A Project Report

On
“A study on Productivity and Analysis for Retail Liabilities Business
Conducted at Suryoday Small Finance Bank.Ltd”.

In Navi Mumbai.
IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE AWARDS
FOR THE DEGREE
OF
POST GRADUATE DIPLOMA IN MANAGEMENT (Business Analytics)

From
Balaji Institute of Telecom and Management (BITM), Pune
Prepared by:
Rameshwari Pillai
PGDM (Business Analytics)
Batch 2017-19
Roll No. TM1716234
Guided by:
Mrs. Vidya Cuthino

Page 1
 ACKNOWLEDGEMENT:

As a part of my educational effort I have been allotted a winter project in Suryoday Small
Finance Bank for three months. I would take this opportunity to thank Mr. KJ Paul VP
HR for his immense support extended which helped me throughout this project.

I would also like to extend my sincere gratitude towards the mentor of my project Mrs.
Vidya Cuthino SR.Manager -HR for her valuable guidance.

I would also thank my entire H. R team specially, Talent Acquisition team and HR ops for
helping me in and out and for being present whenever needed, also I am grateful to all my
respondents who took out time to interact with me which acted as the main input for my
project.

I would once again thank Mrs. Vidya Cuthino Sr.Managerl-HR for picking up this
project and giving me an opportunity to learn and increase the scope of my knowledge. This
project helped me to learn new concepts and gave me a practical hand on experience of the
theoretical concepts learned earlier. Her constant review and conceptual insights acted as
the supporting pillar for my project work.

Rameshwari Pillai Date:

Navi Mumbai

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DECLARATION

I, the undersigned Ms. Rameshwari Pillai hereby declare that this project report titled
“Productivity Analysis for Retail Liability factors influencing the productivity in Suryoday
Small Finance Bank –Bank of smiles” is completely my piece of effort which has been
carried out in CBD Belapur, Navi Mumbai under the guidance of Ms.Vidya Cuthino,
Sr.Manager -HR.

This work is being submitted to Balaji Institute of Telecom and Management, Pune in
partial fulfillment of the degree of Post Graduate Diploma in Management (Business
Analytics).

Rameshwari Pillai

Student Manager

BITM
Page 3
 TABLE OF CONTENTS

1. Acknowledgement……………………………………….................................02

2. Declaration……………………………………………………………………03

3. Executive Summary…………………………………………………………...05

4. Research Methodology………………………………………………….….…06

5. Introduction…………………………………………………………….……...06

6. Sector Overview……………………………………………………………….07

7. About the Company……………………………………………………………08

8. Data Analysis……………….…………………………………………….……19

9. Findings……………………………………….……………………………….20

10. Recommendations………………………...……………………………………32

11. Thumbs Up Areas………………………………………………………………33

12. Conclusion…………………………………………………………….……….34

13. Reference………………………………………………………………………..35

Page 4
 EXECUTIVE SUMMARY:

Suryoday Small Finance Bank –bank of smiles known for its best Customer Service
experience, SSFB strives hard for employee development and for giving its employee a better
experience all throughout their stay with the firm, however there is always a need to review old
methodologies and see if anything can be done to develop a better one.

Having realized that, there is still a scope for improvement and in order to prepare a benchmark
process, there was a need to look through the glasses of the employees.

The study of my project is identifying the productivity of various vertical in SSFB especially
focusing on retail liabilities vertical by developing a model and measuring the productivity of
each and every employee, we have studied their experience in major factors which is hampering
their productivity. The study helps in finding out the gaps in the current process and also setting
a benchmark.

The objective of my project therefore is to:

 Productivity Analysis for the Employee.

 Finding out the efficiency of the Employee.
 Identifying the training gaps (Performance v/s non-performance).
 Identifying the productivity of Bank Branch & Unbanked Region branch Live Till
Date.
 To analyze the attrition rate for retail liability vertical.
 Analysis done according to role for UBR &Bank Branch.
 To find out the contribution done for the particular role for the particular branch.

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 THE RESEARCH METHODOLOGY: DESCRIPTIVE RESEARCH

Descriptive research is used to describe characteristics of a population or phenomenon being

studied. It does not answer questions about how/when/why the characteristics occurred.

Rather it addresses the "what" question.

“Descriptive research may be characterized as simply the attempt to determine, describe or

identify what is, while analytical research attempts to establish why it is that way or how it
came to be”.

Descriptive research is “aimed at casting light on current issues or problems through a process
of data collection that enables them to describe the situation more completely than was possible
without employing this method”.

INTRODUCTION

“A study on Productivity and Analysis for Retail Liabilities Business”.

Study on employees of SSFB was aimed to measure the performance of each and every
employee (i.e. to identity top and underperforming employees). The analysis also helps to know
where the company need to focus and to improve which factor can increase the overall
productivity of this business and their employees, also to develop a standardized process to
reduce the percentage of attrition.

THE PROJECT WORK:

The study was focused on employee of SSFB, who were currently working in other
organization. Getting feedback from the heads of various verticals about their business and also
to some extend about their employees. Working with the monthly data and finding out the
productivity by giving a rating index for each and every employee by segregating their roles
with the given targets. By knowing the reason for the attrition and to know where the company
should focus on to formulate strategy to retain the employees and increase the productivity of
the same.

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 SECTOR OVERVIEW:

BANKING INDUSTRY
The banking sector is the section of the economy devoted to the holding of financial assets for
others, investing those financial assets as leverage to create more wealth and the regulation
of those activities by government agencies. The banking sector has always attempted to
diversify its risks by investing as widely as possible; this prevents an unexpected
loan default from sinking the entire bank. However, this can cause other problems.
MARKET STRUCTURE
The industry is estimated to grow at a compound annual growth rate (CAGR) of 14 per cent
during 2013–2021. In addition, the industry recorded exports worth US$ 9.3 billion in 2012–
13 and is projected to touch US$ 30 billion by 2020–21, according to data from Automotive
Component Manufacturers’ Association (ACMA). The Auto Component Manufacturers
Association (ACMA) has significance for global recognition and has an impact on GDP. It has
a supporting role in the growth of Indian Automobile Sector and in future as per Automotive
Plan 2006-16, Vision 2020:21 and Automotive Sector five-year plan (2012 – 17) as projected
by Department of Heavy Industry, Ministry of Heavy Industries and Public Enterprises. The
growth of this sub sector has a bearing on the developments and growth of Indian Automobile
Industry rather it is dependent on Automobile Industry growth – Locally and worldwide
expanding and aftermarket.

Page 7
 CHAPTER-1

1.1 INTRODUCTION ABOUT SURYODAY SMALL FINANCE

BANK:

Microfinance services are provided to unemployed or low-income individuals because most of

those trapped in poverty, or who have limited financial resources, do not have enough income
to do business with traditional financial institutions.
Suryoday - ‘Sunrise’ in Sanskrit, signifies a new dawn, a new beginning and this encompasses
our strong commitment to financial inclusion. In the past, as Suryoday Micro Finance and now
as Suryoday Small Finance Bank.

The journey from Micro Finance to a Small Finance Bank took just eight years. Today over a
million ‘smiling customers’ stand testimony to our belief that ‘no matter what, dreams, when
enabled will transform mankind and create a whole new world around’. Among the 10
companies and the only one from Maharashtra to obtain a ’Small Finance Bank’ licence from
the Reserve Bank of India (RBI). Our net worth as of March 2017 is Rs. 505 Crore (provisional)
with an Asset Book size of Rs. 964 Crore, Our Capital Adequacy ratio of 53%. And credit
ratings A- / A1 by CARE as on date gives credence to our prudent and professional financial
management practices. Suryoday Small Finance Bank is a new age bank that went live on
January 23rd 2017.The endeavour is to bring the best banking solutions to the ‘banked’, ‘under-
banked’ and the ‘un-banked’ sections of the society. The power packed solutions are designed
to offer the choicest of benefits to suit different financial needs. As always, focus will continue
to be on ensuring the best in class ‘Customer Experience’.
Business is divided into three verticals i.e.
 Inclusive Finance,
 Retail Liabilities &
 Retail Assets.

 Continue to offer existing credit products suite of MFI loans, Vikas Loans,
Shopkeeper Loans etc. to new and current customers.
 Offer digital banking as the key account differentiator to customers using the
extensive seeding of Aadhar biometric identification system, NPCI’s payment
systems and mobile technologies whilst continuing to explore banking through
traditional channels.
 Focus on the unserved and the underserved through innovative banking practices and
continue to expand reach in states where we currently don’t have a presence

Page 8
Milestones reached by Suryoday Small Finance Bank:

 2008- Commencement of Suryoday Small Finance Bank

 2009- 10 branches across Maharashtra & Andhra Pradesh with 11 crores of Gross
Loan Portfolio & 15000 Active Customers.
 2010- Network expanded to 31 branches across Maharashtra & Andhra Pradesh,
Odisha & Tamil Nadu. Launched Second Cycle Loan products.
 2011-Cumulative disbursement of Rs. 220 crores with the base of 90,000 active
customers.
 2012-Spread wings to Karnataka & Gujarat with 1, 40,000 active customers & 34
branches
 2013- With Total 46 branches and active 1,52,000 customers received RBI approval
for NBFC -MFI status
 2014- With the cumulative disbursement of Rs. 785 crores and Gross loan portfolio of
Rs. 327 crores added 24 new branches taking a total of 70 branches. Started the
operations in Rajasthan.
 2015- Received in-principle license from Reserve Bank of India in August 2016 to
set up and operationalize Suryoday Small Finance Bank. Touched 175 branch
network, customer base of 6.4 Lakhs and a GLP base of 822.0 Crores.
 2016-Received final license from RBI to commence small finance bank. Total
customer base of 7.6 Lakhs, 985 Crores GLP and branch network of 226 branches.
 2017-Commenced the operations as Suryoday Small Finance Bank.

INFRASTRUCTURE:

Suryoday Small Finance Bank Corporate office is located in Belapur, NaviMumbai

Maharashtra. The corporate office control three business i.e. Retail Assets, Retail Liabilities
and Inclusive Finance whose branches are located Pan India. There are 18 Bank Branches in
Metro Cities and 12 Bank Branches in Unbanked region (UBR). 220 Microfinance (MF)
Branches Pan India for Inclusive Finance Business.

Page 9
PRODUCTS:

Retail Liabilities:-

A/c Code Product Description (Active) Type

2001 CURRENT ACCOUNT - ADITYA CA
2002 CURRENT ACCOUNT - CLASSIC CA
2003 CURRENT ACCOUNT - SUPREME CA
2006 CURRENT ACCOUNT - UJJWAL CA
1003 SAVINGS UJJWAL SA
1004 SAVINGS ADITYA SA
1005 SAVINGS SUPREME SA
1007 SA STAFF SA
1008 SAVINGS CLASSIC SA
3001 FD CUMULATIVE REGULAR FD
3003 FD SENIOR CITIZEN CUMULATIVE FD
3005 FD MONTHLY REGULAR FD
4001 RECURRING DEPOSIT RD
RECURRING DEPOSIT SENIOR
4003 CITIZEN RD

Retail Assets:-

1. Loan against Property

2. Home Loans.

3 .Commercial Vehicles Loans.

Suryoday Small Finance Bank Ltd. MISSION AND VISION:

MISSION & VALUES:

 Provide superior products and services to our customers and maintain market
leadership

 Evolve as an institution that serves the best interests of all stakeholders

 Pursue excellence through total quality management

 Ensure the highest standard of ethics and integrity in all our actions

Page 10
MISSION:

“Render Quality Banking Services to the best satisfaction of its customers, to be one of the best
employers in the industry; and, to discharge its corporate responsibility to both community in
which it operates and the environment which it shares with the world”.

SSFB BRAND PROMISE:

“An Exciting workplace founded on principles of values, Fairness with Transparency and bank
of smiles “

QUALITY POLICY / EOHS POLICY

SSFB BELIEVES:

 That customer satisfaction is an imperative. Customer Satisfaction can be

achieved by supplying quality products in time at competitive prices.

 In ensuring adequate in-house testing facilities

 To create confidence and trust in customers on the performance of its products.

 They believe in total employee involvement and commitment by imparting

adequate knowledge and skills to all levels of employees are the prime
objectives of the company.

 In doing things right first time and every time.

SSFB WILL,

 Strive to identify, understand and minimize the environmental, occupational health and
safety impact of its products and process through appropriate initiatives from time to
time.

 Ensure effective preventive controls in environment, occupational health and safety

management system.

 Comply with applicable legal and other requirements of the environment, occupational
health and safety management system.

Page 11
KEY POLICIES

SSFB EMPLOYEE POLICY & STANDARDS (REPS)

SSFB Employee Policy and Standards (REPS) is a written governing policies for employees.
This is applicable to all employees in the management category (Junior, Middle & Senior
Management). And covers to all the branches of SSFB.

HR at Suryoday Small Finance Bank LTD

VISION:

“To stimulate and nurture the intrinsic desire in people to learn, grow and
enhance performance to achieve business success with growth and to be a preferred bank”.

GOAL:

 Recruit and retain high talent employees.

 Create opportunities for professional growth and satisfaction.
 To develop leadership quality and capabilities at all levels.
 Foster employee involvement
 Develop a work ethos that builds dignity and pride
 Encourage and recognize employee’s outstanding merit and contribution.

TALENT MANAGEMENT:

ATTRACTING, ENGAGING AND RETAINING TALENT:

High talent employees are recruited through a structured process including campus recruitment
of diploma and Graduate Engineers, Post Graduated and lateral recruitment of experienced
professionals. The entire selection process is so designed as to select the right person based on
the current and future competency needs. The induction and on- boarding of new recruits being
followed as per the structured process prepared.

REWARDS AND RECOGNITION:

Outstanding performance are recognized and rewarded through PADS (Performance

Assessment Development System).

Page 12
 NEED FOR THE STUDY

The success of any banking sector depends largely on the workers, the employees are
considered as the backbone of any company. The study was mainly undertaken to identify the
level of employee’s attitude towards the work, the productivity of branch and the exit taken
place in this financial year. Once the levels of employee’s productivity are identified, it would
be possible for the management to take necessary action to provide with proper target that lead
to proper growth. Since employees are considered as backbone of the company, their
progression will lead to the success of the company for the long run. This study can be helpful
in knowing, where each and every employee stand and why the employees prefer to change
their job and which factors make employee dissatisfy. Since the study is critical issue, it is
needed by the originations in order to assess the overall interest and the feelings of the
employees towards their nature of job and organization. This study can be helpful to the
management to improve its core weaknesses by the suggestions and recommendations
prescribed in the project. This study can serve as a basis for measuring the organization’s
overall performance in terms of employee satisfaction. The need of this study can be recognized
when the result of the related study need suggestions and recommendations to the similar
situation.

Page 13
 CHAPTER -2

STATEMENT OF PROBLEM:

The aim of the present report is to study factors like job, salary, superior-subordinate
relationship, grow opportunity, facilities and benefits, procedures and policies, recognition by
which it helps to know the productivity in the Suryoday Small Finance Bank and factors
relating to retain them.

OBJECTIVES OF THE RESEARCH:

 Productivity Analysis for the Employee.

 Finding out the efficiency of the Employee.
 Identifying the training gaps (Performance v/s non-performance).
 Identifying the productivity of Bank Branch & Unbanked Region branch Live Till
Date.
 To analyze the attrition rate for retail liability vertical.
 Analysis done according to role for UBR &Bank Branch.
 To find out the contribution done for the particular role for the particular branch.

SCOPE OF THE STUDY

The scope of this study is confined to SSFB Banking Sector, which is located in Navi Mumbai,
and other states in India like Madhya Pradesh, Odisha,TamilNadu and Pondicherry. The study
throws light through valuable suggestion to increase in productivity level in the organization.
2.2- RESEARCH PROCESS:

Step 1: Define research problem

Step 2: Review of literature

Step 3: Objective

Step 4: Preparing the research design

Step 5: Data collection

Step 6: Data analysis

Step 7: Interpretation and preparing report.

Page 14
 RESEARCH DESIGN

A. TYPE OF THE STUDY: The survey method used in the present study is sample
survey, here descriptive research design suit research topic. This study envisages descriptive
research using percentage method of analysis represented by tables and charts.
B. SOURCES OF DATA COLLECTION:
i. Primary Data: This study deals with the respondents namely for Productivity of Employees
who are working in organization at different places where the data has been recorded as per the
sales they achieve. Therefore 221 employees data is been recorded in daily basis for Retail
Liability vertical. The Productivity of each and every employee is been calculated by
segregating them in roles and target given to them by the business. The primary data is been
prepared by the MIS Department on daily basis and the data is consolidated at the month end
to prepare the productivity of each and every employee.

ii. Secondary Data: Secondary data for this study has been collected from company, literature,
journals, newspapers, previous research works and the internet.

Page 15
DATA ANALYSIS

Page 16
 CHAPTER -3

3.1 DATA ANALYSIS AND INTERPRETATION :

 Data Type=Numerical Data

 Data Biasness=No

 Time Frame= One month(July 2018) Monthly Basis

 Problem Statement= Finding the Efficiency & Effectiveness for the Employees & the
Branch.

 Depending Variable=No. of accounts closed & there values in that particular month by a
particular employee.

 Productivity Calculated=Targets given for different roles according to Metro & URC’s
Branches.

 Approach=By giving them rating Index

 Rating Index=JACCARD Scale

 Segregated by Job Roles of the employees.

 Rating given or compared by considering the same job role and target given by the
business head.

Page 17
 Table 1 Ratio of Employees

Roles No. of Employees % of Workers Divided

Acquisition Manager(BB)
58 46%
Teller (BB)
19 15%
Customer Service Officer (BB)
11 9%
Branch Operation Manager(BB)
15 12%
Acquisition Manager (UBR)
6 5%
Customer Service Officer (UBR)
8 6%
Teller (UBR)
8 6%
Grand Total
125 100%
 BB= Bank Branch
 UBR=Unbanked Region
Teller ubr
CSO ubr 6%
6%
AM ubr
5%
BOM bb AM bb
12% 47%

CSO bb
9%

Teller bb
15%

INFERENCE:

From the above table it can be inferred that in the organization there is highest percentage of
Acquisition Manager i.e. 47% and lowest no. of Customer Service Officer i.e. 9% in Bank
Branch.

Page 18
 Table 2. Target Allotted

Role Targets Targets Given(Term Deposit)

Given(CASA)
Acquisition Manager(BB) 15 15
Teller (BB) 6 25
Customer Service Officer (BB) 10 50

Branch Operation Manager(BB) 6 25

Acquisition Manager (UBR) 11 15

Customer Service Officer (UBR) 6 15

Teller (UBR) 6 15

 CASA means Current and Saving Accounts.

 Term Deposits Includes Fixed and Recurring Deposits.
 Branch Manager Target depends on the no. of employees present in the bank branch.

Table 3.Rating Index

Rank Range Opinion
1 0-30% Not Performing(Bad)
2 31%-50% Below Average
3 51%-70% Average
4 71%-90% Good
5 91%-100% Achieved Targets (Excellent)

Page 19
 ANALYSIS METHODOLOGY USED

Methodology used Excel and R Studio

Steps used in MS-Excel:-

 Data Cleaning
 Segregated the employees by their roles and pasted in different tab sheets.
 CASA and Term Deposit where calculated separately as the targets where different.

Steps used in R studio:-

 Imported the excel sheets that were segregated according to the role.
 Calculation for CASA and Term Deposit Productivity = no. of accounts created
divided by the targets given.
 Rating Index given according to the productivity achieved.
 Method used for rating index was nested IF.

Codes:-

Page 20
Output:

Page 21
ANALYSIS DONE:

 Employees who Scored Rating Index 5 where recommended to give some

appreciation like certificates etc.
 Employees who Scored Rating Index 3 where identified the Training Gaps.
 Newbie employees who scored Rating Index 1 can ignored but if an employee has
completed more than 3months and still the Rating Index is 1, then the business should
take some action.

Page 22
 ANALYSIS BRANCH WISE

(CASA & TERM DEPOSIT)

Live Till Date Analysis for Bank Branch vintage more than 15 months

2500 140.00

120.00
2000
100.00

1500
80.00

60.00
1000

40.00
500
20.00

0 -

Count Values(in Crores)

Inferences:

 Sadashiv Peth & Chembur are high performing branches.

 Chinchwad & Puducherry are low performing branches.

 Mumbai cluster is preforming better compared to other 2 clusters

Page 23
Live Till Date Analysis for branch vintage less than 15 months

1400 50.00

45.00
1200
40.00

1000 35.00

30.00
800
25.00
600
20.00

400 15.00

10.00
200
5.00

0 -
SEAWOODS BBSR TAMBARAM NANGANALLUR
Count Values(in Crores)

Inferences:

 Bhubaneswar is the high performing branch.

 Nagnanallur is performing low compared to other branches.

 Chennai cluster performance is low .

Page 24
Live Till Date Analysis for Unbanked Region vintage more than 12 months

500 5.00
450 4.50
400 4.00
350 3.50
300 3.00
250 2.50
200 2.00
150 1.50
100 1.00
50 0.50
0 -
MHALUNGE ALANDI VARALE WADACHIWADI

Series1 Series2

Inferences:

 Wadachiwadi is the lowest performing branch

Live Till Date Analysis for Unbanked Regions vintage for less than 12 months

500 18.00

450 16.00
400 14.00
350
12.00
300
10.00
250
8.00
200
6.00
150

100 4.00

50 2.00

0 -
DONAJE YEWALEWADI DATTAWADI KOLEGAON SARAWALI

Count Values(in Crores)

Inferences:

• Yewalewadi is the high performing branch even being the youngest branch.

Page 25
 BRANCH WISE ANALYSIS ONLY CASA

Live Till Date Analysis for Bank Branch vintage for more than 14 months

1200 12.00

1000 10.00

800 8.00

600 6.00

400 4.00

200 2.00

0 -

Count Values(in Crores)

Inferences:

 T.Nagar & Chembur are high performing branches.

 Sadashiv Peth is low performing branch.

Page 26
 Live Till Date Analysis for branch vintage less than 14 months

800 10.00

9.00
700
8.00
600
7.00
500
6.00

400 5.00

4.00
300
3.00
200
2.00
100
1.00

0 -
Seawoods BBSR Tambaram Nanganallur

Count Values(in Crores)

Inferences:

 Nanganallur & Bhubaneswar are the high performing branches

 Nanganallur is performing good in terms of Values

Page 27
 Live Till DATE Analysis for Unbanked region vintage more than 12 months

500 2.50

400 2.00

300 1.50

200 1.00

100 0.50

0 -
Mhalunge Alandi Varale Wadachiwadi

Count Values(in Crores)

Live Till Date Analysis for Unbanked Region vintage less than 12 months

450 0.40

400 0.35

350
0.30

300
0.25
250
0.20
200
0.15
150

0.10
100

50 0.05

0 -
Donaje Yewalewadi Dattawadi Kolegaon Sarawali HEDUTANE

Count Values(in Crores)

Inferences:

• Donaje is the low performing branch.

Page 28
• Dattawadi performance is good in terms of Values.

• Sarawali performance is good in terms of Counts.

EXIT ANALYSIS FOR RETAIL LIABILITIES EMPLOYEES

Role wise exit from Apirl’18 to sept’18

35

30

25

20

15

10

0
AM BM BSM CSO TELLER RM BDM BOM

*Total no. of exits = 55

Inference:

 Highest exits in the role of Acquisition Manager.

 Lowest exits in the role of Branch Manager, Branch Sales Manager and
Relationship Manager.

Page 29
 Branch wise exit from Apirl’18 to sept’18

CBD Beplapur-
Navi Mumbai,
8%
Thane, 13%
Bhubaneswar,
4%
Chembur-Navi
Seawoods, 6% Mumbai, 13%
Kamraj Nagar-
Puducherry, 4%
Thillai Nagar- Kothrud-Pune,
Tiruchipalli, 4%
10%
Navrangpura-
Ahemdabad, 8%
Themax chowk, T.Nagar-
4% Chennai, 10% New palasai-
Tambaram-
Indore, 2%
Chennai, 2%
Sadashivpeth- Pulliyakulam-
Pune, 4% Coimbotore, 6%

Inferences:

• Thane & Chembur branches have the highest attrition i.e., 13%.

• Indore & Tambaram have the lowest attrition i.e., 2%.

Page 30
 Chapter 4

SUPERIOR SUBORDINAE RELATIONSHIP

 It is inferred that only 20% of employees are able to achieve the targets for which the
superior should look for it and there is a cultural gap between the Superior and
subordinate. All the 30.77% employees are belonging to Gen-Y and in the company
all the senior most top management are Gen x.
 SSFB providing Training for the senior management and middle management in
Interpersonal Skills & People Management and Managerial Effectiveness for handling
the subordinated. But there is a lack of participation in these training program.
 Employees have an opinion that team work is not encouraged properly.

GROWTH OPPORTUNITY

 Employees have an opinion that opportunity provided by the company is high, on that
chances of getting promotion is high, encouragement to learn new skills is high and
hence not as a factor attributing to Attrition.

POLICIES AND PROCEDURES

 Employees have an opinion that Employees procedures and policies are high, by which
we can say that the employees have no issues in relation to plans and ideas of the
company,administration of the employee’s policies is high, which means that the
employees are happy with the range of activities connected with organising and
supervising.
 There are no Ex-employees have dissatisfactory regarding administration of employee
policies and employee’s policies and procedures. Hence this aspect has not been an
influencing factor for their Exit (Attrition Rate).

RECOGNITION

 Employees have an opinion that received recognition for abilities, efficiency and good
work done is high and cash award/salary increase/promotion given for outstanding
performance is high. Majority of the respondents expressed their opinion in favour of
recognition.

Page 31
PERFORMANCE BASED ANALYSIS

 It is inferred that the Business has to take some important decision to increase the
productivity of both Branch and Employees.

CHAPTER 5

SUGGESTIONS:

SUPERIOR SUBORDINATE RELATIONSHIP

 Superior are not approachable, So I would suggest that the top management (Gen-
x) should understand the needs and behaviour of middle and junior management (Gen-
Y) to full fill the gap between them, proper training should be provided and motivation
sessions should take place. The HR department should take care of the employee
engagement.
 IT Connectivity, the IT department works very slow because of which all the other
process slows down. The IT team, HR team and the ADMIN team should be the
strongest.
 To encourage team work, Individual performance is evaluated properly in the
company but when it comes as a team work, there is no proper appraisal system to
evaluate team work. Also it is suggested that in the case of recognition of performance
there is discrepancy and distinction between the individual performance and team
performance- Say in the cases of Individual performance better recognition is being
shown by the management comparing to that of team wise.

SALARY

 While fixing the salary of the employees Corporate Centre and the individual business
unit should see the individual profit and fix the salary of SM cardre.
 Appraisal system should be stringent metrics for SM need to be followed properly

Page 32
PHYSICAL WORKING CONDITION

 It is suggested that the working conditions particularly at the work place and adequate
basic following need should be required for better physical working condition.
1. All systems in place – to be improved
2. Dust free environment through technological innovation
3. Regional Office in Thane should be taken care
4. Assets of IT department should be proper conditions.

THUMBS UP AREAS:

Relationship with colleagues was amicable and training is provided.

Encouragement to learn new skills is high.

Expansion of new branches are taking place.

In procedures and policies factor it is inferred that no one has dissatisfaction towards the
Employees policies and procedures and Administration of employee’s policies.

Opportunity provided by the company is high

Employees have an opinion that respective HR was easy to approach

Employees have an opinion that grievances, if any were properly redressed by the H.R
department.

Growing Potential is high.

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 Chapter 6

CONCLUSION AND SCOPE OF FUTURE RESEARCH:

The researcher of this study has been able to arrive at the findings on the dimensions
influencing the productivity in SURYODAY SMALL FINANCE BANK, CBD BELAPUR
NAVI MUMBAI MAHARASHTRA and further it is concluded that this study will be an Eye-
opener for the future researchers to indulge in research with regard to the study on reasons for
increase in productivity in Suryoday Small Finance Bank.

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