Professional Documents
Culture Documents
Vision
The vision of Training & Development is to become a professional development center, capable
of providing quality programs to support the strategic objectives of the Bank, while addressing
the training and development needs to enhance individual performance. It also acts as a change
agent in organisational restructuring and performance drive in an effective manner.
Objective of Training & Development
The role of Training & Development in a dynamic business environment is to be a partner to the
business lines and help them achieve their objectives, by developing the knowledge and skills of
their people. The success of training, results from its integration with the business plan and the
business culture. Hence the challenges for Training at BNP Paribas are:
TRAINING PLAN
ANALYSE FEEDBACK
Re designing the program
Introducing new programs
Improving work processes
TRAINING FEEDBACK
End of Training Questionaire
Pre & Post Training Quiz
De briefing sessions after
training program
Conduct Training
using various training
methodology
The training needs inputs derived from the appraisal are first classified into technical,
developmental needs and on the job attachment training needs, Business line wise
The needs are classified into broad categories depending on the commonalties that exist and
are drafted into proposed activities.
Training needs are then discussed with employees to gain understanding of specific areas in
the stated topics.
For example, if an employee wants to undergo training in communication, we need to find
out if he means written, verbal or any other aspect of communication.
Individual discussions are held with Department Heads so as to get their perspective on the
needs mentioned. These discussions assist in getting an understanding of the needs for the
entire department, the methodology to be followed and the priorities.
Post discussions with the functional heads, the identified needs of all the officers in the
department are classified into Internal / External & International training needs.
Training Plan
Internal Training
Based on the identification of training needs, internal training programmes are planned on a
yearly basis and are classified into the following categories:
Technical Training
Induction Training
Developmental Training
Systems Training
Intensive workshops
External Training
External training programmes are planned to address the specialized areas of training,
specific to their requirements for those individuals whose training needs cannot be met by
internal training.
These programmes are chosen from selected external institutes such as NIBM, BTC, Crisil,
Dun & Bradstreet, IIM, TMTC, NIBM etc.
International Training
Candidates are nominated for International training programmes by the training department
duly approved by the Functional Heads, based on the objectives and the course contents of
programs and the relevance to the needs of the candidate. These programmes are chosen
from the Group HR & CIB Training calendars.
Training Feedback
Feedback or evaluation process covers the following features
Training Feedback is solicited by way of a Training Feedback Form, End of the program
Quiz and Impact of Training surveys.
As a means of informing the Executive Committee / Functional Heads, Trainers the views of
the participants regarding training or any other suggestions
As a means of improvement of the training process.
To measure the learning curve through the pre & post training quiz
To develop new programmes emerging from the participants suggestion
The MIS provides qualitative and quantitative information about the training programmes
conducted for the month and also the rescheduled programmes for the next month.
It provides information regarding the evolution of training in terms of man-hours and cost
for the following
Internal, External, International
Technical and developmental training
Functions and business lines
Training Report
The Half Yearly and Annual Training Reports give an overview of all the training activities
conducted during the year. It gives qualitative data in terms of number of hours of training
imparted and cost involved together with a quantitative data in terms of the programmes
conducted, feedback received and an outline of the training activities planned for the next year.
Training Infrastructure
The training classroom Savoir Faire, which can accommodate approximately 15 people is fully
equipped with state of the art facilities as mentioned below:
Overhead Projector
Laser Compact Disc
Television
Video
White Board
The Library Connaissance comprises of approximately 700 books, 70 video cassettes and 150
periodicals, which are made available to all employees.
Knowledge Management
Our Strategy for Knowledge Management
"Hone your skills to perfection and learn something new everyday cause the only long term
competitive advantage for any organisation is the collective brain power of it's people.
Objective (this is purely from the expectation standpoint)
# Influence and shape a thinking culture
# Seek greater learning
# Sharing of perspectives
# Exchange learning
# Increased awareness
Knowledge Management Initiative
1.Web/Computer Based Training
2.Know to Grow Concept
# Articles, reviews of books and perspectives from individuals within the organisation and / or
commercially available print or media.
Name of the Participant :Topic :(Please complete this survey before you leave. Your response will help us to evaluate this training
and to plan for further training.)
PLEASE TICK ANY ONE OPTION FROM STATEMENTS 1 TO 3.
1.
Good
Average
Good
Average
Poor
2.
Poor
Knowledge
Preparation
Encouraged participation
Learning Climate
3.
Relevance of the
the content to your job
Maintained interest
Poor
of the trainees
4.
o
o
o
5.
Do you think the time given for the program was:Too long
Sufficient
Too short
6.
Skills :-
Attitude / Behaviour :-
7.
What Changes / Additions / Suggestions would you recommend for this training to be
more effective?
GM (HR):-
(Signature of
participant)
Date of
effectiveness
verification:
(Sign.-Effectiveness
verification authority)
(Sign.- HOD(Human
Resource)
Organisations Name:
Name of staff member:
Section:
General
1.
2.
Yes
4.
Yes
5.A
5.B
No
(Go to Q 14)
(Go to Q 6)
No
If no, what extra duties do you do that need to be added to your duty statement?
What duties are no longer part of your job and can be deleted from your duty statement?
Job Analysis
6.
Describe the tasks you regularly perform that are critical to carrying out your job
effectively.
7.
Describe the type of equipment you are required to use (for example, keyboard,
machinery, tools of trade, etc).
8.
9.
Part of a team
Yes
No
10.
If you work as part of a team, do you perform the same of different work to members of
your team?
11.
To what extent does your job require you to work closely with other people, such as
customers, clients or people in your own organisation? Please circle.
Very little
12.
Moderately
A lot
How much autonomy is there in your job, ie, to what extent do you decide how to
proceed with your work? Please circle.
Very little
13.
Moderately
A lot
How much variety is there in your job, ie, to what extent do you do different things at
work, using several skills and talents? Please circle.
Very little
Moderately
A lot
Training Needs
14.
To perform your current job: What training do you still need (either on-the-job or a
formal course) to perform your current job competently (eg, Excel, bookkeeping, English
as a second language, etc)?
15.
To perform other jobs in the organisation: What other roles in the organisation
would you be interested in doing if a vacancy became available (eg, transfer to another
section, supervisor position, etc)?
16.
18.
What training or development do you need to help make this happen (eg, external
degree study, formal meeting procedures, leadership training, etc)?
What training have you attended within the last three years? (This will help identify if any
training sessions have been missed or if any refresher training is required.)
20.
What training or skills have you acquired outside your current job that may be relevant
to the wider organisation?
Action Plan
Agreed training and development to be provided over the next 12 months:
(Record the details of training courses, on-the-job experiences, buddy systems or mentor
arrangements, and include the recommended dates the staff member can expect these
to occur.)
Training
Date
Signature of Staff
Member
Date :
Signature of
Supervisor
Date :