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MANAGEMENT OF ATTRITION OF YOUNG EMPLOYEES IN

INTRODUCTION

ATTRITION has been defined as unpredictable, uncontrolled, but normal, reduction of

workforce due to Natural reasons - retirement on reaching the age of super annuation , death, resignation, termination of service as per service condition,on completion of period of contract etc., Other reasons leaving jobs in quest of: High stature Better salary Improved work culture Personal reasons Or any other reasons................

While talking about attrition we need to come across few terms such as:
Employee Employee turnover Employee retention Attrition rate

EMPLOYEE

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Individual who works part time or full time under a contract of employment, whether oral or written, express or implied, and has recognized rights and duties, also called worker.

EMPLOYEE TURNOVER It is said that employee turnover of any organization is Ratio of number of employees that
leave a firm through attrition, dismissal, or resignation during a period to the number of employees on payroll during the same period. Business feels pinch of rising labour cost. There have been several cases bolstering the same thought way............ The Honda strike comes after a spate of suicides by workers at Foxconn , a Taiwan company that employs more than 400,000 people in Shenzhen, Guangdong, to assemble electronic products from laptop computers to mobile devices. Workers there have been given a 30-percent pay rise after a series of suicide cases. On Sunday, Foxconn said it would go even further by doubling the salaries of many... Job Turnover Remained Scarce In April - U.S. Labour Department Job Turnover Remained Scarce In April - U.S. Labour Department BLS: Low Labour Turnover, Job Openings Increase in April There were 3.1 million job openings on the last business day of April 2010, the U.S. Bureau of Labour Statistics reported today. The job openings rate increased over the month to 2.3 percent. The hires rate (3.3 percent) and the separations rate (3.1 percent) were unchanged. This is a Backgrounder On Labour Abstract: While layoffs increased during this recession, they are not the primary cause of the nearly 10 percent unemployment rate. The main factor driving the unemployment rate so high during this recession was, and continues to be, the sharp drop in creation of new jobs. This is a Web Memo On Labour

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The Bureau of Labour Statistics (BLS) announced that net employment increased by 431,000 in May, and that the unemployment rate fell to 9.7 percent from 9.9 percent.

Transformation of management coincided with rise of IT and re-orientation towards the demand driven economy. IT facilitated the development of remote communication and data accessibility, while re-profiling the management methods, in meanwhile, customer focus has led to organization of customer-oriented establishments such as call centres. However, aside from benefits, including accessibility, convenience, and long term cost reductions, implementation of innovations in information technologies has yielded issues. Complete assimilation of technology proved to be difficult due to factors emerging from technological, organizational and environmental contexts. Namely, factors that are most applicable in the call centre context are technology readiness and managerial obstacles. Another issue that had risen as a consequence of wide spread use of IT in the call centre context is employee turnover. Although not directly linked to turnover per se, IT assisted in transformation of management methods, which, uncompensated, exert pressure onto employees, while often remaining unseen. Since pressure in addition to contributing factors is linked to stress, one suggests that stress is the leading cause of turnover at call centres. Accordingly, pressure to perform, along with applied control methods will be examined in this thesis. Thesis proceeds to investigate background information on these issues, followed by review of the relevant academic work, concluding with the case study in the banking sector aiming to look at specific issues in order to find practical solutions. Finally, a summary will indicate the proposed direction for issue resolution A Comparative Analysis of Employee Turnover in the British and Greek Banking Industry. Issues and Recommendations Vivis doctoral research, co-supervised by Professor Geraint Johnes of the Department of Economics and Professor Paul Sparrow of the Centre for Performance-led HR, investigates the issue of employee turnover in both the British and Greek banking sector through comparing original personnel record and event history data in two financial institutions. The project examines the likelihood of employees withdrawing in relation to a number of macro-economic, organisational and individual variables at a comparative level based upon high quality databases. For example, data are available for the UK bank covering the period of 1991-2001, during which time around 20,000 people exited the firm. Comparative data are being established for a Greek bank. This enables a range of economic and psychological factors to be assessed as predictors of turnover. Reasons for leaving may be linked to a range of other variables such as tenure, current and previous performance, demographic factors and so forth. The project allows for an examination of the critical impact of employees

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separation behaviour on organisational effectiveness and the modelling of turnover to the specific industry. The analysis of the longitudinal data, will be undertaken through firstly, the formulation of parametric duration (survival) models exploring the effect of particular determinants on employee turnover and secondly, the estimation of a competing risk model identifying the different outcomes of/reasons for employee withdrawal. The study will also provide empirical evidence of human resource practices on employee retention and turnover applied by both financial institutions. The research is intended to disseminate knowledge of employee turnover concept through the identification of previous studies on the particular field, the interpretation of the large dataset used for the analysis gathered by the financial institutions and the explanation of the HRM practices applied by the organisations. Finally, the findings of this research will have managerial implications for the development of appropriate programs to evaluate, control or even reduce the level of non desirable voluntary turnover within British and Greek banks. ATTRITION ::::: Is it important to your organization? Employee attrition costs 12 to 18 months salary for each leaving manager or professional, and 4 to 6 months' pay for each leaving clerical or hourly employee. According to a study by Ipsos-Reid, 30% of employees plan to change jobs in the next two years. Do the math and discover how much your company may pay for attrition. Although employee turnover can help organizations evolve and change, an American Management Association survey showed that four out of five CEOs view employee retention as a serious issue for organizational success. If managers know the real causes of attrition, managers can control attrition and retain employees. Each retained employee can save money and lead to better opportunities.

Why Employees Leave

Most employees leave their work for reasons other than money - and your organization can correct these reasons. Most leaving employees seek opportunities that allow them to use and develop their skills. Leaving employees want more meaning in their work. They often indicate that they want to use their qualities and skills in challenging teamwork led by capable leaders. Managerial staff cite "career growth" and "leadership" as the major factors that influence attrition and retention, together with "opportunities for management" "ability of top management" "use of skills and abilities" and work/family balance Professional employees cite concerns about "supervisory coaching and counseling," "company direction" and interesting work Clerical employees voice concerns such as "type of work," "use of skills and abilities" and opportunities to learn

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Hourly employees notice whether they are treated with respect, have capable management and interesting work Employee Orientation New employees who attend a positive orientation program are 70% more likely to be with the company three years later (Corning Glass). Mergers/Acquisitions Lee Hecht Harrison, a HR consulting firm, advises, "Far more employees will leave following a restructuring than are laid-off or terminated as a result of downsizing. This lost talent, and cost can be minimized through good communication." Exit Interviews Exit interviews provide an excellent source of information of internal problems, employees' perceptions of the organization, underlying workplace issues, and managers' leadership abilities. Ineffective Managers High employee turnover can be recognized and properly attributed to poor managerial performance, emotional intelligence and ineffective leadership. Poorly selected or improperly trained managers can be expensive... A Workforce Magazine article, "Knowing how to keep your best and brightest," reported the results of interviews with 20,000 departing workers. The main reason that employees chose to leave was poor management. HR magazine found that 95 percent of exiting employees attributed their search for a new position to an ineffective manager.

Hire attitude; Train skills

Build positive, friendly, teamwork attitudes and commitment to customer services Help new employees feel comfortable as they participate as valued team members Provide periodic refresher courses to maintain team purpose and functionality Apply Expert Modelling to rapidly transfer expert skills within a workforce

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Reduce Attrition: Managers and Professional Employees Adjust your company vision and manager's performance reviews to reflect employee turnover, and provide mentoring and interpersonal training to inexperienced managers. Develop and communicate a strong strategic vision Provide relationship coaching and help people develop to their potential Reward managers for their relationship skills - not only on technical know-how and financial results People dont leave jobs, they leave managers! Replace managers who will not develop relationship skills Reduce Attrition: Clerical and Hourly Employees Communicate . Most employees want to know more about their work. We can explain each process and help employees understand the importance of their work. Your employees will become more knowledgeable about their effectiveness. Here are a few ways... Compliments and thanks cost little and can bring great benefits Let employees know that their opinions are valuable Keep employees informed - don't let them hear important news through rumours Update employees with technical information Address staff by their first names Publicly praise what the employee has accomplished and say why it was important Criticize privately about what the employee can do better and explain how to do it better Create community with activities such as informal meals or events outside work Involve employees in organizational planning Titles cost little and remind employees that they are valuable Attrition Control Benefit from attrition control programs that help your company keep its best people. "People" Skills for Managers Provide your managers with the best communication and leadership skills.

EMPLOYEE RETENTION

Linked to employee engagement.

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Employee is encouraged to stay with the organisation, till a major period or till the project gets completed. Employee retention is seen as an important way to keep a check on employee attrition in any organization. Communication Business direction & leadership expectations to employee & ask for feedback. Market driven compensation revisions targeted at employee groups with attrition levels (example employee with 2-6 years experience). Innovative long- term incentives & retention programs. Focus on career programs, job rotations & secondments. Transparent, business driven & consistent implementation of perf. Appraisal annual awards linked to the appraisal progamme. Attrition & employee satisfaction figures indexed to leaders & retention / engagement of employees given 20% - 30% of weightage in their performance appraisal. Personnel policies simplified & communicated to all employees special employees; Improve induction/orientation programme for new hires. Improve flexible working and mobility specially for working mothers. Organise and track focus groups,1-1 meetings and informal get-together.RE-STRUCTURING of the HR functions to focus, measure responsiveness,resourcing,retention/engagement and transaction needs of the Organization.

GROWTH OPTIONS

GRIEVANCES EMPLOYEE RETENTION

ATTRACTIVE PACKAGES

RECREATION

PERSONNEL TRAINING

RETENTION IS DONE AT THREE LEVELS..... LOW LEVEL:

o o o o o Providing benfits. Fun at work. Occasional stress relievers. Providing work place conveniences. Employee support in tough time or personal crisis.

MEDIUM LEVEL
o o o o Appreciation and recognition. Benefit program for family support. Providing conveniences at workplace. Providing training, development and personal growth opportunities.

HIGH LEVEL
o Promotion. o Work life effectiveness. o Understanding employees. o Encouraging professional training, development and/or provide growth opportunities. o Provide environment trust. o Hire the suitable people from the beginning itself.

ATTRITION RATE

Reduction in number of employees through retirement, resignation or death.

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Percentage change in the labour force of the organization.

HUMAN RESOURCE DEPARTMENTS ROLE

Good as long as normal. Brings new blood to the organization. HR Personnels role comes in play while: Interviewing comprehensively while recruitment & selection process. Placing/assigning right person to the right place.

ATTRITION RATE HAPPENS

Salary reasons ....Handled using SALARY HIKES. Work timings. Career growth: 20 % of employees rise to seniority. 80% Search for it outside. Higher education. 30% In an organization are women workers. Who Leave often due to: Household duties. Irregular office hours. Marriage. Other reasons. 80% of attrition happens because of the mistakes made during the hiring process. Other factors:Accident. Dislike for the job. Lack of security of employment. Unsatisfactory work conditions.

ACCORDING TO REPORTS IN 2007 Attrition Rate in Indian Economy was 20% and
Globally it was 24%.

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Rate at which something is lost, or is reduced by, over a period is attrition rate. Muncie Community Schools avoids teacher layoffs through attrition MUNCIE -- Muncie Community Schools will not lay off a single teacher this summer, even as other nearby corporations have issued pink slips by the dozens.

Attrition worries return to haunt IT sector

The Indian IT sector is grappling with high attrition rate even as firms are doling out financial and other benefits to employees, says industry body NASSCOM.

Employee attrition is one of the critical problem which is faced by an HR manager during these days. In an ideal situation an employee consider multiple comfort level while working in a office for e.g. employer's goodwill in the market, remuneration, future growth, working condition, co-workers, current role's scope in the market & most important future stability with the organization. In a survey, approximate 70% of the working population in India is not happy at all due to one of the aspect (as mentioned aforesaid) which is not fulfilled while working in a organization which caused higher attrition rate. In broad term, attrition is a situation which employer face when employee left the organization due to job dissatisfaction, new opportunity in the market, retirement & natural cause (death/illness). Now a days this is one of the most important question which is asked by higher authority to HR people."Why our attrition rate is higher than other company". Earlier it wasn't important for the organization, whether their employees are committed or not, but now the time has been changed. The company cannot afford to lose its best employee to competitors. Therefore, HR team conducts EXIT interview when an employee left the job to get the information about one's decision to leave an organization. It is a paramount consideration for a HR team to think, why people are vacating their positions. Still Human Resource team face the challenge due to wrong information provided during EXIT interview.
Reason for Leaving-

The reason are various behind leaving an organization & any attempt to find one comprehensive explanation for this phenomenon would be futile. Though the rising attrition within industries is a well-discussed topic but very few HR executives have been able to pinpoint the 'exact' reason for this growing trend. A recent Hewitt 'Attrition & Retention'

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survey shows one of the top reasons for talent attrition to be "external inequity in compensation". They also show that 27% of the employees in their EXIT interview mentioned compensation as the primary reason. It comes no surprise to many that money is an important factor but what besides this, there are several factors that influence an employee's decision to leave. Those days are gone when salary was the sole motivator for an employee to leave an organization. According to a survey there are three main reasons that are followed by other common reason: * In equity in compensation * Limited career opportunities * Role stagnation Common reasons experienced by HR manager are discussed here: * Mismatch of job profile. * Job stress and work-life imbalances * Odd working hours/Early morning-night shifts * Job hopping * Lack of authority provided to accomplish ones task * Monotony of job The list can be endless but the reason why employees leave the organization is vary according to the nature of the business. The work should give to them the level of the employees and the nature of the responsibility he/she can handle. Therefore it's very challenging task for an HR expert to cope up with this situation and retain talent with an organization.

Attrition to be a very big problem for banks: Reserve Bank of India

(Press Trust of India/MUMBAI, January 11, 2010, 21:27 IST) The Reserve Bank Of India (RBI) the made a statement today that the banking system may increasingly face the problem of staff attrition in the period ahead and banks will have to gear up to tackle the issue. We are going to rise in the attrition rate. There is a need for adequate focus on HR management.....Banks need to take adequate care of their manpower, RBI Deputy governor Chakrabarty said at Bancon conference here today. Banks are not putting adequate attention to improve their HR talent, Chakrabarty said, adding for better efficiency, they need to educate their staff to enhance their skills.

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McKinsey Associate Partner Supriyo Sinha said nearly 63,000 employees of the public-sector banks will retire over the next three years and banks will have to devise ways to overcome this challenge. Earlier this fiscal, leading PSBs like SBI, Bank of Baroda, Indian Overseas Bank and Bank of India among others had announced their plan to hire over 30,000 hands this fiscal itself, undeterred by the economic downturn and lower sales volume. The biggest lender SBI had started a head hunt to support its fast expanding network by planning to hire about 20,000 clerical staff and around 5000 supervisory staff by the fiscalend ,the bank said. Bank OF India (BoI) was planning to hire around 1,737 this fiscal itself to man its expanding network. This includes 500 officers ,500 clerical staff and 237 specialist officers in the next three to four months a BoI officer had said. Indian Banks Association Chairman MV Nair also shared a similar view saying nearly 58 percent of the PSB employees will retire by 2012.The IBA is understood to have appointed a committee to study this matter in a comprehensive manner, Nair told reporters later.

Union bank plans to hire 2,000 staff and will also conduct campus interviews to find the right talent, Nair, who is also Union Bank Chairman and Managing Director (MD) said.

AN AQUAINATNCE TO:

BANK OF BARODA : Indias International bank

The Beginning:

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It has been a long and eventful journey lasting more than 100 years and across 25 countries. Starting in 1908 from princely state of BARODA to its new avtar as Indias International Bank is a saga of vision, enterprise, financial prudence , mission and corporate governance. It is a story of corporate wisdom and social pride. It is a story crafted in private capital , princely patronage and state ownership. It is a story of ordinary bankers and their extraordinary contribution in the ascent of Bank Of Baroda to the formidable heights of corporate glory ,that needs to be shared with all those millions of people customers ,stakeholders, employees & the public at large who in ample measures, have contributed to the making of an institutuion . On 20th july 1908,Bank of Baroda ltd. was registered under the Baroda Companies Act of 1897,with a paid-up capital of Rs. 10 lacs . Maharaja Sayajirao III ,Its founder, foresaw, a bank of this nature will prove beneficial agency for the lending, transmission and deposit of money and a powerful factor in the development of art, industries and commerce of the State and adjoining factors.

Our logo
Our new logo is a unique representation of an universal symbol.It comprises dual B letterforms that hold the rays of the rising sun.We call this the Baroda Sun. The sun is an excellent representation of what our Bank stands for.It is the single most powerful source of light and energy- its far reaching rays dispel drakness to illuminate everything they touch.At Bank Of Baroda ,we seek to be the source that will help all our stakeholders realise their goals. To our customers we seek to

15 be one stop ,reliable partner who will help them address different financial needs. To our employees ,we offer rewarding careers and to our investors and business partners ,maximum return on their investment. The single-color , compelling vermillion palette has been carefully chosen,for its distinctiveness as it stands for hope and energy. We also recognise that our bank is characterized by diversity.Our network of branches spans geographical and cultural boundaries and rural-urban divides.Our customers come from a wide spectrum of industries and backgrounds. The Baroda Sun is a fitting face for our brand because it is a universal symbol of dynamism and optimism- it is meaningful our many audiences and easily decoded by all.

Baroda ethics
Between 1913 and 1917, as many as 87 banks failed in India. Bank of Baroda survived the crisis, mainly due to its honest and prudent leadership. This financial integrity , business prudence, caution and an abiding care and concern for the hard earned savings of hard working people, were to become the central philosophy around which business decisions would be effected. This cardinal philosophy was over the 94 years of its existence , to become its biggest asset. It ensured that the Bank survived the Great War years. It ensured survival during the great depression. Even while big names were dragged into the Stock Market scam and the Capital Market scam, the Bank Of Baroda remained unscathed due to best ethical practises.

Strenthening the Edifice

In the mid1930s, greater autonomy was allowed to branches. Institutional safeguards against possible misuse of powers vested in managers were installed. In 1939 the first safe deposit lockers were provided at Baroda. Administrative

16 initiatives were reinforced byHRD interventions. Branch expansion wsa pursued. These were all bold experiments 70 years ago. Over the second great war years,the Banks business grew phenomenally. At this time the Bank, in a limited way, ventured into foreign exchange banking. In 1947, when India became free., Bank Of Baroda, with 48 brances, was still an essentially regional bank. Nevertheless it had found a place in Indias Fortune Five list of banks. In Indias post independence phase, the Bamk started fan out beyond its backyard. Between 1953 and 1958, 30 new offices were opened. Strategic mergers up to 1965 saw the Bank network over 234 branches. In a real sense, Bank of Baroda had become a national institution. Upon nationalization , it operated from 433 branches. Today the network is built over 2900 branches in India and around the world.

Discovering new markets

In its early years the Bank deployed loanable funds into trade. When India started its industrialization programme,Bank of Baroda found a niche in industry. As India entered international markets,the Bank made forays into export-import finance. As social and economic imperatives demanded focus on the neglected rural and agriculture sector ,the Bank built a portfolio of agricultural credit assets. Today , as the process of disintermediation begins to encroach on a bankers credit market. Bank of Baroda has identified yet another new market leveraged living by the Worlds largest mass of middle class. Credit focus is inexorably shifting to this potentially explosive consumer credit market that promises exciting growth possibilities. It is this relentless search for new markets and new product ideas that has differentiated Bank of Baroda from the competitors.

Beyond indian shores

17 In 1953 , the bank opened its first overseas branch at Mombasa, Kenya. Wherever enterprising indians settled beyond Indias shores, Bank of Baroda also went. The need to become truly international and competitive ,drove later assaults on international markets. Today ,Bank of Baroda is Indias leading international bank. Its network covers 80 branches/offices in 25 countries. Overseas operations of the Bank today contribute nearly 20%of the Banks net profit. In a real sense , Bank of Baroda ha sgrown to become a truly international institution.

Nationalisation and national development

On 19th july,1969 The Bank Of Baroda Ltd. became Bank of Baroda. A new phase in the banking has started. The commited itself to its new role of national development. The Bank gave social banking a new dimension, with its MultiService Agency(MSA) model for urban micro-credit. It was the most customer friendly innovation in social banking anywhere. In 1976 the Bank opened the first of its sposored Regional Rural Bank complementing itys own operations in the rural heartland, where three-quarters of india lived. In 1977, the Bank launched the Gram Vikas Kendra, an innovative model for integrated Rural Development. Following an aggressive expansion policy, by 1981, the Bank had 1669 branches ,taking bank services to far-flung places-the unbanked areas of India. The Bank co-ordinates State Level Bankers Committees in Rajasthan and Uttar Pradesh.

People initiatives
Bank Of Baroda has always had an immense faith in the infinite potential of its people. This has been historically demonstrated in its recruitment practices, developmental processes and promotion policies. Strategic HR interventions like,

18 according cross border and cross cultural work exposure to its managers, hiring diverse functional specialists to support line functionaries and complementing the technical competencies of its people by imparting conceptual, managerial and leadership skills, gave the Bank competitive advantage. The elaborate man management policies also made the Bank a breeding ground for business leaders. The Bank provided around a dozen CEOs to the Banking industry-men who went on to build other great institutions. People initiatives were blended with IR initiatives to create an initiatives to create an effectively harmonious workplace,where everyone prospered.

Financial initiatives
New norms for capital adequacy required new capital management strategies. In 1995 the Bank raised Rs. 300 crores through a bond issue. In 1996 the Bank tapped the capital market with an IPO of Rs. 860 crores. Despite adverse market conditions prevailing then the isue was over subscribed, reflecting the positive public perception of the Banks fundamental financial strength.

Digital initiatives
Bank of Baroda pioneered the shift from manual operating systems to a computerized work environment. The Banks technology initiatives are clearly focussed on the customer. The Business Transformation Progamme,encompassing technology, was implemented by Bank with a view to providing the customer, convinience banking on 24X7 basis, in India and abroad, through deployment of Core Banking Solution with integrated delivery channels like ATM, internet ,Phone,Mobile,Kiosk,Call centre.

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Organizational structure of the bank

The Bank has a four tier structure , i.e. Baroda Corporation Centre/Head office, Zonal Office, Regional office and Branches. The Bank is headed by Chairman & Managing Director supported by two Executive Directors. The Supreme Authority is vested in the Board of Directors which is having 14 members including the Chairman & Managing Director and both the Executive Directors.

The digammatic representation of structure of Bank Of Baroda:--

Board of directors

CHAIRMAN & MANAGING MANAGING DIRECTOR CHAIRMAN & MANAGING CHAIRMAN & MANAGING
EXECUTIVE DIRECTOR-1 EXECUTIVE DIRECTOR-2

DIRECTOR
Wholesale Banking Treasury Operations & Resources Mgmnt. Corporate Accounts & Taxation Planning & MIS Inspection & Audit Credit Monit. & Risk Management Retail Banking International Operations SME,Rural & Agri-Banking HR & Marketing Vigilance Recovery,Legal ,Ascrom Subsidiaries & Associate Bank Operation & Services Estate Management

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Domestic Operations

Overseas Operations

Branch network
We are the national Bank of international standards and have made our presence felt globally by virtue of our presence and sincere service to the customers. At present, the Bank is having more than 2900 brances, 43 regional offices and 10 Zonal offices scattered all over the length and breadth of the country. The details viz. address contact number etc. of these branches/offices are available on our website. As on 01.04.2009, the Bank has a total staff strength of 35819 out of which 13349 are executives & officers, 14786 are clerical staff and 7684 are subordinate staff including part time sweepers.

As on 31st March 2009, the bank have 2926 branches in India.

Metropolitan Branches Urban Branches 637 540

21 Semi Urban Rural Total 649 1100 2926

Rural Brtanches, 649, Metropolitan Branches 35% Urban Branches Rural Brtanches

Metropolitan Branches, 637, 35%

Urban Branches, 540, 30%

Extention Counters

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The Bank has opened specialized Branches /offices such as, Retail Loan factory ,SME loan factory, Treasury Operations, asset recovery,Small Scale industries ,and Agriculture Finance,etc. The Bank envisages to roll out CBS (Core Banking Solution) in all the branches in domestic operation and back office function of all the branches shall be taken up by Regional Back Offices and City Back Offices. Majority of the branches would be converted into sales and service unit in teh days to come at present organizational set-up of the Bank consists of three-tier administration over branches /offices. The Bank has made concerted efforts with a view to exploit the business potential of different segments of economy.

22 The overseas network of our Bank has made its presence felt in 25 countries. Our International foot prints are spread around the globe with concrete grip and we are further consolidating our position.

Banks Subsidiary/Associates
Bank has its susidiaries encompassing the globe conquering the local and the global markets. There are umpteen number of subsidiaries and joint ventures for meeting the needs of the market within the country region. And apart from that the Bank run intenational operations via several mediums.

Domestic operations
Domestic Operations

Subsidiaries

Joint Ventures
Baroda Pioneer Asset Management Company Baroda Legal And General Life Insurance Company Ltd.

BOB CARDS Ltd.

BOB CAPITAL Market Ltd.

International Operations

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International Operations

One Joint Ventures Indo Zambia Bank Ltd.In Zambia Seven Subsidiaries in Uganda, Kenya, Botswana, Guyana, Trinidad & Tobago, Tanzania& Ghana

Three Representativ e Offices In Malaysia, Thailand & Australia

Branch Network in 14 countries viz. USA, UK, UAE, Oman, Bahrain, South Africa, Seychelles, Belgium, Fizi , Bahamas, Mauritius, China, Hong Kong,& Singapore

THE BANK IS SHORTLY OPENING OVERSEAS OPERATIONS IN Canada,Russia & New Zealand.

24 INDO-ZAMBIA Bank LTD. Indo-Zambia Bank ltd. is a joint venture of three Banks,viz. Bank Of Baroda,Bank of India & Central bank of India, and Government of Zambia. Each of the Indian Banks hold 20% of the share capital, whereas Government of Zambia holds 40% of the share capital.

Regional Rural Banks(RRBs)

The Bank has sponsored 5 Regional Rural Banks which are as under:-

1. 2. 3. 4. 5.

Baroda Uttar Pradesh Gramin Bank, Head Office, Raebareli Baroda Rajasthan Gramin Bank,Head Office, Ajmer Baroda Gujarat Gramin , Head Office, Bharuch Nainital Almorah Kshetriya Gramin Bank,Head Office,Haldwani Jhabua-Dhar Kshetriya Gramin Bank, Head Office, Jhabua.

Banks training and development system

The bank endeavours to ensure that there is no continuous development and acquisition of knowledge and upgradation of skills by its manpower. We are catering to the need of skill gap of our staff members through various trainig centres. The bank has been striving through its training system to update and upgrade the knowledge and hone the skills of employees for achieving corporate goals of the bank.

25 The training activities are multi-directional. They include in-house training, training at national level at national level institutions, training abroad and on-thejob training for DROs and through rotation of assignment /duties, etc. To train and update the update the staff members on IT related function, we have a full fledged training institute BOBIIT at Gandhinagar at which was established to meet exclusively the Banks IT training needs.

The structure of our training system is as under:

SS Staff college, Allahabad(Apex training

institute)

Bank of Baroda institute of Information technology Gandhinagar (specialised Training Centre)

Baroda institute for IT Training & Development, Baroda. (Specialised Training centre)

Twelve Training Centres Spread throughout the country. These are located at Baroda,Bareilly, Bhopal, Chennai, Gandhinagar,Jaipur

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Besides ,the inhouse trianing infrastructure, the officer employees are exposed in advance learning by sponsoring to external trainig institutes,management schools both in India and abroad.

Service conditions
The service conditions of Officers are governed by the Bank of Baroda Officers Service Regulations-1979(BOBOSR-1979)

Appointments
All appointments in the officers cadre are made in terms of the Officers Service Regulations by the Competent Authority and the Government guidelines issued

27 from time to time including guidelines on reservation for SC/ST/OBC/Exservicemen/Physically challenged,etc.

Probation
The period of probation for different category of officer is as follows

Category of Officers Directly appointed to the junior Management Grade/Scale I An employee of the Bank promoted as an Officer in the Junior Management Grade/Scale I An Officer appointed to any Grade other than Junior Management Grade

Period of probation Two years One year Such period as may be decided by the Bank

Provided that the competent Authority may, in the case of any Officer,reduce the period of probation or dispense with Probation.

Confirmation
In terms of the Officers Service Regulations, an Officer shall be confirmed in the services of the Bank if, in the opinion of the Competent Authority, the officer has satisfactorily completed his period of probation. The period of probation is extended if a DRO remains on the loss of pay or on unauthorised absence or his performance is not found satisfactory.

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Promotion and career growth

The present promotion policy has been framed with the objective to make it responsiveto the needs of teh Bank as also the aspirations of Officers cadre upto SMG/S-IV. The details are as under:-

CHANNELS & ELIGIBILITY FOR PROMOTION FOR OFFICERS PROMOTION FORM JMG/S-I to MMG/S-II CHANNELS Fast track ELIGIBILITY 4 years of satisfactory service & average performance score of 80 for the last 3 years 7 years of satisfactory service 3 years of satisfactory service & average permonce score of 80 for the 3 last years 5 years of satisfactory service 3 years of satisfactory service & average performance score of 80 for the 3 last years 5 years of satisfactory service 3 years of satisfactory service 2 years of satisfactory service 3 years of satisfactory service

Normal MMG/S-II to MMG/S-III Fast track

Normal MMG/S-III to SMG/S-IV Fast track

Normal SMG/S-IV to SMG/S-V SMG/S-V to TEG/S-VI TEG/S-VI to TEG/S-VII Normal Normal Normal

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Transfer
Every officer is liable for transfer to any Branch/Office of the Bank Of India. The Bank has a Transfer policy for generalist Officers upto MMG/s-III. The transfers can be at the request of an officer as well as at Banks instance after taking into consideration the business imperatives and administrative requirement. Transfers of officers in the Bank are administratively necessary in the organizations interest as also in the interest of the individual growth of the Officer himself. The transfer per se gives opportunity to an officer to have hands on exposure to work in different geographical areas and work culture which broadens and sharpens the working knowledge of an individual Officer.

Age of retirement
In terms of the present Regulations of the Bank , age of retirement of an Officer shall be 60years.

Resignation
In terms of the Banks Officers Service regulations, an Officer shall not leave or discontinue his service in the Bank without his giving a notice of three months in writing to the competent authority of his intentions to leave or discontinue his services or resign.

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Selection of officers for regular posting at Banks overseas branches/offices as also trainee officers
The Bank has a significant presence in 25 foreign countries with 80 branches/offices(including 3 representative Offices, 1 joint venture)in more countries in order to acheive organic growth abroad. In order to realize the Banks ambitious goals of reaping rich dividends from rich dividends from each of these foreign establishments by putting in place the best talent, officers are sent on foreign assignment. This is viewed by officers as a source of motivation and incentive for outstanding performance ,sincerity and devotion.

Regular posting means posting the officers from india on foreign

assignment at any of the branches / offices / subsidiaries / joint ventures etc. of the bank abroad on a regular basis, generally for -3- years.

India Based Trainee Officer means Officers posted to the Banks foreign
establishment for the purpose of training /grooming relating to overseas functions/activities. Their tenure is for -2- years.

Grades & Scales of pay

Officers in the nationalized Banks have been categorized into four grades and Seven scales. The four grades show the broad levels of responsibility in the

31 officers cadre. The Officers in Top Executive Grade are entrusted mainly with the responsibility of policy making, review and control functions etc. Some of them are posted as Zonal and Regional heads. These officers also hold responsibility for functional areas in the Bank, e.g. Credit, International Banking, Planning & Development, HR, etc. At Senior Management level, the Officer may hold charge of a very Large and Exceptionally Large Branch or they may also hold the position of Regional or Dy. Regional Head or give support to the Top Management. Officers at the Middle Management level head medium and large branches or give support to the officers in Top /Senior Management Grade. The officers at the Junior Management level may work as managers of small branches or second line officers in branches and other offices of the bank. Depending upon the requirements , the bank also appoint specialist officers like IT officers,HRM officers,Security officers,Economists,Law officers,Hindi officers,Engineers ,etc.

This elephantine structured,well established,pool of intelligensia organization is also under the claws of ATTRITION.........and it being somewhat a concept of significance to the organization,when blown out of proportion it needs to be checked with all appropriate measures being take before things go out of controllable stage. To know the psyche and analyse the situation of young employees here at Bank of Baroda at lucknow branches,an inhouse survey was conducted as a part of this project,which involved ::-a question answer session with the employees , recording their responses on the sheets, Then an analysis of those responses.

32 The survey was carried out in the branches of Bank of Baroda in lucknow,after obtaining the consent from the Human Resource department. The chief mangers of the respective branches and the staff therein lent their handful of support and co operation which actually have made the results very genuine and reliable.
CERTAIN REASONS WERE IDENTIFIED BEHIND THESE EMPLOYEES TAKING UP THE JOB:
SALARY PACKAGE 13% PROXIMITY TO HOME PLACE 6% GAIN EXPERIENCE 13% CHANCES OF CAREER PROGRESSION 31%

SALARY PACKAGE PROXIMITY TO HOME PLACE JOB CONTENT GAIN EXPERIENCE CHANCES OF CAREER PROGRESSION RECESSION

LIVELIHOOD REASONS 25% ON COMPENSATIO N 6% RECESSION 6%

There was a major observation made which reflected that the recruitments in these Branches have happened via Direct examination.

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ON COMPENSATIO CAMPUS N, 1, 0, SELECTION,4% 0%

DIRECT RECRUITMENT, 25, 96%

DIRECT RECRUITMENT CAMPUS SELECTION ON COMPENSATION

96% young employees have entered the bank as DRO(Directly Recruited Officers) so it can be deciphered to some extent that the job they took up can not be for gaining experience .,they must be seeking some immediate financial security which BOB provided them,so a sense of loyalty is inulcated right from the beginning. A major chunk finds the atmosphere quite congenial and supportive of their job profile For,employees working in Bank of Baroda for more than five years are quite satisfied with the organisation. They have a peer group ,they have developed a strong sense of LOYALTY for the organization,they do not seek any specific thing in the organization or from the management.

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Learnings
Attrition is basically a probable problem with the young lot. Once a person makes up his /her mind to quit a place then it takes almost a miracle to get him/her back into the track. An unsatiated and unhappy employee works in and for the organization just with half his heart and capacity.

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