Training and Development

A SUMMER TRAINING REPORTON

IN

Submitted to Gurukul Kangri University, Haridwar

In partial fulfilment of the requirement for the 2yrs full time Post Graduate Degree

In Master of Business Administration

Supervised by Submitted ByDr. Surekha Rana Anjali Das MBA III sem

Dept of Management StudiesKanya Gurukul Mahavidhyala, Dehradun 2nd campus Gurukul Kangri University, Haridwar(2008-2010)

Contents

PrefaceAcknowledgementDeclaration

Chapter-1 Organization Profile Background of the bank Vision of the Bank Board of the directors Administrative set up of the Bank Department and officers in the Bank Brief Introduction of the Bank Organizational Structure Others Particulars Principal accounting Policy

Chapter-2 Conceptual framework Training and Development

Introduction Nature of Training and Development Inputs in Training and Development Role of Training and Development Objectives of Training Need for basic Purpose of Training Benefits from Training and Development Training Methods and Techniques

Institutes That Provide Training to the Bank Employees Types of Training which UGB provide to its employees

Chapter-3 Research Methodology Sample Size

Chapter-4 Findings

Conclusion Bibliography Annexure

PREFACE

As a part of my MBA programme, I was asked to undergo 6-8 weeks summer training in any organization, to give the exposure to practical management and to get familiar with the various activities taking place in the organization.

I got an opportunity to undergo my summer training in the reputed organization “UTTARANCHAL GRAMIN BANK” where I was allowed to work on the project titled “Training & Development” at HEAD OFFICE” Dehradun.

ACKNOWLEDGEMENT I feel honoured to be here at Uttaranchal Gramin Bank, Head Office, Dehradun for my summer training program.I wish to express my sincere thanks to the UGB management for giving me this opportunity.I would like to express my gratitude to Dr.Surekha Rana & Dr. Patiraj Kumari for the help and support.I express my deep sense of gratitude to Mr. P.D. Joshi Manager Personnel for their guidance and keen interest shown in carrying out this study. His valuable suggestion and continuous support was of great help to me.I am also grateful to Mr. A.K. Mittal General Manager who devoted their precious time with me by providing me the feedback and the required information, which helped to study the existing system.I also wish to thank the authorities and faculties of Kanya Gurukul Mahavidhyalaya Dehradun for their continuous guidance and encouragement. At last but not least I express my heartfelt gratitude to my parents and friends for their encouragement and support for the successful completion of this analysis.

With Regard

Anjali Das

DECLARATION

Title of the project : Training & Development Uttaranchal Gramin Bank

Trainee : Anjali Das

Coordinator : Mr.P.D. Joshi Manager Personnel Head Office

Center of study : Uttaranchal Gramin Bank Head Office,Dehradun

ORGANIZATIONAL PROFILE

UTTARANCHAL GRAMIN BANK(SPONSORED BY: STATE BANK OF INDIA)

BACKGROUND OF THE BANK

Uttaranchal gramin bank, a body constituted by the Notification of Govt. of India dated 30.06.2006 amalgamating three erstwhile Regional Rural Banks i.e. Alakhananda Gramin Bank, Ganga Yamuna Gramin Bank, Pithoragarh Kshetriya Gramin Bank, all sponsored by State Bank of India, is one of the major banking organization in the Uttarakhand State situated in the Majestic Himalaya.The crown State of Himalayas, Uttarakhand was carved out from Uttar Pradesh as 27th State of the country in the year 2007.It was surrounded by the state of Nepal in the east and Himanchal Pradesh in the west.

The area of operation of the bank bestowed with vast natural resources and astounding beauty of nature, encompassing places of fascinating beauty of the religious importance i.e. Gangotri, Yamunotri, Har-ki-Doon, Badrinath, Hemkund, Valley of Flowers, Auli Tungnath, Gaumukh etc.

Approximately 75% of the land of the state is covered with dense forest, diversified and rate of Species of Flora and fauna.

The economy base of the region is agrarian: Paddy, sugarcane and wheat are the main crops. Virtually the whole region is rain fed despite having rich water resources. There are enough Potential for the development of agriculture, horticulture, animal husbandry and milk production.

High education standard, high literacy rate, extensive forest cover, unlimited water resources, favorable condition for fruits and vegetable production to attract investors for the development of the industries in the state.

The prime goal of the bank is the extensive participation in the overall economic development of the region. The Bank is dedicated for the upliftment of the rural masses, so that the people of the region may achieve all-round development, employment for everybody and prosperity to contribute towards progress of State & Nation.

Vision

To make ‘Uttaranchal Gramin Bank’ the “Uttam Bank”of Uttarakhand state by providing excellent customer service, maintaining transparency and excellency in banking, development oriented approach with innovative concepts by earning continuous profit."

Development of Remotest Areas.

To provide KCC to each farmer in the service area.

Adoption of each village in the service area.

To link each family with bank in the service area.

To provide employment to rural youth.

BOARD OF DIRECTORS

ChairmanShri Threesh Kapoor

Directors:

A-Central Government Nominees:

1. Shri S.K. verma Assistant General Manager, RBIRegional office, Dehradun, Uttarakhand

3. Shri V.P.S. SajwanUttarkashi, Uttarakhand

2. Shri M.S. RathoreDeputy General Manager, NABARDRegional office, Dehradun, Uttarakhand

4. Smt. Raija ChaudhariAdvocate, Gopeshwar, Chamoli, Uttarakhand

B- Sponsor Bank Nominees:

1. Shri Pradeep MehrotraDeputy General Manager,(Agri)State Bank of India, New Delhi

2. Shri Maheep KumarDeputy General ManagerState Bank of India, Uttarakhand zonal office,Dehradun

C- State Government Nominees

1. Shri N.S Negi Additional Secretary (rural Development)Government of Uttarakhand, Deharadun (Uttarakhand)

2. Shri N.N. ThapliyalAdditional Secretary (finance)Government of Uttarakhand, Deharadun (Uttarakhand)

ADMINISTRATIVE SET-UP OF THE BANK

Shri Threesh KapoorChairman

Shri Anil Kumar MittalGeneral Manager

Shri R.P. KhanduriArea Manager, Area Office-I, Dehradun(On deputation from Sponsor Bank)

Shri Rajeev GulatiArea Manager, Area Office-II, Pauri(On deputation from Sponsor Bank)

Shri Balwant Singh BishtArea Manager, Area Office-III, Pithoragarh(On deputation from Sponsor Bank)

DEPARTMENT AND OFFICERS IN THE HEAD OFFICE

Shri VermaChief Inspector (On deputation from Sponsor Bank)

Shri P.P SinghalManager, Inspection & Audit(On deputation from Sponsor Bank)

Shri Rampal SinghManager, Inspection & Audit(On deputation from Puravanchal Gramin Bank)

Dr. Shailendra KumarChief Vigilance Officer(On deputation from Sponsor Bank)

Km. Madhu MaikhuriManager, Planning & Dev.

Shri. S. NautiyalManager- I.O.R.

Shri Parashar Dutt JoshiManager Personnel

Shri K.C Singh BishtManager Accounts

Shri.M.S DasilaManager Board- Secretariate

Shri Sanjay Kumar PasbolaManager Advances

BRIEF INTRODUCTION OF THE BANK

Uttaranchal Gramin bank was established on June 30th 2006 issued by Govt. of India, under Section3 (i) of RRBs Act 1976 (21of 1976), after amalgamation of three erstwhile Regional Rural Banks viz. Ganga Yamuna Gramin Bank, Alaknanda Gramin Bank & Pithoragarh Kshetriya Gramin Bank, all Sponsord by premier Commercial Bank of the country i.e. State bank of India in the state of Uttarakhand. Accordingly, Bank’s area of operation extended in the area of Dehradun, Tehri, Uttarkashi, Haridwar, Pauri, Chamoli Garhwal division and district Pithoragarh and Champawat of Kumaun division in Uttarakhand.

The head office of the bank is situated at Dehradun, which is the capital city of the state of Uttarakhand.The major area of operation which is extended in the remote areas of the state is thinly populated and seven districts of services area fall under “Zero Industry” zone. However, the area is widely acknowledged for its famous pilgrim centers and tourists places. Despite abundance of water resources, this area has negligible irrigation facilities farmers are forced to use conventional methods of farming, though cash crop like potato, ginger and fruits like malta apple are cultivated in small areas yet due to lack of basic infrastructure, viz proper transportation, processing and storage facilities such cultivation is restricted in a few pockets only.

ORGANIZATIONAL STRUCTURE

Organizational structure of the bank is divided in to3 administrative states. Branches under the supervision of branch managers are the root units functioning under the areas officers, supervised by the area manager. Apex administrative control of these two is enshrined in the head office. Presently, there are 3 areas office viz. Area office-I Dehradun, Area office-II Pauri and Area office-III Pithoragarh under which 43, 49 and 27 branches are functioning respectively with 11 satellite offices too.

Shri R.P. KhanduriArea Manager, Area Office-I, Dehradun(On deputation from Sponsor Bank)

Shri Rajeev GulatiArea Manager, Area Office-II, Pauri(On deputation from Sponsor Bank)

Shri Balwant Singh BishtArea Manager, Area Office-III, Pithoragarh(On deputation from Sponsor Bank)

Officers On Deputation from Sponsor Bank: i) Chairman. 1ii) General Manager: 2iii) Other Officers:a) MMGS-III:,/td> 5Total: 8

RRB Staff

S.No. Category Total No.

1. Supervising - Total 204

UTTARANCHAL GRAMIN BANK HEAD OFFICE

(Dehradun)

Area Office 1Dehradun

43 branches

Area Office IIPauri

49 branches

Area Office III Pithoragarh 27 branches

a) Officer Scale-II 101

b) Officer Scale-I 103

2. Clerk 111

3. Subordinate 113

Total 428

Officers on deputation from other Banks:

Under Inter Bank Deployment of RRB Officers: From Parvatiya Gramin Bank- 1

Branch Expansion

Sr. No. Category Number of Branches1. Urban 52. Semi Urban 233. Rural 94

Total 122

BRANCH NETWORK

Sl. No.

District Area Office

Urban Semi-Urban

Rural Branches

Satellite offices

Extn. Counter

1 Dehradun I 01 07 09 - -

2 Tehri II - 01 18 04 -

3 Uttarkashi I - 01 02 - -

4 Haridwar I 01 03 - - -

5 Pauri II - 05 29 04 02

6 Chamoli II - 03 07 02 -

7 Rudrayapryag II - 01 04 01 -

8 Pithoragarh III - 01 20 - -

9 Champawat III - 01 05 - -

Total 03 02 23 94 11 02

After amalgamation, the bank is providing services to its customer through its extended network of 3area offices, 119 branches, 11 satellite offices and 2extention counters.

SHARE CAPITAL

The authorized capital of the bank Rs.500 lacks while Paid-up Share capital and additional equity support in the form of Share capital Deposits of Uttaranchal Gramin Band are Rs. 300.00 Lacks and Rs 1001.94 Lacks respectively. The break-up as on 31.03.2008 is as under:-

(Rs in thousand)

Particulars Share of central Govt.

Share of sponsor Bank

Share of State Govt.

Total

Paid-up Share 15000 10500 4500 30000

capitalShare capital deposits (sanctioned)

50097 35067 15030 100194

Share capital deposits (received)

50097 35067 15030 100194

OTHER PARTICULARS

A) TRAINING:

The Bank has arranged to provide training to its staff in diversified and specific courses, for their skill development and knowledge updation, at state bank learning centre, Dehradun. The Bank has also deputed its personnels to BIRD Lucknow & R.B.I, C.A.B., Pune for certain specific training programmes.

B) INDUSTRIAL RELATION:

Except the instances of a group of officers boycotting the annual closing in support of their demands, the industrial relation remained cordial with the employees and officers of the bank.

C) FUND MANAGEMENT:

Proper attention was paid to the existing investment opportunities in line with the laid-down norms Guide-lines regarding single exposure norms as prescribed by NABARD/RBI were meticulously followed.

D) PROFITABILITY:

With organized team work and sincere efforts of all the staff members of the bank, aggressive strategies and well planned management, the bank has earned a net profit of Rs 599.71 lacs (profit after tax) or Rs. 881.80(profit before tax), as against the target of Rs. 500 lacs for the year 07-08.

E) CAPITAL ADEQUACY RATIO:

The capital adequacy ratio of the bank stood at 15.16% as on 31.03.2008 which shows the sound financial position of the bank.

MAN POWER PLANNING:

In addition to the RRB staff, chairman of the bank- TEG VI, Gen Manager-SMGs,-V, One officer-SMGs-IV, 4 Officers-MMGS-III & 1 MMGS-II officers are on deputation from state bank of India. 44 officers form JMGS-I to MMGS-II and clerks to officers JMGS-I were promoted during 07-08. The strength is as under:

S Designation General SC ST OBC Total Out of

No. which, women

1- Officer on deputation form sponsor bank

9 - - - 9 -

2. RRB officers Scale-II 86 12 3 - 101 2

2. RRB officers Scale-I 79 19 5 - 103 9

2. RRB employees clerical cadre

74 32 3 2 111 14

2. RRB employees Subordinate cadre

93 16 4 - 113 5

Total 341 79 15 2 437 30

F) OFFICIAL LANGUAGE POLICY:The bank is complying the official language policy and wholly dedicated to the extensive use of Hindi.

BOARD OF DIRECTORS

Complying with the instruction contained in the Gazette of government of India, the Board of Directors of Uttaranchal Gramin Bank held total six meeting during calendar year 2008. During the year 2008-09, two members of the board were renominated. The Board welcomes renominated Directors.

S. No. Old Directors New Directors

1. Smt.Raija ChaudhariAdvocate,Distt. Chamoli, Uttarkashi

Smt. Raija ChaudhariAdvocate,Distt. Chamoli, Uttarkashi

2. Sh. Vijay Singh SajwanVill. Basuga Uttarkashi, uttarakhand

Sh. Vijay Singh SajwanVill. Basuga Uttarkashi, uttarakhand

The Board express its deep sense of gratitude to the Govt. of India, Reserve Bank of India, NABARD, state bank of India (Sponsor Bank), and Govt. of Uttarakhand for the valuable direction and support and except continued cooperation in the future development of the bank.

The Board feels pleasure in expressing sincere thanks to Bank’s customers and all well-wishers for the continued patronage and co-operation.

PRINCIPAL ACCOUNTING POLICY

1. GENERAL:

The financial statements are prepared on the historical cost basis and conform to the statutory provisions and practices prevailing in the country. Revenue and expenses have generally been accounted for on actual basis except to the following cases:-

i) An interest on non-performing assets is recognized on realization as per RBI Guidelines.

ii) Commission, exchange and Brokerage are recognized on realization basis.iii) Encashment of leave is accounted for on payment basis.

2. INVESTMENTS:

I) Investments are made by the banks in Bonds/ Government securities with the intention to hold them up to maturity and in mutual funds with the intention for sale with the optimum returns as possible.II) All the investment has been started at cost.III) Net premium after amortization in Govt. securities amounting to Rs. 80,548,799.56 has been included in investment under the head of “Govt. securities” during the year.

3. ADVANCES:

All advances have been classified under four categories viz:a) Standard Assetsb) Sub-standards Assetsc) Doubtful Assetsd) Loss Assets

As per the instruction of NABARD, Mumbai vide circular No. DOS/RRB/05/2001-02 dated 11.02.2001, and as per circulars received from RBI from time to time, Provisions have been arrived at, as per RBI guidelines on total outstanding, net of interests not realized of non-performing assets (NPAs) , and reducing, provisions have been made on different categories of advances as under:i) Standard- 0.25% or 0.40 % of O/S as applicableii) Sub- Standard 10% of secured +20% of unsecured portion.iii) Doubtful Assets-a) Upto 1 year 20% of secured+100% of unsecured portion.b) 1 to 3 years- 30% of secured+100% of unsecured portion.c) Above 2 years- 100%

iv) Loss assets- 100%After reducing the realized amount of the grantee cover under the scheme of DICGC, if any

4. FIXED ASSETS:

i) The fixed assets have account for on the historical cost basis.ii) depreciation have been provided for on written down value method at the rates prescribed by SBI circulars CC.: Cir: FO/bo/425/ 2007-08 dated 07.02.2008, except

in case of computers. Depreciation has been provided on straight line method @ 33.33% p.a. as per above mentioned circulars.

5. STAFF BENEFITS:

The bank has taken insurance policy from LIC for payment gratuity to employees.

6. NET PROFIT:

The net profit has been arrived at after:a) Provision on non-performing assetsb) Provisions for depreciation on fixed assetsc) Other usual and necessary provisions

CONCEPTUAL FRAME WORK

TRAINING & DEVELOPMENT

INTRODUCTION

Every organization needs to have well trained and experienced people to perform the activities that have to be done. Training is a process of learning a sequence of programmed behavior. It is application of knowledge. It gives people an awareness of the

rules and procedures to guide their behavior. It attempts to improve their performance on their current job and prepare them for an intended job. Development is a related process. It covers not only those activities which improve job performance, but also which bring about the growth of the personality; help individuals in the progress towards maturity and actualization of their potential capabilities so that they become not only good employees but better men and women. In organizational terms, it is intended to equip person to earn promotions and hold greater responsibility.

Training a person for a bigger and higher job is development. And this may well include not only imparting specific skills and knowledge but also inculcating certain personality and mental attitudes

Training is the main function of HR. To enhance the Corporation's growth and keep the Corporation ready to anticipate all types of competition and face it too, there is a need that Human Resource should play more active role for overall progress of the Corporation.

The impact of training programme is to mould the employee’s attitude and help them to synergies individual goals with organizational goals. It also helps in reducing dissatisfaction, complaints, absenteeism and labor turnover.

NATURE OF TRAINING AND DEVELOPMENT

In simple terms training and development refers to the imparting of specific skills, abilities and knowledge to an employee. A formal definition training and development is“Any attempt to improve current or future employee by increasing an employee’s ability to perform through learning, usually by changing an employees attitude or increasing his or her skills and knowledge.” According to Flippo, “Training is the act of increasing knowledge and skills of an employee for doing a particular job"

The need for training and development is determined by the employee’s performance deficiency, computed as follows:

Training and development need = Standard performance – Actual performance.

Difference between training and education -

TRAINING EDUCATIONApplication Theoretical orientationJob experience Classroom learningSpecific task General conceptNarrow and perspective Broad perspective

TRAINING refers to the process of imparting specific skills.DEVELOPMENT refers to the learning opportunities designed to help employees grow.EDUCATION is theoretical learning in classroom.

Though training and education differ in nature, they are complementary. An employee undergoes training is presumed to have some formal education. Moreover, no training is complete without an element of education in it.

DIFFERENCE IN TRAINING AND DEVELOPMENT

Training is short–term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a defined purpose.

Development refers to those learning opportunities designed to help employees grow. Development is not primarily skill oriented. Instead it provides general knowledge and attitudes which will be helpful to employees in higher positions.

INPUTS IN TRAINING AND DEVELOPMENT

Any training and development program must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to these there is a need to impart ethical orientation, emphasis on attitudinal changes and stress upon decision making and problem solving capabilities.

Skills-Training is imparting skills to employees. A worker needs skills to use machine and other equipment with least damage or scrap; this is basic without which a worker is not able to work on machines.Same way employees like supervisors, executives needs interpersonal skills, popularly known as people skills. Interpersonal skills are necessary to understand oneself and others too and act accordingly.

Education-The purpose of education is to teach theoretical concept and to develop a sense of reasoning and judgment. HR specialists understand the importance of education in any training and development program. Many times organizations encourage employees to do a course on a part time basis.

Development-Another component of a training and development which is less skill oriented but stressed on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of the company.

Ethics-There is a need for imparting ethical orientation to a training and development programme. There is on denial of the fact that ethics are largely ignored in business. Unethical practices abound in marketing, finance and production function in an organization. This does not mean that the HR manager is absolved of the responsibility. If the production, finance or marketing personnel indulge in unethical practices the fault rests on the HR manager. It is his/her duty to enlighten all the employees in the organization about the need for the ethical behavior.

ROLE OF TRAINING & DEVELOPMENT

Training imparts skills and knowledge to the employees in order that they contribute to the organization’s efficiency of changing environment.The primary concern of an organization is its viability, and hence its efficiency. Thus training can help an organization in following manner:-

Increase in Efficiency

Training plays an important role in increasing the efficiency of the company as employees are then capable of their job in a better way.They are imparted with the knowledge, application and implementation of new emerging and changing technology and other business concepts.Hence, training helps the company to maintain the minimum level of output.

Increase in Morale of Employees

Training increases morale of employees by relating their skills with their job requirements.Trained employees can see the jobs in more meaningful way now and this high morale is evidenced employee enthusiasm, voluntary confirmation with regulations, and willingness to co-operate with others to achieve organizational objectives.

Better Human RelationsVarious human relation trainings can overcome the problems related to social and psychological nature coming up with increasing complexity in the structure of the organization.

Reduced Supervision

Trained employees need less supervision and want autonomy and freedom. Also the supervisor can increase his span of supervision.

OBJECTIVES OF TRAINING

The overall training objective is to develop required knowledge, skills and attitudes of our employees so that they can perform more productively and achieve the business goals. It is recognized that the employees learn primarily from on-the-job experience. Therefore, in achieving this objective, the primarily contribution is from on-the-job training and supporting contribution from the formal training effort.

1. To impart basic knowledge and skill to new entrants and enable them to perform the job well.

2. To equip employee to meet the changing requirement of the job and organization.

3. To teach the employees the new technique and ways of performing the job or operations.

4. To prepare employees for higher level task and build up a second line of competent managers.

Training has always played an important and integral part in furthering many kinds of human learning and development. However, the fact that training can make an important, if not crucial, contribution to organizational effectiveness is only now being recognized fully. Companies, organizations and government are beginning to appreciate the value of adequate, consistent and long term investment in this function.

Training and Development programmes help remove performance deficiencies in employees. This is particularly true when –a) The deficiency caused by a lack of ability rather than lack of motivation to perform.b) The individual involved have the aptitude and motivation needed to learn to do the job better.

c) supervisor and peers are supportive of the desired behavior.

NEED FOR BASIC PURPOSE OF TRAINING

The need for the training of employees would be clear from the observations made by the authorities

1. To Increase Productivity:

“Instruction can help employees increase their level of performance on their present assignment. Increased human performance often directly leads to increased operational productivity and increased company profit.” Again, “ increased performance and productivity, because of training, are most evident on the part of new employees who are not yet fully aware of the most efficient and effective ways of performing the jobs.”

2. To Improve Quality:

“Better informed workers are less likely to make operational mistakes. Quality increase may be in relationship to a company product or service, or in reference to the intangible organizational employment atmosphere.”

3. To Help a Company Fulfill its Future Personnel Needs:

“Organisations that have a good internal education programme will have to make less drastic manpower changes and adjustments in the event of sudden personnel alterations. When the need arises, organizational vacancies can more easily be staffed from internal sources if a company initiates and maintain an adequate instructional programme for both its non-supervisory and managerial employees.”

4. To Improve Organizational Climate:

“An endless chain of positive reactions results from a well planned training programme. Production and product quality may improve; financial incentives may then be increased, internal promotions become stressed, less supervisory pressure ensure and base pay rate increase result. Increased morale may be due to many factors, but one of the most important of these is the current state of an organization’s educational endeavor.”

5. To Improve Health and Safety:

“Proper training can help prevent industrial accidents. A safer work environment leads to more stable mental attitudes on the part of employees. Managerial mental state would also improve if supervisors know that they can better themselves

through company-designed development programmes.”

6. Obsolescence Prevention:

“Training and development programmes foster the initiative and creativity of employees and help to prevent manpower obsolescence, which may be due to age, temperament or motivation, or the inability of a person to adapt him to technological changes.’

7. Personal Growth:

“Employees on a personal basis gain individually from their exposure to educational experiences.” Again, “Management development programmes seem to give participants a wider awareness, an enlarged skill, and enlightened altruistic philosophy, and make enhanced personal growth possible.

NEED FOR TRAINING

a) An increased use of technology in production;b) Labor turnover arising from normal separations due to death or physical

incapacity, for accidents, disease, superannuation, voluntary retirement, promotion within the organization and change of occupation or job.

c) Need for additional hands to cope with an increased production of goods and services;

d) Employment of inexperienced, new or badli labor requires detailed instruction for an effective performance of a job.

e) Need for reducing grievances and minimizing accident rates.f) Need for maintaining the validity of an organization as a whole and raising the

morale of its employees.

Collectively, these purposes directly relate to and compromise the ultimate purpose of organizational training programmes to enhance overall organizational effectiveness.

IMPORTANCE OF TRAINING

Training is the corner-stone of sound management, for it makes employees more effective and productive. It is actively and intimately connected with all the personnel or

managerial activities. It is an integral part of the whole management programme, with all its many activities functionally interrelated.

There is an ever present need for training men so that new and changed techniques may be taken advantage of and improvements affected in the old methods, which are woefully inefficient.

Training is a practical and vital necessity because, apart from the other advantages, it enables employees to develop and rise within the organization, and increase their “market value”, earning power and job security. It enables management to resolve sources of friction arising from parochialism, to bring home to the employees the fact that the management is not divisible. It moulds the employees’ attitudes and helps them to achieve a better co-operation with the company and a greater loyalty to it.

Training, moreover, heightens the morale of the employees, for its helps in reducing dissatisfaction, complaints, grievances and absenteeism, reduces the rate of turnover. Further, trained employees make a better and economical use of materials and equipment; therefore, wastage and spoilage are lessened, and the need for constant supervision is reduced

.

BENEFITS FROM TRAINING & DEVELOPMENT

There are numerous sources of on-line information about training & development. Several of these sites (they are listed later on in this library) suggest reasons for supervisors to conduct training among employees. These reasons include:

Increased job satisfaction and morale among employees

Increased employee motivation

Increased efficiencies in processes, resulting in financial gain

Increased capacity to adopt new technologies and methods

Increased innovation in strategies and products

Reduced employee turnover

Enhanced company image, e.g., conducting ethics training(not a good reason for ethics training)

Risk management, e.g., training about sexual harassment, diversity training

TRAINING METHODS /TECHNIQUES

The forms and types of employee training methods are inter-related. It is difficult, if not impossible, to say which of the method or combination of methods is more useful than the other. Infact, methods are multifaceted in scope and dimension, and each is suitable for a particular situation. The best technique for one situation may not be best for different groups or tasks. Care must be used in adapting the technique/ method to the learner and the job. An effective training technique generally fulfills this objective;

Provide motivation to the trainee to improve job performance, Develop a willingness to change, provide further trainee’s active

participation in the learning process. Provide a knowledge of results about attempts to improve (i.e.

feedback), and permit practice where appropriate.

A) ON–THE-JOB- TRAINING:

Virtually every employee, from the clerk to the president, get “On-The-Job Training”, when he joins a firm. It is primarily concerned with developing in an employee’s skills and habits consistent with the existing practices of an organization, and orienting him with his immediate problems. It is mostly given for unskilled and semi-skilled jobs- clerical and sales jobs.

Employees are coached and instructed by skilled co-workers, by supervisors, by the special training instructors. They learn the job by personal observation and practice as well as occasionally handling it. He is learning by doing, and it is most useful for jobs that are either difficult to stimulate or can be learned quickly by watching and doing it.

The main advantage of on-the-job training is that the trainee learns on the actual equipment in use and in the true environment of his job. He, therefore, gets a feel of the actual production conditions and requirements.

B) VESTIBULE TRAINING

This method attempts to duplicate on-the-job situations in a company classroom. Its is a class room training which is often imparted with the help of the equipment and machines which are identical with those in use in the place of work. This technique enables the trainee to concentrate on learning the new skills rather than on performing on the actual

job. In other words, it is geared to job duties. Theoretical training is given in the class

room, while the practical work in conducted on the production line.

Training is generally given in the form of lectures, conferences, case studies, role playing and discussion.

The various advantages of vestibule training are:

As training is given in a separate room, distractions are minimized. A trained instructor, who knows how to teach, can be more effectively

utilized.Disadvantages

The splitting of responsibility leads to organizational problems. This method is of limited value for the job which utilizes equipments

which can be duplicated.

C) SIMULATION

“Simulation is a technique which duplicates, as nearly as possible, the actual condition encountered in the job”. The vestibule training method or the business-game method are examples of business simulations. It is widely used in the aeronautical industry.

D)APPRENTICESHIP

Apprenticeship training is the oldest and most commonly used method, especially when proficiency in a job is the result of a relatively long training period of 2 to 3years.this training is offered in numerous range from the job of a draughtsman, a machinist, a printer, engravers, electricians. It is according to the predetermined schedule and provides for efficient training trade skills.

E) DEMONSTRATINA AND EXAMPLES

It is the demonstration method, the trainer describes and displays something, as when he teaches an employee how to do something by actually performing the activity himself and by going through a step-by-step explanation of “what” and “why” he is doing.

F) OFF-THE-JOB METHODS OR CLASS ROOM :

Off-the-job training simply means that training is not a part of everyday activity. The actual location may be in the company class rooms or in places which are owned by the company or in universities or associations which have no connection with the company. These methods consist of

i. Lecturesii. Conferences

iii. Group Discussionsiv. Case studiesv. Role playing

vi. Programmed instructionsvii. T-group training

viii.

1. Lectures

Lectures are regarded as one of the simplest ways of imparting knowledge to the trainees especially when facts, concepts or principles, attitudes, theories and problems solving abilities are to be taught. Lectures are formal organized talks by the training specialist, the formal superior or other individual specific topics. The lecture method can be used for very large groups which are to be trained within a short time thus reducing the cost per trainee. It can be organized rigorously so that ideas and principles relate properly.

2. Conference method

In this method, the participating individuals confer to discuss points of common interests to each other. A conference is basic to most participative group centered methods of development. It is a formal meeting; conducted in accordance with an organized plan in which the leader seems to develop knowledge and understanding by obtaining a considerable amount of oral participation of the trainees. It lays emphasis on small group

discussions, on organized subject matter and on the active participation of the members involved.

3. . Seminar or team discussion

This is an established method for training; a seminar is conducted in many ways. It may be based on paper prepared by one or more trainees or on a subject selected in consultation with a person in charge of the seminar. It may be part of the study or related to the critical studies or practical problems.It may be based on the statement made by the person in charge of the seminar or on a document prepared by an expert who is invited to participate in the discussion.The person in charge of the seminar distributes in advance the material to be analysed in the form of required readings. The seminar compares the reactions of trainees, encourages discussions, defines the general trends and guides the participants to certain conclusions.

4. . Case studies

This method was first developed by Christopher Lansdale in the 1880s at the Harvard Law School to help students to learn for themselves by independent thinking. Case study is based on the belief that managerial competence can best be attained through the study, contemplation and discussion of concrete cases. A case is a set of data, real or fictional, written or oral miniature description and summary of such data that present issue and problems calling for solutions or actions on the part of the trainee. When the trainees are given case to analyse they are asked to identify the problems and to recommend tentative solutions for it. In Case study method, the trainee is expected to

Master the facts, become acquainted with the content of the case. Define the objectives sought in dealing with the issues in the case. Identify the problems in the case and uncover their probable causes. Develop alternative courses of action. Screen the alternatives using the objectives as criteria.

Select the alternative that is most in keeping with the stated objectives.

5. Role – playing

In role-playing trainees act out a given role as they would in a stage play. Two or more trainees are assigned parts to play before the rest of the class. These parts do not involve

any memorization of lines or any rehearsals. The role players are simply informed of the situation and of the respective roles they have to play. Sometimes after the preliminarily involves employee-employer relations, hiring, firing, discussing a grievance procedure, conducting a post appraisal interview or disciplining a subordinate or a salesman making a representation to a customer.

6. Programmed Instruction (teaching by the machine method)

Programmed Instruction involves a sequence of steps which are often set up through the central panel of an electronic computer as guides in the performance of desired operation or series of operations. It incorporates a pre-arranged, proposed or desired course of proceedings pertaining to the learning or the acquisition of some specific skills or general knowledge, a programmed instruction involves breaking information down into meaningful units and arranging these in a proper way to form a logical and sequential learning programme or package.

7. T-Group Training

This usually comprises association, audio-visual aids and planned reading programmes. Members of a professional association receive training by it in new techniques and ideas pertaining to their own vocations through a regular supply of professional journals and informal social contacts or gatherings, members are kept informed of the latest development in their particular fields. Audio-visual aids-records, tapes and films are generally used in conjunction with other conventional teaching methods. Planned and supervised reading programmes are conducted, technical publications and the latest journals are kept in the library for the use of the trainees.

Training at UGB Dehradun

Training and Development provision to the bank is provided by the following institutions.

BANKERS INSTITUTE OF RURAL DEVELOPMENT

Bankers Institute of Rural Development (BIRD), Lucknow is a premier institute for providing training, research and consultancy services in the field of agriculture and rural development banking in India. The Institute was established in 1983 by National Bank for Agriculture and Rural Development (NABARD), the apex development bank supporting agriculture and rural development in India. In 1992, BIRD was reconstituted as a Society (under the Indian Societies Registration Act, 1860), promoted and funded by NABARD.BIRD is located on a sprawling campus located at a distance 7 km from Lucknow airport and 9km from the railway station.

INDIAN INSTITUTE OF BANK MANAGEMNT

"A Centre of Excellence in the Service of Banks, FIs and their Customers" Indian Institute of Bank Management, formerly known as North Eastern Institute of Bank Management, is an autonomous management institute located in the North Eastern region of India and serving banks, financial institutions and their customers all over the country in developing sharp management skills.IIBM is located on the outskirts of the city of Guwahati, the gateway to the picturesque north eastern states of India.

COLLEGE OF AGRICULTURE BANKING

College of Agricultural Banking (CAB) on February 16,1974. Through the passage of time, the mandate of the CAB has evolved to reorient it to meet the challenges of the emergent socio-economic and political realities. The CAB was an intrinsic part of the experiment to use credit to catalyse rural development. The focus was agricultural projects and indeed, the CAB was virtually synonymous with the World Bank's Project Appraisal courses in South and SE Asia as well as Africa.

TRAINING PROVIDED BY THE INSTITUTES

MANAGEMENT DEVELOPMENT PRGRAMME FOR OFFICERS OF RRB’S

The management development programme has been designed keeping in view the emerging needs of officers of RRB’s to facilitate their roles as ‘change Managers’ in the wake of new challenges in the rural banking scenario.Know about themselves with the objective of self management and also understand the self Develop a conceptual understanding of the psychological factors in human behaviorsKnow how to get motivated and how to motivated othersUnderstand and experience group behavior and develop skills for better inter-personal relationshipKnow how to develop communication skills, build effective teams and provide leadershipDevelop skills in managing conflicts

MICROSOFT OFFICE SPECIALIST CERTIFICATE PROGRAM FOR WOMENSM.K.P. (P.G.) COLLEGE, DEHRADUN

Microsoft office specialist certification program (MOS) of MS Word, MS Excel, MS power point, MS Access

This program has been designed to impart complete knowledge of MS Office modules to the participants and also provide them the opportunity to get certified by Microsoft for their skills in MS Office their certification will come from Microsoft directly after successfully completion of the program and passing out of online exam.

We will train the female participants at our college itself and all the male participants at our sub centers situated nearby.

PERSONALITY DEVELOPMENT PROGRAMME

The programme aims at helping the participants to experience process of self exploration and gain knowledge on the ways and means of personality development. By the end of programme, the participant would be able to: Describe the importance of self empowerment for personality development, demonstrate skills of inter-personal relations, explain role of emotional intelligence for better inter personal relation, demonstrate effective communication skills, state importance of motivating self and others

MANAGEMENT DEVELOPMENT PROGRAMME FOR WOMEN OFFICERS

The programme coverage includes subjects such as women at workplace, self empowerment, motivation and team building, emotions intelligence, conflicts resolution, role efficacy etc. A variety of training methods would be used to deliver the input.

PROGRAMME ON FINANCING OF AGRO-PROCESSING PROJECTS

This programme is a part of the capacity building initiative of NABARD for bank officers so that they are able to finance agro-processing projects with prudence.

Appreciate the importance and potential for agro-processing projectsUndertake the appraisals of agro-processing projectsAppreciate the issues and concerns in the export oriented agro processing unitsPrepare an action plan for financing agro-processing units

TRAINING PROGRAMMEON RESERVATION FOR SC/ST/OBC AND GOVERNMENT OF INDIA GUIDELINES FOR RRB’S

About implementation of government of India guidelines on the reservation for SC/ST/OBC in recruitments, promotions, maintenance of rosters, de-reservations, carry forward of vacancy, etc.

Explain the reservation policy in public sector banks and related aspectsPrepare the roaster for the bankExplain the De-reservation, carrying forward and exchange of reservation etc

PROGRAMME ON CUSTOMER RELATIONSHIP MANAGEMENT

Renovating and adaptability to the changing scenario is the arena where the players have to apply more sophisticated service-rendering skills and abilities.

To scan the nature of emerging rapid changes vis-à-vis roles of the finance world personnel; in the areas of customers delighting vis-à-vis effective marketing of product range and management thereof.To locate the general deficiencies in the services marked.To enhances business profitability through customer satisfaction.To reinforce and sensitize participants so as to acquire necessary skill and ability for better customer-friendly-profit centres.

INSTITUTES WHICH PROVIDE TRAINING TO THE BANK

INDIAN INSTITUTE OF BANK MANAGEMNT

The Institute

"A Centre of Excellence in the Service of Banks, FIs and their Customers" Indian Institute of Bank Management, formerly known as North Eastern Institute of Bank Management, is an autonomous management institute located in the North Eastern region of India and serving banks, financial institutions and their customers all over the country in developing sharp management skills. Its user organisations include banks, financial institutions and other undertakings in the government and non-government sector in India and Nepal. Efforts are on to include clientele from the neighbouring countries of Bhutan, Bangladesh etc. With its own state of art campus, IIBM is located on the outskirts of the city of Guwahati, the gateway to the picturesque north eastern states of India. Situated on the banks of the mighty river Brahmaputra, Guwahati is home to the famous Kamakhya Temple and the Sankardev Kalakhetra. Shillong, referred to as the "Scotland of the East", is merely a three hours drive away.

Established in 1980, the institute is engaged in training, research and consultancy activities. Reserve Bank of India(www.rbi.org.in), National Bank for Agriculture & Rural Development(www.nabard.org), State Bank of India(www.sbi.co.in), United Bank of India(www.unitedbankofindia.com), UCO Bank(www.ucobank.com), Allahabad Bank (www.allahabadbank.com) and Central Bank of India (www.centralbankofindia.co.in) are the sponsors of IIBM.

Dr. K.C. Chakraborty, Deputy Governor, Reserve Bank of India is the present Chairman of the Governing Board. The Board includes eminent persons and representatives of banks, financial institutions, Government and the Reserve Bank of India. Shri C.C. Mitra, Chief General Manager, Reserve Bank of India is the Director of the Institute.

IIBM continually strives to develop a collaborative alliance between the financial sector institutions and its user organisations covering business, industry, government and non-government sectors for mutual growth and development. It is dedicated to the cause of national development through fostering banks, financial institutions and other undertakings of the country in general and the north eastern region in particular by creation, application and dissemination of knowledge. Its mission is to become a world-class institute of higher learning in banking and financial management.

Towards this endeavour, the Institute focuses on the competency development of people through training and education to create competitive advantage for banks, financial institutions, business, industry and the government and non-government sector. The Institute has modern dynamic classrooms facilities with hostel supported by an extensive library of books, journals, films, database and a fully equipped computer lab with 24 terminals

BANKERS INSTITUTE OF RURAL DEVELOPMENTBankers Institute of Rural Development (BIRD), Lucknow is a premier institute for providing training, research and consultancy services in the field of agriculture and rural development banking in India. The Institute was established in 1983 by National Bank for Agriculture and Rural Development (NABARD), the apex development bank supporting agriculture and rural development in India. In 1992, BIRD was reconstituted as a Society (under the Indian Societies Registration Act, 1860), promoted and funded by NABARD.

BIRD is located on a sprawling campus located at a distance 7 km from Lucknow airport and 9km from the railway station . it is fully equipped with library, air-conditioned seminars rooms, compuer labs and lounge etc.

It is an ISO 9001 : 2000 Certified Institute

VISIONTo emerge as the premier Institute of the Developing World offering Training, Research and Consultancy services to its customers and undertaking other related activities in the field of agriculture and rural development banking.

MISSON

Commitment and competence building of people in Rural Financial Institutions (RFIs) and other partners in Rural Development through training.

Help building viable and vibrant RFIs through Organisation Development, Consultancy and Research.Help building appropriate systems for delivery of financial services.Promote policy debate on Rural Development StrategiesCLIENTELE

1. RURAL FINANCIAL INSTITUTION

Commercial bank cooperative banks Regional rural bank

2. DEVELOPMENT FINANCIAL INSTITUTION

NABARD SIDBI

3. GOVERMNENT AND PUBLIC SECTOR ORGANIZATION4. NON-GOVERNMETN ORGANIZATIONTRAINING GIVEN BY BIRD

Training programmes at BIRD are designed to suit the ever-changing client needs on account of the highly dynamic financial sector and fast paced global economic scenario that requires financial institutions to continuously innovate and meet newer challenges. These training programmes help the client institutions to reorient themselves to satisfy their customers and face competition and challenges posed by market conditions with the

required élan and professionalism. Training programmes are conducted both In-Campus and On-location. On client demand, customized training programmes are also conducted keeping in view the specific needs of the particular client. Training programs at BIRD cover the entire gamut of rural development banking. The programs are topical, issue-based and region specific. The training efforts of the Institute are enriched by insights gained from its field research and consultancy assignments A variety of instructional methods are employed. These include formal lectures, experience sharing, case studies/exercises, games, role-play, simulation and laboratory settings etc….

ABOUT CAB

Few aspects of the working of Reserve Bank of India (RBI) have been so striking, in comparison with other central banks of the world, as its role in the sphere of rural credit. This responsibility, of course, has been occasioned by the predominantly agricultural base of the Indian economy and the urgent need to expand and co-ordinate the institutional credit structure for agriculture and rural development. The role of RBI in the expansion of the organised rural credit structure since independence by way of strengthening of co-operative credit structure, nationalisation of substantial portion of the banking system, starting of regional rural banks, the changing banking scenario, have all left an indelible mark of RBI’s innovativeness in financing for rural prosperity. In fact, the obligations under various provisions of the RBI Act, 1934 require a proactive role for RBI, even in the sphere of providing training facilities for the personnel involved in Banking, Agri-Rural Development, Technology up-gradation, Financial markets etc., expressly or by implication.

Accordingly, RBI continued to arrange for training of higher level personnel essentially from headquarters of State, Central and Urban Co-operative Banks to tone up effectiveness of their managerial staff.  This training was originally being provided at the

Bankers Training College (BTC) at Bombay and later, to attend to the exclusive training requirements of co-operative banks, the RBI established Co-operative Bankers Training College (CBTC) at Pune on September 29, 1969. 

Over the years, the emphasis shifted from co-operative banks to the broader sphere of agricultural development banking and finance.  To focus on the widening area of the training activity, the College was renamed as College of Agricultural Banking (CAB) on February 16,1974. Through the passage of time, the mandate of the CAB has evolved to reorient it to meet the challenges of the emergent socio-economic and political realities. The CAB was an intrinsic part of the experiment to use credit to catalyse rural development. The focus was agricultural projects and indeed, the CAB was virtually synonymous with the World Bank's Project Appraisal courses in South and SE Asia as well as Africa.

TYPES OF TRAINING WHICH UTTARANCHAL GRAMIN BANK PROVIDE TO ITS EMPLOYEES

1. MANAGEMENT DEVELOPMENT PRGRAMME FOR OFFICERS OF RRB’S

INTRODUCTION

With the tremendous progress of behavioral Sciences, it has been possible to indicate the behavioral dimension which helps managers to become effective in organization.The management development programme has been designed keeping in view the emerging needs of officers of RRB’s to facilitate their roles as ‘change Managers’ in the wake of new challenges in the rural banking scenario.

PROGRAMME OBJECTIVES

At the end of the programme, the participants will be able to: Know about themselves with the objective of self management and also

understand the self Develop a conceptual understanding of the psychological factors in human

behaviors Know how to get motivated and how to motivated others Understand and experience group behavior and develop skills for better inter-

personal relationship Know how to develop communication skills, build effective teams and provide

leadership Develop skills in managing conflicts

PARTICIPANTSOfficials of middle management such as officers of RRB’s

PROGRAM CONTENT

1. Discovering and understanding self2. communication and inter-personal relationship3. leadership and motivation4. management conflicts5. emerging rural banking scenario6. management of change

The above contents are indicative in nature and can undergo changes on the feedback.

METHODOLOGY

The entire programme is based on participatory learning methods with considerable inputs from the behavioral sciences area. Role play, case study, syndicate problem solving and management games will be useful creatively by the faculty facilitators for making the process really participatory and meaningful.

DURATION

The programme will start at 09.30 hrs on 8th june 2009 and will end at 17.30 hrs on 12 june 2009.

VENUE

The programme fee is Rs. 7500/- per participant. The programme fee covers boarding, lodging, tuition fee and supply of programme reading materials only. We offer a discount of Rs. 100/-per participant per day (Rs. 500- per participant for 5days), if three or more officers from the same bank attend the programme.

MANAGEMENT DEVELOPMENT PROGRAMME FOR OFFICERS OF RRB’s

ToThe directorBankers Institute of Rural DevelopmentKanpur Road,LUCKNOW-226012Phone- (0522) 2421154

Name and address of the bank

Address of the nominating office

Details of the officers(s) nominated for the progarmme

Name Designation Address Contact details

Signature:Name & Designation

Dated:

2. MICROSOFT OFFICE SPECIALIST CERTIFICATE PROGRAM FOR WOMENS

M.K.P. (P.G.) COLLEGE, DEHRADUN

Microsoft office specialist certification program (MOS) of MS Word, MS Excel, MS power point, MS AccessThis program has been designed to impart complete knowledge of MS Office modules to the participants and also provide them the opportunity to get certified by Microsoft for their skills in MS Office their certification will come from Microsoft directly after successfully completion of the program and passing out of online exam.

IMPLEMENTATIONWe provide instructor led training for this program to the participants at our centre and sub centre. We will train the female participants at our college itself and all the male participants at our sub centers situated nearby. Our Microsoft Certified faculties will be available at both the places to train the participants.

PRE-QUALIFICATIOThere is no prequalification for the aspirants and all of your staff including managerial cadre are eligible for this program.

DURATIONThe duration of training, assements and certification I one module will be on 08 hrs per day for 06 days for outside participation. On line exam will be conducted on 7th day.For participation from dehradun area, the duration for the complete is one module may be 02 yrs. per day for 25days. Online line exam will be conducted on the 26th day.

PRICESThe prices for one module training, assessment and certification will be Rs. 3000 per participant. Service tax applicable will be charged as per the prevailing rates.

CERTIFICATIONSAll successful candidates who clear the online certification exam of Microsoft will receive a Certification from Microsoft directly for their skill and all the participants will

be awarded a Certificate of Participation from Oval Education, the program implementation company.

BATCH SIZE

Minimum batch size will be 20 participants per module. Module may be chosen as per the utility of the same to bank as well as to Aspirant; it may MS Word, MS Excel or MS power point to start with.Schedule for the training should be sent along with the names and the qualification of the participants 15 days prior to the proposed starting of the training.

All the payment should be made in advance for a batch through A/c Payee Cheque/Draft in favor of MKP Collage.We hope you will make use of this opportunity to make your employees more efficient and productive and you may become the first bank in Uttarakhand to have all its employees as Microsoft Office Specialist Professionals.

3. PERSONALITY DEVELOPMENT PROGRAMME

A series of customized programmes on personality developments conducted by BIRD in the past have had positive impact on the participants and many of the bank s participating in such programmes witnessed turned around. The program would provide an opportunity to gain insight into self exploration and self management so as to be more productive. The details of the programme are as under:

POROGRAMME OBJECTIVE

The programme aims at helping the participants to experience process of self exploration and gain knowledge on the ways and means of personality development. By the end of programme, the participant would be able to:

describe the importance of self empowerment for personality development demonstrate skills of inter-personal relations explain role of emotional intelligence for better inter personal relation demonstrate effective communication skills state importance of motivating self and others

PROGRAMME CONTENTS:

understanding self inter-personal relations emotional intelligence- concept and scope motivating others effective communication managing changes effective leadership

PARTICIPANTS

The progarmme is designed for middle/senior officers level officers of the regional rural banks. Cooperative Banks and commercial banks.

PROGRAMME DURATIOIN, FEE AND OTHER RELEVANT DETAILS:

The programme is residential and will be conducted in the BIRD campus. It will commence at 9.30 a.m. on 25 may 2009 and conclude at 5.30 p.m. on 29 may 2009.

The fee for this programme is Rs. 7500 per participants. The fee may be remitted through demand draft in favour of “BANKERS INSTITUTE OF RURAL DEVELOPNMENTS” payable at Lucknow. The participants are eligible to avail accommodation in the campus.

NOMINATION FORM:

The nomination in the prescribed form, together with course fee may please be forwarded so as to reach us latest by 9 may 2009. The registration will be on “first come first served” basis and will be a accepted for the first 30 candidates. The nominated are requested to report for the training programme only after their nominations are confirmed by BIRD.

NOMINATION FORMPERSONALITY DEVELOPMENT PROGRAMME

ToThe directorBankers Institute of Rural DevelopmentKanpur Road,LUCKNOW-226012Phone- (0522) 2421154

Name and address of the bank

Details of the officers nominated for the programme: Name qualification designation address Phone/fax

1. 2. 3. 4.

Details of participation fee Demand Draft No…………….drawn on………………for Rs.(payable at Lucknow)

SignatureName and Designation:

Date:

4. MANAGEMENT DEVELOPMENT PROGRAMME FOR WOMEN OFFICERS

The programme is innovative in nature and specifically designed keeping in view the dimensions of role efficacy for women officers. The programme aims at confidence and capacity building of the participants to enhance their organization effectiveness by way of enhancing their personal effectiveness.

The programme coverage includes subjects such as women at workplace, self empowerment, motivation and team building, emotions intelligence, conflicts resolution, role efficacy etc. A variety of training methods would be used to deliver the input.

The programme is residential. The participant fee is Rs. 7500/ participant for the programme that covers boarding, lodging, and institutional expenses.

In case three or more participant participates from bank, a discount of Rs. 500 per person would be offered in the programme fee.

5. PROGRAMME ON FINANCING OF AGRO-PROCESSING PROJECTS

BIRD is announcing the captioned programmes for banks with the objective of familiarizing them with the policy issues, schemes and appraisals norms for investment in agro-processing sector. NABARD, as a part of its promotional effort, as sponsored this training programme, banks, therefore do not have any participation fee for attending this programme.The nomination may reach us before 15may 2009 as it will be confirmed on first come first serve basis.

CAPACITY BUILDING IN BANKS

In this regards, BIRD has been entrusted by NABARD to conduct training programmes for senior/middle level credit officers and other officers in banks on the subject. This programme is a part of the capacity building initiative of NABARD for bank officers so that they are able to finance agro-processing projects with prudence.

PROGRAM OBJECTIVE

By the end of programme, the participant would be able to: Appreciate the importance and potential for agro-processing projects Undertake the appraisals of agro-processing projects Appreciate the issues and concerns in the export oriented agro processing units Prepare an action plan for financing agro-processing units

BROAD COVERAGE MODULE

Relevance and importance of agro-processing Investment opportunities in agro-processing sector Techno-economic appraisal of agro-processing units/case studies/fields visit Various standard for relating to agro-processing Preparation action plan

METHODOLOGY

The programme will be conducted in participatory manner by encouraging the participants to interact on the inputs to be provided by faculty members. Guest faculty so as to make it more effective.

TARGET PARTICIPATION

Senior managers, credits officers, branches managers and officers in banks.

VENUE AND ACCOMMODATION

The programme would be held at BIRD campus, Lucknow. The programmes will be residential. Food and stay arrangements will be available from the afternoon of the 24may 2009 till 30 may 2009.

PROGRAMME ON AGRO-PROCESSING PROJECTS

To,

The directorBankers Institute of Rural DevelopmentKanpur Road,LUCKNOW-226012Phone- (0522) 2421154

Name of the Bank/Agency:

Address of the Nominating Office:

Details of the Officers nominated for the programme:

Sr. No. Name Qualification Designation Address Phone/fax

6. TRAINING PROGRAMMEON RESERVATION FOR SC/ST/OBC AND GOVERNMENT OF

INDIA GUIDELINES FOR RRB’S

In order to create awareness about implementation of government of India guidelines on the reservation for SC/ST/OBC in recruitments, promotions, maintenance of rosters, de-reservations, carry forward of vacancy, etc. BIRD has decided to conduct a 3-day programme for the officers of RRB’s from 8 to 10 July 2009.The programme will provide useful inputs on the above topic the details of which are given in the programme brochure.

Objective of the programme

By the end of programme, the participant would be able to: Explain the reservation policy in public sector banks and related aspects Prepare the roaster for the bank Explain the De-reservation, carrying forward and exchange of reservation etc.

Content of the Programme

The programme will be conducted on three modules

Module Ii) Founders of reservation policy in public sectors,ii) Rosters

Module IIi) reservation policy of GOIii) Preparation of roasters

Module III i) reservation and concessions in promotionsii) De-reservation, carrying forward and exchange of reservation in

RRB’s

METHODOLOGY

The programme will be having a practical orientation with emphasis on hands-on learning, interactive lectures and case studies relevant to RRB’s.

PARTICIPANTS

The participant will be officers of RRB’s.

DURATION

The programme is of 3days duration (8 to 10 July 2009).

ACCOMMODATION

The participants will be provided hostel facility from the afternoon of 7 July 2009 and will be allowed to stay up to the afternoon of 11 July 2oo9. BIRD provides single occupancy air-conditioned accommodation to the participants.

PROGRAMME FEE

The programme fee Rs. 4500/-per participant. We offer a discount of Rs. 100/- per person per day (Rs. 300/- per person for 2days programme) if three or more officers from the same bank attend the programme.

NOMINATIONS

Nomination may reach us lately by 20 June 2009.

TRAINING PROGRAMMEON RESERVATION FOR SC/ST/OBC AND GOVERNMENT OF INDIA GUIDELINES FOR RRB’S

ToThe directorBankers Institute of Rural DevelopmentKanpur Road,LUCKNOW-226012Phone- (0522) 2421154FAX: (0522) 2421047

Name of the Bank/Institution:

Address of the Nominating office:

Details of the Officers nominated for the programme:

S.no Name Qualification Designation Address Phone No.

1.2.3.4.5.

Participation fee-

DD date: DD number:

Signature:Name & DesignationDated:

7. PROGRAMME ON CUSTOMER RELATIONSHIP MANAGEMENT

RATIONAL:

India’s banking sector has been attracting global because of its proud plumage and performance striving to reach global customers and achieve standards for a global presence- an impeccable achievements of having our wings spread across the globe.

Especially, in today’s fiercely competitive world these players have to learn from past- as well as ongoing experiences- the art of winning over the customers and at the same time retaining the more demanding customers through optimum utilization of manpower and technology.

Renovating and adaptability to the changing scenario is the arena where the players have to apply more sophisticated service-rendering skills and abilities. And hence the need is there to reinforce the team with renewed updated visions and attitude.

OBJECTIVES:

To scan the nature of emerging rapid changes vis-à-vis roles of the finance world personnel; in the areas of customers delighting vis-à-vis effective marketing of product range and management thereof.

To locate the general deficiencies in the services marked. To enhances business profitability through customer satisfaction. To reinforce and sensitize participants so as to acquire necessary skill and ability

for better customer-friendly-profit centres.

CONTENT AND COVERAGE:

Over view of changing services marketing scenario. Developing customer friendly relationship Communication and listening skills Business counseling- interpersonal relation. Team building, leadership & motivation.

Dealing with customers grievances

METHODOLOGY:

The prograrmme will include lectures sessions, practical exercise, case study and group discussions, among others.

TARGET GROUP:

The programme is designed for the officers of banks (public, private as well as foreign), RRB’s, Cooperative banks, companies.

DATE AND FEE:

The programme will commence at 9.30 a.m. on April 27, 2009 and conclude by afternoon of April 30, 2009.The programme fee is Rs. 11,000/- per head for residential participants and Rs.9, 800 per head for non-residential particulars.

RESEARCH METHODOLOGY

Research is academic activity and as such the term should be used in a technical sense.

According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions: collecting, organizing and evaluating data: making deductions and reaching conclusions: and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Research is, thus an original contribution to the existing stock of knowledge making for its advancement. It is the persuit of truth with the help of study, observation, comparison,

and experiment.

Research process1. Defining research problem2. Design research (including sample design)3. Collect data (execution)4. Analyse data (test hypothesis if any)5. Interpret and report or the thesis

There are several ways of collecting the appropriate data which differ considerably in context of money costs, time and other resources at the disposal of the researcher.

PRIMARY DATA

Primary data can be collected either through experiments or through survey. If the researcher conducts an experiment, he observes some quantitative measurements, or the data, with the help of which he examines the truth contained in his hypothesis.There are several methods of collecting primary data, particularly in surveys and descriptive research. Like a) observation methods, b) interview methods, c) questionnaires, d) through schedules, and other methods.

SECONDARY DATA

The secondary data on the other hand, are those which have already been collected by someone else and which have already been passed through the statistical process. In the secondary data the nature of data collection is merely that of compilation. When the researchers utilized secondary data, then he has to look into various sources from where he can obtain them. Secondary data may b either be published data or unpublished data. like various publication of the central, state or local government, reports and publication of various associations industry, banks, stock exchanges etc:,

ABOUT THE STUDY

The perception of the employees regarding Training & development at UTTARANCHAL GRAMIN BANK, HEAD OFFICE, Dehradun.

SAMPLE SIZE

Location Total Respondent

Uttaranchal Gramin BankHead office ,Dehradun

25

Sample Size: The larger the number of respondents we evaluate, more the people we have to include in our sample. The sample size of 25 respondents was taken.

Location: The study was conducted in Uttaranchal Gramin BankHead office ,Dehradun

INSTRUMENT FOR DATA COLLECTION

The Perception of the employees was studied using a self framed Questionnaire

.FINDINGS

1. There is well designed and widely shared training policy in the bank.

a) Agree b) partially c) disagree

60% of employees agree with this statement the bank has widely shared policy which helps the trainees while 20% thinks that is to some extent is not properly shared but 20% employees think it is not widely explained and shared.

2. The new recruits find induction training programmes very useful in the bank.

a) Agree b) partially c) disagree

60% of the employees think that induction training programme is very useful in the bank while 40% think that it is somewhat helpful for them.

3. Training programmes provide skill enhancements to the employees.

a) Agree b) partially c) disagree

88% of the employees think that when they are provided with the training it is really helpful for them .it has increased their technical skill while 12% employees think it is not as much helpful.

4. Those who are sponsored for the training programmes take the training seriously.

a) Always b) often c) never

From time to time bank provide the training to the required employees, and 84% of the employees takes the training seriously as it will be very helpful for them, and 16% of them often take it seriously.

5. Training of the workers is given adequate importance in the bank.

a) Agree b) partially c) disagree

92% of the employees think that bank give importance to the training. And it is very important for the bank .but 8% employees think that importance is sometime given and sometime not given.

6. The main purpose of training and development is

a) Improve performance c ) attitude formation

b) Benefits to employees

80% of the employees think that the purpose of providing training to them is to improve their performance and it will help them in future but 20 % of employees think that it is for the benefit of the employees’.

7. Training and development programmes are able to meet the needs of the bank.

a) yes b) partially c) no

92% of the employees think that training and development is actually meet the requirement of the bank in every aspect. It is very helpful for the bank. But 8% employees think that it is sometime helpful and sometimes not helpful they partially agree with this.

8. Training and development act as a tool of motivation for the employees.

a) yes b) partially c) no

84% of the employees agree with the statement that training and development is important tool for the motivation for them. Its help in changing their attitude towards work., while 12% of them partially agree with this but 4% employees think that its just the time wastage for them.

9. Awareness of the employees regarding methods used training programmes

a) yes b) partially c) no

80% of the employees are aware of the training methods to which they are being provided in training.12% employees are sometime aware and sometime are not aware with the training methods. But 8% of them are not at all aware by which method they will be provided with training.

10. Complexity in procedure of the training and development programme

a) yes b) partially c) no

60% of the employees says that the training and development system of the bank is not complex while 20% partially agree with this, they sometime feel that the training and development process is quite complex and 20% of the employees totally agree with the complexity of the training and development procedure.

CONCLUSION

Training and Developing plays a very important role in helping to reach the commanding heights of performance. Any training would be considered to be successful only when the knowledge gained by the participants is transferred to the job performance. And it is been very successful in doing that.

Training has a very strong base of human resource development and training and it has percolated right from the top to the bottom levels and this had played a role in more systematic organization development. The training programmes have helped their employees to improve their skill and efficiency as a result of which they are able to undertake new challenges in their work. The training and development programmes held in organization helped their employees to know their strength and weaknesses and helped

them to work on their weaknesses.

“Training and Development in the bank shows, that the procedure and policy of the training in the bank is well known by the employees, various kind of induction training programmes and skill enhancement programmes are provided which are very effective for the employees.

Training helps the employees to improve the performance and help to meet the needs of the bank. It motivates the employees and help in creating awareness among them. Banks always thinks that there should simple procedure for the training and not too complex so that employees can acquire it easily.

BIBLIOGRAPHY

UTTARANCHAL GRAMIN BANK ANNUAL REPORT

INFORMATION BROCHURE OF UGB:

HUMAN RSOURCE AND PERSONNEL MANAGEMENT:

BOOK BY: K. Aswathaappa

PERSONNEL MANAGEMENTBOOK BY:C.B Mamoria

Annexure

1. There is well designed and widely shared training policy in the bank.

b) Agree b) partially c) disagree

2. The new recruits find induction training programmes very useful in the bank.

b) Agree b) partially c) disagree

3. Training programmes provide skill enhancements to the employees. b) Agree b) partially c) disagree

4. Those who are sponsored for the training programmes take the training seriously.

b) Always b) often c) never

5. Training of the workers is given adequate importance in the bank.c) Agree b) partially c) disagree

6. The main purpose of training and development isb) Improve performance c ) attitude formation d) Benefits to employees

7. Training and development act as a tool of motivation for the employees.b) yes b) partially c) no

8. Awareness of the employees regarding methods used training programmesb) yes b) partially c) no

9. Complexity in procedure of the training and development programmeb) yes b) partially c) no

10. Training and development programmes are able to meet the needs of the bank.

b) yes b) partially c) no