relevant work experience which is quite longer

duration. So they designed the programs for 12 months making productive employees in

lesser time.

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16

Task Analysis:

Task Analysis: ICICI bank has focused its business strategy on three key areas: Expansion of Branch

ICICI bank has focused its business strategy on three key areas:

Expansion of Branch network:

The banking regulator demands strict compliance and deployment of trained personnel to

engage with customers as retail banking has high regulations and ICICI bank planned to

expand its branch network by 45%. Without compromising at service quality ICICI has

taken up the challenge to post these new branches with more than 3000 employees. ICICI

bank has implemented the enterprise-wide integrated learning function for the planned

program to be successful.

Opportunities in Corporate Banking Sector:

Corporate banking is well known for high margin businesses which require resources

with specialist skills in credit appraisal, risk evaluation and relationship management.

On-the-job training helps employees to develop skills in a period of 12 to 18 months. The

challenge for banks was to crash the learning cycle for first-day productivity for growing

opportunities.

Productivity Improvement:

It was challenge to bring about significant improvement after knowing that ICICI is

commanding the highest levels of operational productivity and profit per employee in

industry and to be noted that productivity improvement is always been key focus area for

success of ICICI.

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17

Selection of Learning and Training Methods:

Selection of Learning and Training Methods: ICICI bank has considered two approaches for selection of learning

ICICI bank has considered two approaches for selection of learning and training methods:

Operational-Reaction decision making:

This approach is required to bridge shortfalls in expected levels of services like quality,

customer service, etc. These are identified through Training need analysis, evident

through feedback and quality data by using feedback surveys, focused managerial

discussion, focus scores.

The design is:

Impact of a problem: Small and localized versus large and representative.

Learning Technology: Best blend of delivery channels such as e-learning, classroom,

virtual classroom, gaming, simulation, mobile learning.

Executive: Delivery time-lines and coverage.

Measurement: Results measured on suitable model.

Strategic-Proactive Decision making:

Organizations capitalize on potential and emerging business opportunities by building

their capabilities for the long term goals. Indian banking industry as a whole has

taken initiatives in this areas to build their capabilities.

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18

Learning and Training Methods:

Learning and Training Methods: • E-learning courses covering areas of banking, acts as knowledge for every

E-learning courses covering areas of banking, acts as knowledge for every business

group.

For building Leadership bench strength of the organization they have introduced

Leadership Mentoring Program for all high potential employees.

Behavioural Programs in line with the competency framework (DNA) ensure

cultural alignment of all employees. Nearly 275 behavioural courses are conducted

every month and every employee has at least one program every year. This shows

the Learning Continuum.

Investment in building innovative and cutting edge learning channels like Gaming

and Simulation for technology based skill practice and Mobile learning for real time

performance support to the sales team.

Banks decided to make structural interventions in education by addressing the issue of

supply of skilled manpower:

Vocational Training: To offer vocational training in the financial services domain banks

have

entered

into

partnerships

with

172

educational

institutions.

Curriculum

and

pedagogy development, faculty development and up-gradation of infrastructure help

banks to involve in capital infrastructure.

Investment in Higher Education: Bank offered wealth management, risk management

and treasury operations by entering into partners.

Bank has also started offering new courses like 6 months banking diploma to increase the

supply of trained manpower not just for the bank but also for entire industry.

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19

“Probationary officers Program” has been started to provide employment to young graduates primarily from rural

“Probationary officers Program” has been started to provide employment to young

graduates primarily from rural and semi-urban areas by training them through a 9-months

course in various specialized areas in building.

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20

New Initiatives taken by ICICI

Winning Hearts:

New Initiatives taken by ICICI Winning Hearts: The uncertainty in the minds of the Indian customers

The uncertainty in the minds of the Indian customers has developed due to global

economic environment. The Banks decided to take the lead and reach out to its customer

by equipping its employees to address customer queries.

Winning Hearts is a video based training, to engage with customers with sensitivity and

solution oriented approach, the frontline bankers were developed within a span of one

week. The best practice to approach customers has been designed covering various

customer behaviour scenarios and trained them in these programs.

The program was monitored by central head to ensure cent percentage coverage and

covered more than 1200 branch banking staff in a week’s time.

Gaming and Simulation Engine:

This is considered to be an innovative learning medium to skilling employees on process

and operation skill which had a development lead time of ten weeks and the interesting

part is, a fresh training game to be developed for every training process.

I-Voice

The communication with all the company stake holders (i.e. shareholders, customers or

employees) is always timely and transparent in ICICI bank. A video magazine called I-

Voice is the source of information in ICICI which is published quarterly. This video

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21

magazine is 90 mints duration it is screened to employees across banks through town hall

magazine is 90 mints duration it is screened to employees across banks through town hall

meetings facilitated by senior members of bank for two and half hours in duration.

In the last one year, continuous communication with the employees has become difficult

due to the global financial crisis and the market turmoil. For this, ICICI has addressed

queries and concerns in an informal and timely manner by using the channel of I-Voice

extensively to communicate with employees.

The design, development and structure of each edition of I-Voice is the responsibility of

Learning and Development team and this also decides the theme for each edition of I-

Voice released.

The implementation of I-Voice was very success by ICICI bank and fetched them a Best

Corporate e-magazine from Association of Business Communication of India (ABCI).

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22

Employee Participation And Success Of T&D Program ICICI bank considers T&D programmes very seriously. They

Employee Participation And Success Of T&D Program

ICICI bank considers T&D programmes very seriously. They think it to be one of the

chief regions in the success of the bank. Hence they make sure that every employee who

needs training gets it. They also ensure full employee participation and success of T&D

programmes .ICICI bank did a number of things to ensure Employee participation and

success of T&D programmes

Employee understands the Need of T&D

T&D was developed by ICICI bank by keeping the need and skill analysis of the set

of employees who are going to undergo the T&D programme.

Following questions were addressed to identify the need

Does the employee need Technology updation or simple skill enhancement?

Does the Employee suffer from Role conflict?

Does the employee have what it takes to do the job in effective manner

Context of T&D in Employees Career

Employees were made aware of the importance of new skills and skill enrichment.

The Inter-linkages between new skills and job were shown to help motivate the

Employees. The Employee participation was further improved by showing the

importance of skill in the future development of their career and the linkages of the

new skill with organization goals.

ICICI bank trained its employee on core banking by showing them the importance of

the technology which will help in furthering their own career.

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23

• Measurable objectives and favourable outcomes of T&D • The T&D was designed with measurable

Measurable objectives and favourable outcomes of T&D

The T&D was designed with measurable objectives and favourable outcomes that

will be transferred to the job when training will finish. Measurable objectives help to

ascertain the skill that will be obtained in the training will help in attaining the

objective.

Identifying and Interviewing key Stakeholders

ICICI consulted and conducted interview with customers, trainers and employees to

find out the important aspects of training and development practices. They came to

know about the importance of core banking, Credit card and debit card issues related

training. They also understood the practical difficulties that trainers usually face when

they train employees

ICICI followed up with online surveys or evaluations of the training program. They

later

found

it

to

be

very

helpful

in

obtaining

feedback

from

the

audience's

perspective. They conducted anonymous surveys, to have a better chance of receiving

honest feedback

They documented results and analysis of activity a necessary function for gauging

the impact of training.

Evaluation of T&D programme

The ICICI bank came up with different parameters to evaluate its T&D costs. The

Following are some of the parameters

1. Customer Satisfaction

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24

ICICI is in the service industry hence customer satisfaction and retention of customers plays a

ICICI is in the service industry hence customer satisfaction and retention of customers

plays a very important role for it. It is measured using a PULSE score. Pulse score is

calculated by US based reputation institute which is a very good indicator of customer

satisfaction PULSE score basically consists of 4 things

Esteem

Admire

Feeling

Trust

The company checked for the change in pulse score before and after the implementation

of

training

and

development

programme

thereby

helping

in

evaluating

the

T&D

effectively. Customer behaviour was studied in the bank by using the live video recording

to understand what improvement the employee has made after training and development

and what possible improvement can be suggested in future Training and development

activities.

2. Questionnaire

Comprehensive questionnaires were given to all the stakeholders who are getting affected

by T&D activities and the feedback is taken so that the T&D activities can be further

improved. A copy of the questionnaire for ICICI prudential is given in the Appendix.

3. Interviews

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25

Exclusive interviews were conducted across different divisions’ customers to know whether they have seen any

Exclusive interviews were conducted across different divisions’ customers to know

whether they have seen any improvement in the behaviours and service of the employee

who were trained.

4. Productivity improvement

Productivity Improvement analysis were done to gauge the success of T&D activities. It

is one of the most important factors since the T&D is useless if it cannot improve the

performance of the employee from the business. The Productivity improvement were

looked for in following perspective before and after implementation T&D

1.

Average no of employees per branch

2.

Average Call holding time of Customer service representatives

3.

Customer complaints

4.

No of new customers

5.

Profit per employee

5.

Human Resource factors

T&D activities were also evaluated on the basis of human resources factors so that it can

help in redesigning job description and analysing jobs across various departments like

Call centres, Wealth management and wealth advisory roles. Human resource factors that

were taken into account for evaluation of the T&D programmes. Some examples are

Employee turnover, Absenteeism, Employee Grievances, Late comers etc.

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26

Results of T&D Programme

Results of T&D Programme 1. Increase in Average PULSE scores for branch channel from 66% to

1. Increase in Average PULSE scores for branch channel from 66% to 81%.

2. Reduction in Customer complaints by 33%, over last two quarters.

3. Profit per employee grown by 10% over previous year.

4. 28% more new customer accounts by each sales officer in bank branches (in last year).

5. 11% more calls handled by each phone-banking officer.

6. Average call handling time reduced by 7 %.

7. Service to Sales-leads of inbound calls increased by 53 %.

8. Number of branches increased from 950 to 1400.

9. While the staff strength constant at 10,800 employees.

10.

Average

number

improvement).

of

people

per

branch

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27

reduced

from

11

to

7

(productivity

New Training Trends

New Training Trends For some new hires at ICICI Bank Ltd, India’s largest private sector bank,

For some new hires at ICICI Bank Ltd, India’s largest private sector bank, play is an

integral part of work. These hires, typically junior and middle-level managers hired for

customer-facing functions, are made to play online games for several hours before they

get down to the business of dealing with people.

“Gaming is an integral part of our induction programme,” says K. Ramkumar, group

head, HR, ICICI Bank. More than 2,000 ICICI employees have been playing games, and

winning prizes, as preparation for handling customers. The use of online games fits in

nicely with the HR department’s focus on e-learning. “The gaming initiative reinforces

our brand proposition of anytime, anywhere learning,” Ramkumar adds.

Ramkumar’s

department

uses

four

games—queue

management,

cheque

clearing

(operations), cheque payment across the counter, and savings accounts. As the names

suggest, these games present situations with customers seeking services in these areas.

The games, developed by the Tata group’s e-learning company, Tata Interactive Systems,

require the staff to provide quick services and resolve issues efficiently.

For instance, the cheque clearing game involves all the steps involvedfrom the point a

customer presents the cheque to the bank executive till the encashment of cheque. For

every right move players make, they get a part of the key to the kingdom, while they lose

a life for every wrong move.

It’s only after the new hires become adept at winning and achieve a certain proficiency

that they are allowed to actually deal with customers. “The drill prepares employees to

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deal with customers efficiently from day one. All the effort is about creating a good

deal with customers efficiently from day one. All the effort is about creating a good

experience for customers,” says Ramkumar.

Experts say gaming could become an important tool in human resource mangement.

“Gaming as a skill enhancement and training tool has a huge potential in sectors and

companies that are growing very fast,” says Quentin Staes-Polet, CEO, Kreeda Games

India Pvt Ltd. “This is all the more true for sectors that have a significant population of

young people in the workforce. The fun element in the games infuses interest in learning,

which is an important thing for the young generation known for its changing interest

levels,” adds Staes-Polet.

Games-based training also turns out to be much more cost effective than other training

methods. The gaming engines used at ICICI cost up to Rs500,000. Games also provide

the company with an opportunity to assess skills and performance of employees without

actually allowing these people to interact with customers. “Games can be used to capture

key real-time information about people, activities and outcomes and to provide more

frequent guidance and link performance to recognition,” says Daniel Dias, director, IBM

India Research Laboratory.

Meanwhile, ICICI Bank says there has been a tangible reduction in error rates and

improvement in productivity among employees trained through games. “But we would

like to be a little gaurded and gauge the results across functions, and over a period of

time, before we call it a success,” says Ramkumar.

Ramkumar’s team is now busy working on a larger game—a branch simulator that will

recreate all the functions of managing a branch, which deals with around 2,000 customers

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on an average day. ICICI Bank also plans to organize inter-branch and inter-region gaming competitions

on an average day. ICICI Bank also plans to organize inter-branch and inter-region

gaming competitions for its staff. “Today, the initiative is focused only on the entry- and

-junior level staff. The future will see us graduating from games aimed at developing

banking skills to management skills,”

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Finding and Recommendations

Finding and Recommendations • From the study it is found that 90% of the respondents are

From the study it is found that 90% of the respondents are strongly agree that training

helped to acquire technical knowledge and skills

From the study it is found that 60% of the respondents are agree that Senior spend

time during training.

From the study it is found that 70% of the respondents are agree that there is a

adequate emphasis on developing managerial capabilities.

From the study it is found that 70% of the respondents are agree that training helped

for developmental needs.

From the study it is found that 67% respondents are agree that training go with a clear

understanding of the skills and knowledge.

From the study it is found that 64% respondents are agree that Senior managers help

their juniors develop through training.

From the study it is found that 70% of the respondents are strongly agree from

training are adequate free time to reflect and plan improvements in the organization.

From the study it is found that 36% of the respondent Disagree that there is no well-

designed training policy in the organization.

From the study it is found that 80% of the respondents are agree and strongly agree

that training helped to work closely with other people.

From the study it is found that 77% of the respondents agree that managers provide

the right kind of climate to implement new ideas and methods acquired by their

juniors during training.

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Recommendation

Recommendation Though ICICI Bank has seen stellar growth over the past decade and it is the

Though ICICI Bank has seen stellar growth over the past decade and it is the largest

private sector bank in India, it is not without its fair share of problems related to various

things. The Bank has focussed on customer satisfaction and productivity of employees,

but it has also faced high rates of employee turnover due to lack of employee focus. We

present some of our suggestion to improve T&D activities over the coming years:

Leadership potential assessment

Identify the fast-trackers

Nurture the talent so that can take future leadership roles

Provide them the necessary environment to grow

Expand the job so that it increases their overall responsibility and accountability

Cross functional training should be done so that they can be absorbed in other job as

well when the need arises

Reassign and redesign responsibilities that the employee does not like or that are

routine

Provide more authority for the employee to self-manage and make decisions

Invite the employee to contribute on a department or company level decisions and

planning and business level organization goals

Allow employees to pursue training and development in directions they choose and in

the way they want, not just in company-assigned directions

On the Job Training and Mentoring by senior employees should be encouraged

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• Take into account peculiar characteristics of the region Page 33

Take into account peculiar characteristics of the region

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CONCLUSION:

CONCLUSION: • Training can bring about an improvement in a person’s: • Knowledge • Skills •

Training can bring about an improvement in a person’s:

Knowledge

Skills

Attitude

Thereby raising his potential to perform the job better.

Training and Development represents a complete whole that triggers the mind,

emotions and employees' best work performance.

Training programmes should enhance performance and enrich the contributions of the

workforce. The ultimate goal of training is to develop appropriate talent in the

workforce internally.

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Bibliography

www.slideshare.com

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Bibliography • www.google.com • www.wikepedia.com • www.scribd.com • www.slideshare.com Page 35