Вы находитесь на странице: 1из 27

Submitted By: JYOTI BARIA

Roll No. 1305019471




Management development is based on following

on assumptions.

Training Need Identification for a company


Donald L. Kirkpatrick (1997), Evaluation, Training and

Development Handbook approached its, evaluation
process in a more logical way. The author emphasized
that while evaluating training, instead of just studying
the reactions of the trainees, the study could be
carried out in four different levels viz., i.e., reaction,
learning, behaviour and results.
Niki Glaveli; Stella Kufidu (2005), in their paper
analyzed the changes that took place in the Greek
banking industry in the last years, their impact on the
role of employees training and development for
strategy implementation and success, using four case
studies to investigate the effect of the environmental
changes on these particular banks and the role of their
training and development strategies in adjusting
themselves to the changing industry environment.
Why Training For Employees
To get an insight of the job by the new employees and also to understand work
culture followed in the organization.

To acquire knowledge in order to adopt any change in technology or any change

affecting the working of organization.

To get promotion as again change in nature of the work but increase in

payment will increase responsibility and challenges involved.

To deal with the expansion and diversification where companies initiates other
areas of business to gain their greater understanding.

In order to satisfy consumers from all walks of life banks need to have efficient
manpower which can be possible by offering them quality training , training
programme should keep pace with changing times it must be unconventional.
Training changes mental and social outlook of employees. Customers and their
needs can be identified and they are satisfied accordingly.

Banking in India originated in the last decades of

the 18th century.
The three banks merged in 1921 to form the
Imperial Bank of India, which, upon India's
independence, became the State Bank of India.
The period between 1906 and 1911 a number of
banks established then have survived to the
present such as Bank of India, Corporation Bank,
Indian Bank, Bank of Baroda, Canara Bank and
Central Bank of India.
In 1949, the In 1948, the Reserve Bank of India, India's
central banking authority, was nationalized, and it
became Banking Regulation Act was enacted which
empowered the Reserve Bank of India (RBI) "to
regulate, control, and inspect the banks in India."
The RBI was nationalized on January 1, 1949 in terms
of the Reserve Bank of India (Transfer to Public
Ownership) Act,
The founder, Maharaja Sayajirao Gaekwad, with his
insight into the future, saw "a bank of this nature will
prove a beneficial agency for lending, transmission,
and deposit of money and will be a powerful factor in
the development of art, industries and commerce of
the State and adjoining territories."
The Ethics:

Between 1913 and 1917, as many as 87 banks failed in

India. Bank of Baroda survived the crisis, mainly due
to its honest and prudent leadership. This financial
integrity, business prudence, caution and an abiding
care and concern for the hard earned savings of hard
working people, were to become the central
philosophy around which business decisions would be
effected. This cardinal philosophy was over the century
old existenceto become its biggest asset.
Our Logo:

Our new logo is a unique representation of a universal

symbol. It comprises dual B letterforms that hold the
rays of the rising sun. We call this the Baroda Sun.
The sun is an excellent representation of what our
bank stands for. It is the single most powerful source of
light and energy its far reaching rays dispel darkness
to illuminate everything
Important milestones post-

1969: Bank was nationalised in the year 1969 along with fourteen
other banks.

1972: Established Multi Service Agency for urban micro-credit.

1976: Opened the first of its Regional Rural Banks complementing

its own operations in the rural heartland. Today the Bank is the
sponsor for 6 Regional Rural Banks spread over 5 states and 41
lead districts.

1977: Launched Gram Vikas Kendras (GVK), an innovative model

for integrated rural development. The Bank is having 170 GVK
branches today.

Important milestones post-

1995: Bank raised Rs. 300 crore through a Bond issue to comply with new norms
of capital adequacy.

1996: Bank launched its initial public offer of 10 crore equity shares for an
aggregate amount of Rs. 850 crore.

2004: Bank entered into MOU with National Insurance Company Limited for their non life
insurance products under corporate agency arrangement.

2004: Bank was ranked as the best customer centric bank among all the public sector banks
operating in India by the magazine Outlook Money (Sep-2004 issue).

2005: Banks new Logo, BARODA SUN was launched

2005: CBS rollout in Powai, Mumbai

Important milestones post-

2006: Bank came out with a follow on issue of 710
lacs shares each at a bidding price of Rs. 230/- per
share, which had a tremendous response from all
the segments.

2008: Completed Centenary Year.

2009: CBS roll out in 100% branches & mega project

Navnirmaan launched
Paramarsh Centre for personal counseling Sampark SOS helpline for employee

Khoj talent identification and development programme

Baroda Sujhav -Staff suggestion scheme

BOB signed MOU with (i) Exim Bank (ii)IDFC(iii)SIDBI for co financing of projects
BGPK (Baroda Grameen Paramarsh Kendra)

MOU with Grow Talent Co. Ltd For HR development (300 leaders)

SUNDARAM PARIBAS Asset Management Company for Mutual funds

FRANKLIN TEMPLETON Asset Management Co. for Mutual funds

Baroda GOLD COIN selling started.

BSE enters into an agreement with Bank of Baroda for clearing and settlement
CBS roll-out in 100% branches

Launching of JV India First Life Insurance Co. Ltd.

Sankalp scheme for recovery


Keeping in view the above, the objectives of Training Policy are

as under :-
To remain committed to the corporate objectives, ensuring that
there is a shared vision.
To bring about required attitudinal changes in the human
resources so as to be in tandem with the Bank's goals.
Establishing the need for alignment of training with operations
and also the modalities for its operationalisation.
Identifying thrust areas of training.
To increase the knowledge and skills of employees to do the job.
To bridge the gap between job needs and employees skills,
knowledge and behaviour.
Training Need Assessment
There will be Training Need Assessment Committee for assessment of
training needs and area of training. The Training Need Assessment
Committee shall consist of the following persons :-

1) General Manager
2) Regional Managers - 3
3) Chief Manager (Co-ordination)
4) Senior Manager (HRM)

The Training Need Assessment Committee shall -

1) Review the training plans / programme.
2) Committee shall assess the training gaps and suggest appropriate
programme to bridge the gaps.
3) Determine the annual training priorities on line with business plans
and objectives of the Bank

The first & foremost step in any research work is to identify the problems or objectives on
which the researcher has to work on.


To analyze the existing training practices, its effectiveness and recommend measures to
improve the training practices in Bank of Baroda.

To study the frequency of training, training methods and their effects on the trainees and
recommend certain measures for improvement.
To understand the present practices enforced in respect of training at the personnel
department and recommend any changes if necessary.
To take feedback and analyze the level of satisfaction amongst the employees in respect
of training activities and suggest alternatives.

The sample size was small and hence the results can
have a degree of variation.

The response of the employees in giving information

was lukewarm.

Training Effectiveness is the process wherein the

management finds out how effective it has been at
training and developing the employees in an
This study gives some suggestions for making the
present training and development system more
It gives organization the direction, how to deal
differently with different employees.
It identifies the training & development needs present
among the employees.

Training Need Assessment- The organizational, operational and

individual training needs must be identied scientically and a linkage
among the three must be established so as to have an effective Training
and Development process.
A detailed discussion with each head of department should be done for
identication of training needs, as they are more aware of their
subordinates strengths and weaknesses.
Open session should be held more often to enable the employees to
express their training needs more frequently.
A complete Job Analysis should be done so as to identify various
competencies required at various level. This would make the training
need identication more accurate.
Current and optimum levels of performance of all employees
(including clerks and sub-staff) should be analyzed individually and
recorded in Performance Appraisal Report. This would make the PA
report a more valuable source in identifying training needs.

Designing Training Plan- A more comprehensive and

systematic approach can be applied to existing procedure
through continuous training and retraining done at all levels as
an ongoing process.
Learning should be one of the fundamental values of the Bank
and this philosophy can be percolated down to all employees
through the training programs.
There must be more of quality topics rather than quantity topics.
In-house trainers should be rewarded appropriately so that they
get motivated to train better.
The training methods and techniques must be constantly
upgraded with more of audio-visual support, case discussions,
role plays, management games, in-basket exercises, simulations,
conferences, etc.
Post Evaluation Of Training- The current scenario to evaluate the
performance of employees at BOB is based on two dimensions- Level
of Learning and Results Achieved. This does not provide the real
picture of the efficiency of the training program; two more dimensions
are needed to be evaluated to complete the evaluation process
effectively these two dimensions are:
Reaction of Learner
Behavior on the job.
Also, the learning objectives should be measured along with a detailed
Cost Benet Analysis of the training programs
Feedback system should not only prevail during and at the end of the
program, but it should also be implemented after sometime of the
training so as to check upon the efficiency and effectiveness of the
training procedure based on the degree of its utilization
After going through the subsystem of HRD namely- Training and Development in Bank
Of Baroda, I came to know that this subsystem is highly visible in the organization. All
Human resource development systems must have a strong foundation within the
Organization as an organization is made up of people & function through people, the
resource-men, money, material & machinery are collected coordinated & utilized
through people, it is through the combined efforts of people that material monetary
resources are effectively utilized for the attainment of organizational objectives. As time,
passes people become experienced & skilled which is not so with the other resources that
generally depreciate as the time passes by. This resource is active, animate & living. It is
the man only who with his ability to feel, think, conceive & grow can show his satisfaction
or dissatisfaction, resentment or acceptance for all types of related activities. It is the
person at work who is valued, not the machine, infrastructure or capital. BOB, realizing
the importance of the above fact, has given great emphasis on its Training & development
Activities. To better equip the employees to meet the emerging challenges, last year, the
bank imparted training to more than 27500 employees overall, through it's various
training centers. Intensive training programs were also conducted in the areas of credit,
marketing, information technology, etc. to train officers for specialized jobs. The training
policy aims at providing to all employees once in 2 years.
To conclude the results of the study have been quite a satisfactory one.
The employees seem to be quite satised with the training process at
BOB and are keen to attend more training in the future. However, there
have been found certain loopholes in areas like the Training Needs
Identication and the Feedback System adopted in Bank. Also, the post
evaluation of the training is almost missing in the Bank.

Recommendations have been provided in the study, which if

implemented, could help the Bank to quite an extent in improving the
system. The project has been a wonderful experience, especially with
the help of all those people, without the assistance of whom, the
project would not have taken the shape it has.

Похожие интересы