TRAINING INITIATIVES AT PUNJAB NATIONAL BANK Submitted To: Dr. Debashish Sen Gupta Area Chairperson Human Resource Alliance Business School Submitted By: Aakanksha Agnihotri Registration No: 08PG143 Punjab National Bank Profile Since its humble beginning in 1895 with the distinction of being the first Indian bank to have been started with Indian capital, PNB has achieved significant growth in business which at the end of March 2009 amounted to Rs 3,64,463 crore.
Today, with assets of more than Rs 2,46,900 crore, PNB is ranked as the 3rd largest bank in the country (after SBI and ICICI Bank) and has the 2nd largest network of branches (4668 including 238 extension counters and 3 overseas offices). With over 38 million satisfied customers and 4668 offices, PNB has continued to retain its leadership position among the nationalized banks. Training is a key to enhancement of productivity and therefore, a critical component of an organization’s strategy, HR practices and business development process.
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Its importance has increased due to fast changes in technology, work processes, gaps in formal education vis-a-vis actual job requirements. It is thus integral to organizational life and quest for efficiency and competitiveness. Training Objectives a) To contribute towards enrichment of knowledge, skill development and positive attitudinal orientation at all levels keeping in line with corporate requirements and business plans relating to overall vision of the bank. b) To develop specialized cadres in various areas like Credit, Foreign Exchange, IT, Treasury, Risk Management etc. ) To prepare the employees for future by ensuring training and development inputs which are futuristic. Training areas The training system in the bank shall address the task of skill up-gradation of employees in the following areas: ? Functional Skills -, Credit appraisal & NPA Management, Asset Liability Management, Credit Risk Management, Risk Based Internal Audit, Foreign Exchange, Treasury Management, Computer based Skills including IT & CBS, ,Lending to Priority Sector, Financial Inclusion etc. Management Skills – Business Plan, Decision Making, Cost Management, Quality Awareness, Change Management. General Administration, Problem Solving, Multitasking in CBS Environment etc. ? Behavioural Skills – Attitudinal Change, Leadership and Team work, Soft Skills, Customer Care, Grievance Redressal, Code of commitment to Customers, Management of Stress, Business Etiquettes etc. The contents, course coverage and the duration of the training programmes are in tune with the policy of the bank.
Training Need Identification Training Need Identification is a continuous process and is presently carried out through assessment by nominating authority, feedback of the employee in the PAF system and business requirement. Provisions are to be incorporated in HRMS, wherein the employee can specify his/her training requirement. Head Office / Circle specific training needs are assessed at the time of Advisory Committee meeting of training Colleges/ Centers. All these are used to enable training colleges / centers prepare their Quarterly Training Plan as per need analysis.
Training Methodology The delivery of Training is regularly updated and kept state of the art to make it appealing to the participants for effective learning. Broadly, it consists of lectures, discussions, role plays, case studies, simulations, in-basket exercises etc. depending on the nature of the programme. It is the Endeavour of the training system to adopt a mixed strategy to impart training to the total number of budgeted employees to be trained during a year as follows: In-house Training at Training Colleges /Centers E-Learning / Field Training Outside Institutions (in India & abroad) – 50% – 45% – 05%
The scope of e-learning is broad based in the training set up of the Bank through implementation of Learning Management System (LMS) for developing ‘Knowledge- based Workers’ as also for creating a ‘Learning Organization’. E-Learning is made interactive enabling on-line solutions to field queries with projections that the system of Field Training is gradually replaced by it within the Training Policy period resulting that 45% of training is through e-learning only. Further, Video Conferencing and other such distance leaning modules shall simultaneously be utilized for imparting training.
A system of conducting on-line tests, based on e-learning modules & Certification of having cleared the tests, is introduced. Training Budget The training budget of the bank is in terms of man days with ‘subject specific man days’ training’ imparted instead of ‘number of employees to be trained’ during a year. Taking into account an average 3-4 day per programme; 250 training days a year and available infrastructure, the training colleges / centres shall impart approximately 1,22,500 man days of training during a year.
The training data in respect of past performance, achievements against the annual targets & area wise projections for the coming months is placed regularly to Board. Faculty & Faculty Development The bank has an established system of selection of faculty members for various training institutes. After selection as a Faculty, the official is given training by outside institutions/ incompany training programmes to develop needed skills as a faculty. Members of faculty is sent to training programmes to CSC / outside institutions, at least once in a year particularly to update themselves in their area of specialization.
The training need of the Faculty is assessed regularly and they will be exposed for training in various specialized areas as and when required. Evaluation of Training The evaluation of trainees is done through entry & exit level test in regular programmes. In case of long duration programmes, viz. Intensive training in Credit / Forex, evaluation is done through tests and interview, project assignments/case studies, library assignments, topic presentations etc. Feedback on training from participants continues as an evaluation tool for in-house training programmes.
The feedback of the participants pertaining to quality of training, faculty delivery, course content, physical facilities, etc is put up to the respective Principal / Training Managers with a copy being forwarded to General Manager ( Training). Relevant feedback and suggestions of participants is forwarded to the respective HO Divisions for necessary consideration. CAREER TRAINING PROFILE Clerical Staff : A. Mandatory Programmes: ? Induction & Orientation – On joining/On promotion from subordinate cadre. ? Computer Awareness ? Deposit & Ancillary Services ?
Customer Service. ? Marketing & Behavioural Sciences B. Specialized Programmes: ? Intensive Credit Management ? Intensive Foreign Exchange ? NPA Management & Recovery Strategies Officer Staff : A. Mandatory Programmes: ? ? ? ? ? ? ? B. Induction & Supervisory Orientation programme for MTs Computer & IT Orientation programme in Credit/Forex Customer Service Composite programme on Systems & Procedures Priority Sector Credit NPA & Recovery Specialized Programmes: ? ? ? ? Intensive Credit Management Intensive Foreign Exchange Marketing & Retail Lending Risk Management
Managers in Scale-II & III : A. Mandatory Training Programmes: ? ? ? ? ? Orientation/MDP on promotion. Programme on IT and CBS Marketing of Bank Services Branch Management & Profitability HRD/Soft Skills B. Specialized Programmes: ? Advance Programme on Credit Management & Forex ? Programme on Treasury Management/Risk Management ? Programme on CBS Package Scale-IV & Above : A. ? ? ? ? ? Mandatory Programmes: Executive Development Programme on promotion. HRD/ Soft Skills Marketing Management of NPAs Programme on IT & CBS
B. Specialized Programmes: ? Training programmes of outside institutes conducted in India & Abroad ? Advance Management Programme ? Advance Foreign Exchange & Credit Conclusion: The training process focuses on knowledge enhancement, skill development, nurturing positive attitudes, problem solving abilities and various competencies. Proper application of training inputs leads to business development, better team work, enhanced coordination between various stake holders and overall positive impetus for the organization.
The above positives acquire a critical significance for banks as service organizations where human resources are its most valuable assets and human resources development is a key deliverable directly improving the service delivery and customer satisfaction. References: Interview and information given by: V. K. Bhan Chief Manager(Faculty) PUNJAB NATIONAL BANK Regional Staff College (Tel: 0522-2721973,2721971 Fax: 0522-2721972) ( [email protected] co. in )