AMITY SCHOOL OF DISTANCE LEARNING (ASODL

)

PROJECT REPORT ON

TRAINING AND DEVELOPMENT OF HDFC BANK
IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF MBA PROGRAMME OF AMITY SCHOOL OF DISTANCE LEARNING

PROJECT GUIDE: MR.

SUBMITTED BY: NAME ENROLLMENT NO.: MBA 3 YEARS

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TABLE OF CONTENTS
Sl.No. 1. 2. 3. 4. 5. 6. 7. 8. 9. CHAPTER-1 INTRODUCTION CHAPTER-2 COMPANY PROFILE CHAPTER-3 OBJECTIVE CHAPTER-4 RESEARCH METHODOLOGY CHAPTER-5 DATA ANALYSIS AND INTERPRETATION CHAPTER-6 RECOMMENDATIONS CHAPTER-7 CONCLUSION CHAPTER-8 BIBLIOGRAPHY CHAPTER-9 ANNEXURE Topic Pages. No 6 15 29 30 32 47 50 52 53

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CERTIFICATE I

This is to certify that the project work entitled “Training and Development in HDFC Bank” Delhi is a record of bonafide work carried out by Mr……….under my supervision towards partial fulfillment of the management programme course (MBA) of the Amity School of Distance Learning (ASoDL)

Place: Dare: Mr. Name (Project Guide)

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CERTIFICATE II

I, Name certify that the project report entitled “Training and Development in HDFC Bank “is an original one and has not been submitted earlier to Amity School of Distance Learning (ASoDL), Noida or to any other institution for fulfillment of the requirement of a course of management programme (MBA)

Place: Date: (name) Enrollment No.:

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ACKNOWLEDGMENT

I have had considerable help and support in making this project report a reality. First and foremost gratitude goes to Mr. ……., who provided me all the guidance and support in realizing the dissertation. I must thank the employees of the HDFC Bank. I am grateful to all those who obliged me with their support and helped me in converting my collection of data and information into a research study. At the end I would like to thank God who was always there with me & will always be supporting me in our work.

NAME ENROLLMENT NO.: MBA 3 Years

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Chapter – 1

INTRODUCTION
Every organization needs to have well trained and experienced people to perform the activities that have to be done. This is the most important aspect of Human Resource Management. It is widely known that Human Resource Management helps people to expand their capabilities and offer numerous opportunities. It is also felt that the expanded capabilities and opportunity for people at work will lead directly to improvement in operating effectiveness. The human resources approach means that better people achieve better results. So if the current or potential job occupant can meet this requirement, training is not important. But when this is not the case, it is necessary to raise the skill levels an 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 effort. As the jobs become more complex, the importance of employee development through training also increases. In a rapidly changing society, employees 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 to maintain a viable and knowledgeable work force. In fact industrial to, if is to maintain a viable and knowledgeable work force. In fact industrial growth cannot take place properly without trained manpower. The technological advancement is taking place at such a rapid speed that the knowledge and skill required become obsolete at much faster rate. In order to cope up with the fast changes in requirement of skill and knowledge due to advancement of technology the need for systematic training has been felt in almost all organizations. Having selected most suitable persons for various jobs in the organization through the application of scientific techniques, the next function of personnel management is to arrange for their training. All types of jobs in the organization usually require some type of training for their efficient performance. Employees talent are not fully productive without a systematic training programme. Moreover, big organization hires a large number of young people every year. Because the vat majority of these do not know how to perform jobs assigned to them in work at some college or institution, must receive some initial training in the form of orientation to the organization. The need for a
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policies, practices and ways of their employing

systematic training has increased because of rapid technological changes, which create new jobs and eliminate old ones. New Jobs require some of special skills which may be developed in old workforce only by giving them necessary training. The employees try to train themselves by trial and error or by observing other if no training programme exists in the organization. But it is an established fact that the absence of systematic training programme will result in higher training costs. The employee will take much longer time in learning the skills. He may not be able to learn the best operating methods. Thus, adequate training is equally desirable for the organization and the employee. Now the question arises “ What is training”? Training is a process of learning a sequence of programmed behaviour. It is application the current of knowledge. It gives people an awareness of the rules actually training is and a procedures to guide their behaviour. It attempts to improve their performance on job or prepare them for an intended job, developmental process. It should cover not only those activities which improve job performance but also cover 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 better men and women. In organization terms, it is intended to equip persons to earn promotion and hold greater responsibility. This may well include not only imparting specific skills and knowledge but also inculcating certain personality and mental attitudes. Training is felt necessity for an organization due to its educative point of view because it does not provide definitive answers, but rather it develops a logical and rational mind that can determine relationships among pertinent variable and there by understand phenomena. Basic purposes of Training The purposes of training for employees would be clear from the following observations which were made by the different authorities from time to time.

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1) To increase productivity: Scott L.C. says that instruction can help employee increase their level of performance on their present assignment. Increased human basic purposes of training The purposes of training for employees would be clear from the following observations which were made by the different authorities from time to time. 2) To increase productivity: Scott L.C. Says that instruction can help employee increase their level of performance on their present assignment. Increased human performance often directly leads to increased operational productivity and increased company profit. Performance often directly leads to increased operational productivity and increased company profit. 3) To improve quality: Boocock Sarane S. says that better-informed workers are less likely to make operational, mistake. Quality increase may be in relationship to a company product or service, or in reference to the intangible organizational atmosphere: 4) To help a company fulfil its future personal needs. Fine Sydney S. Says that organizations that have a good internal educational programme will have to make less drastic manpower changes and adjustments in the event of sudden personnel alternations. When the need arise, organizational vacancies can more easily be staffed from internal sources if a company initiate and maintains an adequate instructional programme for both its non-supervisory and managerial employees. To improve organizational climate: Greer Thomas V says that an endless chain of positive reactions results from a wellplanned training programme. By the programme, production and product quality may improve, financial incentives may than be increased, internal promotions become stressed, less supervisory pressure ensure that base pay rate increases result.

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To improve health and safety: Florsheim Henry says that proper training can prevent industrial accidents. A safer work environment leads to more mental attitudes on the part of employees. Obsolescence prevention: Aronoff J and Litwin says that training and development programmes foster the initiative and creativity of employees and help to prevent manpower obsolescence, which may be due to age, or motivation, or the inability of a person to adapt himself to technological changes. Personal growth: Wiener E.L. and Attwood D.A. say that employee on a personal basis gain individually from their exposure to educational experience. Moreover, management development programmes seem to give participants a wider awareness, an enlarged skill, and enlightened altruistic philosophy, and make enhanced personal growth possible. The Banking Sector, one of the constituent of the financial system, spurs economic efficiency by allocating saving to high investment and reflects the economic health of the country. The sector acts as a catalyst and go between for the saving class on the one hand and investing public on the other, there by facilitating efficient allocation of financial resources according to the plan priorities/ market forces in the liberalized environment. They are not necessarily an engine of growth and they do not have to, rather it has to be fuel injection system-mobilizing savings and pumping them into investment engine-the more efficiently, the better. Worldwide experience confirms that countries with well developed banking systems grow faster and more consistently than those with a weaker and stringently regulated system. Experts consider weak macro-economic policies and poor economic performance responsible for undermining the health of the banking sector, which in turn impedes effective macro-economic performance thus creating a vicious circle. The Indian Banking sector was made to evolve in an environment of administered interest rates with stipulation on asset allocation and strong entry barriers primarily to cater to the country’s social economic needs. While the banking sector has played a crucial role in widening its reach and have had positive impact on India’s national saving and channelisation of saving towards investment, its own health got impaired, with worse economic and qualitative performance.
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Low operational efficiency contributed to low profitability and undercapitalisation , with erosion in the capital base and a high proportion of non-performing assets. The quality of customer satisfaction, and its response to changing international scenario in banking in terms of computer and communication technologies and product innovations have been unsatisfactory especially in the public sector.

HUMAN RESOURCE MANAGEMENT
HRM may be defined as “strategy for acquisition, utilisation, improvement and preservation of an enterprises human resources. It relates to establishing job specification or the quantitative requirement of job, determining the number of personnel required and developing the sources of manpower”. HRM is a double edged weapon-maximum utilisation of which improves productivity and aids in achieving objectives of an organisation. When faulty used leads t disruption in the flow of work, less job satisfaction and constant headache for management personnel. “HRM” may be defined as the planning, organising, directing and controlling of the procurement, development, compensation, integration and maintenance and separation of human resources to the end that individual, organisational and societal objectives are accompli9shed.” HRM is not a “One shot” function. It must be performed continuously if the organisational objectives are to be achieved smoothly

AIMS & OBJECTIVES OF HRM
 To ensure effective utilization of human resources.  To establish and maintain an adequate organisational relationship among all the members of an organisation.  To generate maximum development of human resources with in the organisation  To ensure respect for human being by providing various services and welfare facilities to the personnel.  To ensure reconcilation of individual/group goals with those of the organisation in such a manner that the personnel feel a sense of commitment and loyality towards the organisation.  To identify and satisfy the needs of individuals of offering various monetary and non-monetary rewards.
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 To achieve and maintain high morale among employees in the organisation by securing better human relations. For successful running up of the bank, the role of HRM should be properly defined. It deals with the composition of staff and its capacity of mobilise itself at all levels to implement the banks, strategic intentions in order to meet the challenges ahead. Most of the managers and the employees are devoted t administrative and repetitive tasks.

Why HRM is essential
 To achieve excellence in all its operations by improving effectiveness of all its employees.  Plan and monitor career development and succession planning.  Recruitment of quality personnel, mainly at entity level.  Provide opportunity to the existing personnel to faster the internal growth.  Performance to be the sole criteria for increments and promotion.  Timely and correct communication for fastening spirit of openness.  To ensure transparency in decision making.  To provide a stimulating work environment.  Simplifications and observance of system and procedures for standardization efficiency.  Holding regular operational meeting and to ensure constant improvement in operation.  To foster an organisational climate that leads to self motivation and employee commitment.  Conceptualise and implement innovative HR policies. The problem of overstaffing in PSB (Public Sector Banks) may require the redeployment of surplus staff. Changes taking place in financial system will have a wider implication of banking education and training in the country. As the employees in the financial system acquire new skills, expertise, competence and knowledge to deal with the new tasks and responsibilities in the context of changes taking place in the field of banking and finance the world over. The manpower planning will have to change as the growing financial service sector would require personnel with the new skills, technical knowledge and competence to deal with the new skills, technical knowledge and competence to deal with new products emerging in the market. The
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requirement of new skills and application of technology in the banking operations ask for change in recruitment and selection process followed by PSBs.

HRD IN BANKS-PERCEIVED CHALLENGES AHEAD
With gradual process of liberalisation and deregulation, the concept of globalisation is catching up, leading to increased competition. Consequently, external and internal environments are undergoing constant change and banking organisations will need to realign themselves to be in tune with the changing reality. Survival and growth will largely depend on the organisational willingness and ability to understand and cope up with the changes. Banks, like other service organisations, will have to shed their passive and conventional approach and instead be continuously proactive, innovative and unconventional. Human Resources Management and Development (HRM & D) systems are going to be major determining factor in future growth and effectiveness. In order to generate and facilitate better employee commitment towards facing the future and the changing environment, HRM & D systems have to be given de importance and looked at afresh. Banking organisations will need to adopt and develop a total HRM & D Philosopy.

Some HRD Challenges perceived for Banks
1. Individual-Organisational Goal Integration in the next decade are People are at the center of all organisational activities. In service organisations like banks, role of people is all the more explicit. As environment and work undergone changes and work opportunities expand, lot more effort will be needed for achieving the optimum and best possible level of individualorgnisational goal integration. More than ever before, it will have to be realized that the events that affect the organisation have positive or negative effects on the worklives of people. Such effects on worklives do have a consequent impact on the personal lives of people, which in a form of vicious circle back-impact on the organisation itself. This inseparable bond between individuals and organisations in terms of goal integration will become the key factor around which the will have to develop and implement future strategies in the HRD area. For this purpose, it will be very necessary to effectively align human resources management processes and systems with over-all banking operations and strategies.

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2.

Technological advancement should not undermine importance of human resources Technological advancements are taking place at a faster pace. Computerisation process in banks is picking up. Dependence on technology will make working easy and service quality will improve further, but one can not afford to make of undermining the importance of human resources in the changed context.

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Shift the focus from “HRA” & “HRM” to “HRM” & D” Under Personnel Management’, we have mostly been doing human resources administration (HRA) rather than human resources development (HRD). No doubt, certain aspects of human resource management (HRM) systems are in place in banks, but one needs to shift the focus from HRA & HRM to ‘HRM & D’ (Human Resources Management & Development. Proper and meaningful inter-linkage between various HRD sub-systems like performance appraisal system, training and development, career path planning, industrial relations, employees management, discipline management, organisational development, etc. have not been developed to make HRM process effective enough for organisational growth and development. All these sub-systems need to be suitably dovetailed with the overall HRD philosophy.

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Remove the fear psychosis A majority of the staff working in banks is going through some kind of fear of being held accountable for their financial judgements. In financial service business although it is important to have good systems of accountability and responsibility. There is need to be totally fair and objective and not create an atmosphere of undue questioning, postmortems and harassment. The terms like ‘tabular formats’, ‘charge sheets’, ‘enquiries’, ‘line on provident fund’ , ‘punishments-minor and major etc., do disturb the very working mindset. And this dampens the enthusiasm of efficient and upright persons working at different levels and distorts the decision making process. A genuine and a serious attempt has to be made to remove this fear.

5.

Develop a Career Caring Organisation (CCO)

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Banking organisations will have to develop and implement not only an overall HRM & D philosophy but also turn themselves into Career Caring Organisations (CCO). This will create trust amongst employees towards organisational willingness and ability in providing full opportunities for employee growth and career development. For this purpose, banking organisations will need to:  Create a long term and conducive environment for employees’ continued growth and development;  Create proper and closer match between employee skills, aptitudes and jobs;  Develop feed back mechanism and effective tow way communication;  Be very fair and objective in career development and promotion process. The entire career planning system must be transparent, employee-oriented and environment-responsive. 6. Develop All-Rounders Banking has become a very skilled and a highly developed service. While development of specialists in various areas like credit, foreign exchange, information technology, investment management, advisory/support services etc., do help in creating a committed and highly skilled class of workers, officers and executives. Yet in the long run, to cope with the increasing demand from a variety of customers, it may be better to train people and develop all round bankers rather than specialist bankers. 7. Newer Services & Service Delivery Systems To cope-up with the challenges of change, banks are already coming out with newer schemes, services and newer delivery systems in tune with the customer demands and requirements. They are also adapting themselves to the technological changes and competition among the public vs-private sector, Indian-vs-foreign banks and between the public sector banks themselves. With liberalization, needs to be provided world class and globally competitive and comparable banking services needs to be provided. Tele-banking services, aggressive marketing of banking services, door-step banking, technologybacked banking services will become the order of the day. Customers belong to a bank and not to a branch alone. And all this, poses a great HRD challenge for banks and bankers, unions and associations, in terms of attitudinal
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orientation. There is a need to develop bankers at all levels who are friendly and who serve voluntarily, who serve from the heart, who are ever willing to serve and satisfy the customer, willingly, efficiently and cheerfully.

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Chapter – 2

COMPANY PROFILE

The Housing Development Finance Corporation Limited (HDFC) was amongst the first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector, as part of the RBI's liberalisation of the Indian Banking Industry in 1994. The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank in January 1995. HDFC is India's premier housing finance company and enjoys an impeccable track record in India as well as in international markets. Since its inception in 1977, the Corporation has maintained a consistent and healthy growth in its operations to remain the market leader in mortgages. Its outstanding loan portfolio covers well over a million dwelling units. HDFC has developed significant expertise in retail mortgage loans to different market segments and also has a large corporate client base for its housing related credit facilities. With its experience in the financial markets, a strong market reputation, large shareholder base and unique consumer franchise, HDFC was ideally positioned to promote a bank in the Indian environment. HDFC Bank's mission is to be a World-Class Indian Bank. The objective is to build sound customer franchises across distinct businesses so as to be the preferred provider of banking services for target retail and wholesale customer segments, and to achieve healthy growth in profitability, consistent with the bank's risk appetite. The bank is committed to maintain the highest level of ethical standards, professional integrity, corporate governance and regulatory compliance. HDFC Bank's business philosophy is based on four core values - Operational Excellence, Customer Focus, Product Leadership and People. As on 30th June, 2010 the authorized share capital of the Bank is Rs. 550 crore. The paid-up capital as on said date is Rs. 459,69,07,030/- (45,96,90,703 equity shares of
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Rs. 10/- each). The HDFC Group holds 23.63 % of the Bank's equity and about 17.05 % of the equity is held by the ADS Depository (in respect of the bank's American Depository Shares (ADS) Issue). 27.45% of the equity is held by Foreign Institutional Investors (FIIs) and the Bank has about 4,33,078 shareholders. The shares are listed on the Bombay Stock Exchange Limited and The National Stock Exchange of India Limited. The Bank's American Depository Shares (ADS) are listed on the New York Stock Exchange (NYSE) under the symbol 'HDB' and the Bank's Global Depository Receipts (GDRs) are listed on Luxembourg Stock Exchange under ISIN No US40415F2002. On May 23, 2008, the amalgamation of Centurion Bank of Punjab with HDFC Bank was formally approved by Reserve Bank of India to complete the statutory and regulatory approval process. As per the scheme of amalgamation, shareholders of CBoP received 1 share of HDFC Bank for every 29 shares of CBoP. The merged entity will have a strong deposit base of around Rs. 1,22,000 crore and net advances of around Rs. 89,000 crore. The balance sheet size of the combined entity would be over Rs. 1,63,000 crore. The amalgamation added significant value to HDFC Bank in terms of increased branch network, geographic reach, and customer base, and a bigger pool of skilled manpower. In a milestone transaction in the Indian banking industry, Times Bank Limited (another new private sector bank promoted by Bennett, Coleman & Co. / Times Group) was merged with HDFC Bank Ltd., effective February 26, 2000. This was the first merger of two private banks in the New Generation Private Sector Banks. As per the scheme of amalgamation approved by the shareholders of both banks and the Reserve Bank of India, shareholders of Times Bank received 1 share of HDFC Bank for every 5.75 shares of Times Bank. HDFC Bank is headquartered in Mumbai. The Bank at present has an enviable network of 1,725 branches spread in 780 cities across India.All branches are linked on an online real-time basis. Customers in over 500 locations are also serviced through Telephone Banking. The Bank's expansion plans take into account the need to have a presence in all major industrial and commercial centres where its corporate customers are located as well as the need to build a strong retail customer base for both deposits and loan products. Being a clearing/settlement bank to various leading stock

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exchanges, the Bank has branches in the centres where the NSE/BSE have a strong and active member base. The Bank also has 4,393 networked ATMs across these cities. Moreover, HDFC Bank's ATM network can be accessed by all domestic and international Visa/MasterCard, Visa Electron/Maestro, Plus/Cirrus and American Express Credit/Charge cardholders. Mr. C.M. Vasudev has been appointed as the Chairman of the Bank with effect from 6th July 2010 subject to the approval of the Reserve Bank of India and the shareholders. Mr. Vasudev has been a Director of the Bank since October 2006. A retired IAS officer, Mr. Vasudev has had an illustrious career in the civil services and has held several key positions in India and overseas, including Finance Secretary, Government of India, Executive Director, World Bank and Government nominee on the Boards of many companies in the financial sector. The Managing Director, Mr. Aditya Puri, has been a professional banker for over 25 years, and before joining HDFC Bank in 1994 was heading Citibank's operations in Malaysia. The Bank's Board of Directors is composed of eminent individuals with a wealth of experience in public policy, administration, industry and commercial banking. Senior executives representing HDFC are also on the Board. Senior banking professionals with substantial experience in India and abroad head various businesses and functions and report to the Managing Director. Given the professional expertise of the management team and the overall focus on recruiting and retaining the best talent in the industry, the bank believes that its people are a significant competitive strength. HDFC Bank operates in a highly automated environment in terms of information technology and communication systems. All the bank's branches have online connectivity, which enables the bank to offer speedy funds transfer facilities to its customers. Multi-branch access is also provided to retail customers through the branch network and Automated Teller Machines (ATMs). The Bank has made substantial efforts and investments in acquiring the best technology available internationally, to build the infrastructure for a world class bank. The Bank's business is supported by scalable and robust systems which ensure that our clients always get the finest services we offer.
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The Bank has prioritised its engagement in technology and the internet as one of its key goals and has already made significant progress in web-enabling its core businesses. In each of its businesses, the Bank has succeeded in leveraging its market position, expertise and technology to create a competitive advantage and build market share. HDFC Bank offers a wide range of commercial and transactional banking services and treasury products to wholesale and retail customers. The bank has three key business segments: Wholesale Banking Services The Bank's target market ranges from large, blue-chip manufacturing companies in the Indian corporate to small & mid-sized corporates and agri-based businesses. For these customers, the Bank provides a wide range of commercial and transactional banking services, including working capital finance, trade services, transactional services, cash management, etc. The bank is also a leading provider of structured solutions, which combine cash management services with vendor and distributor finance for facilitating superior supply chain management for its corporate customers. Based on its superior product delivery / service levels and strong customer orientation, the Bank has made significant inroads into the banking consortia of a number of leading Indian corporates including multinationals, companies from the domestic business houses and prime public sector companies. It is recognised as a leading provider of cash management and transactional banking solutions to corporate customers, mutual funds, stock exchange members and banks. Retail Banking Services The objective of the Retail Bank is to provide its target market customers a full range of financial products and banking services, giving the customer a one-stop window for all his/her banking requirements. The products are backed by world-class service and delivered to customers through the growing branch network, as well as through alternative delivery channels like ATMs, Phone Banking, NetBanking and Mobile Banking. The HDFC Bank Preferred program for high net worth individuals, the HDFC Bank Plus and the Investment Advisory Services programs have been designed keeping in mind needs of customers who seek distinct financial solutions, information and advice on various investment avenues. The Bank also has a wide array of retail loan
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products including Auto Loans, Loans against marketable securities, Personal Loans and Loans for Two-wheelers. It is also a leading provider of Depository Participant (DP) services for retail customers, providing customers the facility to hold their investments in electronic form. HDFC Bank was the first bank in India to launch an International Debit Card in association with VISA (VISA Electron) and issues the Mastercard Maestro debit card as well. The Bank launched its credit card business in late 2001. By March 2010, the bank had a total card base (debit and credit cards) of over 14 million. The Bank is also one of the leading players in the “merchant acquiring” business with over 90,000 Point-of-sale (POS) terminals for debit / credit cards acceptance at merchant establishments. The Bank is well positioned as a leader in various net based B2C opportunities including a wide range of internet banking services for Fixed Deposits, Loans, Bill Payments, etc. Treasury Within this business, the bank has three main product areas - Foreign Exchange and Derivatives, Local Currency Money Market & Debt Securities, and Equities. With the liberalisation of the financial markets in India, corporates need more sophisticated risk management information, advice and product structures. These and fine pricing on various treasury products are provided through the bank's Treasury team. To comply with statutory reserve requirements, the bank is required to hold 25% of its deposits in government securities. The Treasury business is responsible for managing the returns and market risk on this investment portfolio. Credit Rating The Bank has its deposit programs rated by two rating agencies - Credit Analysis & Research Limited (CARE) and Fitch Ratings India Private Limited. The Bank's Fixed Deposit programme has been rated 'CARE AAA (FD)' [Triple A] by CARE, which represents instruments considered to be "of the best quality, carrying negligible investment risk". CARE has also rated the bank's Certificate of Deposit (CD) programme "PR 1+" which represents "superior capacity for repayment of short term promissory obligations". Fitch Ratings India Pvt. Ltd. (100% subsidiary of Fitch Inc.) has assigned the "AAA ( ind )" rating to the Bank's deposit programme, with the outlook on the rating as "stable". This rating indicates "highest credit quality" where "protection factors are very high"
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The Bank also has its long term unsecured, subordinated (Tier II) Bonds rated by CARE and Fitch Ratings India Private Limited and its Tier I perpetual Bonds and Upper Tier II Bonds rated by CARE and CRISIL Ltd. CARE has assigned the rating of "CARE AAA" for the subordinated Tier II Bonds while Fitch Ratings India Pvt. Ltd. has assigned the rating "AAA (ind)" with the outlook on the rating as "stable". CARE has also assigned "CARE AAA [Triple A]" for the Banks Perpetual bond and Upper Tier II bond issues. CRISIL has assigned the rating "AAA / Stable" for the Bank's Perpetual Debt programme and Upper Tier II Bond issue. In each of the cases referred to above, the ratings awarded were the highest assigned by the rating agency for those instruments. Corporate Governance Rating The bank was one of the first four companies, which subjected itself to a Corporate Governance and Value Creation (GVC) rating by the rating agency, The Credit Rating Information Services of India Limited (CRISIL). The rating provides an independent assessment of an entity's current performance and an expectation on its "balanced value creation and corporate governance practices" in future. The bank has been assigned a 'CRISIL GVC Level 1' rating which indicates that the bank's capability with respect to wealth creation for all its stakeholders while adopting sound corporate governance practices is the highest. HDFC Bank began operations in 1995 with a simple mission: to be a "World-class Indian Bank". We realised that only a single-minded focus on product quality and service excellence would help us get there. Today, we are proud to say that we are well on our way towards that goal. It is extremely gratifying that our efforts towards providing customer convenience have been appreciated both nationally and internationally. 2010 NDTV Business Leadership Awards 2010 MIS Asia IT Excellence Award 2010 Dun & Bradstreet Banking Awards 2010 Best Private Sector Bank

BEST BOTTOM-LINE I.T. Category

 Overall Best Bank  Best Private Sector Bank  Best Private Sector Bank in SME Financing
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Institutional Investor Magazine Poll

HDFC Bank MD, Mr. Aditya Puri among "Asian Captains of Finance 2010"

IDRBT Technology Winner - 1) IT Infrastructure 2) Use of IT within the 2009 Awards Bank Runners-up - IT Governance (Large Banks) ACI Excellence Awards 2010 FE-EVI Green Business Leadership Award Highly Commended - Asia Pacific HDFC Bank Best performer in the Banking category

Celent's 2010 Model Bank Award Banking Innovation Award Avaya Global Connect 2010 Forbes Top 2000 Companies Financial Express Ernst & Young Survey 2009-10 Asian Banker Excellence Awards 2009 Customer Responsiveness Award - Banking & Financial Services category Our Bank at 632nd position and among 130 Global High Performers  Best New Private Sector Bank  Best in Growth  Best in strength     Best Retail Bank in India Excellence in Automobile Lending Bank M&A Integration Technology Implementation

The Asset Triple A Awards Euromoney Private Banking and Wealth Management Poll 2010 Financial Insights Innovation Awards 2010 Global Finance

Best Cash Management Bank in India 1) Best Local Bank in India (second year in a row) 2) Best Private Banking Services overall (moved up from No. 2 last year)

Innovation in Branch Operations - Server Consolidation Project Best Trade Finance Provider in India for 2010
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Award 2 Banking 1) Best Risk Management Initiative and 2) Best Use of Technology Awards Business Intelligence. 2009 SPJIMR Marketing Impact Awards (SMIA) 2010 Business Today Best Employer Survey 2nd Prize

Listed in top 10 Best Employers in the country

We are aware that all these awards are mere milestones in the continuing, neverending journey of providing excellent service to our customers. We are confident, however, that with your feedback and support, we will be able to maintain and improve our services.

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HDFC’S ORGANISATIONAL STRUCTURE Head office Board of Director

⇓ Chairman & Managing Director ⇓ Executive Director ⇓ General Manager ⇓ District General Manager ⇓ Chief Officer ⇓ Deputy chief Officer ⇓ Officer

Staff & HRD Monitoring Credit Overseas Vigilance Monitoring Operation & Inspection

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Regional office Regional Manager ⇓ District General Manager ⇓ Chief Officer ⇓ Deputy Chief Officer
Inspection & vigilance RBI Matters Computer Planning Branch Inspection Staff Matters Training & HRD Security of Premises Business

Officer

Credit loans

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Large branch Assistant General ⇓ Chief Manager ⇓ Senior Manager ⇓ Deputy Manager ⇓ Assistant Manager ⇓ Clerks ⇓ Sub-staff
Administration

Foreign Exchange

Credit To SSI & MNCs Head Messenger loans

Messenger

Drive

Security Guard

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TRAINING AND DEVELOPMENT Employee Training and development are integral parts of staffing function of management. Training implies a systematic procedure where by employee are imparted technical knowledge and skills for specific jobs. Development on the other hand implies educational process aimed at growth and maturity of management personnel in terms of insights, attributes adaptability, leadership and human relations on the basis of conceptual and theoretical knowledge. HDFC has been paying much attention for the training of their staff. Various training programme to update the knowledge of the staff. The emphasis is on the dissemination of knowledge, development of skills and orientation of attitude of the staff for enabling them to cope up with the challenges that are taking place in the banking. In kepin with the fundamental principles of HRM, the bank has perceived the training system as mechanism to develop a competitive workforce by growing the available talent and to prepare them for meeting the on going and emerging challenges of the market forces. HDFC Bank also conduct training to improve the banker consumer relationship. The managerial and supervisory training’s are also conducted on every step of promotion. The training is immediately called whenever any employee is elevated to next promotional post. The trained employee is tested by his performance in the trained area. The trained employee is given a chance to work with more responsibilities. Both training and development are interrelated. A trained person will deliver a better goods contributing to the development. PERFORMANCE APPRAISAL It is process of estimating or yielding the value excellence, qualities or status of some object, person or thing, the purpose of performance appraisal is to determine what aspect of performance needs to be evaluated.

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Performance appraisal in HDFC bank is used for: Identifying employees for salary increases, promotion transfer and lay off or termination of services.  Determining training needs of further improvement in performance.  Motivating employees by indicating their preference levels  Establishing a basis for research and research for personnel decisions in future. Performance appraisal in all PSB ‘s is kept confidential. It is now self-appraisal where a structural form is filled and any other incident or area which are not included in the appraisal form may be expressed separately. Every regular appraisal or of employees is being carried out. A new concept of appraisal known as potential appraisal is being adopted by HDFC where potential managers based on performance and leadership qualities are identified. They are mad members of the excellence club, which is headed by the chairman. PUBLIC RELATIONS IS HDFC Knowing the importance of internal communication, the bank started House Journal. The publication is intended to lighten the employees about the performance and progress of the bank, to cover news about the employee’s contribution of the growth of the bank and also to encourage the inherent talents of the staff. The bank has adopted multi pronged strategy to disseminate information with a view to reach larger sections of the society in various states. TRANSFER AND PROMOTION Transfer is a horizontal or lateral movement of an employee form one job section, deptt. shift, plant or position to another at the some or another place. Clerks are transferred after every 5yrs. And officers are transferred after 3yrs. Promotion is an upward assignment of an individual in an organization hierarchy accompanied by increased responsibilities enhanced status and usually with increased income. Bank promotion tries to line balance between internal source of personal promotion and external sources. On one hand between merit and ability against length of service on the other hand.

28

Promotion policy followed by HDFC Bank are:Promotion by merit: promotion by merit provides incentives to employees for continuous improvement in work. It positively adds to the overall organizational effectiveness. Promotion by Seniority It is an antidote for arbitraners in promotion. It minimizes disputes on promotion. TRADE UNIONS IN HDFC A continuous and voluntary association of the salary or wage earners and engaged in whatever industry or trade, forward for safeguarding the interest of its members maintaining and improving the conditions of their working lives, raising their lives raising their status and promoting. Their interest and securing better relations between them and their employees through collective bargaining. In other words trade union is a device which enable as group in an industry or trade to bargain with any other class group or group on equal goofing. Trade unions function on the basis of three cardinal. These principles are I) II) III) Unity is strength Equal pay for equal work for the same job. Security of service

Role Of Trade Union Can Be Categorized Into  The clerical wing is known as All India Bank Employee Association  The officers wing known as All India bank officers Association. Both of them are affiliated t communist ideology there are many other union like AIBOC (All India Bank Officers Configuration). These are the unions at national level. The union in HDFC is known as AIHDFCA (All India HDFC Bank Association) affiliated to AIBOC at National Level. Likewise AIHDFCA are industry level officers association, and there are several others association.

29

Chapter – 3

OBJECTIVE
Every study has its own objective. The aims and objectives of study are as follows: • • • • To determine the extent and degree of the training programmers fulfilling the set objective. To identify and analyze whether the training’s input, trainings techniques and methods are in line. To analyze the assessment of training needs. To analyze the learning process of trainees and suggest the effective measures.

30

Chapter – 4

METHODOLOGY
Research Design Research design is a research plan which requires that what data are to be collected, what research techniques and instruments are to be used, how a sample is to be selected, and how information is to be collected from this sample. A research design specifies the methods and procedures for conducting a particular study. Broadly speaking, research design can be grouped into three categoriesexploratory research, descriptive research, and causal research. Research Instrument Descriptive research is used in this project report in order to understand the evolving competitive environment in the banking sector in India and to make a comparative study among few banks operating in public private and foreign sector. This is the most popular type of research technique, generally used in survey research design and most useful in describing the characteristics of consumers behavior. The method used were following  Questionnaire method.  Direct Interaction with the users.  Data collection. Mode of data collection
 Primary Data: - The sources of Primary data were Personal interviews.  Secondary Data: - The sources of secondary data were the books and magazines.

Sample size planning: Sampling is simply the process of learning about the population on the basis of sample drown from it. It is that part of the universe which is selected for the purpose of investigation. Sampling may be defined as a part of the whole, which represents all the characteristics of the whole under consideration. Sample size: 100 Approach: Convenience sampling Methodology of sampling Subjective and judgment non-random sampling was adopted for our research work due to large sampling area. Any type of sampling in which the sample selected depends on personal discretion of the Investigator is subjective or judgment sampling.
31

This technique is used here because of the definite purpose in view and as such is not used for general purposes. This sampling method has been used the choice of sample depend exclusively on the judgment of the investigator. This methodology has been used because of following reasons:  To know the most typical of the population with respect to the characteristic under study.  Population is selected on the subjective basis and no probability law is applied.  Biasness can be avoided as the investigator can make out who are answering correctively or not.

32

Chapter – 5

DATA ANALYSIS AND INTERPRETATIONS
Q.1 IN WHICH CATEGORY DO YOU FALL? Office Non-Officers 24 76

80 70 60 50 40 30 20 10 0

76

24
Officers Non-Officers

The

sample size of my research was 100 i.e. 24 officers & 76 Non-officers.

33

Q. 2 IN WHICH “ AGE GROUP” CATEGORY DO YOU FALL? Up to 40 years 40-45 Above 50 years
60 50 40 30 20 10 0 Up to 40 years 40-45 Above 50 years

16 56 28

Majority of the respondent (56%) fall in the age group of 40-45 years. 16% are below 40 years and 28% are above 50 years.

34

Q.3. DO YOU THINK TRAINING PROGRAMMERS SHOULD BE Officers Non- Officers
70 60 50 40 30 20 10 0 0 24 6 Officers Non-Officers 70

Yes 24 96

No 0 6

It is

clear form the above data that 100% of officers and more than 85% of

Employees under stand the need and importance of training programmers in the organization.

35

Q.4. WHICH OF THE FOLLOWING METHODS WOULD YOU PREFER TO DEVELOP SKILLS? On the job Officers Non- Officers 8 28 Small group Discussions 10 30 Formal Training 6 18

30

28

30

25

20

18

15

10

8

10 6

5

0 Ob the Job Small Group Discussions FormalTraining

36% of the total. Respondents want practical or on the training, 40% want it in group discussion. Only 24% want it in formal training. So large percentage of employees want on the job training specially Non-officers and small percentage of employees want training specially Non-officers and small percentage of employees want training through group discussion.

36

Q5. HOW OFTEN OF YOU INCLUDE YOUR WORK AS A PART OF A TEAM? Category Officers Non-Officers
45 40 35 30 25 20 15 10 5 0 Frequebtly Occasionally 14 6 6 4 0 Seldom 23 Officers Non-Officers 45

Frequently 14 45

Occasionally 6 23

Seldom 4 6

Never 0 2

2

Never

59% of the employees in the organization said that they are frequently involve their job as an essential part of term and 29% said that they are occasionally include as a part of team.

37

Q.

6.

DO

YOU

UNDERRATED YES 20 64

THE

LEGAL NO 4 12

RIGHTS

AND

RESPONSIBILITIES AS AN EMPLOYEE OF THE ORGANIZATION Officers Non-Officers 70 60 50 40 30 20 10 0 Yes 20 12 4 No
Officers Non-Officers

64

Around 84% of employees are aware of their responsibilities, legal rights, requirements of their organization but 16% are not aware of it.

38

Q.7. HOW WELL DO YOU COMMUNICATE WITH YOUR Officers Non-Officers
50 40 30 20 10 0 Highly Effective Effective Ineffective
Officers Non-Officers

Highly 10 26

Effective 24 49

Ineffective 0 1

Above 80% employees said that effective communication is the back bone of any organization body. More than three-fourth of organizational conflicts are the outcome of poor distortions in communicational. Better communication will lead to lesser conflicts which will further amount to sound organizational health and profitability.

39

Q8. HOW OFTEN DO YOU PROVIDE SUPPORT TO YOUR TEAM? Category Officers Non- Officers Frequently 12 50 Occasionally 6 19 Seldom 4 6 Never 2 1

50 40 30 20 10

50

19 12 6 Occasionally 4 6 Seldom

Officers Non-Offficers 2 1 Never

0 Frequently

62% of the respondents said that they are frequently provide support to their them. 25% of them said that are occasionally provide support to their team and 10 % of them said that they are seldom provide support to their and 3% of them said that never.

40

Q.9. IN WHAT WAYS DO YOU PROVIDE SUPPORT TO YOUR TEAM? By Officers Non-Officers suggestions 7 20
40 35 30 25 20 15 10 5 0

giving By motivating the By employees 10 40
40

helping

in

problem solving 7 16

20 7 10 7

16

Officers

Nonofficers

50% of the employees said that they are support the term because of motivating them, 23% of the employees feel that supervisors helping in problem solving. Motivation of employers will not only develop the employees but it will also lead to speedily and effective implementation of decisions.

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Q10. DO YOU USE AIDS (LIKE AUDIO VISUAL AIDS ETC) FOR COMMUNICATING NECESSARY? Officers Non-Officers
70 60 50 40 30 20 10 0 Yes No 20 11 4
Officers Non-officers

WITH YES 20 65

CUSTOMERS/

EMPLOYEES NO 4 11

WHEN

65

85% of respondents said that they using aids for communicating with customers when necessary. 15% of them said not using aids.

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Q.11.

IF

YES,

WHAT

KIND

OF

AIDS

DO

YOU

USE

FOR

COMMUNICATING? Officers Non-Officers AUDIO-VISUAL 8 26 VISUAL 9 24 OTHERS 7 26

30 25 20 15 10 5 0 AUDIOVISUAL VISUAL 8 9 7
Officers Non-Officers

26

24

26

OTHERS

Out of 100%, 34% of respondents are using audio-visual and 33% using visual aids and 33% using other aids for communicating. Audio- Visals constitute a one-way system of communication with no scope for the audience to raise doubts for clarification. Further there is no flexibility of presentation form audience to audience.

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Q.12

DO

YOU

ASSIST YES 21 6

AND

ENCOURANGE NO 3 10

MOBILITYWHEN

APPROPRIATE? Officers Non-Officers
70 60 50 40 30 20 10 0 Yes 21 10 3 No

66

More than 87% of respondents says yes, 13 % of them not assist and encourage mobility when they needed.

44

Q.13 DO YOU USE INTROSPECTION AND UNDERSTAND YOUR LIMITATIONS? Category Officers Non-Officers
40 35 30 25 20 15 10 5 0

Frequently 16 40
40 30

Occasionally 8 30

Seldom 0 6

Never 0 0

16 8 6 0 Seldom 0 0 Never

Officers Non-Officers

Frequently Ocasionally

In response to this question, 56% employees responded that they frequently use introspect and understand their limitations and 38% of them occasionally and 6of them are seldom use introspect and understand their limitations.

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Q.14 HOW OFTEN DO YOU USE YUR KNOWLEDTGE OF THE DUTY OF CARE AS AN EMPLOYEE OF THE ORGANIZATION? Category Officers Non-Officers Frequently 17 46 Occasionally 6 23 Seldom 1 7 Never 0 0

100 80 60 40 20 0

90

0 Frequently Seldom

10 Occasionally

0 Never

it will be observed form the above data that the percentage of employees who feel that the 63% of them frequently use their knowledge of the duty of care as an employee of the organization.

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Q.15 DO YOU MANAGE FINANCE OF THE ORGANIZATION IN THE SAME WAY AS YOU MANAGE YOUR PERSONAL FINANCE? Officers Non-Officers Yes 18 49 No 6 27

50 45 40 35 30 25 20 15 10 5 0

49

27 18 6 Yes No

Officers Non-Officers

75% of officers and 64% of non-officers response that they manage finance of the organization as they manage their personal purpose. Most of the employees feel that their personal goals are in conformance with organizational goals.

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Chapter – 6

RECOMMENDATIONS
Training is an important and indispensable part of any organization and so does feel the employees of HDFC. But only a small percentage of them could actually spell out the reasons for organizing the training programmes. Benefits like updating of knowledge, development of employee skills, coping up with the changing scenario, increased efficiency etc. were stated by a few. A vast majority is still unaware of the real significance for training. Hence there is no motivation for attending the training programmes. Thus regular reinforcement off the importance of training programmes is required. This can be done by stating the importance of training programmes before the commencement of each session. Apart from this the objective of training should also be stated by the faculty, so that the trainees realize why they are undergoing the particular session. This objective will also keep in view better evaluation of the sessions by participants. Motivation is the driving force, which enables a person to give his 100% to each programme. This motivation can come in the individual only if the training programme fulfills his individual needs. Hence the nominations should be need based. Need HODs or location in-charges; with the help of peer groups or team members of the individual and the individual himself can do analysis. A record of each individual, deptt., PF number, his needs and the particular Programme, which the individual is required to attend needs to be made at the end of each year by the HOD. This record should be sent to the training department. The department, based on nominations given can decide for the training programmes of the next year and hence can send information about particular programmes to particular regions in advance. Software developed on the above basis can make the work of HOD and training department easier. It should be noted that the assent of the individual employees should be taken before sending the nominations for particular programmes. The participatory rural appraisal method revealed that some employees were sent again and again for various programmes. The other employees of the same department who even if required the training were being neglected. Some employees had 7-8 years or more of time ago in attending the training programmes. The reason being that the location in charge or HOD could not spare the other employees due to work load or the privileged few were their favorites so they were sent again and again. To prevent the frequent nomination of an Indian for various programmes and
48

to give chance to other a system of record keeping was suggested or keeping the records training cards for each employee was made, where every detail of the employee concerning the training could be recorded and kept by Training Department and Head of Department for reference check. The training card has been started. The training cards will enable each employee of particular department to undergo training on rotational basis at regular intervals. It is observed that the mandate 55% of the employees need to be trained annually impedes the quality of the training programmes. Sometimes the nominations for particular programmes do not complete the quorum, so those programmes cannot be organized. Hence the training department, in order to cover their target of 55% increases the number of training programmes. Hence for furtherance of the mission of training programme i.e. "To facilitate the process of integration of personal ambitions and aspirations of employees with corporate objectives through training interventions". This criterion of covering 55% of employees needs to be dissolved. This compulsion forces unnecessary nominations and programmes, which not only leads to wastage of time, effort, energy and money but also is noneffective. Training needs for Individuals To combat the competitive environment every organisation need to have 'Stars' i.e. the employees with high performance and high potential level. The 'Stars' do need regular training to keep themselves updated with the latest developments in the field. The specific training needs of individuals are as under: Training Needs for Staff > Staff people should be trained in interpersonal relations to maintain sound industrial relations. Which is the prime need for any organization’s success. > Work planning should be taught to the staff to enable them for maximum contribution. > Objective setting is another where staff needs to be trained. > Training Needs for Supervisors > Supervisors should be trained in interpersonal relations and conflict management as their role is very significant and central. > They should be trained on delegating skills. > They should be trained on positive thinking in tne larger interest of employees and that of organisation.
49

Training Needs for Executives > Executives must be sound in interpersonal behaviour to encourage the humanrelation philosophy in the organisation hence training should be provided. > Conflict-management style must be taught to be executives. > Positive-leadership and Institution building should be another area of training for executives. Group and organisational training Needs Organisations are composite of individuals and groups. Individual contributions add to the group contribution, which ultimately gets converted into organisational output. The same way training to individuals is training to group and organisation in an amalgamated form. Hence the individual training needs may also taken as group and organisational training needs.

50

Chapter – 7

CONCLUSIONS
To be true and honest the training and development team of HDFC works on the basic of triple "E" i.e. is efficiently, elaborately & effectively. Hence we can say that just 5 years old the organization into the Indian subcontinent and with the quantum of people they arc-working with and type of turnover they are showing is amazing. Under noted few suggestions cum conclusion can be taken as for implementation to reap furtherest benefits. It is found that the average age group of trainees are in their twenties or early thirties which signifies that the consumer durable industry need more of young blood as enthusiasm is an integral part of the industry. The maximum emphasis is given to job instruction methods where the trainee are made to understand their job thoroughly and the role they are going to play in performing their job. Lecture as well as the presentation is the major part of imparting the education and training them. Respondent are not the part of planning and designing of the training programme they do approach either to training team or the team head and in rare case they go to trainer itself. The entire respondent felt' that they were encouraged to come out with their own ideas (innovation training) and concepts too. The training objective are in keeping with needs and abilities of the trainee and it is this that proves to be the major reason for success of the training as whole. The relation objective is in keeping with needs and abilities of the trainee and it is this that proves to be the major reason for success of the training as whole. The relation between the training methods adopted and the training objective are to be harmonious as it is the training method that fulfills the goal set by the training objective. To equip the trainee with new and relevant knowledge is one of the major objectives of the training programme and this also helps in maintaining the curiosity of the trainee through out the training session.

51

The trainee fill the feedback form and from time to time test are conducted to know the gauge the effectiveness of training to employee to check their memory if they retain anything or not. We think that time management is one of the thing on which LG team must emphasis so that there employee can be more productive as it was found during the visit to the corporate office people they lack in managing themselves. Stress management training is more important for employee as it was observed that people are all the time in tension like situation as to how to do what to do when to do, no time and things like that which kept them tensed all time. Last but not least behavioral training is more important as while doing the study it was found that people are less cooperative and outgoing to help out. Rather they felt as if study won't do any harm to them in terms they would divulge information. Apart from all other training even meditation training if can be done then we think it would add to a greater advantage to the employee as they would feel more relaxed and light while working as sitting all the day in front of their laptop or personal computer they get tired. It's good to start new thing. Let's begin it. HDFC has very pragmatic HRD policy to develop its employees. In spite of it outcome has not been very encouraging. The reasons could be numerous. The results of the organisation major thrust of training for staff people as compared to supervisors and executives and on this front it has been successful enough. The results of manifest the though training is required for each of three categories of employees, yet the staff people need lesser training when compared with Supervisors and executives. The training is more or less fashion for senior level for it does not fulfil the actual needs. Further it is imparted without taking the views of and proper counseling to prospective trainees. Hence if the organisation wishes to have real fruits of training it should import training on by after proper counseling and honoring the view of employees to be trained. Training should follow only after thorough training need identification exercise, which is a continuous programme.

52

BIBLIOGRAPHY
1. The Journal of Institute of Bankers. 2. Dessler G., Human Resource Management, Pearson Education Asia, 8th Edition, 2000. 3. K. Aswathappa, Human Resource and Personnel Management, 3rd edition, 2002. 4. Edwin B. Flippo, Personnel Management, McGraw-Hill College, 1984. 5. HDFC Bank -Monthly Review. 6. Personal Management – Arun Monappa, Mirza, Saiyadain. 7. Principles of Bank Management – P Subba Rao.
8. Know your bank – Booklets of HDFC Bank.

9. Libraries  PHD  CII  FICCI 10. Web sites of the three banks http://www.hdfcbank.com/aboutus/general/default.htm http://www.hdfcbank.com/aboutus/general/Promoter.htm http://www.hdfcbank.com/aboutus/general/business_focus.htm http://www.hdfcbank.com/aboutus/general/capital_structure.htm

53

APPENDICES
QUESTIONNAIRE Dear Sir/Madam, I am a trainee doing a project on “Training and Development of HDFC Bank ". Therefore, I kindly request you to fill up this questionnaire to enable me to complete my project and return me positively. I assure you that your suggestions and feedback will be absolutely kept confidential. Please tick the option which best applies to you: Ql. IN WHICH CATEGORY DO YOU FALL? (A) OFFICERS (B) NON-OFFICERS (A) UPTO40 YEARS (B) 40-50 YEARS (C) ABOVE 50 YEARS ORGANISED?
(A) YES (B) NO

□ |] Q D D

Q2. IN WHICH "AGE GROUP" CATEGORY DO YOU FALL?

Q3. DO YOU THINK TRAINING PROGRAMMES SHOULD BE □ □

Q4.WHICH OF THE FOLLOWING METHODS WOULD YOU PREFER TO DEVELOP YOUR SKILLS? (A) ON THE JOB
(B) SMALL GROUP DISCUSSIONS


D

(C) FORMAL TRAINING TEAM?
(A) FREQUENTLY (B) OCCASIONALLY
Q n

Q5.HOW OFTEN DO YOU INCLUDE YOUR WORK AS A PART OF A (C) SELDOM (D) NEVER

Q6.DO YOU UNDERSTAND THE LEGAL RIGHTS AND RESPONSIBILITIES AS AN EMPLOYEE OF THE ORGANIZATION?
(A) YES

(B)NO

54

Q7.HOW WELL DO YOU COMMUNICATE WITH YOUR TEAM? (A) HIGHLY EFFECTIVE (B) EFFECTIVE (C) INEFFECTIVE
(A) FREQUENTLY (B) OCCASIONALLY

□ □ □

Q8.HOW OFTEN DO YOU PROVIDE SUPPORT TO YOUR TEAM? □ D (C) SELDOM D (D) NEVER D □ □ □

Q9.IN WHAT WAYS DO YOU PROVIDE SUPPORT TO YOUR TEAM? (A) BY GIVING SUGGESTIONS (B) BY MOTIVATING THE EMPLOYEES (C) BY HELPING IN PROBLEM SOLVING Q10.DO YOU USE AIDS FOR COMMUNICATING WITH CUSTOMERS/EMPLOYEES WHEN NECESSARY?
(A) YES (B) NO

□ □

Q11.IF YES, WHAT KIND OF AIDS DO YOU USE FOR COMMUNICATING? (A) AUDIO-VISUAL (B) VISUAL (C) ANY OTHER APPROPRIATE?
(A) YES (B) NO
D D

□ □ □

Q12.DO YOU ASSIST AND ENCOURAGE MOBILITY WHEN

Q13.DO YOU USE INTROSPECTION AND UNDERSTAND YOUR LIMITATIONS? (A) FREQUENTLY (B) OCCASIONALLY D (C) SELDOM (D) NEVER

Q14.HOW OFTEN DO YOU USE YOUR KNOWLEDGE OF THE DUTY OF CARE AS AN EMPLOYEE OF THE ORGANIZATION? (A) FREQUENTLY (B) OCCASIONALLY □ □
55

(C) SELDOM (D) NEVER

Q15.DO YOU MANAGE FINANCE OF THE ORGANIZATION IN THE SAME WAY AS YOU MANAGE YOUR PERSONAL FINANCE? (A) YES
(B) NO

□ D

Q16.ANY OTHER SUGGESTION THAT YOU WOULD LIKE TO GIVE FOR TRAINING PROGRAMMES:

THANK YOU FOR YOUR COOPERATION

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