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INTRODUCTION

Since its inauguration by Mahatma Gandhi in 1919, the Union Bank of India has grown to become one of the country’s largest public sector financial institutions. With annual revenue of more than INR 6,000 crore (approximately US$1.3 billion), the bank is more than fulfilling Gandhi’s directive that India “should have the ability to carry on a big bank, to manage efficiently crores of rupees in the course of our national activities.”

The Union Bank of India now operates more than 2,000 branches across India, administered by approximately 80 offices, including 43 regional offices. To be the first choice for customers by building beneficial and lasting relationships with customers through continuous improvement, and in recent years the pursuit of this vision has seen it embrace state-of-the-art banking technology, including online banking and payment gateway solutions. As a result, the bank has earned a reputation for being technology-savvy and customer service-focused.

Union Bank has ensured complete customer delight, living up to its image of, “GOOD PEOPLE TO BANK WITH”. Anticipative banking- the ability to gauge the customer's needs well ahead of real-time - forms the vital ingredient in value-based services to effectively reduce the gap between expectations and deliverables.

The key to the success of any organisation liew with its people. No wonder, Union Bank's unique family of about 26,000 qualified / skilled employees is and ever will be dedicated and delighted to serve the discerning customer with professionalism and wholeheartedness.

We have choosen this bank due to its performance in banking sector. It is public sector bank but from its efficiency it has proved the PSU are not inefficient . By highest per employee out put & business generation it has made a stander of efficiency in private banks also. Now we like to known what policys in Human Resources they adopted to being efficient like this. through the frame work in HR management and clear vision they made the work place goal oriented and performance based.

CORPORATE MISSION

A logical extension of the Vision Statement is the Mission of the Bank,which is to gain market recognition in the chosen areas.

To build a sizeable market share in each of the chosen areas of business through effective strategies in terms of pricing, product packaging and promoting the product in the market.

To facilitate a process of restructuring of branches to support a greater efficiency in the retail banking field.

To sustain the mission objective through harnessing technology driven banking and delivery channels.

To promote confidence and commitment among the staff members, to address the expectations of the customers efficiently and handle technology banking with ease

ORGANISATIONS HUMAN RESORCE STRUCTURE

The success of any organization depends upon the structure of business control and capecity to take best suited frame to develop a motivation to achive the goals. We can see that it is a listed company and have well managed human planning. Now we can focus over the flow of control within the organization.It has a lean three-tier structure. The delegated powers have been enhanced. The decentralised power structure has accelerated decision making process and there by Bank quickly responds to changing needs of the customers and has also been able to adjust with the changing environment.Bank has five General Manager Offices at Ahemedabad, Lucknow, Delhi, Mumbai, Calcutta and Chennai which function as an extended arm of corporate office. It also has two Zonal Offices at Bhopal and Pune. Tier 3 comprises of 43 Regional Offices at various geographical center of the country.

Chairman & MD

Executive Director Joint Executive Director

General Manager CA Directore

Divisional GM Workman Director

Assistant GM Shareholder Director

Chief Manager Branch Maneger Officers Clerk Sub Staffs

Selection and Recruitment

With so many employees, staff administration from the central office posed numerous challenges,” said Laxman Rao Koka, deputy general manager, Human

Resource Management Department, Union Bank of India. “Whenever we needed to manage any large-scale processes such as shifting of staff or promotions,

The recruitment is done on the basis of forecasting of HR department. the need is decided on the basis of planning of expansion of branches and value added services introduced by the banks. The whole process is done by HR department by own and higher authority controls the official & Clark but the low end staff are recruited by regional level in part time or full time basis.

Internal recruitment

The permutation based recruitment is done by the internal management for fulfillment of vacancy due to retirement and new branches. The promotional exams are taken for all levels in management and subordinates. The performance in working and application based knowledge is asked in interviews while the written exam is also taken for minimum qualification. The term performance appraisal is taken for this. one more feature is that the promotion is also given on the basis of seniority. While the candidates are send other zonal according staff needs.

External recruitmentWhen the required nos. are not fulfilled by internal recruitment bank makes process for external recruitment. The bank belongs to PSU so that it has to follow the guideline of Govt. For the purpose. The bank has to make a public advertisement and disclose all facts, term & conditions. The selection is made on the basis of the candidate’s performanceCandidates passing in both the Written Test and the Personal Interview be finally ranked in a descending order on the basis of the aggregate marks obtained in the Written Test &Personal Interview under the respective GEN / SC / ST / OBC Category.

For the purpose they does not take any service of management consultant, management institute, recommendation, deputation personal. The selection process like (a) Job Analysis (b) Initial screaming (c) Application Bank (d) Test (e) Interview (f) Refrence Check (g) Medical Final (h) Job Offers all are done by bank alone. The lower end staffs can be directly taken by nodal office. I

Training and Development

Union bank has one of the best training systems in India. The training system of Union Bank has been awarded the prestigious Golden Peacock National Training Award instituted by the Institute of Directors, New Delhi for the best training system in the Country. Presently the training structure consists of the Staff College at Bangalore, and seven centers in various parts of the country. The training is

designed, delivered and assessed, based on systems suggested and put in place by overseas consultants M/s. Vinstar Limited (AGL Group) of New Zealand. These systems have been tested and refined by practical application. At Union Bank, the training facilities offer an admirable approach to these opportunities.

In our pursuit of achieving higher standards they have further upgraded our systems and sized up to 'international norms'. After a rigorous audit, in February 2001, the College is awarded ISO 9001 certification (for Design and Development of Customized Training Programs) by Det Norske Veritas, of the Netherlands. They are the only Bank to obtain ISO certification for the training system.

They have devised an outcome-oriented training process. Each and every module is designed so that learning takes place through interaction. It is also ensured that this learning is translated into action at the work place. There training programs actually deliver value to the Organization. Post course surveys conducted by us have confirmed this. . Physical, mental, spiritual and social upgradation of self for an individual and building of teams of performers of outstanding Organizations take place in the most natural way. Seldom has there been a time in which it has been necessary for Organizations to attune Attitudes, upgrade Skills and kindle sparks of Knowledge in their human force to the extent and with the rapidity required today.Our 'facilitators' to learning - "Faculty" or "Trainers" in the common parlance- are experienced bank officers with many years of exposure in the entire gamut of banking. All the facilitators have been through an intensive orientation program on adult learning processes drawn up by Vinstar of New Zealand. They are also exposed periodically to updating of skills and awareness in leading institutions in the country. Some have also been nurtured with professional training abroad at premiere institutions like Columbia Business School, New York and the Manchester Business School, England.

THE PROGRAMS Currently the College is running training programs in the following disciplines: 1.International Banking 2.Credit 3.Information Technology 4.General Banking 5.Marketing and 6.Management and human resource development. Union Bank is also organizing executive education programs in association with Icfian Business School - an arm of the Institute of Chartered Financial Analysts of India, Hyderabad. In this stream following programs are offered:1.Finance for Non-Finance executives 2.Treasury and forex management 3.Software- project management 4.The Service edge - improving service quality

Motivation

What motivates people is an important consideration for captains of industry, commerce and the public sector - in fact anyone who works with other people - since people are central to the success of organizations. Leadership and Motivation explores the subject in depth. What motivates people is an important consideration for captains of industry, commerce, and the public sector -- in fact anyone in a position of leadership. Leadership and Motivation explores the subject in depth.

Adair reassesses the theories of Herzberg and Maslow -- still the major contributors to our understanding of motivation.

In mid-2003, as part of its corporate vision to promote confidence and commitment among its 27,000-plus employees, Union Bank began a major review of its human resources (HR) administration systems. Those goal was to provide an error-free, user-friendly, simple, and 24/7-accessible ERP solution to the bank and also to the employees, with a better MIS facility and employee self-service,” explained Rao. “Such an ERP solution needed to be amenable for modification as required by the users; it needed to have the facility to upload the data from the existing application for interfacing with the bank’s financial package.” PeopleSoft Enterprise Human Capital Management applications provided the answer. The system, known as “Union Parivaar”, helps to identify human capital, measure its capability,

The structure given by the bank was like this. it clears the need of team work to achieve the goal. The structure further help to make co-ordination between different level of management and effective communication system also. A centralized database vastly improved how common HR processes were managed. Employees gained self-service access via a user-friendly Web interface, ensuring they could quickly and accurately specify their HR needs and receive a timely response.

.Wages and salary

The money motivation is the biggest factor that comes under the basic for job. The wages & salary are decided by banking authority generally. We find that wages are given to daily based staffs. It is given to lower end staffs. The salary is decided by authority, but the value added is the main features of the organization. The French benefit and added services as maintenance as well as allowance are also given.

To find the salary & extras Office wear allowance

Medical:- 75% of total expense to family ,100% to employee Yearly Rs, 1000 check-up allowance

Fuel:- 2 wheeler- 15 liter of petrol 4 wheeler – 25 liter of petrol

HRA allowance:- 50% of basic pay max. Depends upon class of townChildren education:- as per income tax limit up to 2 children

DR allowance:- accordance to real expense

The organization also offers its employees a trip within India in every 4 year. While executives have options for world tour also. The salary depends upon these factors.

o Rank within organizationo Scale in management levelo Nature of job o Working conditiono Years of workingo Retirement option choosen

Performance Appraisal

By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay.)

Whether this is an appropriate use of performance appraisal - the assignment and justification of rewards and penalties - is a very uncertain and contentious matter. The advocates of this approach say that organizations must have a process by which rewards - which are not an unlimited resource - may be openly and fairly distributed to those most deserving on the basis of merit, effort and results. There is

a critical need for remunerative justice in organizations. Performance appraisal - whatever its practical flaws - is the only process available to help achieve fair, decent and consistent reward outcomes.

Performance appraisal takes into account the past performance of the employees and focuses on the improvement of the future performance of the employees. attempt to provide an insight into the concept of performance appraisal, the methods and approaches of performance appraisal, sample performance appraisal forms and the appraisal software’s available etc. An attempt has been made to study the current global trends in performance appraisal.

They are well aware about fact about pay accordance the work. Here the salary is fixed but promotion depends upon the performance book.

Think about everything that performance appraisals can achieve and contribute to when they are properly managed, for example:

performance measurement - transparent, short, medium and long term clarifying, defining, redefining priorities and objectives motivation through agreeing helpful aims and targets motivation though achievement and feedback training needs and learning desires - assessment and agreement identification of personal strengths and direction - including unused

hidden strengths career and succession planning - personal and organisational team roles clarification and team building organisational training needs assessment and analysis appraisee and manager mutual awareness, understanding and

relationship resolving confusions and misunderstandings reinforcing and cascading organisational philosophies, values, aims,

strategies, priorities, etc delegation, additional responsibilities, employee growth and

development counselling and feedback manager development - all good managers should be able to conduct

appraisals well - it's a fundamental process the list goes on..

 Through out the prosier they judge for these qualities for appraisal

Commercial judgment

Product/technical knowledge Time management Planning, budgeting and forecasting Reporting and administration Communication skills Delegation skills IT/equipment/machinery skills Meeting deadlines/commitments Creativity Problem-solving and decision-making Team-working and developing others Energy, determination and work-rate Steadiness under pressure Leadership and integrity Adaptability, flexibility, and mobility Personal appearance and image

The bank recognizes that customer’s expectation/ requirement/ grievances can be better appreciated through personal interaction with customers by bank’s staff. Customer Day will be observed by all our branches on 15th of every month where customers can lodge their complaints personally and have their redressal on the spot. Fortnightly, customer service committee meetings will be held in the branches wherein customers can also voice their grievances/ suggestions for improvement in customer service and on the spot redressal will be ensured by the branches. Many of the complaints arise on account of lack of awareness among customers about bank services and such interactions will help the customers appreciate banking services better. For the bank the feedback from customers will be valuable input for revising its product and services to meet customer requirements.

Introduction

YES BANK, India’s new age private sector Bank, is an outcome of the professional entrepreneurship of its Founder and his highly competent top management team, to establish a high quality, customer centric, service driven, private Indian Bank catering to the “Future Industries of India”. YES BANK is the only Greenfield license awarded by the RBI in the last 14 years, associated with the finest pedigree investors. YES BANK has fructified into a “full service” commercial Bank that has steadily built Corporate and Institutional Banking, Financial Markets, Investment Banking, Corporate Finance, Business and Transaction Banking, Retail and Wealth Management business lines across the country, and is well equipped to offer a range of products and services to corporate and retail customers.

A key strength and differentiating feature of YES BANK is its knowledge driven approach, which goes beyond the traditional realm of banking, and helps adoption of a diagnostic and prescriptive approach towards superior product structuring.YES BANK pursues a strong Employee Value Propositionof ‘Creating & Sharing Value’, with a vision to build an organisation, driven by Professional Entrepreneurship, where all YES BANK’ers truly partner to direct, manage and accelerate the development of YES BANK as the Young and Dynamic Bank of“Emerging India”.

It is this untiring and relentless passion for Professional Entrepreneurship that has resulted in YES BANK being recently ranked as the THIRD Best Bank in India by Businessworld. YES BANK also received the Continuous Innovation in HR Strategy award at The Indiatimes Mindscape Employer Branding Awards 2007. YES BANK recognizes that the only real source of sustainable competitive advantage for an organization is the power of its High Quality Human Capital. Therefore, we foster a leadership mindset that embraces meritocracy as a vital force to reward performance and exceptional competency.

The financial highlights of Yes Bank India are:

Net Profit after Tax is of Rs.944 millions in the financial year 2007 as compared to a Net Profit of Rs.553 millions in the financial year 2006. Total income (Net Interest Income plus Non Interest Income) is of Rs.3,659 millions in the financial year 2007 as compared to Rs. 1,852 millions in the financial year 2006, representing an increase of 98% and Operating Profit is of Rs.1,724 millions in the financial year 2007 as compared to Rs. 991 millions in the financial year 2006, representing an increase of 74%.

Yes Bank In India has been ranked second among the new private sector banks and first on the key parameter of growth among sixty-four Private, Public and Foreign Banks in India. Yes Bank India have adopted the globally recognized Six Sigma and ISO service standards.

Vision YES BANK has a vision to champion ‘Responsible Banking’ in India where the concepts of Corporate Social Responsibility and Sustainability are embedded in the DNA of the organization and integrated in its Business Focus. YES BANK is committed to adding long term value to society, to differentiate itself in the marketplace based on a strong 'sustainability mandate' and to build in flexibility and openness as part of its core strategy.

Objective

To build a strong employer brand.

To attain a preferred employer status in the Banking and Financial Services industry.

To ensure that the Bank is able to attract, engage and retain high quality human capital for its long-term success.

Building a high performance culture is another key prerogative of the HR function. We envisage a credible and transparent performance management process that helps in aligning individual goals with corporate objectives, both quantitative and qualitative, and encourages cross sell and team spirit. Our performance management process will be supported by a robust rewards and recognition strategy for each business and a market based compensation structure that is flexible, responsive and helps retention through asset building and wealth creation for top performers. Our Promoters believe that a broad employee ownership of the shares of the company has a positive impact on performance. Therefore, our stock option scheme covers a large cross-section of our employees.

The Affirmative Mission To acquire large corporate, niche middle-market and segment-based clients and significant number of Retail customers within 5 years of operations.

The main feature that differentiates Yes Bank India in the banking industry is their use of knowledge bankers who are industry experts in various sectors of Indian economy thereby helping their valued customers with in-depth knowledge of these sectors. In general the products and services offered by the Yes Bank are:

Corporate and Institutional Banking Financial Markets Investment Banking Business and Transactional Banking Retail Banking Private Banking

Human resource

"We believe that high quality Human Capital is the biggest asset in an organization and have been focused on attracting and retaining the best talent from India and abroad. We believe that best performance can only be achieved through empowered employees and therefore, we offer all YES BANKers an opportunity to work in a growth environment with a young work force."

- Rana Kapoor, CEO and Managing Director, YES BANK, in 2007.

"The company believes that employees are the key to building a strategic, comparative advantage and enabling its business strategy of knowledge-based banking and service differentiation."4

- Financial Express5, in 2004.

The banks strongest point is its human capital. Because the bank believe to provide the services of best professionals in industries. Our differentiated view of banking as a knowledge-based industry has ensured that our Bankers are also industry experts in sectors like Food & Agribusiness, Life Sciences, Telecommunications, Media & Technology, Infrastructure, Retailing & Textiles and Select Engineering. These Knowledge Bankers offer invaluable and in-depth insights into these sectors, thereby helping our clients to develop great ideas and nurture them to fruition.

Yes Bank one of the new generation private sector banks and its unique Human Capital initiatives which helped it attract and retain the best talent in the industry. Despite being a late entrant in the Indian banking industry, Yes Bank had established itself as a top bank in India. Yes Bank's unique 'knowledge banking' approach and its emphasis on human capital helped it differentiate itself from its competitors. The case also discusses Yes Bank's effort toward establishing a strong employer brand and projecting itself as an 'aspiration' employer in the Indian banking sector. Yes Bank's various innovative HR initiatives helped it institutionalize a performance culture and entrepreneurial spirit in its employees. Yes Bank's focus on human capital initiatives helped it in succeeding in establishing itself as a key player in the Indian banking industry within a short span of time. . The knowledge banking approach was its main pillar of differentiation and, using this, it provided specialized services to various sunrise industries through domain experts.

HR CHALLENGES

Being a startup, it had to not only take care of infrastructure and lease agreements for setting up branch offices, etc., but also of the recruitment of staff and management, which in itself could be an overwhelming task. From an early stage, the promoters of Yes Bank focused on human capital as an enabler of the bank's business strategy of differentiating itself from its competitors...

Focus

The focus of the Human Resources function at YES BANK is to build a world-class team, based on professional recruitment methodologies, and attract the best talent in the industry.

While our immediate hiring has primarily been lateral, to bring the relevant skills, competencies and experience into the organization, our focus is on building the requisite talent bench strength to support the business plans of the Bank. We are making a concerted effort towards building learning and development solutions that continuously enhance employee value, in line with the growth plans of the Bank.

YES BANK pursues a strong Employee Value Propositionof ‘Creating & Sharing Value’, with a vision to build an organisation, driven by Professional Entrepreneurship, where all YES BANK’ers truly partner to direct, manage and accelerate the development of YES BANK as the Young and Dynamic Bank of“Emerging India”.

Workforce Profile

1. Gender Distribution @ YES BANK Educational Qualifications:

2.

3.

4. Experience profile.

Age profileThe age profile captures the age range of employees

Sourcing Human Capital

The bank had aggressive plans for the future and planned to have 150 branches by 2010 and 400 branches by 2012. Kapoor contended that the banking industry in India was 'over branched' and 'under serviced' and, as such, there was tremendous scope for Yes Bank's growth as it was trying to take care of the latent needs of the customers with highly skilled and involved employees. In keeping with its growth plans, the bank expected to increase its employee strength to 10,000 by 2010. "In the next five years [i.e. by 2012], my team and I want to build an institution and not just a business...

Recruitment and selection

Being a startup, it had to not only take care of infrastructure and lease agreements for setting up branch offices, etc., but also of the recruitment of staff and management, which in itself could be an overwhelming task. From an early stage, the promoters of Yes Bank focused on human capital as an enabler of the bank's business strategy of differentiating itself from its competitors...

Initially, the company relied heavily on employee referrals, consultants, and web-based hiring to source talent. The bank worked out its recruitment strategy with the help of consultants Kom Ferry, ABC Consultants, Planman Associates, and Emmay HR. Kapoor said, "As a start-up, the immediate deliverable of the HR team is to attract high quality talent and build a strong Yes culture based on the core values of the bank.

In the medium term, the focus will be to create an organization that is able to engage and nurture top-notch human capital so that we are able to achieve

industry leadership through the quality of people who work at Yes Bank."

Yes Bank commissioned senior-level recruiting to Kom Ferry, but Kapoor involved himself in the process from a very early stage to explain his vision to potential recruits.

The bank sought to utilize the expertise of highly qualified and experienced executives to oversee the bank's initiatives in various business segments..

Retaining talented employees in the organization was also one of its main focuses because of the huge scarcity of talented employees in the financial services sector in India. It realized that in order to achieve its objective of being a preferred employer, it had to establish a strong employer brand

It, therefore, strove to build an enterprise based on its Employee Value Proposition (EVP) of 'Creating and Sharing Value' that would help it emerge as the "Young and Dynamic Bank" of the developing Indian economy.With this proposition, the bank aimed to transmit its internal brand from its employees to the external brand i.e. to its customers. The crux of this proposition was that the bank expected its employees to absorb organizational values so that the same values were communicated to the customers

The base of the whole selection process is to attract the best talent available. That helps to expertise the services. The recruitment depends upon the need and replacement of employees. Both internal and external sorces are taken in account for the purpose. In external sorces they go to consultancy, advertisement , refrence, and institutions.

Motivation

Yes Bank envisaged that for an individual to work with the organization in perfect synergy, his/her goals had to be linked with the goals of the organization. This process of aligning individual and organizational goals was termed as the performance management process. The main objective of these innovative performance management practices was to encourage the employees to think innovatively

The bank also aimed at building a culture to inculcate professional entrepreneurship in them to make themselves and the shareholders prosperous. The push for a performance culture at Yes Bank came right from the top and was reflected in

Kapoor's leadership style.

"I follow an 'easy-tight' leadership style - 'easy' for innovation and 'tight' for execution. And lastly, I believe in 'stretch' - driving the frontiers and inspiring on moving ahead," said Kapoor Yes Bank urged people to join the bank on the basis of its values of empowering employees. The logic behind this was that employee ownership would lead to the success of the bank..It, therefore, strove to build an enterprise based on its Employee Value Proposition (EVP) of 'Creating and Sharing Value' that would help it emerge as the "Young and Dynamic Bank" of the developing Indian economy.

The main motivational factor is the leadership within the organization and zeal among managers to work with a bank of such kind. Who is known as most dynamic & expect bank in industry. We will now try to understand the motivational factors by chart.

Remuneration

The bank provides expertise services, so it need qualified persons. They try to attract best brains. They provides comparative remuneration to its employees. We will now discuss what method they adopt for the purpose of deciding the salary.

Calculation of worth of a job – they evaluate the impotence and responsibility of job and decide the payment that should be offered. The ability factor also taken care in deciding the salary.Competitiveness – it is a major factored that decide the pay scale of employee. While leading player like HDFC & ICICI is present in market the bank decides a attractive package for his employees.

Values of French benefit – the employee whom the additional benefits are high they are made lower pay package. While the research team are given higher packages.Basis of increase in salary—(a) the performance based salary is given to staffs accordance to their output they are compensated (b) Length of services is also a factor , the experienced gets more pay then fresher’s.Perception of equity—the bank knows that if any employee finds that he is discriminated on pay or getting same salary while generating same output he will switch from job. So they evaluate the need of appraisals.

Retaining talented employees in the organization was also one of its main focuses because of the huge scarcity of talented employees in the financial services sector in India. It realized that in order to achieve its objective of being a preferred employer, it had to establish a strong employer brand.

It becomes necessary to cope up with the other banks to be being updated for best human resources supply and minds.

Performance Appraisal and bank prospects

At YES BANK, strongly believe that for an organization to appropriately convey its External Brand values to its existing and potential customers, the same values must translate into the Internal Brand, The image that employees have of the organization as an employer. Thereby enabling employees to imbibe the core values of the organization and adequately convey the same to its customers.

At YES BANK Employer Brand is represented as the Employee Value Proposition (EVP). The EVP is integrally linked to the Bank's core values, and all HR systems and processes are designed to convey the EVP to the Bank's employees.

Yes Bank envisaged that for an individual to work with the organization in perfect synergy, his/her goals had to be linked with the goals of the organization. This process of aligning individual and organizational goals was termed as the performance management process. The main objective of these innovative performance management practices was to encourage the employees to think innovatively.

The bank also aimed at building a culture to inculcate professional entrepreneurship in them to make themselves and the shareholders prosperous. The push for a performance culture at Yes Bank came right from the top and was reflected in Kapoor's leadership style.

"I follow an 'easy-tight' leadership style - 'easy' for innovation and 'tight' for execution. And lastly, I believe in 'stretch' - driving the frontiers and inspiring on moving ahead," said Kapoor Yes Bank urged people to join the bank on the basis of its values of empowering employees. The logic behind this was that employee ownership would lead to the success of the bank...

The bank had grown at a tremendous pace since its inception. In the first two quarters since it began operations in (2004-2005) its balance sheet stood at Rs.1,300 million, which made it one of the most successful ventures in India. Yes Bank started its operations with just 250 employees and two branches. As of October 2007, it was operating with 60 branches and 3,263 employees. The bank's business size was Rs. 800 million in December 2006. This was significantly higher than the growth reported by other private sector banks with the same background...

The bank had aggressive plans for the future and planned to have 150 branches by 2010 and 400 branches by 2012. Kapoor contended that the banking industry in India was 'over branched' and 'under serviced' and, as such, there was tremendous scope for Yes Bank's growth as it was trying to take care of the latent needs of the customers with highly skilled and involved employees. In keeping with its growth plans, the bank expected to increase its employee strength to 10,000 by 2010. "In the next five years [i.e. by 2012], my team and I want to build an institution and not just a business...