Submitted To: Submitted By:

Dr. Manisha Seth Disha Singh (JIML-11-054)

Divya Omprakash Gupta (JIML-11-055)

Diksha Nigam (JIML-11-052)

Disha Rangwani (JIML-11-053)

Feroz Ahmed (JIML-11-056)

(Section B)

This project has been made possible through the direct and indirect co-

operation of various people for whom I wish to express our appreciation

and gratitude. In the preparation of this project report we have received

help and encouragement from the Bank Of Baroda and different

sources.

I express my sincere gratitude to Dr. Manisha Seth for her untiring

support and encouragement and to all those people who had been

supportive in giving information which helped me bringing out this

project work successful.

Bank of India was founded on 7th September, 1906 by a group of eminent

businessmen from Mumbai. The Bank was under private ownership and

control till July 1969 when it was nationalised along with 13 other banks.

Beginning with one office in Mumbai, with a paid-up capital of Rs.50 lakh

and 50 employees, the Bank has made a rapid growth over the years and

blossomed into a mighty institution with a strong national presence and

sizable international operations. In business volume, the Bank occupies a

premier position among the nationalised banks. The Bank has 3752

branches in India spread over all states/ union territories including

specialized branches. These branches are controlled through 50 Zonal

Offices. There are 29 branches/ offices (including five representative offices)

and 3 Subsidaries and 1 joint venture abroad. The Bank came out with its

maiden public issue in 1997 and follow on Qualified Institutions Placement

in February 2008. . Total number of shareholders as on 30/09/2009 is

2,15,790.

While firmly adhering to a policy of prudence and caution, the Bank has

been in the forefront of introducing various innovative services and

systems. Business has been conducted with the successful blend of

traditional values and ethics and the most modern infrastructure. The Bank

has been the first among the nationalised banks to establish a fully

computerised branch and ATM facility at the Mahalaxmi Branch at Mumbai

way back in 1989. The Bank is also a Founder Member of SWIFT in India. It

pioneered the introduction of the Health Code System in 1982, for

evaluating/ rating its credit portfolio. The Bank's association with the capital

market goes back to 1921 when it entered into an agreement with the

Bombay Stock Exchange (BSE) to manage the BSE Clearing House. It is an

association that has blossomed into a joint venture with BSE, called the BOI

Shareholding Ltd. to extend depository services to the stock broking

community. Bank of India was the first Indian Bank to open a branch

outside the country, at London, in 1946, and also the first to open a branch

in Europe, Paris in 1974. The Bank has sizable presence abroad, with a

network of 29 branches (including five representative office) at key banking

and financial centres viz. London, Newyork, Paris, Tokyo, Hong-Kong and

Singapore. The international business accounts for around 17.82% of Bank's

total business.

ANALYSISN OF THE QUESTIONNAIRE:

Bank of India (BoI) is a state owned commercial bank with headquarters in Mumbai. Government-owned since nationalization in 1969. It is India’s fourth largest bank, after state bank of India, Punjab national bank and Bank of Baroda. It comes in financial service industry sector and is a public company being founded on 7th September 1906. Mr. Alok Kumar Mishra is a current CMD. It offers facilities like commercial banking, Retail banking, Private banking, Asset Management, Mortgages, and Credit Cards. It has 3415 branches, including 29 branches outside India.

In a brief interaction with Mr. A.K. VERMA , chief manager , Asset recovery department, Bank of India, Zonal Office (Vibhuti Khand). As we already have past interactions with and interviews with Mr. Verma , so we didn’t really conquered about the bank and directly come to the questionnaire. It was very generous on his part that he again agreed for the meeting in the telephonic conversation behind their tagline i.e. “relationship beyond banking” or “rishton ki jamapoonji”.

After filling the Questionnaire we clearly see that

There is no as such a separate HR department in Bank of India, but if needed anyone among the specialist or the manager grade can perform this duty of handling HR department.

In today’s business scenario HR is not confined only to HR department it is the responsibility and job of very manager.

If we talk about recruitment and selection, BOI is very specific about its selection. It basically focuses apon skill selection rather than following different Recruitment processes.

Rather than Structure induction training, they provide employees copy of business plan. They have both on and off the job training methods. Annual reports of employees and

continuous skill development is the primary focus. Rewards like providing Arial (according to scale and position) also some golden

offerings like holiday packages and gold coins during festivals. Organization has a QA assurance and they do not focuses on exit interviews. They have provisions for flexible working hours and have recreation activities and

other stress management programs. Work related grievances are being solved but with some time.so it is a time taking

process but effective. Personal , career and financial counseling is done as desired. For a new recruit BOI proves to be an effective organization for learning , growth and

skill development as it provides new learning with job security and job satisfaction. There are some practices which complement in enhancing creativity , flexibility and

change in organization.

State Bank of India welcomes you to explore the world of premier

bank in India. In this section, you can access detailed information on

Overview of the Bank, Technology Upgradation in the Bank,Board of Directors, Financial Results and Shareholder Info. The Bank is actively

involved since 1973 in non-profit activity called Community Services Banking. All our branches and administrative offices throughout the country

sponsor and participate in large number of welfare activities and social causes. Our business is more than banking because we touch the lives of

people anywhere in many ways. Our commitment to nation-building is complete & comprehensive.

State Bank of IndiaState Bank of India (SBI) is the largest banking and financial

services company in India by revenue, assets and market capitalization. It is a state-

owned corporation with its headquarters in Mumbai, Maharashtra. As of March 2011, it

had assets of US$370 billion with over 13,000 outlets including 150 overseas branches

and agents globally. The bank traces its ancestry to British India, through the Imperial

Bank of India, to the founding in 1806 of theBank of Calcutta, making it the oldest

commercial bank in the Indian Subcontinent. Bank of Madras merged into the other two

presidency banks—Bank of Calcutta and Bank of Bombay—to form the Imperial Bank of

India, which in turn became the State Bank of India. The Government of

India nationalized the Imperial Bank of India in 1955, with the Reserve Bank of

India taking a 60% stake, and renamed it the State Bank of India. In 2008, the

government took over the stake held by the Reserve Bank of India. SBI is ranked #292

globally in Fortune Global 500 list in 2011.[2]

SBI provides a range of banking products through its vast network of branches in India

and overseas, including products aimed at non-resident Indians (NRIs). The State Bank

Group, with over 16,000 branches, has the largest banking branch network in India. SBI

has 14 local head offices situated at Chandigarh, Delhi, Lucknow, Patna, Kolkata,

Guwahati (North East Circle), Bhuwaneshwar, Hyderabad, Chennai, Trivandram,

Banglore, Mumbai, Bhopal & Ahmedabad and 57 Zonal Offices that are located at

important cities throughout the country. It also has around 130 branches overseas.

SBI is a regional banking behemoth and is one of the largest financial institutions in the

world. It has a market share among Indian commercial banks of about 20% in deposits

and loans.[3] The State Bank of India is the 29th most reputed company in the world

according to Forbes.[4] Also, SBI is the only bank featured in the coveted "top 10 brands

of India" list in an annual survey conducted by Brand Finance and The Economic

Times in 2010.[5]

The State Bank of India is the largest of the Big Four banks of India, along with ICICI

Bank, Punjab National Bank and HDFC Bank—its main competitors.[6]

ANALYSIS OF STATE BANK OF INDIA

RECRUITMENT AND SELECTION

Human resource is most valuable asset in the organization. Profitability of the organization

depends on its utilization. Proper utilization leads to profit maximization. So, right man should

be procured at right place and in right time, otherwise their proper utilization may not be done.

And for this job description and person specification is very essential. SBI procures manpower in

a very specific manner with the use of documents like job analysis, job description and

specification. It has got two steps of selection- aptitude test and final interview

TRAINING AND DEVELOPMENT

The State Bank of India (SBI) is the largest bank in India. The State Bank Group (SBG) is

owned by the State and comprises of SBI and 6 Associate Banks.

Together, these institutions have more than 17,000 branches and offices across the country and

have more than 136 overseas offices/branches. The group has a human resource strength of over

3,00,000 employees. State Bank of India sought to impart knowledge, improve skills and reorient

attitudes of its large workforce. For their individual growth and organizational effectiveness

through the continuous training process. State Bank of India adopted the e-Learning mode.

V2LearnTech designed SBI’s training methodology and delivered a mix of classroom training

involving lectures, group discussions, case studies, structured exercises, audio-visuals, project

work, lab training including computer based training etc.The job of developing the e-learning

modules has been outsourced to various approved agencies. Of late, the bank noticed that there

were disagreements on how (at what Bloom level) should the content be developed in a course.

On V2LearnTech’s advice, State Bank of India commissioned a two-day workshop to educate

the bank staff, and bring the bank and the vendors on the same page. V2LearnTech’s training

enabled SBI staff to understand Bloom levels and helped in categorizing training modules as per

bank’s classification norms.V2LearnTech conducted the workshop on the Bloom’s taxonomy

and its impact on e-learning courses developed by SBI bank. And carried out a mapping of the

bloom levels with course objectives. The bank staff is now better equipped to understand Bloom

levels. Not just that, as an outcome of the training provided by V2LearnTech, a glance at the

course objective is sufficient for them to advise what level the course should be at. This has

resulted in setting of better expectations for vendors and has minimized the risk of a course not

mapping to training needs.

REWARD SYSTEM AND PERFORMANCE MANAGEMENT

In State Bank of India, performance appraisal is done on yearly basis. It is carried out to judge

the performance of employees in correlation with the fulfilment of goals, mission and vision

of the bank. The immediate supervisor starts the process of performance appraisal. His

observations regarding the employee are put in written and forwarded to the Branch Manager. In

many small branches, the branch manager may initiate the performance appraisal process. Every

year it is the branch manager’s duty to send a letter regarding performance of the employees to

the higher authorities like Deputy General Manager and general Manager. The higher authorities

then take appropriate decision regarding the service of the employees and the amount of his

contribution made towards the development of the business. Every employee is given a fixed

monthly salary along with Dearness Allowance, House Rent Allowance. City Compensatory

Allowance and increments. Generally an employee is given 1increment annually. But if he is

highly educated person in terms of his being a graduate or has completed a professional course,

then he is given 2 increments. The increment given may vary from bank to bank as decided by

the higher authority. The top management may also have the right to stop the increment for an

employee in case he does not perform satisfactorily. During the process of Performance

Appraisal, the employee is judged on the following aspects and given points out of a total of 100

points.

BEHAVIOUR : The behaviour of employee towards customers, his subordinates, his

superiors and his peer group members is noted. The behaviour of employee towards

minority customers is also kept in mind.

ASSISTANCE AND IMPLEMENTATION OF GUIDELINES : The helping nature

of employee is stressed upon in this criterion. The help that he provides to his

subordinates and peer group is noted. Also the guidelines given to the employee by his

senior members is seen. The employee is required to implement the guidelines and

improve his service and performance.

CRITICAL PERFORMANCES : The ability of an employee to perform outstandingly

during difficult and significant situation is noted.

WORK ANALYSIS : The ability of an employee to achieve his target, the business

brought by him towards the organization is an important criterion that is observed during

performance appraisal process. The additional efforts made by employee by moving out

of his seat to develop the business are also noted.

RESPONSIBILITY AND RISK TAKING : The employee is marked for his

performance and his response towards the responsibility of special task assigned to him.

Also the risk taking ability of an employee is focused to take accurate decision in the

future.

Lastly the performance appraisal process also considers the sincerity, integrity, discipline,

attendance and punctuality of the employee and his commitment towards the

development of the business. Also customer feedback is also taken into consideration to

judge the performance of the employee. The employees who do not perform well are

given warning for improvement and provided required training. There is no demotion in

SBI but the employee may not be given any additional benefits if he does not meet the

expectations of the top management by his performance.

REWARDS AND APPRECIATION

The employees with outstanding performance are recognized in the meeting held by the top

management. Rewards like monetary benefits, promotional benefits, best employee certificate,

bronze, silver, or gold medal, and many more additional benefits are given to motivate the

employees and recognize his efforts. To conclude, the current Performance Appraisal process in

SBI uses a combination of traditional and modern methods which includes straight ranking

method, essay appraisal method, confidential reporting, critical incidents method, assessment

centers, behaviourally anchored rating scales, human resources accounting method and 360

degree performance appraisal method. This performance appraisal is used as a reference by the

top management to decide the promotional worth of an employee. Generally for promotion

purpose, the performance appraisal letter for the past four years is referred from which the 3 best

appraisals are chosen. Around 10%of weight age is given to performance appraisal of an

employee. The employees are ranked based upon the points they acquire in performance

appraisal process.

MEASURING HR EFFECTIVENESS

The Vision of the Human Resources department is essentially to facilitate the Bank to carry out

central banking activities, i.e.

To create an enabling environment to enhance the efficiency of the organization.

To draw out from our staff the very best by a system of proper placements ,incentives, &

To create an atmosphere of trust, a certain security of expectations and afeeling that the

organization cares about the well being and personal aspirations of the staff. This would

help align personal aspirations with professional goals andhelp enhance efficiency.

FUNCTIONS OF HR IN SBI

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.

Promotion and Career Progression

Motivation

Training establishments

Staff welfare

Communication

Training and skills up gradation

Organizational development

EMPLOYEE COMMUNICATION & COUNSELLING / GRIEVANCE HANDLING

In any organization employee relation plays a key role. If the employees of an organization

are satisfied it means that the organization could touch to the heights of success because a

satisfied employee will work more passionately.

Causes of grievances in SBI

Improper job assignment

Inadequacy of safety and health services / devices

Transfer for another department or another shift

Undesirable or unsatisfactory conditions of work

Objections to the general methods of supervision

Bank of Baroda

Introduction:

Bank of Baroda (BoB) is the third largest PSU bank in India, after the State Bank of India and

the Punjab National Bank and ahead of Bank of India. BoB is ranked 763 in Forbes Global 2000

list. BoB has total assets in excess of Rs. 3.58 lakh crores, or Rs. 3,583 billion, a network of

3,991 branches and offices, and about 1,657 ATMs. It plans to open 400 new branches in the

coming year. It offers a wide range of banking products and financial services to corporate and

retail customers through a variety of delivery channels and through its specialized subsidiaries

and affiliates in the areas of investment banking, credit cards and asset management. Its total

business was Rs. 5,452 billion as of June 30.

As of August 2010, the bank has 78 branches abroad and by the end of FY11 this number should

climb to 90. In 2010, BOB opened a branch in Auckland, New Zealand, and its tenth branch in

the United Kingdom. The bank also plans to open five branches in Africa. Besides branches,

BoB plans to open three outlets in the Persian Gulf region that will consist of ATMs with a

couple of people.

The Maharajah of Baroda, Sir Sayajirao Gaekwad III, founded the bank on 20 July 1908 in the

princely state of Baroda, in Gujarat. The bank, along with 13 other major commercial banks of

India, was nationalised on 19 July 1969, by the government of India.

International presence:

In its international expansion, the Bank of Baroda followed the Indian diaspora, especially that of

the Gujaratis. It has significant international presence with a network of 72 offices in 25

countries, six subsidiaries, and four representative offices.

Among the Bank of Baroda’s 85 overseas branches are ones in the world’s major financial

centers (e.g., New York, London, Dubai, Hong Kong (which it has upgraded recently), Brussels

and Singapore), as well as a number in other countries. The bank is engaged in retail banking via

17 branches of subsidiaries in Botswana, Guyana, Kenya, Tanzania, and Uganda. The Bank of

Baroda also has a joint-venture bank in Zambia with nine branches. The Bank of Baroda

maintains representative offices in Malaysia, China, Thailand, and Australia. It plans to upgrade

its offices in China and Malaysia shortly to a branch and joint-venture, respectively. It also has a

large presence in Mauritius with about seven branches spread out in the country.

The Bank of Baroda has received permission or in-principle approval from host country

regulators to open new offices in Trinidad and Tobago and Ghana, where it seeks to establish

joint ventures or subsidiaries. The bank has received Reserve Bank of India approval to open

offices in The Maldives, and New Zealand. It is seeking approval for operations in Bahrain,

South Africa, Kuwait, Mozambique, and Qatar, and is establishing offices in Canada, New

Zealand, Sri Lanka, Bahrain, Saudi Arabia, and Russia. It also has plans to extend its existing

operations in the United Kingdom, the United Arab Emirates, and Botswana. The slogan of Bank

of Baroda is "India's International Bank".

RECRUITMENT AND SELECTION

The above pie chart indicates the neutral to high responsiveness of the Bank towards recruitment

and selection of employees. The objective of Recruitment is to ensure precisely channeled

selection of resources, to enable achievement of the bank’s goals. Recruitment in the bank is

done through a common IBPS bank exam. Candidates are selected from the written basis exam.

Then comes the functional interview round which is taken by the functional manager. If the

qualifies functional interview round then the candidate goes for the salary negotiation, which is

done by the HR. At last the offer letter is issued to the selected candidate.

1 Recruitment practices ensurereviewing vacancies in relation tobusiness strategy.2 There exist formal assessmenttools for recruitment.

3 Organization has flexible jobdescription

4 Screening of employees isaccording to skills.

Sr

No. Questions Responses

1

Recruitment practices ensure reviewing vacancies in relation to business

strategy. 3

2 There exist formal assessment tools for recruitment. 4

3 Organization has flexible job description 4

4 Screening of employees is according to skills. 4

ORIENTATION

Sr

No. Questions Responses

5 Organization has a structured induction training 4

6 Providing all employees a copy of the business plan and targets 2

BoB has a very well organized and well established HR department that practices all the HR strategies which

are beneficial for the organization. As other departments are well established and operational for there matters,

HR department is empowered to develop and plan what so ever is required for the BoB. Orientation and

induction is required for employee familiarization with the organization and BoB is well aware of this fact.

Affiliation with organization is only possible if the employees are informed about each and everything. When

the employee is hired he get proper orientation and that orientation may exceed too few months until he get the

feeling of affiliation and get to know the organization well.

TRAINING AND DEVELOPMENT

Sr

no. Questions Responses

7

Annual review of employees - "Training needs Assessment " is done

properly 5

5 Organization has a structuredinduction training

6 Providing all employees a copyof the business plan and targets

8

Continuous skills development programmes are planned and

executed 4

9 Training to perform multiple jobs is imparted 4

10 Self managed and self directed teams are promoted. 5

11 On the job & Off the job training methods are used . 4

As the chart indicates training is a planned effort by a company to facilitate employees learning of

job-related competencies. These competencies include knowledge, skills or behaviors that are critical

for the successful job performance. At BoB, there is a continuous assessment of the technical and

managerial skills. For the further enhancement of these skills formal training programmes offered at all

levels. The employees are provided with opportunities to put these skills into practice, in preparation for

the move to a managerial role. Employees are expected to acquire new skills and knowledge, apply

them on job and share this information with other employees. The training is cross-functional for

sharing of skills. The employee are trainee periodically either locally or abroad according to pre

planned schedules. The objective of such training is to upgrade the capabilities of employees. If an

employee attends an overseas training then he/she has to serve the company for a certain period after the date

of completion of training subject to the cost and duration of training itself.

REWARD SYSTEM & PERFORMANCE MANAGEMENT

Sr no. Questions Responses

12 Performance pay is for some employees. 1

13 Performance pay is for all employees 5

7 Annual review of employees -"Training needs Assessment " isdone properly

8 Continuous skills developmentprogrammes are planned andexecuted

9 Training to perform multiple jobsis imparted

14 Multi Rater performance appraisal system is practiced. 4

15 Training of appraisers. 4

16 Review of feedback meeting is done after appraisal 4

17 Work redesign for improved performance 5

18 Golden Offerings for employees 3

As indicated in the pie chart at Bob a review is intended to be an open and frank discussion

between an employee and their Team Leader/Manager. Generally there are two elements: first is

the element in which discussion takes place over the strengths and areas which need to be

developed as displayed by the job holder over the past 12months. The performance is of course

judged comparing the performance against the core indicators of Job. The second element is

concerned with discussing the training needs/inputs activities that are considered to be

appropriate to help the jobholder overcome some of development areas discussed in there view

and also those activities that are deemed appropriate to build upon their current strengths.

Workers at BoB are informed of their performance and given the opportunity to express their

opinion over their own level of performance against each competence. It enables the reviewer to

redefine whether the initial assessment was correct, as circumstances may exist that the reviewer

is unaware of. By asking the worker what he sees to be his own strengths and development areas

often help to reduce negative responses and makes planning training needs/inputs activities

easier if the person is able to express for himself the areas in which he feels he can improve.

12 Performance pay is for someemployees.

13 Performance pay is for allemployees

14 Multi Rater performanceappraisal system is practiced.

15 Training of appraisers.

16 Review of feedback meeting isdone after appraisal

CAREER PLANNING AND TALENT MANAGEMENT

Sr no. Questions Responses

19 Mentoring & Coaching is prevalent practice 4

20 Workforce diversity is considered important for competitive edge.

5

As depicted in the above pie analysis BoB faces much competition in the Banking sector so now

they are focusing on employees in which they enable the employees to better understand and

develop their career skills and interests and to use these skills and interests most effectively both

within the company and with the customers. Career planning is the deliberate process through

which someone becomes aware of personal skills, interests knowledge, motivation, and other

characteristics; acquires information about other opportunities and choices; identifies career

related goals and establishes action plans to attain specific goals. Career development is the

lifelong series of activities (such as workshops) that contributes to a person career exploration,

establishment, and success ad fulfillment. BoB gives promotion to their employees on the

performance basis However, what we analyzed is that career development is practiced but not

that openly. Specially, in case if some employee is considering of joining the competitors firm. If

such is a case then organization has discipline policies for that even.

19 Mentoring & Coaching isprevalent practice

20 Workforce diversity is consideredimportant for competitive edge.

MEASURING HR EFFECTIVENESS

Sr no. Questions Responses

21 Organisation has QA assurances (e.g. ISO 9000) systems

5

22 Quality circle/total quality management is existing 5

23 The Business Excellence Model or equivalent is supported

5

24 Exit interview is done. 4

BoB considers its employees not just as a cost but also as a resource in which the company has

invested from which it expects valuable returns. Pay policies and programs are one of the most

important human resource tools for encouraging desired employee behaviors. The advantage of

paying above the market average is the ability to attract and retain the top talent available, which

can translate into highly effective and productive work force. First of all this department has all

the information regarding who is being employed and how it is performing. What so ever

promises are made to the employees, they know that. So it’s easy for them to design

compensation plans because they know every employee which is being hired.

WORK LIFE BALANCE

Sr no. Questions Responses

21 Organisation has QA assurances(e.g. ISO 9000) systems

22 Quality circle/total qualitymanagement is existing

23 The Business Excellence Modelor equivalent is supported

24 Exit interview is done.

25 Have provision for Flexible working (hours, location, job sharing). 4

26

Recreational activities (picnic, family holidays, LTC) and stress

management exercises , Family friendly policies are a part of the job 5

27 People First Practices like 5

As evident in the graph people first practices is kept at par by the HR personnel. The safety of

employees is everyone’s responsibility. Accidents, precaution and efficient work go hand in

hand. All levels of employees have a primary responsibility for the safety and well being of all

of us. Therefore, interest in practicing safety prevention must be encouraged by:

a) Acting upon safety records.

b) Reviewing safety programs.

c) Holding personal interviews or group conferences.

d) Starting activities that will stimulate and maintain employees’ interests.

EMPLOYEE COMMUNICATION & COUNSELLING/GRIEVANCE HANDLING

Sr no. Questions Responses

28

Circulating information on HR policy changes pertaining to employees

is done 4

29 Organisation has a formalized complaint resolution process 4

30 Work related grievances are handled judiciously and promptly 5

Have provision for Flexible working(hours, location, job sharing).

Recreational activities (picnic,family holidays, LTC) and stressmanagement exercises , Familyfriendly policies are a part of thejob

People First Practices like

31 Personal,career & financial counselling is done as desired. 4

It is the company policy to ensure that the required standards of performance and conduct are

maintained. The disciplinary procedure is intended only as a statement to Bank’s policy and

management guidelines. It does not form part of the contract of employment or otherwise have

contractual effect. Warning may be addressed to the employees verbally and in written through

their immediate supervisor. The warning shall refer to the contraventions committed by the

employee and will serve to remind the employees the he/she abide by the company rules and

regulations in performing his/her work, and that this contravention should not be repeated in

future.

HR INNOVATIONS

Sr No Questions Responses

32

Organisational HR practices support in increasing my work

performance on the job and enable me to contribute for the

accomplishment of the organizational objectives. 4

33 I am getting sufficient opportunities for learning, growth and skill 4

Responses

28 Circulating information on HRpolicy changes pertaining toemployees is done

29 Organisation has a formalizedcomplaint resolution process

building.

34 The HR practices in the organization contribute in Employer Branding. 4

35

The HR practices in my company complement in enhancing creativity,

flexibility and managing change in the organization 4

The relationship is well bounded with threads of awareness support and motivation. Like

awareness employer’s business strategy, thorough understanding about what employer is trying

to achieve in business management and customer satisfaction, the departments get sufficient

support from the Human resources department, people are adequately motivated for work, and

they are encouraged for innovation and creativity. Supervisor or manager shapes relations and

job attitudes within departments. The organization carries out extensive consumer education

programs to inform them of the market offerings. The superiors within the organization work in

harmony with the subordinate. The mode of flow of information within the organization is

majorly technology driven. BoB believes in transparency in communication and the employees

are timely updated regarding the long term strategies and future plans of the organization.

0%10%20%30%40%50%60%70%80%90%

100%

Organisational HR

practicessupport inincreasingmy work

performance on the job

and…

I am gettingsufficient

opportunities for

learning,growth and

skillbuilding.

The HRpractices in

theorganizationcontribute

in EmployerBranding.

The HRpractices in

mycompany

complement in

enhancingcreativity,flexibility…

32 33 34 35

Responses 4 4 4 4

Responses

Responses

Allahabad Bank which began operations in 1865, has its head-quarters

in Kolkata is the oldest joint stock bank in India. The bank was founded in the

historical city Allahabad in 1865 and now the bank has crossed 2500 branches

on 31th march 2012.[1]The Chairman and Managing Director of the bank is Shri J.

P. Dua. The bank has a branch in Hong Kong and a representative office

in Shenzen.

ANALYSIS OF ALLAHABAD BANK

RECRUITMENT AND SELECTION

RECRITMENT METHODS IN Allahabad bank

Allahabad bank follow the two basic types of recruitment such as:

Internal Recruitment

External Recruitment

INTERNAL RECRUITMENT

Allahabad bank uses the following two basic methods for internal recruiting

Job Positioning

Succession Planning

EXTERNAL RECRUITMENT

Allahabad bank often goes for external recruitment though they mostly prefer internal

recruitment or internal promotion of the employees to the higher posts. External recruitment of

Allahabad bank involves:

Recruiting via internet

Advertising

Entrance exams

TRAINING AND DEVELOPMENT

Types of training and development in Allahabad bank :

1. Classroom training – The traditional type of training with lecture as the chief method of

imparting learning.

2. Vestibule training – Training in a simulated setting which lets the trainee acquire the

skills and knowledge with a allowance for making mistakes. Also called laboratory

training.

3. On the Job training – Real time training where a person learns from following

instructions or trial and error. Examples of on job training are observation assignment

(understudy), apprenticeship, internship, job rotation etc which are carried out under

observation of a trainer or an expert.

4. Mentoring – Its an in-house coaching method where no trainer is employed but a

successful and competent employee is appointed as a mentor to the mentee, who coaches

the mentee over a period of time to become successful. Mentoring is an informal

relationship between 2 people who are not related as a boss and subordinate.

REWARD SYSTEM AND PERFORMANCE MANAGEMENT

The performance appraisal is based on the following some of the parameters:

Ethics

General Knowledge/ IQ,

Confidence

Motivation

Team Work

Communication Skill

Keeping the above parameters in mind Allahabad bank decides the performance appraisal also

work analysis, responsibility and risk taking and critical performance is also considered before

deciding the appraisal for any employee.

MEASURING HR EFFECTIVENESS

Human resources are a top priority for Allahabad bank and crucial to their success. Allahabad

bank should increase returns on human capital further by improving performance measurement

and appropriate remuneration. It is very important for banks to develop a variety of training

programs on individual basis, reinforcing an already-existing shift from talent recruitment to

talent retention and career development. Human resources management departments play a vital

role for banks; they train employees to build a strategic, professional and service-centric human

resources team to meet the requirement of the new era of banking.

FUNCTIONS OF HR IN Allahabad bank

Promotion and Career Progression

Motivation

Training establishments

Staff welfare

Communication

Training and skills up gradation

Organizational development

Recruitment

CAREER PLANNING AND TALENT MANAGEMENT

Career planning & development followed by Allahabad bank helps to envisage a long-term

career with your organisation, align them to organisation vision & direction and be working in an

area in which they are motivated and interested. It will help you to retain your people.

For individuals, it provides career direction and alignment with your interests, passions and

strengths as well as practical action planning and coaching to enable you to reach your potential.

Organisation wide career development programs

Workshops in career planning & development

Workshops in career transition

Workshops in recruitment skills for job applicants

Workshops in recruitment skills for people who recruit

Career coaching

Personality & psychometric testing