Human Resource Management in Banking Sector State Bank

of India

A Project Submitted to
University of Mumbai for partial completion of the degree of
Bachelor of Management Studies
Under the Faculty of commerce

By

MR. PARKAR NABIL NIYAZ

TY BMS (2020 - 2021)

Under the Guidance of

PROF. VIJAYA BHOSLE

I.C.S. COLLEGE OF ARTS, COMMARCE AND SCIENCE

TAL – KHED, DIST – RATNAGIRI – 415 709

2021 - 2022
 Acknowledgment

To list who all have helped me is difficult because they are so numerous
and the depth is so enormous.
I would like to acknowledge the following as being idealistic channels and
fresh dimension in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me

chance to do this project.
I would like to thank my Principal, G.B. SARANG for providing the
necessary facilities required for completion of this project.

I take this opportunity to thank our Coordinator SACHIN BHOSALE,

for her moral support and guidance.
I would also like to express my sincere gratitude towards my project guide
Prof. VIJAYA BHOSALE Madam whose guidance and care made the
project guidance and care made the project successful.
I would like to thank my College Library, for having provided various
reference books and magazines related to my project.
Lastly, I would like to thank each person who directly or indirectly helped
me in the completion of the project especially my Parents and peers who
supported me throughout the project.
 Certificate
This is to certify that MR.PARKAR NABIL NIYAZ has work and duly
completed her project for the degree of Bachelor of Management Studies
under the Faculty of commerce in the subject of______________________
and her project is entitled, “HUMAN RESOURCE MANAGEMENT IN
BANKING SECTOR STATE BANK OF INDIA” under my
supervision.
I further certify that the entire work has been done by the learner under my
guidance and that no part of it has been submitted previously for any
Degree or Diploma of any University.
It is her/his own work and facts reported by her/his personal findings and
investigation.

Name and signature

of Guiding Teacher

Date of submission:
 Declaration

I the undersigned MASTER PARKAR NABIL NIYAZ here by, declare

that the work embodied in this project work titled HUMAN RESOURCE
MANAGEMENT IN BANKING SECTOR STATE BANK OF INDIA
form my own contribution to the research work carried out under the
guidance of VIJAYA BHOSALE is a result of my own research work has
not been previously submitted to any other University for any other/
Diploma to this or any other university.
Wherever reference has been made to previous works of other, it has been
clearly indicated as such and included in the bibliography.
I, here by further declare that all information of this document has been
obtained and presented in accordance with academic rules and ethical
conduct.
Name and signature of the learner

Certified by
Name and signature of the Guiding Teacher
 INDEX

CHAPTER. TITLE OF THE CHAPTER PAGE

NO NO.
1 Introduction 7 to 11
1.0 Executive summery
1.1 Introduction of Human Resource
Management (HRM)
2 Objectives Of Project 12
3 Hypothesis 13
4 Research Methodology 14
5 Limitation 15
6 Profile of the organization 16
7 Project Work Undertaken 17 to 66
8 Data analysis and interpretation 67 to 80
9 Findings 81
10 Conclusion 82
11 Recommendation 83
12 Annexure 84 to 89
 CHAPTER 1: Introduction.
1.0 Executive Summary:

A study on “Human Resource Management in Banking Sector State Bank

of India (SBI)”. The objective of the research was to study the various
functions of HRM and their relevance in achieving the targeted bank
objectives.
Human resource management or personnel management is the activity of
managing personnel, usually employees. In any organization, managing
personnel is the process of making sure the employees (not the customers)
are as productive as they can be. This can include hiring, firing, or
transferring people to/from jobs they can do most productively.
A business units needs employees to look after different activities. This is
called manpower or Human Resource needs to be development fully so
that it will make positive contribution for the progress and prosperity of a
business unit. For this systematic development and management of human
resource is necessary. HRM includes various schemes arranged for
providing education, guidance, training and opportunities to learn and
develop employees of all categories and working in different departments.
There is an integrated use of sub-systems (training, career development) in
the HRM programme.
All companies invest huge money on HRM activities but such expenditure
is absolutely essential for survival in the present competitive business
world. HRM programmes create matured, skilled efficient manpower,
which is a valuable asset of a business unit.
HRM programmes are needed in order to create stable, efficient, skilled
and matured manpower required by an enterprise for the present and future
period.
HRM programmes are necessary for survival in the present competitive
marketing environment. An enterprise can face market competition only
by improving quality, reducing costs and avoiding wastages. All this is
possible through HRM.

1.1 Introduction to Human Resource Management (HRM):

Human Resource Management (HRM) deals with difference aspects of
human resource (manpower) employed in an organization. Organizations
are made up of people (employees working at different management levels)
and function through people. Human Resource Management (HRM) deals
with the manpower employed in an organization. It deals with their
problems, grievance, and also with their training, development, promotions
and so on.HRM is concerned with managing available manpower for the
benefits of the organization. HRM is concerned with human resource
planning, recruitment and selection of manpower, training and
development of manpower, compensation payment to manpower and also
so on.

1.2 Meaning of Human Resource Management:

A business unit needs employees to look after different activities. This is
called manpower or human resource. Such human resource needs to be
developed fully so that it will make positive contribution for the progress
and prosperity of a business unit. For this systematic development and
management of human resources is necessary. Human Resource
Management (HRM) deals with:
(a) Training
(b) Self-development
(c) Promotions

(d) Performance appraisal of manpower recruited in an organization.

HRM is an organized learning experience aimed at matching the
organizational need for career growth and development. It is a process
involving series of learning activities designed to acquire desired level of
competence among employees. HRM is a continuous process and it needs
money. Such investment creates a team of efficient, skilled and trained
manpower which brings success and stability to a business unit. HRM
programs offer long term benefits to an organization.

1.3 Characteristics of Human Resource Management:

(1) Upgrading Manpower:
HRM is basically concerned with the upgrading of manpower working in
an organization. This leads to improvement in the individual performance
of an employee and also corresponding improvement in the organizational
performance.

(2) Training and development of employees:

HRM includes various schemes arranged for providing education,
guidance, training and opportunities to learn and develop employees of all
categories and working in different departments. There is an integrated use
of sub-systems (training, career developments, organizational
development) in the HRM programs.

(3) Attention to learning and career development:

Learning, self-development, career developments are possible through
HRM programmes. These are the core areas of HRM. Career development
is possible through joining training courses, reading books and periodicals.
Learning and career development raise the capacity of employees to work
at highest levels. They are given higher positions with monetary benefits.

(4) Organizational Development:

HRM includes organizational development, which includes effective
communication within the organization, coordination of different activities
elimination of conflicts of different types and creation of orderly
atmosphere in the whole organization.

(5) Team Spirit:

HRM is basically for developing team spirit in the whole organization. For
this, departments and levels of management are properly integrated. Team
spirit facilitates orderly growth of the organization in the right direction .

(6) Huge spending by Management:

All companies invest huge money on HRM activities but such expenditure
is absolutely essential for survival in the present competitive business
world. HRM programmes create matured, skilled and efficient manpower,
which is a valuable asset of a business unit.

(7) Termination of Employment:

Termination is an unpleasant part of any manager‘s job. Employees
occasionally must be terminated for breaking rules of failing to perform
adequately.

(8) Continuous Activity:

HRM is rightly treated as a continuous activity due to new developments
taking place regularly in the business world. For this, on the job and off the
job training programmes are introduced from time-to-time.

(9) Wide Scope:

The scope of HRM programmes is very vast. It is multi-disciplinary in
character. Training and guidance are given on different aspects of business
management to enable managers to deal with complex managerial
problems and challenges.

1.4 Challenges Faced By HR Manager in Organization:

Management itself is a challenging job. New problems and challenges
developed from time to time due to changes in the composition of business
environment. Every manager has to face such challenges of change in
relation to his area of operation. It is equally true to say that the area of HR
management is full of challenges in the new millennium.

-Current challenges face by to-day’s Human Resource Manager in

organizations are as explained below:
(1). Challenges relating to recruitment, selection and development of
manpower:
HR manger is concerned with recruitment, selection, training and
development of manpower. Here, he faces many challenges. Job seekers
are many but really capable person (employable) are few and are in great
demand in the employment market. How to get most suitable person and
how to make them stable in the organization is one challenge before the
personnel manager.

(2).Challenges relating industrial relations:

HR manager has to face many challenges in the area of industrial relations.
Cordial industrial relations are difficult to maintain due to excessive
demands of employees and lack of constructive approach on the part of
trade union leadership. Industrial disputes developed even due to minor
cause and disturb the orderly functioning of the industrial unit. How to
maintain cordial industrial relations over a long period is one important
challenge before HR manager.

(3). Challenges relating to provision of welfare facilities:

HR manager has to look after the provision of welfare facilities to
employees. He has to provide safety and security at the work place. This
responsibility also poses problems from time to time. Employees demand
additional welfare facilities. They also raise complaints regarding
inefficient administration of welfare facilities. There are financial
constraints while spending money on welfare activities. This makes the
financial welfare facilities complicated. This is one challenge before a HR
manager.

(4). Challenges relating to manpower managements:

HR manager has to look after certain functional activities such as
promotions and transfer, administration of grievance procedure, execution
of labour legislation and so on. This work is also complicated and leads to
dissatisfaction among the employees. Charges of partiality and favouritism
are made as regards promotions and transfers. It is necessary to introduces
fair personnel policies so as to avoid dissatisfaction among the employees.

(5). Challenges relating information collection, storage and ready

availability when required:
HR department has to collect and store lot of information regarding the
manpower employed in the organization. Such information may be
required urgently and also in the consolidated form. For this, computer
based information system needs to be introduced. How to introduce such
information system is one challenge before a present day HR manager.

(6). Challenges relating to research on personnel management:

HR manager has to undertake research activities in personnel problems,
policies, procedures and practices. Such research is useful for farming
personnel policies for the future period. How to conduct such research
activities within the resources and manpower available in the personnel
department is one challenge before HR manger.

(7). Challenges relating to expansion, modernization and automation:

Along with the expansion of business, automation and modernization of
many activities will be necessary. This may lead to retrenchment and the
problem of surplus manpower in the organization. The employees and
trade union may protests against such policies and may adopt and attitude
of non-co-operation. He will have to act as an agent of change and also
sensitive to the hardships of employees. This is a new challenge before HR
manager.

(8). Challenges relating to collective bargaining and other techniques

of labour participation in management:
HR manager has to play and important role in the process of collective
bargaining and workers’ participation in management. Both the activities
are important but difficult to introduce due to the negative attitude of
employees and their trade union relationship. How to secure co-operation
of employees and their unions in this regards is one challenge before the
present day HR manager.

(9). Challenges relating to the execution of the personnel policies:

Execution of various personnel policies is the responsibility of personnel
manager. Such policies need to be fare and also acceptable to employees
in general. In the absence of their support, new problems, disputes and
grievances are likely to develop. Here, the challenge before HR manager
is how to prepare fair personnel policies and how to secure co-operation of
employees in their execution.

(10). Challenges relating to trade union activities:

The job of HR manager relates to people employed in the organization. He
has to mange them properly for the benefit of the organization. However,
behavior is always uncertain. Employees may not appreciate personnel
policies which are actually favourable to them. They may come under the
influence of trade union leaders of political leader and appose management
as regards certain policies and programmer. This leads to new labour
problem which are difficult to deal with. In short, HR manager has to face
new challenges while dealing with trade unions and their leaders.

CHAPTER 2: Objectives of project.

1. To study the various functions of HRM and their relevance in achieving
the targeted bank objectives.
2. To study about the motivation factors influence the employee in public
sector banks.
3. To study about the effectiveness of training system as well as
performance appraisal system as followed in public sector banks.

CHAPTER 3: Hypothesis.
H1- The growth trends in the banking sector and vast opportunities
has made this sector attractive.
H2- They have developed HDR policies for competitiveness.
H3- Managers have good administrative skills to develop and manage
HRD policies taken the things together.
H0- Managers have no administrative skills to develop and manage
HRD policies taken the things together.

CHAPTER 4: Research Methodology.

Research methodology is a matter of collecting the data or information to
give meaning to the research. The term research methodology is form by
to different words ‘Research’ and ‘Methodology’. The definition of
research where is from person to person. As a process research is a series
of activities that are linked with starting from the identification of the topic
or the problem followed by hypothetical questions, data collection,
techniques, processing, analysis, selecting units of study and collecting
data, analyzing the hypothetical questions and finally presenting all the
process in the form of a report. However, methodology is defined as a
system of methods used for the study. According to Creswell (2014, 31)
research methods of data collection, analysis and interpretation.
According to the business dictionary, Research methodology is defined as
the process of collecting information by the help the of using various
methods such as interviews, journals, surveys, books, ect. For generating
facts and figures and also improving decision-making processing business
world (Business Dictionary 2018). Research methodology helps to develop
the decision making skills and gives more knowledge of scientific attitude
and disciplined thinking.

 Primary data:
Primary data is a type of data that is collected by researchers directly from
main sources through personal meeting.
-The primary source of data is respondents concerned and collected by
using a predefined questionnaire.
 Secondary data:
Secondary data is the data that has already been collected through primary
source and made readily available for researchers to use for their own
research.
- The secondary data were extracted from standard text books, websites,
and so on.

CHAPTER 5: Limitations

⮚The study is limited to the State Bank of India NCERT BRANCH. So

the study is subject to the limitation of area.
⮚The time period of the study was only two weeks which may provide a
deceptive picture in comparison of the study based on long run.

⮚Sampling size was of only 20, because only these people had attended
soft skill development training.

⮚State Bank of India only provides soft skill development training, not
skill based (product/process) training. So how can one evaluate the skill
based training is still unresolved.

⮚The study is based only on secondary & primary data so lack of keen
observations and interactions were also the limiting factors in the proper
conclusion of the study.

CHAPTER 6: Profile of the organization.

6.0 History of State Bank of India (SBI):
The roots of State Bank of India lies in the first decade of the 19th century
when the Bank of Calcutta latter renamed the Bank Bengal, was established
on 2 June 1806. The Bank of Bengle was one of three presidency banks,
the other two being the Bank of Bombay (incorporated on 15 April 1840)
and the Bank of Mdras (incorporated on 1 July 1843). All three presidency
banks where incorporated as joint stock companies and where the result of
royal charters. This three banks received the exclusive right to issue paper
currency till 1861 when, with the paper currency act, the right was taken
over by the Government of India. The presidency banks amalgamated on
27 January 1921, and the re-organised banking entity took as its name
imperial Bank of India the imperial Bank of India remained a join-stock
company but without government participation.
Pursuant to the provisions of the State Bank of India act of 1955, the
Reserve Bank of India, which is India’s central bank, acquired a controlling
intrest in the imperial Bank of India on 1st July 1955, the imperial Bank of
India became the State Bank of India. In 2008, the Government of India
acquired the Reserve Bank of India’s stake in SBI so as to remove any
conflict of interest because the RBI is the country’s banking regulatory
authority.
In 1959, the government passed the State Bank of India (subsidiary banks)
act. This made eight banks that had belong to princely states into
subsidiaries of SBI. This was at the time of the first five year plan, which
prioritised the development of the rural India. The government integrated
this banks into the State Bank of India system to expand its rural outreach.
In 1963 SBI merged State Bank of Jaipure (est.1943) and State Bank of
Bikaner (est.1944)
SBI has acquired local banks in rescues. The first was the Bank of Bihar
(est.1911), which SBI acquired in 1969, together with its 28 branches. The
next year SBI acquired Nation Bank of Lahore (est.1942), which has 24
branches five years later, in 1975, SBI acquired Krishnaram Baldeo Bank,
which had been established in 1916 in Gwalior State, under the patronage
of Maharaja Madho Roa Scindia. The bank had been the Dukan Pichadi, a
small moneylender, owned by the Maharaja. The new bank’s first manager
was Jall N. Broacha, a Parsi. In 1985, SBI acquried the Bank of Cochin in
Kerala, which had 120 branches. SBI was the acquried as its affiliate, the
State Bank of Travancore, already had an extensive network in Kerala.
There was, even before it actually happened, a proposal to merge all the
associate bank into SBI to create a single very large bank and streamline
operations.
The first step towards unification occurred on 13 August 2008 when State
Bank of Saurashtra merged with SBI, reducing the number of associate
state banks from seven to six. On 19 June 2009, the SBI board approved
the absorption of State Bank of Indore, in which SBI held 98.3%.
(Individuals who held the shares prior to its takeover by the government
held the balance of 1.7%.)
The acquisition of State Bank of Indore added 470 branches to SBI’s
existing network of branches. Also, following the acquisition, SBI’s total
assets approached rupees 10 trillion. The total assets of SBI and the State
Bank of Indore were rupees 9,981,190 million as of March 2009. The
process of merging of State Bank of Indore was completed by April 2010,
and the SBIndore branches on 26 August 2010.
On 7 October 2013, Arundhati Bhattacharya became the first women to be
appointed Chairperson of the bank. Mrs. Bhattacharya received an
extension of two years of service to merge into SBI the five remaining
associate banks.

6.1 Hierarchy of Authority of State Bank of India:

Here is the hierarchy of authority of State Bank of India:-

Chairman
Managing Directors
Deputy Managing Directors
Chief General Managers
General Managers
Deputy General Managers
Assistant General Managers
Chief Managers
Managers
Deputy Managers
Assistant Managers
Probationary Officers
Clerical Staff
Sub Staff

Chairman and Managing Directors is only applicable for SBI. The org
structure of its associate banks end in Deputy Managing Directors.
6.2 Company Products And Services:

Payment/Transfer E-Deposits Smart Cards

• Funds Transfer • E-TDR/e-STDR • Gift Card

• Intra-Bank Transfer under Income Tax • Smart Pay-out card
• RTGS/NEFT Saving Scheme • State Bank Ez Pay
• Credit Card (VISA) • SBI Flexi Deposit Card
• IMPS Payments • E-Annuity Deposits • State Banks
Scheme Achiever Card
• NRI Ez Trade Funds
Transfer • E-Recurring • State Bank Virtual
Deposits Card
• VISA Foreign Travel
Card
• MasterCard
Foreign Travel Card

1. State Bank Collection

2. Bill Payments
3. NPS Contribution
4. Power Jyoti Free Collection (PUL)
5. Loan against Shares
6. Apply SBI Credit Card

6.3 Core Commitments - Our Strength:

o Emotion
o Discipline
o Duty
o No discrimination
o Quality
o Give respect
o Self-respect
o Truth
o Collective Materialism
o Religion
o Absolute Honesty

Commitment:
A commitment of State Bank of India to the genuine needs and rights of
anybody & everybody - Be it to a depositor, Share Holder, consumer.... all
business associates and Sahara India Family Members.

Need:
India needs effective consumer protection and protection of workers'
genuine rights. There are various agencies, promising protection & action.
But no external body can provide justice unless the company becomes
'QUALITY CONSCIOUS' WITH STRICTLY NO DISCRIMINATION
POLICY AND JUSTICE CONSCIOUSNESS as its very dominating
nature.

Motto:
We not only believe but practice NO DISCRIMINATION, JUSTICE &
HIGH QUALITY - means enthusiastic, productive performance of duty
"KARTAVYA' towards the consumer', workers' genuine satisfaction.

Aim:
To provide justice - be it a matter of the tiniest imperfection or injustice in
our COMMITMENT - products or services. Direct or indirect, short term
or long term.

Where:
Kindly rush your grievances/suggestions or any queries related to State
Bank of India Services to the nearest S.B.I Branch establishment and/or to:

―Response will Never Be Delayed and Justice Will Never Be

Denied‖
 CHAPTER 7: Project work undertaken.

7.0 HUMAN RESOURCE MANAGEMENT IN BANKING

7.0.1 What Is A Bank?

The word bank is derived from the Italian banca, which is derived from
German language and means bench. The terms bankrupt and "broke" are
similarly derived from banca rotta, which refers to an out of business bank,
having its bench physically broken. Money lenders in Northern Italy
originally did business in open areas, or big open rooms, with each lender
working from his own bench or table.

The essential function of a bank is to provide services related to the storing

of deposits and the extending of credit. The evolution of banking dates back
to the earliest writing, and continues in the present where a bank is a
financial institution that provides banking and other financial services.
Currently the term bank is generally understood as an institution that holds
a banking license. Banking licenses are granted by financial supervision
authorities and provide rights to conduct the most fundamental banking
services such as accepting deposits and making loans. There are also
financial institutions that provide certain banking services without meeting
the legal definition of a bank, a so called non-bank. Banks are a subset of
the financial services industry.

Human resource management (HRM) has long been overlooked in the

corporate sector in the country where a small section, comprising mostly
the multi-national companies was practicing the same. With the growing
realization of proper HRM in the corporate sector, it has grown into an
important activity. Now the head of HRM is an important member of the
senior teams of any thriving business.

Although the idea is new for many local businesses where entrepreneurs
are at the beginning of the learning curve yet in reality the theme is getting
support from the organized entrepreneurs.

The banking sector has grown from a few institutions primarily involved
in deposit acceptance and trade finance into a complex multi-player
markets where large number of commercial banks, financial institutions
and specialized banks are operating with various products and activities.

7.0.2 HRM Background and Practices:

The banking has become a complex activity within the financial market
linked directly and indirectly with an over-all national growth and its
impact as an integral part of regional segment of a global banking
environment. Almost every bank and financial institution is involved in
various functions in a day's job and thus requires a highly effective team
and appropriate manpower to run the show. Corporate goals are translated
into viable realities and profits only with human element that play their due
role in achieving the desired results.
Thus even the high automation would require proper man behind the
machine to make things happen. This idea has been realized by top
management in progressive banks. Like many other organized sectors,
banking requires multi-layer manpower for its various requirements of
professionals and support staff. The range may require reasonably educated
security guards on the one end and a highly educated and trained
professional as head of corporate finance at the other. With liberalization
of activities within the banking sector, for example, more emphasis on
consumer and house finance and personal loans, etc. banking has turned
itself into a more market-based business where banks have expanded their
reach more to customers' door steps in a big way making banking more
practical. This has further highlighted the need for proper deployment of
man-power to run banks efficiently. For many years, HRM banks like other
institutions have been handling this sensitive activity through respective
personnel departments. This means human resources were managed like
other physical assets e.g. pieces of furniture, calculators, equipment and
appliances.

Personnel departments were primarily engaged in approval of leaves,

handling of staff loans, issuance of show cause, conducting disciplinary
enquiries and termination from service. Recruitment was a routine
function and was done in a mechanical way to hire people with specific
educational background irrespective of their real value to the institution.

Success stories of large banking companies have been evident of the fact
that HRM is quite different from management of physical assets. Human
brain has its own peculiar chemistry.

Its strong sensory and decision-making capacity has to be greatly

emphasized by the employers. The work force constituting all levels of
employees is constantly thinking in many dimensions.
On the one hand it is the assigned duty and task they are to perform and for
which they are paid by their employer, on the other they think of their long
run goals and objectives.

By no means, their brains can be controlled to think beyond the current

situation of employment. Managing this educated, skillful and trustworthy
work force is not an easy job. A few of the current challenges faced by the
banking industry in terms of human resource management may be the
following:

To make the Indian Banking System stronger, efficient and low-cost, the
creation of fundamentals must include in the bank‘s operations, strategies
and processes: strengthening the prudential norms and market discipline;
adoption of international benchmarks; management of organizational
change and consolidation within the financial system; upgrading the
technological infrastructure of the financial system; and human resource
development as the catalyst of the transformation (2002).

The Human Resource field in the Banking Industry is considered as one of

the process of discovery and transformation. The field of Human Resource
can be described as emergent and dynamic within the cultural business
aspect in a Banking Industry. The success of today‘s banking business will
sparsely depends on the human resources of the organization, in which
plays a crucial role in providing the services needed.

The evolution of banking system in India affected the human resource

practices, recruitment and selection practices, and training system. It is
very important that the details of human resource are discussed along with
the employees, to build their own career planning, perceptions and
development.

The primary strength of the industry is the human resource that is why the
efforts to develop the skills and management are the main subject placed
before the human resource. A major challenge for many banks will be to
develop the special competencies and skills for credit appraisal and risk
management. Putting the information technology is a key contribute in
human resource development. Therefore, the HR model of the future will
require professionals to be both driving and anticipating change,
understanding the complexities of the new business environment and
forces shaping it.

7.0.3 HR Practices and Methods:

A key focus of the human resource management is highlighted in the role

of staffing, performance management, training and development, and
compensation that plays indifferent types of business strategies. With the
acquisition and preparation of human resources, including planning,
recruitment, selection, and training can affect the whole organizational
performance.

The HR planning, the start of the strategy, illustrates the process of

developing human resource plan. The strengths and weaknesses of staffing
options such as outsourcing, use of contingent workers, and downsizing
are involved in planning.

The recruitment process is done strategically to determine the talented

employee fit for the position. The selection process emphasizes the ways
in minimizing errors in employee selection and placement to improve the
company‘s competitive position. The selection method standards such as
validity and reliability are utilized.

An effective training systems of the manager‘s role in determining

employees readiness for training, creating a positive learning environment,
and ensuring the training is used on the job.

Beyond the human resource strategies are the rewarding and compensating
that can strengthen or weaken the employee effectiveness. In order to give
recognition and increase motivational levels amongst the employees, some
Banks linked the individual performance in an incentive scheme – or for
some rewards that may come into any form .In summary, all of the HRM
strategies and function should be aligned to help the company meet its
objectives – as well as focusing on their customers .

The best practice approach assert that certain HR practices are found to
consistently lead to higher organizational performance, independent of an
organization‘s stated strategy. The high HR practices foster innovation
through the development of innovation values, encouraging of information
sharing, goal setting and appropriate training and development.

7.1 Job Analysis, Job Design and Job Evolution:

A job is defined as a collection of duties and responsibilities which are
given together to an individual employee. Job analysis is the process of
studying and collecting information relating to operations and
responsibilities of a specific job. It can be explained with the help of the
following diagram.

7.1.1 Job Analysis of SBI:

Job description/Job specification

As mentioned in the above table job analysis is divided into 2 parts:

A) Job description:
A list of job’s duties, responsibilities reporting relationship, working
conditions and supervisory responsibilities.

B) Job specification:

A list of job’s human requirements that is the requisite education, skills,

personality ect.
What is studied under job Analysis?

. Work activities

. Human behavior

. Machine, tools and equipment used

. Performance standards expected form the employee

. Working conditions in an organizational and social context

. Human requirements i.e., job related knowledge, skills, education and

training, experience, aptitude, personality and physical standards.

State Bank of India

State Bank of India is an Indian multinational, public sector banking and

financial services company. It is a government-owned corporation with its
headquarters in Mumbai, Maharashtra.

As of 2014-15, it has assets of INR 20,48,080 crores and more than 17000
branches, including 191 foreign offices spread across 36 countries, making
it the largest banking and financial services company in India by assets.

The Bank is actively involved since 1973 in non-profit activity called

community services banking.

All State bank branches and administrative offices throughout the country
sponsor and participate in large number of welfare activities and social
causes.

State Bank’s commitment to nation-building is complete and

comprehensive.

Current Manpower Situation:

SBI is one of the largest employers in the company having 222,033

employees as on 31 March 2014, out of which there were 45,132 female
employees (20%) and 2,610 (1%) employees with disabilities. On the same
date, SBI had 42,744 Schedule Caste (19%) and 17,243 Schedule Tribe
(8%) employees. The percentage of Officers, Assistants and sub-staff was
36%, 46% and 18% respectively on the same date Hiring drive: 1,776
Assistant and 1,394 Officers joined the Bank in FY 2013-14, for expansion
of the branch network and to mitigate staff shortage, particularly at rural
and semi-urban branches.

Example of Job Description:

Organization Name: State Bank of India.

Job Title: Branch Manager.

Reports to: Assistant General Manager.

Supervises: All Departments of the Branch.

Functions: Manages and administers operations of the Branch.

Duties and Responsibilities:

Plan and direct the branch operation and administer the working of the
whole branch office.

Supervise the Human Resource of its own branch department.

. Marketing for the bank.

. Achieving the deposit targets.

. Advertising new schemes.

. Attending meetings.

. Meetings deadlines

Job Analysis of a branch manager:

 Manage Customer Relations.

  Promote the sale and service culture.

 Coordination with regional headquarters for getting updated with

institutional objectives and goals.

 Supervising and motivating the employees.

 Evaluating performance of Employees under his supervision.

 Reporting to the Assistant General Manager.

Job Specification of branch manager:

 16 years of education Master’s degree or Equivalent.

 Preferred filed of study – MBA Marketing.

 At least 5 year of experience in a banking or financial institution

with Marketing Experience

 Minimum age limit 25 years.

Job Evaluation of a branch manager:

 Branch Manager is a very important designation to the organization.

 A Branch Manager is a skilled and experienced worker who is

responsible for achieving targets and objectives related to his/her
specific branch.

 He/she supervises the work of all the department in the branch.

 He/she is also responsible for managing customer relations and

public dealings.
The Job is evaluated through two types of Reports:

 Annual Performance Reports.

 Annual Confidential.

7.1.2 Job Design:

Definitions: -

Job design is the process of

a) Deciding the contents of the job.
b) Deciding methods to carry out the job.
c) Deciding the relationship which exists in the organization.
Job analysis helps to develop job design and job design matches the
requirements of the job with the human qualities required to do the job.

Factors affecting job design: - There are various factors which affect job
design in the company.

Performance Appraisal System In SBI

India’s most valued public sector company, SBI is introducing largest
performance appraisal system in the Indian banking industry. The system
aims to make individual accountability and provides input for merit-based
rewards, performance recognition, fair practices, talent management ect.

SBI has over lack employees on its rolls. This will be the very first time in
India’s largest commercials banks that, each and every employee can
analysis their monthly performance against assigned target. SBI launched
performances appraisal system named ‘Saksham’. The new system has few
types of grades viz: AAA, AA, A, B and C and there are three roles in the
new system budgetary, measurable and non measurable.

System: budgetary, measurable and non measurable.

For all roles, 70% of marks are based on ‘key result area’ and 30% on
assessment by supervisor. The system also compared employees with each
other having similar work profile.

KRA have been standardized across officer/clerical staff assigned to

similar work profile.

The new system aims op reward high performance through monitory

benefits, taking decisions on an extension in services, and request for
transfers.

SBI also states that introduction of the new appraisal system is ‘not meant
to identify low performance’.

Methods of job design

There are various methods in which job design can be carried out. These
methods help to analysis the job, to design the contents of the and to decide
how the job must be carried out .these methods are as follows: -

I. Job rotation
II. Job enlargement
III. Job enrichment

I. Job Rotation: -
Job rotation is done to decide the final posting for the employee e.g. Mr. A
is assigned to the marketing department whole he learns all the jobs to be
performed for marketing at his level in the organization .after this he is
shifted to the sales department and to the finance department and so on. He
is finally placed in the department in which he shows the best performance
Job rotation gives an idea about the jobs to be performed at every level.
Once a person is able to understand this he is in a better understanding of
the working of organization

Advantages of job rotation

I. i. Avoids monopoly:-
Job rotation helps to avoid monopoly of job and enable the employee to
learn new things and therefore enjoy his job.

II. ii. Provides an opportunity to broaden one’s knowledge:-

Due to job rotation the person is able to learn different job in the
organization this broadens his knowledge.

III. iii. Avoiding fraudulent practice:-

In an organization like bank jobs rotation is undertaken to prevent

employees from doing any kind of fraud i.e. if a person is handling a
particular job for a very long time he will be able to find loopholes in the
system and use them for his benefit and indulge (participate) in fraudulent
practices job rotation avoids this.

II. Job enlargement: -

Job enlargement is another method of job design when any organization

wishes to adopt proper job design it can opt for job enlargement. Job
enlargement involves combining various activities at the same level in the
organization and adding them to the existing job. It increases the scope of
the job.
It is also called the horizontal expansion of job activities.
Jon enlargement can be explained with the help of the following example
- If Mr. A is working as an executive with a company and is currently
performing 3 activities on his job after job enlargement or through job
enlargement we add 4 more activities to the existing job so now Mr. A
performs 7 activities on the job.

It must be noted that the new activities which have been added should
belong to the same hierarchy level in the organization. By job enlargement
we provide a greater variety of activities to the individual so that we are in
a position to increase the interest of the job and make maximum use of
employee‘s skill. Job enlargement is also essential when policies like VRS
are implemented in the company.

Advantages of job enlargement

1. Variety of skills:-
Job enlargement helps the organization to improve and increase the skills
of the employee due to organization as well as the individual benefit.

2. Improves earning capacity:-

Due to job enlargement the person learns many new activities. When such
people apply for jobs to other companies they can bargain for more salary.

3. Wide range of activities:-

Job enlargement provides wide range of activities for employees. Since a
single employee handles multiple activities the company can try and reduce
the number of employee‘s. This reduces the salary bill for the company.

III. Job enrichment: -

Job enrichment is a term given by Fedric Herzberg. According to him a
few motivators are added to a job to make it more rewarding, challenging
and interesting. According to Hertzberg the motivating factors enrich the
job and improve performance.

In other words we can say that job enrichment is a method of adding some
motivating factors to an existing job to make it more interesting.

The motivating factors can be

a. Giving more freedom.

b. Encouraging participation.
c. Giving employees the freedom to select the method of working.

d. Allowing employees to select the place at which they would like to work.
e. Allowing workers to select the tools that they require on the job.
f. Allowing workers to decide the layout of plant or office.

Job enrichment gives lot of freedom to the employee but at the same time
increases the responsibility. Some workers are power and responsibility
hungry. Job enrichment satisfies the needs of the employees.

Advantages of job enrichment

1. Interesting and challenging job:-
When a certain amount of power is given to employees it makes the job
more challenging for them, we can say that job enrichment is a method of
employee empowerment.

2. Improves decision making:-

Through job enrichment we can improve the decision making ability of the
employee by asking him to decide on factory layout, method and style of
working.

3. Identifies future managerial caliber: -

When we provide decision making opportunities to employees, we can
identify which employee is better that other in decision making and mark
employees for future promotion.

4. Identifies higher order needs of employees:-

This method identifies higher order needs of the employee. Abraham
Maslow‘s theory of motivation speaks of these higher order needs e.g. ego
and esteemed needs, self-actualization etc. These needs can be achieved
through job enrichment.

5. Reduces work load of superiors:-

Job enrichment reduces the work load of senior staff. When decisions are
taken by juniors the seniors work load is reduced.

7.2 Human Resource Planning

This is the process which assures the organization that it will have adequate
number of qualified persons, at requisite times, performing in a way to
satisfy the needs of the organization & also provide satisfaction to the
individual employee, so employed.

Plan for human resource in SBI:

 It is a process by which an organization should move from its current

manpower position to its desired manpower position. Through
planning, management strive to have the right place at the right time,
doing things which result in both the organization and individual
benefits.

 To recruit and retain the human resource of required quantity and

quality. To meet the needs of programmes of expansion,
diversification, ect. To foresee the impact of technology on work,
existing employees and future human resource requirements. To
make best use of its human resource. To improve the standards, skill,
knowledge, ability.
a. Analysis organizational plan.
b. Demand forecasting.
c. Supply forecasting.
d. Estimating net HR requirement.
e. Action plan for redeployment, retrenchment and lay off.
f. Forecast the future supply of human resource from all the source.
g. Action plan for outsourcing, recruitment, development, ect.
h. Modify the organization plan.

1. Two clerks are promoted and transferred to Dharmavarm branch in July

2007. Three clerks are transferred to puttapurthin Jan 2007 on mutual
transfer basis. One Agricultural officer is promoted and transferred to
Hyderabad in Mar 2007. 2 to Industrial Officer plan to quite SBI and
joined IDBI in Jan 2008 1 Agricultural officer met with an accident and
is not available for duty. Designation No. of Employees Branch
manager 1 Officer; general 5 Agricultural 3 Industrial 2 Head cashier 1
Cashier 4 Clerk 6 Typist 3 sub-staff 8.
2. 1 clerk is promoted as General Officer in 2007 1 Cashier is promoted
as head cashier in 2007. 1 Head Cashier will retire is Nov 2007. Branch
Manager will promoted to higher cadre in Aug 2008 branch will be
computerized in 2007which will replace to clerks and 1 general officer
due to diversification, there is need to recruited 2 general officers, one
special officer is foreign exchange, 2 technical officer civil, 3 clerks for
sub staff Designation No. of Employees Branch Manager 10 officer;
general 5 Agriculture 3 Industrial 2 Head cashier 1 Cashiers 4 Clerks 6
Typist 3 Sub staff.

3. Designation Dec 31st 2006, 2007, 2008, 2009 Branch manager 1 1 1 1

officers; General 5 6 6 6 Agricultural 3 3 3 3 Industrial 2 2 2 2 Head
cashier 1 1 1 1 Cashiers 4 4 4 4 Clerks 6 6 6 6 Typist 3 - - -Sub-staff 8
12 12 12 Foreign Exchange officer- 1 1 1 Tech. (civil) office- 1 1 1

4. It consists of set of action to be taken for the development of

organization. For 2007 Recruitment officer; General=1 Agricultural=2
Cashier=1 Foreign Exchange officer=1 Technical civil officer=1 Sub-
staff=4.

5. For 2008 have to recruit 2 industrial officer. For 2009 Recruitment has
to be done if there are any potential losses.

6. Overall to retain the employees, branch has to keep them motivated,

have to bring interest in their work. Training and development programs
should be conducted. This may overtake their responsible attitude of
branch employees.

7.2.1 Recruitment
It is the process of searching for future employees (requirement) &
ensuring they apply for jobs in the organization.

It involves:
a) Identification of existing sources of candidates & developing them.

b) Seeking out & identifying new sources of applicants.

c) Motivating the right type of candidates to apply for jobs in the

organization.

d) Ensuring a healthy balance between internal & external sources.

New SBI Recruitment Policy:

1. Number of New Recruitment = Number of Retirement Every Year

The first major paradigm shift about recruiting is that number of new
recruitment would match the number of retirements every year.

SBI recruitment policy we need to talk about this. Early State Bank of India
used to hire when they are need of new employees. Hence until now state
bank of India was hiring in spurt.

This has created a great imbalance for the bank. There are more retirements
every year than new recruitment. It means rate of retirements has exceeded
the recruitment process.

Therefore State Bank of India made a decision to level the new

recruitments with the rate of retirements every year.

2. No More Hiring in Spurts

As State Bank of India hired new candidates in spurts. In other words, SBI
hired when they are in urgent hence they never had a plan.

They could hire twice a year and they and they could go without hiring for
other two years. However, now State Bank of India will be hiring every
year.

Hiring in spurts has not worked for the SBI. It is because the employee
count for this year has declined substantially. This year there are 10,000
retirements and only 5000+ recruitment.
Hence, retirement is more than recruitment. There no more hiring in spurts
but every year.

3. Streamlining Recruitment Process

The recruitment process would be streamlined so there is a mechanism that

will allow aspirants to prepare for the SBI written exam and interview.

Streamlining the recruitment process would make the bank more efficient
and the bank could recruit new employees at right time.

On the other hand it will also help aspirants to prepare for the written exam
and interview beforehand. They do not have to wait for news bulletin
coming from employment news.

What does it mean by streamlining the recruitment process we shall discuss

in the next paragraph? Streamlining would help both the bank and the
aspirants tremendously.

4. A Schedule and Common Entrance Exam

Streamlining recruitment process would mean conducting a common

entrance exam like any MBA college or an instituted.

Like you have a joined entrance exam or JEE for IIT’s similarly State Bank
of India would conduct an entrance exam ones a year.

Therefore candidates applying for the SBI bank job would no well in
advance that every year on this particular month there will be an entrance
exam.

It will really help candidates to prepare for the exam all in advance. They
would know that every year in this day and date they are going to appear
for the exam.

This is perhaps the most important policy change by State Bank of India.

5. Training of New Recruits as per Market

The last change by State Bank of India would the training of new recruits.
SBI is planning to overhaul its training process.

They want more hands on training that could the increase the productivity
of the employees. Every employees must be trained well enough so that the
SBI could compete with other banks in the world.

SBI might increase the level of training incoming years the new recruits.

So these where the few changes in policy by the State Bank of India. SBI
is the largest bank in the India and they employee thousands of new
candidates every year.

Hence, You need to know if you want to apply for a bank job in SBI. Now
everybody knows when exam will takes place every year.

7.2.2 Selection:
It is the process of ascertaining the qualifications, experience, skill,
Knowledge, etc. of an applicant to ascertain his/her suitability for the job
applied.

This includes:

a) Developing application blanks.

b) Creating & developing valid & reliable testing techniques.
c) Formulating interviewing techniques.
d) Checking of references.
e) Setting up for medical examination policy & procedure.
f) Line Managers to be involved in the decision making.
g) Sending letters of appointment.
h) Employing the selected candidates, when he reports for duty.

Example of SBI Selection Process 2021

The SBI Clerk Selection Process standards are defined by the official of
State Bank of India. Candidates need to crack several stages as projected
by SBI. Below we have described the SBI clerk selection process 2021 in
detailed to help you understand each phase smoothly. Requirement for the
SBI Clerk 2021exam going to releases soon. Thus, every candidate who is
wishing to apply for this opportunity is requested to crack each and every
state under the SBI clerk selection procedure in order to grab a seat
successfully

SBI Clerk Selection Process: Phase 1 (Prelims)

It is the first phases of the SBI clerk requirement. The SBI clerk prelims
exam date is yet to be announced. The main exam will be conducted after
the months of the preliminary exam. SBI clerk prelims Exam is an
objective test of 100 marks and 60 minutes duration.
Total of 100 questions will be asked. There are no changes in the exam
pattern of SBI clerk prelims exam 2021, which are list as follows-

 There is a sectional time limits in SBI clerk prelims exam. In the

exam, each section i.e. Reasoning ability, numerical ability, and
English language, will have a separate timing of 20 minutes.
 There is no sectional cutoff in prelims exam.

In SBI Clerk Prelims 2021, there are no minimum qualifying marks i.e.
cutoff for any section.
Blow table will give you a clear ideas of the exam pattern of SBI clerk
prelims 2021-

Name of
Name of Test Maximum Marks
Questions
• Reasoning Ability • 35 • 35
• Numerical Ability • 35 • 35
• English Language • 30 • 30
• Total • 100 • 100

How will the candidate be shortlisted for SBI clerk mains examination
2021?
  The candidate will be shortlisted for main examinations from a list
from all candidates who appear for prelims exam.
 The number of the candidates to be shortlisted for SBI clerk mains
will be decided by the SBI based on the vacancies available. In each
category, approximately 10 times the number of the vacancies, the
candidates will be selected for the next phases i.e. mains.
 The marks obtained in prelims exam will not be added any where
for the selection procedure.

SBI Clerk Selection Process: Phase 2 (Mains)

SBI clerk is the most important stage of SBI clerk recruitment 2021. The
candidates will be selected for the SBI clerk post on the basis of marks
scored in main examination as there is no further interview procedure. The
aggregate marks obtained in SBI clerk main exam will be consider for the
preparation of the final merit this. The provisional selection of a candidate
will be done on the basis of a candidate’s performance in the mains
examination.
In main examination also there are no minimum qualifying marks
(sectional cutoff) for each of the sectional. There is the requirement of the
overall cutoff for the SBI clerk mains exam. The candidates are required to
score minimum percentage marks on aggregate. For
SC/ST/OBC/PWD/XS candidates, 5% relaxation on overall aggregate
marks will be given.
Following table depicts the detailed exam structure for SBI clerk mains
exam 2021-
 Separate Time
Medium of
Name of Test Number of Questions Maximum Marks Limit(time allotted for
Examination
each saction)
•Reasoning Ablity •50 •60 •45 Minutes •English/Hindi
•Quantitative •50 •50 •45 Minutes •English/Hindi
•General English •40 •40 •35 Minutes •English
•General/Financial •50 •50 •35Minues •English/Hindi
•Total •100 •200 •2 hours 40 Minutes

How will the candidates get selected in SBI clerk mains exam 2021 for the
further process?
 The candidate have to obtained a minimum qualifying score i.e.
overall cutoff in SBI clerk mains 2021 to be eligible for the next
process. For SC/ST/PWD/XS candidates, there is a relaxation for
5% on the minimum qualifying score. The minimum percentage
marks on aggregate will be decided by SBI.
 The merit list of successful candidates in SBI clerk mains will be
prepare state and category wise.
 According to aggregate (overall) marks obtain by candidates in
descending order, candidates will be placed in respective state and
categories.

SBI Clerk Selection Process: 3 (Language Test)

 The candidates who will qualify SBI clerk mains examinations will
be eligible for the next phases of recruitment i.e. local language test.
  Those candidate who can produce the 10th or 12th certificate
evidencing that they have studied the opted local language need not
appear for language test.
 For other successful candidates who do not have such a certificate,
a specified local language test will be conducted this test will be
conducted after provisional selection but before the joining process.
 This local language test will be conducted to check the proficiency
of candidates in speaking, reading, and writhing the opted local
language.
 The candidates who mot found to be proficient in opted local
language will be disqualified and would not be eligible for any
further.

SBI Clerk Application SBI Clerk Vacancy

From 2021 2021
• SBI Clerk Eligibiltiy • SBI Clerk Syllabus
2021 • SBI Clerk Cut Off
• SBI Clerk Question 2021
Papers

SBI Clerk 2021 Provisional Selection

Final selection of a candidate will be done after fulfilling the following
three parameters-
a. The Marks scored in SBI Clerk Mains Examination.
After verifying the candidate’s eligibility for the post and information filled
in the online SBI clerk application.
b. After qualifying in the test of the specified local language (If
applicable).
Merit list will be finalized category wise and State Wise. The Candidates
will be posted in the state for which they are applying. After joining the
candidates will not be entitled to inter/intra-state transfer in the first 5 years
of Service.
SBI Clerk Waiting List

 A waiting list will also be mention. This wait list will be up to 50%
vacancies, state and category wise.
 To be on this wait list, a candidate need to secure minimum
qualifying marks as specified by the SBI.
 When there are vacancy available in case of non-joining or
resignation by the candidates from the current branch only, than the
candidates will be realized from the wait list on a quarterly basis.
 The wait list will be valid for a period of one year from the date of
declaration of the final result of SBI clerk 2021.

SBI Clerk Probation Period

 The finally selected candidates for the post of junior associates/clerk
will have to serve a minimum probation period of 6 months.
 In this period, the junior associates will be required to complete 15
prescribed e-lessons for getting confirmed joining in the SBI.
 In case of failing 15 prescribed e-lessons, the probation periods will
be extend until the completion time.
 Also, before the end of the probation period the performance of
newly recruited junior associates will be evaluated.
 On failing this evaluation as per the expectation of the SBI, the
probation periods of such candidates may be extended.
Prep smart, score better, go grade up.

7.2.3 Placement:
It is a process of allotting to the selected candidate the most suitable job,
as per the job requirements & employee specifications.

This function includes:

a) Counseling the concerned managers regarding the placements.

b) Overseeing the follow-up studies, employee performance appraisal to

monitor employee adjustment to the job, in the coming days.

C) Correcting wrong/misjudged placements, if any.

What are the prospects of overseas placement while working with

SBI?

State Bank of India (SBI) is the leading public sector banking and financial
services company in India. It is a multinational company with over 16,333
branches, including 191 foreign offices spread across 36 countries across
the world. As of January 2016, the bank has 286 million users with 450
million accounts. The bank has the largest presence of foreign markets
among all the domestic banks with branches in the cities like Moscow,
Colombo, Dhaka, Hong kong, Johannesburg, London, Los angle, New
work, Dubai, ect. This provides ample scope for those candidates, who are
eying for an overseas placements during their career in the bank. The
selection of the candidates largely depends on the requirements and work
expenses of the candidates.

Selection procedure of the candidates:

The candidates who are willing to join overseas branches of the SBI in
various countries would get to know about the vacancy in the April-March
business year. The applicants are invited once year and the process of
selection gets over before the month December and selected officer for
foreign branches need to under go training and prepare themselves with the
job requirement and responsibilities. They also need to obtain the language
certificate of the country they are going to, if necessary for that job profile.
The candidates can give their applications of intent that they are willing to
go overseas branches. The faith of such officers is decided by the panel of
officers, who judge the candidates on the basis of the performance and
knowledge.

Eligibility for placement of bank officials in overseas branches:

The candidates applying for the offshore posting must insure that the are
eligible enough for the same. They should be in the prescribed age limit
and have professional and technical qualification to hold the post in the
overseas branch. The officers who are willing to get posted overseas must
have at least 2 years of residual service in any of the branches in the
country mandatorily does candidates who would get shortlisted would have
to have work experience in various banking verticals such as Credit
Management, International Banking, Computer Application,
Treasury Operations, Business Management, and Investment
Management, ect. Scale 4 and 5 officers are generally qualified for
overseas posting, selection of which is made either by ED or Chairmen and
Managing Directors (CMD).

What is Mcash facility?

Scope of SBI officers posted in Overseas Branches

SBI has its presence in across 36 countries, which is the largest for any of
the nationalized banks in the items of foreign presence. The 191 offshore
offices which are growing in numbers every years, constantly require
adequate manpower to handle the business overseas. The candidates from
India with impeccable working skills and leadership abilities are selected
to work overseas by the higher authority in the bank. Due to the amount of
requirement in the offshore branches of SBI the numbers of applicants
posted in this branches is significantly higher. The officers are selected for
various roles and are trends in professional instituted before sending them
to overseas branches, so that they can perform well in their required area
of specialization. The officers are generally posted for the period of 5 year,
which is subject to availability for further work permit in the particular
country. The performances of this officers are evaluated and reviewed on
the yearly basis against the targets given to them. After 3 years of their
posting performance gets reviewed by the bank, and decision regarding
further continuation it taken.

What are the benefits received by an SBI employee

Resignation rule will the officer is posted:

Resignation submitted will the officer is posted abroad shall not be
accepted will officer to execute bond to serve the bank for at least 3 years
or up to superannuation on repatriation, whichever is earlier, or else he
shall have to pay the amount specified by the bank waiver may be granted
by the board of the bank only in exceptional cases with due reasons.

7.2.4 Induction & Orientation:

These are procedures by which a new employee is rehabilitated in the new
surroundings & introduced to the practices, procedures, policies, people,
etc. of the organization.

It includes:
a) Familiarizing the employee with company philosophy, objectives,
policies, career planning & development, company product, market share,
history, culture, etc.

b) Introduce new employee to the people—his colleagues, supervisors &

subordinates.

c) Mould the employees by orientation methods to the new working

conditions.

7.3 Human Resource Development:

This process involves improving, molding, & developing the skills,

knowledge, creativity, attitude, aptitude, values, commitment, etc. based
on the present & future job & company requirements.

1. Performance Appraisal:
It is the continuous & systematic evaluation of individual employees with
respect to their performance & their potential for future development.

It includes:
a) Enunciating policies, procedures & techniques.
b) Assisting functional managers.
c) Reviewing & summarizing reports.
d) Evaluating the effectiveness of various programmes.

2. Training:
It is the process of transmitting the employees the technical & operating
skills and knowledge.

It includes
a) Identification of training needs of the individuals & for the organization.

b) Developing appropriate training programmers.

c) Assisting & advising the management in the conduct of training

programmes.

d) Transmitting requisite job skills & job knowledge to the employees.

e) Asses the effectiveness of the training programmes.

Human Resources Development in SBI:

State Bank of India is the nation’s largest and oldest bank. Tracing its roots
back some 200 years to the British East India company (and initially
established the bank of Calcutta in 1806), the bank operates more than
15000 branches within India, where it is also owns majority stakes in 6
associate banks. State Bank of India (SBI) has more than 80 offices in
nearly 35 other countries, including multiple locations in the US, Canada,
Nigeria. The banks has other units devoted to capital markets, fund
management, factoring and commercial services, credit card, and
brokerage services. The Reserve Bank of India owns about 60% of State
bank of India Human Resources Development Department.

HRDD Vision
The Vision of the Human Resources Development Department (HRDD) is
essentially of facilitate of the Bank to carry out central banking activities,
i.e. (i) To create an enabling environment to in hence the efficiency of the
organization. (ii) To draw out from our staff the very best by a system of
proper placement, incentive, & (iii) To create an atmosphere of trust, a
certain security of expectations and a feeling that the organization cares
about well being and personal aspirations of the staff. This would help align
personal aspirations with professional goals and help enhance efficiency.

HRDD Mission
The Mission of HRDD is to create a facilitating environment to enhance
the efficiency of the Bank; to empower the staff so as to draw out the latent
potential; and to catalyze condition for a more wholesome quality of life
on the work as well as personal front. Functions of HRDD to evolve HR
policies on.

7.3.1 Management Development:

It is the process of designing & conducting appropriate executive
development programmes so as to develop the managerial & human
relations skills of the employees.

It includes:
a) Identification of the areas in which management development is needed.
Conducting development programmers. Motivating executives/managers.
d) Designing special development programmers/ assessment procedures
for promotions. Utilizing the services of specialists-both internal &
external for development &/or Institutional (external) development
programmes. Evaluating the effectiveness of executive development
programmes.

7.3.2 Career Planning & Development:

It is the planning of one‘s career & implementation of career plans by
means of education, training, job search & acquiring of work experience.
It includes:

a. Internal mobility
Vertical, horizontal transfers, promotions and demotion.

b. Transfer
 Process of placing employees in the same level jobs where they can be
utilized more effectively as per the needs of the organization. This also
means developing transfer policies, offering assistance & guidance to
employees under transfer orders & evaluating transfer policy
periodically.

A) Promotion-

It deals with the upward assignment of employees to occupy higher

positions (with better status & pay) in consonance with resources of
employees & job requirement. The department must ensure that:

 Equitable, fair & consistent promotions are formulated &

administered.

 Managers & employees are given assistance & guidance on the

subject of promotion.

 Executions of promotional policies are as per policies & procedures.

B) Demotion
It is the downward assignment of an employee in an organization. The
department must ensure that:
 Equitable, fair & consistent demotion policies are drawn up.
 Assisting & advising employees regarding demotions.
 Ensure fair implementation of demotion Policies &
Procedures.

7.3.3 Organizational Development:

The planned process drawn up to improve organizational effectiveness
through changes in individual & group behavior, culture & systems of the
organization—drawing models from applied behavioral science.

Organizational Development in SBI:

1. Organizational structure of SBI

The SBI is not a bank wholly owned by the government. It is a corporate

body with an authorized share capital, of Rs.1000 crore and paid-up capital
of Rs.526 crores of shares of Rs.10 each as on 31 March, 1998. The apex
body in the organizational structure of SBI is the Central Board of
Directors, which consists of chairman, two Managing Directors and 17
Directors appointed/elected under Section 19 (1) of the State Bank of India
Act, 1955.

The Chairman and the Managing Directors are appointed by the Central
Government in consultation with the RBI for a periods not exceeding five
years. Out of 17 Directors 6 are ex-officio representing different
organizations, 4 are elected by the shareholder, 6 are nominated by the
Central Government and one is nominated by the RBI. To manage the
different Departments of Bank, there is a Central: Management Committee
which has ten members consisting of the Chairman, two Managing
Directors and seven Deputy Managing Directors.

2. Reward in SBI

SBI Rewardz is a way of adding value to the banking experience of our

customers. An Enterprise-Wide Loyalty Program, SBI Rewardz award
Reward points to SBI Rewardz awards Reward Points to SBI customers
for their everyday transactions across multiple banking channels.

How does it work?

At SBI Rewardz, we believe that you must be rewarded whenever you use
SBI products or services. SBI Rewardz aims to reward you in multiple way
to enable you to reach your reward goal as soon as possible.

From shopping with your Debit Card to paying timely EMIs for yours loan,
you earn Reward Point for a variety of transactions.

You can then redeem your accumulated Reward Points to pay for a wide
range of redemption options.

7.4 Compensations Management

7.4.1 Compensation
Compensation includes all the extrinsic rewards that an employee receives
during and after the course of his sob. For his contribution to the
organization. The principles of compensation payment are that it has to be
adequate, equitable and fair to the employees. Compensation encompasses
base salary, incentives, bonus and benefits and is based on job evaluation.

SBI PO Salary 2021: Check In Hand Salary, Allowances, Pay Scale,

Increments and Perks

SBI PO Salary 2021:

State Bank of India releases SBI PO vacancies every year for the post of
Probationary Officers. SBI PO is one of the most sought-after jobs among
the banking job aspirants. SBI offers an impressive salary structure along
with group career growth opportunities making SBI PO a favourite choice
among the aspirants lakhs of candidates apply for SBI PO exam every year
and aspirants must know their in-hand salary and detailed salary structure.

Take free SBI PO mocks test from here candidates can check our page
Sarkari Naukri for latest updates on government jobs which will help them
to know which are the on going and up come Srkari Exam. Based on the
information, they can check their eligibility related to age and academic
qualification before they apply for the various government jobs posts.
Moreover, candidates can also check the Sarkari results to know there
status of qualifying for the exam for which they have appeared.

Before getting into the detailed, let’s have an overview of SBI PO exam
from the table below:

Exam Conducting State Bank of India

Authority
 Name of the Post Probationary Officers

Exam Stage Prelims, Mains, and

Interview

Job Type Central Government Job

Exam Mode Online

Official Website sbi.com.in

SBI PO In-Hand Salary 2021:

The SBI PO salary is set as per the Bipartite Settlement. The SBI PO basis
pay scale is Rs. 23700-980/7-30560-1145/2-32850-1310/7-42020 as
applicable for Junior Management Grade Scale I. The starting basis pay
will be Rs.27,620/- with 4 advance increments. Apart from the basic pay,
candidates will also other benefits. Considering basic pay and allowance,
the total in-hand salary will be around Rs. 40000/- to Rs. 45000/- based on
the location of posting and other factors.

Basic Pay Rs. 27,620/- (with 4 advance increments)

1st Increment of Rs. 980/- for next 7 years

Increment

2nd Thereafter, Increment of Rs. 1145/- for next 2

Increment years
 3rd Thereafter, Increment of Rs. 1310/- for next 7
Increment years

Check the year-wise basic pay and annual increment from the table below:

Period SBI PO Basic Increment

Salary

For the Rs. 23700/- 980

first 7
years

For the Rs. 30560/- 1145

next 2
years

Another 7 Rs. 32850/- 1310

years

SBI Pos are also eligible for D.A, H.R.A/Lease Rental, C.C.A., Medical
and other allowances and perquisites as per the rules in force from time to
time. The total SBI PO Salary per annum on CTC basis will be a minimum
of 8.20 lakhs and a maximum of 13.08 lakhs (depending on your place of
posting and other factors).

According to the official notification, SBI may offer, subject to necessary

approvals, a SMART compensation package which would enable
candidates a choice to monetize specific elements of the SBI PO salary
package.

SBI PO Salary Allowances 2021

Check SBI PO salary allowance details are provided below:

 Dearness Allowance The DA is calculated based on
(DA) the consumer Price Index (CPI)
and is revised every quarter. You
can expect your DA to be around
46.9% of the basic pay.
However, it will go up or down
based on inflation.

City compensatory This is calculated based on your

Allowance (CCA) city of posting and ranges
between 3 to 4 % of the Basic
Pay.

Leased House This too depends upon the city of

Accommodation/House your posting and can vary from
Rent Allowance (HRA) 8000 (in rural areas) to Rs.
29,500 (in a city like Mumai)

Travel Allowance (TA) SBI reimburses the travel cost

for official travels.

Medical Insurance SBI provides 75% insurance for

families and 100% for the
employee.

Furniture Allowance Rs. 120000 for the purchase of

furniture.

Loan Benefits Employees get a discount/low

interests rate on loans.

SBI PO Salary Benefits 2021

Apart from the above-mentioned allowances, an SBI PO 2020-21 also gets
the following benefits:

Medical insurance (100 per cent for SBI PO and 75 per cent for family
member).

Cashless treatment is selected medical facilities around the country.

 Newspaper allowance.

 Books and magazines allowance.

 House maintenance allowance.

 Telephone bill reimbursement.

 Entertainment allowance.

 Leave fare concession/Home Travel Concession.

Collectively, the job offers a good salary, career growth and social status,
which candidates seek.

7.4.2 Compensations and Benefits:

Bank provide compensations to its employees in shape of Cost of any

medical Treatment, Cancelled Holidays fees, Repair of vehicle, any injury
while doing job tasks and some other. Employees can claim their
compensation if any above case occurs. Benefits which are provided by
Banks are Paid time off, Retirement, Disability Insurance, Education and
training programs.

In Paid time off benefits the employee is paid for the time he don‘t worked
duo to vacation, holiday pay and sick pay. Retirement benefits are in shape
of pension, gratuity, provident fund and superannuation fund. In disability
insurance bank provides financial support when an employee becomes
injured or ill and is unable to do his/her job and in education & training
programs bank provide different education & training to their employees
to furbish their skill.

What are the benefits received by a SBI employee?

 Home Travel Concession/Leave Fare Concession:

The offices are eligible for leave fare concession and it can be take in a
block of 2 years according to the choice of the employee. The officers in
scale 1 are eligible for reimbursement of fare in AC ll-tier of trains.

 Concessional Rate Of Interest For Loans:

SBI employees are eligible for loan under staff scheme in concessional rate
of interest for housing loans ect. Moreover, the rate of interest for deposits
is also 1% more than the general public for the staff members.

 Medical Benefits:

The employees in SBI enjoy a medical benefits scheme, unmatched in the

public sector. There is 100% reimbursed for self treatment whereas 75% of
the total amount is reimbursed if the treatment has been done for the
dependent of the employees. Moreover, the bank has tie-up with some of
the best medical facilities around the country and employees are eligible
for cashless treatment in these places.

 Furniture Allowance:

This benefit is for officers as the bank provides a one-time grant to the
officers for furnishing of residence and also an annual maintenance charge
for the same. Presently, a scale 1 officer is entitled to get Rs. 150000 for
furnishing of residences.
  Lease Facility:

The officer are eligible to get lease accommodation in their place of

posting. The lease rental ceiling is very attractive in SBI as it pay around
30000/- for lease accommodation in Mumbai, the highest among all the
public sector banks.

7.5 Human Relations

Administering various human resources policies like employment

development & compensation & interactions among the employees on one
hand & employees & the management on the other, create a sense of
working relationships between workers & management & trade unions.

Basically they are all interactions between human beings. Human relations,
is therefore, is an important area in management which integrates people
into work situations in a way that motivates people to work together with
economic, psychological & social satisfaction thereby increasing their
productivity.

Hence Human Resources Management functions will center on:

1. Understanding perception, personality, learning, intra & inter personal

relations, inter & intra group relations.
2. Motivating all employees.
3. Promoting employee morale.
4. Developing communication skills.
5. Developing leadership skills.
6. Redressing satisfactorily through a well-defined grievance procedure.
7. Handling disciplinary cases by established disciplinary procedures & in
all fairness.
8. Providing adequate counseling to solve employees ‘personal, work &
family problems, thereby releasing their stress & strain.

7.5.1 HUMAN RESOURCE MANAGEMENT IN BANKS

The classification of the Indian banks into broad groups such as public
sector, old private sector, new private sector, foreign, regional rural banks
& cooperatives are largely on the basis of ownership pattern. It is also well
known that the business mix, delivery channels & IT strategies of these
organizations vary substantially. What is little known but of greater
importance is that each of these banks follows very distinct HR practices
which have contributed, substantially, to the business processes.

7.5.2 HRM in Cooperative Banks

It is sad that the HR policies of cooperative banks are totally dominated by
the Registrar of Cooperatives. This is, perhaps, one reason why the
cooperatives are unable to improve themselves.

7.5.3 HRM in Regional Rural Banks (RRBs)

As regards RRBs, most of them adopt the HR policies of sponsor banks,
which are not appropriate for their special nature.

Regional Rural Banks under SBI

# Regional Rural Headquarters

Bank

Andhra Pradesh Warangal

1. Gramin Vikas
Bank
 Arunachal Naharlagun,
2. Pradesh Rural Papum Pare
Bank

Chhattishgarh Raipur
3. Rajya Gramin
Bank

Ellaqual Dehati Wazir Bagh, J

4. Bank and K

Langpi Dehangi Karbi Anglong

5. Rural Bank

Madhyanchal Sagar, M.P.

6. Gramin Bnak

Meghalaya Shillong
7. Rural Bank

Mizoram Rural Aizwal

8. Bnak

Nagaland Rural Kohima

9. Bank

Purvanchal Gorakhpur
10. Bank

Saurashtra Rajkot
11. Gramin Bank

Utkal Grameen Bolangir

12. Bank

Uttarakhand Dehradun
13. Gramin Bank

Vananchal Dumka,
14. Gramin Bank Jharkhand
7.6 HRM in Public Sector Banks

In the recent times, the contours of HR function in public sector banks are
slowly but definitely changing. One could say that these banks are
discovering the HR function & it is hoped that these banks will fast catch
up with others. It may be recalled that, in a controlled environment & to
meet with the rapid branch expansion- since 70s- Public Sector Banks
(PSBs) have adopted

HRM practices similar to that of Government departments. Herein HRM

did not have a direct role in business development but was more concerned
with centralized recruitment to staff & providing them across the country.

Although State Bank of India (SBI) is the Public Sector Bank (PSB) but
State Bank of India (SBI) is different from other Public Sector Banks
(PSB).

There are two major differences;

PSBs were established under banking company acts (acquisition and

transfer of companies) 1970 and 1980. Whereas, SBI was established under
State Bank of India act 1955, the subsidiary bank under State Bank of India
(subsidiary books) act 1959. Simply, they are established under different
act.

Initially PSBs where fully owned by government of India. Banking

companies act amendment in 1994 with the provision that Central
Government Share should not be less than 51%. But according to SBI act
1955, RBI share in SBI should not be less than 55%.
SBI, Otherwise is government bank, agent of RBI, banker to banks and it
functions as commercial banks.

7.6.1 HRM in Private Banks & Foreign Banks

The HR function as practiced by private & foreign banks is effectively

involved in the identification of specific skills that each job warrants &
recruiting suitable staff by every way possible. In these banks, recruitment
is a continuous process with a strong focus on getting the right person for
the right job by offering appropriate compensation, incentives &
designations. There is a great energy spent in keeping the turnover low &
offering appropriate training inputs. Possibly there are as many pay
structures as there are employees. More importantly, HRM has a role in
monitoring & mentoring the employee. There are no routine transfers.
Rather people are recruited in different geographical locations & different
levels. Technology has helped in centralizing the back office & other
functions such that service can be provided from a distance.

These institutions adopt a proactive performance appraisal system but still

short of 360 Degree appraisals. Their training process is concerned with
both skill building & motivating. It should, however be said that the
demand for professionals on account of growth of Indian Business is such
that the efforts of HRM have not helped it from completely staving off staff
turnover in the ranks.

7.6.2 HRM in Public Sector Unit Banks (PSU Banks)

In the case4 of PSU Banks the recruitment process is annual & large scale.
People are recruited at the lowest grade & promoted I due course. This
makes the career path of each employee the responsibility of the
organization. This also underlies a belief that anyone can occupy any desk.
In such a system specialization is the loser. Recruitment at higher levels is
a recent phenomenon & more an exception than rule. Pay packets are
uniform for a grade/level with annual increments & uniform perquisites.
Increments are earned automatically. Transfers are not driven by business
requirements but a matter of routine. Vacancies get created as & when
people move up. It is not uncommon to see new department‘s spring up
just to allow promotions. In a way such a move is justified as salary is
linked to grades & not performance. The concept of job rotation is
practiced with great conviction. As regard leave it is seen that modern
business organizations, driven by work life balance issues & ‗operational
risk ‘ensure that certain annual leave is mandatory.

In the case of PSU Banks, the ―compulsory leave system‖ has not yet
taken root. In the circumstances an important task at hand is training the
staff member, who, on account of age profile is not comfortable working
in an IT environment. HRM should also take immediate steps to improve
productivity. There is a simultaneous need to balance the demand of IT
savvy youngsters joining the organization who ask for high salaries.

PSU Banks are not able to offer market driven salary. Given that banking
business & the business of Government are distinct, there is, in the case of
PSU Banks, an urgent need that salaries are not limited by what is paid in
the ministry but unshackled. Till that happens, HRM should, innovatively
tackle the issue.

7.6.3 TRAINING & DEVELOPMENT

Meaning & Definition:
Training & Development:
Organization & individual should develop & progress simultaneously for
their survival & attainment of mutual goals. So every modern management
has to develop the organization through human resource development.
Employee training is the important sub system of human resource
management. Employee training is a specialized function & is one of the
fundamental operative functions for human resources management.

After an employee is selected, placed & introduced he or she must be

provided with training facilities. Training is the act of increasing the
knowledge & skill of an employee for ding a particular job. Dale S. Beach
defines the training as ―the organized procedure by which people learn
knowledge & skill for a definite purpose.‖ The training system in the
banking industry has a strong structural base.

However, in the past the training activities have been more ritualistic due
to absence of a strategic link between training & human resources
development. Today, it is important that the training function is made an
effective organizational intervention by establishing a clear policy of
training & development within the framework of total human resource
development. The training establishments need to be actively involved in
the total training process starting from the identification of the training
needs, evaluation of training effectiveness & the benefits of training to the
end users viz. the internal & external customers. The need for training &
development is determined by the employee‘s performance deficiency,
computed as follows:

Training & Development Need = Standard Performance – Actual

Performance.

We can make a distinction among training, education & development.

Training, as was started earlier, refers to the process of imparting specific
skills. Education, on the other hand, is confined to theoretical learning in
the classrooms. Training & Education Differentiated:

―Give a man a fish, & you give him meal. Teach man to fish, & you give
him a livelihood.‖
This ancient Chinese proverb seems to describe the underlying rational of
all raining & development programs. No banking organization can long
ignore the training & development needs of its employees without
seriously inhabiting the performance. Even the most careful selection does
not eliminate the needs for training, since people are not molded to
specifications & rarely meet the demands of their jobs adequately.

This HRM function deals with the overall development of the employees.
This includes their professional & well as their personal development. It is
a part of HRM function to identify opportunities for enhancing the skills of
the resources. Promotion is regarded as one of the ways of recognizing
development undertaken by an employee. Development is also largely
dependant on training. Generally people think that training & development
are one & the same, but there are many differences between them.

Training & development in SBI:

 Training and awareness among employees:

That State Bank of India conducts various training programs for the
employees, so that they will get aware with terms of internet banking. After
such programs they create awareness amongst the consumers.

 Exchange of information on threats at appropriate forms:

There’s an open end discussion on the threats and vulnerabilities coming

across the functioning of internet banking work by the employees in the
various official forums and meets.

 Bank should anticipate and get prepared for regulatory changes:

Laws regarding IT or cyber laws get change as per the need. SBI anticipate
such kind of changes and get loaded with various plans and actions.
 CHAPTER 8: Data Analysis and Interpretation.

8.0 ANALYSIS OF PRIMARY DATA

What do you understand by training?

Learning 0

Enhancement of knowledge, skill &attitude 4

Sharing information 0

All of the above 16

ANALYSIS
The above result shows that most of the State Banks of India Employees
are well aware of the definition, inputs and purpose of the training program.
They are self-motivated to attend such training program as it will result in
their skill enhancement & improving their interpersonal skill.
1. Training is must for enhancing productivity and performance.

Completely agree 17

Partially agree 3

Disagree 0

Unsure 0

ANALYSIS:
The above result shows that mostly State Banks of India Employees are
well aware of the role and importance of the training. It means somewhere
their productivity and performance has been improved after the training
program attended by them and it helped them to achieve their goal.

1 (i). Have you attended any training program in the last 01 year?
 Yes 20

No 0

ANALYSIS:

100% respondents had attended training program in the last 01 year. It

means in State Banks of India HR Department, time to time training is
provided to all the Bank‘s Employs and it is continuous process.

(ii). If yes, which module of soft skill development training?

Personality and positive attitude 3

Business communication 2

Team building and leadership 0

Stress management and work-life balance 2

 Business etiquettes and corporate grooming 0

All of above 13

If any other ,please specify 0

ANALYSIS:
65% respondents had attended all the five modules of soft skill
development training. But besides soft skill development training, HR
department of State Banks of India Employees should also provide
product/process or skill based training to enhance the employability.

2. (i). After the training, have you given feedback of it?

Yes 20

No 0
ANALYSIS:
100% respondent had given feedback after attending the training. It means
each and every respondent are well aware of the importance of giving
feedback. They know that their feedback is very important to identify the
effectiveness and valuation of training program.

(ii). If yes, through which method?

Questionnaire 16

Interview 1

Supplement test 1

Any other 0
ANALYSIS:

The above result shows that the questionnaire is the most popular method
of evaluating the training program and other methods are not very much in
practice in co HR Department, State Banks of India But since there are
various other methods of evaluation of training program like interviews,
supplement test, self-diaries & observation so it should also implement
the other methods also to identify the ROI (return on investment) &
effectiveness and valuation of the training program.

3. Which method of post training feedback according to you is more

appropriate?

Observation 5

Questionnaire 3

Interviews 8

Self-diaries 3

Supplement test 1
ANALYSIS:
I. Corporate HR, Sahara India Pariwar, mostly use the questionnaire to get
the feedback of rainees but only 15% respondents are in favor of
questionnaire because in it there is a possibility of getting inaccurate data
and in this responding conditions are also not controlled.

II. On the other side 40% respondents feel that interview is the most
appropriate method of evaluating the training program because it is more
flexible method, and in this they can get the opportunity for clarification
and the most important thing is that in the interview, personal interaction
is also possible.

III. 25% are in favors of observation because this is non-threatening and is

excellent way to measure the behavioral changes.

IV. Beside this, 15% are in favors of self-diaries and 5% are in the favour
of supplement test. It means that HR department of State Banks of India
Employees should also try to use other method of evaluation of training
program.

4. (i). Do you think that the feedback can evaluate the training
 effectiveness?

Yes 20

No 0

ANALYSIS:
100% respondents think that the feedback can evaluate the training
effectiveness. It means that HR department of State Bank of India are well
aware of the importance of taking feedback after the training.
(ii).If yes, how can the post training feedbacks can help the participants?

Improve job performance 1

An aid to future planning 3

Motivate to do better 2

All of the above 14

None 0

ANALYSIS:
70% respondent feel that the post training feedback can help the
participants to improve their job performance, is an aid to future planning
and can motivate to do better. It means that they are benefited by giving
feedback of the training, attended by them.

5. Post training evaluation focus on result rather than on the effort

expended in conducting training.
 Completely agree 14

Partially agree 6

Disagree 0

Unsure 0

ANALYSIS:
70% respondents are completely agree and 30% respondents are partially
agree with the statement that post training evaluation focus on result rather
than on the effort expended in conducting training program. It means that
all the respondent are well aware of the purpose and objective of the post
training evaluation.

6. What should be the approach of post training evaluation?

Trainer centered 2

Trainee centered 2

Subject centered 8

All of the above 8

ANALYSIS:
I. 40% respondents feel that the approach of post training evaluation should
be subject cantered and 40% respondent also feel that it should be trainer,
trainee and subject cantered.
II. 10% respondents are in favors of trainee cantered approach and 10%
respondents are in favors of trainer cantered approach. It means that the
evaluation procedure should be implemented concerning trainer, trainee
and subject.

7. What should be the ideal time to evaluate the training?

Immediate after training 6

After 15 days 7

After 1 month 4

Can‘t say 3

ANALYSIS:
35% respondent feel that training should be evaluate after 15 days.30% feel
that it should be immediate after training. 20% feel that ideal time to
evaluate the training is after 1 month and 15% are unsure.
Since each respondent had attended different training program. So the ideal
time of evaluation of training depends on types of training. It could be vary
for different training.

8. Should the post training evaluation procedure reviewed and revised

periodically?

Yes 16

No 2

Can‘t say 2
ANALYSIS:
80% respondents feel that the post training evaluation procedure should be

reviewed and revised periodically. It means that it has to be a continuous

process and be taken regularly by the line manager/Reporting manager of

the participants. It could also be taken by peer group. Still 10% feel that

the post training evaluation procedure should not be reviewed and revised

periodically. It means they are satisfied with the post training evaluation

procedure, followed by State Bank of India HR Department.

9. Is the whole feedback exercise after the training worth the time, money
and effort?

Yes 18

No 2

Can‘t say 0

ANALYSIS:
90% respondents feel that the whole feedback exercise worth the time,
money and effort and 10% respondent are not agree with this. It means
that feedback exercise is valuable and wrathful for the participant to
achieve their personal goal as well as for the organization.

Still 10% are unsure about it. So there is a need to create awareness among
them that how much the feedback exercise is important to identify the
effectiveness and valuation of the training program, to identify the
ROI(return on investment),to identify the need of retraining and identify
the points to improve the training.
10.The post training feedback can be used:

To identify the effectiveness and valuation of training 3

program

To identify the ROI(return on investment) 2

To identify the need of retraining 0

To provide the points to improve the training 0

All of above 15

ANALYSIS:

75% respondents feels that post training feedback can be used to identify
the effectiveness and valuation of training program, to identify the ROI, to
identify the need of retraining and to provide the points to improve the
training. And others are also aware of the importance of post training
feedback.

8.1 ANALYSIS OF SECONDARY DATA

Training and Development Function in Banking Sector

TEAM-HEAD
∙ TNI
∙ Training calendar
∙ Training budget
∙ Training feedback
∙ Training manuals
∙ Approvals/concept paper

TEAM
MEMBER 1
∙ IT support
∙ Project/Summer training
∙ Induction manual/ppt
∙ Training feedback or evaluation
∙ Admin task
∙ Database management
∙ MIS-T&D

MEMBER 2
∙ Module design
∙ Module development
∙ Internal TNI
∙ External TNI
∙ Product/Process Training
∙ Project/Summer Training
∙ HRIS support
∙ Best HR practices

MEMBER3

∙ Training initiative
∙ Internal
∙ External
∙ Concept
∙ Development
∙ Write-ups& Briefing
∙ Training
∙ Evaluation
∙ PD e-manual
∙ Project/summer training

MEMBER4
∙ Library mgmt
∙ Books
∙ Journal
∙ Newspaper
∙ Dark (In/out) database
∙ Record
∙Maintenance
∙ Admin follow up
∙ Bulletin/Board management
 CHAPTER 9: Findings.

⮚ Mostly all the State Banks Of India Employees are well aware of the
role and importance of the training They are self-motivated to attend such
training program as it will result in their skill enhancement & improving
their interpersonal skill.

⮚ Corporate HR, State Banks of India, time to time training is provided to

all the Employees and it is continuous process.

⮚ Two types of training are provided to the Employees by State Banks of

India -induction training and soft skill development training.

⮚ Questionnaire is the most popular mean of evaluating the training

program in State Banks of India.

⮚ Most of the Employees feel that interview is the most appropriate

method of evaluating the training program.

⮚ Post training evaluation focus on result rather than on the effort

expended in conducting the training and it worth the time, money and
effort.

⮚ Most of the participants are benefitted by giving feedback after attended

the training. It motivated them to do better, helped them to increase their
job performance and is an aid to future planning.

⮚ In State Bank Of India, post training evaluation is used to identify the

effectiveness and valuation of training program, to identify the ROI(return
on investment), to identify the need of retraining and to provide the points
to improve the training.
 CHAPTER 10: Conclusion.
Today, banks focus on designing programs and process and services to
attract, develop and retain top talent. Utilizing the latest technologies HR
team has launched sophisticated online systems that provide the employees
with details on benefits, compensation, special programs and internal job
opportunities. As a global employee population continues to grow, these
cutting edge activities are increasingly important to the deliver world-class
HR solution.
The core function of HRD in the banking industry is to facilitate
performance improvement, measured not only in terms of financial
indicators of operational efficiency, but also in terms of the quality of
financial services provided. Factors like skills, attitudes and knowledge of
the human capital play a crucial role in determining the competitiveness of
the financial sector. The quality of human resources indicates the ability of
banks to deliver value to customers. Capital and technology are replicable
but not the human capital which needs to be valued as a highly valuable
resource for achieving that competitive edge. The primary emphasis needs
to be on integrating human resource management strategies with the
business strategy. HRM strategies include managing change, creating
commitment, achieving flexibility and improving teamwork. The other
processes representing the overt aspects of HRM are recruitment,
placement and performance management.
 CHAPTER 11: Recommendation
 Competition in banking sectors increase due to private banks.
Private sectors banking giving higher it is necessary for SBI to
increase its salaries.
 Give more emphasis on training and development of employees.
 Increase motivation by giving extra benefits.
 The management must commit itself to allocate major resources and
adequate time to training.
 CHAPTER 12: Annexure

Dear Madam/Sir,

I, Chiplunkar Saniya BMS third year student pursuing my course from

I.C.S. College. As a part of my curriculum I am undergoing Project Report
at Human Relation Management in Banking Please give your
views/opinions in the space given below about the project report feedback
in STATE BANK OF INDIA. The information provided by you will be
kept highly confidential and will be used by me strictly for an analysis only.

1) What do you understand by training?

a) Learning
b) Enhancement of knowledge, skill and aptitude
c) Sharing information
d) All of above

2) Training is must for enhancing productivity and performance.

a) Completely agree
b) Partially agree
c) Disagree
d) Unsure

3) (i) Have you attended any training programme in the last 01 year?
a) Yes

b) No

(ii) If yes, which module of soft skill development training?

a) Personality and positive attitude
b) Business communication
c) Team building and leadership
d) Stress management and work-life balance
e) Business etiquettes and corporate grooming
f) All of above
g) If any other please specify

4) (i) After the training ,have you given feedback of it?

a) Yes
b) No

(ii) If yes, through which method?(can select more than one)

a) Questionnaire
b) Interview
c) Supplement test
d) If any other please specify _______________

5) Which method of post training feedback according to you is more

appropriate?
a) Observation
b) Questionnaire
c) Interviews
d) Self-diaries
e) Supplement test

6) (i) Do you think that the feedback can evaluate the training
effectiveness?
a) Yes

b) No
(ii) If yes, how can the post training feedbacks can help the
participants?(can select more than one)
a) Improve job performance
b) An aid to future planning
c) Motivate to do better
d) All of the above
e) None

7) Post training evaluation focus on result rather than on the effort

expended in conducting training.

a) Completely agree
b) Partially agree
c) Disagree
d) Unsure

8) What should be the approach of the post training evaluation? (can

select more than one)
a) Trainer centered
b) Trainee centered
c) Subject Centered
d) All of the above

9) What should be the ideal time to evaluate the training?

a) Immediate after training
b) After 15 days
c) After 1 month
d) Can‘t say

10) Should the post training evaluation procedure reviewed and

revised Periodically?

a) Yes
b) No

c) Can‘t say

11) Is the whole feedback exercise after the training worth the time,

money and Effort?

a) Yes
b) No

c) Can‘t say

12) The post training feedbacks can be used:

a) To identify the effectiveness and valuation of the training programme
b) To identify the ROI (return on investment)
c) To identify the need of retraining
d) To provide the points to improve the training
e) All of above

13) Any suggestion for improving the post training feedback

procedure exists in State Bank of India?
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
___________________________________________________________
__________________________________________

SIGNATURE
Dear Madam/Sir
We would appreciate your views sharing with us. This will help us to
improve more. Please give your views/opinions in the space provided
below about this Employee Developments and evaluate the improvements
after the training.

Employee Details

Name E.C.

Grade Department

Training Programme

Name of the
module

Date

Duration

Venue