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ACKNOWLEDGMENT
Those who are remembered are the once who render help without
expectation. I was fortunate to have come across such fine people To
wake a good project report requires sound knowledge of subject
concerned and skills to make a proper use of the knowledge. I am
grateful to all that equipped me with the right frame of mind to make me
still more respective to knowledge and skills. I feel it my profound
privilege to express my most sincere gratitude and indebtedness to my
project guide PROF. JYOTI, as well as our principal prof. savant mane
who give me the golden opportunity to do this wonderful project on the
TOPIC TRAINING AND DEVELOPMENT IN BANKING SECTOR who
has been instrumental in providing me direction, constant
encouragement and cooperation in an attempt to take this project to its
logical conclusion
At this juncture I feel deeply obliged to our respected co-ordinator
PROF. JYOTI who helped me and gave inputs in my project
Last but not the least I also thank my family members and my friends for
their co-operations and management.
TABLE OF CONTENTS
Acknowledgment
2. Table of Contents
3. Declaration 4. Introduction
5. Objective of Study
6. Research Methodology
7. Company Profile
8. HR Perspective at PNB
9. Training and Development at PNB
10. Data Analysis
11. Conclusion
12. Suggestion
13. Bibliography
14. Appendix 3
1.
INTRODUCTION
Development in Delhi is based on my original research work and
dedicated efforts. The result in the report are totally based on the
analysis of data that has Indian developing economy offer
tremendous potential for future growth and organizations appreciating
these consumers requirements stand to reap considerable returns.
However, compared with more developed economies published
consumer studies are few this research investigates Indian consumer
perceptions of retail banking with respect to Punjab National Bank
using an approach that takes account of the research context.
Qualitative research was undertaken to define the relevant service
attributes. Performance along these was then investigated through a
survey with over 450 respondents. Regression analysis using SPSS
revealed which are the key drivers of customer satisfaction. The
industry is undergoing many of the network management and
distribution changes experienced by these more developed regions
during the 1990s. The introduction of automated teller machines
(ATMs), for example, is a more recent development but these have
now become more widespread. The retail banking consumer market
is characterized by a large number of unprofitable low balance
accounts attributable to the comparatively low average wage. In retail
banking, service quality is a crucial aspect of the customer
experience. However, despite the considerable service quality-related
literature, and in spite of the tremendous market potential afforded,
there is a comparative dearth of studies pertaining to India. This
approach takes account of the research context and begins with an
exploratory phase. Details of qualitative research appropriate for
defining the service attributes relevant to an Indian market. A survey
in which over 450 customers rated Punjab National Banks
performance along these dimensions is then reported. Data are
analysed using regression, one was and factor analysis using SPSS
tool to identify the service quality components specific to the Punjab
National Bank. Findings are related to service quality studies from
other regions and implications for future research discussed. This
research therefore makes a contribution by examining service quality
and customer satisfaction in a hitherto unreported region. Looking at
the result and interpretation of the analysis done above, few finding
comes to the surface.
1. Behaviour of PNB staff is changing according to the customer i.e. a
high income and educated is served much better than a low income,
less educated one.
EXECUTIVE SUMMARY
In todays world, speed is the buzzword and to remain on the top is also
one of the most difficult things to do. Nowadays, competition is the first
thing that comes to the mind of every organization. If you ask the
Managing Director or the Chairman of any organization, what is that one
thing they are interested in the response would definitely be to remain on
the top position and to going victory over competitors in the corporate
world. Human resource development is a key to organizational
robustness. The combative and competitive capability of an organization,
especially a service organization like a bank brings very largely on the
collective competence and skills of its people. Rapid advances in
technology and knowledge together with breath taking changes in the
market place coupled with the raising client expectation, make for rapid
obsolescence of old ways of doing things. This necessitates new
responses, modern skills and attitudinal changes. This project Training
and Development aims to explore the arena to test whether or not the
same is contributing substantially towards the Punjab National Bank.
Starting from the basic concept of Training and Development, it moves
on to the analyses of the application of the same in various sectors of
Punjab National Bank and it explores area where employees growth
potential exists. It concludes by analysing the challenges and attempting
to provide a glimpse of the future.
MEANING OF
OBJECTIVES OF TRAINING
To increase the knowledge of employees in doing specific
jobs. To impart new skills among the employees
systematically so that they learn quickly. To bring about
change in the attitudes of the employees towards fellow
employees, supervisor and the organization. To improve
the overall performance of the organization. To make the
employees handle materials, machines and equipment
efficiently and thus to check wastage of time and
resources. To reduce the number of accidents by
providing safety training to employees. To prepare
employees for higher jobs by developing advanced skill in
them.
3. Identify Gaps:
RESEARCH METHODOLOGY
Tools of Data collection Data has been collected by the following
means:
It includes
a) Structured questionnaire was administered to the sample
respondents.
b) Personal interviews were held with the officer and non-officer staff
with special focus on the prevailing their views and suggestions.
B. Secondary Sources: secondary data collected with the help of books
available in the library, few journals and Internet. Banks Annual Report
and various other published materials such as magazines, manuals and
policy statements were also referred. Reference was also made to
Banks web site www.Pnbindia.com
A. Primary Sources
The Indian subcontinent. The bank was nationalized in July 1969 along
with 13 other banks. Punjab National Bank is serving over 3.5 crore
customers through 4497 offices, largest amongst Nationalized Banks.
Amongst Top 1000 World Banks, PNB is ranked at 248th place
according to The Banker London. The Bank was recently ranked 38th
amongst top 500 companies by the leading financial daily, Economic
Times. PNBs attempts at providing best customer service has earned it
9th place among India's Most Trusted top 50 service brands in Economic
Times- A.C Nielson Survey. The most important reason which gives an
edge to PNB over other banks is its Sound Fundamentals.
This includes evolving the Strategic Vision:
Keeping customers changing needs in focus
Thrust on Technology & Risk Management techniques
Strict compliance with Indian GAAP and other regulatory requirements
Corporate Social Responsibility
Corporate Governance and
Good HR practices
The Vision
To evolve and position the bank as world class progressive cost
effective and customer friendly institution providing comprehensive of
technology and serving various segments of society especially the
weaker sections ,committed to excellence in serving the public and
excelling in corporate values.
The Mission
"To provide excellent professional services and improve its positions as
a leader in the field of financial and related services build & maintain a
team of motivated & committed workforce with high work ethos & act as
an effective catalyst for socio-eco development".
IMPLEMENTATION
After the training manager at the Zonal Training Center (ZTC) draws the
draft of the training plan as per the exigency. The draft is then sent to the
Zonal Manger who in turn sends it to the Head Office for approval. The
draft is approved at the Training Manger's Conference held at the Head
Office and is finally sent to the Zonal Office for implementation.
Sometimes, the concerned departments are also consulted before
making the plan. However, the training plan is subject to changes
according to the need of the hour.
EVALUATION
1. Pre-Course Evaluation: It is an evaluation conducted at the entry
point of the training program. The question paper can be descriptive or
objective type to test the skills of the participants at the entry level. The
question should be framed keeping in view their existing level of
knowledge and skills. The question paper should be broad based so as
to provide adequate opportunity to all the participants to answer them
fully and competently because at the entry level, some participants may
be more conversant with some specific subjects while other may be
aware of other subjects.
2. Mid-Course Evaluation:
Test preferably on the Saturday of the first week in the programme of two
weeks duration or in the middle of the other long duration programmer.
3. Concurrent Evaluation:
The participants are asked to evaluate the training programme
themselves. It may be also difficult for him to assess how much he has
been motivated and how he has been benefited from the programme.
However, expression of attitude, subjective opinion and even
constructive criticism from the participants can help the trainer in making
an evaluation. Though the participants may not be objective in his
evaluation, yet every participant keep on evaluating the programme
continuously. It will be therefore prudent for the programme coordinator
to elicit the view of the participants individually as well as collectively to
assess the efficacy of the training programme. This on-going evaluation
may be done daily, on alternate days or on weekly basis.
4. Final Evaluation:
It reveals the performance of the participants at the exit level in
term of acquisition of knowledge and development of skills and
also indicates the interest shown by the participants in acquiring
new information during the training programme. If the evaluation is
being obtained through a test the performance of the participants
should be informed it them and the question paper should also be
discussed to provide one last opportunity before the conclusion of
the training programme to the participants to clear their doubts .
5. Evaluation through Weekly Reports:
The report should be carefully examined by the coordinator and
advice, if any, should be immediately sent to the participants giving
them specific or general direction for making additional studies and
under taking additional activities not only to increase his activities
not only to increase his knowledge but also to provide him
balanced exposure and enhance vision.
6. Assignment:
Allocation of the topics to the participants should be decided on the
first day of the reporting itself and 2 to 3 days minimum time
should be given before starting presentation. At the beginning of
the respective sessions, the concerned participants should be
asked to make his presentation before the class.
Method of sequence of organizing views, comments and
thoughts.
Coverage of the topic.
Depth of the topic.
Conciseness, clarity and prissiness of approach.
Reference material consulted.
Preparation of chart/graphs/statistical table.
Innovative and logical deduction.
Case Presentation:
While sending the trainees for OJT in branches, they should be
advised to thoroughly examine a particular type of
1.
CONCLUSION