Introduction

ICICI Bank is India's second-largest bank with total assets of Rs. 4,736.47 billion (US$ 93 billion) at March 31, 2012 and profit after tax Rs. 64.65 billion (US$ 1,271 million) for the year ended March 31, 2012. The Bank has a network of 2,900 branches and 10,021 ATMs in India, and has a presence in 19 countries, including India. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialised subsidiaries in the areas of investment banking, life and non-life insurance. The Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia.

ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the National Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange (NYSE). It is the largest private sector bank in India. It has a huge network of 2,528 branches and about 6,000 ATMs in India and a presence in 19 countries including India. It employs around 36,000 employees. ICICI bank views and values human resource as a key source of competitive advantage. Consequently the development and management of human capital is an essential element of their strategy and an important management activity.

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The rapidly changing business environment in banking sector and the constant challenges it poses to organizations and businesses make it imperative to continuously enhance and improve knowledge and skill sets across the organization. ICICI Bank believes that building a learning organization is critical for being competitive in products and services and meeting customer demands and achieving customer satisfaction. The Bank has built strong capabilities in training and development to build competencies across various sectors. Training on products and operations is imparted through internetbased training modules. Special programmes on functional training and leadership development are conducted to build knowledge as well as management ability at a dedicated training facility. ICICI Bank also learns from the best available training programmes and faculty, both international and domestic, to meet its training and development needs and build globally benchmarked skills and capabilities.

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History
ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46% through a public offering of shares in India in fiscal 1998, an equity offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at the initiative of the World Bank, the Government of India and representatives of Indian industry. The principal objective was to create a development financial institution for providing medium-term and long-term project financing to Indian businesses. In the 1990s, ICICI transformed its business from a development financial institution offering only project finance to a diversified financial services group offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first bank or financial institution from non-Japan Asia to be listed on the NYSE. After consideration of various corporate structuring alternatives in the context of the emerging competitive scenario in the Indian banking industry, and the move towards universal banking, the managements of ICICI and ICICI Bank formed the view that the merger of ICICI with ICICI Bank would be the optimal strategic alternative for both entities, and would create the optimal legal structure for the ICICI group's universal banking strategy. The merger would enhance value for ICICI shareholders through the merged entity's access to low-cost deposits, greater opportunities for earning fee-based

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income and the ability to participate in the payments system and provide transactionbanking services. The merger would enhance value for ICICI Bank shareholders through a large capital base and scale of operations, seamless access to ICICI's strong corporate relationships built up over five decades, entry into new business segments, higher market share in various business segments, particularly fee-based services, and access to the vast In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's financing and banking operations, both wholesale and retail, have been integrated in a single entity.

Corporate History ICICI Bank was established in 1994 by the Industrial Credit and Investment Corporation of India, an Indian financial institution, as a wholly owned subsidiary. The parent company was formed in 1955 as a joint-venture of the World Bank, India's public-sector banks and public-sector insurance companies to provide project financing to Indian industry.The bank was initially known as the Industrial Credit and Investment Corporation of India Bank, before it changed its name to the abbreviated ICICI Bank. The parent company was later merged into ICICI Bank. ICICI Bank launched internet

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banking operations in 1998.

ICICI's shareholding in ICICI Bank was reduced to

46 percent, through a public offering of shares in India in 1998, followed by an equity offering in the form of American Depositary Receipts on the NYSE in 2000. ICICI Bank acquired the Bank of Madura Limited in an all-stock deal in 2001, and sold additional stakes to institutional investors during 2001-02.In the 1990s, ICICI transformed its business from a development financial institution offering only project finance to a diversified financial services group, offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first bank or financial institution from non-Japan Asia to be listed on the NYSE. In 2000, ICICI Bank became the first Indian bank to list on the New York Stock Exchange with its five million American depository shares issue generating a demand book 13 times the offer size.In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002. In 2008, following the 2008 financial crisis, customers rushed to ATM's and branches in some locations due to rumors of adverse financial position of ICICI Bank. The Reserve Bank of India issued a clarification on the financial strength of ICICI Bank to dispel the rumors.

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Objective
ICICI Banks Green initiative is to make healthy environment in the organisation i.e; to create intrapersonal skills amongs the customer and understanding between employees of the organisation. Broad objectives of the ICICI are: (a) to assist in the creation, expansion and modernisation of private concerns; (b) to encourage the participation of internal and external capital in the private concerns; (c) to encourage private ownership of industrial investment. Green products and services Instabanking It is the platform that brings together all alternate channels under one umbrella and gives customers the option of banking through Internet banking, i-Mobile banking, IVR Banking. This reduces the carbon footprint of the customers by ensuring they do not have to resort to physical statements or travel to their branches. Vehicle Finance As an initiative towards more environment friendly way of life, Auto loans offer 50% waiver on processing fee on car models which uses alternate mode of energy. The models identified for the purpose are, Maruti's LPG version of Maruti 800, Omni and Versa, Hyundai's Santro Eco, Civic Hybrid of Honda, Reva electric cars, Tata Indica CNG and Mahindra Logan CNG versions.

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Carbon Footprint Calculator Inputs include region, user input of the distance traveled in a particular medium of transport daily, electricity consumed per month and LPG cylinder/piped natural gas used per month. It calculates the net carbon footprint to create awareness and sensitize people about the environment.It also shows the world's and India's average carbon footprint. Subsidiaries Domestic ICICI Lombard ICICI Prudential Life Insurance Company Limited ICICI Securities Limited ICICI Prudential Asset Management Company Limited ICICI Venture ICICI Home Finance ICICI direct.com ICICI fund International ICICI Bank UK PLC ICICI Bank Canada

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ICICI Bank Eurasia LLC

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Acquisitions
1996: SCICI Ltd. A diversified financial institution with headquarters in Mumbai 1997: ITC Classic Finance. Incorporated in 1986, ITC Classic was a non-bank financial firm that engaged in hire,m purchase, and leasing operations. At the time of being acquired, ITC Classic had eight offices, 26 outlets, and 700 brokers. 1998: Anagram Finance. Anagram had built up a network of some 50 branches in Gujerat, Rajastan, and Maharashtra that were primarily engaged in retail financing of cars and trucks. It also had some 250,000 depositors. 2001: Bank of Madura 2002: The Darjeeling and Simla branches of Grindlays Bank 2005: Investitsionno-Kreditny Bank (IKB), a Russian bank 2007: Sangli Bank. Sangli Bank was a private sector unlisted bank, founded in 1916, and 30% owned by the Bahte family. Its headquarter were in Sangli in Maharashtra, and it had 198 branches. It had 158 in Maharashtra and 31 in Karnataka, and others in Gujarat, Andhra Pradesh, Tamil Nadu, Goa, and Delhi. Its branches were relatively evenly split between metropolitan areas and rural or semi-urban areas. 2010: Bank of Rajasthan.

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Strengths of ICICI Bank

ICICI is the second largest bank in terms of total assets and market share Total assets of ICICI is Rs. 4062.34 Billion and recorded a maximum profit after tax of Rs. 51.51 billion and located in 19 countries One of the major strength of ICICI bank according to financial analysts is its strong and transparent balance sheet ICICI bank has first mover advantage in many of the banking and financial services. ICICI bank is the first bank in India to introduce complete mobile banking solutions and jewelry card The bank has PAN India presence of around 2,567 branches and 8003 ATMs ICICI bank is the first bank in India to attach life style benefits to banking services for exclusive purchases and tie-ups with best brands in the industry such as Nakshatra, Asmi, Ddamas etc ICICI bank has the longest working hours and additional services offering at ATMs which attracts customers Marketing and advertising strategies of ICICI have good reach compared to other banks in India Weaknesses of ICICI Bank Customer support of ICICI section is not performing well in terms of resolving complaints
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There are lot of consumer complaints filed against ICICI The ICICI bank has the most stringent policies in terms of recovering the debts and loans, and credit payments. They employ third party agency to handle recovery management There are also complaints of customer assault and abuse while recovering and the credit payment reminders are sent even before the deadlines which annoys the customers The bank service charges are comparatively higher The employees of ICICI are bank in maximum stress because of the aggressive policies of the management to win ahead in the race. This may result in less productivity in future years

Opportunities of ICICI Bank Banking sector is expected to grow at a rate of 17% in the next three years The concept of saving in banks and investing in financial products is increasing in rural areas as more than 62% percentage of Indias population is still in rural areas. As per 2010 data in TOI, the total number b-schools in India are more than 1500. This can ensure regular supply of trained human power in financial products and banking services Within next four years ICICI bank is planning to open 1500 new branches

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Small and non performing banks can be acquired by ICICI because of its financial strength ICICI bank is expected to have 20% credit growth in the coming years. ICICI bank has the minimum amount of non performing assets Threats of ICICI Bank RBI allowed foreign banks to invest up to 74% in Indian banking Government sector banks are in urge of modernizing the capacities to ensure the customers switching to new age banks are minimized HDFC is the major competitor for ICICI, and other upcoming banks like AXIS, HSBC impose a major threat In rural areas the micro financing groups hold a major share Though customer acquisition is high on one side, the unsatisfied customers are increasing and make them to switch to other banks

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Training and Development

Training and Development in ICICI Bank is referred to the team of employees in the Human Resource department who are responsible for such activities. Training and Development is headed by a senior-level officer (who is a member of the executive team) - Chief Human Capital Officer (CHCO). Training and Development process in the ICICI bank is considered essential for the progress and growth of the bank. Since, inadequate training and employee errors constitute a major operational risk for the bank. After interviewing group identified four levels of authority in the human resource practise followed by the bank Corporate level HR This is the central level of Human Resource officer. Their main job includes laying out HR policies to be followed by the bank after observing recent trends in the banking industry. They see to it that bank follows standard and acceptable practises and standard of the training and development program is at par with international level National level HR National level HR officer studies, modifies and manages the training and development programmes according to various differences prevalent in different parts of the country. He broadly instructs all the regional level HR officer to report to him the issues faced by them in implementing company policies. He then accordingly modifies policies and

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procedures of the training and development programs to ensure that programme is successfully implemented. Regional HR Main goal at this level is to ensure proper implementation of the training and development program and to ensure that methods followed in the program are relevant to the particular region. Also they report to higher authority in case of discrepancy or issues observed during implementation of the program. Field HR This is the main level of the hierarchy which directly interacts with the customers. They are in charge of the day to day operations of the bank. They have to interact with a vast diversity of customers from very rich to very poor, therefore its important that their training addresses this issue primarily and they must be train to handle conflicts and daily nuances of the service offered. There are subtle differences between training and development practise followed by various national and regional branches of the bank. These differences are due to different requirements, culture, practises and values cherished by various regions of the country. Also a significant contributing factor is difference in the level of education and economic development of the area, which gives rise to diversity and different requirements for different regions. Interaction between various levels of HRs

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As mentioned earlier, Corporate HR and Field HR play a very diverse role in the training and development program followed by the company. Listed are some of the issues on which corporate HR consult field HR and vice-versa: Feasibility of the implementation of a particular policy Relevance of the policy at the particular region Implementation issues faced Modification needed in the current training and development program Conversion rate of the learning during the program into practise Conflicts between various regional and national level goals

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Process of Training and Development

Lets us discuss about the various external variables influencing for the need of the Training and Development programs in the banks. Industry and Organizational analysis: Many banks in India were trying to hire the professionals with higher packages even when the GDP of country was quite high as they were not able to find the ready available talent. Few banks have taken steps to build the talent and one among them is ICICI Bank. They have tried to build the available resources on supply side to billable resources on demand side. Our country is mainly dominated by medical and engineering colleges where bank industry finds it difficult to locate specific institutes who produce only pool of talents for banks. This made the banking industry to look beyond top cities for talent and moved to small town and rural India that need to be polished on social and corporate skills. ICICI bank wanted to design programs that would transform educated workforce into skilled bankers and turning them to future banking sector leaders. They generally prefer students done their MBA programs and have relevant work experience which is quite longer duration. So they designed the programs for 12 months making productive employees in lesser time.

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Task Analysis: ICICI bank has focused its business strategy on three key areas: Expansion of Branch network: The banking regulator demands strict compliance and deployment of trained personnel to engage with customers as retail banking has high regulations and ICICI bank planned to expand its branch network by 45%. Without compromising at service quality ICICI has taken up the challenge to post these new branches with more than 3000 employees. ICICI bank has implemented the enterprise-wide integrated learning function for the planned program to be successful. Opportunities in Corporate Banking Sector: Corporate banking is well known for high margin businesses which require resources with specialist skills in credit appraisal, risk evaluation and relationship management. On-the-job training helps employees to develop skills in a period of 12 to 18 months. The challenge for banks was to crash the learning cycle for first-day productivity for growing opportunities. Productivity Improvement: It was challenge to bring about significant improvement after knowing that ICICI is commanding the highest levels of operational productivity and profit per employee in industry and to be noted that productivity improvement is always been key focus area for success of ICICI.

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Selection of Learning and Training Methods: ICICI bank has considered two approaches for selection of learning and training methods: Operational-Reaction decision making: This approach is required to bridge shortfalls in expected levels of services like quality, customer service, etc. These are identified through Training need analysis, evident through feedback and quality data by using feedback surveys, focused managerial discussion, focus scores. The design is: Impact of a problem: Small and localized versus large and representative. Learning Technology: Best blend of delivery channels such as e-learning, classroom, virtual classroom, gaming, simulation, mobile learning. Executive: Delivery time-lines and coverage. Measurement: Results measured on suitable model. Strategic-Proactive Decision making: Organizations capitalize on potential and emerging business opportunities by building their capabilities for the long term goals. Indian banking industry as a whole has taken initiatives in this areas to build their capabilities.

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Learning and Training Methods: E-learning courses covering areas of banking, acts as knowledge for every business group. For building Leadership bench strength of the organization they have introduced Leadership Mentoring Program for all high potential employees. Behavioural Programs in line with the competency framework (DNA) ensure cultural alignment of all employees. Nearly 275 behavioural courses are conducted every month and every employee has at least one program every year. This shows the Learning Continuum. Investment in building innovative and cutting edge learning channels like Gaming and Simulation for technology based skill practice and Mobile learning for real time performance support to the sales team. Banks decided to make structural interventions in education by addressing the issue of supply of skilled manpower: Vocational Training: To offer vocational training in the financial services domain banks have entered into partnerships with 172 educational institutions. Curriculum and pedagogy development, faculty development and up-gradation of infrastructure help banks to involve in capital infrastructure. Investment in Higher Education: Bank offered wealth management, risk management and treasury operations by entering into partners. Bank has also started offering new courses like 6 months banking diploma to increase the supply of trained manpower not just for the bank but also for entire industry.
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Probationary officers Program has been started to provide employment to young graduates primarily from rural and semi-urban areas by training them through a 9-months course in various specialized areas in building.

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New Initiatives taken by ICICI

Winning Hearts: The uncertainty in the minds of the Indian customers has developed due to global economic environment. The Banks decided to take the lead and reach out to its customer by equipping its employees to address customer queries. Winning Hearts is a video based training, to engage with customers with sensitivity and solution oriented approach, the frontline bankers were developed within a span of one week. The best practice to approach customers has been designed covering various customer behaviour scenarios and trained them in these programs. The program was monitored by central head to ensure cent percentage coverage and covered more than 1200 branch banking staff in a weeks time. Gaming and Simulation Engine: This is considered to be an innovative learning medium to skilling employees on process and operation skill which had a development lead time of ten weeks and the interesting part is, a fresh training game to be developed for every training process. I-Voice The communication with all the company stake holders (i.e. shareholders, customers or employees) is always timely and transparent in ICICI bank. A video magazine called IVoice is the source of information in ICICI which is published quarterly. This video

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magazine is 90 mints duration it is screened to employees across banks through town hall meetings facilitated by senior members of bank for two and half hours in duration. In the last one year, continuous communication with the employees has become difficult due to the global financial crisis and the market turmoil. For this, ICICI has addressed queries and concerns in an informal and timely manner by using the channel of I-Voice extensively to communicate with employees. The design, development and structure of each edition of I-Voice is the responsibility of Learning and Development team and this also decides the theme for each edition of IVoice released. The implementation of I-Voice was very success by ICICI bank and fetched them a Best Corporate e-magazine from Association of Business Communication of India (ABCI).

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Employee Participation And Success Of T&D Program

ICICI bank considers T&D programmes very seriously. They think it to be one of the chief regions in the success of the bank. Hence they make sure that every employee who needs training gets it. They also ensure full employee participation and success of T&D programmes .ICICI bank did a number of things to ensure Employee participation and success of T&D programmes Employee understands the Need of T&D T&D was developed by ICICI bank by keeping the need and skill analysis of the set of employees who are going to undergo the T&D programme. Following questions were addressed to identify the need Does the employee need Technology updation or simple skill enhancement? Does the Employee suffer from Role conflict? Does the employee have what it takes to do the job in effective manner Context of T&D in Employees Career Employees were made aware of the importance of new skills and skill enrichment. The Inter-linkages between new skills and job were shown to help motivate the Employees. The Employee participation was further improved by showing the importance of skill in the future development of their career and the linkages of the new skill with organization goals. ICICI bank trained its employee on core banking by showing them the importance of the technology which will help in furthering their own career.

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Measurable objectives and favourable outcomes of T&D The T&D was designed with measurable objectives and favourable outcomes that will be transferred to the job when training will finish. Measurable objectives help to ascertain the skill that will be obtained in the training will help in attaining the objective.

Identifying and Interviewing key Stakeholders ICICI consulted and conducted interview with customers, trainers and employees to find out the important aspects of training and development practices. They came to know about the importance of core banking, Credit card and debit card issues related training. They also understood the practical difficulties that trainers usually face when they train employees

ICICI followed up with online surveys or evaluations of the training program. They later found it to be very helpful in obtaining feedback from the audience's perspective. They conducted anonymous surveys, to have a better chance of receiving honest feedback

They documented results and analysis of activity a necessary function for gauging the impact of training.

Evaluation of T&D programme The ICICI bank came up with different parameters to evaluate its T&D costs. The Following are some of the parameters 1. Customer Satisfaction

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ICICI is in the service industry hence customer satisfaction and retention of customers plays a very important role for it. It is measured using a PULSE score. Pulse score is calculated by US based reputation institute which is a very good indicator of customer satisfaction PULSE score basically consists of 4 things Esteem Admire Feeling Trust The company checked for the change in pulse score before and after the implementation of training and development programme thereby helping in evaluating the T&D effectively. Customer behaviour was studied in the bank by using the live video recording to understand what improvement the employee has made after training and development and what possible improvement can be suggested in future Training and development activities. 2. Questionnaire Comprehensive questionnaires were given to all the stakeholders who are getting affected by T&D activities and the feedback is taken so that the T&D activities can be further improved. A copy of the questionnaire for ICICI prudential is given in the Appendix. 3. Interviews

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Exclusive interviews were conducted across different divisions customers to know whether they have seen any improvement in the behaviours and service of the employee who were trained. 4. Productivity improvement Productivity Improvement analysis were done to gauge the success of T&D activities. It is one of the most important factors since the T&D is useless if it cannot improve the performance of the employee from the business. The Productivity improvement were looked for in following perspective before and after implementation T&D 1. Average no of employees per branch 2. Average Call holding time of Customer service representatives 3. Customer complaints 4. No of new customers 5. Profit per employee 5. Human Resource factors T&D activities were also evaluated on the basis of human resources factors so that it can help in redesigning job description and analysing jobs across various departments like Call centres, Wealth management and wealth advisory roles. Human resource factors that were taken into account for evaluation of the T&D programmes. Some examples are Employee turnover, Absenteeism, Employee Grievances, Late comers etc.

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Results of T&D Programme

1. Increase in Average PULSE scores for branch channel from 66% to 81%. 2. Reduction in Customer complaints by 33%, over last two quarters. 3. Profit per employee grown by 10% over previous year. 4. 28% more new customer accounts by each sales officer in bank branches (in last year). 5. 11% more calls handled by each phone-banking officer. 6. Average call handling time reduced by 7 %. 7. Service to Sales-leads of inbound calls increased by 53 %. 8. Number of branches increased from 950 to 1400. 9. While the staff strength constant at 10,800 employees. 10. Average number of people per branch reduced from 11 to 7 (productivity improvement).

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New Training Trends

For some new hires at ICICI Bank Ltd, Indias largest private sector bank, play is an integral part of work. These hires, typically junior and middle-level managers hired for customer-facing functions, are made to play online games for several hours before they get down to the business of dealing with people. Gaming is an integral part of our induction programme, says K. Ramkumar, group head, HR, ICICI Bank. More than 2,000 ICICI employees have been playing games, and winning prizes, as preparation for handling customers. The use of online games fits in nicely with the HR departments focus on e-learning. The gaming initiative reinforces our brand proposition of anytime, anywhere learning, Ramkumar adds. Ramkumars department uses four gamesqueue management, cheque clearing (operations), cheque payment across the counter, and savings accounts. As the names suggest, these games present situations with customers seeking services in these areas. The games, developed by the Tata groups e-learning company, Tata Interactive Systems, require the staff to provide quick services and resolve issues efficiently. For instance, the cheque clearing game involves all the steps involvedfrom the point a customer presents the cheque to the bank executive till the encashment of cheque. For every right move players make, they get a part of the key to the kingdom, while they lose a life for every wrong move. Its only after the new hires become adept at winning and achieve a certain proficiency that they are allowed to actually deal with customers. The drill prepares employees to

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deal with customers efficiently from day one. All the effort is about creating a good experience for customers, says Ramkumar. Experts say gaming could become an important tool in human resource mangement. Gaming as a skill enhancement and training tool has a huge potential in sectors and companies that are growing very fast, says Quentin Staes-Polet, CEO, Kreeda Games India Pvt Ltd. This is all the more true for sectors that have a significant population of young people in the workforce. The fun element in the games infuses interest in learning, which is an important thing for the young generation known for its changing interest levels, adds Staes-Polet. Games-based training also turns out to be much more cost effective than other training methods. The gaming engines used at ICICI cost up to Rs500,000. Games also provide the company with an opportunity to assess skills and performance of employees without actually allowing these people to interact with customers. Games can be used to capture key real-time information about people, activities and outcomes and to provide more frequent guidance and link performance to recognition, says Daniel Dias, director, IBM India Research Laboratory. Meanwhile, ICICI Bank says there has been a tangible reduction in error rates and improvement in productivity among employees trained through games. But we would like to be a little gaurded and gauge the results across functions, and over a period of time, before we call it a success, says Ramkumar. Ramkumars team is now busy working on a larger gamea branch simulator that will recreate all the functions of managing a branch, which deals with around 2,000 customers

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on an average day. ICICI Bank also plans to organize inter-branch and inter-region gaming competitions for its staff. Today, the initiative is focused only on the entry- and -junior level staff. The future will see us graduating from games aimed at developing banking skills to management skills,

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Finding and Recommendations

From the study it is found that 90% of the respondents are strongly agree that training helped to acquire technical knowledge and skills From the study it is found that 60% of the respondents are agree that Senior spend time during training. From the study it is found that 70% of the respondents are agree that there is a adequate emphasis on developing managerial capabilities. From the study it is found that 70% of the respondents are agree that training helped for developmental needs. From the study it is found that 67% respondents are agree that training go with a clear understanding of the skills and knowledge. From the study it is found that 64% respondents are agree that Senior managers help their juniors develop through training. From the study it is found that 70% of the respondents are strongly agree from training are adequate free time to reflect and plan improvements in the organization. From the study it is found that 36% of the respondent Disagree that there is no welldesigned training policy in the organization. From the study it is found that 80% of the respondents are agree and strongly agree that training helped to work closely with other people. From the study it is found that 77% of the respondents agree that managers provide the right kind of climate to implement new ideas and methods acquired by their juniors during training.

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Recommendation
Though ICICI Bank has seen stellar growth over the past decade and it is the largest private sector bank in India, it is not without its fair share of problems related to various things. The Bank has focussed on customer satisfaction and productivity of employees, but it has also faced high rates of employee turnover due to lack of employee focus. We present some of our suggestion to improve T&D activities over the coming years: Leadership potential assessment Identify the fast-trackers Nurture the talent so that can take future leadership roles Provide them the necessary environment to grow Expand the job so that it increases their overall responsibility and accountability Cross functional training should be done so that they can be absorbed in other job as well when the need arises Reassign and redesign responsibilities that the employee does not like or that are routine Provide more authority for the employee to self-manage and make decisions Invite the employee to contribute on a department or company level decisions and planning and business level organization goals Allow employees to pursue training and development in directions they choose and in the way they want, not just in company-assigned directions On the Job Training and Mentoring by senior employees should be encouraged

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Take into account peculiar characteristics of the region

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CONCLUSION:
Training can bring about an improvement in a persons: Knowledge Skills Attitude Thereby raising his potential to perform the job better. Training and Development represents a complete whole that triggers the mind, emotions and employees' best work performance. Training programmes should enhance performance and enrich the contributions of the workforce. The ultimate goal of training is to develop appropriate talent in the workforce internally.

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Bibliography
www.google.com www.wikepedia.com www.scribd.com www.slideshare.com

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