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A
PROJECT
on
A Critical Analysis Study Of Training And Development In StateBank Of India
A PROJECT SUBMITTED IN PARTIAL FULFILMENT
For
THE DEGREE OF BACHELOR OF BUSINESS
ADMINISTRATION IN RASHTRASANT TUKDOJI MAHARAJ
NAGPUR UNIVESITY, NAGPUR
SPECIALIZATION IN
HUMAN RESOURCE MANAGEMENT
SUBMITTED BY
Miss. Snehal K. Lokhande
UNDER THE GUIDANCE OFMr. Ajinkya G. Deshpande
R. S. MUNDLE DHARAMPETH ARTS & COMMERCECOLLEGE, NAGPUR
Department of BBA & BCCA
2011- 12
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R. S. Mundle Dharampeth Arts & Commerce College,
Nagpur
ACKNOWLEDGEMENT
It is my pleasure to complete the project A Critical
Analysis Study Of Training And Development In State Bankof India for the requirement of BBA III, RTM Nagpur
University, Nagpur.
I am also very thankful to Mr. Ajinkya G. Deshpande for
their kind support and guidance.
I am also very thankful to all the teaching and non teaching
staff for their kind cooperation and support.
Thanking you
Place: - Nagpur
Date:-
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R. S. Mundle Dharampeth Arts & Commerce College,
Nagpur
DECLARATION
I hereby declare that this project titledA Critical Analysis
Study Of Training And Development In State Bank Of India
is the work done by me under the guidance of Mr. Ajinkya G.
Deshpande, during the academic session 2011- 12.
The work presented here is not duplicated from any other
source and not submitted earlier for the award of any Degree/
Diploma to any other University.
Snehal K. Lokhande
Place: - Nagpur
Date:-
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R. S. Mundle Dharampeth Arts & Commerce College,
Nagpur
CERTIFICATE
This is to certify that this project A Critical Analysis Study
Of Training And Development In State Bank Of India is the
work carried out and development by Miss. Snehal K. Lokhandein the partial fulfillment for the award of the Degree of Bachelor of
Business Administration during the academic session 2011- 12
submitted to RTM Nagpur University under my guidance and
supervision.
To the best of my knowledge the matter presented in this
project report has not been submitted earlier for any Degree/
Diploma to any other University.
Dr. Sandhya Nair Mr. Ajinkya G. Deshpande
Principal Project Guide
Internal Examiner External Examiner
Date:
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INDEX
5
Sr. No. Particular Page no
1 Introduction 1- 13
2 Research Methodology
a)Primary data
b)Secondary data
c)Limitations of Study
d)Objective of the Study
e)Hypothesis
14- 18
3 Company Profile 19- 48
4 Data Collection and analysis 49- 58
5 Finding and conclusion 59-
6 Suggestion 60
7 Appendix
a)Questionnaire
b)Bibliography
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CHAPTER 1
INTRODUCTION
TRAINING ANG DEVELOPMENT
Training and development plays a vital role in translating management
philosophy in to reality. Training can be used as effective tool to obtain the desired
results and proper training at all level in the organization can greatly enhance the
productivity level. An organization with well-defined training programs creates a
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positive work environment where there is a systematic learning and application in work
place. Lack of training at appropriate time can be major deterrent and de-motivating
factors for the employees.
The aim of this project is to Check the effectiveness of the training function at
Radisson Hotel. The project also aims how to identify the training needs of the
employees, which would be immensely useful for identifying the training programs,
which were needed by the employees. As the project also studies the effectiveness of
training and perception of employees on training, it acts as effective tool for achieving
the desired goals efficiently.
You are a DIY person and you want to find out everything about starting and
operating a business. There are so many resources out there and you are overwhelmed
by the amount of information you need to absorb. Besides, which sources are reliable?
After you swim through a sea of useful tips, how do you put them into action?
The quality of employees and their development through training and education
are major factors in determining long-term profitability of a small business. If you hire
and keep good employees, it is good policy to invest in the development of their skills,
so they can increase their productivity.
Training often is considered for new employees only. This is a mistake because
ongoing training for current employees helps them adjust to rapidly changing job
requirements. We offer seminars and workshops to help you start, or improve your
business operations. We focus on issues that impact small business operators from high
level business plan writing to daily operational issues such as customer retention.
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Attendance is limited to 10 15 people each. Employee training workshops are also
offered.
The model below traces the steps necessary in the training process:
Organizational Objectives
Needs Assessment
Is There a Gap?
Training Objectives
Select the Trainees
Select the Training Methods and Mode
Choose a Means of Evaluating
Administer Training
Evaluate the Training
Every organization needs to have well-trained and experienced people to
perform the activities that have to be done. So it is necessary to raise skill levels and
increase the versatility and adaptability of employees. Inadequate job performance or a
decline in productivity or changes resulting out of job redesigning or a technological
break-through require some type of training and development efforts. As jobs become
more complex, the importance of employee development also increases. In a rapidly
changing society, employee training and development is not only an activity that is
desirable but also an activity that an organization must commit resources to if it is
maintain a viable and knowledgeable workforce.
Training is a process of learning a sequence of programmed behavior. It is
application of knowledge. It gives people an awareness of the rules and procedures to
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guide their behavior. It attempts to improve their performance on the current job or
prepare them for an intended job. Development is the related process. It covers not only
those activities, which improve job performance, but also those, which bring about
growth of the personality; help individuals in the progress towards maturity and
actualization of their potential capacities so that they become not only good employees
but also better men and women. Training a person for a bigger and higher job is
development.
Human Resource Management (HRM), a relatively new term, that emerged
during the 1930s. Many people used to refer it before by its traditional titles, such as
Personnel Administration or Personnel Management. But now, the trend is changing. It
is now termed as Human Resource Management (HRM). Human Resource
Management is a management function that helps an organization select, recruit, train
and develops.
Scope of HRM without a doubt is vast. All the activities of employee, from the
time of his entry into an organization until he leaves, come under the horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance Management,
Training and Development, Retention, Industrial Relation, etc. Out of all these
divisions, one such important division is training and development. Training and
development is a subsystem of an organization. It ensures that randomness is reduced
and learning or behavioral change takes place in structured format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND
DEVLOPMENT
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Traditional Approach Most of the organizations before never used to believe in
training. They were holding the traditional view that managers are born and not made.
There were also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now the scenario seems
to be changing.
The Modern approach of training and development is that Indian Organizations have
realized the importance of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian Industry has been changed to
create a smarter workforce and yield the best results
TRAINING DEFINED
It is a learning process that involves the acquisition of knowledge, sharpening of skills,
concepts, rules, or changing of attitudes and behaviors to enhance the performance of
employees.
Training is activity leading to skilled behavior.
Its not what you want in life, but it knows how to reach it
Its not where you want to go, but it knows how to get there
Its not how high you want to rise, but it knows how to take off
It may not be quite the outcome you were aiming for, but it will be an outcome
Its not what you dream of doing, but its having the knowledge to do it
It's not a set of goals, but its more like a vision
Its not the goal you set, but its what you need to achieve it
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Training is about knowing where you stand (no matter how good or bad the current
situation looks) at present, and where you will be after some point of time. Training is
about the acquisition of knowledge, skills, and abilities (KSA) through professional
development.
IMPORTANCE OF TRAINING AND DEVELOPMENT
Optimum Utilization of Human Resources Training and Development helps in
optimizing the utilization of human resource that further helps the employee to achieve
the organizational goals as well as their individual goals.
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Development of Human Resources Training and Development helps to provide an
opportunity and broad structure for the development of human resources technical and
behavioral skills in an organization. It also helps the employees in attaining personal
growth.
Development of skills of employees Training and Development helps in increasing
the job knowledge and skills of employees at each level. It helps to expand the horizons
of human intellect and an overall personality of the employees.
Productivity Training and Development helps in increasing the productivity of the
employees that helps the organization further to achieve its long-term goal.
Team spirit Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn
within the employees.
Organization Culture Training and Development helps to develop and improve
the organizational health culture and effectiveness. It helps in creating the learning
culture within the organization.
Organization Climate Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings from
leaders, subordinates, and peers.
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Quality Training and Development helps in improving upon the quality of work
and work-life.
Healthy work-environment Training and Development helps in creating the
healthy working environment. It helps to build good employee, relationship so that
individual goals aligns with organizational goal.
Health and Safety Training and Development helps in improving the health and
safety of the organization thus preventing obsolescence.
Morale Training and Development helps in improving the morale of the work
force.
Image Training and Development helps in creating a better corporate image.
Profitability Training and Development leads to improved profitability and more
positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e. Organization
gets more effective decision making and problem solving. It helps in understanding and
carrying out organizational policies
Training and Development helps in developing leadership skills, motivation,
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loyalty, better attitudes, and other aspects that successful workers and managers usually
display.
TRAINING AND DEVELOPMENT OBJECTIVES
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The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that,
there are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives help employees in achieving their personal goals, which in
turn, enhances the individual contribution to an organization.
Organizational Objectives assist the organization with its primary objective by
bringing individual effectiveness.
Functional Objectives maintain the departments contribution at a level suitable to
the organizations needs.
Societal Objectives ensure that an organization is ethically and socially responsible
to the needs and challenges of the society.
IMPORTANCE OF TRAINING OBJECTIVES
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Training objective is one of the most important parts of training program. While
some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training objectives
actually lead the design of training. It provides the clear guidelines and develops the
training program in less time because objectives focus specifically on needs. It helps in
adhering to a plan. Training objectives tell the trainee that what is expected out of him
at the end of the training program. Training objectives are of great significance from a
number of stakeholder perspectives:
1. Trainer
2. Trainee
3. Designer
4. Evalua
Trainer
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The training objective is also beneficial to trainer because it helps the trainer to
measure the progress of trainees and make the required adjustments. Also, trainer
comes in a position to establish a relationship between objectives and particular
segments of training.
Trainee
The training objective is beneficial to the trainee because it helps in reducing the
anxiety of the trainee up to some extent. Not knowing anything or going to a place
which is unknown creates anxiety that can negatively affect learning. Therefore, it is
important to keep the participants aware of the happenings, rather than keeping it
surprise.
Secondly, it helps in increase in concentration, which is the crucial factor to
make the training successful. The objectives create an image of the training program in
trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be
challenging and motivating, then the likelihood of achieving those goals is much higher
than the situation in which no goal is set. Therefore, training objectives helps in
increasing the probability that the participants will be successful in training.
Designer
The training objective is beneficial to the training designer because if the
designer is aware what is to be achieved in the end then hell buy the training package
according to that only. The training designer would then look for the training methods,
training equipments, and training content accordingly to achieve those objectives.
Furthermore, planning always helps in dealing effectively in an unexpected situation.
Consider an example; the objective of one training program is to deal effectively with
customers to increase the sales. Since the objective is known, the designer will design a
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training program that will include ways to improve the interpersonal skills, such as
verbal and non verbal language, dealing in unexpected situation i.e. when there is a
defect in a product or when a customer is angry. Therefore, without any guidance, the
training may not be designed appropriately.
Evaluator
It becomes easy for the training evaluator to measure the progress of the trainees
because the objectives define the expected performance of trainees. Training objective
is an important to tool to judge the performance of participants
Distinction between Training and Development
Training:
It is a short term process
It utilizes systematic and organized procedure
Managerial personnel acquire Skill of training sub-ordinates.
Non Managerial personnel acquire technical skill and knowledge for a definite
purpose
It is primarily related with the job and technical skill learning
Development:
It is a long term process
It too utilizes systematic and organized procedures
Managerial personnel get conceptual and theoretical knowledge and skill or
managing. It is rarely used.
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Non-Managerial personnel acquire technical skill and knowledge for a long-term
purpose.
It is mainly useful for long-term management development process.
Typical Reasons for Employee Training and Development
Training and development can be initiated for a variety of reasons for an employee or
group of employees, e.g.:
a.) When a performance appraisal indicates performance improvement is needed
b.) To "benchmark" the status of improvement so far in a performance improvement
effort
c.) As part of an overall professional development program
d.) As part of succession planning to help an employee be eligible for a planned
change in role in the organization
e.) To "pilot", or test, the operation of a new performance management system
f.) To train about a specific topic
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CHAPTER 2
RESEARCH
METHODOLOGY
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Research methodology
This report is based on primary as well as secondary data, however primary data
collection was given more importance since it is overhearing factor in attitude studies.
One of the most important users of research methodology is that it helps in
identifying the problem, collecting, and analyzing the required information data and
providing an alternative solution to the problem. It also helps in collecting the vital
information that is required by the top management to assist them for the better
decision making both day to day decision and critical ones.
Primary Data
Questionnaire and Interviews of 50 executives
Observation
Secondary Data
Referring broachers and papers
Referring Office Files and Records
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SAMPLE SIZE
The students are highly benefited as the purpose if this research is to get
acquainted with the practical side of training and development Research. This research
not only gives theoretical / practical aspects of the subject but also gives a chance for
application and testing of the theoretical study on the real work Situation. The student
got the lessons of experience by meeting various section of people conducting onInterview knowing opinion of people Tabulating interpreting and analyzing the data
collected and this will help the researcher in future for career building. The suggestions
that were given by the employees are great it help to bank to look the real drawback of
the product. The study is restricted to Nagpur city.
TOOLS OF ANALYSIS
To know the response. I have used the questionnaire method in sampling survey.
If one wishes to find what people think or know, the logical procedure is to ask them.
This has led subject researchers to use the questionnaire technique for collecting data
more than any other methods. In this method questionnaire were distributed to the
respondents and they were ask to questions in the questionnaire. The questionnaire
were structured non- disguised because the questions, which the questionnaire
contained, were arranged in a specific order besides every question asked was logical
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for the study; no questionnaire can be termed as irreverent. The questionnaire was non-
disguised because the questionnaire was constructed so that the objective is clear to the
respondent. The respondents are aware of the objectives. They knew why they were
asked to fill the questionnaire.
DATA COLLECTION
Source of data for this project primary and secondary. In reference to thetheoretical concept as well s for information are collected through secondary sources.
From paper, published material i.e. news paper, journal and magazine and from printed
electronic media i.e. Internet website.
LIMITATION OF THE STUDY
There are certain limitations that cannot be ruled out after taking all possible
precautions. These are as mentioned below:
The sample chosen doesnt fully represent the total workforce.
There are naturally many misunderstandings and inaccuracies between the
respondents and interviews, editing error, etc.
Some of them needed help in answering the questionnaire since they found
difficulty in understanding the literal meaning of the questions. Which I had to
explain and get it filled.
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Time constraint was there as we had to cover the whole project within stipulated
time-frame.
OBJECTIVES
To study the result of existing training and development programmed in
State Bank of India.
Secondary data
On the job training is more important in the efficiency development in
SBI.
Off- the job training is more beneficial to SBI to improve its
organizational development.
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HYPOTHESIS
1. Both the training programs i.e. on the job and off the job have equal importance
in SBI. On the job training aids to resolve the daily functional problems at the
working place it.
2. The Institutional training programmer helps to brings latest awareness among its
work force.
3. The efficiency of the employees increases due to training programmer.
4. The number of complaints reduced due to a proper training programmer.
5. Training and development reduces absenteeism and labour turnover.
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CHAPTER 3
COMPANY PROFILE
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PROFILE OF THE ORGANIZATION TABULATION AND
DEFINITION OF BASIS TERM
HISTORY OF SBI:-
The origin of the State Bank of India goes back to the first decade of the nineteenth
century with the establishment of the Bank of Calcutta in Calcutta on 2 June 1806.
Three years later the bank received its charter and was re-designed as the Bank of
Bengal (2 January 1809). A unique institution, it was the first joint-stock bank of
British India sponsored by the Government of Bengal. The Bank of Bombay (15 April
1840) and the Bank of Madras (1 July 1843) followed the Bank of Bengal. These three
banks remained at the apex of modern banking in India till their amalgamation as the
Imperial Bank of India on 27 January 1921.
Accordingly, SBI was formed as a state partnered and state sponsored bank. It took
over the imperial bank of the India. The former state-owned/state-associated banks
were integrated with it. The S.B.I. was formed under the state bank of India act 1955.
The S>B>I was established with the objective of taking banking to the interior and
remote parts of India.
Primarily Anglo-Indian creations, the three presidency banks came into existence either
as a result of the compulsions of imperial finance or by the felt needs of local European
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commerce and were not imposed from outside in an arbitrary manner to modernize
India's economy. Their evolution was, however, shaped by ideas culled from similar
developments in Europe and England, and was influenced by changes occurring in the
structure of both the local trading environment and those in the relations of the Indian
economy to the economy of Europe and the global economic framework.
The three banks were governed by royal charters, which were revised from time to
time. Each charter provided for a share capital, four-fifth of which were privately
subscribed and the rest owned by the provincial government. The members of the
board of directors, which managed the affairs of each bank, were mostly proprietary
directors representing the large European managing agency houses in India. The rest
were government nominees, invariably civil servants, one of whom was elected as the
president of the board.
Later under the state bank of India (subsidiary banks) act 1959 the former state
associated banks were taken over by the S.B.I. as its subsidiaries (currently designated
as associate banks)
The banks registered office is in Calcutta. The central office is in Mumbai. The central
accounts office is in Calcutta. In terms of SBI act, RBI should have a minimum of 55
% of the capital of the bank. (There are proposal to reduce the same). The Central
Office is now redesigned as Corporate Centre.
Presently there are 7 Associate banks
SBI has 7 international subsidiaries/ joint venture. (As at mar 2008). These are as
under:
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SUBSIDIARIES:
SBI European bank PLC (SEBAL) HQS; to access European common market, SEBAL
has been wound up in 2011. The existing branch set up in UK and Europe is considers
adequate to meet the needs of the customers.
SBI (Canada) Toronto, Canada.
SBI (California), Los Angeles
SB international LTD (Mauritius) (very recently, it has become the banks subsidiary;
earlier it was a joint venture company)
JOINT ventures:
Indo-Nigerian Merchant bank Ltd (Lagos), Nigeria.
Bank Bhutan
Nepal SBI Ltd, Nepal
SBI has 7 associate banks and one banking subsidiary SBI commercial and no. of
Indian non-banking subsidiaries (8):
SBI capital markets ltd (SBICAP)
SBI funds management LTD (SBIFML)
SBI home finance Ltd (Affiliate) it has made losses.
SBI factors and commercial services Pvt. Ltd (new name since 1.4.2001)
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SBI gilts Ltd (Engaged in buying /selling govt. securities; it is a primary dealer).
SBI securities Ltd. not an active company (referred to as shell company); since
merged with SBICAP.
SBI cards and payments services Pvt. Ltd,
SBI is the first public sector bank to issue fresh capital to the public and staff in Dec.
93/Jan 94 pursuant to narasimham committee recommendations. Recently, SBI has
floated its share in capital market in March, 2008 .The banks capital structure as at
31.03.01 is
A.C.Rs. 1000 Cr.P.C. Rs. 526Cr. Reserves & surplus Rs. 12935 Cr.
Also, the bank issued bonds to public and staff as well as rights shares to the existing
shareholders simultaneously. The SBI shares have since been dematerialized. The
present organizational structure:
The bank has a 4 tier structure- The central office is the bank's apex policy-making
body. The central office is now called corporate center. The management of the bank
vests with the central board consisting of a chairman & 2 managing directors and other
deputy directors. The term of office of a director is 3 years. At the local head office, a
local board is constituted. The board members elected by the local shareholders holding
together not less than 2.5% of the issued capital and others nominated by the
government in consultation with the RBI. Recently, SBI has adopted the new
restructuring in its Organization set up as recommended by McKinsey.
This move was taken purely to adopt modern technology to render efficient customer
service and to meet stiff competition raised by private/ foreign sector Banks.
Recruitment: SBI has its own set up /Boards for recruiting the staff. At present SBI has
more than 2, 50,000 staff members working in 13500 outlets of SBI and its associates.
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The recruitment is carried out once/twice in a year. The competitive exams constitute
written Examinations followed by Personal Interviews.
TRAINING AND DEVELOPMENT IN STATE BANK OF INDIA:
Somebody told that service gives opportunity to a person. Training makes them perfect.
Training is the starting point of development. In Mahabharata also the Arjun could
develop the perfect archery skill through the perfect training received from Guru
Dhronacharya. On scrutiny of Training policies of some major banks, we can make
following statement.
'Training in nationalized banks is a proactive, planned, and continuous Process as an
integral part of organizational development. It seeks to impart Knowledge, improve
skills and reorient attitudes for individual growth and Organizational effectiveness'.
The training in banks is classified in two groups:
a) Institutional Training
b) On the job training.
INSTITUTIONAL TRAINING:
The banks are having the Training Colleges and Centers at various places. -These
colleges well equipped with full technology, experienced Teaching staff and huge
knowledge based materials. These colleges cater the needs of in-house trainings. Some
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Colleges are also providing needs of banking knowledge to other banks. In SBI Staff
colleges at Gurgoan and Hyderabad are famous in providing in-house as well as
outsourcing trainings. These colleges hold several programs on banking related topics
and impart valuable knowledge to trainees. The expert trainers explain various topics
and discussed on several aspects of banking. Well equipped technology provides on
spot practical trainings to the participants. These equipments not only grow the
knowledge base of the Participants but also help the bank to adopt new restructuring' at
grar? Root levels based on modern technology.
In SBI, the bank could convert its Bank-master technology to Core Banking Solutions
successfully only due to availability of strong institutional training houses. Due to this
conversion, the customer in SBI branch becomes the customer of the bank. The bank
runs their R&D through these colleges. Various volumes on deposits, advances, IT,
Customer services are being published/ updated at these centers. For further convinces,
some banks are running their own sights through these colleges to bring in full
awareness/ transparency among their customers. The SBI has its own Internet Sight
viz. 'Online SBI'. These colleges not only fulfill their role to equip theirManpower withbetter knowledge but also ensuring smooth functioning of their branches, These
colleges are generally situated in outskirts of the cities. They impart knowledge and
also trying to bring in good discipline among the Participants. Game facility, good
food, scenery atmosphere augment the purpose of training effectively. The Participants
of various corners of the country with different regions/ languages gather together for
definite periods. This helps to build national integrity and the Participants canunderstand the banking situations at various places. The outgoing results are tested by
conducting on-line examination based on the knowledge gained by the Participants
during the course of training. In short the silent features of the institutional trainings
are as under:
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Well situated surroundings.
Periodic and topic wise training.
Expert Teaching Staff.
Fully equipped with modern technological facility.
Unlimited availability of study materials.
Good facility of food, game and hostel.
The Participant can devote their time to concentrate on their Study materials.
These centers also run the sights to provide full details of their banks products to
the general people.
These are playing very important role in human as well as Organizational
developments.
ON THE JOB TRAINING:
The banks like SBI also know the importance of the on the job training. Under this
system some experts from their training centers visited their branches. They provide on
the job training to the operating staff. This type of training not only gives on spot
solutions to their working staff but also ensuring smooth functioning of their
transactions at the grass root levels. The expert trainer moves from desk to desk to
solve day- to-day problems or he requests all staff members to gather together and
display his solutions on the Board/screen. This type of training is proved more
effective because of following reasons.
On the desk training facility.
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The on spot solution on day-to-day related problems.
This improves the customer service and ensuring reduction in pending work was due to
lack of adequate Knowledge in working staff.
It proved very effective in big banks like SBI, PNB etc.
Daily transactions become smother and their pilling up reduced significantly.
A time tested training program not only improves the skill of worker but also help to
strengthen organizational Commitments. In the big banks like SBI the both training
programs are having equal importance to fulfill their HRD Philosophy as mentioned
under.
'HRD in Nationalized Bank is a continuous movement and direction to enable every
individual as a member of an effective team and its banking community, to realize and
activate his potential so as to contribute to the achievement of Bank's goals and derive
maximum satisfaction thereof. These aspects can be fulfilled only on availability of
strong Training base in the bank.' These are the reasons due to which the big banks like
SBI could retain its premiership position even after the period of 20 decades.
ABOUT SBA GURGOAN
The State Bank Academy (SBA), formerly known as State Bank Staff College was set
up at Gurgaon, on the 18th November, 1982. It is a key institutional resource and is
recognized within the Indian Banking fraternity as a reputed centre for training middleand senior management officials of the State Bank group and other organizations in
India and abroad.
SBA MISSION
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"To be a professionally excellent, techno-saw centre for training and research,
facilitating overall development of customer-centric and market oriented professional
managers and providing research-based support in strategy formulation for
achievement of corporate goals."
PROGRAMMERS'
The programmers' at SB a Gurgaon have attained a steady - stream maturity over the
years. SB A has imparted training to over 19,000 managers during the past five years
(see table below). SBA's significant training throughput is testimony to its overarching
goal to offer an unparalleled service promise to its vast base of customers. SBA,
Gurgaon visualizes an unfolding opportunity in the use of new, technology enabled
training methods as a supplemental training medium. To this end, it has designed and
launched institution-wide e-learning programmer to be used by managers at various
branches of the bank. This endeavor is intended to deepen and lengthen the collective
training exposure of SBI managers. Technology today offers a hitherto unparalleled
cost effective training solution for an institution as large and as diversified in dispersed
locations as the State Bank of India. SBA delivers on SBI's promise of serving the
needs of savers in villages, small towns, cities and in every corner of India.
The State Bank Academy with its dedicated high bandwidth network will integrate
instructional excellence with contemporary contact curricula to take SBI's skill-
building and behavioral training programmers to new pinnacles of service delivery.
2005-06 2006-07 2007-08 2008-09 2009-10
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No. of
Programmers184 229 253 235 274
No. of
Participants6172 7725 8590 9880 10, 750
ROLE, TASKS & OBJECTIVES
In harmony with the Vision and Mission statements as well as the Bank's trainingphilosophy, thrust areas have been identified for the Academy. The State Bank
Academy will serve as a (n):-
I. Institution for advanced learning:
To provide state-of-the-art training in financial products to middle level and
senior level executives, and to re-equip them with contemporary skills and
reorient their attitudes in tune with market realities.
II. Internal Consultant/Change Agent:
To act as a catalyst for change in attitudes and orientation of banking staff and to
provide expertise and consultative support to the State Bank community and the
Corporate Office.
III. Feedback supplier:
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To capture and structure feedback from trainees and from the market on the
Bank's policy and business processes and to validate and transmit structured
feedback to the Corporate Office for use in the formulation of both policy and
strategy.
IV. Think Tank:
To provide expert and informed suggestions, model business strategies, analysis
of market developments from a Banker's perspective and to leverage its unique
position and capability as a repository of senior bankers' experience drawn from
their diverse exposure profile.
V. Research & Development Role:
To carry out research (by in-house faculty and research officers) on
contemporary subjects who are relevant to the Bank's short-term and medium-
term business and operational needs and policy formulation?
VI. Over viewing Staff Training Centers:
To liaise validate and closely monitor the Staff Training Centers in seven Circles
attached to the Academy so as to ensure the quality of inputs and the efficacy
and relevance of training provided at these Centers, as also to extend support in
the form of trainers' kits, reading material and other training aids.
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MAJOR ACTIVITIES OF THE ACADEMY
*Formulating of training curricula and pedagogical approaches.
* Administering training programmers covering Middle and Senior
Management Officials on Management Development, International Banking,
Credit Management and other major banking topics. For a complete listing of
programmers, please see "Training Streams" further on.
* Conduct research of operational relevance in banking related subjects. To geta complete listing of recent research titles, please refer to the section on
Research and Development.
LOCATION
State Bank Academy has its own sprawling premises in Sector 18, Gurgaon,
near the IFFCO crossing on the road
State Bank Academy,
Plot No 77,
Connecting NH-8 and the old Delhi-Gurgaon road,
About 17 Kms. from the domestic terminal of Indira Gandhi International
Airport and 29 kms.
From New Delhi Railway Station Sector 18, Gurgaon.
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FACULTY
SBA is managed by a Chief General Manager (Principal) and General Manager
(Vice Principal) and has a Faculty of 24 well trained officers (Chief Managersto Dy. General Managers) having rich operational experience in the State Bank
Group. The faculty are handpicked after a rigorous selection process and
trained before taking up instructional positions at the SBA. The Academy also
draws support from experienced senior executives of the Bank and
professionals from other institutions. To enhance their effectiveness, faculty
are regularly deputed to the various IIMs, XLRI Jamshedpur, NIBM Pune and
other premier management institutions in India to attend intensive functional
training and management development programmers.
TRAINING
Bank's Training Philosophy
"Training in State Bank is a proactive, planned and continuous process as an
integral part of organizational development. It seeks to impart knowledge,
improve skills and reorient attitudes for individual growth and organizational
effectiveness".
TRAINING STREAMS
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i) International Banking
* Export / Import Finance
* Advanced International Banking Programmed for BM /MODs; Branch
Inspectors & Trainers
* Forex Risk Management
* Forex Regulations-Compliance and Reporting to F.D.
* Programmed on Documentary Credits
* Foreign Currency Funding
* Programmed for Dealing Officers
ii) Credit Management
* Fundamentals of Credit Analysis
* Advanced Credit Appraisal
* Project Appraisal and Risk Analysis
* Corporate Business Marketing
* Financing Trade and Services
* Industry Specific Credit Programmer in areas such as education, hospitals,
construction.
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* Programme on post sanction Credit Processes.
*NPA Management.
* Trade Finance
* Programme on Derivatives
* Rehabilitation & Restructuring of Assets
* Role Specific programmes for AGMs & CMs of (CNW), CM (CSC),
Manager (Credit) of CNW, Manager (DBD) of RNW, Trainers and Branch
Inspectors.
iii) Human Resource Management
* Executive Development Programme
* Management Development Programme
* Programme for Probationary/Trainee Officers
* Programme on Preventive Vigilance
* Stress Management
* Integrated Leadership Development
* Programme on Communication Skills
* Role based programmers for Branch Managers, AGMs, Chief Managers
(GB), Concurrent Auditors, Manager (Accounts) and Branch Inspectors.
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* HRM Programme for CMs / Manager (Per &HRD)
* Retirement Counseling Programme for Senior Officials
* Leadership Renewal Programme for BMs
* Counseling Skills for AGMs
* Personal Development for Specialist Officers
* Programme for DGM (Module)
* Programme for Women Officers
Faculty Development
* Faculty Development (in two phases)
* Behavioral Science (in two phases)
v) PMIR
* Personnel Management and Industrial Relations
* Disciplinary Proceedings
vi) Functional Hindi
* Computer Assisted Functional Hindi for Senior Executives
vii) Marketing
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* Marketing programme for Regional Managers, Branch Managers and
Divisional Managers and Business Planners, with focus on Retail Banking.
* Customer Relationship Management
viii) Workshops & Seminars
The Academy organizes and/or conducts workshops seminars and
conferences on various issues / topics as per the requirements perceived by
us and on the basis of Corporate Centre / Circles demands made from time
to time.
TRAINING HELPLINE
Helpline facility is available as a support tool to our branches /offices. State
Bank personnel are invited to send us their queries by letter/ fax or e-mail at
[email protected] endeavor to respond to the query within 48 hours.
ON-SITE PROGRAMMES
The on-site programmer are designed to flexibly bridge the gap between
training and operations and are customized for the users. A team comprisingdomain specialists is put together and assigned to the indenting branches
typically for two to three days. The period is extendable to full week if need be.
On-site programmer focus on team training by allowing a larger number of
participants to benefit from the training course developed to meet their specific
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needs. The Academy has conducted on-site programmer at a number of
branches in both the networks.
COURSE MATERIAL
Programme course material undergoes due process of careful scrutiny and is
validated for adequacy, relevance, completeness and quality by domain
specialists drawn from within the Bank and is dynamically reviewed at regular
intervals.
COURSE DESIGN
Apart from exchanging ideas with SBSC Hyderabad, the course design is
tested on the basis of express needs of the participants and changes brought
about.
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EXTERNAL USERS
On the strength of the excellent training facilities and the build-up of training
momentum, the Academy, at the request of other organizations, has conducted
Programmers for Middle / Senior Management personnel for the following
institutions :-
Name of the Institution
Indian Oil Corporation
Coal India Ltd.
Allahabad Bank
Paktha Bank & Promostory Bank, Uzbekistan
Corporate
United Bank of India
State Bank of India
Small Industry Development Bank of India (SIDBI)
Bank Dhofar AL-Omani AL Fransi Oman
State Bank Of Travancore
CSIR< New Delhi
Oriented Bank of Commerce
Bank of Bhutan
UFG Bank, Delhi Branch
Nepal SBI Bank Ltd.
Overseas Banking Unit, Bahrain
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COLLABORATIONS
To achieve its objective of becoming a techno-saw centre, the Academy has
signed a Memorandum of Understanding with Indian Institute of Information
Technology, Bangalore. The Academy has also entered into an MOU with the
Indian Institute of Management, Lucknow. We are in dialogue for a similar
arrangement with the Management Development Institute, Gurgaon and
ICFAIAN Business School, Gurgaon
Advisory Council
The Academy has set up an Advisory Council by co-opting specialists from
premier institutes/ organizations as members for guiding its activities and
programmers. The Members are: -
i) Dr. Abad Ahmad,
Professor in Faculty of Management Studies, Delhi University.
ii) Dr. Pritam Singh,
Director, Management Development Institute, Gurgaon
iii) Dr. T V Rao,
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HR expert & consultant.
iv) Prof MR Rao,
Former Director, IIM Bangalore.
v) Maj. General D N Khurana,
Director General, All India Management Association, New
Delhi.
vi) Prof S Prasanna Chandra, Centre for Financial
Management Bangalore
vii) Prof S Sadagopan, Director, Indian Institute of Information Technology,
Bangalore.
viii) Chief General Manager (Per & HRD), State Bank of India, Corporate
Centre, Mumbai.
ix) Chief General Manager, SBI, Delhi
x) Chief General Manager & Principal, SBSC, Hyderabad
xi) Chief General Manager & Principal, SBA, Gurgaon
RESEARCH & DEVELOPMENT ACTIVITIES
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Research projects. Studies on topics relevant to the Bank's operational
concerns recommended by various departments at Corporate Centre and
Chief General Managers of Circles.
Book condensations
Development of CBT packages
Publications
Management of Computer Learning Centre/ Video Conferencing
Review of Research Projects/ Studies done at Staff Training Centers
Presentations on issues of topical interest.
RECENT RESEARCH STUDIES / PROJECTS
Interest Rate Elasticity of Deposit Growth
Study on implementation of Single Window Delivery
Competency mapping of different Role Holders in the Bank
Study of Loss making bank branches
Marketing to Rural India
Comparative Study of Internet Banking
Tapping creativity in Staff in a more productive way
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Impact of implementation of Bank's agreement with staff federation on
productivity of staff, increase in business and enhancement in customer
satisfaction
HRD practices in the Bank and other organizations
Financing of Infrastructure Projects
Floating Rate Deposits
Long Term Liability Product
5th Pay Commission Report
Factoring services in India
Voluntary Retirement Schemes
Credit Risk Assessment techniques
Training Efficacy in State Bank of India
New NPAs.
Avenues for improvement in Customer Service & Lost Market Share
Customer Complaints and Grievance Redressal system.
Competitiveness of SBI Housing Finance Scheme and causes of poor off
take of Housing Finance to Pvt. Builders.
Role of Community Services Banking in the image building of the Bank
Effect of Pricing on Business Growth & Profitability along with the
following issues:-
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Fixed Rate - Term Loan's & Working Capital
Finance,
Multiple Prime rates
Price sensitivity of client's forex products.
Mergers & Acquisitions (financial & non-financial parameters) with
special reference to suggested merger of Associate Banks with SBI.
Role of International Service Branch.
Priority Sector Lending - their impact on profitability of the Bank and loan
losses.
Management of AUCA & Cost-benefit analysis.
Future of readymade garments industry after de-reservation
Staff Motivation: Attitude of workmen/officers
Enhancement as a product
Effectiveness of representative offices
Remuneration for Rupee drawing arrangements with non managed
exchange companies
Synergy between domestic branches at Foreign Offices
Creation of Equitable Mortgage
Banking scenario in the next five to seven years
Pricing strategies. Cost benefit analysis, study of large accounts
The pricing of Bank Credit- correlation between rates of
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Prime lending
Call market
Bank Rate
Commercial Papers
New Export Finance Package
Customer satisfaction survey-Quantitative Rating Index
Interest Rate Sensitivity to Corporate Deposits
Loyalty retention programmed
Effectiveness of SSI branches
Shifting Age profile of Personal Banking Customers (Survey with Clients
of New Generation Banks)
Emerging opportunities in Banking Sector
An in depth study of sick / weak companies (non-BIFR) and the recovery
for delay in finalization of rehabilitation package in respect of such
companies
Study of large advances where Development of LCs and / or Invocation of
BGs has resulted in accounts turning Non-Performing
Study of NPA accounts of NBFCs financed by our Bank
Feasibility study for handling the lending and investment activities in
respect of project funding under single outfit in our Bank
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Compliance of regulatory requirements
Structure of Products for raising long term resources to facilitate funding of
infrastructure sector
SBI lacks aggressive marketing where lies the problem?
General scenario of non acceptance of compromise proposals
To suggest methods of factoring other business canvassed like Mutual
Funds, Insurance etc., into the Annual Appraisal
Focus on Business development
Sluggish growth in SSI advances.
Migration of Business from CNW Branches.
Financial Products - Supermarket
Effectiveness of returns
Impact of Dumping of Chinese goods on Indian Economy
Impact of Globalization on SSI sector
Banking Scenario in the next 5-7 years
Challenges & opportunities
Impact on the bank
post-VRS
RESEARCH PROJECTS IN THE AREA OF NPA MANAGEMENT53
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1) Imparting knowledge and awareness about the concepts, systems etc.
2) Classification for facilitating early identification of credit risk (early
identification of migration trend).
3) Sectoral classification of NPAs to help credit managers stake better
decisions and also building data base for migration and default trend
matrices.
4) Conducting studies on causative analysis on the lines done by RBI - (July
99 Bulletin of RBI) to identify major factors zone/region wise - leading to
better credit management policies.
5) Linkage of delegation of powers to credit risk levels of the branch/region
etc.
6) Studies on Impact of NPA on
a) Pricing (Loading default risk premium).
b) Profitability (Impact on ROA - 6-8 basis points for every 1% of
gross NPA.)
7) Creating awareness about skewed structure of branch resulting in in-built
imbalance of attention between credit (risky) and non-credit (less risky)
portfolios of the branch.
8) Servicing as Exchange house for collection and disseminating recovery
strategies and techniques adopted in the bank.
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9) Assessing the correlation between success rate of recovery and sacrifice
(compromise/write off) levels offered (19-28-53).
10) Assessment of the experience of specialized recovery branches - both style
and performance.
11) Exclusive Programmes on negotiating skills.
12) Special programmes imparting skills on loan workouts involving cash flow
discounting techniques.
13) Assessment of effectiveness of LokAdalats
14) Advances against export bills for collection
15) Impact of miscellaneous advances with special reference to DDP16) Spot Study - Exercise of sanctioning powers by AGMs / DGMs
17) Credit Enhancement as a Product
OTHER ACTIVITIES
The Academy is represented on the North Eastern Institute of Bank
Management Academic Advisory Council and is a member of a sub-
committee set up by Bureau of Indian Standards (BIS) for preparation of
Quality Assurance Standards for Banking and Financial Services. We
have made useful contribution on the adoption of various International
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Standards relating to Financial Services in India.
PUBLICATION
GURUKUL
A quarterly journal covering subject of topical and presenting new ideas and
thought in a condensed manner.
Books/ Booklets Published by the academy
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Credit Management
NPA Management
Human Behavior at Work
Case Studies
Infrastructural Facilities
Corporate Learning Center with latest software package
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Library with more than 8000 books, on a variety of subjects and 120
periodicals, both national and international, and 100 video cassettes.
Indoor/ outdoor games ; gymnasium ; jogging track
Excellent Catering facilities
Video conference enable in two conference hall with a seating capacity of
40 and 80 person respectively.
An auditorium with a seating capacity of more than 300
Recreation rooms with TV facility
Audio visual room
Medical, banking, travel agent, laundry arrangement
Bus facility for shopping at Delhi once in a week
Pick up and dropping facility from/ to Delhi airport state
BANK ACADEMY, GURGAON
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The campus, sprawling over 11 acres of land in Sector- 18, Instructional Area,
Gurgaon a capacity to conduct 6 training program simultaneously with
residential facility for 180 participants. The facility of the State Bank Academy
thus mirror its role, responsibilities and task as State Banks most modern
training institute for banking professionals in India.
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SBI Academy
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Hostel Room
In addition to 76 double occupancy rooms, 28 single rooms are also available.
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CHAPTER 4
DATA COLLECTION AND
ANALYSIS
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1) What type of training facilities are in SBI?
Option No. of respondents Percentage of
respondents
Integrated 22 41.51
Work related 12 22.64
Customer related 08 15.09
I.T. related 08 15.09
Explanation
Out of 50 respondents 41.51% respondents are in the favor that the trainingfacility in SBI is integrated, 22.64% said it is work related, 15.09 says it customer
related and I.T related.
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2) What is the concept of training in SBI?
Option No. of respondents Percentage of respondentsA) Keep away staff
from office
06 12%
B) Provide knowledge
related to work
12 24%
C) Grow staff work
quality
22 44%
D) To ensure smooth
functioning of the
branches
10 20%
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3)Which types of training is more use full?
Option No. of respondents Percentage of
respondentsOn the job training 30 60%
Training by supervisor 5 10%
Classroom training 5 10%
Practical training 10 20%
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4) How often do you undergo training module?
Option No. of respondents Percentage of
respondents
Every 3 months 15 30%
Every 6 months 10 20%
Y Once a year 25 50%
5)
5)
5)
5)
Response regarding training program?
Option No. of respondents Percentage of
respondents
Very good 12 24%
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Good 17 34%
Average 11 22%
Poor 10 20%
6) Availability of core-based training?
Option No. of respondents Percentage of
respondents
Yes 35 70%
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No 10 20%
Dont know 5 10%
7) Training improves skill of human force and adequate?
Option No. of respondents Percentage of
respondents
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Correct 30 60%
Incorrect 10 20%
Partially correct 5 10%
No comments 5 10%
8) Do you find training and development programmed is motivational and
beneficial?
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Option 25% 50% 75% 100%
No. of
respondents
5 10 15 20
9) Do you find training and development is must for growth of any
institutional development?
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Option 25% 50% 75% 100%
No. of
respondents
5 8 15 22
10) For providing training which type trainers are available?
Option No. of respondents Percentage of
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respondentsA) Experienced 4 8%
B) Professional 10 20%
C) Both 30 60%
D) Others 6 12%
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CHAPTER 5
FINDING AND
CONCLUSION
FINDING AND CONCLUSION
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From the captioned research work of an esteemed organization State Bank Of
India some conclusions were drawn which are as follows:
Training and Development in SBI: Training : The training in SBI an plays
an important role. It not only provides on the job training to its workforce
but also ensure smooth fuctioning of their branches.
Off the job training (institutional Training) make their staff more
knowledgeable and also provides knowledge of International/domestic
banking as under.
Training in State Bank is a Proactive, planned and continuous process as an
integral part of organizational development. It seeks to impart knowledge,
improve skills and reorient attitudes for individual growth and
organizational effectiveness.
Development : The training and development in SBI are the two sides of the
same coin. The Trainng is the source of development in SBI. The bank has
arrangement of training for lower class of staff members to its executiveclasses.
The concrete concept of training and development in SBi helped
organization to keep its premier position in the banking industry since last
two centuries.
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CHAPTER 6
SUGGESTIONS
SUGGESTIONS
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Training is necessary in SBI for its skill and institutional development.
The nature of training should be compact included work/IT/ customer
related programs.
Training is the source of improvement in work quality and efficiency in
human resource.
The on the job training has played very vital role in re-design in SBI.
The bank has to keep minimum one professional at its very branch to
deliver prompt customer service.
The post training result are not very encouraging. The bank should bring in
new/modern concept to make its more attractive.
The cadre-based training is required and need to be continued.
Training to lower strata/low income group staff members is result-orientedand required to be continued.
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CHAPTER 7
ANNEXURE
QUESTIONNAIRE
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1) How often do you undergo with the training module?
a) Every 3 months
b) Every 6 monthsc) Once a year
2) Do you find training is must for any institutional development?
a) 25%
b) 50%
c) 75%
d) 100%
3) Response regarding training program?
a) Very good
b) Good
c) Average
d) Poor
4) There is an availability of core based training?
a) Yes
b) No
c) Dont know
5) Which type of training is more useful?
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a) On-the job training
b) Training by supervisor
c) Classroom training
d) Practical training
6) Which type of training facility you most like in SBI?
a) Integrated
b) Work related
c) Customer related
d) I.T. related
7) For providing training which type of trainer are available?
a) Experienced
b) Professional
c) Both
d) Others
8) Do you find training and development programme is motivational
beneficial?
a) 25%
b) 50%
c) 75%
d) 100%
BIBLIOGRAPHY
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1) BOOKS
a) Banking guide by G. Subramaniam
b) Personel Management and Human Resource Management
c) Dr. P. Subbarao.
2) Survey Report
3) WEB-SITES
a) www.google.comb) www.sbiindia.com
c) www.sbi.co.in
http://www.google.com/http://www.sbiindia.com/http://www.google.com/http://www.sbiindia.com/