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Training and development of CBI | Group-11

Training and Development Analysis of


Central Bank of India at Clerical Level

By
Group 11
Mohit Kumar Sethy
Deeptapran Sonowal
Gourab Ghosh
Satadru Chakraborty


PGDHRM (2016-18)
IIM Ranchi





February 2017


3 Training and development of CBI | Group-11

About the Report


This report touches upon all the aspects of training and development such as
needs assessment, objective setting, program designing, training evaluation
and other recommendations. This report is produced only from the point of
view of Central Bank of India, Kanke Road, Ranchi at clerical level. All the
confidentialities of required employees were served in this whole project.
Acknowledgement
This project was done under the guidance of Prof. M.Srimannarayana. We are
grateful for his valuable advices and continuous review on our project. We
would like to express our special gratitude to the employees of Central Bank of
India, Kanke Road, Ranchi for giving us such attention and time for our project.
We are also thankful to IIM Ranchi for providing us all the resources required
and giving us this great opportunity to work on this project.
















4 Training and development of CBI | Group-11

Table of Contents
I. Training Need Analysis ................................................................................................................... 5
Organizational Support ...................................................................................................................... 5
1. Establish relationship with branch manager ......................................................................... 5
2. Establish relationship with other organizational members .................................................. 5
3. Form Liaison team ................................................................................................................. 5
Requirements ..................................................................................................................................... 5
1. Target job .............................................................................................................................. 5
2. Understanding and defining the target job .......................................................................... 6
3. Choosing methods/tools of data collection .......................................................................... 6
4. Determine the points of contact ........................................................................................... 6
5. Anticipate problems .............................................................................................................. 6
6. Protocol followed .................................................................................................................. 6
Organizational Analysis ...................................................................................................................... 7
1. Organizational goals .............................................................................................................. 7
2. Job goals ................................................................................................................................ 7
3. Transfer climate assessment ................................................................................................. 7
Task Analysis ...................................................................................................................................... 9
1. Developing task statements .................................................................................................. 9
2. Creating task clusters .......................................................................................................... 10
KSA Analysis ..................................................................................................................................... 11
1. Developing KSA statements ................................................................................................ 11
2. Choosing and Linking relevant Task and KSAs .................................................................... 12
Person Analysis ................................................................................................................................. 13
1. Choosing personal assessment tools .................................................................................. 13
2. Administering the tools ....................................................................................................... 13
3. Determining the gap ........................................................................................................... 13
4. Confirm the training needs ................................................................................................. 14
5. Non training issues :- .......................................................................................................... 14
II. Objective Setting .......................................................................................................................... 15
III. Designing the program ............................................................................................................ 15
IV. Training Evaluation .................................................................................................................. 17
Stage 1 (Reaction) ............................................................................................................................ 17
Stage 2(Learning evaluation) ............................................................................................................ 19
Stage 3 & 4 (Application and Business results) ................................................................................ 20
Stage 5 (ROI) ..................................................................................................................................... 20


5 Training and development of CBI | Group-11

I. Training Need Analysis


Organizational Support
1. Establish relationship with branch manager
We visited Central Bank of India, Kanke Road branch, Ranchi for this project. We contacted
Ms. Meena Khadiya, the Branch Manager of the bank who gave us the permission to
conduct the project in the organization. On our first meeting we discussed about the
purpose of this project and how it would be beneficial to her organization. As she was
already associated with IIM Ranchi in various activities like providing student loans,
sponsorship for various events so it was easier for us to build rapport with her and other
employees of the bank.
2. Establish relationship with other organizational members
After getting support from the branch manager we were introduced to the assistant
manager, the head clerk, the other clerical staffs of the bank. The assistant manager gave
us information about the hierarchy of the organization. He also suggested us suitable time
for conducting our project related activities according to the schedule of the organization.
Also the head clerk and other clerical staff showed a positive response to our proposal.
3. Form Liaison team
Forming a liaison team was not required in this project due to-
a. Small size of the organization
b. Few number of employees in the target job

Requirements
1. Target job


6 Training and development of CBI | Group-11

2. Understanding and defining the target job


Based on our meeting with the branch manager we got to know that clerical staff basically facilitate
the core activities of the organization. They are not given any specific targets but operational
efficiency is the critical part of their job.

3. Choosing methods/tools of data collection


Sl. Collected Data Method of Data Participants
No. Collection
1 Organizational Goal Interview Branch Manager
2 Job Goals Interview Clerical Staff and
Assistant Manager
3 Transfer Climate Close Ended Clerical Staff
Questionnaire

4 Task and KSA Statements Open Ended Clerical Staff and
Questionnaire Assistant Manager

5 Relevant Tasks and KSAs Open Ended Assistant Manager
Questionnaire

6 Proficiency Level Interview Clerical Staff and
Assistant Manager

The venue and time frame were chosen as per the availability of the employees. So we preferred the
time frame after the busy hours of bank.

Venue and Time frame

Venue-CBI Kanke Road Branch,

Time Frame-4:00Pm-6:30 PM, 3 visits

4. Determine the points of contact


The point of contact was Ms. Meena Khadiya the branch manager of Central Bank of India, Kanke
Road, Ranchi.

5. Anticipate problems
The anticipated problems are listed below-

Co-operation of the employees


Hectic schedule of bank employees
Confidentiality of internal organizational information
Casual attitude towards surveys
Non-disclosure of actual performance data

6. Protocol followed
To resolve the problems we followed the following protocols-

Established a good rapport with the branch manager to gain confidence with the employees

Visited the bank after busy hours


7 Training and development of CBI | Group-11

Provided bonafide certificate and promised to abide by the non-disclosure agreement

Organizational Analysis
1. Organizational goals
To have a brief knowledge about the specific goals of the organization we interviewed Ms.
Meena Khadiya who is the branch manager of the CBI. As we got to know below are the
mentioned goals
a. Increasing market share in Ranchi (CASA Current Accounts Savings Accounts)
b. Decreasing NPA (Non Profitable Assets)
c. Increasing deposits
d. Expanding digital banking services

2. Job goals
As the jobs of clerical staffs were supervised by the assistant manager, we interviewed the clerical
staffs and the assistant manager about their job goals.

a. Facilitate proper execution of the required functions

b. Improving the operating efficiency

3. Transfer climate assessment


For doing the transfer climate assessment we identified some of the crucial factors for
implementation of training in the work environment. The factors are listed as follows

1. Time required
2. Knowledge Sharing
3. Achieving Perfection
4. Hand Holding Culture
5. Additional Training Aid
6. Feedback System in the Bank
7. Amiable Environment
8. Promotion/Salary Hike
9. More Responsibility

We framed the questionnaire in accordance with these factors. We also linked one or more related
questions and coded them to the corresponding to these factors. We collected the data from the
responses and analysed them. The required data are mentioned in Exhibit1. The findings of the
analysis is shown in the following graph.


8 Training and development of CBI | Group-11

Chart Title
80 80
80 60
70 50
60 47
50 40 40 40 40 4040
40 30
30 20 20 2020 20 20 20 20 2020 20 20
10 10 13
20
10
0

Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree other

From this we got know about some positive aspects and some negative aspects of the transfer
climate-

Positive Aspects

1. Majority of the employees agree upon the fact that there is sufficient time for
implementation of the training in their duties.
2. Theres a scope for knowledge sharing among the employees.

Negative Aspects

1. The organization does not promote a hand holding culture in the work environment.
2. Theres no proper feedback system in the organization.
3. Theres no salary hike on the basis of their training.
4. Employees are given training as per requirements and schedule of bank.
5. The management gives assignments as per the requirements.

Taking all these negative aspects into account we concluded that the transfer climate is not
suitable for implementation of training. In addition to this we were also able to find out the the
loop hole of the existing system leading to training failure.


9 Training and development of CBI | Group-11

Task Analysis
1. Developing task statements

The task statements as identified are listed below
1. Acknowledgement of the inward mails received daily
2. Successful handling of cheques receipt, drafts, dividend warrants, pay orders and
other like instruments other than bills and acknowledging the same in the
counterfoil effectively
3. Managing the authorization of the cheque books and plan their delivery accordingly
4. Handle the cash received efficiently and issue the cash receipt accordingly
5. Issue of ESI stamps wherever applicable
6. Efficient handling of currency notes by cash
7. Ensuring proper content in the envelope including registered ones and their smooth
dispatch
8. Carrying out the steps to open the account smoothly and facilitating the customer
with all the required papers efficiently
9. Effective background check and quick processing of home and education loan
10. Effective and efficient maintenance of daily record of balance
11. Effective marketing of financial products of the Bank such as loans, mutual funds,
deposits, schemes, etc. to gain larger market share
12. Smooth execution of back office jobs i.e. Receipts collection, ledger maintenance,
balance tally & other transactions to be keyed in the digital banking systems after
office hours
13. Facilitate customers in the online banking enrolment process and setup of pending
applications
14. Process business applications for Internet Banking including verification of owners
and system setup
15. Help customers in effectively addressing their queries and issues regarding online
banking and bill payment
16. Smooth facilitation of process E-Statement requests and forward stop payments to
customer service
17. Smooth handling of fund transfer through RTGS/NEFT requests







10 Training and development of CBI | Group-11

2. Creating task clusters


Sl. No Clusters Task


1. Successful handling of cheques receipt, drafts,
dividend warrants, pay orders and other like
instruments other than bills and acknowledging the
same in the counterfoil effectively

2. Handle the cash received efficiently and issue the

cash receipt accordingly

3. Efficient handling of currency notes by cash
4. Carrying out the steps to open the account smoothly
and facilitating the customer with all the required
1. Front Office Jobs papers efficiently
5. Effective marketing of financial products of the Bank
such as loans, mutual funds, deposits, schemes, etc.
to gain larger market share
6. Facilitate customers in the online banking enrolment
process and setup of pending applications
7. Help customers in effectively addressing their
queries and issues regarding online banking and bill
payment
8. Smooth handling of fund transfer through
RTGS/NEFT requests
1. Issue of ESI stamps wherever applicable
2. Effective and efficient maintenance of daily record
of balance
3. Smooth execution of back office jobs i.e. Receipts

collection, ledger maintenance, balance tally & other

transactions to be keyed in the digital banking

systems after office hours
4. Acknowledgement of the inward mails received daily
2. Back Office Jobs 5. Managing the authorization of the cheque books and
plan their delivery accordingly
6. Ensuring proper content in the envelope including
registered ones and their smooth dispatch
7. Effective background check and quick processing of
home and education loan
8. Process business applications for Internet Banking
including verification of owners and system setup


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KSA Analysis
1. Developing KSA statements
Knowledge

K1. Thorough knowledge about various schemes offered by the bank
K2. Solid background knowledge about the banking policies regarding the
financial instruments
K3. Knowledge about internet banking protocols
K4. Sound knowledge on the banking circular
K5. Knowledge about basic financial accounting
K6. Functional knowledge about the bank link software
K7. Knowledge about banking law and loan recovery process
K8. Thorough knowledge about NEFT/RTGS operations and regulations

Skills and Abilities

SA1. Efficient and effective processing of KYC documents
SA2. Smooth operating Bank link software
SA3. Usage of note counting machine
SA4. Ability to persuade customers
SA5. Ability to work diligently
SA6. Attention to detail
SA7. Ability to handle pressure handling
SA8. Active Listening skills for understanding customer queries
SA9. Managing the essential tasks within the stipulated timeframe
SA10. Ability to grasp knowledge on new technologies
SA11. Ability to apply the knowledge imparted in training
SA12. Ability to understand the customers requirements effectively
SA13. Effective co-ordination and collaboration with co-workers
SA14. Ability to facilitate the customers in a friendly manner
SA15. Ability to think critically
SA16. Ability to work neatly and accurately
SA17. Good written and verbal communication skills
SA18. Good numeracy and calculation skills
SA19. Good IT skills and computer literacy
SA20. An honest and trustworthy and flexible nature
SA21. Regular and predictable attendance and punctuality.


12 Training and development of CBI | Group-11

2. Choosing and Linking relevant Task and KSAs


Sl. Relevant Tasks Knowledge Skills & Abilities


No.
Effective marketing of financial K1, K2 SA8, SA17,SA4
1. products of the Bank such as loans,
mutual funds, deposits, schemes, etc.
to gain larger market share
Facilitate customers in the online K3, K4 SA1, SA2, SA6,
2. banking enrolment process and setup SA17
of pending applications
Help customers in effectively K3 SA7, SA8,
3. addressing their queries and issues
regarding online banking and bill
payment
Effective and efficient maintenance of K5 SA19, SA22,K4
4. daily record of balance

Smooth execution of back office jobs K4,K5,K6 SA16, SA5, SA6,
5. i.e. Receipts collection, ledger SA19, SA18,SA9
maintenance, balance tally & other
transactions to be keyed in the digital
banking systems after office hours

Effective background check and quick K7 SA6, SA14, SA13
6. processing of home and education
loan
Process business applications for K2,K3 SA19, SA16
7. Internet Banking including verification
of owners and system setup
Smooth handling of fund transfer K8 SA2,SA6,SA14
8. through RTGS/NEFT requests


13 Training and development of CBI | Group-11

Person Analysis

1. Choosing personal assessment tools


For conducting the personal analysis we have selected two assessment tools-
a. Self-assessment questionnaire
b. Interview
2. Administering the tools

a. Self-assessment questionnaire- We used the training needs assessment template to


assess the level of proficiency possessed by the bank employees. To administer the
tool we went to bank after office hours and collected the response. Unfortunately, a
majority of them rated themselves very highly which was a poor reflection on their
training need assessment.
b. Interview-Based on the self-assessment scores we developed an interview
questionnaire to validate the self-assessment scores. We also tested them with
various out the box situations regarding their tasks to grab the veracity of their
knowledge. We also cross checked the self-assessment scores of the employees with
the supervisor and took his rating on the respective employee. Having both the
versions with us, we were finally able to rate the clerks by comparing both the
versions. Based our understanding and research we devised a rating scale of 10 and
gave 60% weightage to supervisor ratings and 40% weightage to interviews.

3. Determining the gap


a. To determine the gap in the knowledge skills and abilities possessed by the
employees first of all we determined the minimum level of proficiency required for
performing the tasks. From our research and understanding we decided a minimum
proficiency level of the knowledge, skill and abilities required for carrying out the
task smoothly. Post that we confirmed the same from the supervisor as well and
finally concluded that the minimum proficiency would be different for different
tasks.
b. The composite score is compared with the minimum proficiency level required for
each job and the difference is the existing gap in the knowledge and skill.
(The below table contents the composite scores and the minimum proficiency level)








14 Training and development of CBI | Group-11

4. Confirm the training needs


Based on our assessment we finally conclude that level of following KSAs are not up to the
proficiency levels as required by the supervisor-

Knowledge-

K1. Solid background knowledge about the banking policies regarding the financial
instruments
K6. Functional knowledge about the bank link software
Skills and abilities-

SA4.- Ability to persuade customers

5. Non training issues :-


Space Crunch, Office Layout design,

Exhibit 1. Interview questions for determining organizational goals

What are the specific targets of your organization?


Do the goals change on a frequent basis?
Are there any departmental goals for the clerical staffs as well?

Exhibit 2. Interview questions for determining job goals

Interviewee- Assistant Manager


What are the critical goals for the clerical staffs of the organization?
What do you expect them to achieve?

Interviewee- The Clerical Staffs


Are there any targets specified to you as per your job requirements?


15 Training and development of CBI | Group-11

II. Objective Setting


Performance Condition Criteria


Should be able to disburse the Must do the background Should be able to disburse it
loans efficiently checking beforehand within time
Should be able to convince Must have knowledge about Should be able to attract at
customers into availing the recent schemes and good least 50% of the potential
different bank services communication skills customers
Must do the job flexibly during
the times of admissions in
colleges
Efficient use of bank link Should have prior knowledge Increasing efficiency i.e.
software for performing day- about basic computer handling more number of
to-day transactions operation and effective customers in the specified
handling during the busy hours working hours
Handling of fund transfer Should have knowledge about
activities in a well-organized bank circulars and regular
manner updates in the policies done by
RBI

III. Designing the program


Basics
Immediate Focus Communication Skills, Basic computer
operation skills, use of bank links software
Time Frame 2 Months training in Training Institute Patna
Composition Team
Location On-the-job training in Central Bank of India,
Kanke Road, Off-the-job(Training Institute)
Space Face to face
Timings Intermittent phases


16 Training and development of CBI | Group-11

Objective Content Methods Time Trainer Learning Facilities Person


Required Specifications Evaluation Responsible
Knowledge Classroom 1 session At least 10 years Test after Classroo Admin Staff
training in per week of experience completion m
Solid Updated CBI training (4 Hour having of the Board &
background RBI facility in each) adequate training marker
knowledge guidelines, Patna (spanning knowledge program. Projector
about the New bank over 2 about different
banking policies Policies months) financial (Questions
regarding the instruments and on different
financial banking policies financial
instruments (preferably instruments
having and updated
experience in policies)
conducting
training
sessions)
Functional Operating On the Job 2 session Colleague with Weekly Computer Admin Staff
knowledge computer training in per week sound assignments in proper
about the in windows the CBI (3 Hour knowledge of for 2 months working
bank link operating branch in each) the bank link condition
system, Kanke Road 2 months software Proper
software
Additional internet
functional connectivi
features of ty, bank
Banklink link
software software
installed
Skill & Ability Persuasion Off the job 2 sessions Professionals Tests after 2 Classroo Admin Staff
Theories, training ( 2 hours having months m
Ability to Business involving each) minimum 5 involving Board &
persuade communica role play and (spanning years of situational marker
customers tion(Verbal case studies over 2 experience in questions Projector
and months) marketing
written) banking
products


17 Training and development of CBI | Group-11

IV. Training Evaluation


Stage 1 (Reaction)

Action Plan 1- Decide the areas of feedback

Program content : Participants (Bank Clerks)


Relevance of the training content and the objective : Participants(Clerks)
Sequence of the content : Participants(Clerks)
Methods of delivery : Participants (Clerks)
Effectiveness of Facilitator : Participants (Clerks)
Facilities : Participants (Clerks)
Openness of the instructor : Participants (Clerks)
Instructional materials : Participants (Clerks)
Motivation to learn : Participants(Clerks)
Pre-training material : Participants(Clerks)
Assignments : Participants(Clerks)
Planned improvements : Participants(Clerks)


Action plan 2 (Design Questionnaire)

Program content:
o Is the training content effective and up to date?(open ended question)
o Is the training content easy to understand? (Two way question)
Relevance of the training content and the objective:
o Will this training help to improve your performance? (Two way Question)
Sequence of the content:
o Did you find the sequence of contents effective? (Open ended question)
Methods of delivery:
o Did you find the method of delivery interesting?(Two way question)
o How well you were able to relate yourself to the delivery of the training?(Open
ended question)
Effectiveness of Facilitator:
o Was the facilitator good at explaining the concepts? (Open Ended question)
o Were you able to learn from the modes of the delivery of the training?
o Was the instructor effective in clarifying your doubt? (Two way question)
Facilities:
o Did you face any problem regarding the existing facilities of the training
centre?(Open Ended)
o Would you like to suggest any substantial improvement in the existing facility?
(Open Ended question)
Openness of the instructor :
o Were you given enough opportunity by the instructor to get your doubts
clarified?(Two way question)


18 Training and development of CBI | Group-11

Instructional materials :
o Were you given instructional materials before the commencement of the training?
(Two way question)
o Were the instruction materials strictly followed throughout the training? (Two way
question)
Motivation to learn :
o Would you like to attend advanced training module for this course? (Open Ended
question)
Pre-training material :
o Were you given pre training materials before the commencement of the training?
(Two way question)
o Did the pre training material help you to grasp the training content easily ? (Two
way question)
Assignments :
o Were you given assignments? (Two way question)
o Did the assignments help you gain more insights about the content?(Open ended
question)
o Were able to solve the assignments on your own?(Open ended question)
Planned improvements :
o Would you like to suggest any improvement in program? (Open ended question)

Action Plan 3 (Rationale behind the questionnaire)-

The questionnaire formed will help us to assert the effectiveness of the training program. It will
help us further to capture insights about the efficiency of the facilitator, appropriateness of the course
content and its relevancy with the training objectives. Moreover, we will also be able to gain insight
about any improvements needed in the existing training structure.

Action Plan 4 (Assign Responsibility of data collection)-

The responsibility of taking feedback will be given to administrative staff.

Action Plan 5 (Decide the Time frame of data collection)

The Feedback will be taken within two day window just after the completion of the training
program.

Action Plan 6 (Decide methods of analysis)

Post collection of data well conduct a qualitative analysis to gain more insights about the
loopholes of the present training process and incorporate the required changes to make it more
effective. The key areas of analysis would be-

a. Content b. Instructor c. Participants


19 Training and development of CBI | Group-11

Action Plan 7 (Decide the objective)

The objective is to increase the effectiveness of the training program.

Stage 2(Learning evaluation)


Action plan 1 (Select a type of test)

Online objective test comprising of three sections in


a. Banking policies and new schemes
b. Basic Computer Skills and bank link software
c. Persuasion techniques

Justify the selection- The objective test will be able to capture an overall picture of the intricacies
regarding the knowledge imparted during the training session. It will be less time consuming the
evaluate the participants and cost effective as well.

Action plan 2 (Create the test)

We will have a pool of 1000 question which will be uploaded in the central server and a three days
window will be given to the employees within which they can take the test and clear the training
module. The test will be an adaptive one where each employee will get a different set of questions
and the difficulty level will be dynamic.

Action plan 3 (Declare the time frame)

The test will be administered within two days of completion of the training.


Action plan 4 (What is the mode of administration?)

The test will be an online test and it will be administered in the training center itself. The
administrative staff will take care of the disciplinary matters during the test.


Action plan 5 (Scoring pattern?)

The scoring will be based on the difficulty level of each question and there will be three difficulties
level- Easy, Medium, Difficult.
The weightage assigned to each level are as follows-
Easy- 1 marks per question
Medium- 2 marks per question
Difficult- 3 Marks per question
The test will contain negative marking which is 1/4 of the maximum weightage assigned to each
question


20 Training and development of CBI | Group-11

Stage 3 & 4 (Application and Business results)


Action Plan 1(Decide methods)

Level 3(application)-Observation
Level 4(Business Results)-Performance monitoring

Justification of the methods- The supervisor is well versed with the task to be performed by the
subordinate so his observation will provide valuable input for evaluating the training program. So he
will be given a few parameters on which the newly trained employees will be evaluated.

In case of Business results continuous performance monitoring is used for collecting data as it would
help us to capture a clear picture about the growth of the market share. Apart from that it is also a
cost effective method to evaluate how the employees are helping to achieve the organizational goals
in the post training environment.


Stage 5 (ROI)

Action Plan 1 (Target ROI%)

Action Plan 2 (Decide the method/s of isolating the effects of the program)

For isolating the effect of training we have chosen Trend line analysis. The historical data will provide
us the average number of customers served per day. The next step would be to estimate the
average number of customers per day post training environment for a time frame of three months.

We can isolate this data by performance monitoring of the participants.

Action Plan 3 (Converting data into monetary benefits)

Determining the benefits of training :

a. Pre Training environment-


Average number of customers handled per day- 150
Average time spent per customer- (330min/150)= 2.2 mins/customer
Average deposits per day- Rs. 32,65,306
Average Revenue per staff per day- (32,65,306/5) = 6,53,061
b. Post Training Environment
Average Number of Customers handled per day- 200
Average time spent per customer- (330/200)= 1.65 mins/customer
Average Deposit per day- Rs. 61,60,954
Average Revenue per staff per day- (61,60,954/5)= 12,32,190
c. Training Benefits in monetary terms-
Avg. revenue in post training environment per staff per day Avg. revenue in pre
training environment per staff per day
= 5,79,129


21 Training and development of CBI | Group-11

From secondary research we can conclude that 75% of the revenue can be attributed to the training
program. So the actual monetary benefits of the training are- (0.75 * 5,79,129) =4,34,346

Determining program costs:

Item Costs
Cost of Needs Assessment Rs 1,00,000
Fee of the trainer Rs. 60,000
Facilities (Classroom, White Board, markers, Paper & writing pad) Rs. 5000
Clerks time (5 Clerks)(Rs.9090)(2months) Rs. 90,909
Evaluation Rs. 10,000
Travel Expenses Rs. 25,000
Accommodation Expense Rs. 50,000
Training Design Rs. 50,000
Administration Cost Rs. 30,000
Miscellaneous Expenses Rs. 30,000
Total Expenses Rs. 4,50,909

CBR = Program Benefits Divided by program costs

ROI (%) = (Net program benefit/program cost)*100

=(4,34,346/4,50,909) *100

= 96 %

Conclusion:
So based on our ROI assessment it seen that the training package design is effective in enhancing the
performance of the organization.