SBI

Presented by-

Ankit Agrawal
Chandan Singh Bhojak
Amrit Agrawal
Avinash Kumar
Ankit Srivastava
About SBI
 State bank of India nationalized in 1955 with reserve
bank of India taking 60% stake.

 SBI provides a range of banking products with over

16000 branches, has the largest branch network in
India

 The State bank of India is 29th most reputable

company in the world
Contd…
 SBI has tried to reduce its over-staffing through
computerizing operations and Golden handshake
schemes.
 Integration of HRM with Bank’s strategy

HR Competitive strategies
Practices
Recovery of Finances in new Debit cards/
NPLs sectors Credit cards

Resourcing Hire a recovery Proper External sourcing

team recruitment &
selection

Employee No ER ( group Unions or well Informal

relations based) developed discussions
system

Compensation No additional Attractive Sharing benefits

benefits package
Emerging Trend and New HRM
Intervention in SBI
 Human resource management is a process of
bringing people and organizations together so that
the goals of each other are met.

 Over the years, highly skilled and knowledge based

jobs are increasing while low skilled jobs are
decreasing.

 Indian organizations are also witnessing a change

in systems, management cultures and philosophy
due to the global alignment of Indian organizations.
 Some of the recent trends that are being observed are
as follows:
1. Globalization Trends
2. Technological Trends
3. Trend in the Nature of Work
i. High-Tech Jobs ;
ii. Service Jobs :
iii. Knowledge Work and Human Capital
4. Workforce Demographic Trends
 HR development and management cannot be
seen in isolation but in the context of the business
and operational environment.

 We would, therefore, like to spend a while

exploring how technology has changed the face of
banking and the shape of things to come in the
foreseeable future before identifying the HR
related issues.
 Over the last three decades or so, there has been a
remarkable increase in the size, spread and activities
of banks in India. The number of bank branches rose
considerably during this period.

 The business profile of banks has transformed

dramatically to include non-traditional activities like
merchant banking, mutual funds, new financial
services and products, personal investment
counseling, etc.

 The entry of new banks intensified the competition to

attract and retain customers.
 Computerisation was inevitable both in the interest of
customer service and operational efficiency.

 Today, banks are vying with each other to offer their

customers not just Anytime Banking but Anywhere
Anytime Banking. All these advancements primarily
aimed at providing better and more innovative services
to customers.
 Technology
 MICR technology
 INFINET (Indian Financial Network)
 Electronic Clearing Services (ECS)
 Credit cards
 ATMs
 Stored Value cards
 Shared Payment Network Services (SPNS), etc.
 Having discussed about the changed and
constantly changing scenario, and before we
focus on Human Resources & Skills that are
required to cope with these rapid changes, we
would like to answer certain general questions
which are surely in your mind viz.

 What to change ?

 How to change ? and

 Why to change ?
 Banks are adopting and adapting to technological
tools to further their businesses. This new
technology is transforming the skill structure in
banking.

 What then exactly is the impact of technology on

the human resources employed in banking ?

 How should an HR Manager in a bank respond to

this fast changing scenario ?
 Old Competencies New Competencies

1 Ability to operate in well defined Ability to operative in ill-

and stable environment
2 Capacity to deal with
repetitive straight-forward
and concrete work process
3 Ability to operate in a
supervised work
environment
4 Isolated work
defined and ever changing
environment.
Capacity to deal with routine
and abstract work process
Ability to handle decisions and
responsibilities
Group work, Interactive work

5 Ability to operative within System-wide understanding,

narrow geographical and ability to operative within
time horizons expanding geographical and
time horizons
6 Broad unspecified knowledge Specialized knowledge

7 Procedural competencies Customer assistance oriented

competencies.
 Business Process Re-Engineering
(BPR)
Fundamental re-thinking and radical redesign of business
processes to bring about dramatic improvement performance.
Need of BPR in SBI
1. To improve productivity

2. To build deep and lasting relationshipwith existing

customer.

3. To proactively reach out for acquiring new quality

customer.

4. To provide customer with best quality of service

across multiple channel.

5. To transform SBI into world class financial institution

in rapid time frame.
Objective
1. To reduce network, customer complaints and
transactions- processing errors

2. To enhance customers experience and service

levels.
Branch re-design

Branch will have 10-15 staff consisting of 5-6

officers and 7-9 clerical staff engaged in sales
and marketing.

1. The clerical staff called Grahak Mitra will be

positioned near the entrance and will addressed
simple theories provide product information and
literature.
Cont…
1. Officers called customer sales representative will
engaged in consultative selling and marketing of
liability product.

2. Single window operators will serve customers on

their routine customers.
Rural Self Employment Training
Institutes (R-SETI)

SBI initiatives for increasing awareness of rural

masses.

Objectives
1. Retain rural youth

2. Skill up gradation of rural BPL people.

3. Provide employment locally to prevent migration
to urban areas.

4. Motivate rural entrepreneurs to take up self

employment ventures.