7/25/2019 Hr Practice Mcom Ishan 2015
1/41
CHAPTER 1
INTRODUCTION TO HUMAN RESOURCE
MANAGEMENT
1
7/25/2019 Hr Practice Mcom Ishan 2015
2/41
Introduction to Human Resource Management :
Organizations are made up of people and function through people. Material resources such
as money and materials are utilized through people for different purposes. People constitute
the most significant resource of an organization. Human resource is most active, productive
and sensitive. Employees have capacity to think and act or react accordingly. This source
needs delicate handling so that it will e useful for the progress and prosperity of an
organization.
!n the present world, all organizational resources "human and material# are important for
achieving organizational o$ectives. %aturally, their effective utilization is necessary. Here,
organizations give special attention to human resources which includes manpower working at
different levels in the organization. The employees need to e efficient, highly trained and
professional co&operative and loyal to the organization. They are e'pected to make positive
contriution in achieving organizational o$ectives. (uch useful laour force will not
developed automatically ut needs to e nurtured through special efforts in the form of
training, career development, cordial industrial relations, participative management and so
on.
Human )esource Management "H)M# is concerned with the manpower employed in an
organization. !t is that part of management which is concerned with people at work and their
relationships within the organization. H)M is one important ranch of management as it
touches all other aspects of usiness management. H)M is concerned with human resource
planning, recruitment and selection of manpower, training and development of manpower,
compensation payment to manpower and so on. !n this introductory chapter, we propose to
discuss the nature and scope of human resource management.
2
7/25/2019 Hr Practice Mcom Ishan 2015
3/41
MEANING OF HRM CONCEPT OF HRMI WHAT IS HRM
Personnel refer to the employees working in an organization at different levels. Personnel
management "also called H)M# is that aspect of total usiness management which deals with
human relationships within an organization. Personnel represent human resources which is
different from material resources. !t is rightly said that organizations are not mere ricks,
mortar, machineries or inventories. They are people. !t is the people who staff and manage
organizations. Human resources are the people and their characteristics at work. They are
human factors in usiness.
Human resource is the most productive and most versatile. !n addition, the manpower in an
organization needs human treatment. Employees have a capacity to feel, think and even to
react. Management has to deal with the employees in a careful and tactful manner. Material
resources such as land, machines, raw materials, e*uipment, etc. are easy to manage. This is
ecause they have no capacity to feel or think or react. This is not the case with human
resource i.e. manpower. +or e'ample, you may use a ad word for a machine or you may put
your leg. on the machine ut you must not ause a worker or put your leg on his head. This
is ecause he has a capacity to feel, think and even react *uickly in the same manner or even
in a more challenging manner.
!n production activity, men and machines are important. However, man ehind the machine
is more important as he is a human eing. Man and machine are not on par and must not e
treated in the same manner. This is ecause of all the resources manpower is the only
resource which does not depreciate, with the passage of time.
ccording to Peter +. -rucker , "the prosperity, if not the survival of any business depends on
the performance of its managers of tomorrow. The material resources alone will not help the
organization to achieve its o$ectives. +or this, effective coordination and utilization of
material and human resources are re*uired. This suggests the importance of human resources.
Human resources of an organization function at top management, middle management,
supervisory management and at operative management levels. Human resources are most
vital assets of an organization. They can e used as a means for developing competitive
3
7/25/2019 Hr Practice Mcom Ishan 2015
4/41
advantages. !n addition, manpower people in the organization act as (ource of creativity.
They can produce unlimited ideas which can e used for the progress of the prosperity of an
organization. This suggests the significance of human resources which need effective
utilization through careful management.
The human resource is very important and useful in every organization. !t should e nurtured
and used for the enefit of the organization. This is a challenging $o efore personnel
manager management. The organization can make rapid progress only when the employees
are efficient, satisfied and co&operative. On the other hand, the organization will have to face
various prolems and difficulties, if the employees are not co&operative ut hostile. This
indicates that human resource is most strategic and critical determinant of growth of a
usiness unit. Every organization needs loyal, efficient and satisfied laor force. +or this,
ade*uate attention should e given to H)M.
H)M is a management function that helps managers to recruit, select, train and develop
employees for an organization. !t is concerned with the people/s dimension in organizations.
4
7/25/2019 Hr Practice Mcom Ishan 2015
5/41
!EFINITIONS OF H"MAN RESO"RCE MANAGEMENT:
ccording to (cott and others, "Human resource management is that branch of management
which is responsible on a staff basis for concentrating on those aspects of relationship of
management to employees and employees to employees and with the development of the
individual and the group. The objective is to attain maximum individual development,
desirable working relationship between employers and employees and employers and
employees, and effective moulding of human resources as contrasted with physical resources
0,
ccording to %ational !nstitute of Personnel Management of !ndia, "Human resource
management is part of management concerned with people at work and with their
relationships within the organization. t seeks to bring together men and women who make
up an enterprise, enabling each to make his own best contribution to its success both as an
individual and as a member of a working group 0.
Ed#in F$i%%o de&ines HRM as '
1Planning, organizing, directing, controlling of procurement, development, compensation,
integration, maintenance and separation of human resources to the end that individual,
organizational and social o$ectives are achieved.2
5
7/25/2019 Hr Practice Mcom Ishan 2015
6/41
FEAT"RES OF HRM:
3. Managing %eo%$e4 H)M relates to managing people at work. !t covers all levels of
personnel5s and their needs, e'pectations and so on. !n this sense, it is a comprehensive
function and is asically concerned with managing people at work. H)M has universal
e'istence and application as it is applicale to usiness and other organizations &
government, educational, social, and religious and so on.
6. Peo%$e'oriented %rocess4 H)M is concerned with employees, oth as individuals
as well as a group. The aim of H)M is to get etter results through their involvement,
motivation and co&operation. !t is a people&oriented process of ringing people and
organizations together so that the goals of each are met properly. c*uisition,
development, motivation and maintenance of manpower human resources are four
asic functions in the H)M process.
7. !e(e$o%s em%$o)ees* %otentia$ities4 H)M is concerned with helping the
employees to learn and develop their potentialities to the highest level for their enefits
as well as for the enefits of their organization. !t is manpower employee5s
development oriented su$ect.
8. Integra$ %art o& organi+ations4 H)M is an integral part of all organizations. !t is
concerned with recruitment, selection and development of manpower availale.
9. Continuous acti(it)4 H)M is a continuous activity in an organization as personnel
prolems continue to e'ist as long as employees are working in an organization. They
need constant attention as they may distur normal working of an organization, ifneglected.
6
7/25/2019 Hr Practice Mcom Ishan 2015
7/41
:. Securing em%$o)ee co'o%eration4 H)M aims at securing willing co&operation of
employees for achieving organizational o$ectives. This is natural as industrial and
other activities can e conducted only with the support ;of human resources. H)M aims
at developing and maintaining team spirit at the organizational level. (uch team spirit
rings success to the organization.
7/25/2019 Hr Practice Mcom Ishan 2015
8/41
SCOPE-F"NCTIONS OF HRM:
1. Human resources %$anning:
Human resource planning or H)P refers to a process y which the company to identify the
numer of $os vacant, whether the company has e'cess staff or shortage of staff and to deal
with this e'cess or shortage.
/. 0o ana$)sis design:
nother important area of H)M is $o analysis. >o analysis gives a detailed e'planation
aout each and every $o in the company. ?ased on this $o analysis the company prepares
advertisements.
2. Recruitment and se$ection:
?ased on information collected from $o analysis the company prepares advertisements and
pulishes them in the news papers. This is recruitment. numer of applications are received
after the advertisement is pulished, interviews are conducted and the right employee is
selected thus recruitment and selection are yet another important area of H)M.
3. Orientation and induction:
Once the employees have een selected an induction or orientation program is conducted.
This is another important area of H)M. The employees are informed aout the ackground
of the company, e'plain aout the organizational culture and values and work ethics and
introduce to the other employees.
8
7/25/2019 Hr Practice Mcom Ishan 2015
9/41
4. Training and de(e$o%ment:
Every employee goes under training program which helps him to put up a etter performance
on the $o. Training program is also conducted for e'isting staff that have a lot of e'perience.
This is called refresher training. Training and development is one area where the company
spends a huge amount.
5. Per&ormance a%%raisa$:
Once the employee has put in around 3 year of service, performance appraisal is conducted
that is the H) department checks the performance of the employee. ?ased on these appraisal
future promotions, incentives, increments in salary are decided.
6. Com%ensation %$anning and remuneration:
There are various rules regarding compensation and other enefits. !t is the $o of the H)
department to look into remuneration and compensation planning.
7. Moti(ation8 #e$&are8 ,ea$t, and sa&et):
Motivation ecomes important to sustain the numer of employees in the company. !t is the
$o of the H) department to look into the different methods of motivation. part from this
certain health and safety regulations have to e followed for the enefits of the employees.
This is also handled y the H) department.
9
7/25/2019 Hr Practice Mcom Ishan 2015
10/41
9. Industria$ re$ations:
nother important area of H)M is maintaining co&ordinal relations with the union memers.
This will help the organization to prevent strikes lockouts and ensure smooth working in the
company.
1. Procurement o& man%o#er ;Human' Resource Ac
7/25/2019 Hr Practice Mcom Ishan 2015
11/41
organisation. H)- programmes are for education, training and development of e'isting
manpower in an organisation. This is for facing new prolems and !6hallenges likely to
develop in the near future.
1/. Per&ormance management and com%ensation %a)ment to man%o#er
em%$o)ed4
Performance management involves performance planning, performance appraisal and
performance counselling used for various purposes. One more function of personnel
management is to pay compensation "in monetary form# to employees for the services
rendered. +or this, a fair system of remuneration payment "wages and salaries/ needs to e
introduced. )emuneration to employees should e attractive so that the laour force will e
satisfied and disputes, etc. will e minimized. +air wage payment acts as a motivating factor
in compensation management
11
7/25/2019 Hr Practice Mcom Ishan 2015
12/41
CHAPTER /
HR PRACTICES OF ICICI >AN?
12
7/25/2019 Hr Practice Mcom Ishan 2015
13/41
A>O"T THE COMPAN@
!B!B! ?ank is an !ndianmultinationalanking andfinancial servicescompany head*uartered
in Mumai, Maharashtra, !ndia. s of 6C38, it is the second largest ank in !ndia in terms of
assets and market capitalization. !t offers a wide range of anking products and financial
services for corporate and retail customersthrough a variety of delivery channels and
specialized susidiaries in the areas of investment anking, life, non&life insurance, venture
capitaland asset management. The ?ank has a network of 8,C9C ranches and
36,D3D TM5s in !ndia, and has a presence in 3< countries including !ndia.33F
!B!B! ?ank is one of theBig Four banksof !ndia, along with (tate ?ank of !ndia,Pun$a
%ational ?ankand ?ank of ?aroda. The ank has susidiaries in the Gnited ingdom and
BanadaI ranches in Gnited (tates, (ingapore, ?ahrain, Hong ong, (ri Janka, Katar, -uai
!nternational +inance Bentre and BhinaI and representative offices in Gnited ra Emirates,
(outh frica, ?angladesh, Malaysia and !ndonesia. The company/s G susidiary has also
estalished ranches in ?elgium and Lermany.
13
https://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/Bankhttps://en.wikipedia.org/wiki/Financial_serviceshttps://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/Market_capitalisationhttps://en.wikipedia.org/wiki/Retail_bankinghttps://en.wikipedia.org/wiki/Investment_bankinghttps://en.wikipedia.org/wiki/Life_insurancehttps://en.wikipedia.org/wiki/Non-life_insurancehttps://en.wikipedia.org/wiki/Venture_capitalhttps://en.wikipedia.org/wiki/Venture_capitalhttps://en.wikipedia.org/wiki/Asset_managementhttps://en.wikipedia.org/wiki/State_Bank_of_Indiahttps://en.wikipedia.org/wiki/Punjab_National_Bankhttps://en.wikipedia.org/wiki/Punjab_National_Bankhttps://en.wikipedia.org/wiki/Bank_of_Barodahttps://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/Bankhttps://en.wikipedia.org/wiki/Financial_serviceshttps://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/Market_capitalisationhttps://en.wikipedia.org/wiki/Retail_bankinghttps://en.wikipedia.org/wiki/Investment_bankinghttps://en.wikipedia.org/wiki/Life_insurancehttps://en.wikipedia.org/wiki/Non-life_insurancehttps://en.wikipedia.org/wiki/Venture_capitalhttps://en.wikipedia.org/wiki/Venture_capitalhttps://en.wikipedia.org/wiki/Asset_managementhttps://en.wikipedia.org/wiki/State_Bank_of_Indiahttps://en.wikipedia.org/wiki/Punjab_National_Bankhttps://en.wikipedia.org/wiki/Punjab_National_Bankhttps://en.wikipedia.org/wiki/Bank_of_Baroda7/25/2019 Hr Practice Mcom Ishan 2015
14/41
RECR"ITMENT PRACTICES OF ICICI >AN?
RECR"ITMENT SEBECTION PROCESS OF ICICI >AN? BT!:'
!B!B! ?ank is an !ndianmultinationalanking andfinancial servicescompany head*uartered
in adodara "Lu$arat# !ndia, incorporated in ugust 3DD8, with a turnover of )s.
7/25/2019 Hr Practice Mcom Ishan 2015
15/41
)ecruitment egins y specifying the human resource recruitment, initiating activities and
action to identify the possile sources form where they can e met communicating the
information aout the $os, terms and conditions and prospects they offer, and enthuse the
people who meet the recruitment to respond to the invitation y applying for $os. Thereafter
the selection process egins. The process is as follows4
!. !ecide on ,o# man) %eo%$e )ou rea$$) need 4 !f everything is eing done to
improve performance and still there is a gap etween what the current performance is
and the goals set, then the est way is to recruit more people.
!!. Ana$)+ing t,e o4 nalyzing the $o is the process of assemling and studying
information relating to all aspects of a particular post. nalysis is done to find
possile details aout
Pur%ose:!dentify the aims and o$ectives of $o and what the employee is
e'pected to achieve within department and company.
Position4 The $o title, its position in the hierarchy and for whom it is
responsile ought to e recorded. sample organization chart may e useful for
this purpose.
Main !uties4 list of key tasks may e written outI standards that need to e
reached and maintained must also e maintained. Methods of recording, assessing
and recording the key tasks must e determined.
T,e #orD En(ironment4 (tudy the physical and social environment in which
the work is out ecause the work environment influences the *uantity and *uality
of work.
15
7/25/2019 Hr Practice Mcom Ishan 2015
16/41
!!!. !ra&ting a o descri%tion:
fter $o analysis is done, $o description is made. >o description descries the $o. The
$o description decides upon the e'act knowledge, skill and e'perience needed to do the
$o. >o description must e drafted around these heading4
>o title
)esponsile to )esponsile for
Purpose of $o
-uties )esponsiility
(ignature and date
!. E(a$uation &uture needs:
+or Evaluation future needs manpower is drafting. manpower plan evolves studying the
make&up of present work force, assessing forthcoming changes and calculating future
workforce, which is re*uired. Manpower planning helps in devising long&term
recruitment plans.
16
7/25/2019 Hr Practice Mcom Ishan 2015
17/41
Finding sources o& recruitment:
The human resource re*uirement of !B!B! can e met from internal or e'ternal source4&
17
7/25/2019 Hr Practice Mcom Ishan 2015
18/41
Interna$ Recruitment4
These refer to persons already employed in the organization. Promoting persons from
lower levels may fill up vacancies at higher levels. (hortage of manpower in one ranch
factory may e met y transferring surplus staff from another ranch factory. Promotion
means shifting of an employee to higher post caring greater salary, status and
responsiility.
On the other hand transfer refer to the shifting an employee with salary, status and
responsiility. (ome time e'&employee of the organization may e re&employed.
Eterna$ Recruitment:
!t refers to recruitment of employees from outside the organization. E'ternal sources
provide wide choice of the re*uired numer of the employees having the desired
*ualification. !t also provides the people with new ideas and specialized skills re*uired to
cope with new challenge and to ensure growth of the organization.
18
7/25/2019 Hr Practice Mcom Ishan 2015
19/41
part from these !B!B! prudential also pull out candidates from various sources like Media
BOMMG%!BT!O%,advertisements etc.
1. Cam%us Recruitment /7
/. On$ine A%%$icants /5
2. Recruiter 16
3. Em%$o)ee Re&erra$ 12
4. Ot,ers 7
5. In'Person 1
19
http://s.ltmmty.com/click?v=SU46MTAxMjQ0OjE0MDI2OmNvbW11bmljYXRpb25zOmJmNDNiZTMxZjZkNDBiYjI0ZGQ2NzJkN2Y0ODg2YjhiOnotMjIwMi03MDczNDM4Mzp3d3cuc2xpZGVzaGFyZS5uZXQ6MjkwMjgxOmQyZDNkMzc4ZTZlYjQzYWRjMmFkODNlYTI0ZmM0ZGQ0OjA1MWNmYzk3MWExNDQzN2Y4YzI5NGYyMTk2ZDA1NTBhOjE6ZGF0YV9zcyw5ODR4MTI4MDtkYXRhX3JjLDQ7ZGF0YV9mYixubztkYXRhX2l0bl90ZXN0LDIwMTUwOTE4X3Q7OjUzMTQ3MzY&subid=g-70734383-5d663bcaea714e52bad0056279ac1743-&data_ss=984x1280&data_rc=4&data_fb=no&data_itn_test=20150918_t&data_tagname=A&data_ct=text_only&data_clickel=linkhttp://s.ltmmty.com/click?v=SU46MTAxMjQ0OjE0MDI2OmNvbW11bmljYXRpb25zOmJmNDNiZTMxZjZkNDBiYjI0ZGQ2NzJkN2Y0ODg2YjhiOnotMjIwMi03MDczNDM4Mzp3d3cuc2xpZGVzaGFyZS5uZXQ6MjkwMjgxOmQyZDNkMzc4ZTZlYjQzYWRjMmFkODNlYTI0ZmM0ZGQ0OjA1MWNmYzk3MWExNDQzN2Y4YzI5NGYyMTk2ZDA1NTBhOjE6ZGF0YV9zcyw5ODR4MTI4MDtkYXRhX3JjLDQ7ZGF0YV9mYixubztkYXRhX2l0bl90ZXN0LDIwMTUwOTE4X3Q7OjUzMTQ3MzY&subid=g-70734383-5d663bcaea714e52bad0056279ac1743-&data_ss=984x1280&data_rc=4&data_fb=no&data_itn_test=20150918_t&data_tagname=A&data_ct=text_only&data_clickel=link7/25/2019 Hr Practice Mcom Ishan 2015
20/41
METHO!S OF RECR"ITMENT:
ll methods of recruitment can e put into three categories4
a. -irect method
. !ndirect method
c. Third&party method
!irect Met,od:
These include the campus interview and keeping a live register of $o seekers.
Gsually under this method, information aout $os and profile of persons availale for
$os is e'changed and preliminary screening is done. The short listed candidates are
then su$ected to the remainder of the selection process. (ome organization maintains
live registers or record of applicants and refers to them as and when the need arises.
Indirect Met,od:
They cover advertising in newspapers, on the radio, in Trade and professional
$ournals, technical $ournals and rochures. Nhen *ualified and e'perienced persons
are not availale through other sources, advertising in newspapers and professional
and technical $ournals in made. Nhereas all types of advertisements can e made in
newspapers and magazines, only particular types of posts should e advertised in the
professional and technical $ournals. well thought&out and planned advertisement forappointments reduces the possiility of un*ualified people applying. !f the
advertisement is clear and to the point, candidates can assess their ailities and
suitaility for the position and only those who possess the re*uisite *ualifications will
apply.
20
7/25/2019 Hr Practice Mcom Ishan 2015
21/41
T,ird Part) Met,od:
arious agencies are used for recruitment under these methods. These include
commercial and private employment agencies, state agencies, and placements offices
of schools, colleges and professional associations, recruiting firms, management
consulting firms, indoctrination seminars for college professors, friends and relatives.
SEBECTION PROCE!"RE OF ICICI
21
7/25/2019 Hr Practice Mcom Ishan 2015
22/41
The selection procedure is concerned with securing relevant information aout an applicant.
This information is secured in a numer of steps and stages. The o$ective of selection
process is to determine whether an applicant needs the *ualification for a specific $o and to
choose the applicant who is most likely to perform in that $o. The hiring procedures not a
single acts ut it is essentially a series of methods or steps or stages y which additional
information is secured aout the applicant. t each stage, facts may come to light, which lead
to the re$ection of the applicant. procedure may e considered to a series of successive
hurdles or arriers, which an applicant must cross. These are indented as screens and they are
designed to eliminate an un*ualified applicant at any point in this process. That techni*ue is
known as the successive hurdle techni*ue. %ot all selection process includes all these
hurdles. The comple'ity of process usually increases with the level and responsiility of the
position to e fulfilled. well&organized selection procedure should e designed to select
sustainale candidates for various $os. Each step in the selection process should help in
getting more and more information aout the candidate. There is no idle selection procedure
appropriate for all cases.
Ste%s in t,e se$ection %rocess:
Preliminary (creening
pplication ?lank
Employment Tests
(election !nterview
Medical or Physical E'amination
Bhecking )eference
+inal pproval
22
7/25/2019 Hr Practice Mcom Ishan 2015
23/41
Pre$iminar) Screening:
This is essentially to check whether the candidate fulfills the minimum *ualification. The
preliminary interview is generally *uite rief. !ts aim is to eliminate the unsuitale candidate.
The $o seekers are received at the reception counter of the company. The receptionists or
other official interviews the candidates to determine whether he is worthwhile or the
candidate to fill up the application lank. Bandidates processing the minimum *ualification
and having some chances of eing selected are given the prescried application form known
as application lank.
A%%$ication >$anD4
The candidates are re*uired to give full information aout their age, *ualification, e'perience,
family ackground, aptitude and interests act in the application lank. The application lank
provides a written record aout the candidate. The application form should e designed to
otain all relevant information aout the candidates. ll applications received from the
candidates are carefully scrutinized. fter the scrutiny more suitale candidates among the
applicants are short&listed for written test sand others are re$ected.
Em%$o)ment Tests:
Bandidates are asked to appear for written or other tests. Tests have ecome popular
screening devices. These tests are ased on the assumption that human traits and work
ehaviors can e predicted y sampling, however tests are not fully reliale and they also
involve time and Money. Test is more useful in identifying and eliminating unsuitale
candidates therefore should e used only as supplements rather than an independent
techni*ue of selection. The main types of tests are4
!ntelligence tests
ptitude Test
!nterest test
Personality Test
23
7/25/2019 Hr Practice Mcom Ishan 2015
24/41
Se$ection Inter(ie#:
!t involves a face&to&face conversation etween the employer and the candidateI the selector
asks a $o related and general *uestions. The way in which a candidate responds to the
*uestion is evaluated. The o$ectives of the interview are as following4
To find out the candidates overall suitaility for the $o.
To cross&check the information otained through application lank and tests
To give an accurate picture of the $o and the company.
Medica$ or P,)sica$ Eamination:
Bandidates who are found suitale after interview are called for physical e'amination.
Panel of doctors to insure that they are healthy and physically fit for the $o does a medical
check&up of such candidates. proper medical e'amination will also ensure that the
candidates selected do not suffer from any serious desirous which may create prolems in
future.
C,ecDing Re&erence:
Lenerally, every candidate if re*uired to state in the application form, the name and address
of at least two responsile persons who know him. The reference may not give their +rank
opinion unless promises made that in all information will e kept strictly confidential.
Moreover the information given y them may e iased in the form of candidate.
Fina$ A%%ro(a$:
The candidates who are found suitale after the medical check&up and ackground
investigation are formally appointed y issuing appointment letter to them. They are asked to
$oin duty y the specified date. %o selection procedure is foolproof and the est way $udge a
person is y oserving him working on the $o. Bandidate who gives satisfactory during the
proationary period are made permanent.
24
7/25/2019 Hr Practice Mcom Ishan 2015
25/41
TRAINING PROGRAMMES OF ICICI.
INTRO!"CTION:'
Training is an important and a very moral part of !B!B!. Training is given to all the cadre of
employees. !rrespective of their status and designation. Outound training is provided y the
ank when there is a need.
ACTIITIES "N!ERTA?EN:'
Needs Ana$)sis
Here they assess the trainee/s real needs in preparatory meetings, level testing for language
courses, trainee interviews, or written *uestionnaires.
Setting Targets
Here they use the est methods availale to estalish where improvement is most needed.
This stage results in the setting of Bourse O$ectives and the Bourse Program, which is
agreed upon.
Course !esign
The est trainers is now selected to handle the running of the pro$ect. The Bourse Program is
now designed to meet the o$ectives and needs and the BOG)(E (T)T(.....
25
7/25/2019 Hr Practice Mcom Ishan 2015
26/41
Training Re%orts
Trainers fill out weekly or monthly reports for each pro$ect, which are reviewed y +irst
Blass/ management. The company looks for content, time management and skill
development.
Proect E(a$uation
The Program Boordinators are fre*uently in touch with the trainee to ask for their comments.
+eedack e'ercises are carried out twice on our longer courses .
End o& Course FeedacD
They are very interested in the opinion of oth client management and the course
participants. This covers all aspects of the course, including
Organization, methodology, trainer suitaility and whether course o$ectives have een met.
26
7/25/2019 Hr Practice Mcom Ishan 2015
27/41
T,e em%$o)ees are trained t,roug, / #a)s i.e. t,e anD %ro(ide training
%rogrammes to em%$o)ees in / met,ods8
E ' Bearning %rogramme:'
The employees are provided with the E Jearning programme where the matter of learning is
present on the computer. Here all the +unctional& aspects are covered. The employee $ust has
to open that site of E & Jearning and team the topics y reading it out as they are designed as
per the learning convenience of the employees.
The topics covered under this programme are4&
3. The )egulatory Environment of ?anking
6. Leneral ?anking Operations
7. )etail -eposits Programs
8. Borporate Products Program
9. Jaw in Everyday ?anking
:. Treasury Products Program
7/25/2019 Hr Practice Mcom Ishan 2015
28/41
C'Bearning %rogramme 4
The employees are provided with the B & Jearning programme which is conducted in the
class room. B & learning means Blass room where all the ehavioural aspects are covered
which re*uires the attention of the trainer and this training program is impossile to learn of
its own y the employee various skills are stressed in this learning program which the
employee needs in every stage of +unctional aspects.
The topics covered under this programme are4&
3. Presentation Bommunication (kills
6. Models for Management
7. Managing for Performance
8. Team Effectiveness
9. %egotiation (kills
:. Train the Trainer
7/25/2019 Hr Practice Mcom Ishan 2015
29/41
TRAINING TO EMPBO@EES:'
Training is provided to all the cadre of employees as per their needs of the $o.
3. or 3st/class employees && M-, BLM/s, LM/s, &LM/s, etc.
6. ? or 6nd class employees & Managers
7. B or 7rd class employees & Officers Blerks. Peons, cleaning oys etc. are
employed on contract asis and therefore no training is provided to them.
METHO!S OF TRAINING PROI!E!:'
The training provided to all cadres of employees is depending upon their needs and
importance of various tasks and $os re*uired to them. The leaders of each group or section
or department find out the need for training to a particular employee discussing H) head. The
functional ?ehavioural training is provided to all the employees.
TRANING PROGRAMMES CON!"CTE! IN A @EAR:'
%ormally there are :C training programs of ?ehavioural skills are conducted and 6C & 7C
skills are conducted. i.e.
7/25/2019 Hr Practice Mcom Ishan 2015
30/41
WHO GIES TRAINING
Training is given y different persons to different levels of employees.
"%%er c$ass &&& These employees are generally given training y the internal trainers as
company does not rely on the outsider trainers for top level employees.
Midd$e c$ass&&& They are usually trained y outside and inside trainers, they are also given
training through top level managers.
Bo#er c$ass&&& This category consists of clerks. These employees are given training through
the supervisors and heads of the departments.
WHERE THE TRAINING PROGRAMS ARE CON!"CTE!
The !B!B! has special training rooms for conducting training sessions at the training office of
!B!B!. !t has also a special training centres constructed at handala in Maharashtra, -elhi,
and ?angalore and at Bhennai for all official and managerial level training.
30
7/25/2019 Hr Practice Mcom Ishan 2015
31/41
WHO ASSES TRAINING NEE! AN! EN"E
The training need is assessed y the collective discussion etween the team or p head and the
H) manager. The venue is decided y the H) department. Lenerally employees who are
under training are sent to handala so that they can concentrate on E& Training activity only.
!"RATION OF TRAINING PROGRAM CON!"CTE!:'
The durationperiod of training programme differs as per the different class
Gpper class &&& the duration of training is of 3 week
Middle class &&& the duration of training is 8 to 9 days
Jower class &&& the duration of training is 3 to 7 days
CHANGING OF TRAINING PBANS:'
The training plans are changed annually. There is fle'iility in changing training plans ut
they are changed on annual asis.
31
7/25/2019 Hr Practice Mcom Ishan 2015
32/41
EMPBO@EES S"GGESTIONS FOR !ESIGNING THE TRAINING
PBANS:'
The employees/ suggestions are considered while designing the training plans suggestions are
welcomed 8 days efore the training program starts. The Employees can give suggestions
aout changing the training program timing, e'tra topics added stress to e given on
particular topic etc.
PREPARING TRAINING BETTER SCHE!"BE:'
The employees are informed aout the training program through e&mail. The es, timings,
venue, and topics of training are displayed on the intranet. The groups are also informed
aout the training through their heads.
EAB"ATION F TRAINING PROGRAMME:'
The employees are evaluated through the oservation way. The employees are given
feedack forms during and after the train
32
7/25/2019 Hr Practice Mcom Ishan 2015
33/41
PERFORMANCE APPRAISAB.
MEANING
Performance appraisal "P#, also referred to as a performance review, performance
evaluation, "career# development discussion, or employee appraisal is a method y which
the$o performance of an employee is documented and evaluated. Performance appraisals
are a part of career developmentand consist of regular reviews of employee performance
within organizations.
33
https://en.wikipedia.org/wiki/Job_performancehttps://en.wikipedia.org/wiki/Employeehttps://en.wikipedia.org/wiki/Career_developmenthttps://en.wikipedia.org/wiki/Organizationhttps://en.wikipedia.org/wiki/Job_performancehttps://en.wikipedia.org/wiki/Employeehttps://en.wikipedia.org/wiki/Career_developmenthttps://en.wikipedia.org/wiki/Organization7/25/2019 Hr Practice Mcom Ishan 2015
34/41
PERFORMANCE APPRAISAB IN ICICI >AN?
The ank is using the Management ) Oecti(es "M?O# method. !n this method the
suordinate in consultation with the supervisor chalks out short term o$ectives followed y
specific actions that he has to carry out. The goals are finally set and are action oriented. The
goals set are specific, measurale, achievale, review ale and time ound and most
importantly they use to e aligned with the goal of the organization. t the end of a specified
time period, the activities are $ointly reviewed y oth the suordinate and his supervisor.
-epending on the performance of the suordinate, the goals are modified or redesigned for
the ne't period of time. The M?O is thus a performance oriented system.
well thought out M?O system provides multiple enefits. !t estalishes a link etween the
performance of the individual and the ank .!t is easy to implement ecause those who carry
out the plan also participates in setting it up. Each employee ecomes aware of the task he
has to perform in the ank. This leads to etter utilization of capacity and talent. !t promotes
etter BOMMG%!BT!O%and information sharing. !t provides guidelines for self&
evaluation as well as evaluation y the superior against set tasks and goals. !t facilitates
guidance and counseling.
34
http://s.ltmmty.com/click?v=SU46MTAxMjQ0OjE0MDI2OmNvbW11bmljYXRpb25zOjg0ODE0M2JiZDY3YmY0ZTcxYTA1NDIxMGU0OWZlM2FmOnotMjIwMi03MDczNDM4Mzp3d3cudWtlc3NheXMuY29tOjI5MDI4MTpkMmQzZDM3OGU2ZWI0M2FkYzJhZDgzZWEyNGZjNGRkNDo3ZjZkYTg3YjVhM2U0YjAwYTRhZWI4OGIyMmEzOWFlYToxOmRhdGFfc3MsOTg0eDEyODA7ZGF0YV9yYyw5O2RhdGFfZmIsbm87ZGF0YV9pdG5fdGVzdCwyMDE1MDkxOF90Ozo1MzE0NzM2&subid=g-70734383-cc55926b6d824f39a13724cb9d00fcc9-&data_ss=984x1280&data_rc=9&data_fb=no&data_itn_test=20150918_t&data_tagname=A&data_ct=text_only&data_clickel=linkhttp://s.ltmmty.com/click?v=SU46MTAxMjQ0OjE0MDI2OmNvbW11bmljYXRpb25zOjg0ODE0M2JiZDY3YmY0ZTcxYTA1NDIxMGU0OWZlM2FmOnotMjIwMi03MDczNDM4Mzp3d3cudWtlc3NheXMuY29tOjI5MDI4MTpkMmQzZDM3OGU2ZWI0M2FkYzJhZDgzZWEyNGZjNGRkNDo3ZjZkYTg3YjVhM2U0YjAwYTRhZWI4OGIyMmEzOWFlYToxOmRhdGFfc3MsOTg0eDEyODA7ZGF0YV9yYyw5O2RhdGFfZmIsbm87ZGF0YV9pdG5fdGVzdCwyMDE1MDkxOF90Ozo1MzE0NzM2&subid=g-70734383-cc55926b6d824f39a13724cb9d00fcc9-&data_ss=984x1280&data_rc=9&data_fb=no&data_itn_test=20150918_t&data_tagname=A&data_ct=text_only&data_clickel=link7/25/2019 Hr Practice Mcom Ishan 2015
35/41
EFFECTIE COMPONENTS OF ICICI PERFORMANCE APPRAISAB
S@STEM:'
Performance Planning "includes employee goal setting o$ective setting#
On&going Performance Bommunication
-ata Lathering, Oservation and -ocumentation
Performance ppraisal Meetings
Performance -iagnosis and Boaching
Performance ppraisal system in !B!B! ank emphasizes individual o$ectives, ?ank
o$ectives and also mutual o$ectives. +rom the viewpoint of individual o$ective the
Performance ppraisal talks aout
a# Nhat task the individual is e'pected to do
# How well the individual has done the task
c# How can his performance e further improved
d# His reward for doing well.
+rom the ank view point a Performance ppraisal should generate manpower information,
improve efficiency and effectiveness serve as a mechanism of control and provide a rational
compensation structure. !n short the appraisal system estalishes and upholds the principle of
accountaility in the asence of which ank failure is the only possile outcome. +inally,talking aout mutual goals, the emphasis is on growth and development, harmony,
effectiveness and profitaility of the ank.
!B!B! has adopted a 0Performance ppraisal0 model in which est&to&worst ranking methods
are used to identify poor performers. The identified poor performers are then given a time
period during which they have to show an improvement in their performance. !n cases where
the employee fails to improve his performance he is asked to leave the organization
gracefully and a severance package is offered to him. !f the employee refuses to leave then
35
7/25/2019 Hr Practice Mcom Ishan 2015
36/41
his service is terminated and no compensation is offered. This system is called 0rank and
yank strategy0. dvocates of this system feel that it continually motivates employees to etter
their performance since noody would like to e included in the poor performance and. ?ut
the flip side of this strategy is that employees ecome too competitive and team spirit is not
nurtured.
Effective anks are not uild merely on INESTMENTand returns ut more on the *uality
of the workforce, its commitment to the organizational goals and investments made to attract
train and retain superior human capital. n integrated Performance Management system is
essential to get the est out of its people. Employee performance is linked to the ank/s
performance. This helps in achieving the organizational goal and creates a performance
culture in the ank. !nvention, creativity, diversity of perspectives is fostered. Employees act
as one ank one rand.
36
7/25/2019 Hr Practice Mcom Ishan 2015
37/41
APPROACHES AN! TECHNI"ES IN JPERFORMANCE
APPRAISABJ "SE! >@ ICICI >AN?
0Performance ppraisal0 is a multistage process involving several activities, which can e
administered using a variety of approaches. (ome of these approaches are eing used y the
anks for 0Performance ppraisal0
!ntuitive pproach4 !n this approach, a supervisor or manager $udges the employee ased on
their perception of the employee/s ehavior.
1. Se$&'A%%raisa$ A%%roac,4 Employees evaluate their own performance using a
common format.
/. Grou% A%%roac,4 The employee is evaluated y a group of persons.
2. Trait A%%roac,4 This is the conventional approach. The manager or supervisor
evaluates the employee on the asis of oservale dimensions of personality, such as
integrity, honesty, dependaility, punctuality, etc.
3. A%%raisa$ >ased4 On chieved )esults4 !n this type of approach, appraisal is ased
on concrete, measurale, work achievements $udged against fi'ed targets or goals set
mutually y the su$ect and the assessor.
4. >e,a(iora$ Met,od4 This method focuses on oserved ehavior and oservale
critical incidents
37
7/25/2019 Hr Practice Mcom Ishan 2015
38/41
CHAPTER '4
CONCB"SION
fter studying aout H)M in detail, it can e seen that there are many challenges in H)M which
have to e faced, ut there are many ways to overcome these challenges. Nhile studying aout
Training and -evelopment, the researcher came across many training methods. !n !B!B! anks they
follow many types of training methods for their employees. The researcher oserved that all these
training methods were very eneficial for the employees as the !B!B! ank management make use of
the latest technology, so that the employees find these training programs easy and interesting. (ome
of the methods are a little complicated, ut due to the proper ways of training and teaching, it
ecomes an easy and simple process
Recommendations for ICICI: -
Simplif its recr!itment and selection process"
Red!ce salaries of emploee and increase t#e incenti$es and %ene&tspart in t#eir compensation"
38
7/25/2019 Hr Practice Mcom Ishan 2015
39/41
>I>BIOGRAPH@
Human )esource Management Q J.M.Prasad
Human )esource Management in ?anking and !nsurance Q inay..Prahu and ?harat. M.
Pithodia
39
7/25/2019 Hr Practice Mcom Ishan 2015
40/41
WE>BIOPGRAPH@
www.hrguide.com
www.hrne't.com
www.indiatimes.com
40
http://www.hrguide.com/http://www.hrnext.com/http://www.indiatimes.com/http://www.hrguide.com/http://www.hrnext.com/http://www.indiatimes.com/7/25/2019 Hr Practice Mcom Ishan 2015
41/41