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State Bank of India

Banker to Every
Indian Presented by: Y Anupama
Kirti priya S
Satyabrt Sahoo
Sunanda Bisoi
Introduction
Established in 1806 at calcutta as bank of
calcutta.
It is the oldest bank of indian sub-
continent.
Head quarter-corporate centre, Madam
Cama Road , Mumbai.
Largest branch network in India with 16000
branches.
Over 8500 ATMs.
Website:statebankofindia.com.
Brief History
Started as bank of calcutta in calcutta on June
1806.
Re-designed as the bank of bengal on 2
January 1809.
It was the first joint-stock bank of British India.
Later on Bank of Madras, Bank of Bombay and
Bank of Bengal were amalgamated to form
Imperial bank of India on 27 January 1991.
It was nationalized on 1955 and was renamed
as state Bank of India.
Associate banks
The Subsidiaries of SBI till date are the
following
1. State Bank of Indore.
2. State Bank of Bikaner & Jaipur.
3. State Bank of Hyderabad.
4. State Bank of Mysore.
5. State Bank of Patiala.
6. State Bank of Travancore.
Non banking subsidiaries
SBI Capital Markets Ltd.
SBI Mutual Fund (A Trust).
SBI Factors and Commercial Services Ltd.
SBI DFHI Ltd.
SBI Cards and Payments Services Pvt Ltd.
SBI Life Insurance Co. Ltd.
SBI Funds Management Pvt Ltd
Services
Domestic Treasury
SBI Vishwa Yatra Foregin Travel Card.
Broking Services
Revised Service Charges.
ATM Services
Internet Banking.
E-Pay
E-Rail
Safe Deposit Locker.
Competitors
Punjab National Bank.

ICICI Bank

HDFC.

Bank of Baroda.
SWOT analysis
Strengths:
Biggest branch network in the country means good reach.
It has a good brand visibility and awareness due to extensive
marketing.
Weakness:
Immense competition means limited market share growth for SBI
International presence is less as compared to global banks
Opportunities:
Pool in talent to replace the going top management to serve the
next generation.
State Bank Of India (SBI) can make better use of CRM, technology
and online space.
Threats:
Consolidation among private banks can reduce market share for SBI
Foreign banks that have sophisticated products

HR PRACTICES OF
SBI
HRDD Vision
(i) To create an enabling environment to
enhance the efficiency of the organization

(ii) To draw out from our staff the very best by


a system of proper placements, incentives,

(iii) To create an atmosphere of trust, a certain


security of expectations and feeling that the
organization cares about the well being and
personal aspirations ofthe staff. This would
help align personal aspirations with
professional goals and help enhance efficiency
HRDD Mission

The Mission of HRDD is to create a facilitating environment to


enhance the efficiency of the Bank; to empower the staff so as
to draw out the latent potential; and to catalyze conditions for a
more wholesome quality of life on the work as well as personal
front.
Recruitment: For the decade as a whole, for the SBI group,
25.4% of the staff were officers, 51.0% were clerks, and 23.6%
were subordinate staff. The composition of staff was the same
for the nationalized banks with27.9% of staff being officers,
50.7% being clerks, and 21.4% being subordinate staff.
Performance and Potential Appraisal : The promotion to a
higher management level is best thought of through the lens of a
tournament model(Lazear and Rosen, 1981) where the prize in terms
of compensation for a position in the hierarchy is fixed in advance
and is independent of absolute performance. In effect, an employee is
promoted to the next higher level/grade not because he is good, but
because he is better than everybody else at the current level/grade.

Recommendations for SBI:


Competition in banking sector increases due to private banks.
Private sector banks giving higher salaries to attract the talent. Thus
it is necessary for SBI to increase its salaries.
Give more emphasis on training and development of employees.
Increase motivation by giving extra benefits
EMPLOYEE WELFARE
HRD systems focus on employee welfare and quality of work life
by continually examining employee needs and meeting them to the
extent possible.
FEEDBACK AND PERFORMANCE COACHING:
This is the responsibility of the supervisors to continuously monitor
the employee performance and review and provide necessary
suggestions to improve them.
HR in SBI in 70s and 80s
SBI and its associates were the first to start the HRD functions
under the guidance of Dr. Udai Pareek and appointed a full-
fledged HR dept.to design and implement HRD systems to
promote continuous development of employees.

The HRD Managers of the Associate Banks used to meet


periodically to share their progress. OD work was undertaken
systematically to survey the organizational climate in these
banks.
SBI itself appointed a highest level functionary to look after
HRD
PERFORMANCE MANAGEMENT PRACTICES In SBI:

Indian Banking sector believed that for maximizing


performance, Performance Management system would be
instrumental in its efforts to create a customer-focused culture.
PMS practices help to drive focus and clarity in an organization
by linking individual performance to organizational goals and
values.
performance management system attributes would provide the
bank with a means align associates individual performance
objectives with its new cultural strategy.
PMS helps in assigning target, tracking their performance,
developing their skills and gives the employees, the balanced
evaluation and helps them to receive rewards.
It is universally known that self-motivated good managers of
all levels are always committed to their organizational goals.

It has to be appreciated that every modern management system


is based on the scientific problem-solving approach that
underlines that symmetry in thought on, and commitment to, the
organizational goals that permeate at all levels of the
organization to fulfill the essential pre-condition for its success
FACTORS AFFECTING PERFORMANCE AT SBI:
This study could find that conducive work environment, work
culture and technology have positive impact on the performance
of employees of SBI.

The study could observe that the deputy and assistant managers
are not satisfied with the factors of performance management
system. Analysis states that planning, monitoring, rating,
development activities and reward system.
Suggestion:
Human Resource functions of SBI should be linked to the banks
objectives and must be implemented in the manner that they work
towards the Goals.
SBI should take care of dividing the work among various teams
and monitor their proper functioning.
SBI should focus on human capital.
To review the Performance of Employees proper monitoring
system should be introduced in SBI.
SBI should introduce Performance based Reward System
SBI should embrace latest technology because Indian Public
sector banks have a unique advantage over their competitors.
Working Environment, culture and condition of the employees
should be adequately enhanced by Management in SBI.
Training and development should be efficiently implemented
and to avoid dissatisfaction, across various levels of employees
in SBI.
Greater transparency, more effective communication, and a high
degree of professionalism in the bank staff.

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