CONTENT 1. Introduction 2. Training 2.1 Meaning 2.2 Definition 2.3 Comparison 2.4 Importance 2.5 Principle 2.6 Need of Training
2.7 Objective & Goals 3. HRM & Training 4. Methods of Training 5. Evaluation
6. PNB BANK & Its Training Activity
7. The STUDY 8. Analysis 9. Suggestion 10.Conclusion
PREFACE
As a part of my curriculum for MBA, I am required to undergo two months practical training. The objective of this training is to gain an insight into functioning of the personnel department in an organization. The emphasis is on appraising myself with practical implications of the theoretical concepts of Human Resource management learnt at the institute, in the working environment.
I got an opportunity to undergo this training in an esteemed Public Sector Enterprise like under able guidance of Mr. Atul Jain, (Head HR Department) and Ms. Sweta Singh, (H.R. Executive) , PNB BANK.
The research project entitled ‘Review on Techniques adopted by HR Management to Improve the Effectiveness of Training and Development’ is an attempt to understand the opinion and attitudes of the various categories of employees of the oil and natural gas corporate limited towards the maintenance of effectiveness of Training services provided by the Company.
It also aims to know and study obstacles in the proper utilization and increase the effectiveness of Training programs and try to suggest remedial measures wherever possible.
The data was collected through well structured questionnaires. About 100 employees were considered for the sample size out of 300 employees, since the researchers are given very limited time. This survey was carried out in various departments of the Company.
In the course of study, it was found that the training programmes analyzed were provided to all the employees of oil and natural gas corporate limited and was not specific to particular category of employees. The in depth study of the welfare measures adopted by the company revealed that majority of the employees were fairly satisfied with the training and development programmes.
ACKNOWLEDGEMENT
It gives me great pleasure to acknowledge and to express my gratitude to all those who have helped me through out this project.
I am thankful to Mr. ATUL JAIN (Head H.R.) there moral support without their support this project would have been impossible. I thank them for their constant guidance in every aspect of this project.
I am thankful to Ms. Sweta Singh, H.R. Executive of , PNB BANK for her moral support and guidance.
I express sincere gratitude to my family members and friends who have encouraged me directly or indirectly in completion of this project.
DECLARATION
I VISHAKHA GOEL, Roll No. 0903370178, a student of MBA of U.P. Technical University.
Lucknow hereby declare that the Research report titled “A STUDY OF TRAINING AND DEVELOPMENT PROCESS IN PNB BANK” is my original work and the same has not been
submitted for the award of any other diploma or degree.
Place:
Date :……… VISHAKHA GOEL Roll No. – 0903370178 M.B.A. – III Sem
INTRODUCTION
The success of any organization in the long run depends very much on the quality of human resources. Human resources comprise the aggregate of employee attributes including knowledge, skill and health which are potentially available to an organization for the achievement of it’s goals. In other words, human resources consist of the value of the productive capacity and considered to the most vital and valuable amongst the resources namely men machine, money and material. It is the quality of manpower that determines the success of an organization. The importance also stems from the fact that all other resources depreciate in value with the passage of time and use, the human resource appreciate in value through acquisition of greater knowledge through experience and training that reflects an inherent dynamism and the development potential.
There has been an increasing realization that the organization success is dependent on the synergy created by its human resources. Growth can only be ensured through appropriate collaboration and amalgamation of various personnel around organization goals or tasks. Tremendous changes in the social science and technology, spheres have brought many complexities to industrial system. The limitation of a machine is restricted to its specification but that of a human being is
unlimited provided it is tapped in the right way, hence organization of all kinds seem to be growing increasingly aware of its economic importance as a resource. In a competitive business world the success of an organization depends to a great extent upon the leadership of the manager. If he can lead people effectively and attain organizational objectives the organization will flourish.
The development of personnel at all levels is one of the primary responsibilities of the manager as “it is the people in the organization which provide them competitive edge over others”. Hence for the success of organization, management has to identify the potential and innate abilities of the people to effectiveness of the organization in the economic growth of country.
TRAINING
Every organization needs to have well trained and experienced persons to perform the activity that have to be done. In a rapidly changing business environment training and development is not only an activity but also an independent function or sub system within the organization which it must commit its resources if it has to maintain a viable and knowledgeable work force.
Training is defined as learning that is provided in order to improve performance on the present job. A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service.
Oliver Sheldon says ‘No industry can rendered efficient so long as the fact remains unrecognized that the in principally human – not a mass of machines and technical process but a body of men. If manpower is properly utilized it causes the industry to run at its maximum optimization getting results and also works for as an climax for industrial and group satisfaction in the relation to the work formed. Competitive advantage is therefore depending on the knowledge and skill possessed by employee more than the finance or market structure by organization.
Meaning and Definition:
After an employee is selected, placed and introduced, he or she needs to be provided with training facilities. The training is the act of increasing the knowledge and skill of an employee for doing the particular job. Training is a short term educational process and utilizing systematic and organized procedure by which an employee is learned the technical knowledge.
Definition :
Staimez: defines ‘Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel to learn technical knowledge and skill”
Mamoria: defines “Development covers not only the activities which improve job performance, but also those which b ring about growth of personality, helps individual in the process towards maturity and actualization of this potential capacities so that they become not only good employees but also both good men and women.
S. P. Robbins: Defines “Training is a learning process which seeks a relatively permanent change in behavior that occurs as a result of experience.
Dale Yoder: Defines “It is that deals with the effective control and use of manpower as a distinguished from other source of man power”
Meaning:
Training is part of Human Resource Development. It is concerned with concerned with training, development, and education. Training has been defined as an organized learning experience, conducted in a definite time period, to increase the possibility of improving job performance and growth. Organized means that it is conducted in a systematic way.
Although learning can be incidental, training is concerned with the worker learning clear and concise standards of performance or objectives.
Training is the acquisition of technology which permits employees to perform
their present job to standards. It improves human performance on the job the employee is presently doing or is being hired to do. Also, it is given when new technology in introduced into the workplace.
Development is training people to acquire new horizons, technologies, or
viewpoints. It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster services, and more competitive organizations. It is learning for growth of the individual, but not related to a specific present or future job. Unlike training, which can be completely evaluated, development cannot always be fully evaluated. This
does not mean that we should abandon development programs, as helping people to grow and develop is what keeps an organization in the cutting edge of competitive environments. Development can be considered the forefront of what many now call the Learning Organization.
Development involves changes in an organism that are systematic, organized, and successive…and are thought to serve an adaptive function. Training could be compared this metaphor - if I miss one meal in a day, then I will not be able to work as effectively due to a lack of nutrition. While development would be compared to this metaphor - if I do not eat, then I will starve to death. The survival of the organization requires development throughout the ranks in order to survive, while training makes the organization more effective and efficient in its day-to-day operations.
Table 1 comparison between Training and Development
Points of comparison Training Development
1. Definition Training is a short term process utilizing a systematic and organized procedure which non managerial personnel learn technical knowledge
Development is a long term educational process utilizing a systematic and organized procedure by
which managerial
purpose. knowledge for general purpose.
2. Contents Technical and mechanical operations. Conceptual and philosophical concept. 3. Participants Non-Managerial personnel. Managerial personnel.
4.Time period Short term one short affair.
Long term continuous process.
5. Purpose Specific job related. Total personality.
6. Scope Narrow. Wider.
7. Nature of process Reactive process to meet current need.
Proactive process to meet future needs.
8. Methods used It makes use of on the job training methods, as apprenticeship, vestibule training etc.
It makes use of job training such as job rotation, lecture, brains storming etc.
for efficiency and effectiveness in improving and updating his profession knowledge.
talent and qualities of personnel.
10. Utilization It seeks to make workers proficient in their existing job.
It seeks to prepare employees for handling
responsible and
Importance of training
A well planned and well executed training programme can provide the following advantages:
1. Higher productivity:- The training helps to improve the level of
performance. Trained employees perform better thus more efficiently by using better method of work. Improvement in manpower productivity in developed nations can be attributed in no small measure to there educational and industrial training programmes.
2. Better quality of work in formal training:- The best methods are
standardized and taught to employees. Uniformity of work methods and procedures helps to improve the quality of product or service; trained employees are less likely to make operational mistakes
3. Less learning period:- A systematic training programme helps to reduce the
time and cost involved in learning. Employees can more quickly reach the acceptable level of performance. They need not waste their time and efforts in learning through trial and error.
4. Cost reduction:- training employees make more economical use of
materials and machinery. Reduction in wastage and spoilage together with increase din productivity help to minimize cost of operations per unit.
Maintenance cost in also reduced due to fewer machine breakdowns and better handling of equipment. Plant capacity can be put to the optimum use.
5. Low accident rate:- Trained personnel adopt the right work methods are
make use of the prescribed safety devices. Therefore the frequency of accidents is reduced. Health and safety of employees can be improved.
6. High morale:- Proper training can develop positive attitude among the
employees. Job satisfaction and morale are improved because of rise in earning and job security of the employees training reduces the employees grievances because opportunities for internal promotions are available to well trained employees.
7. Fulfilling manpower needs:- it is believed by many organizations that the
best way to overcome recruiting problems is to establish apprenticeship training programmes. Thus training helps in identifying talented people for different jobs without any unwanted costs.
8. Personal growth:- training enlarges the knowledge and skill of the
participants. Therefore, well trained personnel can grow faster in their jobs. Training prevents the obsolescence of their skills and knowledge. Trained employees are more valuable asset to the organization. Training helps to develop people for promotion to higher posts and to develop future managers.
9. Increases organizational stability and flexibility:- Organizational stability
means ability of an organization to sustain its effectiveness despite of the loss its key personnel and flexibility refers to the ability to adjust itself to the short run variations of its of work with the availability of trained personnel it can have both stability and flexibility the former because there is a reservoir of trained replacement and letter because trained possessing multiple skills can transferred to other jobs as the situation demands.
10.Organizational climate: A sound training programme helps to improve the
climate of the organization. Industrial relation and discipline improves therefore decentralization of authority and participative management can be introduced. Resistance to change is reduced. Organizations having regular training programmes fulfill their needs for personnel from internal resources. Organizational stability is enhanced because training helps to reduce labour turnover and absenteeism. Training is an investment in people and therefore is sound business investment. Intact no business can chose whether or not to train the employees, the only is whether this training shall be haphazard or casual, misdirected or whether it shall be made carefully planned, part of an integrated programme of personnel administration.
Principle of Training:
1. Training Plan: This must be well planned, prescribed and ably executed
effective implementation depends to great extend on planning.
2. Organizational objectives: T & D program must meet objectives of the
organization
3. Equity and fairness: T and D program must enjoy equal opportunity to drive
benefit out of such training and must have equal chance to undergo such training.
4. Application specification: Training content is balanced between theory and
practical. It must be ‘Application specification’.
5. Upgrading information: T and D program is continuous reviewed at periodic
interval as order to make them updated in terms of knowledge and skill.
6. Top Management support: Top management support is essential to make
7. Centralization: For economy of effective uniformity and efficiency,
centralization of training department is found more common and useful.
8. Motivation – Training and Development have motivation aspects like better
career opportunity, individuals & skill development etc.,
Need for Training:
Training must be tailored to fit the organization’s strategy and structure. It is seen as pivotal in implementing organization-wide culture-change efforts, such as developing a commitment to customer service, adopting total quality management, or making a transition to self-directed work teams. Pace-setting Human Resource Development departments have moved from simply providing training on demand to solving organizational problems.
Trainers see themselves as internal consultants or performance improvement specialists rather than just instructional designers or classroom presenters. Training is only one of the remedies that may be applied by the new breed of Human Resource Development practitioners.
In an age of network organizations, alliances, and long-term relationships with just-in-time suppliers, leading companies are finding that they need to train people other than their own employees. Some organization offer quality training to their
suppliers to ensure the quality of critical inputs. Organizations with a strong focus on customer service may provide training for purchasers to their product.
1. Shortage of skill: Skilled and knowledge people are always on short supply,
alternatively they are too expensive to hire from outside. The best way is to improve the skill and knowledge of the existing employees through Training and Development.
2. Technological Obsolesce: Growth of technology takes place very fast. This will
render current technological obsolesces in the near future.
3. Personal Obsolesce: At the time of recruitment employees posses a certain
amount of knowledge and skill. As the time passes their knowledge becomes obsolesce unless it is uploaded by proper training. This happens because of changes take place in product methods procurement of better machines.
4. Organization Obsolesce: Modern management has introduced a number of
innovative steps in functioning of management like play organizing, controlling to such change are bound to fail and become obsolete, to prevent obsolesce organization. Employees must be exposed to modern Technology through T & D
5. Increased Productivity: Instruction can help employees increase their level of
performance. Increase human performance often directly leads to operational productivity and increase company profits.
6. Coercive Training by Government: In order to provide better employability
changes of unemployed youth, certain governments have taken initiatives to mobilize resource available at public/government and private to provide training to outside candidates. One such arrangement is called at “Apprenticeship Training’ conducted by Government of India. A part of expenditure incurred for this by the private sectors is reimbursed by government.
7. Human Capital: The latest thinking is to treat employees as ‘Human Capital’.
The expenditure involved in training and development are now being considered as an investment. This is cause in globalization it is the knowledge and skill of employees which determine complete advantages of firm.
OBJECTIVES AND GOALS OF TRAINING:
Training and Development can help an organization in a number of ways. Ultimately, it is employee knowledge and skill that produce the organization’s product or service. Training facilitates the implementation of strategy by providing employees with the capability to perform their jobs in the manner dictated by the strategy. Training also assists in solving immediate business problems, such as when a team of Manager in an action learning program studies a real problem and recommends a solution. Finally to keep ahead in a highly competitive the turbulent environment, it has been suggested that the training function must foster a continuous learning culture and stimulate managers to reinvent their corporation. Training enables employees to develop and train within the organization and increase the market value, earning power and job security. It moulds the employee’s attitude and also helps them to achieve better co-operation with the company and greater loyalty to it. The management is benefited in the sense that higher standard of quality are achieved, a satisfactory organization structure is built up, authority can be delegated and stimulus for progress applied to employees.
To increase productivity of employees or workers
To improve quality of work and product
To enhance and update knowledge and skill level of employee in the
To promote better opportunity for the growth and promotion
chances of
employees and thereby the employability To secure better health and safety standard
To improve quality of life of employees
To sustain competitive advantage
To impart new entrants of knowledge and skill
To build up a sound line of competent efficiency and prepare them
as a part
of their career progress to occupy more responsible positions
To impart customer education; help grading skills and knowledge and
COMPANY PROFILE
BANKING STRUCTURE
The Indian banking industry, which has Reserve Bank of India as its regulatory authority, is a mix of the public sector, private sector, and foreign banks. The private sector banks are again split into old banks and new banks.
SCHEDULED BANKS
Scheduled commercial banks are those that come under the purview of the Second Schedule of Reserve Bank of India (RBI) Act, 1934. The banks that are included under this schedule are those that satisfy the criteria laid down vide section 42 (60 of the Act). Some operative banks come under the category of scheduled commercial banks though not all co-operative banks.
PUBLIC SECTOR BANKS
Public sector banks are those in which the Government of India or the RBI is a majority shareholder. These banks include the State Bank of India (PNB) and its subsidiaries, other nationalized banks, and Regional Rural Banks (RRBs). Over 70% of the aggregate branches in India are those of the public sector banks. Some of the leading banks in this segment include Allahabad Bank, Canara Bank, Bank of Maharashtra, Central Bank of India, Indian Overseas Bank, State Bank of India, State Bank of Patiala, State Bank of Bikaner and Jaipur, State Bank of Travancore, Bank of Baroda, Bank of India, Oriental Bank of Commerce, UCO Bank, Union Bank of India, Dena Bank and Corporation Bank.
PRIVATE SECTOR BANKS
Private banks are essentially comprised of two types: the old and the new. The old private sector banks comprise those, which were operating before Banking Nationalization Act was passed in 1969. On account of their small size, and regional operations, these banks were not nationalized. These banks face intense rivalry from the new private banks and the foreign banks. The banks that are included in this segment include: Bank of Madura Ltd. (now a part of ALLAHABAD Bank), Bharat Overseas Bank Ltd., Bank of Rajasthan, Karnataka Bank Ltd., Lord Krishna Bank Ltd., The Catholic Syrian Bank Ltd., The Dhanalakshmi Bank Ltd., The Federal Bank Ltd., The Jammu & Kashmir Bank Ltd., The Karur Vysya Bank Ltd., The Lakshmi Vilas Bank Ltd., The Nedungadi Bank Ltd. and Vysya Bank. The new private sector banks were established when the Banking Regulation Act was amended in 1993. Financial institutions promoted several of these banks. After the initial licenses, the RBI has granted no more licenses. These banks are gearing up to face the foreign banks by focusing on service and technology. Currently, these banks are on an expansion spree, spreading into semi-urban areas and satellite towns. The leading banks that are included in this segment include Bank of Punjab Ltd., Centurion Bank Ltd., Global Trust Bank Ltd., HDFC Bank Ltd., ALLAHABAD Banking Corporation Ltd., IDBI Bank Ltd., IndusInd Bank Ltd. and UTI Bank Ltd.
FOREIGN BANKS
The operations of foreign banks, though similar to that of other commercial Indian banks, are mainly confined to metropolitan areas. Foray of foreign banks depends on reciprocity, economic and political bilateral relations. An inter-departmental committee has been set up to endorse applications for entry and expansion. Foreign banks, in the wake of the liberalization
era, are looking to expand and diversify. Some of the leading foreign banks that operate in India are Citibank, Standard Chartered Grindlays Bank, Hong Kong Shanghai Banking Corporation, Bank of America, Deutsche Bank, Development Bank of Singapore and Banque National De Paris.
PUBLIC SECTOR BANKING – AT A
DISADVANTAGE
Functioning of Public Sector Banks (PSBs), which are yet to achieve computerization across the board, is at a relative disadvantage when compared to the private sector, which is offering state-of-the-art facilities such as ATMs, doorstep banking, banking on phone, and net banking. PSBs also suffer from huge costs of labor and low levels of automation. At this rate, it may not be long before new channels devised by private banks effectively surpass the number of branch networks offered by the PSBs.
This apart, the problems which have assumed enormous proportion today as far as Public Sector banks are concerned are ballooning NPA levels, declining margins, poor credit off-take, high overheads, and lack of good quality assets. Banks are sticking to reliable borrowers for fear of bad debts. In fact, banks largely invest in government securities, which have zero risk. With GOI being the single largest borrower, the yields on these securities determine the interest rates.
The government aims to decrease its shareholding in PSBs to 33%, however, at the same time it also wants to retain the controlling stake. This, it is feared, is not going to solve the problems which PSBs are coping with now.
COMPANY PROFILE History
1895: PNB commenced its operations in Lahore. PNB has the distinction of being the first Indian bank to have been started solely with Indian capital that has survived to the present. (The first entirely Indian bank, the Oudh Commercial Bank, was established in 1881 in Faizabad, but failed in 1958.) PNB's founders included several leaders of the Swadeshi movement such as Dyal Singh Majithia and Lala HarKishen Lal, Lala Lalchand, Shri Kali Prosanna Roy, Shri E.C. Jessawala, Shri Prabhu Dayal, Bakshi Jaishi Ram, and Lala Dholan Dass. Lala Lajpat Rai was actively associated with the management of the Bank in its early years.
1904: PNB established branches in Karachi and Peshawar.
1940: PNB absorbed Bhagwan Dass Bank, a scheduled bank located in Delhi circle.
1947: Partition of India and Pakistan at Independence. PNB lost its premises in Lahore, but continued to operate in Pakistan.
1951: PNB acquired the 39 branches of Bharat Bank (est. 1942), Bharat Bank became Bharat Nidhi Ltd.
1960s: PNB amalgamated Indo Commercial Bank (est. 1933) in a rescue. 1961: PNB acquired Universal Bank of India.
1963: The Government of Burma nationalized PNB's branch in Rangoon (Yangon).
September 1965: After the Indo-Pak war the government of Pakistan seized all the offices in Pakistan of Indian banks, including PNB's headoffice, which may have moved to Karachi. PNB also had one or more branches in East Pakistan (Bangladesh).
1969: The Government of India (GOI) nationalized PNB and 13 other major commercial banks, on July 19, 1969.
1986: PNB acquired Hindustan Commercial Bank (est. 1943) in a rescue. The acquisition added Hindustan's 142 branches to PNB's network.
1993: PNB acquired New Bank of India, which the GOI had nationalized in 1980. 1998: PNB set up a representative office in Almaty, Kazakhstan.
2003: PNB took over Nedungadi Bank, the oldest private sector bank in Kerala. Rao Bahadur T.M. Appu Nedungadi, author of Kundalatha, one of the earliest novels in Malayalam, had established the bank in 1899. It was incorporated in 1913, and in 1965 had acquired selected assets and deposits of the Coimbatore National Bank. At the time of the merger with PNB, Nedungadi Bank's shares had zero value, with the result that its shareholders received no payment for their shares. PNB also opened a representative office in London.
2004: PNB established a branch in Kabul, Afghanistan. PNB also opened a representative office in Shanghai. PNB established an alliance with Everest Bank in Nepal that permits migrants to transfer funds easily between India and Everest Bank's 12 branches in Nepal.
2005: PNB opened a representative office in Dubai.
2007: PNB established PNBIL - Punjab National Bank (International) - in the UK, with two offices, one in London, and one in South Hall, Middlesex. Since then it has opened a third branch in Leicester, and is planning a fourth in Birmingham.
With over 38 million satisfied customers and 4668 offices, PNB has continued to retain its leadership position among the nationalized banks. The bank enjoys strong fundamentals, large franchise value and good brand image. Besides being ranked as one of India's top service brands, PNB has remained fully committed to its guiding principles of sound and prudent banking. Apart from offering banking products, the bank has also entered the credit accountd & debit accountd business; bullion business; life and non-life insurance business; Gold coins & asset management business, etc.
Since its humble beginning in 1895 with the distinction of being the first Indian bank to have been started with Indian capital, PNB has achieved significant growth in business which at the end of March 2009 amounted to Rs 3,64,463 crore. Today, with assets of more than Rs 2,46,900 crore, PNB is ranked as the 3rd largest bank in the country (after PNB and ICICI Bank) and has the 2nd largest network of branches (4668 including 238 extension counters and 3 overseas offices).During the FY 2008-09, with 39% share of low cost deposits, the bank achieved a net profit of Rs 3,091 crore, maintaining its number ONE position amongst nationalized banks. Bank has a strong capital base with capital adequacy ratio as per Basel II at 14.03% with Tier I and Tier II capital ratio at 8.98% and 5.05% respectively as on March’09. As on March’09, the Bank has the Gross and Net NPA ratio of only 1.77% and 0.17% respectively. During the FY 2008-09, its’ ratio of priority sector credit to adjusted net bank credit at 41.53% & agriculture credit to adjusted net bank credit at 19.72% was also higher than the respective national goals of 40% & 18%.
PNB has always looked at technology as a key facilitator to provide better customer service and ensured that its ‘IT strategy’ follows the ‘Business strategy’ so as to arrive at “Best Fit”. The bank has made rapid strides in this direction. Alongwith the achievement of 100% branch
computerization, one of the major achievements of the Bank is covering all the branches of the Bank under Core Banking Solution (CBS), thus covering 100% of it’s business and providing ‘Anytime Anywhere’ banking facility to all customers including customers of more than 2000 rural branches. The bank has also been offering Internet banking services to the customers of CBS branches like booking of tickets, payment of bills of utilities, purchase of airline tickets etc.Towards developing a cost effective alternative channels of delivery, the bank with more than 2150 ATMs has the largest ATM network amongst Nationalised Banks.
With the help of advanced technology, the Bank has been a frontrunner in the industry so far as the initiatives for Financial Inclusion is concerned. With it’s policy of inclusive growth in the Indo-Gangetic belt, the Bank’s mission is “Banking for Unbanked”. The Bank has launched a drive for biometric smart accountd based technology enabled Financial Inclusion with the help of Business Correspondents/Business Facilitators (BC/BF) so as to reach out to the last mile
customer. The BC/BF will address the outreach issue while technology will provide cost effective and transparent services. The Bank has started several innovative initiatives for marginal groups like rickshaw pullers, vegetable vendors, diary farmers, construction workers, etc. The Bank has already achieved 100% financial inclusion in 21,408 villages.
Backed by strong domestic performance, the bank is planning to realize its global aspirations. In order to increase its international presence, the Bank continues its selective foray in international markets with presence in Hongkong, Dubai, Kazakhstan, UK, Shanghai, Singapore, Kabul and Norway. A second branch in Hongkong at Kowloon was opened in the first week of April’09. Bank is also in the process of establishing its presence in China, Bhutan, DIFC Dubai, Canada and Singapore. The bank also has a joint venture with Everest Bank Ltd. (EBL), Nepal. Under the long term vision, Bank proposes to start its operation in Fiji Island, Australia and Indonesia.
Bank continues with its goal to become a household brand with global expertise.
Amongst Top 1000 Banks in the World, ‘The Banker’ listed PNB at 250th place. Further, PNB is at the 1166th position among 48 Indian firms making it to a list of the world’s biggest companies compiled by the US magazine ‘Forbes’.
Financial Performance:
Punjab National Bank continues to maintain its frontline position in the Indian banking industry. In particular, the bank has retained its NUMBER ONE position among the nationalized banks in terms of number of branches, Deposit, Advances, total Business, operating and net profit in the year 2008-09. The impressive operational and financial performance has been brought about by Bank’s focus on customer based business with thrust on SME, Agriculture, more inclusive approach to banking; better asset liability management; improved margin management, thrust on recovery and increased efficiency in core operations of the Bank. The performance highlights of the bank in terms of business and profit are shown below:
Smt. Ravneet Kaur Govt. of India Nominee Director
Shri L.M.Fonseca
Reserve Bank of India Nominee Director
Shri. S.R.Khurana Director rep. C.A. category
Shri P.K. Nayar Officer Employee Director
Shri Mohan Lal Bagga Workmen Employee Director
VISION
"To be a Leading Global Bank with Pan India footprints and become a household brand in the Indo-Gangetic Plains providing entire range of financial products and services under
one roof"
MISSION
AWARDS & ACHIEVEMENTS OF PUNJAB NATIONAL BANK IN RECENT TIMES
"Best IT Team of the Year Award"
at the IDRBT Banking Technology awards for the year 2005-06.
SKOTCH Challenger Award
for Change Management for the year 2005-06
Best IT User in Banking & Financial Services Industry - 2004 by NASSCOM in partnership with Economic Times
Golden Peacock Award
for Excellence in Corporate Governance - 2005 by Institute of Directors
FICCI's Rural Development Award
for Excellence in Rural Development - 2005
Skotch Challenger Award for Exemplary use of Technology for becoming a pioneer in Public Banks - 2005
Golden Peacock National Training - 2004 & 2005 by Institute of Directors
Banking Technology Awards 2004
Runner up in 'Best IT Team of the Year Award 2005' Jointly Adjudged by IBA, Finacle & TFCI
Money Outlook Award - 2004
Runner up in 'Best Bank (public Sector) of the year Award' -2005
Niryat Bandhu Gold Trophy
for excellence in export perforamnce for 3 consecutive years 2001, 2002 & 2003 by Federation of Indian Exporters Organization (FIEO)
21st Amongst Top 500 Companies
by the leading Financial Daily The Economic Times, June 2005
9th amongst India's Top 50 Most Trusted Service Brands A.C Nielson Survey, The Economic Times Dec 2004
3rd Rank amongst Banking Sector in India 323rd Rank in the World
368 amongst Top 1000 Global Banks The Banker, London July 2005
Chairman & Managing Director Sh. K. R. Kamath CMD Executive Directors Sh. M.V.Tanksale Executive Director Sh. Nagesh Pydah Executive Director
Sh. Mohan Vasanth Tanksale has joined as Executive Director in Punjab National Bank. Before joining the Punjab National Bank as Executive Director, Sh. Tanksale was working as General Manager in Union Bank of India.
Sh. Tanksale is a Science Graduate and is having professional qualification - CAIIB and AICWA.
Sh. Nagesh Pydah has joined as Executive Director, in Punjab National Bank. Before joining the Bank as Executive Director, He was working as General Manager in Bank of India.
Sh. Nagesh Pydah, a Commerce Graduate, is associated with Indian Institute of Bankers and is a diploma holder in Financial Market and Foreign Exchange from New York
He joined Union Bank of India as Asstt. Manager on 26.08.1974 in Gwalior.
He has 34 years experience in Loan Monitoring, Planning, Research & Development, Third Party Products and International Banking etc.
Before joining the Bank as Executive Director, Sh. Tanksale was working as General Manger – Transaction Banking in Union Bank of India.
University.
After completing his short tenure at Bank of America NT & SA, he joined Bank of India as Probationary Officer in 1973.
Sh. Pydah has played an important role in Field and Administrative Offices in Corporate Banking, Foreign Exchange, Gold and Diamond Banking, Planning, MIS and Accountd Products etc. during his 36 years tenure at Bank of India, which includes more than 4 years posting at New York.
Smt. Ravneet Kaur Govt. of India Nominee
Director
Sh. L.M.Fonseca Reserve Bank of India
Nominee Director
Sh. Gautam P. Khandelwal Part-time Non-Official
Director
Sh. Vinod Kumar Mishra Part-time Non-Official
Director
Sh. Mushtaq A Antulay Part-time Non-Official
Director
Sh. Devinder Kumar Singla Share Holder Director
Sh. G R Sundaravadivel Share Holder Director Sh. Tribhuwan Nath Chaturvedi Share Holder Director Sh. Mohinder Paul Singh Workmen Employees Director Sh. Pradeep Kumar Officer Employee Director
TRAINING METHODS AND TECHNIQUES
Because of the objective of Human Resource Development is to contribute to the organization’s overall goals, training programs should be developed systematically and with the organization’s true needs in mind. Successful training begins with a thorough need assessment to determine which employees need to be trained and what they need to be trained to do.
Allison Rossett and Joseph W. Arwady states “The question is not whether you will solicit this kind of information through needs assessment”. It is how much of it you will do and using which tools. The culmination for the assessment phase is a set of objectives specifying the purpose of the training and the competencies required in trainees after they complete the program.
This section considers the choice of methods for employees training. With training objectives defined and learning principles in mind, the trainer must be choose appropriate training methods and design the sequence of events in the training program. Perhaps the first decision to be made is whether to conduct the training on the job or away from the job. In many cases, the decision is to do some of both.
1. On the Job Training: On the job training is conducted at the work site and in
the context of the actual job. The vast majority of all industrial training is conducted on the job, often by the trainee’s immediate superior or a nominated peer trainer. On-the job training has several advantages:
b. Because of training setting is also the performance setting, the transfer of training to the job is maximized
c. The cost of a separate training facility and a full-time trainer are avoided or reduced.
d. Trainee motivation remains high because it is obvious to trainees that what they are learning is relevant to the job
e. Trainees generally find on-the-job training more valuable than classroom training.
2. Apprenticeship Training: This training is combination of on and off the job
training. The department of Labor regulates apprenticeship programs, and often management and a union jointly sponsor apprenticeship training. This training is normally given to artisans, electricians, plumbers, bricklayers etc., The duration is normally vary from 2 to 6 years. Apprenticeship training is carried out under the guidance and intimate supervision of master craftsman or expert
worker/supervisor. During apprenticeship training period, the trainees are paid less than that of a qualified worker.
3. Job Rotation: In the job rotation, management trainee/employee is made to
move from one function to another at planned intervals. Job rotation is widely used as a management executive development program which makes the employee or management trainee, a multi-tasking individual. It can be done either vertical or horizontal.
4. Coaching and Understanding method: Training under experienced worker they are coached and instructed by skilled co-worker by supervisor by special trainee instructor.
5. Outbound Training: The outbound training is conducted in a location
specifically designated for training. It may be near the workplace or away from work, at a customized training center or a resort. The purposes of conducting this kind of training away from the work place is to minimized or avoid distractions of the employee from their daily work routine and allows them to devote their full attention the specific subject. Some of the outbound training methods and activities are:
a. Action planning: Often a closing activity asking participants to specify or set
b. Behaviour-modelling training: use a videotape to demonstrate the steps in a
supervisory activity such as conducting a disciplinary interview, followed by role played skill practice and feedback
c. Behavioral Simulation: Large-scale multi person role-lay, non-computerized
business game.
d. Brainstorming: Creative idea-generation exercise in which no criticism is
allowed.
e. Business Game: Computerised business simulation that requires participants to
make decisions about strategy and investments and then provides financial results based on the decisions.
f. Buzz Group: Small-group discussion of several minutes, duration on an
assigned topic
g. Case Study: From a one-paragraph vignette to a fifty-page Harvard-style case. h. Demonstration
i. Experiential exercise, j. Field trip,
k. Group discussion, l. Guest speaker,
m. Guided teaching: Drawing from the group the points the lecturer otherwise
n. Information search: Asking trainees to locate the answers to question in the
training materials or manuals provided
o. Intergroup exchange: small groups share their ideas of findings with
another group
p. Learning game: competition between teams in a quiz show format q. Lecture
r. Mental imagery: Asking participants to close their eyes and visualize or
recall something or engage in mental rehearsal of physical or interpersonal skills.
s. Outdoor leadership training: Team activities that may include hiking, rope
courses, or other physical challenges along with problem.-solving activities.
t. Problem-solving activities u. Role-play
v. Self-assessment instrument or quiz. An example is a conflict resolution –
style inventory.
w. Team Building: A series of group activities and sometimes surveys used to
develop team skills and role clarify in a team of people who must work together closely on the job
x. Videotapes: can be used alone but are most effective in discussion and
There are various other instructional methods used in training program: 1. Classroom-programs – live 2. Workbooks / Manuals 3. Videotapes 4. Public Seminars 5. Self-assessment instruments 6. Role plays 7. Case Studies
8. Games/simulations (not computer-based) 9. Outdoor experiential programs
Out of the above off job training techniques, the following are used in general: 1. Classroom Lectures
2. Conference and seminars
3. Group discussions and case study analysis 4. Audio-visual and film shows
5. Simulation and computer modeling 6. Vestibule training
7. Programmed organizations 8. Games and Role playing 9. T-group training
10. Retraining
1. Classroom lectures: This is the simplest and from the off the job training. This
is a best form of instruction when the instruction is to convey information on rules, regulation, policies and procedures.
2. Conference and Seminars and Workshops: This is a formal method of
arranging meeting in which individuals confer to discuss points of common interest for enriching their knowledge and skill. This is group activity. It encourages group’s discussion and participation of individuals for seeking clarification and offering explanation and own experience. It is a planned activity with a leader or moderator to guide the proceedings, which is focused on agreed agendas points prefixed during planning stage of such conference.
There are three variables:
Directed conference
Training conference
Seminars and workshops
3. Group discussions and study analysis: case study method was initially
introduced by Christopher Lang Dell at Harvard Law School in 1880’s. The principle used is ‘experiences are the best teacher’. Here several empirical structures are examined in detail to find out commonalities to derive general discussion. Based on such studies and group discussion are initiated to derive
common lesson. This method has, however limited use of worker but both use for supervisors. In case of workers, areas of importance in this method are that the quality control.
4. Audio-visuals and Film Shows: In order to improve understanding very usual
and sometimes is escapable to ‘Demonstrate’ operation of a machine or explain or process. Audio-visual film shows can supplement the efforts lecturing and improve its effectiveness.
5. Simulation Computer Modeling: A training activity in which actual working
environment is artificially created as near and realistic and possible is called simulation training. Case study, analysis, experiment exercise game playing computer model and vestibule training etc come under this category. When the work environment is artificially created by using computer-programming method well call it ‘computer method’
6. Vestibule Training: In this training, employees are trained of the equipment
they are employed, but the training is conducted away from the place of work. In which all necessary equipment and machines required as actual machined ship are duplicated
7. Programme Instruction: Programmed instruction is a stu5rctured method of
instruction aided through texts, handouts, book and computer aided instruction. In this case the instruction materials and information is broken down in meaning full unit and arranged in a proper sequenced from logical method of learning packages, the learning ability is tested and evaluated in real time basis
8. T. group Training: ‘T’ stand for training or laboratory training. T group
training was originated on 1940’s but only 1960’s it has opened to the industries. This Training has both supporters and opponents. Unlike any other programmers discussed. T group training is concerned with really problem existing within the other group itself.
9. Retraining: technology is advancing at rapid pace. Here obsolesce is a major
problem faced by the worker are the introduction of automation for such retraining programme to update their knowledge, which will further make them productivity useful of the organization and restore this confidence.
Evaluation phase:
Majority of employees were in agreement with the statement and said that training does helps in imparting a sense of belongingness for their organization as very few employees think otherwise.
Evaluation is the systematic collection and assessment of information for the deciding how best to utilize available training resources in order to achieve organizational objectives.
One of the most common ways of evaluating management training is named kirkpatrick’s model. This has 4 steps as described below:
Step1. Reaction : How well did the trainees like the programme? Step2. Learning : What principles, facts & techniques were learned? Step3. Behaviour : What changes in job Behaviour resulted?
Step4. Results : What were the tangible results?
For the evaluation exercises to be effective, it is very important that training objectives are carefully though and framed.
Why Evaluation?
Training is done with specific objective. Hence, evaluation of training is a must. It is necessary in order to determine:
The effectiveness of the methods of instructions.
If the best and most economical training activities were conducted
Evaluation also helps to tell us about the quality of the training on the one hand and the effect that it has created on the learners, on the other. Systematic evaluation can point out the weaknesses in the programmes so that they could be corrected in future programmes. It can also indicate the extent to which the learners have learned what is taught in the class, the extent to which they have transferred this learning to the work situation and the results yielded thereafter.
When to evaluate:
The evaluation process normally starts right from the stage when the inauguration stage of training or when the trainees reach the campus: during training: and after training, say, form three months to one year. Evaluation at the inauguration stage will help to compare the laid down objective and contents of the programme with the expectations of the participants. This process will thus help the programme designers to change content of the programme to match the participant’s expectations and objectives. This evaluation is known as the pre-training evaluation.
Intermediate is done when training is in progress. This can be done either on a day-to-day basis or at the training. Day-to-day evaluation is convenient when the programme duration is long, say exceeding 3 days.
Reaction:
The first level involves reaction measures, or the participant’s feelings about the program. Reaction information is usually gathered by questionnaire during or immediately after the program. At least two aspects of reaction should be assessed: Did the trainee enjoy the program, and do they think the program will be useful to them.
Learning:
The second level of evaluation has to do with learning. Learning
measures assess the degree to which trainees have mastered the concepts, information, and skills that the training tried to impart. Learning is assessed during and or at the end of the training program with paper and pencil tests, performance tests and graded simulation exercises.
Behavior:
On-the-job Behavior is the third level of evaluation. Behavior measures ask whether employees are doing things differently on the job after training, whether they are visibly using what they have been taught. In essence, this is transfer of training.
Results:
The final level of evaluation involves results measures. At this level, the impact of the training program on the work group or organization as a whole is assessed objectively. The appropriate objective measures to use depend on the
content and objectives of the training. Samples measures of results include cost savings, profit, productivity, quality, accidents, turnover, and employee attitude.
Training & Development
An integral part of , PNB BANK’s employee-centered policies is it’s thrust on their knowledge up gradation and development. , PNB BANK Academy, previously known as Institute of Management Development (IMD), which has an ISO 9001 certification, along with 7 other training institutes, play a key role in keeping our workforce at pace with global standards.
PNB BANK Academy is the premier nodal agency responsible for developing the human resource of , PNB BANK. It also focuses on marketing its HRD expertise in the field of Exploration & Production of Hydrocarbons. , PNB BANK’s Sports Promotion Board, the Apex body, has a Comprehensive Sports Policy through which top honors in sports at national and international levels have been achieved
Transforming the Organization
, PNB BANK has undertaken an organization transformation exercise in which HR has taken a lead role as a change agent by evolving a communication strategy to ensure involvement and participation among employees in various work centers. Exclusive workshops and interactions/brainstorming sessions are organized to facilitate involvement of employees in this project.
Participative Culture
Policies and policy makers at , PNB BANK have always had the interests of the large and multi-disciplined workforce at heart and have been aware of the nuances and significance of cordial Industrial Relations. By enabling workers to participate in management, they are provided with an Informative, Consultative, Associative and Administrative forum for interactive participation and for fostering an innovative culture.
In fact, , PNB BANK has been one of the few organizations where this method has been implemented. It has had a positive impact on the overall operations since it has led to enhanced efficiency and productivity and reduced wastages and costs.
A Model Corporate Citizen
Respect and dignity are the key values that underline the relationship , PNB
BANK has with its human assets. Conscious about its responsibility to society , PNB BANK has evolved guidelines for Socio-Economic Development programmes in areas around its operations all over the country.
• Education
• Health Care and Family Welfare
• Community Development
• Calamity Relief
• Development of Infrastructural Facilities
• Development of the Socially & Economically Weaker Sections of Society Benefit and Welfare
Sports
Around 150 sportspersons including 95 international level performers are on the rolls of , PNB BANK representing your Company in 15 different games. , PNB BANK hosted the , PNB BANK Nehru Cup International Invitational Tournament during 2007-08.
Chess Queen Koneru Humpy was conferred with Padmashri and Badminton ace Chetan Anand received the Arjuna Award.
Reigning World Billiards Champion Pankaj Advani retained his title after an 'all , PNB BANK Final' in which Dhruv Sitwala was the Runner-up
Arjuna Awardee Virender Sehwag became the first Indian and third cricketer to score two triple Test centuries.
, PNB BANK won the Petroleum Minister's PSPB Trophy for Overall Best Performance in 2007-08 for the fifth year in succession
, PNB BANK is spearheading the United Nations Global Compact - World's biggest corporate citizenship initiative to bring Industry, UN bodies, NGOs, Civil societies and corporate on the same platform.
During the year, your Company has undertaken various CSR projects at its work centers and corporate level.
Women Empowerment
Women employees constitute about 5% of , PNB BANK's workforce. Various programmes for empowerment and development, including programme on gender sensitization are organized regularly
Training and Development in , PNB BANK
The objectives of training and development are as follows:
- To develop entrepreneurship and expertise par excellence through training and retraining
- To prepare executives to meet the strategic business goals in the fast changing environment.
- To create a learning environment in order to achieve a competitive edge through leveraging human resource
- To organize interactive workshops in upstream industry area.
- To strive for continuous improvement in all aspects of E&P activities through training in the emerging technologies.
- To inculcate quality consciousness
- To promote IT as an instrument of organizational transformation - To cultivate creative and innovative thinking
- Reducing gap between current and expected level of performance through systematic enrichment of knowledge, skills and attitudes.
- Developing multi-craft skills.
- Preparing executives for career advancement
- To impart training to all employees to motivate then towards actualization of potential.
Induction Training
The fresh incumbents of the organization are exposed to wide gamut of technology of petroleum industry synergic approach covering multi – disciplinary theoretical and practical aspects with emphasis upon on the job training.
Thus, a newly recruited executive undergoes an intensive classroom training interspersed with field exposure to effectively specialize him in the organization.
The specialized modules of training on the advanced hydrocarbon exploration and exploitation technology are inculcated in the newly recruited officer before he is put on the job training for hands-on-experience.
PNB BANK Training Management training
One of the most important aspects of executive development is “Man-Management”, suitable programs are being organized with special emphasis on appreciation of roles played by various disciplines in the company. Environment and public enterprises, principles of management, corporate planning, project management, management of change, Management of Technology, Man-Management, Team building and conflict Resolution, Management of R& D , Personal Effectiveness including Oral and Written communication, Presentation skills, listening skills, Management Stress etc. are wider areas covered through various training modules.
For the personnel already engaged in different disciplines, a career linked training plan is drawn to impart advance training in management.
The executives of E-4 and above levels are exposed to General Management Training at reputed Institutions in India including ASCI & IIM’s to achieve the perfection in development. Thus the training system in , PNB BANK ensures overall development of the officers.
Besides this, specialized programs are also developed for the executives of E-7 and above levels based on the requirement.
SPONSORING EXECUTIVES/EMPLOYEES FOR HIGHER STUDIES WITHIN INDIA/ABROAD
To encourage employee for higher studies within the sphere of their respective duties within India/abroad, in subjects relevant to the activities of the existing conditions for grant of study Levels/HPL/EOL laid down in the , PNB BANK (leave) Rules, the following GUDILINES are followed in the case of sponsoring of employees for the higher studies within India/abroad:-
i. The executives/employees, who have complete 3 years of service on the date of submission of application, are consider for sponsoring for a particular study in India/abroad, subject to the following condition:-
(a) The executive/employee holds the first class Q1. qualification in the
subject concerned.
(b) The team of fellowship/scholarship study does not exceed 12 months.
(c) The decision of the management to who should be sponsored for such
studies would be final and will be taken in consultation with functional Director, director (HR) and chairman and Managing Director.
(d) During this period, the executive/employee would be treated as on duty and would draw full pay and allowances in India, in addition to the stipend of fellowship/scholarship etc., if any.
(e) The executive/employee would also be entitled to both ways air fare, if the same is not payable to him, in accordance with the awarded of fellowship/scholarship.
(f) Sponsoring can also be done in those cases where admission rules insist that such sponsorship is necessary by the employee. However, sponsoring does not automatically mean that he would be entitled for the benefits as mentioned above, unless he satisfied the above conditions.
ii. The above guidelines are in relaxation of the conditions laid down in ,
PNB BANK (Leave) Rules. Therefore it has been decided that the concerned executive/employee, before proceeding on leave for pursuing higher studies, will be required to submit a bond as under, till the amendment, as above, are made in , PNB BANK (Leave)
Rules:-(a) In cases where the employee is granted leave including EOL and
study leave for pursuing higher studies, in accordance with the existing provisions of the , PNB BANK (Leave) Rules, the bond money will be as per the exiting amount mentioned in the rules ibid. (b) In cases where leave for pursuing higher studies including HPL, EOL
and study Leave in sanctioned, in relaxation of any specified conditions of the existing provisions of the Leave Rules, i.e., either
possessing less length of service than prescribed on the duration of leave is longer than prescribed or any other reason, the executive concerned will be asked to give the bond for pay, DA, Adhoc relief/interim relief that he would draw for a period of three years on return from leave.
SPONSORING OF SC & ST EMPLOYEES
While deputing officers for training or attending seminars, conferences etc., preference should be given to scheduled Castes/Scheduled Tribes officers as per existing rule and regulations of Govt. of India.
LONG TERM TRAINING COURSES WITHIN INDIA
In certain disciplines, officers are deputed for long term training courses in India, including courses leading to award of degree/diplomas.
TERMS AND CONDITIONS
The terms and conditions in respect of deputation of company’s employees on training courses within the country, exceeding 3 months in duration, will
be:-1. Tuition fee: Expenditure towards tuition fees and course material, if any,
will be born by the company and shall be paid directly to the institute concerned either in installments or as a lumpsum.
2. Pay and Allowances:- The officer will be treated as on duty for the period
of the course and will be paid his/her normal pay plus dearness allowance and housing facility only. No other allowances will be payable.
3. TA/DA:- The place of training shall be headquarters of the all purposes
during the entire period of training but this will not be treated as a case of transfer and transfer TA shall not be payable for self and family.
TA as on tour, excluding Daily Allowance, will be allowed from the place of his/her duty to the Institute and back.
A lumpsum of Rs.500/- per month is paid for meeting expenditure towards boarding, lodging and other incidental expenses during the period of course of study at the Institute and payment of the same will be made directly to the officer by the respective Region/Institute/Project/Office.
Where the course fee includes expenses on boarding and lodging, the aforesaid lumpsum of Rs.500/- p.m. will not be admissible.
In case of officer is allowed any stipend by the Institute concerned, the amount of lumpsum paid shall be so regulated that the sum of stipend paid and lumpsum does not exceed
Rs.500/-If the amount of stipend exceed Rs.500/-, the officer would be allowed to obtain the whole amount of the stipend, but in that case he/she will not be entitled to the lumpsum amount of Rs.500/- per month.
Before releasing the lumpsum, every month, it will have to be ascertained whether the employee received any stipend from the Institute concerned and a certificate to this effect that he/she is not receipt of any stipend, duly
countersigned by the authority concerned of the Institute, will have to furnish by the employee concerned.
4.Reimbursement of conveyance Expenditure: During the period of conveyance expenditure restricted to 30% of his/her normal entitlement, subject to fulfillment of other conditions.
5. House Rent Allowance: The officer shall be allowed to retain the residential accommodation at the last place of his/her posting on payment of usual rent if so desires. Alternatively, he/she, however, may be allowed to keep his/her establishment/family at any place of his/her choice during the training period and may draw HRD limited to the amount admissible for the last place of his/her posting subject to fulfillment of other prescribed conditions.
6. Medical Facilities: The officer will be entitled to medical facilities for self and family, as per company’s Rule during the period of training.
7. Bond: Before the officer actually leaves for training programme, he/she is required to execute a surety-cum-personal Bond, on non-judicial stamp paper to serve the company for a period of five years on completion of his/her course. Value of the bond will be twice the amount of expenditure estimated to be incurred/expended on this by company.
