A Study on Training and Development in Indian Banks

Ajit Jadhav Assistant professor, Department of commerce, Shankar Narayan College of Arts and Commerce, Bhayander E-mail: ajit_narayanjadhav@yahoo.in

ABSTRACT Training and development are continuous process in improving the caliber of employees. It is an attempt to improve their current and future performance but the organization should keep a track on their performance after imparting them training it means training needs assessment (Janice A. Miller, 2002) it is a systematic process of altering the behavior of employees in a direction to achieve the organizations goals. A training programme is an effort by the employer to provide opportunities for the employees to acquire job related skills, attitudes and knowledge. In order to meet the ever-growing needs of business and household banking has to become dynamic and updated in modern scenario and also to take up this industry to the heights of international excellence requires best combination of new technology and skillful and talented manpower. Therefore most of the commercial banks either private or public adopt training and development programmes at the time of induction, promotion and other situation. In this research paper an attempt is made to learn that training and development exist in banks and their impact to generate efficiency of employees to cater to the need of their customers.

Key Words: Training and development, Indian banks, Customer satisfaction.

INTRODUCTION India is emerging as an economy much ready to accept the challenges from external environment being one of the most consistently called Developing countries. India has shown with times an urge to accept change when it was needed the most year 1991 marked a great change with arrival of major policy reforms in the form of deregulation, privatization, dereservation, foreign investment, export promotion and import substitution so on these policies no lesser than a boon to Indian economy. It seems that most of the things have been done but only on papers that is as far as making policies are concerned but practical ground has not been touched completely.

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Areas of prime concern like industry, education and human resources still waiting for the major changes to take place and to stand at par with international standards. As knowledge workers are the most valuable asset of any institution in 21st century( Peter F. Drucker,1999) Let us talk about all the factors of production capital, land and labours being the most active factor of production it exploits other passive factor of production though India has the population increasing like jungle fire resulting in increased consumption and production to fulfill its need but on the other hand failing policies as growth rate with keeping pace with population is dissatisfactory what can be possible way out if education be made vocational which will be like an early training for students to easily pick their career options and unskilled labour made skilled with global requirement can sort out certain issues. Labour availability at lower rates is the biggest opportunity for India to grow but it should work on quality of it rather quantity. Quality suffers when quantity increases uncontrollably which is what happening with India for example education an ideal class can be where students can have quality learning and their strength doesnt become an obstacle for the person imparting knowledge as for him managing a class becomes part of education and for students class becomes chat room full of talking crowd. Our study talks about training as a core solution for human resources development especially in India where labour is available with less matching training facilities. As A result of training the trainee learn new habits, refined skills and useful knowledge during the training that helps him improve performance( V S Ramarao,2010) Nowadays, banking is no more conventional sector because many private and public banks are mushrooming with providing the best of banking under one roof. With drastic growth of banks it calls for efficient and well trained staff members to handle/deal with the consumer needs. Banks are shaping up as financial hub for their clients to grow in size and well recognized in the world market. To pull consumers banks are offering traditional with advance services like SMS banking, ATM, internet banking, priority banking, demat. So we can say that it caters to the need of the bottom to the highest class of society providing something to everyone. Universal banks have become modern days supermarket extending almost every facility of banking under one roof. The second generation of banking reforms was guided by the report of the committee. On Banking Sector Reforms (again presided over by M. Narsimham) 1998. The reform measures focused on strengthening the foundations of the banking system, streamlining procedures, upgrading technology and human resources development and further structural changes. 47 Indian companies were listed in the Forbes Global 2000 ranking for 2009.[21] The 10 leading companies wherein State Bank of India placed world rank 150 and ICICI bank placed 329. Therefore it is clear that Indian banks are making marks on the face of world, in India where companies are major players at the same place banks show prosperity and growth it is clearly visible that these banks are performing not only because of efficient policies being framed keeping consumer in center of focus but also concrete knowledge of policy makers (human resources at all the level). Success is a cake to share when everyone is actively involved. VOLUME NO.1, ISSUE NO.1 35 ISSN 2277-1166

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OBJECTIVES 1. To study training and development programmes undertaken by banks for their employees. 2. To analyze effectiveness of training and development programmes for employees to discharge their duties. 3. To study how training and development programmes helps to achieve customer satisfaction. LITERATURE REVIEW The purpose of a training needs assessment is to identify performance requirements or needs within an organization in order to help direct resources to the areas of greatest need, those that closely relate to fulfilling the organizational goals and objectives, improving productivity and providing quality products and services.( Janice A. Miller, SPHR and Diana M. Osinski, Reviewed July 2002.) The most valuable asset of a 20th century company was its production Equipment. The most valuable asset of a 21st century institution will be its knowledge Workers and their productivity (Drucker 1999). ``After employees have been selected for various positions in an organizations training them for the specific tasks in which they have been assigned assumes great importance. It is true in many organizations that before an employee is fitted into a harmonious working relationship with other employees,, he is given adequate training. Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during the training that helps him improve performance. Training enables an employee to do his present job more efficiently and prepare himself for a higher level job. (V S Rama Rao , 2010) Why training for employees 1. To get an insight of the job by the new employees and also to understand work culture followed in the organization. 2. To acquire knowledge in order to adopt any change in technology or any change affecting the working of organization. 3. To get promotion as again change in nature of the work but increase in payment will increase responsibility and challenges involved. 4. To deal with the expansion and diversification where companies initiates other areas of business to gain their greater understanding. In order to satisfy consumers from all walks of life banks need to have efficient manpower which can be possible by offering them quality training , training programme should keep pace with changing times it must be unconventional. Training changes VOLUME NO.1, ISSUE NO.1 36 ISSN 2277-1166

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mental and social outlook of employees. Customers and their needs can be identified and they are satisfied accordingly. RESEARCH METHODOLOGY 1. Primary data includes data collected through questionnaire filled by the bank employees. 2. Secondary data includes reference books, journal, research papers and internet.

3. Random sampling of 40 respondents from employees from different banks like

HDFC, ICICI, Vijaya bank, Bank of Baroda, Dena Bank located in suburban area of Mumbai. ANALYSIS AND FINDINGS 1. 97% employees received training related to their banking jobs. 2. 85% employees said that the duration of training was adequate. 3. 85% respondent believed that training programme boosts their morale to discharge their duties. 4. 92% respondents said that training programme which received, affected positively on their work performance. 5. 85% respondents were satisfied with such training programmes organized for them where as remaining thought that they needed more than technical training which was actually given to them. They need training regarding customer handling and customer satisfaction. 6. 85% respondents understood psychology of clients with whom they deal with in their day to day life. 7. 92% employees achieved team objectives because of training provided by the banks. 8. 85% employees thought that training programme has practical use. 9. Most of the respondents have attended in house training and in some cases training was provided at regional or/and head office and the training programmes mostly was compulsory, the duration of which was from 2 days to 15 days.

10. The induction training programme was mostly undertaken to make employees
familiar with the computer software that they were going to operate in day to day working and promotional training to managers was also provided to understand complex work at higher levels. RECOMMENDATIONS 1. Decentralisation of training will make the training convenient for employee . Managers who are at high levels are trained in restricted numbers of training VOLUME NO.1, ISSUE NO.1 37 ISSN 2277-1166

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centres which are located in few states of India that makes training inconvinient for employees living far off regions. 2. To update employees knowledge and skill suitable training must be provided at regular intervals i.e in a year or as per the requirement to keep the employees updated. 3. Training and development should also include more of upgrading their social behavior as they connect to various clients belonging to various social backgrouds of society. As they need to intermingle with different colleaugesd during transfers and delegations. 4. All the banks whether private or public should share their training and learning techniques as a separate body it should provide standardised and uniform training so that young people will not get tangled up in ``different bank different training strategy.

5. To over come language barrier th employees of bank must be provided at least

one day training for understanding regional language i.e. vijaya bank has maximum south indian speaking employees if they operate in Gujarat the employees must be given training to understand gujarati words related to banking atleast. CONCLUSIONS 1. It is concluded that private and public indian banks undertake training and development programmes for their employees to increase their efficiency. 2. Banks provide training programmes to enhance their knowledge and skills to satisfy the customers.

3. Growth of banking sector in india is the result of skilled manpower which is the outcome of training and development.
REFERENCES Books
1) Nakkiran S. and Karthikeyan M.(2007) Training techniques for management development, Deep and deep publications pvt ltd, New Delhi 2) Anthony Landale (2004) Training and Development A complete handbook, Gower publishing ltd, U.k 3) G. Pandu Naik;(2007) Training and development text research and cases, Excel books, New Delhi 4) Drucker, P. (1999). "Knowledge-Worker productivity: the biggest challenge." California Management Review 41(2): 79-94. 5) V S Rama Rao on December 27, 2010, Need for training, http://www.citeman.com/13010-need-for-training.html#ixzz1bOCZipSu at

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6) Janice A. Miller, SPHR and Diana M. Osinski, SPHR, Training Needs Assessment,
February 1996 Reviewed July 2002.

Journals

1. Vaishali Nagar (Oct-Dec2009,The Indian journal of commerce, The Indian commerce association, New Delhi.
Electronic Source 1. Mario Harsh,2007,pathway out of poverty, rural employment http://www.faoilo.org/fileadmin/user-uploan/fao-ilo/pdf/papers/25-march/Hartlformatted.01.pdr(28/8/2011) 2. Venkatesh J.;2009,``Final report on management thesis, a study on training and development practices in ICICI bank, http://www.scribd.com/doc/244102161J (29/8/2011)

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