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A Project Report On Summer Training Undertaken At PUNJAB NATIONAL BANK

ROLE OF EMPLOYEES TRAINING AND DEVELOPMENT IN HUMAN RESOURCE Submitted In Partial Fulfillment For The Award OF Degree Of Master Of Business Administration

(2013-2014) Submitted by: NAVITA BAGRI (MBA II Yr Sem. III)

SUBODH INSTITUTE OF MANAGEMENT AND CARRER STUDIES B.R.SHAH M.B.A. BLOCK, RAMBAG CIRCLE, JAIPUR
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STUDENT DECLARATION

I, student of M.B.A. III Sem. Of Subodh Institute of Management& Career Studies, Jaipur (2013-14), declare that I have completed the project titled ROLE OF TRAINING AND SKILL DEVELOPMENT IN HUMAN RESOURCE MANAGEMENT myself. The project report entitled Training and Development written and submitted by me to

PUNJAB NATIONAL BANK, JAIPUR in partial fulfillment of the requirement for the award of MBA under the guidance of my mentor Mr.BATRA, is my original work and the conclusion drawn there in are based on the material collected by myself. I hereby declare also this study has not been permitted by me to publish anywhere I have collected data from various sources which are acknowledged in the bibliography. This is my own work and I have not submitted it elsewhere for any other purpose. Place: Jaipur (NAVITA BAGRI)

PREFACE

THE PRESENT REPORT IS ON ROLE OF TRAINING AND SKILL DEVELOPMENT IN HUMAN RESOURCE MANAGEMENT. I want to express my experience and practical knowledge that I gained during the summer training at Punjab National Bank. It was our first experience when i went to the bank not to take services but to do the survey and to know about how they work. The basic need of the survey is to ensure about the training and development programme held. On first day i was nervous, but because of the good image of the bank in the market the people attended me positively.. For accomplishment of the project report I daily think about the conditions and views and then i used to compose the whole thing on computer. In making the project report practical knowledge was needed more than the theoretical, which was given by MR. BATRA,MR. SHANKAR LAL and MRS. USHA SAINI. I enjoyed my summer training at Punjab National Bank and have learnt lots of new things, which will be helpful to me during my work in any organization. I thank the staff of the bank for giving me this opportunity at their office and being good to me all the time. I promise that I will help wherever needed to the company. I also yearn to work for the company in future. I hope the administration to think over our work for a while. Punjab National Bank has completed 111 year so its a good govt org. about its no doubt. Organization has more creative thought so it will always being creative.

ACKNOWLEDGEMENT

I take this opportunity to express my gratitude to all the people who have guided and helped me directly or indirectly in the course of completion of my project. The beatitude, bliss and euphoria that accompany successful completion of any task would not be complete without the expression of appreciation of simple virtues to the people who made it possible. So, with reverence, veneration honor I acknowledge mr. Batra, mr. Shankar lal and mrs. Usha saini all those whose guidance and encouragement has made successful in winding up this. I take this opportunity to thank DR. SUPRIYA AGARWAL, ASSOCIATED PROFESSAR OF SIMCS for her support and encouragement which helped me in the completion of this report. I extend my gratitude and thankfulness to SUBODH INSTITUTE OF MANAGEMENT AND CARRER STUDIES. Last but not the least Im also grateful to my parents for providing me the continuous support to motivate me to successfully complete my report.

Date: Place: Jaipur

Submitted By: NAVITA BAGRI

EXECUTIVE SUMMARY
This project report titled as ROLE OF TRAINING AND SKILL DEVELOPMENT IN HUMAN RESOURCE MANAGEMENT undertaken as part of 45 days summer training project as per PUNJAB NATIONAL BANK special reference to jaipur branch, Rajasthan. I have done this project in 45 days with the study of structure and the policies of training and development in banking organization. Every organization needs to have well trained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. It is being increasing common for individual to change careers several times during their working lives. The probability of any young person learning a job to day and having those skills go basically unchanged during the forty or so years if his career is extremely unlikely, may be even impossible. In a rapid changing society employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. Development is integral part of training if some body is trained properly and efficiently the developments of that individual and the company for whom he is working. Here I discussed about development of employee, how to identify the needs, and after developing how to develop executive skill to sharpen there knowledge. Learning should be the continuous process and one should not hesitate to learn any stage. The entire project talks about the training and development in theoretical as well as new concepts, which are in trend now. Here I have discussed what would be the input of training if we ever go for and how can it be good to any organization in reaping the benefits from it What are the ways we can identify the training need of any employee and how to know what kind of training he can go for?
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Training being covered in different aspect likes integrating it with organizational culture. The best and latest available trends in training method, the benefits which we can derive out of it. How the evaluation should be done and how effective is the training all together. Some of the companies practicing training in unique manner a lesson for other to follow as to how to train and retain the best resource in the world to reap the best out of it.

TABLE OF CONTENTS

Sr.No. 1. 2. 3.

Topic INTRODUCTION OF INDUSTRY INTRODUCTION OF ORGANISATION RESEARCH METHODOLOGY TITLE OF STUDY DURATION OF PROJECT OBJECTIVES OF STUDY TYPE OF RESEARCH SAMPLE SIZE SCOPE OF STUDY LIMITATION OF STUDY

Pg.No. 1 2 31

4. 5. 6. 7. 8.

FACT AND FINDINGS DATA ANALYSIS AND INTERPRETATION RECOMMENDATION APPENDIX BIBLIOGRAPHY

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INTRODUCTION OF INDUSTRY

Emergence of public sector banks

The Central Government entered the banking business with the nationalization of the Imperial Bank of India in 1955. A 60% stake was taken by the Reserve Bank of India and the new bank was named as the State Bank of India. The seven other state banks became the subsidiaries of the new bank when nationalized on 19 July 1960.[1] The next major nationalization of banks took place in 1969 when the government of India, under prime minister Indira Gandhi, nationalized an additional 14 major banks. The total deposits in the banks nationalized in 1969 amounted to 50 crores. This move increased the presence of nationalized banks in India, with 84% of the total branches coming under government control.

The next round of nationalization took place in April 1980. The government nationalised six banks. The total deposits of these banks amounted to around 200 crores. This move led to a further increase in the number of branches in the market, increasing to 91% of the total branch network of the country. The objectives behind nationalization where: To break the ownership and control of banks by a few business families, To prevent the concentration of wealth and economic power, To mobilize savings from masses from all parts of the country, To cater to the needs of the priority sectors

Public sector banks before the economic liberalization

The share of the banking sector held by the public banks continued to grow through the 1980s, and by 1991 the public sector banks accounted for 90% of the banking sector. A year later, in March, 1992, the combined total of branches held by public sector banks was 60,646 across India, and deposits accounted for Rs. 1,10,000 crore. The majority of these banks were profitable, with only one out of the 27 public sector banks reporting a loss.

Problem, with nationalized banks reporting a combined loss of Rs. 1160 crores. However, the early 2000s saw a reversal of this trend, such that in 2002-03 a profit of Rs. 7780 crores by the public sector banks: a trend that continued throughout the decade, with a Rs. 16856 crore profit in 2008-2009.

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INTRODUCTION OF ORGANISATION

Punjab National Bank


Type Traded as Industry Founded Founder(s) Headquarters Public BSE: 532461 NSE: PNB Banking, Financial services 1895 Lala Lajpat Rai New Delhi, India

Key people K R Kamath (Chairman & MD) Products Credit cards, consumer banking, corporate banking, finance and Insurance, investment banking, mortgage loans, private banking, Private equity, wealth management Revenue 416.86 billion (US$7.0 billion) (2012)

Net income 50.25 billion (US$850 million) (2012) Total assets 4.704 trillion (US$79 billion) (2012) Owner(s) Government of India

Employees 62,127 (2012) Website www.pnbindia.in

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Punjab National Bank (PNB) is an Indian financial services company based in New Delhi, India. PNB is the third largest bank in India in terms of asset size. It was founded in 1895 as a private banking company by Lala Lajpat Rai and is currently the second largest state-owned commercial bank in India ahead of Bank of Baroda with about 5000 branches across 764 cities. It serves over 37 million customers. The bank has been ranked 248th biggest bank in the world by the Bankers' Almanac. The bank's total assets for financial year 2007 was about US$60 billion. PNB has a banking subsidiary in the UK, as well as branches in Hong Kong, Dubai and Kabul, and representative offices in Almaty, Dubai, Oslo, and Shanghai.

HISTORY
Punjab National Bank was registered on 19 May 1894 under the Indian Companies Act , with its office in Anarkali Bazaar, Lahore. The founding board was drawn from different parts of India professing different faiths and a varied back-ground with, however, the common objective of providing country with a truly national bank which would further the economic interest of the country. PNB's founders included several leaders of the Swadeshi movement such as Dyal Singh Majithia and Lala Harkishan Lal, Lala Lalchand, Shri Kali Prosanna Roy, Shri E.C. Jessawala, Shri Prabhu Dayal, Bakshi Jaishi Ram, and Lala Dholan Dass.Lala Lajpat Rai was actively associated with the management of the Bank in its early years. The board first met on 23 May 1894. Ironically, the PNB Website now claims Lala Lajpat Rai to be the founding father, surpassing Rai Mul Raj and Dyal Singh Majithia.[4] The bank opened for business on 12 April 1895 in Lahore.

PNB has the distinction of being the first Indian bank to have been started solely with Indian capital that has survived to the present. (The first entirely Indian bank, Commercial Bank, was established in 1881 in Faizabad, but failed in 1958.)

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PNB has had the privilege of maintaining accounts of national leaders such as Mahatma Gandhi, Shri Jawahar Lal Nehru, Shri Lal Bahadur Shastri, Shrimati Indira Gandhi, as well as the account of the famous Jalianwala Bagh Committee.

In 1900, PNB established its first branch outside Lahore in Rawalpindi. Branches in Karachi and Peshawar followed. The next year, PNB absorbed Bhagwan Dass Bank, a scheduled bank located in Delhi Circle.

In 1947, at the Partition of India and the commencement of Pakistani independence, PNB lost its premises in Lahore, but continued to operate in Pakistan. Partition forced PNB to close 92 offices in West Pakistan, 33% of the total number, and which held 40% of the total deposits. PNB still maintained a few caretaker branches. On 31 March 1947, even before Partition, PNB had decided to leave Lahore and transfer its registered office to India; it received permission from the Lahore High Court on 20 June 1947, at which time it established a new head office in Calcutta.

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RESEARCH METHODOLOGY
A Research is a careful investigation or inquiry, especially through search for new facts in any branch of knowledge. It is a systemized effort to gain more knowledge.

Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. I it we study the various steps that are

generally adopted by a researcher in studying his research problem along with the logic behind them. It is necessary for the researcher to know not only the research methods or techniques but also the methodology. Researcher always needs to understand the

assumptions underline various techniq ue and they need to know the criteria by which they can decide that certain technique and

procedures will be applicable to certain problems and other will not.

Research: Research is the process of collection, interpretation, analysis and presentation of


data into meaning information for the outcome of final decisions. It plays a vital role in the project report where data is to be collected from the market as a whole and required to be interpreted and append in the report.

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TYPE OF RESE ARCH:


Personal interview approach was adopted for the project. In this type of research, the researcher has to contact the person directly to know the available information and analyze these to make a critical evaluation. The facts or information required to analyze the data was available in interviewers statements. This was one of the main

sources for the project. The other approach was PERSONNEL RESEARCH. It is based on the personal knowledge. It is applicable to phenomenon that can be expressed in terms of words.

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TITLE OF STUDY TRAINING & DEVELOPMENT


Definition of Training & Development:
Training & Development is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge.

MEANING OF TRAINING & DEVELOPMENT: The need for Training and Development is determined by the employees performance deficiency, computed as follows.

Training & Development Need = Standard Performance Performance

Actual

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TRAINING
Training refers to the process of imparting specific skills. An employee undergoing training is presumed to have had some formal education. No training program is complete without an element of education. Hence we can say that Training is offered to operatives.

What are the Training Inputs?


Skills Education Development Ethics Problem Solving Skills Decision Making Attitudinal Changes

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DEVELOPMENT
Development means those learning opportunities designed to help employees to grow. Development is not primarily skills oriented. Instead it provides the general knowledge and attitudes, which will be helpful to employers in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities such as those supplied by management development programs are generally voluntary in nature. Development provides knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company.

Objectives of (MDP) Management Development Programs OR Advantages of Development


Making them : Self-starters Committed Motivated Result oriented Sensitive to environment Understand use of power Creating self awareness Develop inspiring leadership styles Instill zest for excellence Teach them about effective communication To subordinate their functional loyalties to the interests of the organization.

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NEED OF TRAINING

Individual level
Diagnosis of present problems and future challenges Improve individual performance or fix up performance deficiency. Improve skills or knowledge or any other problem To anticipate future skill-needs and prepare employee to handle more challenging tasks To prepare for possible job transfers

Group level
To face any change in organization strategy at group levels When new products and services are launched To avoid scraps and accident rates Identification of Training Needs (Methods)

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Individual Training Needs Identification


1. Performance Appraisals 2. Interviews 3. Questionnaires 4. Attitude Surveys 5. Training Progress Feedback 6. Work Sampling 7. Rating Scales

Group Level Training Needs Identification


1. Organizational Goals and Objectives 2. Personnel / Skills Inventories 3. Organizational Climate Indices 4. Efficiency Indices 5. Exit Interviews 6. MBO / Work Planning Systems 7. Quality Circles 8. Customer Satisfaction Survey 9. Analysis of Current and Anticipated Changes

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Benefits of Training Needs Identification


1. Trainers can be informed about the broader needs in advance 2. Trainers Perception Gaps can be reduced between employees and their supervisors 3. Trainers can design course inputs closer to the specific needs of the participants 4. Diagnosis of causes of performance deficiencies can be done

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Methods of Training

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On the Job Trainings:


These methods are generally applied on the workplace while employees is actually working. Following are the on-the-job methods.

On the Job Training Methods


Job Rotation: In this method, usually employees are put on different jobs turn by turn where they learn all sorts of jobs of various departments. The objective is to give a comprehensive awareness about the jobs of different departments. Advantage Employee gets to know how his own and other departments also function. Interdepartmental coordination can be improved, instills team spirit. Disadvantage It may become too much for an employee to learn. It is not focused on employees own job responsibilities. Employees basic talents may remain under utilized. Job Coaching: An experienced employee can give a verbal presentation to explain the nitty-grittys of the job. Job Instruction: It may consist an instruction or directions to perform a particular task or a function. It may be in the form of orders or steps to perform a task. Apprenticeships: Generally fresh graduates are put under the experienced employee to learn the functions of job.

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Internships and Assistantships: An intern or an assistants are recruited to perform a specific time-bound jobs or projects during their education. It may consist a part of their educational courses.

Advantages of On-the-Job Training


It is directly in the context of job It is often informal It is most effective because it is learning by experience It is least expensive Trainees are highly motivated It is free from artificial classroom situations

Disadvantages of On-the-Job Training


Trainer may not be experienced enough to train It is not systematically organized Poorly conducted programs may create safety hazards

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Off the Job Trainings:


These are used away from work places while employees are not working like classroom trainings, seminars etc. Following are the off-the-job methods;

Off the Job Training Methods


Classroom Lectures: It is a verbal lecture presentation by an instructor to a large audience. Advantage It can be used for large groups. Cost per trainee is low.

Disadvantages Low popularity. It is not learning by practice. It is One-way communication. No authentic feedback mechanism. Likely to boredom. Audio-Visual: It can be done using Films, Televisions, Video, and Presentations etc. Advantages Wide range of realistic examples, quality control possible.

Disadvantages One-way communication, No feedback mechanism. No flexibility for different audience.

Simulation: creating a real life situation for decision-making and understanding the actual job conditions give it. Following are some of the simulation methods of trainings

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Case Studies: It is a written description of an actual situation and trainer is supposed to analyze and give his conclusions in writing. The cases are generally based on actual organizational situations. It is an ideal method to promote decision-making abilities within the constraints of limited data.

Advantages of Off-the-Job Training:


Trainers are usually experienced enough to train It is systematically organized Efficiently created programs may add lot of value Disadvantages of Off-the-Job Training: It is not directly in the context of job It is often formal It is not based on experience It is least expensive Trainees may not be highly motivated It is more artificial in nature

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HUMAN RESOURCE DEVELOPMENT


Definition 1 Organizing and enhancing capacities to produce. HRD is a process of organizing and enhancing the physical, mental and emotional capacities of individuals for productive work. Definition 2: Bring possibility of performance and growth HRD means to bring about the possibility of performance improvement and individual growth.

Human resource development is a process to help people to acquire competencies and to increase their knowledge, skills and capabilities for better performance and higher productivity.

IMPORTANCE OF TRAINING AND DEVELOPMENT OPTIMUM UTILIZATION OF HUMAN RESOURCESTraining and development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individuals goals.

DEVELOPMENT OF HUMAN RESOURCETraining and development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.

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DEVELOPMENT OF SKILLS OF EMPLOYEESTraining and development helps in increasing the job knowledge and skill of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. ORGANISATION CLIMATE. QUALITY. HEALTHY WORK-ENVIRONMENT. HEALTH AND SAFETY

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TRAINING AND DEVELOPMENT IN PUNJAB NATIONAL BANK

OUTLOOK FOR TRAINING SYSTEM IN THE BANK


There is need for immediate directional change in view of the change in technology, squeezing of market share, cut throat competition and for survival/requirement of the Bank.

The different Training Colleges need to be aggregated and the staff therein should think of working together for a common cause of training. Work to make the training system unified and integrated. A step in this direction can be by standardizing study material.

Make LKM Centre, a data base / warehouse for study material. All Training Centres to fill this coffer. Time limit for contribution of data is to be fixed.

Let there be division of labour. Everyone must contribute towards development of training system and bank. Identify areas where each faculty can contribute. Study material be prepared in his field of proficiency & it should be pooled at LKMC for use at all Colleges by all.

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TRAINING STRATEGIES

Following strategies for optimal utilization of training infrastructure and implementation of the 3 year Training Policy - 2011-14 shall be adopted :

i) TRAINING AREAS:
Banks Training Colleges / Centres shall prepare their Quarterly Training Plans (QTPs) under 2 channels : Channel I ( Uniform Channel ) : Training programmes on universal / uniform areas of Banking keeping in view the Training Policy, including Intensive Training on subject like Loans / Foreign Exchange etc. Channel II (Specific Training Channel) : Training programmes based on training requirement / training gaps in the Circles / Offices allotted to them & advised by Corporate office from time to time.

Further, all RSCs / ZTCs shall schedule compact Refresher Programmes of 3-4 day duration covering all aspects of branch banking , including CBS as well as Human Relation development, Marketing, Customer Service etc. for MMG / SMG Scale officers working in the Field. All Circle / Divisional Heads shall ensure that : For trainings in Management Skill areas, focus may be to the Middle & Senior Management Grade officers. For trainings in Functional Skill areas, the Junior & Middle Management Grade officers and clerical staff working in the field / offices may be considered.

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For trainings in Behavioral Skills, all the staff (more specifically, Front desk staff) and Substaff needs to be covered .
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g in view the needs of Specialized cadre in Banking, CSC & the 3 RSCs shall run 3 channel of training, including training on Specialized subjects viz. Risk Management, Foreign Exchange, Large Corporate Advances, SMEs, CBS/IT, Agriculture etc. Nominations to these specialized courses may be done from amongst the Team 2020 officials & officials who have more than 2 years of service left, so as to develop a specialized cadre of officers in each area.

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ii) TRAINING NEED IDENTIFICATION:


Every Circle / Division at HO shall identify the training needs / knowledge gaps in the Circle / Division at the beginning of the year and shall communicate it to the concerned Regional Staff College / Zonal Training Centre so that Training College / Centre may design their QTPs based on the specific needs of the Circles / Divisions. Every employee will specify his/her Training requirement in HRMS under Employee Self Service during a year. The employee may specify maximum two trainings every year in HRMS under Employee Self Service. The requirement of trainings shall be analyzed at Circle / Divisional Head level on periodical basis, and looking at the nature of duty of the employee; his / her place of posting; future needs of the circle/Division including the training requested by the employee etc., a decision shall be taken by the Circle / Divisional Head to nominate its employees. The Training needs in respect of SMG / TEG Scale Officers shall be downloaded from HRMS at L&KMC level and based upon the officers needs & corporate requirements, in -house training / training at outside Institutes including Foreign training shall be imparted to these officers . For developing specialized cadre of officials, the Circles / Divisions may also identify and prepare a list of such officials, whom they want to impart some specific / specialized training from Outside Institutions during the year, and shall send this list to Learning & Knowledge Management Centre, HO: , enabling it to do nomination of the identified officers to various training programmes on the specified subject/s at outside Institutes.

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iii) POST TRAINING UTILIZATION:

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Trained staff is utilized in the area in which the training has been imparted. Especially, staff that has received Intensive / Specialized / Advanced Training on a subject may be utilized in the area of specialization for a minimum period of two years. As far as possible, the staff may be nominated to training programmes related to their area of work / operation only, so as to sharpen their skills in that area.

All the Circle / Divisional Heads and Personnel Administration / Human Resource Development Division at HO shall ensure that :

iv) TRAINING INVENTORY / NOMINATIONS / RELIEVING :


The Training Inventory of all official up to Scale III shall continue to be maintained at respective Circle Office / Divisions level, based on the training needs, as expressed by the official in his / her Performance Appraisal Report / Employee Self Service head on HRMS as well as on the basis of the assessment by the Controlling Head . All the nominations need strictly to be done through HRMS only . Further, in order to improve participation level in training programmes, the methodology of direct relieving of nominated staff at Circle offices level, as approved by the Board while approving Training Policy 2008-11, may continue to be implemented strictly . The system provides as under : Instead of advising the Branch Incumbent about the nomination of a staff member of the branch for a training programme, the Circle Offices will issue nomination-cum-relieving letter/s directly to the nominated employee under advise to the Incumbent Incharge, where the employee is posted. The nominated employee shall automatically stand relieved for the training programme on the date mentioned in the letter.

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The Incumbent may not refuse relieving of the nominated employee f or training programme without prior concurrence of the Circle / Divisional Head / L&KMC HO. Wherever so permitted, the nominating authority shall record the reasons thereof. Failure to relieve / refusal to attend the training, without concurrence of the nominating authority, shall be treated as a misconduct. The Head of HRD Department at the Circle Office / Establishment Head in the Division at HO, shall be responsible for nominating / relieving of budgeted number of employees for each training programme. The power to cancel any nomination shall vest with the concerned Circle Head / Divisional Head / GM /DGM - L&KMC.

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Training Programmes are broadly classified as :


i. Class Room Training programmes, which are conducted at respective Training Centres. The participants to these programmes are nominated through HRMS by the nominating authority, as defined in the Training Policy at Annexure - I.

ii. On-Location programmes (one day & more) are trainings, where, looking at the requirement of a particular circle, the Training Colleges / Centres shift the venue of training to that particular Circle Office or some other convenient centre. The scheduled Training programme of 1 day or more duration shall be conducted in this case. Like all normal class room trainings, nomination to such Training Programmes shall also be entered on HRMS by the respective nominating authority.

iii. On-Location Programmes (part day) are such training programmes, where, in order to facilitate up-gradation of skill of employees on small modules of CBS / IT products, soft skills & other bank products, the Faculty from the Training college / centre conducts a 2-3 hour programme at the work place of the employees i.e. at a Branch / Administrative Office. Nomination / Attendance in these on-location programmes shall not be entered on HRMS, however, the total participation in the programmes shall be shown separately by the training college/centre.

v) OUTSOURCING :

In order to enrich the curriculum coverage, Training Colleges / Centres may rope in suitable outside faculty, including faculty from Head Office / Circle Offices. The rates of honorarium for the guest Faculty shall be as under :-

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PNB GUEST FACULTY : Rs.500/- per session for officers in JMG/MMG Scale Rs.600/- per session for officers in SMG/TEG Scale.

EXTERNAL GUEST FACULTY : a) Category I : (Senior Government officials, RBI officials, Academicians & Honorably Retired Senior Executives from Banks etc. ) Rs.2,000/- per session plus local conveyance charges b) Category II : (Others) Rs.1,000/- per session plus local conveyance charges

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vi) TRAINING ADVISORY COMMITTEE MEETINGS :

In order to review the existing training gaps / modalities of training programmes of CSC, IT Centre, RSCs & ZTCs, an annual meeting of Training Advisory Committee of each college/centre shall be held. The Committee will be headed by the General Manager (L&KMC) participants will include Field General Manager(FGM) where RSC / ZTC is located / DGM from HO as HO representative and shall include Circle Heads, DGMs / AGMs / CMs of selected branches, Chief Manager / Functional Manager of HRD Deptt. at the Circle Office. The Principal / Training Manager of the respective training centre shall be the convener of the meeting. The Training Advisory Committee shall look into the thrust areas of training including E-Learning, training gaps, training plans for the year, ways to optimize training capacity, faculty strength, assessment of training material, conduct of on-location training programmes, infrastructure development of the College / Centre etc. *****

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Punjab national bank TRAINING & KNOWLEDGE MANAGEMENT CENTRE TRAINING DEPTT. Central Staff College 8 Underhill Road, Civil Lines Delhi-110054

Date: 23.08.2008

CIRCULAR LETTER NO. 2 / 2008

TO ALL CIRCLE OFFICES / HO DIVISIONS / ZAOs / TRAINING COLLEGES / CENTRES.

GEOGRAPHICAL ALLOCATION OF CIRCLES TO BANK'STRAINING COLLEGES / CENTRES.

Under 3 tier set up in the Bank, Circle Heads are the competent authority to nominate staff up to MMG Scale III for in-house training programmes conducted at Bank's 12 Training Colleges/Centres.
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Hither to, under the Zonal set-up respective ZMs were nominating staff from their zone to the allotted RSCs / ZTCs . With the switchover to 3 tier structure and to have a fair distribution of staff amongst colleges, allocation of circles has been revised (ANNEXURE I) keeping in view the training infrastructure / capacity of the Training Colleges / Centres and simultaneously the distance / connectivity of respective Circles with the Training Colleges/Centres.

All Circle Heads are advised that w.e.f 1st October, 2008, they are to nominate their staff for training to the colleges/centres as per the revised geographical allocation only. Till then, nominations may continue to be made as per the existing college/center allocated to the circle/s.

Further, it has been observed that nominations from some Circles are not commensurate to their staff strength. In the present day competitive banking scenario, meaningful training to the right employee / officer goes a long way to improve their performance, resulting in better growth of business in the circle. We reiterate that all Circles / HO Divisions are to nominate appropriate number of employees up to Officers in MMG Scale III through HRMS and they are also to ensure that the nominated employee attends the training programme.

It has further been decided to introduce 'Field Training Programmes' w.e.f. 1st October, 2008. The training college / center shall conduct these 1 day training programmes , in consultation with respective Circle Heads at specific towns /city centers for imparting training to employees of branches/offices of the adjoining areas. The nomination to these programme/s, unlike in case of 'on-location training', shall be made through HRMS only.

While nominating, especially nominations to Field Training Programmes, Circle Heads must keep in view the observation of Board on training of staff, whereby it observed that 'All such
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employees, who have not received any training during last three years, must be imparted training on priority'. The nominations of officers in SMG Scale IV and above for in-house training, and all nominations to out side training programmes, shall continue to be made at Training Deptt., HO level.

GENERAL MANAGER

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GEOGRAPHICAL JURISDICTION OF TRAINING COLLEGES AND CENTRES

S.NO. TRAINING CENTRE 1. Central Delhi 2. 3. IT Centre, Faridabad RSC, Belapur Staff

JURISDICTION

College, All India

All India RSC FUNCTION: Circle Offices : Raipur, Bangalore, Kozhikode, Bhopal, Indore, Jabalpur, Chennai, Trichy,

Bhubneshwar, Guwahati, Jodhpur ZTC FUNCTION: Circle Offices :Hyderabad, Ahmedabad, Rajkot, Mumbai, Nagpur, Pune, Bhopal, Indore, Jabalpur. 4. RSC, Lucknow RSC FUNCTION: Circle Offices : Meerut, Moradabad, Saharanpur, Muzaffarnagar, Muzaffarpur, Sharif, Ranchi. ZTC FUNCTION: Circle Offices : Agra, Bareilly, Jhansi, Lucknow, Faizabad, Gorakhpur, Varanasi, Kanpur. 5. RSC, Panchkula RSC FUNCTION: Circle Offices : Amritsar, Kapurthala, Hoshiarpur,
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Dehradun,

Haridwar, Patna, Burdwan,

Kashipur, Bihar

Darbhanga, Kolkata,

Arrah,

Gaya,

Midnapore,

Jalandhar, Ferozepur, Bhatinda, Chandigarh `B, Ludhiana, Jaipur, Bharatpur, Alwar, Delhi and HO Divisions. ZTC FUNCTION: Circle Offices : Chandigarh, Hissar, Rohtak, Shimla, Dharamshala, Hamirpur, Mandi. 6. 7. ZTC, Delhi ZTC, Dehradun Circle Office : Delhi and HO Divisions Circle Offices : Dehradun, Haridwar, Kashipur, Meerut, Moradabad, Saharanpur, Muzaffarnagar, Aligarh, Bulandshahr. 8. ZTC, Jaipur Circle Offices: Jaipur, Bharatpur, Jodhpur, Sri Ganganagar,

SriGanganagar, Alwar. 9. ZTC, Kolkata Circle Offices :Kolkata, Burdwan, Midnapore,

Guwahati, Bhubaneswar. Raipur. 10. ZTC Kozhikode Circle Offices : Kozhikode, Bangalore, Chennai, Trichy. 11. ZTC, Ludhiana Circle Offices : Amritsar, Kapurthala, Hoshiarpur, Jalandhar, Ferozepur, Bhatinda, Chandigarh `B, Ludhiana, Jammu, Srinagar, Karnal. 12. ZTC, Patna Circle Offices : Muzaffarpur, Darbhanga, Patna, Arrah, Bihar Sharif, Gaya, Ranchi.

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Quarterly Training Plans of Training Centres

JULY, 2013
ZTC, Kolkata 18/07/2013 [12:35] ZTC, Kolkata 18/07/2013 [12:30] RSC, LUCKNOW [12:55] 05/07/2013

Retail Lending Schemes (updated upto 08.07.2013) MSME Ready Reckoner (updated upto 14.07.2013) Priority Sector guidelines (Updated Upto 29.06.13)

JUNE, 2013
ZTC, Kolkata 29/06/2013 [13:10] ZTC, Jaipur 14/06/2013

Elementary knowledge of CBS for newly recruited SWOA Question Bank - Economics

[16:33] ZTC, Jaipur 14/06/2013

Question Bank - Basic Accountancy


[16:30] ZTC, Jaipur 10/06/2013

Synopsis of Retail Deposit Products


[16:05] ZTC, Jaipur 10/06/2013

Synopsis of Retail Lending Scheme


[16:00] ZTC, Jaipur 08/06/2013

LEARN SOME ECONOMICS


[13:20] ZTC, Jaipur 08/06/2013

Balance Sheet Basics


44

[13:15] ZTC, Jaipur 07/06/2013

Negotiable Instrument Act 1881


[11:45] ZTC, Jaipur 07/06/2013

50 Brain Storming Questions


[11:45] ZTC, Jaipur 07/06/2013

Banker Customer Relationship


[11:45] ZTC, Jaipur 07/06/2013

Banking Regulation & RBI Act


[11:45] ZTC, Jaipur 07/06/2013 [11:45] ZTC, Jaipur 07/06/2013

Consumer Protection Act 1986 & Banking Ombudsman Handout on Nomination

[11:45] ZTC, Jaipur 07/06/2013

Important Recalled Questions


[11:45] ZTC, Jaipur 07/06/2013

Monetary Policy
[11:45] RSC, Belapur 03/06/2013 [17:05] ZTC, Ludhiana 03/06/2013

Case Study On Impact Of Alternative Delivery Channels On Customer Service Retail Lending Schemes (Up to 31.05.2013)

[16:45] ZTC, Ludhiana 03/06/2013

Asset Classification (upto 31.05.2013)


[10:35] ZTC, Ludhiana 03/06/2013 [10:35] RSC, Lucknow 13/05/2013

Priority Sector - Revised guidelines (upto 31.05.2013) Latest priority sector guidelines

[11:15]

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APRIL, 2013
ZTC Jaipur 08/04/2013

Key Features Of Union Budget 2013-2014


[11:10] ZTC Jaipur 08/04/2013

Highlights Of Railway Budget 2013-2014


[11:10] ZTC Jaipur 08/04/2013

Economic Survey 2012-2013


[11:10] ZTC Jaipur 08/04/2013

Tips For Interview And Faqs


[11:10] ZTC Jaipur 08/04/2013

The Art Of Group Discussion


[11:10] ZTC Jaipur 08/04/2013 [11:10] 06/04/2013 ZTC Jaipur [12:00] 06/04/2013 ZTC Jaipur [11:55] 04/04/2013 ZTC Ludhiana [13:45] 04/04/2013 ZTC Ludhiana [13:42] 04/04/2013 ZTC Ludhiana [13:40] ZTC Ludhiana 03/04/2013

State

Of

The

Indian

Economy

And

Prospects How To Crack Group Discussion

Group Discussion Topics with Answers

Basel III

RISK MANAGEMENT

INTERNATIONAL BANKING Retail Lending Schemes (Updated upto


31.03.2013) 46

[16:20]

EXPECTATIONS FROM TRAINING FRATERNITY

Attitudinal Aspects
Be spontaneous in responding to the needs of the LKMC, COs & trainees. Dont be a bystander to events, learn to take pro-active action. Be ready for opportunities whenever they come. Think what is your contribution to the training system?

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Do not work just mechanically, do it with interest. Take your work seriously, sincerely, innovatively and deliver the utmost. Take pride in your work. Work hard to draw satisfaction out of our contributions towards imparting training to staff. Never talk negative in the class and always strive to build a positive atmosphere and attitude.

Be upto-date
70% of the time should be contributed towards imparting training & updating topics, 20% towards development, functioning and improving of training system & 10% for enhancing self knowledge, Every one of us must be uniform in teaching of similar subjects Changes to be incorporated in the study material from time to time. Develop subject wise contents for uploading at Banks e-learning site.

Circle Offices Liaison


Maintain liaison with officials at Circle Offices to identify their training needs as per potential and business available in the particular area. Interact for development of actual case studies and success stories of the branches. Develop close liaison with nodal training officer at CO for ensuring good participation of the officers/staff in the training programs.

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Develop new Teaching Methodologies


Two things must be taught Why to do? & How to do? Avoid use of power point prepared by others. Self prepared power point presentation will be more effective in the class. Do not make too exhaustive / elaborate Power Points. Do not just read out from the slides. Instead, interact directly with trainees. Prepare case studies to make the session interesting. Expressing through case studies leaves a permanent impression. Assign team work to the participants, to be done after the class room training during their stay in hostel. Participants from same circle should be made to sit apart to encourage inter mingling. Make a group of participants from different circle, make them think of a topic and speak over it.

Encourage Learning in Self & in trainees


What books have you read in past one year? A good teacher needs to be a good student first. Contribution can take place only when there is self-improvement. Adequate time must be spent on ourselves for learning / skill development. Stimulate continuous learning in the participants. Advise and instruct all participants to visit and make use of library; encourage reading habits Update your Library periodically.

49

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DURATION OF THE PROJECT

The period of duration of the project is 45 days. Which I had taken at jaipur branch and have to study all about the role of training and development in human resource. I continusly made effort to collect the data about the organization with in 45 days. So I tried my best effort to collect the data about the topic. As well as I know that the duration was very short to collect all the informations, but I have put all my efforts in collecting the more and more data.

51

OBJECTIVES OF THE STUDY

My objective is to apply my learning in the area of Human Resources so that I gain significant practical and understand the nature and importance of training and development and identify the various inputs that should go into any programme. Delineate the different stages in a training and development programme and describe each step. Understand the need for and the ways of training for international assignments.

This research provides me with an opportunity to explore in the field of Human Resources. This research also provides the feedback of people involved in the Training and development Process Apart from that it would provide me a great deal of exposure to interact with the high Profile managers of the company.

52

TYPE OF RESEARCH USED


a.) Research design b.) Data Type c.) Contact method d.) Method of data collection e.) Research instrument Descriptive research Primary data

Personal schedule Interview Structured Schedule

Method of Data Collection:


There are two methods of data collection

Primary Data: It is the process by which data is collected by personal interview and figures. A survey questionnaire is put to the interviewing people and their views are undertaken

Secondary data: it is the process of data collection form published sources which are taken as right measure of information, facts and figures. E.G. Websites, Magazines, Books and Journals etc.

Questionnaire: Questionnaire is a sequence of questions arranged in a serial order which are to be put before respondents in the duration of the survey.

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There are two types of Questionnaires; Open ended Questionnaire: open ended questionnaire is a questionnaire where respondents are asked to openly give his / her views on the enquired questions put before him/her. He is free to give his / her opinion and suggestions. Close ended Questionnaire: Close ended questionnaire is a questionnaire where respondents are limited to the choice being provided with the questions only as asked by the interviewer. In this pattern of questionnaire, respondent, respondent is not free to disclose his opinion towards the questions.

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METHOD OF SELECTING SEMPLE

For the survey I have used questionnaire method to collect the information from the employees. I have selected few members from H.R. department and distribute the questionneaires to collect the data about their experiences on training programmes conducted in the organization. I have asked some questions from them regarding their training programme and also about their experiences during the training and after the training.

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SCOPE OF STUDY

In this project I have tried to present details about the training and development programs being presently followed in PUNJAB NATIONAL BANK and the feedback, I collected from different employees during my interaction with them.

The scope of training and development can be explained with the help of following points -

exact position of performance of employees through their feedback Development of the employees through various training and development programs. Developing altered of unbiased treatment to all employees

56

LIMITATIONS OF STUDY

The study suffers from the following limitations as stated below: The surveyed area was large and time was limited due to which 100 % efficiency could not be achieved.

Out of the total respondents surveyed some of them were not cooperative due to which accurate prediction was not possible.

The responses given by the respondents are assumed to be true however chances of getting false and biased information cannot be overlook fully.

Time constraint is the big limitation of the study. A comprehensive study could not be made due to paucity of time. All the data and information had to be collected within the limited days.

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FACTS AND FINDINGS

PNB has always responded enthusiastically to the nations need. It has been earnestly engaged in the task of national development. In the process, the bank has emerged as a major nationalized bank. Nationalization of fourteen major bank on 19 th July,1969 was a major step of banking industry,pnb was one amongst these. As a result, banking was given a new direction and trust. The banks were expected to reach people in every nook and corner, meet their need and work for their economic upliftment, removal of poverty and regional imbalances were accorded on high priority. The training programmes are held to make the employees more skillful and talented. I found that the employees are very dedicated towards their work.

58

RECOMMENDATIONS

The bank should more emphasis on the applying of the training programme. Bank should also emphasize on advertisement of its services. Bank should provide information time to time to its customers about its new collaborations with other companies. Due to global integration the competition has increased a lot. So to stay ahead in this cut throat competition Punjab national bank has to make its employees more and more talented. Awards and incentives Annual award should be given to the best employee in the branch in the term of hard work by providing them foreign trips / holiday package for the family/ incentives / gifts to motivate them. Feedback Form A feedback form should be provided to the members in which they can fill and provide the information regarding suggestions, queries, innovative ideas about improvement in the services.

59

QUESTIONNAIRE EVALUATION OF TRAINING FUNCTION IN BANKING SECTOR


THIS QUESTIONNAIRE IS ATTENDED TO ASSESS THE TRAINING FUNCTION IN ORGANISATION AND TO COLLECT THE FEEDBACK FROM THE EMPOLYEES ABOUT THE TRAINING PROGRAMMES.

1 Training is given adequate importance in your organization?


Not at all true Very true [ ] [ ] True to a great extent Some what true [ ] [ ]

2 Training is well planned?


Not at all true Very true [ ] [ ] True to a great extent Some what true [ ] [ ]

3 There is adequate emphasis on developing managerial

capabilities of

staff through training?


Not at all true Very true [ ] [ ] True to a great extent Some what true [ ] [ ]

4 Employees in the organization participate in determining the training they need?


Not at all true Very true [ ] [ ] True to a great extent Some what true [ ] [ ]

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5 Employees returning from training are given adequate free time to reflect and plan improvements in the organization?
Not at all true Very true [ ] [ ] True to a great extent Some what true [ ] [ ]

6 Employees are sponsored for the training programmes on the basis of carefully identified developmental need?
Not at all true Very true [ ] [ ] True to a great extent Some what true [ ] [ ]

7 External training programmes are carefully chosen after collecting enough information about their quality and suitability?
Not at all true Very true [ ] [ ] True to a great extent Some what true [ ] [ ]

8 The quality of in-company programmes in your organization is excellent?


Not at all true Very true [ ] [ ] True to a great extent Some what true [ ] [ ]

9 The training is periodically evaluated and improved?


Not at all true Very true [ ] [ ] True to a great extent Some what true [ ] [ ]

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DATA ANALYSIS AND INTERPRETATION

1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

62

BIBILOGRAPHY

Philip Kotler, 2011-2013 Marketing Management, PHI, NewDelhi. C.R. Kothari, 2009Research Methodology, Wishwa prakashan, New Delhi. Indian Journal of HUMAN RESOURCE MANAGEMENT SCRIBD.COM. Website of PNB. Magazines of PNB.

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