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HR Mission

R Objectives
To initiate & institutionalise globally competitive HR practices in the Bank in our pursuit to become a Bank of
international standards and to become an employer of preferred choice;

To put in place relevant HRD strategies and use modern methodologies to undertakeorganizational renewal;
identify and nurture talent, bring about marked changes in the mindset of employees at all levels so as to
enhance HR Quality;

To create a performance-driven culture and an exciting workplace for the employees

To create a pool of entrepreneurial managers and business leaders for future;

To inculcate a strong and effective sales and service culture across levels in the organization in order to
generate strong stakeholder affiliation;
To create a learning organization for employees’ intellectual growth and creativity; and to re-skill the workforce to
operate in digitally enabled modern core banking environment.

HR Business Model

The Strategic HR Business Model adopted by Bank of Baroda incorporates its HR Mission and Philosophy and is
focused towards attainment of long-term organizational goals.

A very strong Organizational Leadership at different levels forms the key link in the Model. These are;

• Strategic Leadership - Corporate level

• Business Leadership - Zonal & Regional level

• Operational Leadership - Business unit level i.e. branch

The two vital Human Resource sub-systems i.e. HR Planning & Management Sub-System &Competency Based
HRD Sub-System shape the very crucial Performance Environment within the Bank which facilitates development
of enabling capabilities of people.

Through proper developmental inputs, Positive Attitude & Right Mindset is created among people.

Through proper Communication Medium and an Organizational Culture of sharing, openness, collaboration &
confrontation, autonomy etc., people in the organization are facilitated to give their best output (performance).

The Model is adequately supported by a suitable Learning Platform, which imparts properKnowledge and
enhances Learning among people (functional, behavioural etc) so that their Competence increases and their
potential could be properly leveraged for greaterIndividual and Organizational Effectiveness.

These create proper Employee Motivation, which ultimately facilitates Goal Achievement.
HR Initiatives
» HR Blueprint for Business Driven HR Reforms

Board level approved strategy paper outlining various organization wide HR reforms /interventions

» HR Steering Committee

Board Level HR Committee for piloting HR initiatives and reforms. The Committee comprises of Directors and
leading professionals as Experts from outside the Bank.


Organization wide Talent identification and Development Programme for Officers and Clerks

(Through scientific process of identification and selection, employees with high potential to be deployed in key
business areas. Such employees to be provided with suitable grooming and career growth opportunities)


SOS Employee HELP Line

(Employees in distress can directly approach the CMD for immediate relief)


Employees Counseling Centre

(Counseling centers for providing psychological assistance and guidance to overcome their stress, complexities
and conflicts in order to lead a better life.

This is totally confidential between the employee and the counselor.

First such center set up at Mumbai where services of professional Clinical Psychologist are available.


Weighted Index based Model (with pre-defined weightages for different business KRAs) for balanced
assessment of efforts of Business Leaders (Branch Heads, Regional Heads, Deputy Regional Heads and Zonal

Rewards in Cash for achievement of business KRAs

Management Education Programme for Executives (GM, DGM, AGM, Chief Managers) in association with top
B-Schools like IIM-Ahemedabad and Management Development Institute, Gurgaon.

The specially designed programme is aimed at development of strategic business leaders for the future. So far,
213 executives have undergone the programme.


Scientific and process orientation in the new revamped policy for selection and deployment of officers at the
Bank’s overseas territories.


New HR Resourcing Policy formulate to take care of various recruitment needs of the bank consequent upon
abolition of the erstwhile Banking Services Recruitment Board (BSRB)

» Performance Appraisal System for Clerical and Sub-Staff

With the objective of bringing an organization wide performance culture in the organization, hitherto uncovered
employees in the Clerical and Sub-Staff cadre brought in under a new performance appraisal system.

» Massive Recruitment of Specialist officers and also graduates from B-Schools through campus

To take care of the Bank’s requirement in different specialized areas like IT, Treasury, HR, Marketing & Sales,
Credit, International Business etc (Around 500 officers being recruited).

» A New Induction cum Grooming Programme for Young Officers

With the objective of developing future managers and leaders and for deployment in key areas, a re-vamped
Officers’ Induction cum Grooming Programme is launched.

» Fast Track Career Growth Opportunities for Executives and Officers

In order to provide fast track growth opportunities to aspiring Executives and Officers, promotional opportunities
have been provided.


Board has taken the decision to set-up a World-Class Leadership Development Centre to be set up to prepare
future leaders for the Bank.

A new Group HR Organization Structure is being put in place to take care of the strategic business – HR needs
of the Organization. The Structure would have balanced focus on HRM and HRD aspects and will put in place
competency based HR systems and practices.