Chapter - II

ORGANIZATION PROFILE

State Bank of India

The origin of the State Bank of India (SBI) can be traced back to more than

200 years. The Bank of Calcutta was established on 2nd June 1806 by the Imperial

Government. Later on the bank received it’s charter and was re-designed as the

Bank of Bengal on 2nd January 1809. It was the first joint-stock bank sponsored by

the Government of Bengal. It was a unique institution. Two more Presidency Banks

The Bank of Bombay on 25th April 1840 and the Bank of Madras on 1st July 1843

followed thereafter. It has been observed that there were lack of coordination

between these three Presidency Banks, and the need was felt for one central bank

for the whole country. Hence, these banks were amalgamated into Imperial Bank of

India which was brought into existence on 27th January 1921 by the Imperial Bank

of India Act of 1920.

Bank of Bank of Bank of

Bengal Bombay Madras

Imperial Bank
of India

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 The triad had been transformed into a monolith and a giant among Indian

commercial banks had emerged. The bank took on the triple role of a banker to the

government, a commercial bank and a banker’s bank. The bank during the three and

a half decades of its existence recorded an impressive growth in terms of deposits,

advances, offices or branches, reserves and investments, the increases in some cases

amounting to more than six-fold. The bank had a firm and durable platform in terms

of financial status and security inherited from its forerunners. The bank consistently

maintained its lofty traditions of banking and high standard of integrity in its

operations which inspired confidence in its customers. All these enabled the bank to

acquire a pre-eminent position in the Indian Banking Industry and also secure a vital

place in the country’s economic growth and development. When India attained

freedom on 15th August 1947, the Imperial Bank had a capital base (including

reserves) of Rs 11.85 crores, deposits and advances of Rs 275.14 crores and Rs

72.94 crores respectively and a network of 172 branches and more than 200 sub

offices extending all over the country.

India lives in her villages. The development of rural India was given the top

priority in 1951 when the first five year plan was launched. Till then, the Imperial

Bank of India and the commercial banks had confined their activities (operations)

only to the urban sector. And they were not equipped to respond to the emergent

needs of economic regeneration of the rural sector or areas. In order, therefore to

serve the economy in general and the rural sector in particular, the All India Rural

Credit Survey Committee recommended the creation of a state - partnered and state-

sponsored bank by taking over the Imperial Bank of India, and integrating with it

the former state-owned or state associate banks. On 8th May 1955 an act was passed

in Parliament and State Bank of India (SBI) was constituted on 1st July 1955. More

than a quarter of the resources of the Indian banking system thus passed under the

41
direct control of the state. Later on, the State Bank of India (Subsidiary Banks) Act

was passed in 1959 enabling the State Bank of India to take over eight former state-

associated banks as its subsidiaries (later named Associates).

Thus, State Bank of India was born with a new sense of social purpose aided

by the 480 offices comprising branches, sub offices and three Local Head offices

inherited from the Imperial Bank of India.

The concept of banking as mere repositories of the community’s savings and

lenders to creditworthy parties was soon to give way to the concept of purposeful

banking subserving the growing and diversified financial needs of planned

economic development. State Bank of India was destined to act as the pacesetter in

this respect and lead the Indian banking system into the exciting field of national

growth and development.

Table No: 2
Growth of SBI
Year Local Head Offices Number of Branches Foreign Branches
1955 03 480 -
84 offices in 32
2010 14 12000
Countries

Source : www.sbi.co.in

The above table shows the growth in numbers in terms of Local Head

Offices, branches and offices established inside and outside India.

No financial institution in the world today can claim the antiquity and

majesty of SBI. Established nearly two hundred years back with the primary intent

of imparting stability to the money market, the bank from its inception mobilized

funds for supporting both the public credit of the Company’s Governments in the

three presidencies of British India and the private credit of the European and Indian

merchants. The bank became intimately involved in the financing of practically of

42
every trading, manufacturing and mining activity of the sub-continent after 1860s.

Al though large European and Indian merchants and producers were the principal

beneficiaries, the ‘small man’ was never ignored as loans as low as Rs 100 were

disbursed in agricultural districts against gold ornaments. The bank carried out

numerous central banking functions till the creation of the Reserve Bank of India

(RBI) in 1935.

Adaptation to a changing world and the needs of the hour has been one of

the major strengths of the bank. In the post-depression era, for instance when

business opportunities became extremely restricted, rules laid down in the book of

instructions were relaxed to ensure that good business did not go past. Yet seldom

did the bank contravene its rules or depart from sound banking principles to retain

or expand its business. Branches were established throughout the nation to grab the

opportunities of an expanding economy. Now business strategies were also evolved

way back in 1937 to render the ‘best banking service’ through ‘prompt and

courteous’ attention to customers. A highly efficient and experienced management,

functioning in a well-defined organizational structure, did not take long to place the

bank on top in the areas of business, profitability, internal discipline and above all

ability.

Training and Development Programmes in SBI

SBIs experience in staff training spans more than four decades. It is based on

an in-depth understanding of the business and banking environment domestic as

well as international. A full-fledged Management Information Systems Department

was established on 1st November 1975. Such departments have been opened at

Local Head Offices (LHOs) to provide various levels of management and

techniques. The main emphasis of staff training was to develop job-knowledge,

skills, attitudes and aptitudes. Orientation programmes for inspecting officers,

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special programmes for area superintendents etc were introduced during the year.

The bank also tries to include the staff or employees in decision making efforts.

There was a much greater awareness among the staff of the urgent need for serving

the customer efficiently and politely due to the training programmes.

Training Methods Diagam page-5

Onsite Training Off the job training Visiting faculty scheme

1. On Site Training: In this method staff of few branches is trained at regional

offices.

2. Off the Job : In this method staff will be trained at training colleges

3. Visiting Faculty Scheme : In this method trainers will visit a particular

branch for 2 or 3 days and give on the job training.

Training and Development Policies and Practices in SBI

The training policy and practice of any organization cannot be considered in

isolation, but it has to be seen as an integral part of the corporate policy and

philosophy. Besides, it must be effectively integrated with the various HRD

mechanisms like, human resource planning, recruitment and selection, performance

appraisal, potential appraisal compensation system, career planning and promotion,

and employee counseling to name a few viewed from this broader angle. The bank

has a clear cut policy towards human resource development and achieving banks

goals through training and development programmes.

The training policy and practice of the bank can be understood by examining

the training practices over a period of time. The bank provides training to its staff as

and when new products and services are launched apart from regular training.

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Further, keeping in line with the Government policy of providing necessary training

with a view to bringing SC/ST candidates on par with general category, the bank

has been conducting pre-examination training for such candidates who apply for

clerical and officers’ jobs in bank. Besides, training programmes for those

clerks/cashiers belonging to this category are organised who are eligible for

promotion to officer cadre. The training programmes are conducted regularly at 4

apex level training colleges and 45 State Bank Learning Centers (SBLC’s) formerly

called as State bank Training Centers across the country. Young officers of the bank

are being encouraged to take up management education by way of sponsorship tie-

up with the S.P. Jain Institute of Management. Already 50 officers of the bank have

been enrolled in the programmme on a trial basis. The training colleges and SBLCs

are recognised as the best training colleges in the country. The bank conducts

training programmes on a regular basis to its staff and staff of the associate banks.

The training programmes may be broadly classified as induction, intermediate and

functional programmes. The induction programme attempts to equip the fresh

recruits, the technical aspects of banking systems and procedures as well as the

various legal obligations which banks have to fulfill. Intermediate programme aims

to reorient the attitudes, for a role transition, to those employees who have risen

from the ranks and are holding managerial positions. And some training

programme deals with the functional aspect of banking such as agricultural banking,

rural development banking, international banking, personnel management and

industrial relations etc. In addition to the above, some of the sessions, in a training

programme are also devoted to provide the trainees, with the general appreciation of

comupters and developments in the banking industry, in order to cope with the

changing conditions.

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 The transformation process initiated by the bank encompasses a wide

canvass including change in the mindset of the bank staff. According, the first

mass Internal Communications Programme named “Parivartan” (a brainchiled of

Mr. O.P.Bhatt, Chairman, SBI) was rolled out across the bank last year and an

independent evaluation by the Xavier Institute of Management, Bhubaneswar, has

found that “Parivartan” had brought about a perceptible positive change in bank

staff in each of the 25 identified customer service parameters.

Apart from the training at the training colleges/centers, on the job training is

provided through job rotation of the work situation. And it is closely monitored to

ensure that the staff gets an all-round exposure in all banking functions. In addition

to the above, the bank staff and faculty of the training colleges/centers are deputed

to NIBM, RBI training centre at Pune and Bombay for advanced training in credit

management, rural development and planning, international banking, organizational

development etc. The bank staff also attends seminars, workshops, and EDPs on

various issues and developments relating to banking industry. Besides, training of

the trainers is a regular area of activity of these training centers / colleges. In

addition to the institutional training, Visiting Faculty Scheme (VFS) has been

extended as an alternative training channel especially to cover those staff that is

unable to get deputed, for various reasons. In this, the trainers would visit branches

for transferring skills and knowledge right at the workplaces.

Role of Training and Development in SBI

The above analysis points out the various opportunities available for

employee training and development. Over the years, the bank has integrated its

training function as a vital input for providing the staff, with different kinds of

technical, managerial and conceptual skills for effective performance. The top

management considers it as an important factor for preparing their staff to meet

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fierce competition emerging in the banking industry in view of economic reforms

and technological developments.

SBI considers its employees as human capital/resources and training and

development enables them to enhance their skills, capabilities, knowledge and

change in attitude and prepares them to gain competitive advantage in business.

This thinking is in tune with the rising expectations of this generation of bank staff,

who demand interesting and meaningful work and expect job satisfaction and

rewarding career.

The society is moving towards a moneyless state and a plastic card society.

Such a changing society demands faster processing of funds with least cost and

quality of service which is said to be poor among the banks. In this scenario

excellence of services is a critical factor in boosting the image of the bank.

Training, development, education assumes a crucial role for developing right

attitudes among the bank staff to suit their jobs/ tasks. The top management of the

bank has ambitious programmes to strengthen the existing learning/ training system

and prepare their staff to meet the present and future needs of the bank.

Internal Training Programmes – On – the – job training

Most of the learning of the bank staff takes place on the job. An employee

during the course of his/her work acquires the necessary skills, knowledge and

develops attitudes for doing various tasks assigned to him from time to time out of

curiosity or necessity. And the same can be used as an effective and useful training

intervention with formal mechanisms created as a part of the training policy.

Usually the clerical staff are assigned a particular banking function for a period of

four to six months for providing them relevant work experience. Then the staff is

rotated from one function to the other as and when they complete the period. In the

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course of such rotation, the bank staff is also exposed to training/learning centres on

basic issues related to the banking function currently held by them.

Similarly, the bank created a formal mechanism of providing on the job

training to the probationary officers by assigning the various functions in the branch

besides training at the centres. It provides the relevant job experience in the

workplace itself. The effectiveness of the above measure is largely dependent on

the superior who can devote the required time to give the necessary guidance and

suggestions to the staff. But due to the pressures at the branches, superiors generally

find it very difficult to fulfill the task.

Other Training Interventions

SBI has adopted VFS, MMP and QCs as supplementary training

interventions. Information based on the official records, discussions with the line

functionaries at HO, Controlling at ZOs, faculty/trainers at training centres and

survey results are the variables for drawing inferences in this area.

A. Visiting Faculty Scheme (VFS)

It has been introduced in order to facilitate transfer of knowledge and skills

at the branch, with the objective of providing need based, on the spot training. It

was originally conceived to provide on the job training to bank staff located in

remote places with limited staff and where it is difficult for the branch managers to

spare the staff for training purposes. However, it has been extended to other

branches also. The faculty provides the intervention and conducts the programmes

at the selected branches followed by a second visit to about 20 percent of such

branches in order to review the impact of their first visit.

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B. Manager to Messenger Programme (MMP)

SBI started this programme with the following objectives:

a) Bringing about attitudinal awareness among members for attaining

excellence in customer service.

b) Building up team spirit among members.

c) Creating awareness in the staff about the centrality of the customer.

After conducting this programme at a particular branch the training centre chief

presents a detailed report of the same where as branch manager who is equally

responsible in conducting such programme, does not submit any report. The bank

should direct branch managers to provide an independent report of the same

programme and its impact. While submitting such a report, the branch manager

should also consult his/her staff in this regard. It has to be conducted only in special

cases and not as a routine case, as it is costly, and is doubtful to expect frankness

and openness in the branch staff in a short span of one day.

C. Quality Circles (QCs)

It provides ample scope for harnessing individual creativity and talent on one

hand and promoting team spirit for the active involvement of staff on the other

hand. It emphasizes on customer focus with customer satisfaction. In this the

branch manager acts as a facilitator. It must be viewed as an integrative concept

and must start from the top through a transformational leadership. In order to

promote this concept and philosophy, the training centres have conducted a number

of programmes and organised seminars and workshops in the organization. The

concept is yet to catch up. And it requires a total commitment from the top and

must become an integrated mechanism of the training system.

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External Training Programmes

The external training facilities to the bank staff are mainly from the 4 apex

level training colleges and 45 State Bank Learning Centres (SBLCs). All these

provide regular training throughout the year to SBI staff and staff of the associate

banks. Further, the senior executives of the bank attend seminars and training

programmes organized by NIBM and RBI, on policy issues relating to the banking

industry. Apart from the above, the top executives of the bank are also deputed to

training programmes organised by non-banking training institutions such as ASCI

etc. The bank staff, who is deputed to the above training programmes, acquires the

skills, knowledge in the functional areas, and experiences due to the association

with their co-trainees and this is a source of strength. The bank staff, therefore,

enjoys the exclusive privilege of being trained at the above colleges and centres

which are recognised as premier training institutions and college in the country

Industry Level Training Institutions

Unlike the state bank training colleges and centres which concentrate on

bank related training programmes, the industry level training institutions offer non-

routine training packages in the areas of policy formulation, industrial relations,

HRD, strategic thinking and leadership programmes to name a few. Top executives

of the bank are generally nominated to such programmes. These institutions not

only offer training packages but also provide consultancy services and research

support to the banks.

Organizational Structure of Training at SBI

The training system of any organisation must set the necessary support and

commitment from the top management. Then only it will result HRD through

training, development and education of the employees. All the departments have to

50
contribute to the smooth functioning of the training system. The effective

functioning of the training also depends on proper co-ordination of the efforts of

trainees, trainers and the organisation.

An organisation chart depiction’s relationships with regard to the training

function of the bank is prepared on the basis of information collected form

interactions with the trainers and official records of the bank. It is to be observed

that a training system is one of the sub-systems of the overall system of an

organisation. The system has systematic parts, and systematic linkages, establishing

roles, describing hierarchy, defining relationships and communicational flows.

Training Organizational Structure

Deputy Managing Director (DMD)

Corporate Development Officer (CDO)

Chief General Manager (CGM)

Circle Development Officer (CDO)

Assistant General Manager (Training)

Chief Trainer or Faculty

Faulty Members

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State Bank of India Training Colleges/Institutes
State Bank of India has 4 apex training colleges / institutes. In addition to
these SBI also has 45 State Bank Learning Centers (SBLCs) throughout India.

SBI 4 Apex Training Institutes / Colleges

State State State State

Bank Bank Bank Bank
Staff Academy, Institute of Institute of
College, Gurgaon Rural Information
Hyderabad Development, Communication
Hyderabad Management,
Hyderabad

I. STATE BANK STAFF COLLEGE, HYDERABAD

This college is located in a 16 acre lush green campus. The campus provides

for perfect surroundings for knowledge building and erudition. It has 82 hostel

rooms 6 lecture halls, 15 small group discussion rooms, a conference hall with the

latest teaching aids, board room and two dining halls. It can run at a time, 6 training

and development programmes for as many as 150 participants. Around 150 persons

are working in the college. This includes, apart from those in the teaching and

research wing, others, who are responsible for providing the infrastructure and

services for its upkeep. The campus also has residence facilities for the faculty,

research officers and other officials. It has also facilities for indoor and outdoor

games, as well as a gym. The gardens in the campus are well kept and the fountains

lit up in the evenings, provide a happy ambience. The college has a clinic with a

non-resident doctor. Yoga and services of a naturopath are available. A telephone

booth has been provided for the use of participants within the campus itself for

making local/STD/ISD calls.

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Training Philosophy

“Training in the State Bank is a proactive, planned and continuous process as

an integral part of organization development. It seeks to impart knowledge,
improve skills and re-orient attitudes for individual growth and organizational
effectiveness”.

Training System Goals

Goals of the training system are:
1. Training
i. a change agent
ii. updating, maintenance and renewal
iii. reorienting attitudes for better management, marketing
iv. proactive, progressive, preparative and educative.
2. To act as a think-tank.
3. Feedback to top management to assist in policy formulation.
4. Organizational development interventions.
5. An internal consultant.
6. To conduct customized on-site programmes at branches.
7. Interventions at branch level for organizational development.
8. Research and Development.
Course Design
The courses are designed on:
1. Basis:
a. Bank’s vision, mission, policies and guidelines.
b. Feedback of trainees and trainers.
c. Individual development.
d. Regulatory and market factors.
e. Development of expertise and preparation for future in the context of
change and competition.

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 2. Programme Objectives:
a. Each programme has clearly defined objectives.
b. Trainees and Trainers feedback on achievement of programme
objectives.
c. Course design/context flow from the objectives.
3. Course content:
a. Choice of inputs as appropriate for the programmes.
b. Facilitates smooth and easy flow.
4. Session plans
a. Sessions are organized in such a way as to learning to optimum level.
5. Reading and reference material;
a. Material is provided to the trainees before the programmes.
b. Separate material for different subjects as needed.

Programmes Conducted
The college has conducted the following programmes:
1. Credit Management
a. NPA Management
b. Credit appraisal and its management.
c. Risk management
d. Project appraisal and financing.
2. International banking
a. Foreign exchange and euromarkets.
b. Trade finance –trade settlements, financing techniques.
c. Bourse programmes and workshops
d. Derivatives.
3. Management Development Programmes
a. Executive Development Programmes (EDPs)
b. Leadership and motivation

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 c. Counseling skills.
d. Time management.
e. Management trainee programmes
f. Professional effectiveness
g. Stress management
h. Branch management programmes.
i. Quality circles.
j. Role efficacy / role clarity.
4. Special Capsule Programmes
a. Leasing and hire purchase.
b. Industry – specific programmes.
c. Financial markets and products.
d. Gold banking.
e. Treasury management.
f. Foreign currency funding programmes.
g. Asset-liability management.
h. Assessing and risk management.
i. Joint Ventures.
j. Housing Finance
k. Profit planning.
l. Bench marking for service quality.
5. Personnel management and industrial relations.
6. Marketing
7. Inspection and audit.
8. Faculty development programmes.
9. Behavioural science programmes.
10. Programmes for the officials of other commercial banks, especially
designed to meet their specific needs.

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Training Methodology
The college uses the following training methodology:
Training Methodology

Knowledge Skills Attitudes

a) Lectures a) Case Study a) Small group work
b) Exercises b) Exercises b) Role Play
c) Questionnaire c) Group work c) Exercises
d) Quiz d) Interface / Panel
e) Group Work Discussion
f) Interface / Panel Discussions e) Customer interaction.

Faculty

State Bank of India’s great success in training programmes lies on the

faculty of training colleges (now called learning centers). A constant rotation of
talent between operations and training ensures a continuous process of renewal and
also anchors the system to the realities of practical banking.

Faculty Selection Process

Faculty selection process in the college is as follows:

1. Talent scouting is done for in-house subjects. Specialists with a brilliant

academic and professional background as well as varied experiences in
operations.

2. Selection is done by the experts.

3. Selected faculty is trained to acquire needed skills and attitude,

personality etc.

4. Training is given for advanced specialization in the relative subjects.

5. Senior bankers with varied and rich experience.

6. Faculty is also the resource persons for other reputed institutions.

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 The college imparts training to the followings:
Trainees

Internal Users External Users Others

a) Corporate business group

Indian Banks Foreign Banks a) Indian Corporates

b) International Banking group a) Bank of Ceylon b) Computer Maintenance

c) National Banking group.
d) Associate banks.
e) Subsidiaries like SBI capital markets etc
Public Sector
a) NABARD
b) Bank of Maharashtra
c) Canara Bank
d) Corporation Bank
e) EXIM Bank
b) Bank of Commerce And Corporation of India Ltd.
Development, Cairo.
c) National Bank of Commerce.
d) Peoples Bank of Srilanka
e) Social Fund for Development, Egypt.
f) National Banking College Ghana.
Private Sector
a) Bank of Madura
b) Bharat Overseas Bank.
c) Bombay Urbank Co-op Bank.
d) Federal Bank.

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Training Calendar
The College prepares training calendar for every six months.
Distance Learning and Research Wing
The college offers the following programmes through distance learning:

a) Educational briefs.
b) Transcription service.
c) Off-the-shelf learning packages.
d) Personal communication service
e) Book condensational abstracts.
f) CBTs (Computer Based Tutorials)

Publications
The college has recently published the following books and journals:
Publications

Books
a) Project work
b) Development of Training
Material.
c) Abstraction and Condensation.
d) Development and management
and of audio visuals.
e) Involvement of Research
and Development Teams.
f) Programme designing.
g) Review of Programmes
h) Papers
i) Presentations
j) Articles for journals.
Journals
a) Chayanika (Selected articles)
- Bi – monthly.
b) International Product
Development and Marketing-monthly.
c) Perhaps you are aware (recent trends)
Monthly
d) Quest (Quality Circle events in the
Book)-Half Yearly.
e) AIMS (list of project works done by
the trainers in STCs) Bi-monthly.

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Corporate Learning Centre (CLC)

CLC allows professional banks to study the recent developments in their areas

of interest and linkings. Technology, mechanization, computers and information

technology have changed the face of banking in the last two decades in India. The

college has also adopted this high-tech medium for furthering learning through the

CLC. The focus at the CLC is on experimenting hands-on, in an ambience that

encourages and nurtures self learning.

CLC is a comfortable and inviting place with flexible timings. It orchestrates

the power of contemporary learning technology – the computer based training (CBT).

This enables, in an effective manner, individual learners at all levels. Learning is

facilitated through the assistance of mentors who assist users to select and get the
maximum out of the course.

CLC offers the users convenience of learning by providing:

a. Education and training whenever needed.

b. Flexibility to choose pace, content and schedule.

c. An individualized study path to suit different learning styles.

d. Learner – orientation rather than trainer – orientation.

Computer Based Training (CBT) uses the microcomputer as the primary vehicle of

the training process. With CBTs, learning is quicker, simpler and much more

effective.

The CLC introduces studies in the following subjects:

a. PC Curriculum

b. Personnel Management.

c. Banking.

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 Video tapes on Management, Banking, Computers, Behavioural Sciences, and

other topics are available at the CLC for viewing by the participants.

Library

The college has a library with over 17,000 books, 140 journals and periodicals

etc. The library is housed in a separate hall which is spacious, and has a user

convenient design. It has a vast collection of books in English on various subjects like

banking, behavioural sciences, management, economics, human resource development,

international banking, credit management, computers and such other subjects of

interest to all sections of participants. It also has general books, encyclopedias,

reference books, directories, dictionaries etc. A good collection of books are also

available in our national language Hindi in the library. The library also receives
bulletins, newsletters, annual reports from national and international banks, companies,

financial institutions and academic/ research organizations.

Working hours of the library are:

Monday to Friday : 8.30 AM to 8.30 PM

Saturday : 8.30 AM to 5.00 PM

Other Services provided by Library

Information is disseminated through:

News Briefs – A summary of important news items, pertaining to banking and the

economy is prepared and distributed in the morning every day. A soft copy is also

being kept on the LAN.

Executive Updates – A fortnightly list of informative articles published in various

journals.

Library Bulletins – A quarterly list of additions of books into the library and list of

articles published in journals and newspapers

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II. State Bank Academy, Gurgaon

State Bank Academy (SBA) formerly known as State Bank Staff College

(SBSC) was setup on 18th November 1982 at Gurgaon. It is a key institutional

resource and is recognized within the Indian Banking fraternity as a reputed centre for

training officials of State Bank group and other organizations in India and abroad. The

campus sprawling over 11 acres of land in sector -18, Institutional Area, Gurgaon. It

has a capacity to conduct 6 training programmes simultaneously with residential

facilities for 180 participants. The facilities of the academy thus mirror its role,

responsibilities and tasks as State Bank’s most modern training institution for banking

professionals in India.

SBA Mission

“To be a professionally excellent, techno-savvy centre for training and research,

facilitating overall development of customer – centric and market oriented professional

managers and providing research-based support in strategy formulation for

achievement of corporate goals”.

Programmes of SBA

The programmes organized by SBA have attained a steady-stream maturity

over the years. It has imparts training to around 3000 managers by conducting around

150 programmes every year. SBA’s significant training through put is testimony to its

overarching goal to offer an unparalleled service promise to its vast base of customers.

It visualizes an unfolding opportunity in the use of new; technology enabled training

methods as a supplemental training medium. It has designed and launched institution-

wide e-learning programmes to be used by officers at various branches of the bank.

This endeavour is intended to deepen and lengthen the collective training exposure of

SBI managers. Today, technology offers a hitherto unparalleled cost effective training

solution for an institution as large as diversified in dispersed locations of SBI. SBA

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delivers on SBI’s promise of serving the needs of savers in villages, small towns, cities

and in every corner of India. The academy with its dedicated high bandwidth network

will integrate instructional excellence with contemporary contact curricula to take

SBI’s skill-building and behavioural training programmes to new pinnacles of service

delivery.

Role, Tasks and Objectives of SBA

SBA will serve as a:

1. Institution for advanced learning-

It provides training in financial products to middle and senior level officers and
re-equips them with contemporary skills. It also reorients their attitudes in tune with
market realities.

2. Change Agent / Internal Consultant –

It acts as a catalyst for change in attitudes and orientation of bank staff. It

provides expertise and consultative support to the State Bank community and the
corporate office.

3. Feedback Supplier -

It collects feedback from trainees and from the market on the banks policy and
business and communicates the same to the corporate office for use in the formulation
of both strategy and policy.

4. Think Tank

It provides expert and informed suggestions, strategies, analysis of market

developments to the corporate office.

5. Research and Development -

It helps to carry out research on contemporary subjects which are relevant to

bank’s operational needs and policy formulation.

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6. Overviews Staff Learning Centers -

It closely monitors staff learning centers attached to the academy so as to

ensure that quality of inputs and the efficacy and relevance of training provided at
these centers.

Major Activities of SBA

Major activities of SBA are:

1. Formulating of training curricula and pedagogical approaches.

2. Administering training programmes covering middle and senior management

officials on management development international banking, credit
management and other major banking topics.

3. Conduct research of operational relevance in banking related subjects.

Faculty of SBA

SBA is managed by a Chief General Manager (Principal) and General Manager

(Vice Principal) and has a faculty of 24 well trained officers having rich operational
experience in the State Bank Group. The faculty is handpicked after a rigorous
selection process and trained before taking up instructional positions at SBA. SBA
also draws support from experienced senior executives of the bank and professional
from other institutions. Faculty is regularly deputed to various premier management
institutions to enhance their effectiveness by attending intensive functional training
and management development programmes.

SBA Training Philosophy

“Training in State Bank is a proactive, planned and continuous process as an
integral part of organizational development. It seeks to impart knowledge, improve
skills and reorient attitudes for individual growth and organizational effectiveness
Training Streams
Training streams in SBA are as below:
1. International Banking.

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 a. Export / Import Finance
b. Forex Risk Management
c. Programmer on Documentary Credits
d. Foreign for Dealing officers
e. Foreign currency funding
2 Credit Managements
a. Fundamentals of credit Analysis
b. NPA Management
c. Trade Finance
d. Programmes on Derivatives
e. Corporate Business Marketing
f. Advanced Credit Appraisal
g. Financing Trade and Services
h. Project Appraisal and Risk Analysis
3 Human Resource Management
a. Executive Development Programmes (EDP)
b. Stress Management
c. HRM programmes for Managers
d. Programmes on communication skills
e. Programmes for officers
f. Management Development programmes
4 Faculty Development
a. Faculty development (in two phases)
b. Behavioural science (in two phases)
5 PMIR

a. Personnel Management and Industrial Relations

b. Disciplinary proceedings

6 Functional Hindi

a. Computer Assisted Functional Hindi for Senior Executives.

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 7 Marketing

a. Marketing programmes for officers

b. Customer Relationship marketing

8 Seminars and workshops

SBA organizes / conducts seminars and workshops on various issues/ topics.

Course Material and Design

Course material of various courses undergoes due process of careful scrutiny

and is validated for adequacy, relevance completeness and quality by experts. The
course design is tested on the basis of express needs of the participants and changes
brought about.

External Users

SBA, at the request of other organizations has conducted various programmes

for middle / senior management officers for the following institutions:

1 Allahabad Bank

2 United Bank of India

3 State Bank of Patiala

4 State Bank of Travancore

5 CSIR New Delhi

6 Indian Oil Corporation

7 Small Industries Development Bank of India

8 Paktha Bank and Promostroy Bank, Uzbekistan

Bank of Bhutan

III. State Bank Institute of Rural Development, Hyderabad

State Bank Institute of Rural Development (SBIRD) Hyderabad is State Bank’s

apex training institute for training bank officials in rural banking. State Bank of India
(SBI) the largest commercial bank in the country has a major responsibility in the

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process of rural development. To meet the need to train the bank staff working in a
large network of branches dealing with rural credit, SBIRD was established in 1981.
It’s mission is to enhance the sensitivity of the bank staff to rural environment to equip
them with the skills and knowledge and to provide the required orientation for rural
banking. The objective is to enable them to creatively convert the scope into
innovative schemes through extension, co-ordination and consultancy and contribute to
the process of rural development.

Campus: SBIRD is located on a spacious 48 acres in Hyderabad. It is fully residential

with facilities for indoor sports and entertainment. Hostel and class rooms are both air-
conditioned. It has also a large auditorium.

Orgamsational structure : SBIRD is headed by the Principal who is assisted by Vice-

Principal, 13 faculty members, 2 research officers, a librarian, an administrative
officer, a liaison officer and 7 other officers, and 5 supporting staff.

Activities of SBIRD are:

1. Conducting training programmes which focus on agriculture finance and rural

credit

2. Training the trainers of staff learning centers.

3. Conducting workshops and seminars

4. Conducting studies on issues relating to planning, policy and operational

aspects of agriculture and rural banking

5. Providing feedback to top management

6. Conducting entrepreneurial development programmes for farmers

Other Capabilities:

SBIRD has capabilities in providing meaningful assistance to national and

international banks on the subject of development banking in the following areas:

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 1. Assessment of training needs, designing and conducting training programmes

2. Faculty development

3. Developing training methodologies

4. Evolving systems and procedures for financing agriculture and allied

activities and rural micro enterprises
5. Preparation of manual in agricultural banking

6. Consultancy in setting up training system related to development banking

Participants

Participants or trainees are generally middle and senior level bank executives.
A large number of them work at various branches in rural India. Trainers from regional
learning centers of SBI and its associates come for faculty development programmes
(FDPs) as well as functional workshops. SBIRD also designs, conducts and supervises
training programmes for the staff of 44 Regional Rural Banks (RRBs) which are
sponsored by State Bank of India and its seven Associate banks.

Faculty

Faculty of SBIRD is drawn from practicing bank managers with academic

qualifications in agricultural and veterinary sciences. Besides being in touch with
ground realities, they bring with them the rich experience of financing various
economic activities in agriculture and rural sectors. There is thus, a good blend of
experience and expertise. Entrepreneurs and eminent professionals are invited as guest
speakers. Top executives of the bank also visit the institute and share their experiences
with the trainees.

Methodologies

Case study, lecture, group discussion, exercises, role-plays and field visits are
the major methodologies employed in training. Audio visual aids are widely used for
better understanding of the subject by the participants.

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 General information service terminal of National Informatics Center and
Internet are also used to generate training inputs.

State Bank Learning Centers (SBLCS)

In addition to the 4 apex training institutes/colleges, SBI also has State Bank
Learning Centres (SBLCs) allover India to train the bank staff. These SBLCs are
headed by Assistant General Manager (AGM) assisted by faculty members and
administration staff. SBLCs have all facilities to train officers (up to scale 3) and
clerical level cadres of bank staff. Duration of training programmes depends upon the
nature and type of the programmes and the participants

No of SBLCS in India 45

Place of SBLCs and Photos to be adder

IV. State Bank Institute of Information and Communication Management,

Hyderabad

State Bank Institute of Information and Communication Management

(SBIICM) was established in 1987 by State Bank of India. It supports the smooth
transition from manual systems to technology driven banking. SBIICM is situated in
Hyderabad and a unique training institute in the Indian Banking Industry. It is one of
the first institutes of its kind in the whole of South-East Asia. It has played significant
a role in technology planning and execution in the State Bank group.

SBIICM as the apex institute for technology plays a pivotal role in deployment
of technology:

1 Providing training and preparation of training packages in computers and

communications

2 Developing a technical cadre in the main stream of the bank

3 Acting as internal consultant / change agent providing the appropriate

attitude towards computerization

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 4 Feedback facilitator

5 Software maintenance

6 Research and development

7 Developing Satellite Training Centers

8 Since its inception SBIICM has trained about 36,817 bank employees and
about 90,000 more through the satellite centres.

Organizational structure

SBIICM is headed by a Director (General Manager in SBI), assisted by two

Joint Directors, one for Training Administration and the other is for the Systems and
Research and Development wings. Organizational structure is as below :

Organizational structure

Training Facilities

Training facilities in SBIICM are:

a. 12 Full-Time Faculty Members

b. Guest speakers

c. 4 well equipped class rooms.

d. 24 hours internet connection

e. Centralised air-conditioned server room

f. Technical support by specialist officers

g. Executive learning centre

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