hr practices and policies on bank

8/18/2019 Hr Practices and Policies on Bank

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EXECUTIVE SUMMARY

HDFC was incorporated in 1977 with the primary objective of meeting a

social need that of promoting home ownership by providing long-term finance

to households for their housing needs HDFC was promoted with an initial

share capital of !s1"" million

#gainst the milieu of rapid urbani$ation and a changing socio-economic scenario% the

demand for housing has grown e&plosively 'he importance of the housing sector in the

economy can be illustrated by a few (ey statistics #ccording to the )ational *uilding

+rgani$ation ,)*+% the total demand for housing is estimated at . million units

per year and the total housing shortfall is estimated to be19/ million units% of which1.70

million units is from rural areas and 00/ million units from urban areas 'he housing

industry is the second largest employment generator in the country t is estimated that the

budgeted . million units would lead to the creation of an additional1" million man-years of

direct employment and another 12 million year of indirect employment

HDFC BANK at Connaught Circus, H Boc!, Connaught "ac#, N#$

D#hi, is one of the most famous% trustworthy and successful ban(s in ndia t

is a private ban( and came into e&istence in #ugust 199/

HDFC *an( is head3uartered in 4umbai 'he *an( at present has an enviable

networ( of over 1/1. branches spread over 2.5 cities across ndia #ll

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branches are lin(ed on an online real-time basis Customers in over 2""

locations are also serviced through 'elephone *an(ing 'he *an(6s e&pansion

plans ta(e into account the need to have a presence in all major industrial and

commercial centres where its corporate customers are located as well as the

need to build a strong retail customer base for both deposits and loan products

*eing a clearingsettlement ban( to various leading stoc( e&changes% the *an(

has branches in the centres

'he *an( also has a networ( of about over 8.92 networ(ed #'4s across

these cities 4oreover% HDFC *an(6s #'4 networ( can be accessed by all

domestic and international isa4asterCard% isa :lectron4aestro%

;lusCirrus and #merican :&press CreditCharge cardholders

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CHA"TER N%& '

INTR%DUCTI%N

• D?

•


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'he topic selected for the study is # study on H! ;ractices of HDFC

*#)E 'he main theme of the project is the analysis and interpretation of

practices of the employees using H! practices as a tool

t is prepared to (now whether the company is preparing well or not

performance of the company and about its competitiveness by the analysis and

interpretation of the H! practices

# critical study of the effectiveness of H! practices system and suggest ways

for improvement

'he problem lies in identifying relationship% mutual understanding between

the management and the employees

'he H! practices system provides detailed information about person so that

the management can ta(e appropriate steps to improve and achieve the

organi$ation goals and help to maintain the smooth relationship between them

NEED %F THE STUDY

• ;rovides information about the performance ran(s% basis on which

decision regarding salary fi&ation% confirmation% promotion% transfer

and demotion are ta(en

•

;rovide feedbac( information about the level of achievement and

behavior of subordinate this information helps to review the

performance of the subordinate% rectifying performance deficiencies

and to set new standards of wor(% if necessary

• ;rovide information to diagnose deficiency in employee regarding

s(ill% (nowledge% determine training and developmental needs and to

prescribe the means for employee growth provides information for

correcting placement

SC%"E %F THE STUDY

'he scope of the research is very vast however the total time period availablewas very limited for the purpose of the study observation% analysis and

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conclusion


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'he current research will be aimed at determining the H! ;ractices at HDFC

*#) 'he research will be focused on the following major issues

a 'o study the significance of H! policies

b 'o study the system development at HDFC *#)

c 'o measure the factors related to H! ;ractices and ;olicies

d 'o study the employee relation and e&ecutive response for

;ractices and ;olicies in HDFC *#)

RESEARCH METH%D%(%-Y

n order to cope up with the emerging challenges due to tough global

competitions% the way out for this is to produce 3uality products at reasonable

prices 'his is possible only through an organi$ation culture of 3uality

consciousness and enhanced productivity +ptimal utili$ation of resources

especially the human resources are one sure way of meeting this objective

'hats why proper induction of an employee is very important

(IMITATI%N

a 'he time limit to complete the project was less

b 'he information provided by the company is not very specified and

clear in order to analy$e the statement

c 'he basic nature of these statements is historical and past can never be

precise

d #nalysis of primary data is done on the assumption that the answers

given by the respondents are true and correct

SCHEME %F RESEARCH

'he following methodology was adopted in project

Comprises of understanding the theoretical concepts in general

Iuestionnaire study

#nalysis of the primary data

#nalysis of the secondary data

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RESEARCH DESI-N

!esearch design means a specified framewor( for controlling the data

collection 'he research is of descriptive in nature% which could provide an

accurate picture of induction procedure conducted in the organi$ation

Descriptive research includes surveys and fact-finding in3uiries of different

(inds 'he research is of :& post facto nature in which researcher no control

over the variables has


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CHA"TER N%& .

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managers is to (eep up to date with the latest H! innovationsKtechnological%

legal% and otherwise

'his special report will discuss the best practices in H! management for ."1"

Kin other words% how H! managers can anticipate and address some of the

most challenging H! issues this year 'his report will give you the

information you need to (now about these current H! challenges and how to

most effectively manage them in your wor(place

Hu/an r#sourc#s is an increasingly broadening term with which an

organi$ation% or other human system describes the combination of traditionally

administrative personnel functions with ac3uisition and application of s(ills%

(nowledge and e&perience% :mployee !elations and resource planning at

various levels 'he field draws upon concepts developed in

ndustrial+rgani$ational ;sychology and


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e&perience in various ways% and move from one enterprise to another with

little controversy or difficulty in adapting #nother view is that governments

should become more aware of their national role in facilitating human

resources development across all sectors

#n important controversy regarding labor mobility illustrates the broader

philosophical issue with usage of the phrase Mhuman resourcesMG governments

of developing nations often regard developed nations that encourage

immigration or Mguest wor(ersM as appropriating human capital that is

rightfully part of the developing nation and re3uired to further its growth as a

civili$ation 'hey argue that this appropriation is similar to colonial

commodity fiat wherein a coloni$ing :uropean power would define an

arbitrary price for natural resources% e&tracting which diminished national

natural capital

'he debate regarding Mhuman resourcesM versus human capital thus in many

ways echoes the debate regarding natural resources versus natural capital

+ver time the >nited )ations have come to more generally support the

developing nations6 point of view% and have re3uested significant offsetting

Mforeign aidM contributions so that a developing nation losing human capital

does not lose the capacity to continue to train new people in trades%

professions% and the arts

#n e&treme version of this view is that historical ine3uities such as #frican

slavery must be compensated by current developed nations% which benefited

from stolen Mhuman resourcesM as they were developing 'his is an e&tremely

controversial view% but it echoes the general theme of converting human

capital to Mhuman resourcesM and thus greatly diminishing its value to the host

society% ie M#fricaM% as it is put to narrow imitative use as MlaborM in the using

society

n a series of reports of the >)


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e&ample in education% health% and employment sectors that promote

occupational s(ills% (nowledge and performance enhancement ,=awrence%

@:


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is important to consider both the internal and e&ternal factors that can have an

effect on the recruitment of employees 'he e&ternal factors are those out-with

the powers of the organi$ation and include issues such as current and future

trends of the labor mar(et eg s(ills% education level% government investment

into industries etc +n the other hand internal influences are easier to control%

predict and monitor% for e&ample management styles or even the

organi$ational culture

n order to (now the business environment in which any organi$ation operates%

three major trends should be consideredG

• Demographics N the characteristics of a populationwor(force% for

e&ample% age% gender or social class 'his type of trend may have an

effect in relation to pension offerings% insurance pac(ages etc

• Diversity N the variation within the populationwor(place Changes in

society now mean that a larger proportion of organi$ations are made up

of Mbaby-boomersM or older employees in comparison to thirty years

ago 'raditional advocates of Mwor(place diversityM simply advocate an

employee base that is a mirror reflection of the ma(e-up of society

insofar as race% gender% se&ual orientation% etc

•


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• +ccupational structure N the norms and values of the different careers

within an organi$ation 4ahoney 1959 developed 8 different types of

occupational structure namely craft ,loyalty to the profession%

organi$ation career ,promotion through the firm and unstructured,loweruns(illed wor(ers who wor( when needed

• Aenerational difference Ndifferent age categories of employees have

certain characteristics% for e&ample their behavior and their

e&pectations of the organi$ation

Phile recruitment methods are wide and varied% it is important that the job is

described correctly and that any personal specifications are stated @ob

recruitment methods can be through job centres% employment

agenciesconsultants% headhunting% and localnational newspapers t is

important that the correct media is chosen to ensure an appropriate response to

the advertised post

Human !esources Development is a framewor( for the e&pansion of human

capital within an organi$ation or ,in new approaches a municipalty% region% or

nation Human !esources Development is a combination of 'raining and

:ducation% in a broad conte&t of ade3uate health and employment policies%

that ensures the continual improvement and growth of both the individual% the

organisation% and the national human resourcefulness #dam


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employees% as an asset to the enterprise whose value will be enhanced by

development% ts primary focus is on growth and employee developmentQit

emphasises developing individual potential and s(illsE ,:lwood% +lton and

'rott 1990 Human !esources Development in this treatment can be in-room

group training% tertiary or vocational courses or mentoring and coaching by

senior employees with the aim for a desired outcome that will develop the

individuals performance #t the level of a national strategy% it can be a broad

intersectoral approach to fostering creative contributions to national

productivity

#t the organi$ational level% a successful Human !esources Development

program will prepare the individual to underta(e a higher level of wor(%

organi$ed learning over a given period of time% to provide the possibility of

performance changeE ,)adler 195/ n these settings% Human !esources

Development is the framewor( that focuses on the organi$ations competencies

at the first stage% training% and then developing the employee% through

education% to satisfy the organi$ations long-term needs and the individuals

career goals and employee value to their present and future employers Human

!esources Development can be defined simply as developing the most

important section of any business its human resource by% attaining or

upgrading the s(ills and attitudes of employees at all levels in order to

ma&imi$e the effectiveness of the enterpriseE ,elly .""1 'he people within

an organi$ation are its human resource Human !esources Development from

a business perspective is not entirely focused on the individuals growth and

development% development occurs to enhance the organi$ation6s value% not

solely for individual improvement ndividual education and development is atool and a means to an end% not the end goal itselfE ,:lwood F Holton %

@ames P 'rott @r 'he broader concept of national and more strategic

attention to the development of human resources is beginning to emerge as

newly independent countries face strong competition for their s(illed

professionals and the accompanying brain-drain they e&perience

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.&. M%DERN C%NCE"T %F HUMAN RES%URCES

'hough human resources have been part of business and organi$ations since

the first days of agriculture% the modern concept of human resources began in

reaction to the efficiency focus of 'aylorism in the early 19""s *y 19."% psychologists and employment e&perts in the >nited


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'he establishment of policies can help an organi$ation demonstrate% both

internally and e&ternally% that it meets re3uirements for diversity% ethics and

training as well as its commitments in relation to regulation and corporate

governance For e&ample% in order to dismiss an employee in accordance with

employment law re3uirements% amongst other considerations% it will normally

be necessary to meet provisions within employment contracts and collective

bargaining agreements 'he establishment of an H! ;olicy which sets out

obligations% standards of behaviour and document displinary procedures% is

now the standard approach to meeting these obligations

D##o3ing th# HR "oici#s

H! policies provide an organi$ation with a mechanism to manage ris( by

staying up to date with current trends in employment standards and legislation

.&4 HR "%(ICIES AND "R%CEDURES

'his factsheet gives introductory guidance tG

• Highlights the main policies and procedures that organi$ations need to

consider

• =oo(s at formatting a policy and sources of information

ntroducing H! policies and procedures gives organi$ations the opportunity to

offer a fair and consistent approach to managing their staff For more on why

H! policies are introduced% see our factsheet HR policies and procedures: why

introduce them?

11 ;olicy or practice areas those are crucial to effective people management

and developmentG

• !ecruitment and selection

• 'raining and learningdevelopment

• Career opportunities

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• Communication

• :mployee involvement

• 'eam wor(ing

• ;erformance appraisal

• ;ay satisfaction

• @ob security

• job challengejob autonomy

• Por(-life balance

)ot all policies and procedures will be relevant to all organi$ations% and some

policies are re3uired by law while others are to promote good practice

'he following paragraphs indicate the range of possible policies which apply

during the employment life cycle - more detailed information and the legal

re3uirements on each of these areas is included

B#ginning #/3o0/#nt

R#cruit/#nt an5 s##ction


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• dealing with job applications - whether to use hard copy andor online

forms confidentiality

• recruitment advertising - discrimination pitfalls

• selection techni3ues - training and validation

• interviews

• references

• medical e&aminations

• asylum and immigration

• documentation

• job analysis

• e3ual opportunities monitoring

• return on investment ,!+cost

'here6s more information on the website via our !ecruitment and talent

management subject pages

In5uction

Designing an appropriate and cost-effective induction programme is a

comple& tas( 'he programme has to find a balance between providing all the

information new employees need without overwhelming or diverting them

from integrating into the team

'he length and nature of the induction process will depend on the comple&ity

of the job and the bac(ground of the new employee

:lements of an induction policyG

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• organi$ation information - bac(ground and structure departments

products and services physical layout

• terms and conditions - hours of wor( holidays% travel policy

• financial - pay bonuses overtime pensions

• culture and values - communication

• rules and procedures - data protection email and nternet usage e3ual

opportunities use of mobile phones

• health and safety - first aid smo(ing environmental aspects

• training

• trade unions

• welfare% benefits and facilities - alcohol and drugs employee

assistance programmes

+rgani$ations may find it useful to have chec(lists that cover the pre-

employment period% the first day% the first wee(% the first month and the end of

the probationary period ,if applicable to ma(e sure everything has been

e&plained

'here6s more information on the website via our nduction subject page

During #/3o0/#nt

:mployee relations loo( at the partnership between employee and employer%

covering areas such as communication% grievances and discipline t is e3ually

important in both union and non-union situations Phile employment law is

closely lin(ed with managing employee relations% a successful organi$ation

won6t just base its actions on compliance with the law - e&ploring the concept

of the psychological contract% based on trust between employee and employer%

may also be useful

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;olicies and procedures that organi$ations may introduce includeG

• health and safety

• disciplinary and grievance

• maternity and paternity leave and pay

• redundancy

• absence

• whistle blowing

• performance management

• recognition agreements ,union and other

• time off and leave for trade union activities% holidays% secondment%

volunteering% eldercare% childcare% bereavement

• communication and involvement% including employee voice

• harassment and bullying

'here6s more information on many of these issues on the website via our H!

practice% Health% safety and wellbeing and :mployment law subject pages

Managing 5i#rsit0

Diversity runs through all aspects of an organi$ations policies 4anaging and

valuing diversity is central to good people management and ma(es good

business sense% so it also ma(es sense for diversity to be integral within all

policies # diversity policy sets out the organisation6s vision and values in

relation to diversity t will often include the remit of polices% the processes for

ta(ing action% who is responsible and the training available

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'he basic premise is that people should be valued as individuals and for

reasons related to business interests% as well as for moral and social reasons #

more diverse wor(force is li(ely to offer a wider range of s(ills and

e&periences and greater fle&ibility to meet business challenges

:lements of a diversity policyG

• genderse& e3uality

• race e3uality

• se&ual orientation

• religion

• age

• appearanceaccent

• formats and accessibility of policies and procedures

(#arning, training an5 5##o3/#nt

!oles and responsibilities are constantly changing% so employees will need to

continually renew and refresh their s(ills and competences through training

'his can happen in the course of normal wor(ing ,on-the-job training or away

from the wor(place ,off-the-job training


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• who to as( to get authori$ation for training

• support given for learning opportunities

• development reviews and personal development plans

• payment of professional fees

• training available for 6peripheral6 wor(ers ie contractors% temporary

staff

• record-(eeping and administration

• continuing professional development and personal development

allowances ,if these are not part of the employee benefits statement

• follow-up actions and transfer of learning to wor(

R#$ar5

:ffective reward practices and procedures can underpin activities in

recruitment% retention% turnover and engagement :ffective implementation

and communication are essential for initiatives to succeed

!eward policies should be clear and simple so that employees (now what6s

e&pected of them and what they can e&pect to receive in return

:lements of a reward policyG

• the organi$ations vision for reward% including mar(et rates% e&tra

responsibility allowances

• how jobs are graded or evaluated

• pensionsadditional voluntary contributions

•

permanent health insurancecritical illness cover

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• bonuses and incentive pay

• benefits and non-cash recognition

• company cars

• sic( pay

• pay reviews

• :3ual pay

Co/3#/#ntar0 3oici#s

+ther policies that organi$ations may want to consider in relation to

employment includeG

• a mission or values statement

• parental leave

• wor(-life balancefamily-friendly wor( practices

• disability

• well-being and 6wellness6

• greensustainable development

• the employment of relativesfriends

• conflict of interest% including personal relationships

• second jobs

• confidentiality

• bad weatherclimate conditions

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• relocation

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• all policies available on an intranet

• ey policies on notice boards

;olicies should also indicate who to go to with 3ueries about the content and

who is responsible for updating and reviewing them

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CHA"TER N%& 4

BANKIN- SECT%R

"R%FI(E %F HDFC BANK

• 4#)#A:4:)' +F HDFC *#)

• *>


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Ban!ing in In5ia originated in the last decades first ban(s were 'he Aeneral

*an( of ndia% which started in 1750% and *an( of Hindustan% which started in

177" both are now defunct 'he oldest ban( in e&istence in ndia is the pper ndia% which was established

in 1508% and which survived until 1918% when it failed% with some of its assets

and liabilities being transferred to the #lliance *an( of


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Foreign ban(s too started to app% particularly in Calcutta% in the 150"s 'he

Comptoir d6:scompte de ;aris opened a branch in Calcutta in 150"% and

another in *ombay in 150. branches in 4adras and ;ondicherry% then a

French colony% followed H


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'he fervour of dupi district which were unified earlier and (nown

by the name South Canara ,


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• 'he !eserve *an( of ndia% ndia6s central ban(ing authority% was

established in #pril 1982% but was nationali$ed on @anuary 1% 19/9

under the terms of the !eserve *an( of ndia ,'ransfer to ;ublic

+wnership #ct% 19/5 ,!*% .""2b

• n 19/9% the *an(ing !egulation #ct was enacted which empowered

the !eserve *an( of ndia ,!* Mto regulate% control% and inspect the

ban(s in ndiaM

• 'he *an(ing !egulation #ct also provided that no new ban( or branch

of an e&isting ban( could be opened without a license from the !*%

and no two ban(s could have common directors

Nationaisation

*an(s )ationalisation in ndiaG )ewspaper Clipping% 'imes of ndia% @uly ."%

1909

Despite the provisions% control and regulations of !eserve *an( of ndia%

ban(s in ndia e&cept the


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entitled "!tray thoughts on ank #ationalisation." 'he meeting received the

paper with enthusiasm

'hereafter% her move was swift and sudden 'he Aovernment of ndia issued

an ordinance ,6*an(ing Companies ,#c3uisition and 'ransfer of

>nderta(ings +rdinance% 19096 and nationalised the 1/ largest commercial

ban(s with effect from the midnight of @uly 19% 1909 'hese ban(s contained

52 percent of ban( deposits in the country @ayapra(ash )arayan% a national

leader of ndia% described the step as a "masterstroke of political sagacity."

Pithin two wee(s of the issue of the ordinance% the ;arliament passed the

*an(ing Companies ,#c3uisition and 'ransfer of >nderta(ing *ill% and it

received the presidential approval on 9 #ugust 1909

# second dose of nationali$ation of 0 more commercial ban(s followed in

195" 'he stated reason for the nationali$ation was to give the government

more control of credit delivery Pith the second dose of nationali$ation% the

Aovernment of ndia controlled around 91R of the ban(ing business of ndia

=ater on% in the year 1998% the government merged )ew *an( of ndia with

;unjab )ational *an( t was the only merger between nationali$ed ban(s and

resulted in the reduction of the number of nationalised ban(s from ." to 19

#fter this% until the 199"s% the nationalised ban(s grew at a pace of around /R%

closer to the average growth rate of the ndian economy

(i*#raisation

n the early 199"s% the then )arasimha !ao government embar(ed on a policy

of liberali$ation% licensing a small number of private ban(s 'hese came to be

(nown as )ew Aeneration tech-savvy ban(s% and included Alobal 'rust *an(

,the first of such new generation ban(s to be set up% which later amalgamated

with +riental *an( of Commerce% >' *an( ,since renamed #&is *an(%

CC *an( and HDFC *an( 'his move% along with the rapid growth in the

economy of ndia% revitali$ed the ban(ing sector in ndia% which has seen rapid

growth with strong contribution from all the three sectors of ban(s% namely%

government ban(s% private ban(s and foreign ban(s

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'he ne&t stage for the ndian ban(ing has been set up with the proposed

rela&ation in the norms for Foreign Direct nvestment% where all Foreign

nvestors in ban(s may be given voting rights which could e&ceed the present

cap of 1"R%at present it has gone up to 7/R with some restrictions

'he new policy shoo( the *an(ing sector in ndia completely *an(ers% till

this time% were used to the /-0-/ method ,*orrow at /R=end at 0RAo home

at / of functioning 'he new wave ushered in a modern outloo( and tech-

savvy methods of wor(ing for traditional ban(s#ll this led to the retail boom

in ndia ;eople not just demanded more from their ban(s but also received

more

Currently ,."1"% ban(ing in ndia is generally fairly mature in terms of

supply% product range and reach-even though reach in rural ndia still remains

a challenge for the private sector and foreign ban(s n terms of 3uality of

assets and capital ade3uacy% ndian ban(s are considered to have clean% strong

and transparent balance sheets relative to other ban(s in comparable

economies in its region 'he !eserve *an( of ndia is an autonomous body%

with minimal pressure from the government 'he stated policy of the *an( on

the ndian !upee is to manage volatility but without any fi&ed e&change rate-

and this has mostly been true

Pith the growth in the ndian economy e&pected to be strong for 3uite some

time-especially in its services sector-the demand for ban(ing services%

especially retail ban(ing% mortgages and investment services are e&pected to

be strong +ne may also e&pect 4J#s% ta(eovers% and asset sales

n 4arch .""0% the !eserve *an( of ndia allowed Parburg ;incus to increase

its sta(e in ota( 4ahindra *an( ,a private sector ban( to 1"R 'his is the

first time an investor has been allowed to hold more than 2R in a private

sector ban( since the !* announced norms in .""2 that any sta(e e&ceeding

2R in the private sector ban(s would need to be vetted by them

n recent years critics have charged that the non-government owned ban(s are

too aggressive in their loan recovery efforts in connection with housing%

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vehicle and personal loans 'here are press reports that the ban(s6 loan

recovery efforts have driven defaulting borrowers to suicide

A5o3tion o1 *an!ing t#chnoog0

'he ' revolution had a great impact in the ndian ban(ing system 'he use of

computers had led to introduction of online ban(ing in ndia 'he use of the

modern innovation and computerisation of the ban(ing sector of ndia has

increased many fold after the economic liberalisation of 1991 as the country6s

ban(ing sector has been e&posed to the world6s mar(et 'he ndian ban(s were

finding it difficult to compete with the international ban(s in terms of the

customer service without the use of the information technology and

computers

)umber of branches of scheduled ban(s of ndia as of 4arch .""2

'he !* in 195/ formed Committee on 4echanisation in the *an(ing

ndustry ,195/whose chairman was Dr C !angarajan% Deputy Aovernor%

!eserve *an( of ndia 'he major recommendations of this committee was

introducing 4C! 'echnology in all the ban(s in the metropolis in ndia'his

provided use of standardi$ed che3ue forms and encoders

n 1955% the !* set up Committee on Computerisation in *an(s ,1955

headed by Dr C! !angarajan which emphasi$ed that settlement operation

must be computeri$ed in the clearing houses of !* in *hubaneshwar%Auwahati% @aipur% ;atna and 'hiruvananthapuramt further stated that there

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should be )ational Clearing of inter-city che3ues at

ol(ata%4umbai%Delhi%Chennai and 4C! should be made +perationalt also

focused on computerisation of branches and increasing connectivity among

branches through computerst also suggested modalities for implementing on-

line ban(ing'he committee submitted its reports in 1959 and computerisation

began form 1998 with the settlement between *# and ban( employees6

association

n 199/% Committee on 'echnology ssues relating to ;ayments


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'he HDFC *an( has merged with 'imes *an( =td in .""" 'hat was the first

merger of two private ban(s in ndia n .""5% the ban( has handed over onCenturion *an( of ;unjab ta(ing its total of more than 1""" branches 'he

total profit of ban( is !s 8%"8.9. crores as year of ."1" and also the total

e3uity is !s .1%12512 crores as ."1" HDFC *an( deals with three type

business section as Pholesale *an(ing


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Founded in 19"7% this uni3ue financial institution rests on the pillars of thrift%

fellowship% character% accommodation and the selfless service of all

individuals and organi$ations who wish to help themselves progress Pe see

ourselves as a family of honest% loyal and committed professionals%

harmoniously employing technology% innovation and the human touch to

achieve customer satisfaction and goodwill are the cornerstones of our success

and the focus of all our efforts

'he prosperity of our customer is the engine of our success and they will find

in us a fast% timely% fle&ible% co-operative and competitive partner in their

progress Pe are committed to approachability% simplicity and transparency in

our dealings with all our sta(eholders and shall be a temple of their trust

LPe shall use our employee involvement and sense of togetherness to generate

high levels of teamwor(% efficiency% e&cellence and profits Pe shall mobili$e

aggressively% invest wisely% disburse prudently% recover assiduously% reduce

costs and create a learning organi$ation that offers products and services in

tune with and ahead of the time

BUSINESSES

HDFC *an( caters to a wide range of ban(ing services covering commercial

and investment ban(ing on the wholesale side and transactional branch

ban(ing on the retail side 'he ban( has three (ey business segmentsG


39/110

from the domestic business houses and prime public sector companies t is

recogni$ed as a leading provider of cash management and transactional

ban(ing solutions to corporate customers% mutual funds% stoc( e&change

members and ban(s

R#tai Ban!ing

'he objective of the !etail *an( is to provide its target mar(et customers a

full range of financial products and ban(ing services% giving the customer a

one-stop window for all hisher ban(ing re3uirements 'he products are

bac(ed by world-class service and delivered to customers through the growing

branch networ(% as well as through alternative delivery channels li(e #'4s%;hone *an(ing% )et*an(ing and 4obile *an(ing

'he HDFC *an( ;referred program for high net worth individuals% the HDFC

*an( ;lus and the nvestment #dvisory


40/110

Pithin this business% the ban( has three main product areas - Foreign

:&change and Derivatives% =ocal Currency 4oney 4ar(et J Debt pper 'ier *onds rated by C#!: and C!pper 'ier bond issues

C!


41/110

above% the ratings awarded were the highest assigned by the rating agency for

those instruments

Cor3orat# -o#rnanc# Rating

'he ban( was one of the first four companies% which subjected itself to aCorporate Aovernance and alue Creation ,AC rating by the rating agency%

'he Credit !ating nformation


42/110

MR& C&M& VASUDEV 6CHAIRMAN %F HDFC BANK7

4r C4 asudev has been appointed as the Chairman of the *an( with effect

from 0th @uly ."1" 4r asudev has been a Director of the *an( since

+ctober .""0 # retired #< officer% 4r asudev has had an illustrious career

in the civil services and has held several (ey positions in ndia and overseas%

including Finance


43/110

'he *an(6s *oard of Directors is composed of eminent individuals with a

wealth of e&perience in public policy% administration% industry and commercial

ban(ing


44/110

portfolio covers well over a million dwelling units HDFC has developed

significant e&pertise in retail mortgage loans to different mar(et segments and

also has a large corporate client base for its housing related credit facilities

Pith its e&perience in the financial mar(ets% a strong mar(et reputation% large

shareholder base and uni3ue consumer franchise% HDFC was ideally

positioned to promote a ban( in the ndian environment

BUSINESS F%CUS

HDFC *an(6s mission is to be a Porld-Class ndian *an( 'he objective is to

build sound customer franchises across distinct businesses so as to be the

preferred provider of ban(ing services for target retail and wholesale customer

segments% and to achieve healthy growth in profitability% consistent with the

ban(6s ris( appetite 'he ban( is committed to maintain the highest level of

ethical standards% professional integrity% corporate governance and regulatory

compliance HDFC *an(6s business philosophy is based on four core values -

+perational :&cellence% Customer Focus% ;roduct =eadership and ;eople

CA"ITA( STRUCTURE

#s on 81st 4arch% ."1. the authori$ed share capital of the *an( is !s 22"

crore 'he paid-up capital as on the said date is !s /09%88%70%2/"

,.8/%00%55%.7" e3uity shares of !s .- each 'he HDFC Aroup holds .812R

of the *an(6s e3uity and about 17.9 R of the e3uity is held by the #D<

AD! Depositories ,in respect of the ban(6s #merican Depository


45/110

CBo" > TIME BANK AMA(-AMATI%N

+n 4ay .8% .""5% the amalgamation of Centurion *an( of ;unjab with HDFC

*an( was formally approved by !eserve *an( of ndia to complete the

statutory and regulatory approval process #s per the scheme of amalgamation%

shareholders of C*o; received 1 share of HDFC *an( for every .9 shares of

C*o;

'he merged entity will have a strong deposit base of around !s 1%..%""" crore

and net advances of around !s 59%""" crore 'he balance sheet si$e of the

combined entity would be over !s 1%08%""" crore 'he amalgamation added

significant value to HDFC *an( in terms of increased branch networ(%

geographic reach% and customer base% and a bigger pool of s(illed manpower

n a milestone transaction in the ndian ban(ing industry% 'imes *an( =imited

,another new private sector ban( promoted by *ennett% Coleman J Co

'imes Aroup was merged with HDFC *an( =td% effective February .0%

.""" 'his was the first merger of two private ban(s in the )ew Aeneration

;rivate


46/110

'he *an( also has 1"%810 networ(ed #'4s across these cities 4oreover%

HDFC *an(6s #'4 networ( can be accessed by all domestic and international

isa4asterCard% isa :lectron4aestro% ;lusCirrus and #merican :&press

CreditCharge cardholders

TECHN%(%-Y

HDFC *an( operates in a highly automated environment in terms of

information technology and communication systems #ll the ban(6s branches

have online connectivity% which enables the ban( to offer speedy funds

transfer facilities to its customers 4ulti-branch access is also provided to

retail customers through the branch networ( and #utomated 'eller 4achines

,#'4s

'he *an( has made substantial efforts and investments in ac3uiring the best

technology available internationally% to build the infrastructure for a world

class ban( 'he *an(6s business is supported by scalable and robust systems

which ensure that our clients always get the finest services we offer

'he *an( has prioritised its engagement in technology and the internet as one

of its (ey goals and has already made significant progress in web-enabling its

core businesses n each of its businesses% the *an( has succeeded in

leveraging its mar(et position% e&pertise and technology to create a

competitive advantage and build mar(et share

BUSINESSES

HDFC *an( caters to a wide range of ban(ing services covering commercial

and investment ban(ing on the wholesale side and transactional branch

ban(ing on the retail side 'he ban( has three (ey business segmentsG


47/110

including wor(ing capital finance% trade services% transactional services% cash

management% etc 'he ban( is also a leading provider of structured solutions%

which combine cash management services with vendor and distributor finance

for facilitating superior supply chain management for its corporate customers

*ased on its superior product delivery service levels and strong customer

orientation% the *an( has made significant inroads into the ban(ing consortia

of a number of leading ndian corporates including multinationals% companies

from the domestic business houses and prime public sector companies t is

recognised as a leading provider of cash management and transactional

ban(ing solutions to corporate customers% mutual funds% stoc( e&change

members and ban(s

R#tai Ban!ing

'he objective of the !etail *an( is to provide its target mar(et customers a

full range of financial products and ban(ing services% giving the customer a

one-stop window for all hisher ban(ing re3uirements 'he products are

bac(ed by world-class service and delivered to customers through the growing

branch networ(% as well as through alternative delivery channels li(e #'4s%

;hone *an(ing% )et*an(ing and 4obile *an(ing

'he HDFC *an( ;referred program for high net worth individuals% the HDFC

*an( ;lus and the nvestment #dvisory


48/110

ac3uiringM business with over 15"%""" ;oint-of-sale ,;+


49/110

*onds and >pper 'ier *onds rated by C#!: and C!pper 'ier bond issues

C!


50/110

A


51/110

Finance #sia 8 B#st Manag#5 Co/3an0

8 B#st CE% 8 Mr& A5it0a "uri

>' 4utual Fund

C)*C ' 15

Financial #dvisor

#wards ."11

8 B#st "#r1or/ing Ban! 8 "riat#

#sian *an(er

nternational

:&cellence in !etail

Financial


52/110

*est *an(


53/110

."11

*# *an(ing

'echnology #wards

."1"

Pinner -

1 'echnology *an( of the ?ear

. *est +nline *an(

8 *est Customer nitiative

/ *est >se of *usiness ntelligence

2 *est !is( 4anagement p -

*est Financial nclusion

DC F# #wards

."11

Ec##nc# in Custo/#r E3#ri#nc#

53

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54/110

.?'?

+utloo( 4oney

."1" #wards

B#st Ban!

*usinessworld *est

*an( #wards ."1"

B#st Ban! 6(arg#7

'eacher6s

#chievement

#wards ."1"

,*usiness

Mr& A5it0a "uri

'he *an(er and

;P4 ."1" Alobal

;rivate *an(ing

#wards

B#st "riat# Ban! in In5ia

:conomic 'imes

#wards for

Corporate

:&cellence ."1"

Busin#ss (#a5#r o1 th# Y#ar 8 Mr& A5it0a "uri

Forbes #sia Fa* @? Co/3ani#s 8 @th 0#ar in a ro$

)D' *usiness

=eadership #wards

."1"

B#st "riat# S#ctor Ban!

$he anker

4aga$ine


55/110

*an(ing #wards

."1"

%#ra B#st Ban!

B#st "riat# S#ctor Ban!

B#st "riat# S#ctor Ban! in SME Financing

nstitutional

nvestor 4aga$ine

;oll

HDFC Ban! MD, Mr& A5it0a "uri a/ong Asian Ca3tains o1

Financ# .?'?

D!*' 'echnology

.""9 #wards


56/110

#sian *an(er

:&cellence #wards

."1" B#st R#tai Ban! in In5ia

Ec##nc# in Auto/o*i# (#n5ing

B#st M>A Int#gration

T#chnoog0 I/3#/#ntation

'he #sset 'riple #

#wards

B#st Cash Manag#/#nt Ban! in In5ia

:uromoney ;rivate

*an(ing and Pealth

4anagement ;oll

."1"

'7 B#st (oca Ban! in In5ia 6s#con5 0#ar in a ro$7

"riat# Ban!ing S#ric#s o#ra 6/o#5 u3 1ro/ No& . ast

0#ar7

Financial nsights

nnovation #wards

."1"

Innoation in Branch %3#rations 8 S#r#r Consoi5ation

"ro+#ct

Alobal Finance

#ward

B#st Tra5# Financ# "roi5#r in In5ia 1or .?'?

. *an(ing

'echnology #wards

.""9

'7 B#st Ris! Manag#/#nt Initiati# an5 .7 B#st Us# o1 Busin#ss

Int#ig#nc#&


57/110

Pe are aware that all these awards are mere milestones in the continuing%

never-ending journey of providing e&cellent service to our customers Pe are

confident% however% that with your feedbac( and support% we will be able to

maintain and improve our services

TERMS AND C%NDITI%NS %F HDFC BANK2

1 Aeneral - applicable to all services

.


58/110

S


59/110

'otal Deposits 297%0.%1"%882.9 -

'otal


60/110

CHA"TER8G

•

C%NCE"TUA( FRAME 4#) !:!C: 4#)#A:4:)' +F HDFC *#)G-

'& M%DE %F A""%INTMENTG

'he appointment to various points shall be made in the following mannerG-

BY DIRECT RECRUITMENT28

60


61/110

a 'he 3ualifications for direct recruitment shall be such as specified in

the staffing pattern

b 'he appointment shall be made according to the merit list drawn at the

time of selection

c #ll appointments e&cept to class- services shall be made on the

recommendations of the selection Committee consisting of the

followingG-

BY "R%M%TI%N

a& #ppointment by promotion to the ne&t higher post in the respectivediscipline in any category shall be made on the basis of V


62/110

4& ATTENDANCE AND (ATE C%MIN-28

)o employee shall enter or leave the premises of the :stablishment accept by

the gate or gates meant for this purpose

#n employee who is off his duty or has resigned or has been discharged or

declared by the competent 4edical #uthority to be suffering from any

contagious or infectious disease% shall immediately leave the premises of the

:stablished and shall not enter any part of it% e&cept with the e&press

permission of the competent authority

#ll employees shall be liable to be searched both at the time of entry and e&it

at the main entrance of the :stablishment by an authori$ed person of the same

se& with due dignity

f more than one shift is wor(ing% the employee shall be liable to be

transferred from one shift to another

G& SENI%RITYG

a 'he seniority of an employee under these rules shall be determined in a

particular category of post on the basis of the length of service on that

post provided that in the case of employees appointment by the direct

recruitment which join within the period specified in the order of

appointment or within such period specified by direct recruitment who

join with in the period specified in the order of appointment or within

such period as may from time to time be e&tended by the appointing

authority% subject to a ma&imum of one month from the data of order

of appointment% the order of merit determined% shall not be disturbed

;rovided further that in the case a candidate is permitted to join the

service after the e&piry of the said period of one month% his seniority

shall be determined from the data he joins the service

b


63/110

employees of HDFC *#)% shall be determined in the following

mannerG-

1 #n employee who was wor(ing in the higher pay scale at the

time of permanent transfer shall ran( senior to the employee

wor(ing in the lower pay scale on that date

@& "%STIN- AND TRANSFERES2

4anaging Director shall be competent to post transfer any employee within

the establishment He shall also be competent to transfer an employee against

any e3uivalent post or along with post

#s and when considered necessary in the internet of wor( and upon re3uest

from HDFC *#) the services of an employee of *#))A )D>


64/110

& B%NUS2

:mployees of the HDFC *#) shall b entitled to payment of the *onus

under the payment of *onus #ct% 1902 as amended or re-enacted from time to

time

J& MEDICA( BENEFITS2

#n employee% as and when covered under the ;


65/110

4anaging Director may wit the concurrence of HDFC *#) to attend a

seminar wor(shoptraining within the country or abroad in accordance with

the instructions of the !egistrar% as may be issued from time to time

'4& (EAVE2

#ll the employees of HDFC *#) shall be entitled to the following (inds of

leaveG-

;!=:A: =:#: ,=:#: P'H P#A:


66/110

'he resignation tendered by the employee may be accepted by the appointing

authority

'@& SU"ERANNUATI%N RETIREMENT

:very employee of HDFC *#) shall be superannuated on the afternoon of

the last day of the month in which he attains the age of 25 years

)ot with standing anything contained in !ule 171 above% an employee may be

permitted at his own re3uest to retire room the service of the HDFC *#) on

attaining the age of 2" years or after ." years of service at any time by the

appointing authority provided three months notice

# thing contained in rule 171 and 17. above% the appointing authority shall%

if it is of the opinion after reviewing the entire service record of an employee

that he is not fit to be retained in the service and that it is in the interest of the

=ife nsurance

'& Ma+or /iscon5ucts2

Pithout prejudice to the generality of the term% misconductE% the followingacts of communion or omission shall% interlaid% constitute specific acts of

4ajor 4isconduct on the part of the employeeG

1 *reach or habitual breach of any standing instructions or rules

regulations% conditions of the appointment letter or orders issued by

the establishment from time to time

. #cting in any manner prejudicial to the inertest or reputation of theestablishment% disregard of any operation J maintenance

8 )egligence or habitual negligence of duty or la$iness or in

efficiency or incompetence or malingering or neglect of wor( or

carelessness in wor(% poor or unsatisfactory performance

intentionally bring narcotic% li3uor or other into&icating things in

premises or reporting

66


67/110

/ Doing private or personal wor( during wor(ing hours% engaging in

any other trade% business profession% service of the :stablishment

without while in the competent authority

'& "UNISHMENTS F%R MA)%R MISC%NDUCTS2

+ne or more of the following punishments may be imposed on an employee

who is found guilty of a major misconduct% namelyG-

1


68/110

'J& "R%CEDURE F%R A


69/110

'he en3uiry officer shall on the conclusion of the en3uiry% submit his report in

writing giving his findings with the reasons therefore to the authority

A""EA( A-AINST "UNISHMENT2

♣ #n appeal against the orders of the competent authority imposing

punishment% under rules .9 and 8" of these riles shall lie to the board

of directors of the HDFC *#) 'he board shall constitute a

committee consisting of chairman% nominee of HDFC *#)% nominee

of !Cs and nominee of )DD* to e&amine the appeal on the basis of

records

♣ #n appeal shall be filled within a period of 8" days from the data on

which the appellant receives a copy of the order appealed against or is

deemed to have received

♣ 'he appellate authority may after consideration of the case and on

recording sufficient reasons yet aside% reduce% confirm or enhance the

punishment and its decides to enhance the punishment% the accused

employee shall be given an opportunity to show cause against such

enhancement

.'& SUS"ENSI%N2

n a case where it is considered that the employee be suspended pending

en3uiry% the competent authority may suspend the employee pending issues of

a charge sheet or subse3uent domestic en3uiry or till the final orders are

passed on the en3uiry case Phere criminal proceeding against an employee in

respect of any offence involving moral turpitude is pending and the competent

authority is satisfied that it is necessarydesirable to place the employee under

suspension% the competent

SUBSISTENCE A((%


70/110

o #n employee shall be paid during the period of suspension subsistence

#llowance X 2" R of the wages to which the employee was entitled

to immediately preceding the date of such suspension for the first 9"

days of suspension and 72R of such wages for the remaining period of suspension

o 'he payment of subsistence #llowance to the suspended employee

shall be subject to his processing a certificate every month about his

having not ta(en up any other employment and his having remained at

the head 3uarters

..& SERVICE REC%RDS2

'he following service reords shall be maintained in respect of an employee of

HDFC *#)

i personal File

ii service boo(

iii #C! file

RESIDENTIA( ADDRESS %F EM"(%YE

#n employee shall notify to the HDFC *#) immediately on engagement%

li(e details of his residential addresses and thereafter promptly communicate

to the HDFC *#) any change in his residential address

ANNUA( C%NFIDENTIA( RE"%RTS2

#C!< of employees shall be written on yearly basis ,#pril to march in the

prescribed format 'he entries in the #C! of an employee sall be ta(en into

account while deciding the case of promotion% ;roficiency step up% pre-mature

increment,s etc 'he adverse remar(s in the #C! of an employee% if any %hall

be communicated to him in writing 'he employee to whom adverse remar(s

are conveyed may ma(e a representation for review of the adverse remar(s n

this regards the following time schedule shall be followedG-

70


71/110

1 ;eriod of communication of adverse

remar(s to the official concerned

Pithin 8" days of the receipt from

the final accepting authority

. ;eriod for receipt of representation

against adverse remar(

Pithin thirty days from the date of

receipt of adverse remar(s

8 Final decision on the representation

on receipt of comments of

reporting reviewing accepting

authority

Pithin 8" days of the receipt of

comments on the representation from

the reporting reviewing accepting

authority

)+': N )o further representation shall lie against the final decision

)+':- 'he representation against adverse remar(s received after the e&piry

of the stipulated period shall be rejected straight way

.4& -RIEVANCE REDRESSA( "R%CEDURE2

#ny employee having a cause for complaint about his wor( or wor(ing

conditions shall have a right to present a cause for investigation and

consideration within two days of rising of the cause 'he procedure for theredress shall be as followsG-

Stag# I

'he employee having a cause for complaint shall in the first place% discuss it

with his immediate supervisor

Stag# II

f a satisfactory solution of his problem is not bound with si& days his

discussion of the complaint% he shall approach his sectional head departmental

head through his immediate supervisor

Stag#8III

f the problem is not yet resolved% the aggrieved employee may re3uest for the

consideration of his cause by the Arievance community constituted as under

with an intimation to the =abor-cum conciliation officers of the areas

71


72/110

72


73/110

CHA"TER N%& @

SURVEY

• D#'# C+==:C'+)

• F+C>< A!+>;

•


74/110

e&tended to +rgani$ations with varying employee strength% turnover and

industry sectors ;age / VH!s )e&t #genda :rnst J ?oung - )H!D H!

;ractices


75/110

Ta#nt AcLuisition > E/3o0#r Bran5ing2 8 nternal recruitment preferred

to e&ternal recruitment ;ositive corporate reputation biggest draw for hiring

suitable talent ,1""R Pell defined :mployee alue ;roposition highly co-

related with organi$ation si$e ,especially for those with employee strength

e&ceeding 1""

Ta#nt AcLuisition > E/3o0#r Bran5ing G- 'he real challenge is how to

attract speciali$ed talent% together with building solid employee engagement

"#r1or/anc# Manag#/#nt an5 M#asur#/#ntG- ndividual goals not well

aligned to business goals ,7"R Communication of performance feedbac( and

ratings to employees are areas of improvement ,7"R )ormali$ation of

!atings N important practice for rationali$ing ratings and maintaining costs

,5"R ;4< =in(ages to bonus highest in Financial


76/110

communication and feedbac( mechanisms nvolvement of employees in

decision ma(ing low ,72R Confidence and trust in subordinates is an issue

,0"R

76


77/110

C%((ECTI%N %F DATA28

'he tas( of data collection begins after a research problem has been defined

and research designplan chal(ed out 'he collection of data is done to

support tour findings and interest the result whether the result you have

found in according to your hypothesis or not 'he data can be collected by

various methods 'hese are broadly classified into two ways% as followsG

• "RIMARY DATA

• SEC%NDARY DATA

"RIMARY DATA28

'he primary data are those which are collected a fresh and for the first time

and thus happen to be original in character Pe collect primary data during the

course of doing e&periments in an e&perimental research t is the first hand

data and nobody else has collected this before 'here are various ways of

collecting primary data% these are as followsG

1 +bservation method

. nterview method

8 Iuestionnaires

/ +ther methods

SEC%NDARY DATA2

1 From nternet

. 4aga$ines and )ews ;apers

8& Aovernment ;ublications

77


78/110

F%CUS -R%U"

'he following H! ;ractices are highlighted in this project

1 'he main focus in this project is given on the recruitment and selection

process of the company f the company is select the right candidate for

the right person then the company has not to spend the money on the

recruitment process% if the company can select the right candidate% the

candidate can easily spend latest 2-7 years with the organisation

.


79/110

"o3uation Si;# 2 E/3o0## o1 HDFC BANK on DE(HI Branch#s&

Sa/3# Si;# 2 1"" :mployees of HDFC BANK on DE(HI

Branch#s&

Sa/3ing M#tho52


80/110

'he organi$ation may adopt welfare policies such as

o 'ransportation facility

o Canteen facility with brea(fast% lunch and dinner facility along

with refreshments

o Canteen could be free% subsidi$ed %paid *ut the most preferred

one is through subsidi$ed mode

o 'he organi$ation must also possess first aid facilities for its

staff # well-versed rehabilitation of injured staff and an on

duty doctor or an ambulance should be always provided

o 'he organi$ation must also possess a grievance handling

committee despite a union to ta(e an action for their problems

t could be a three tier of four-tier grievance committee

80


81/110

DATA ANA(YSIS AND INTER"RETATI%N

Data #nalysis and interpretation is conducted on 1"" employees of HDFC

*#)

1 How long you are wor(ing in the organi$ationO

YEARS


82/110

.& Ar# 0ou co/1orta*# $ith th# $or!ing #niron/#nt


83/110

4&


84/110

G&


85/110

%"TI%N N% %F RES"%NDENT "ERCENTA-E

YES @ @

N% 4@ 4@

T%TA( '?? '??

65%

35%

No.of respondent

yes

no

Fin5ing

#bout 02R of employee are satisfied with recruitment process in the company

because as per their vacancy in the organi$ation the manager chec( the C of

that candidate whatever they want from the candidate is to be there or not and

then personal and technical interview and 82R are satisfied recruitment process as the candidate may have competence but it is not mention in the C

and may not have preferred well were rejected

& Ar# 0ou satis1i#5 $ith 0our organi;ation saar0 incr#/#nt 3oic0

85


86/110

H 0G 'he organi$ation salary increment policy is not effective

H 1G 'he organi$ation salary increment policy is effective

%"TI%N N%&%F RES"%NDENT "ERCENTA-E

YES G G

N% .4 .4

CANT SAY 4? 4?

T%TA( '?? '??

47%

23%

30%

no.of respondent

yes

no

#an$t say

Fin5ing

#bout /7R of employee are satisfied the organi$ation salary increment policy

because most of the employee in the organi$ation consider that the salary

increment policy is good% .8R of employee are not satisfied the organi$ation

salary increment policy because most of the employee is not agree what

increment they had given is not up to the mar( as per their profession and 8"R

of employee cant say anything because they want to do the wor( what salary

organi$ation provide to the employee they are happy


87/110

H 0G 'H: '!#))A ;!+C:D>!: < )+' :FF:C':

H 1G 'H: '!#))A ;!+C:D>!: < :FF:C':


YES

N% 4. 4.

T%TA( '?? '??

yes no

0

10

20

30

40

50

60

70

no.of respondent

noo respondent

Fin5ing

#bout 05R of employee are satisfied training procedure given in the

organi$ation because the trainee should understand each and every thing what

trainer should teach in the organi$ation is about the internal training as well as

e&ternal training and 8.R of employee are not satisfied training procedure

given in the organi$ation because the training provided to the trainees which is

not as per the aptitude and attitude% proficiency level of an employee


88/110

H 0G 'H: !:A>=#! '!#))A < )+' :FF:C':

H 1G 'H: !:A>=#! '!#))A < :FF:C':

%"TI%N N%& %F RES"%NDENT "ERCENTA-E

YES . .

N% 4 4

T%TA( '?? '??

62%

38%

no.of respondent

yes

no

Fin5ing2

#bout 0.R of employee says Vyes should get the regular training in the

organi$ation because on these training trainee should understand each and

every thing what trainer should teach in the organi$ation and 85R of employee

says Vno shouldnt get the regular training in the organi$ation because training

is provided once in the career and if they dont perform they are terminated

from a job


89/110

J& Do#s th# 3r#s#nt 3#r1or/anc# a33raisa /##t 0our car##r

a5anc#/#nt

H 0G 'he present performance of an employee is not being appraised

through career advancement H 1G 'he present performance of an employee is being appraised

through career advancement


YES

N%

CANT SAY . .

T%TA( '?? '??

67%6%

27%

no.of respondent

yes

no

#an$t say

Fin5ing

#bout 07R of employee says Vyes% 0R of employee says Vno and .7R of

employee says cant say


90/110

H 0G 'he promotion activities are not satisfied in the organi$ation

H 1G 'he promotion activities are satisfied in the organi$ation

77%

23%

no.of respondent

yes

no

Fin5ing2

#bout 700/R of employees are satisfied with the promotion activities in the

organi$ation because the ran(ing method is used in the organi$ation for the

promotion activities and .880R of employees are not satisfied with the

promotion activities in the organi$ation #ccording to that ran(ing method is

90


YES &G &G

N% .4&4 .4&4

T%TA( '?? '??


91/110

used for appraising the performance and there is no individual initiated which

can focus on development


92/110

FINDIN-S %F STUDY2'he findings during the wor( carried out by me can be categori$ed into two

categories as it is said that every coin has two sidesG-

A7 "ositi# 1in5ings28

1 # majority of employees feel that recruitment process carried out in the

company is satisfactory 4anagement is also satisfied with the process of

recruitment to some e&tent

. n HDFC *#) most of the employees feels that the H! department is

good #bout 25R of the managers say that they prefer both internal as well as

e&ternal source for recruitment and selection

8 #lmost all the employees are satisfied with the training activities conducted

in the organisation 05R of the employees have achieved their training

objectives

/


93/110

.


94/110

SU--ESTI%NS

#s in the competitive world where the need for every organi$ation to prove

itself the best and ma(e an outstanding and remar(able progress is the need%

no fact could be left ignored :very organi$ation must (now the shortcomings

and must try to go for building up the shortcomings #n ethical practice in any

organi$ation could only be achieved if the organi$ation wor(s for the well

being of its employees :very organi$ation must possess a basic structure and

the organi$ation must be capable enough to reward its outstanding performers

and must appreciate the initiative wor(s

#ccording to the survey been conducted with various H! heads of various

organi$ations here are few suggestions from their sideG

INDUCTI%N "RACTICES

nduction is must in every organi$ation for all level of employees to ma(e

them well (nown of the industry they are wor(ing in

'he best ways to perform induction may be through

o =ectures

o ;ower point presentations prepared e&plaining companys

policies

o 'hrough


95/110


96/110

BEHAVI%RA( TRAININ-

*ehavioral training is boon for any organi$ation

'he organi$ation could provide on the job training% which is 3uite

common and most adopted 'he organi$ation may also go for outdoor

training

@ob rotation could be preferred which could ma(e the employee s(illed

in overall wor(ing of an organi$ation

'he organi$ation may provide a basic training for F!


97/110

REC%MMENDATI%NS

For all the programs the organi$ation must follow feedbac( method to

understand the effectiveness of any practice in a better way

Holistic views of induction should out show both positive and negative

aspects of the organi$ation 'his ultimately let the employee (now about

both the phases of the policies adopted by the organi$ation

;ractice of providing a brief presentation of the company and a boo(let for

rules and regulations of company must be maintained so that the employee

could go through it whenever re3uired

ndividual should concentrate more while training Phen an organi$ation

invest on training of an employee% the purpose of training serves the

mutual benefit of both organi$ation and the employee 'hus% the employee

should be more oriented towards drawing as much benefits as he can

:mployees are supposed to understand their role for particular training

program

Company must maintain training manuals or training charts and training

report submitted by the trainee 'his% practice not only (eeps a maintained

record of the programs been conducted but also (eep the employee (nown

of the (nowledge gained by him which could later be utili$ed

# pre- evaluation and post evaluation practice should be followed to

understand the success of training and the training could be then

effectively used to fill gaps later

Continuous training module should be conducted% personality development

training should be provided

'o motivate the employees

;erformance awards could be given every year

97


98/110

ncentives could be paid


99/110

INITIATIVE SU--ESTI%NS

:mployees familys involvement in motivating employee is the (ey

element t creates a special pressure point

o Drawing competitions of children could be organi$ed

o


100/110

picnics% family outings% annual days% sport days% functions% and parties 'he

organi$ation must consider its employees as its family members and must

provide some profit sharing policy such as :


101/110

CHA"TER N%&

BIB(I%-RA"HY

Boo!s

;:!4#) !:!C: 4#)#A:4:)'

• D:C:)Y+ J !+**)<

H>4#) !:!C: 4#)#A:4:)'

• A#!? D:


102/110


103/110

,1[[[[[[[[[[[[[[[[[

,.[[[[[[[[[[[[[[[[[,8[[[[[[[[[[[[[

INDUCTI%N "R%-RAM

'7 Does the company provide induction for new employees

,yesno

.7 Phat are ways of induction

o Diaries

o 4anuals

o *rochures

o Company cds

o

#ny other% pleasespecify[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

47 who participates in delivering the functionO

o H!department

o !elated department

o #ll departments

o #ny% other please

specify[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

/ Does induction is

o


104/110

o :mployee satisfaction surveys

o ;erformance evaluation

o #ny other% please specify[[[[[[[[[[[[[[[[[[

5 Do the organi$ation follow any induction

scheduling[[[[[[[[[[[[[[O

9 #ny other best induction practices you would li(e to share

[[[[[[[[[[

[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

[[[[[[ BEHAVI%RA( TRAININ-

'7 How does the company recogni$e the need for trainingO

o Through Lu#stionnair#s

o ;erformance monitoring

o !eference from supervisor

o

#bsence in prideo Defective 3uality product

o >nsatisfactory promotions

o #ny others% please

specify[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

[[[[[[

. Phat type of training is conductedO

o +n the job training

o Class room sessions

o +nline training

o #pprentice 'raining

o +utdoor training

104


105/110

o #ny other please specify

[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

8 Pho gives the trainingO

o nternal trainer

o :&ternal trainer

o #ny other% please

specify[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

G7 what is the percentage of employee involved in

training[[[[[[[[[

@7 what is the annual budget for

training[[[[[[[[[[[[[[[[[[[[[[

7 what is the module duration of

training[[[[[[[[[[[[[[[[[[[[[[[[[

7 How do you ta(e feedbac( of training

program[[[[[[[[[[[[[[[[[[

[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

[

5 ;lease provide us any other information to help us

understand the measurement of training

effectiveness[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

9 #ny best practice in training you would li(e to

share[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

[[[[[[[

105


106/110

M%TIVATI%NA( T%%(S

1 Does the company provide any recreational activities, you

can mar( more than one option in case applicable

o ;icnics

o 'ours

o Family outings

o )one

o #ny other% please specify

[[[[[[[[[[[[[[[[[[[[[

. Does the company provide any profit sharing policy

o :


107/110

o ;arties

o Functions

o Aet together

o Community meetings

o #ny other% please specify

/ does the company provide any retirement benefits

o Aratuity

o !


108/110


109/110

5 Does the company has any special aid facility, you can mar(

more than one option if

applicable

o +n duty doctors

o #ny collaboration with hospitals

o #mbulance for emergency

o First aid (it

o )one

o #ny other please

specify[[[[[[[[[[[[[[[[[[[[[[[[[[[

[[[[[[

9 Does the company adopt any on job safety measures

o Fire safety

o :lectric shoc( safety

o !adiation safety ,if any

o #ny harm while handling the machinery

o )one

o f any other please

specify[[[[[[[[[[[[[[[[[[[[[[[[[[[

[[[[

1" Phat policy do the company has for rehabilitation of injured

staff[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

11 Phat are the grievance handling procedures of the organi$ation [[[[[[

[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

1. #ny other welfare related initiative you would li(e to

share[[[[[[[[[[[[[[

[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

[[[[

109


110/110

hr practices and policies on bank

Documents