Transcript
KOTAK MAHINDRA BANK
PRESENTED BY GROUP 5NAME Roll No.
VIRAL ELAVIA 10B421HIREN RATHOD 10B461SAUD SAYED 10B448SHAHRUKH PAWASKAR 10B442UMAIR KHAN 10B429PRADNYA KULAL 10B430DOMINIC GOUVEIA 10B718ABHISHEK GUPTA 10B720
“A little knowledge that acts is worth infinitely more than much knowledge that is idle”
INTRODUCTION•Founded in 1985 as Kotak Capital Management Finance Limited. •Promoted by Uday Kotak, Sidney A. A. Pinto and Kotak & Company. •Industrialists Harish Mahindra and Anand Mahindra took a stake in 1986, and that's when the company changed its name to Kotak Mahindra Finance Limited.•Net worth of more than Rs. 6,799 crore•Have global offices in New York, London, San Francisco, Dubai, Mauritius and Singapore. The Kotak Group offers their services to approximately 6.4 million customers.
ACHEIVEMENTS1. ICAI Award - Banking Sector for the year ending 31st
March, 2010 .2. Asiamoney -Best Local Cash Management Bank 20103. IDG India - Kotak won the CIO 100 'The Agile 100' award
20104. Kotak Royal Signature Credit Card -"Product of the Year" in
20095. IBA Banking Technology Awards - Best Customer
Relationship Achievement - Winner 2008 & 20096. Best overall winner, 2007
Uday Kotak speaks -
“ We believe that developing and fostering learning culture along with creating professional entrepreneurs is one of our key value propositions. In this context various interventions have been planned across the employee life cycle to identify and address the skill/ competency gaps and provide developmental inputs to individuals”.
Kotak Mahindra - Gamechangers
“ Target right , train the trainers , certify and fund .“
The Great Unskilled - Can we fix it? We believe vocational training is the need of
the hour. The big challenge is designing a model for this industry that benefits both of its main stakeholders: students as well as companies setting up these businesses.
• Target the school leavers and college drop-outs.
• Get the employers involved.• Train the trainers with the help of sustainable
methodologies.• Accreditation.
About IndiaCan
• IndiacanIndiaCan is a joint venture between Educomp, India's largest education company and Pearson and Kotak Mahindra Bank.
• IndiaCan is a pioneering initiative with a view to bridge the gap between employment opportunities, skills and knowledge base of the unemployed youth in the country and therefore, helps them get suitable placements.
• With the combined strength of three of the largest education companies, the venture is on track to become the largest provider of vocational education & training with a mission to:
1. Provides talent for Indias economic growth engine.
2. Trains over 15,000 persons annually.
Training & Development
• Training enables an employee to do his present job more efficiently and prepare himself for a higher level job.
• Training is a art of increasing knowledge, skills, & capacity of a person.
Training vs. developmentLearning dimensionsMeant for Focus
Scope
Goal
Initiated by
Training
OperativesCurrent job
Individual
Fix current skills
management
Development
ExecutivesCurrent and future jobsWork group+ organizationfuture work demands
individual
Training vs. developmentLearning dimensions
Content
Time frame
Training
Specific job related information
immediate
Development
General knowledge
Long term
Benefits to organization
• Better quality of work• Higher productivity• Cost reduction• High morale• Reduced supervision• Less learning period• Personal growth• Fewer accidents• Brings loyalty
Benefits to employees
• Self confidence• Safety• Higher earning• Promotion • adaptability• New skills• Personal growth
Areas covered in Training Program in Kotak Mahindra Bank
• Process Training• Product Training• Credit Management• Treasury Management• Forex Management• Interest rates and self sufficiency
Place of training
Large training infrastructure with state of the art classrooms has been set up in Mumbai and similar infrastructure is planned in other Regional hubs as well.
METHODS
ON THE JOBTRAINING
OFF THE JOB TRAINING
COACHINGJOB INSTRUCTION- TRAINING
ROLE-PLAY
LECTURE
VESTIBULE-TRAINING
PROGRAMMED INSTRUCTIONCOMMITTEE
ASSIGNMENT
JOB ROTATION
On-the-Job Training
– On-the-job training (OJT) refers to new or inexperienced employees learning through observing peers or managers performing the job and trying to imitate their behavior.
Coaching
• Coaching refers to the activity of a coach in developing the abilities of coaches or clients.
• Coaching methods includes both theoretical and practical sections. Where motivational speeches are done theoretically, workshop, seminars come under practical methods.
Job instruction training
• Step by step structured training method in which a trainer
1. prepares a trainee with an overview of the job its purpose, and the results desired,
2. demonstrates the task or the skill to the trainee,
3. allows the trainee to mimic the demonstration on his or her own
4. employee does the job independently 5. follows up to provide feedback and help.
Job rotation
• Job rotation is also practiced to allow qualified employees to gain more insights into the processes of a company, and to reduce boredom and increase job satisfaction & skill enhancement through job variation.
Off the job training
• Off the job training involves employees taking training courses away from their place of work. This is often also referred to as "formal training".
• Off the job training courses might be run by the business' training department or by external providers.
• - Use of specialist trainers and accommodation
• - Employee can focus on the training - and not be distracted by work
Vestibule training
• Vestibule training is a type of instruction using a vestibule, a small area away from the actual worksite, consisting of training equipment exactly duplicating the materials and equipment used on the job.
lecture• Training is basically incomplete without
lecture. When the trainer begins the training session by telling the aim, goal, agenda, processes, or methods that will be used in training that means the trainer is using the lecture method
Main Features of Lecture Method: Inability to identify and correct
misunderstandingsLess expensiveCan be reached large number of people at onceKnowledge building exercise
Less effective because lectures require long periods of trainee inactivity
Role Plays
– Trainees act out characters assigned to them.
– Information regarding the situation is provided to the trainees.
– Focus on interpersonal responses.– Outcomes depend on the emotional
(and subjective) reactions of the other trainees.
– The more meaningful the exercise, the higher the level of participant focus and intensity.
Evaluation
• Evaluation helps determining the results of training & development program.
Training evaluation provides the data needed to
demonstrate that training does provide benefits to the company.
Online
• Our on-line learning portal at Kotak Mahindra Bank - SMILE gives ample learning opportunities to employees and hosts several hundred modules for self development and certifications.
Tie – Ups and collaboration
• We also have tie-ups with various external institutions and renowned Indian and Global B- Schools where several customized training programs aligned to our competency framework are conducted to upskill our talent in various skill sets
Outcome Measures
Reactions Trainee satisfactionLearning Acquisition of knowledge,
skills, attitudes, Behavior Improvement of behavior on
the jobResults Business results achieved by
trainees
How to make training more effective
• commit itself to allocate major resources and adequate time to training.
• Training should contribute to competitive strategies of the firm.
• Training should be done eat all levels on a continue and ongoing basis.
• Their should be proper linkage among organizational, operational and individual training needs.
• Create a system to evaluate the effectiveness of training.
HRD mechanisms
HRD mechanisms used in Kotak Mahindra Bank
• Counseling• Coaching • Training &
development• Performance appraisal• Potential appraisal• Career planning and
development• Organizational
development
Counseling
• It is a two way process in which a counselor provides help to the workers by way of advice and guidance.
Coaching
• “coaching” is the practice of giving sufficient direction, instruction and training to a person or a group people, so as to achieve some goals or even in developing specific skills.
• Though coaching is a system of providing training, the method of coaching differs from person to person, aim or goals to be attained, and the areas needed.
Performance appraisal
• Method by which the job performance of an employee is evaluated generally in terms of quality, quantity, cost, and time typically by the corresponding manager or supervisor.
• Process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization.
Potential appraisal
• The appraisal i.e. identification of the hidden talents and skills of a person. The person might or might not be aware of them.
Career planning & development
Examines your present job situation and features of the job that will enable you to use your aptitudes, values, skills, competencies.
Organizational development
• O.D is a set of behavioral science based theories, values, strategies & techniques aimed at the planned change of the organizational work.
• Four types of interventions are used :Team interventionInter-group interventionStructural InterventionComprehensive intervention
THANK YOU
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