A STUDY ON HRM PRACTICES AT ING VYSYA

A TRAINING REPORT SUBMITTED TO THE DEPARTMENT OF BUSINESS ADMINISTRATION, UNIVERSITY OF RAJASTHAN, AS PART OF THE MASTER OF HUMAN RESOURCE MANAGEMENT

SESSION (2011-2012)

SUPERVISED BY:

SUBMITTED BY:

Dr. R. R. Sharma
Asst. professor of Dep. Of Business Adm. St. Wilfred P.G. College, Jaipur.

Miss. Aahana sharma

MHRM FINAL YEAR St. Wilfred P.G. College, Jaipur.

ST. WILFREDS P.G. COLLEGE

Mansarovar, Jaipur

CERTIFICATE
This is to certify that training report bearing the title A Study of HR Practices at ING VYSYA Life Insurance has been completed by Ms. Aahana Sharma under my guidance and supervision To the best of my knowledge the work is original. The facts reported in this report have been collected first hand by the candidate. Other source wherever used have been duly acknowledged.

Dated: 08/02/2012

DR.R. R. SHARMA Asst. professor of Dep. Of business administration St Wilfreds P.G. College, Jaipur.

PREFACE

This project is an attempt to Study On HR Practices at Ing Vysyaand provide suggestion for its development. The three main HR Activities at Ing Vysya is Talent Development, Talent Acquisition, and Talent Management. These activities mainly include the process of Recruitment and Selection, Training and Development, the norms and policies, Performance Management System (PMS), Full &Final, etc. The study was done in order to analyze the complexity of Recruitment and Selection and provide suggestion to simplifying. The title of the project is A Study based On HRM Practices at Ing Vysya . The key area of concern is to analyze the RECRUITMENT & SELECTION METHOD SYSTEM IN ING VYSYA and to find out that what are the better WAYS TO Recruitment and Selection. .

Dated: YEAR

Miss. Aahana sharma MHRM FINAL

ACKNOWLEDGEMENT

Before we get into the thick of things, I would like to express my heartfelt thanks and gratitude to all those who have helped me in numerous ways in the accomplishment of my project. I would like to thank the St. Wilfred P.G. Collage, Jaipur and ING VYSYA Insurance for having provided me with a great opportunity to work and learn through Summer Internship Program. I am extremely grateful to my faculty guide Dr. Rakesh Roshan Sharma for providing me with positive guidance, supervision and co-operation towards the making of my project and doing the nomenclature of my project. My project would not have been what it is today without her invaluable, kind and friendly assistance I express my thanks to Mr. Sandeep Tyagi(Branch Manager) of ING Vysya, for involving me in day-to-day work at the office, for giving me their valuable time out of their busy schedule and constantly encourage me during my training at the company which gave me an insight to the actual environment in the industry. I extend my thanks to Ms. Divya Avasti (HR department) share some of their work which indeed enhances my knowledge about the working of the department, ways in which things are planned and most of all the execution that follows. Above all, I would like to extend my sincere gratitude thanks giving to my parents, friends, and all my near & dear ones for their valuable encouragement and for leading a big helping hand in process of successful completion of my project.

Miss. Aahana sharma

MHRM Final Year

TABLE OF CONTENT

S.No.

CONTENT

PAGE No.

H.R.M

Following are the various HR activities carried out at ING Vysya Bank: Recruitment and Selection:

The recruitment process at ING begins with the identification of the posts to be filled and accordingly short listing the number of people required from the total applicants for the suitable position. The job description for the empty post is compared with the person specification of the applicants (for example the qualification of the applicant and the required qualification for the job), through interviews and those applicants whose profiles match with the desired post are likely to be selected. Compensation and Benefits: ING provides compensation and benefits to the employees through monetary and non monetary means. Monetary means are usually in the form of pay hike, bonuses, travelling, housing and dinner allowances, family insurance and loans offered at a subsidised rate. Whereas non monetary means include awards and trophies, gift vouchers and coupons, family holiday and vacations, etc. Training and Development: The training and development program conducted at ING is a differentiated process. Different forms of training activities are undertaken for employees at different levels in the managerial hierarchy. For the new recruits an induction is carried out in which the employee is introduced to the organization. He is given a briefing about the organization, its values, mission and vision and the basic culture of the organization. For sub staff members a training program also known as Ladder of success step 1is carried out. In this program the blue collared employees of the organisation are trained to improve their communication skills and working techniques to obtain a better output and self growth. Training program for the next level of the hierarchy is known as Ladder of success step 2. It consists of basic training for clerks and also for other blue collared employees. Master class training is carried out for Branch Operators and Service Heads (BOSH). Here, the BOSHs are trained how to execute the operations of the bank efficiently and effectively thus ensuring smooth workflow of the branch. In case a new financial product is introduced a training program called Edge is undertaken for the wealth managers to generalize them with the necessary knowledge of the same. Performance Appraisal: The performance appraisal process begins with the goal setting by the employee in the beginning of the financial year. This goal is then approved by his reporting activity. Before end of the financial year the goal achieved is reported to the reporting authority which

approves or disapproves it. The performance appraisal is carried out by using this as a mean of evaluation. Exit: In case an employee wants to resign the organization, he is required to hand over his resignation letter, which is then followed by an exit interview in which the manager tries to find out the reason for the resignation of the employee and if applicable tries to retain the employee by offering incentives (for example price hike). In this interview, if the manager approves the employees resignation, his last working day is decided. In case employee wishes to withdraw his resignation the manager handles this case separately. On-Boarding Process: After the selection, the employee is given an employment offer. After the employee accepts this offer he is given a joining manual form to be filled by him and submit the necessary documents along with the form. The information of this employee is then entered in Human Capital Management (HCM). In this process the employee personally has to visit the ING head office in Mumbai for on-boarding process. After the HCM procedure, the documents are sent for background verification in Bangalore. If the background verification process is positive the on-boarding process is completed. Otherwise the application is terminated. Overview of Competency Mapping Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: * Defining the factors for success in jobs (i.e., work) and work roles within the organization * Assessing the current performance and future development needs of persons holding jobs and roles * Mapping succession possibilities for employees within the organization * Assigning compensation grades and levels to particular jobs and roles * Selecting applicants for open positions, using competency-based interviewing techniques Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are

combinations of knowledge, skills, and attributes (more historically called "KSA's") that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individual's behavior. Competence is a standardized requirement for an individual to properly perform a specific job. It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role. For instance, management competency includes the traits of systems thinking and emotional intelligence, and skills in influence and negotiation. A person possesses a competence as long as the skills, abilities, and knowledge that constitute that competence are a part of them, enabling the person to perform effective action within a certain workplace environment. Therefore, one might not lose knowledge, a skill, or an ability, but still lose a competence if what is needed to do a job well changes. The competencies have five characteristics, namely: * Motives: Things a person consistently thinks about or wants that cause action, motives drive, direct and select behavior towards certain actions. Example achievement motivation people consistently set challenging goals for themselves, take responsibility for accomplishing them and use the feedback to do better * Traits: Physical characteristics and consistent responses to situations. Good eyesight is physical traits of a pilot. Emotional Self Control and initiative are more complex consistent responses to situations. * Self Concept: A person's attitude value or self image. A person's values are reactive or respondent motives that predict what a person would do in the short run. Example: A person who values being a leader would be more likely to exhibit leadership behavior. * Knowledge (Information a person has in a specific work area) Example: An accountant's knowledge of various accounting procedures. * Skill (is the ability to perform certain mental or physical tasks) Example: Mental competency includes analytical thinking. The ability to establish cause and affect relationship. The four general competences are:

Meaning Competence: Identifying with the purpose of the organization or community and acting from the preferred future in accordance with the values of the organization or community.

Relation Competence: Creating and nurturing connections to the stakeholders of the primary tasks. Learning Competence: Creating and looking for situations that make it possible to experiment with the set of solutions that make it possible to solve the primary tasks and reflect on the experience.

Change Competence: Acting in new ways when it will promote the purpose of the organization or community and make the preferred future come to life.

Types of Competencies Managerial Competencies which are considered essential for staff with managerial or supervisory responsibility in any service or program area, including directors and senior posts. Some managerial competencies could be more relevant for specific occupations, however they are applied horizontally across the Organization, i.e. analysis and decision-making, team leadership, change management, etc. Generic Competencies which are considered essential for all staff, regardless of their function or level, i.e. communication, program execution, processing tools, linguistic, etc. Technical/Functional Specific competencies which are considered essential to perform any job in the Organization within a defined technical or functional area of work, i.e. environmental management, industrial process sectors, investment management, finance and administration, human resource management, etc. Levels of Competency 1. Practical competency - An employee's demonstrated ability to perform a set of tasks. 2. Foundational competence - An employee's demonstrated understanding of what and why he / she is doing.

3. Reflexive competence (An employee's ability to integrate actions with the understanding of the action so that he / she learn from those actions and adapts to the changes as and when they are required. 4. Applied competence - An employee's demonstrated ability to perform a set of tasks with understanding and reflexivity. Application levels of a competency Advanced Demonstrates high level of understanding of the particular competency to perform fully and independently related tasks. Frequently demonstrates application that indicates profound level of expertise. Can perform adviser or trainer roles. Work activities are carried out consistently with high quality standards. Proficient Demonstrates a sound level of understanding of the particular competency to adequately perform related tasks, practically without guidance. Work activities are performed effectively within quality standards.

Knowledgeable Demonstrates a sufficient understanding of the particular competency to be used in the work place, but requires guidance Tasks or work activities are generally carried out under direction. Use of Competencies When done correctly, implementing competencies within an organization gives the following results: Translate the organizations vision and goals into expected employee behavior Implement more effective and legally defensible recruitment, selection and assessment methods. Reduce hiring costs and absenteeism / turnover rates Identify areas for employee development that are directly linked to desired outcomes and organizational objectives Target training dollars in areas that are will realize the most return on investment Set more effective (and valid) criteria for developing and evaluating performance

Identify gap between present skill sets and future requirements And if downsizing is required, ensure retention of the essential competencies for the success of the organization. Furthermore, by communicating these competencies to employees, organizations empower employees to take charge of their careers, direct their own personal development, and continually self-evaluate and improve.

Advantages of Competency Mapping There are several advantages of competency mapping over traditional job analysis. The following section analyzes each of them in relation to the company, the managers and the individual employees. For the company The advantages of competency mapping for the companies or organizations are as follows: Establishes expectations for performance excellence Improved job satisfaction and better employee retention Increase in the effectiveness of training and professional development programs because of their link to success criteria. Provides a common understanding of scope and requirements of a specific role Provides a common, organization wide standard for career levels that enable employees to move across business boundaries Help companies raise the bar of performance expectations Help teams and individuals align their behaviors with key organizational strategies For Managers The competency mapping provides following advantages to the managers: Identify performance criteria to improve the accuracy and ease of the selection process Provide more objective performance standards Easier communication of performance expectations Provide a clear foundation for dialogue to occur between the managers and employees and performance, development and career-oriented issues.

For employees The employees in an organization get the following advantages by competency mapping: Identify the behavioral standards of performance excellence Provide a more specific and objective assessment of their strengths and the tools required to enhance their skills Enhances clarity on career related issues

 Helps each understand how to achieve expectations. Competency-based HR Applications

Position Requirement Process Design Job Design

Position Fulfillment Recruitment Qualification Selection Orientation Induction Training

Competency

Performance Management Measurement Development

Promotion Training Succession

Position Documentation Organizations generate a large amount of documents that can be reviewed when developing competency models. In this competitive environment where changes are rapid, research and feedback documentation is considered to be an available for designing new processes. Industry Research- Academic journals, publications and periodicals sources for the most recent developments of the model. Research-based publications have a hypothesis test with a conclusion format. If the conclusions focus on misconceptions, that needs to be correlated. No matter the industry , a rigorous search effort perhaps conducted bt third party experts using library, business indices, trade publications and internet searches can generate excellent results. Vendor information- A resource that is often overlooked is vendor publications. Suppliers must have extensive support materials and processes in place to help buyers install, run and maintain the complex equipment. such references material can prove helpful for developing competencies for production jobs. Customer Feedback- Customer feedback is a very powerful source of information. Customer satisfaction is one of the top measures of quality; customers both internal and external should give an input to the competency model. The limitation of feedback is that customers sometimes do not know what to ask for. The focus is only on how the organization is performing. This can be used as another instance of reinforcing existing competency models at the expense of continuous improvements.

 Regulations- Written regulations and reference materials, while often overwhelming in size or scope, can provide important insights into what competencies employees must bring to the job. Certification Requirements- professional certification programmes are excellent sources of position competencies. Reviewing any relevant industry or professional certification programmes can provide a proven list of potential competencies. Quality Programmes- Another source of generic workplace information can be found in quality recognition programmes such as ISO9000/14000 or any other quality certification. The quality application is a document that helps identify competency requirements. Quality improvement efforts are always excellent sources of competency information because they require organizations to document goals, processes, performances and results Existing Documentation Organizations document job requirements and standards in order to legally hire and terminate employees. It represents the current job and addresses positive competencies. Job Descriptions- Possible competencies can be readily determined from well-written job descriptions. Job descriptions include the following basic information: What level of knowledge do employees need to know and how is that skill acquired. How should the employees process that knowledge and skill? What is the scope of responsibility as far as decisions are concerned? What is the flow of interpersonal communication? What is the impact on results when the employees make an error? What are the control mechanisms to prevent error? What confidential and sensitive information is available to the employees? What is the scope of financial responsibilities? What is the environmental level of stress and exposure on the job? How does the employee direct supervision? All these factors are linked to specific competencies. Union Contracts- Though not a popular source of competency, they efine exactly what a union employee is expected to be able to do; and the rules for what each union position can and cannot do under the current agreement. Departmental Planning Documents- The goals and projects described in the departmental planning documents have projections such as what is to be done for a coming year which are helpful in a changing environment. Performance Plans- Performance plans are focused on people-level activities and assignments. They highlight what is expected from each individual employee and at what level each employee is expected to perform. All of them are competency-related issues. Appraisals Forms- Performance appraisal form is standardized form used for distinct classes of employees.

COMPETENCY BASED RECRUITMENT AND SELECTION

5.1 Recruitment and Selection at ING Vysya Bank: Recruitment and selection process consists of following points: Posts to be filled Number of persons Duties to be performed Qualifications required Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates.

Conducting the interview and decision making

Prepare job and Short-listing Arrange interview Advertising response vacancy description and interviews the vacancy decision person making specification

Managing the Conducting Identify

RECRUITMENT PROCESS

Sources of recruitment: Internal sources include: Transfers

Promotions Upgrading and Demotion Retired and Retrenched employees Internal Job Posting (IJP).

External sources include: Press Advertisement Educational Institutes Employee Referral Consultants Headhunting Process:

Onboard process:

Training & Development:

Following are the trainings at ING Vysya; Induction Ladder of success Step 1 Ladder of success Step 2 Master class training EDGE

Induction: Induction is the employees first experience with the organization. Here the employee is given briefing about the organization, its values, mission and vision. Ladder of success step 1: It consists of basic training for sub-staff members. It is specially designed for blue collared employees, which helps them to develop better communication skills and working techniques. Ladder of success step 2: It consists of basic training for clerks. It is specially designed for blue collared employees, which helps them to develop better communication skills and working techniques.

Master Class Training: It is especially designed for Branch Operations and Service Head (BOSH). Here, the BOSHs are trained how to execute the operations of the bank efficiently and effectively. Thus, ensuring smooth workflow of the branch. EDGE: It is specialized training about the new financial product of the bank. It is designed for especially for the Wealth Managers. Employee compensation and benefit

Rewards and recognition The New Rewards & Recognition Program @ IVB

On the same lines we introduce 3 categories of Awards :

1. OVERDRIVE Award: For out of the ordinary effort/hard work, beyond expectations. If Individual nomination Sodexho gift voucher worth Rs 1000/- and a certificate If Team nomination Sodexho gift voucher worth Rs 500/- each and a certificate 2. ZAPPED Award: For exemplary customer service. If Individual nomination Sodexho gift voucher worth Rs 1000/- and a certificate. If Team nomination Sodexho gift voucher worth Rs 500/- each and a certificate 3. ICON Award: For consistent superior performance. Handling major projects effectively. Individual nomination always, Sodexho gift voucher worth Rs 5000/- and a certificate 4. Spotlight: A special non-remunerative category to make the organization know about the achievements of a particular individual by way of mail. Performance appraisal: Performance appraisal process in ING follows an MBO approach.

Goals achieved Goals defined Performance Employee Goals Performance Appraisal appraisal takes is is employee acknowledges by reportedor approved by approved before end of the approval rejected by place upon reporting goalsfinancial the achieved reporting authority authority year

Process

Employee set their goals at starting of every financial year. This goal is then approved by his reporting activity. Before end of the financial year the goal achieved is reported to the reporting authority which approves or disapproves it. The goals achieved is then used as the means of performance appraisal

Exit Process

Employee, who wishes to resign, submits his resignation to IVBL exit manager. The manager tries to retain the employee by asking him possible reasons for exit. This is followed by an exit interview where the manager asks the employee reason for leaving organization. Manager also offers compensation in form of pay hike (if applicable). Even if the employee wishes to leave the organization, his resignation is subjected to approval of his reporting authority and IVBL HR. During the interview effective date is finalized, effective date is the date of his last working day. In both cases the employee is informed about his approval or rejection of his resignation. Full and final settlement is done.

In case employee wishes to withdraw his resignation, IVBL manager handles this case separately.

Guideline for Hiring Managers in Ing Vysya Bank: The implementation of the Human Capital System (HCM) across the organization has now reduced the need for regions to depend on a common platform for launching IJPs. The IJP process has now been decentralized from Corporate HR to the Regional HR Partners / Coordinators with respect to the business groups that they are aligned to. A weekly IJP broadcast mail will be sent from Corporate HR to all IVBL employees on the open positions available on HCM. Effective today, IJPs will be processed as given below: 1. - An IJP is initiated by the Hiring Manager in the HCM system. This is done in the same way as creating a new Job Opening. - The Job Band needs to be explicitly mentioned in the Posting Title field. A detailed Job Description needs to be given with the IJP. - Also, please note that the Recruiting Location field will capture the Location of the IJP. Hence, please mention the respective IJP Location in this field. - A minimum window of 7 days can be given for the IJP to be open on the system. Screenshots of this process are given in the attached document for your reference. 2. All the open IJPs will appear on the Careers page of the Self Service menu on the HCM. 3. CTC employees can apply only to roles which are either in the same or a higher level than their current level. IBA employees can apply for all IJPs. Employees who have been in the same role and location for a minimum period of 2 years, will be eligible for movement under an IJP.

4. Consequent to this change, employees selected through IJP who are at a level lower than the designated level for the role, will be considered for progression to the designated level within an agreed time frame. Such progression to the next level will be at the discretion of the hiring manager based on factors like readiness of the candidate for the specified role and performance in the new role. 5. Employees can apply to the open IJPs through the HCM system by following the steps given below: Log in to the HCM (People soft) system. Go the Self Service menu. Under Recruitment Activities, click on the Careers tab. Select the IJP that you want to apply for. Click the Apply Now tab. Upload your application in the format as given on the intranet under: HR > HR Processes > People Processes > Recruitment & Selection > Internal Job Posting > Applicant Form. Submit your application. You will receive an email confirming your application.

6. The current Reporting Manager and HR Partner need to be kept informed offline (on email) by the applicant while applying to any IJP. 7. Applications will be processed by the respective HR partner / HR Coordinator, subject to meeting the IJP criteria. In case of applicants not meeting the IJP criteria, an email approval from their current reporting manager will be required to proceed with the candidature. 8. All correspondence regarding short listing, selection, rejection, etc will be made by the respective HR partners / HR Coordinators through the HCM system. 9. The short listed applications will be interviewed by the Hiring Managers and HR partners (optional).

10. On selection of an employee under an IJP, the HR Partner / Coordinator will send out a standard communication to the employee, his current reporting line, the hiring manager, the transfers team, and the concerned HR Partner / Coordinator. Every IJP selection will be communicated subject to ER clearance. 11. The applicant status will be updated as Offered in the HCM by the HR Partners / Coordinators. 12. Once an IJP selection is communicated by the HR Partner / Coordinator, the actual transfer will be initiated by the Sending Manager after agreeing on an effective date of transfer with the Receiving Manager. The reason for transfer needs to mentioned as IJP. The sending and receiving managers are defined as per the transfer process. 13. The maximum limit for relieving an employee under an IJP is 60 days from the time of selection. Competency Based Selection Process Competency based selection can gain a greater competitive advantage. The market for human talent is imperfect. High turnover is usually done with the failure rate amongst the newly hired. Competency based selection increases performance and also decreases turnover rates. High job performance and satisfaction in turn predict retention because good performers need not be fired and satisfied employees are less likely to be dissatisfied with their job. The people well matched to their jobs intrinsically enjot their work more while reorganization, globalization, privatization, growth, cultural change, or downsizing and is periodically seen amongst organizational members. Globalizing organizations need to know which employees have the competencies to perform in international environments. Bureaucrats have the opportunity to become entrepreneurs in a free market. There are concrete steps in developing a competency based selection system: 1. Develop competency model for the target jobs. 2. Selected or develop assessment methods. 3. Trainers certainly assessment that had. 4. Assess the competencies of candidates for jobs. 5. Make job person match decisions for selection placement and promotion.

6. Valid data selection system- wherever possible organization should track the performance of people selected using competency assessment methods to confirm the validating and return on investment in the method. 7. Develop a competency based job and person database and matching system. 8. Many standard assessment centre exercises can be observed and coded for competencies. 9. In basket exercises. 10. Stress Exercises and interviews. 11. The presentation, vision and strategy speeches. 12. Job interview. 13. Leaderless group exercises. 14.Ttreasure hunt. 15. Business production game. 16. Role Plays. 17. Peer coaching and counseling exercises. In a selection interview, rating of the candidates by managers can be completed to 360 degree meeting or appropriate rating methods can be used. This can include competency assessment questionnaire or a competency queue starts, customer survey, systematic multiple level observation of groups, manager style and organizational climate. .

The Lancaster Model of Managerial Competencies The Lancaster Model of Managerial Competencies is a universal management competency framework, developed by Burgoyne and Stuart(1976) and first published in personnel Review, used with permission of authors.

The 11 qualities separated into three groups, as shown in figure represent three different levels. The first level forms the foundation level, and comprises of two kinds of basic knowledge and information a manager may need to use in decision making and action taking. Level one Competence One: Command of basic facts This competency states that a successful manager should understand the business and have a sound knowledge of basic facts surrounding the business such as short- and long- term goals,

predict knowledge, and the roles and relationships between various departments. Competence Two: Relevant professional Knowledge This includes knowledge of a specification such as legislation, management techniques, sources of finance or knowledge of basic background management prnciples including planning, organising and controlling. The second category comprises specific skills and attributes that directly affect behaviour and performance. Level Two Competencce one: Continuing Sensitivity to events This means the manager is aware of what is going on and is perceptive and open to information, hard information such as figures and facts and soft information such as feeling of other people. As a result successful manager is able to respond in a suitable manner to situations as they arise. Competence Two: Analytical, problem- solving and decision-making skills. A manager must make many decisions- sometimes these can be made using logical, optimizing techniques. At other times it means using the ability to weigh the pros and cons in what is a very uncettain or ambigous situation, calling for a high level of judgement or even intuition. Consequently, the manager must develop judgement-making skills. Competence Three: Social Skills and Abilities Burgoyne and Stuart(1976) describe interpersonal skills as one of thekety features of the managers. A successful manager needs to develop a range of skills such as communicating, delegating, negotiating, resolving conflict, persuading, using and responding to authority and power, all of which are essential to interpersonal activities. Competence Four: Emotional Resilience This is the ability to deal with the emotional stress and strain that arises as a consequence of working in situations of authority, leadership, power, targets and deadlines. Burgoyne and Stuart (1976) talk about being resilient in coping with this stress. They explain: resilient

means, that when feeling stressed, we dont get thick skinned and insensitive but manage to cope by maintaining self-control and by giving to some extent. Competence Five: Proactivity or Inclination to respond purposefully to events At times managers must respond to the needs of the instant situation, but whilst making such a response, the successful manager considers the longer-term aims and goals and the impact of the immediate decision. This competence also incldes abilities such as dedication and commitment, having a sense of mission and taking responsibility. The third category consists of qualities that allow a manager to develop and deploy the skills and resources outlined in the second categoru. The authors have called this thied category mete-qualities beause they allow the manaer to develop the situation-specific skills needed in particular circumstances (burgoyne and stuart 1976). Level Three Competence One: Creativity This is the ability to come up with unique ideas or solutions, and to have the insight to take up useful ideas-either your own ideas or ideas from another source. Competence Two:Mental Agility This competenceis is concerned with being able to grasp problems quickly, to think about several things at once, to understand the whole situation quickly and to think on ones feet. Given the hectic nature of managerial work these are particularly necessary qualities for success, explain Burgoyne and Stuart(1976).

Competence Three: balanced Learning Habits and skills Successful managers according to Burgoyne et al. exhibit independence as learners rather than depanding on an authority figure capable f abstract thinking. Such managers have the ability to use a range of learning processes including use of inputs like teaching, dicovery from ones personal experiences and reflection, a process of analysing and reorganizing preexisting experiences.

Competence Four: Self-knowledge The final competence concerns the extent to which managers are aware of their own beliefs, goals, values, feelins, behaviour and the part they play in influencing their actions. The successful manager therefore needs skills of introspection, explain Burgoyne and stuart(1976). Competency Mapping for Customer Care Managers at Ing Bank The above model is being adopted at ING Vysya Bank for mapping the competencies of Customer Care Manager. The various competencies were identified for this position by reffering Job performance, Appraisals forms and HR manuals. The following competencies were identified for the position of Customer Care Manager Command of Basic Facts: This competency states that a successful manager should understand the business and have a sound knowledge of basic facts surrounding the business such as short- and long- term goals, product knowledge, and the roles and relationships between various departments. Customer Care Manager at Ing Bank should have a clear knowledge about organisations product. Relevant Professional Knowledge: This includes knowledge of a specification such as legislation, management techniques, sources of finance or knowledge of basic background management prnciples including planning, organising and controlling. The second category comprises specific skills and attributes that directly affect behaviour and performance. The minimum qualification required for Customer Care Manager in Ing Vysya Bank is graduation with banking knowledge and relevant experience of 2-3 years in Banking/Financial Service industry. Continuing Sensitivity to events: This means the manager is aware of what is going on and is perceptive and open to information, hard information such as figures and facts, As a result successful manager is able to respond in a suitable manner to situations as they arise.

According to Customer Care Manager in Ing Vysya Bank, regular staff meetings are conducted, alongwith sharing and updating latest trends and market knowledge. It will help manager to get hard information on facts and figures. He verifies and accepts the customer requests and processing of the sane to thje respective units. He also handles mails and couriers, He handles internal information/communication with COPS/other units regarding customer complaints and requests. Social skills and Abilities: Interpersonal skills is one of the key feature of a successful manager. Customer care manager should be a good taem leader, he should be able to deliver as per time lines and should haave a good communication. Creativity: The Customer Care Manager in Ing Vysya Bank should be creative in order to handle queries of his customers. As he is the one whose responsibility is to make undrerstand the customers about the products of organisation, so he should be innovative in order to explain the importance of product to the customers. Self- knowledge: This competence concerns the extent to which managers are aware of their own beliefs, goals, values, feelings, behaviour and the part they play in influencing their actions.

Job description: Expected End results Achieve Business targets Profitability

Major Activities Generate leads Liasoning with Sales Desk Ensuring zero leakage of income Cross selling TPP Recovery of locker rent as per time lines Verification of Palms Acting as Joint Custodian

Audit and compliance

 Customer Service

Obtaining of Form 60(PAN/form 60 needed for account opening) Verification and accepting of customer requests and processing of the same/forwarded to the respective units

Handling of mails/couriers Attending all customer queries and resolution of the same Maintenance of undelivered items and ensuring the delivery of the same to respective customers.

Attending to any other customer queries Locker operations and following related process Regular staff meets and sharing/ updating latest trends/ circulars/ market knowledge

Motivating for higher responsibilities and customer centric approach

Recruitment
Competencies are the basis to determine who should be interviewed and evaluated

along with skills and knowledge, this is a costly and time- consuming effort that can be reduced through proper understanding of what skills and knowledge. This is a costly and time-consuming effort that can be reduced through proper understanding of what competencies a candidate can bring to the job. The competencies should bewell defined so that their meaning is lear and there is no ambiguity. Qualification- To determine whether the candidate is qualified to perform the job or can master the requirements of the position, it is necessary to evaluate competency. Selection- While selecting an individual, competency assessment is used to determine the best person to fill the position.

 Orientation- This refers to developing the genersl competencies required of an

employee, by the organization. Induction Training- This refers to developing the specific competencies where there are gaps, to meet the desired performance standards of the position. For position fulfilment it is important to have competencies with definitions and ratings. In the case of Customer Care Manager competencies identified are command of basic facts, relevant professional knowledge, continuing sensitivity to events, social skills and abilities, creativity and self-knowledge these can be rated on 5-point scale as stated in table.

Competencies Creativity produces highly imaginative and innovative ideas in order to handle the queries of the customers which are not obvious to colleagues with lesser perspective. Professional Knowledge includes understanding of management techniques and knowledge of basic background management prnciples including planning, organising and controlling. Analytical skills are the ability to visualize and solve complex problems and concepts, and make decisions that make sense based on available information. Interpersonal skills are the skills that are used to interact with other people.

Rating 1 2 3 4 5

Self knowledge is awareness about oneself as to how effectively one can adapt to changing situations and unexpected pressures.

Once the competencies are identified, a list of interview questions alomg with the competency rating sheet is needed to elicit information about relevant behavior, An interview panel may probe further to get the relevant information. Selection Interview Questions 1. Describe an incident in which your workload was too heavy. 2. How did you handle the situation 3. Tell me about a situation when you were trying to accomplish something and did not have ready access to the necessary resources. How did you get them 4. Describe a situation in which you had to juggle more than one task. How did you handle them? Which one did you handle first and why? 5. How did you manage your time and task? 6. Tell me about a situation when tour planning was not helpful. What happened then and how did you recover? 7. Tell me about a time when you had to deal with two people asking you to work on different projects that acquired more than 100 percent of your time. How did you resolve the situation? 8. State an example when you were not able to achieve the goals. What did you do? 9. Describe a situation where your performance was excellent. What were the circumstances? What did you do? How did the people respond?

Issues Related to Developing Competency Model Whenever a new thing is decided to be introduced, a number of questions arise. Following the problem-solving approach to decision making, it is of utmost importance to find out what the problem is. Facts need to be gathered in order to establish the problem. Decision making has to be linked with the short-term and long-term objectives. Once the objective is clear, the brainstorming while generating alternatives. There should be adequate brainstorming while generating alternatives. Sometimes, even the alternatives which appears to be insignificant may emerge as the action plan. These alternatives are to be evaluated against the various chosen criteria for the action plan to emerge. While building competency based models, a host of questions occur- the problem is that there is no right or wrong answer. To achieve ultimate effectiveness it is necessary to address all the issues, alternatives, pros and cons. Is the organization Serious about it? Until there is total commitment, the competency model project is sure to be doomed. Most of the organizations have to simply go for it because it is a mandatory requirement to seek ISO certifications or any other national/state quality certification/award. If the employers understand that an ISO certification is necessary to retain certain customers, or that the

quality award will help in marketing products and services, the acceptance is complete, from the top to the bottom of the hierarchy. Competency is seen as a potential tool but developing the model is difficult in most cases. When individual take actions that are different from what they want to do, the purpose of what they want to achieve is defeated. Organizations may have a collection of worthwhile projects which are killed by the managers and supervisors who are supposed to execute them. All efforts of top management to take decisions will fail without their buy-in Organizations where total commitment from top to bottom is not there, and if they neither see the benefits nor have the culture to support the competency philosophy, the process should be stopped. The methods of personal decisions should be uniform; if they vary from department to department, organizations may put themselves in a legal risk. Competencybased applications must be universal in the organization. Leadership must have a vision to derive the process and the potential to complete it; benefits have to be communicated adopting to complete it; benefits have to be communicated adopting the various methods from top to bottom.

What is the Goal- Quality or Excellence? The question is what is the organization trying to accomplish? Is it striving for quality or excellence or both? Quality and excellence are two different terms. Quality is an absolute state- in the control of total quality management, quality is conference to requirements, doing things according to standards. Excellence is a relative term, to put it simply, it is being better than others. It requires comparison. So it can be said that quality is built in, while excellence is designed. If the goal is quality, it means individuals will be assessed on whether they meet the established standards. It is assumed that they possess the minimum competencies. If the goal is to achieve excellence, individuals will be assessed on their competence levels based on a continuous evaluation scale. Hence when evaluating for excellence, it would be necessary to compare the relative competence between two employees in addition to measuring their competence against the standards scale. Is the development Effort Periodic or Continuous? The decision depends upon the environment and the industry. If the environment is stable, the competencies would have changed little over the years. but in most organizations, work activities , job responsibilities and personnel assignments are in a constant state of flux. Every change generates new job titles and /or processes requiring adjustment or changes in the position of competency models. Where continuous modeling is required, either the change can be slowed down to keep the models up to date or the change will be driven by customer demands and competitive processes which has its own pace ensure that the development efforts, whether periodic or continuous, are really genuine. To do so, the management must be willing to provide sufficient development it must link development efforts to planned changes or changes that have been anticipated in the near future. Are the competencies Reflecting Current Activities or Future Activities The issue is deciding whether the model reflects what the situation is or what it should be. Continuous quality improvement or re-engineering the process are continuously evaluated and incrementally improved by the organization or it results in temporary periods of radical change. This creates a significant challenge in developing a competency model. If the processes are broken, continuous change can be monitored periodically but if the processes are locked, it can become a massive impediment to change. Existing appraisal systems should cover the experiment. The quality improvement team and the competency project team

should form a team to analyze relatively stable processes and accept the continuous responsibility of the model. What should be the Time Frame for the project? Usually the management and managers, because of inexperience, feel that likely any other activity, a competency model has a classic start and completion date .But actually, competency is a successive application and the relative mature state can be reached only with stable processes. In the first year, the stress should be on the development of the model and initial assessment. The second year should show a refinement in the model and assessment, with improved results. The mangers will then have more familiarity with the process through growth in the comfort level. By the third year it should reach a certain level of maturity. the focus here is on the maintenance rather than development. In some cases there might be immediate benefits in the first year, but dissatisfaction is also a possibility and weaker areas need to be addressed. There is a need to make the commitment stay on for multiple rounds, until the desired results are obtained. How will the organization use the results? Competency models and their application usually create a certain fear and skepticism. The management of change is not easy. Leadership questions how to make use of it in alignment with the organizations strategy. The employees perception is to raise questions regarding the interests of the management. The management or employees competency effort is an illusion. Competency assessment will rank the employees, indicate future needs, determine whether positive business results were generated or raise skills tat target learning and development activities. The end result will be used for the development of the employees to succed or to be used as a punitive measure. The higher the level of trust between the management and employees, the higher would be the willingness to be candid and accurate in assessment. The competency assessment process should be kept separate from the performance management process. As long as the competency assessment process is linked to human resource applications, even if it is used only for development purposes, employees will always be skeptical. Thus it is very important to keep it is separate; gradually when the model it may be integrated, as the trust level would be much higher. What is the value addition for the organization? What the organization desires, is the classic question. There may be various desired outcomes. Requirement of quality certification programme for staying in business. Enhancing organizations stature and competitive position. Improved recruitment and selection processes. Right people in the right jobs internally. Developing people in time and according to the needs. Better performance and the dropping of unnecessary development activities by focusing on the need of the job. Overall organizational performance by capturing market share, improved customer service, innovation, improved efficiency, decrease in time to market and better decision. What is the value addition for the Employees? Clarity of processes, skills and knowledge required to meet the established standards.

 Knowledge about where employees meet required qualifications, thus not wafting time in unnecessary development activities. Determine competencies for the jobs that an employee aspires for. Rationalizing personnel decisions by promoting truly qualified employees and allowing others to take advantage of set standards to become qualified. Increase in competency levels and improved working conditions, thus benefiting both the individual and the organization. More opportunities in the form of new positions and available promotions with the growth of the organization. Shift from formerly subjective personnel process to management by fact.

How will be the determinants of success be measured? There can be an internal quality implementation member versus an external quality certified lead auditor to identify what went well, what should be included and what needs to be supported. Judgments can be based on how the project compares with the benchmark experiences of other organizations. The determinants of business results like reduction in turnover costs, decrease in programming errors, faster time to market, customer satisfaction, profitability, etc. All this requires measurement of current performance at the time of starting the project than at the time of implementation. What are the desired outcomes? Competency Model- Generic competency model for the organization as a whole along with a specific competency model for specific positions. Position standards for each competency and for each job. Measurement instruments/jobs to determine levels of competency. Training calendar. Career development plan. Linking results with the enrollment database and with position curriculum. Who is the owner of the process? Every process should be owned by somebody who is responsible for the overall success and continuous enhancement. Is this the responsibility of HR? Ideally, it should involve individuals from various departments excluding those whose appraisal will be adversely affected by the outcomes of the project. Line managers and workers are essential in creating and evaluating competencies and assessment instruments. Whosoever is responsible for the project will have the authority to own the process. The owner should be centrally located with the experiences of HR process and training. There logical conditions for ownership.

BACKGROUND OF THE STUDY

Overview of Industry: Banks have played a critical role in the economic development of some developed countries such as Japan and Germany and most of the emerging economies including India. Banks today are important not just from the point of view of economic growth, but also financial stability. In emerging economies, banks are special for three important reasons. First, they take a leading role in developing other financial intermediaries and markets. Second, due to the absence of well-developed equity and bond markets, the corporate sector depends heavily on banks to meet its financing needs. Finally, in emerging markets such as India, banks cater to the needs of a vast number of savers from the household sector, which prefer assured income and liquidity and safety of funds, because of their inadequate capacity to manage financial risks. Forms of banking have changed over the years and evolved with the needs of the economy. The transformation of the banking system has been brought about by deregulation, technological innovation and globalization. While banks have been expanding into areas which were traditionally out of bounds for them, non-bank intermediaries have begun to perform many of the functions of banks. Banks thus compete not only among themselves, but also with nonbank financial intermediaries, and over the years, this competition has only grown in intensity.

Globally, this has forced the banks to introduce innovative products, seek newer sources of income and diversify into non-traditional activities. In India, the definition of the business of banking has been given in the Banking Regulation Act, (BR Act), 1949. According to Section 5(c) of the BR Act, 'a banking company is a company which transacts the business of banking in India.' Further, Section 5(b) of the BR Act defines banking as, 'accepting, for the purpose of lending or investment, of deposits of money from the public, repayable on demand or otherwise, and withdraw able, by cheque, draft, and order or otherwise.' This definition points to the three primary activities of a commercial bank which distinguish it from the other financial institutions. These are: (i) maintaining deposit accounts including current accounts, (ii) issue and pay cheques, and (iii) collect cheques for the bank's customer.

Current Indian Scenario The growth in the Indian Banking Industry has been more qualitative than quantitative and it is expected to remain the same in the coming years. Based on the projections made in the "India Vision 2020" prepared by the Planning Commission and the Draft 10th Plan, the report forecasts that the pace of expansion in the balance-sheets of banks is likely to decelerate. That will comprise about 65 per cent of GDP at current market prices as compared to 67 per cent in 2002-03. Bank assets are expected to grow at an annual composite rate of 13.4 per cent during the rest of the decade as against the growth rate of 16.7 per cent that existed between 1994-95 and 2002-03. It is expected that there will be large additions to the capital base and reserves on the liability side. World Bank Logistics Performance Index: 2010
Rank: 41 94 47 27 Country Brasil Russia India China LPI Score 3.20 2.61 3.12 3.49 Infra. 3.10 2.38 2.91 3.54 Logistics 3.30 2.51 3.16 3.49 2007 54.9 ------64.9 72.8 2010 70.6 51.6 67.9 79.9

World Bank has ranked India 47th on a global scale on the basis of the performance of the banking sector. Indias banking industry has evolved over a long period of more than two centuries. Despite the recent growth of private banks, the sector is dominated by government-controlled banks that hold nearly three-fourths of total bank assets. Indias banking industry is considered to be very stable with healthy balance sheets and low exposure to risky assets. The global financial crisis did not affect the Indian banks significantly. Nearly 40% of the population does not have a bank account and only 15% have borrowed from banks. Even after sustained growth since the nineties, the share of consumer credit remains very low in total bank loans. The World Economic Forum currently ranks India 37th out of 55 countries in financial development, behind other large emerging economies like China, South Africa, and Brazil. Break Up of Total Assets:

Business Environment

The Indian economy is on a growth path with the real GDP growth upwards of 9%. Industrial and services sectors have accelerated growth while growth in agricultural sector has continued to remain moderate. Inflation remained an area of concern. There was however robust build up of foreign exchange resources - close to $ 200 bn. Stock markets were buoyant while the Indian Rupee continued to appreciate against US Dollar. The future of the banking sector appears quite promising though there are quite a few challenges to contend with. The customer is more discerning and has a much wider access to technology and knowledge. Hence the imperative need to roll out innovative customized products which will be the key differentiator amongst banks. Time and distance have shrunk and the internet has greatly facilitated global reach and therefore, evolution of delivery channels and interactive services have been a boon to banking. The core banking solution platform is being increasingly adopted by the banks to fully realize the opportunity thrown up by technology. Unlike the previous year, credit growth of the system was not as profound but quite robust nonetheless and resources though not really scarce, were a bit expensive. RBI initiated various measures such as increase of reverse repo rate, higher CRR prescriptions etc. which were aimed at moderating credit growth. To certain sector specific instructions have also been issued by RBI to rein in expansion of Bank credit to such sectors.All this ushered in a period of increasing cost, declining yields and consequently pressure on margins. Healthy rebalancing of the credit portfolio was the answer to this syndrome. Highlights of the Banks Performance The year gone by was an exceptional year for the Bank in terms of most parameters. Net profit surged by 60% from Rs. 701 crores to Rs. 1123 crores and the global business mix crossed the milestone mark of Rs. 200,000 crores to touch Rs. 207,000 crores. While deposits grew by 27.6% to Rs. 119882 crores, the share of low cost deposits hovered at 40% and your bank continues to be one of the few banks with such a large share of low cost deposits. Credit expansion was a robust 30% touching an aggregate level of Rs.86791 crores. The growth has been quite broad based encompassing various segments such as agriculture, industry, SME and retail. Foreign branches accounted for a smart rise of 34% in advances. Priority Sector not only constitutes the Bank's social commitment, but is recognized today as a profitable business opportunity. With almost two third branches in rural and semi urban

areas, the bank has ably risen to the occasion. While agriculture clocked a growth of 25% and constituted 18.5% of net bank credit, priority sector grew by almost 23% and accounted for 45.5% of net bank credit. The Bank could for the first time record net NPA below 1%. In fact on the back of robust cash recoveries of Rs. 752 crore and upgradation of Rs. 132 core, gross NPA slid by Rs. 379 crore to Rs. 2100 crore. Recoveries together with prudent provisioning saw Net NPA falling sharply to Rs. 632 crore from Rs. 970 crore resulting in a healthy loan loss coverage ratio. The banking sector is one of the most crucial sectors in any economy, and plays an instrumental role in promoting economic growth. In India, the sector is even more important as the expansion of banking services to rural areas may also play a significant role in reducing poverty and ensuring sustainable income levels. If favorable regulatory support is ensured, India will likely have a mature banking industry with sufficient scale and reach to support its fast growing economy.

About Ing Vysya Bank:

Head office: Ing Vysya House, 22, M.G.Road, Bangalore 560001. History of ING: ING Vysya Bank Ltd., is an entity formed with the coming together of erstwhile, Vysya Bank Ltd, a premier bank in the Indian Private Sector and a global financial powerhouse, ING of Dutch origin, during Oct 2002. The origin of the erstwhile Vysya Bank was pretty humble. It was in the year 1930 that a team of visionaries came together to form a bank that would extend a helping hand to those who weren't privileged enough to enjoy banking services. Vysya Bank, is one the leading bank in India.

Much later in the year 1985, it became the largest private sector bank. In 1987 the company set up Vysya Bank Leasing. Later 1990 it promoted Vysya Bank. Housing Finance. In 2001 the company forayed into insurance business by setting up ING Vysya Life Insurance Company.

In 2002, Dutch banking giant ING took over the management of the bank by acquiring 44% stake in it and the name was changed to ING Vysya Bank. Today it has presence in over 5 countries, employing over 120000 people and serving 75 million customers across the globe.

Further, the presence of the group (ING) in over 50 countries, employing over 120000, serving over 75 million customers across the globe, only multiplies the credibility, notonly across the country but also across the globe.

It's been a long journey and the Bank has grown in size and stature to encompass every area of present-day banking activity and has carved a distinct identity of being India's Premier Private Sector Bank.

ING is present in all three fields of banking, insurance and asset management in the form of ING, ING Vysya Life Insurance and ING Investment Management respectively. The presence in all three fields signifies the importance that the group attaches to the Indian markets and the group's operations here, as well as its bullish future outlook on the country.

Milestone:

1930 1948 1985 1987 1988 1990 1992 1993 1996

Set up in Bangalore Scheduled Bank Largest Private Sector Bank The Vysya Bank Leasing Ltd. Commenced Pioneered the concept of Co branding of Credit Cards Promoted Vysya Bank Housing Finance Ltd. Deposits cross Rs.1000 crores Number of Branches crossed 300 Signs Strategic Alliance with BBL., Belgium. Two National Awards by Gem & Jewellery Export Promotion Council for excellent performance in Export Promotion Cash Management Services, & commissioning of VSAT. Golden Peacock Award - for the best HR Practices Journal - June 1998) State -of - the -art Date Centre at ITPL, Bangalore.

1998 by Institute of Directors. Rated as Best Domestic Bank in India by Global Finance (International Financial

2000

RBI clears setting up of ING Vysya Life Insurance Company 2001 ING-Vysya commenced life insurance business. The Bank launched a range of products & services like the Vys Vyapar Plus, the range of loan schemes for 2002 traders, ATM services, Smartserv, personal assistant service, Save & Secure, an account that provides accident hospitalization and insurance cover, Sambandh, the International Debit Card and the mi-b@nk net banking service. ING takes over the Management of the Bank from October 7th , 2002 RBI clears the new name of the Bank as ING Vysya Bank Ltd, vide their letter of 17.12.02 Introduced customer friendly products like Orange Savings, Orange Current and Protected Home Loans Introduced Protected Home Loans - a housing loan product Introduced Solo - My Own Account for youth and Customer Service Line Phone Banking Service Bank has networked all the branches to facilitate AAA transactions i.e. Anywhere, Anytime & Anyhow Banking

2002 2002 2003 2004 2005 2006

Profile: ING has gained recognition for its integrated approach of banking, insurance and asset management. Furthermore, the company differentiates itself from other financial service providers by successfully establishing life insurance companies in countries with emerging economies, such as Korea, Taiwan, Hungary, Poland, Mexico and Chile. Another specialisation is ING Direct, an Internet and direct marketing concept with which ING is rapidly winning retail market share in mature markets.

Finally, ING distinguishes itself internationally as a provider of employee benefits, i.e. arrangements of nonwage benefits, such as pension plans for companies and their employees.

Mission ING`s mission is to be a leading, global, client-focused, innovative and low-cost provider of financial services through the distribution channels of the clients preference in markets where ING can create value. Vision: Ing Vysya Bank will be an Entrepreneurial integrated financial service institution where Innovation and Transformation are the way of life. Corporate social responsibility: ING Vysya bank has always been committed to making a positive contribution to Society. Promoting education for under-served children is one such cause which has been very close to the bank. Through the ING Vysya Foundation, it seeks to provide less advantaged children an opportunity to secure a better future by providing them with education. Born out of three business entities of ING in India, ING Vysya Bank, ING Life Insurance, and ING Investment Management, the Foundation has been able to strike the right balance between supporting organizations financially and contributing time and effort of the employees to nurture and mentor these children, for a better future. ING Vysya Foundation commenced its activities in December 2004 with a water-harvesting project in the Udaipur and Rajasmand districts of Rajasthan, North India. The initiative provided villagers with access to clean water and recharged ground-water wells which in turn support the local agricultural industry. The Foundation has also been actively involved in relief efforts following the Tsunami that hit the South Indian coast on 26 December 2004. In cooperation with the regional headquarters of ING at Hong Kong, ING Vysya Foundation supported a number of projects, including the rebuilding of homes and schools, and other facilities for a number of villages. Another project included the micro-financing for 40 fishing boats and the attendant equipment for the villages of Mudaliyarkuppam and Arcotuthurai, in Tamilnadu.

As part of the ING Chances for Children programme, the Foundation signed a five-year agreement to support 100 orphans' living and schooling expenses. Additional funds, set up enabled of a day-care centre with training facilities which is used by the community at large. Other initiatives include ING Investment Management's auctions of paintings drawn by street children for the NGO Pratham and ING Vysya Bank's 'Run Ricky Run' in which the bank sent a child back to school for each run the Australian cricket captain Ricky Pointing scored in international one-day matches during a one-year period ending September 2008. Today, Foundation partners with thirteen local charity organizations in India. It helps children to be in the primary schools to realize their right to education as the first step towards breaking the cycle of poverty.

The new identity The immediate benefit to the bank, ING Vysya Bank, has been the pride of having become a Member of the global financial giant ING. As at the end of the year December 2010, ING's total assets exceeded 1247 billion euros,with a underlying net profit of 3893 million euros, employed around 105000 people, serves over 85 million customers, across 40 countries. This global identity coupled with the back up of a financial power house and the status of being the first Indian International Bank, would also help to enhance productivity, profitability, to result in improved performance of the bank, for the benefit of all the stake holders.

Branch Structure:

Departments in branch: Operation Accounts & Deposits Loans Information Technology Administration Housekeeping Security

Management :
Arun Thiagarajan Part-time Chairman

Shailendra Bhandari Managing Director & Chief Executive Officer Richard Cox Director Santosh Ramesh Desai Director M Damodaran Director Vaughn Nigel Richtor Director Peter Henri Maria Staal Director Lars Kramer Director Vikram Talwar Director Mark Edwin Newman Director

RESEARCH METHODOLOGY
Research Design: This is a descriptive research study. The study analysis the various practices of Competency Mapping. The outcome of this study will help the readers in understanding the detailed procedure for implementing competency based Recruitment and Selection. The information is collected through secondary research by referring books on Competency Mapping, and journals. The books referred for my study are: 1. The Handbook of Competency Mapping by Seema Sanghi. 2. Human resource Management K Aswathappa The research is culminated into a new model of Competency based Recruitment and Selection for Customer Care Manager at Ing Vysya Bank. Objectives of the Study:

This project is an in-depth study on the concept of Competency Mapping. To understand the benefits derived from the use of competency mapping. To suggest a New Model of Competency Based Recruitment and Selection for Customer Care Managers

Need and Significance of the Study: Have clarity on the term competency mapping. Understand what needs to be done for its effective implementation Know the key areas of performance indicators and key player, who do the process Understand the benefits of the Competency Mapping. Know how it helps in designing the competency based selection system. Know how it helps in planning training and development of the employees.

Limitations of the study: The duration of the project is only 2 months so in-depth study could not be conducted because the topic is very vast.

DATA ANALYSIS
When are the resources need and forecasted?

Reply Quaterly Monthly Annualy Not Fix

Responses 10 50 10 30

2: How do you rate the recruitment procedure?

Reply Short Average Long Very Long Cant Say

Responses 20 40 10 5 25

3. Which method do you mostly prefer from the following for recruitment and selection?

Reply Direct Method

Response 60

Indirect Method Third Party

25 15

4. What sources you prefer for recruitment and selection?

Reply Internal External Both

Responses 20 55 25

CONCLUSIONS AND RECOMMENDATIONS

A competency mapping for CCM will help them to perform their jobs more effectively and efficiently thus giving an improved output. The competency of the employees can be measured by testing and rating their professional knowledge, creativity, interpersonal skills and analytical skills. The attrition rate can be reduced by increasing the employee engagement, thus making the employees an integral part of the entire system. Reducing the attrition rate will help reduce recruitment cost, training and development cost and administration cost. An assessment centre can be included in the recruitment procedures in order to find out how employees can perform in different situations thus improving the recruitment process. An assessment centre is not a physical location but an approach to selecting managers based on measuring and evaluating their ability to perform critical tasks.. An assessment centre may last for two to five days, which time a group of candidates takes a series of work sample tests and other selection devices, such as various interviews, tests, exercises and feedback sessions. During the assessment centre, these candidates may undergo experimental exercises, group decision- making tasks, case analysis, individual employment tests, role playing exercises and other method for assessing their potential skills and abilities. A panel of line managers drawn from different departments acts as evaluators whose feedback shall be decisive in making selection decision.

MAJOR FINDINGS
During the study it was observed that the ING human resource department is effective and efficient in performing its functions and looking after the employee requirements. It is observed that IJP is an important mechanism for filling up vacant position in the organization. The procedure for IJP is same as external recruitment. The employees who are selected through IJP are designated to their respective level within the preset time frame. While assigning the designation the specialization of the employee is taken into consideration..Human Capital Management (HCM) system allows the employees to apply open IJPs according to their interests. Recruitment in ING is internal (transfers, promotions, etc.) as well as external (advertisements, employee referrals, institutes, etc.) Headhunting through consultants is also carried out. CTC employees can apply only to roles which is either in the same or a higher level than their current level. IBA employees can apply for all IJPs.The On boarding process is well managed considering efficient utilization of time and money. The working environment is healthy and pleasant. New employees find it easy to adjust and to and accept such an environment.

BIBLIOGRAPHY

Marketing Management by Philip Kotler, Pearson Education 2nd ed. Consumer Behavior by Leon G.Schiffman, Prentice-Hall India 8th ed.

IRDA Journal ING VYSYA Company magazines Newspaper and Business magazines
WEBSITES

www.ingvysya.com www.google.co.in/indian insurance industry www.irdaindia.org

QUESTIONNAIRE FOR THE RESEARCH

1: When are the resources need and forecasted? Quarterly Monthly Annually Not fixed

2: How is the resource need forecasted? 3: How do you rate the recruitment procedure? Short Average Long Very Long Cant say

4: What is the process you follow for recruitment and selection? People explain the same in brief? .

5: Which method do you mostly prefer from the following for recruitment and selection? Direct Method Indirect Method

Third Party

6: What sources you prefer for recruitment and selection? Internal sources External sources Both

7: What are the sources for internal sourcing among the following -: Present permanent employees Present temporary employees Retrenched / Retired / employees Deceased / disabled / employees

8: What are the sources for external recruitment among the following? Campus interviews Placement agencies Private employment agencies Public employment agencies Professional associations Data bank Casual applicants Other, if any please mention

9: Which is the most successful method for recruitment?

10: How many rounds of interviews are conducted? 1-3 3-5 More than 5

11: Are you satisfied with round of interviews conducted? Yes No To some extent Cant say Personal Interview Telephonic Interview Video Conferencing Any two (then tick those two) All three

12: What form of interview did you prefer?

13: Are you satisfied with the interview process? Yes No To some extent

14: If no then what is the reason? And suggest the measures to be taken for improvement? . 15: Are you satisfied with the present method being followed by the company for recruitment and selection? Yes No

16: If no, what steps would you prefer, to make improvement? 17: Are the aptitude test conducted? Yes No Till some extent Cant say

18: If yes then it is for Fresher Executives Other .. 19: Do you conduct any of these test? Psychometric test Medical test Reference test check Other (specify) ... ... 20: How do you rate the HR practices of the company? Very Good Good Average Bad (specify)