You are on page 1of 56

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

1
TABLE OF CONTENTS

Sl.No. Topic Pages. No

1. CHAPTER-1 6

INTRODUCTION
2. CHAPTER-2 15

COMPANY PROFILE
3. CHAPTER-3 29

OBJECTIVE
4. CHAPTER-4 30

RESEARCH METHODOLOGY
5. CHAPTER-5 32

DATA ANALYSIS AND INTERPRETATION


6. CHAPTER-6 47

RECOMMENDATIONS
7. CHAPTER-7 50

CONCLUSION
8. CHAPTER-8 52

BIBLIOGRAPHY
9. CHAPTER-9 53

ANNEXURE

2
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)

3
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.:

4
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

5
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
policies, practices and ways of their employing organization. The need for a
6
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 of knowledge. It gives people an awareness of the rules and
procedures to guide their behaviour. It attempts to improve their performance on
the current job or prepare them for an intended job, actually training is a
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.

7
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 well-
planned 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.

8
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.

9
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.

10
 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

11
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 individual-
orgnisational 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.

12
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.

3. 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.
4. 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)

13
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, technology-
backed 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

14
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.

15
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

16
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

17
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.

18
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

19
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"

20
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 Best Private Sector Bank


Leadership Awards
2010
MIS Asia IT BEST BOTTOM-LINE I.T. Category
Excellence Award
2010
Dun & Bradstreet
Banking Awards  Overall Best Bank
2010  Best Private Sector Bank
 Best Private Sector Bank in SME Financing
21
Institutional HDFC Bank MD, Mr. Aditya Puri among "Asian
Investor Magazine Captains of Finance 2010"
Poll
IDRBT Technology Winner - 1) IT Infrastructure 2) Use of IT within the
2009 Awards Bank
Runners-up - IT Governance (Large Banks)
ACI Excellence Highly Commended - Asia Pacific HDFC Bank
Awards 2010
FE-EVI Green Best performer in the Banking category
Business
Leadership Award
Celent's 2010 Model Bank Award
Banking Innovation
Award
Avaya Global Customer Responsiveness Award - Banking &
Connect 2010 Financial Services category
Forbes Top 2000 Our Bank at 632nd position and among 130 Global
Companies High Performers
Financial Express -
Ernst & Young  Best New Private Sector Bank
Survey 2009-10  Best in Growth
 Best in strength
Asian Banker
Excellence Awards  Best Retail Bank in India
2009  Excellence in Automobile Lending
 Bank M&A Integration
 Technology Implementation
The Asset Triple A Best Cash Management Bank in India
Awards
Euromoney Private 1) Best Local Bank in India (second year in a row) 2)
Banking and Best Private Banking Services overall (moved up from
Wealth No. 2 last year)
Management Poll
2010
Financial Insights Innovation in Branch Operations - Server
Innovation Awards Consolidation Project
2010
Global Finance Best Trade Finance Provider in India for 2010

22
Award
2 Banking 1) Best Risk Management Initiative and 2) Best Use of
Technology Awards Business Intelligence.
2009
SPJIMR Marketing 2nd Prize
Impact Awards
(SMIA) 2010
Business Today Listed in top 10 Best Employers in the country
Best Employer
Survey

We are aware that all these awards are mere milestones in the continuing, never-
ending 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.

23
HDFC’S ORGANISATIONAL STRUCTURE
Head office
Board of Director


Chairman & Managing Director

Executive Director Staff & HRD

General Manager
Monitoring

District General Manager
⇓ Credit
Chief Officer
⇓ Overseas
Vigilance
Deputy chief Officer Monitoring
Operation
⇓ & Inspection
Officer

24
Regional office
Inspection &
Regional Manager vigilance
RBI Matters

Computer
District General Manager Planning
Branch
⇓ Inspection
Staff Matters
Chief Officer Training & HRD

⇓ Security of
Premises
Deputy Chief Officer
Business

Officer Credit
loans

25
Large branch
Administration
Assistant General

Chief Manager

Senior Manager Foreign Exchange

Deputy Manager

Assistant Manager Credit To SSI &
⇓ MNCs
Clerks Head Messenger

Sub-staff loans

Messenger

Drive

Security Guard

26
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.

27
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) Unity is strength
II) Equal pay for equal work for the same job.
III) 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 categories-
exploratory 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 24
Non-Officers 76

80

70

60

50

40
76
30

20

10 24
0
The Officers Non-Officers

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 16
40-45 56
Above 50 years 28

60
50
40

30
20
10

0
Up to 40 years 40-45 Above 50
years

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
Yes No
Officers 24 0
Non- Officers 96 6

70 70
60
50
40 Officers
30 Non-Officers
24
20
10
6
0 0

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 Small group Formal
Discussions Training
Officers 8 10 6
Non- Officers 28 30 18

30 30
28
25

20
18
15

10 10
8
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 Frequently Occasionally Seldom Never
Officers 14 6 4 0
Non-Officers 45 23 6 2
45 45
40
35
30
25 23
Officers
20
14 Non-Officers
15
10 6 6
4
5 2
0
0
Frequebtly Occasionally Seldom 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 THE LEGAL RIGHTS AND
RESPONSIBILITIES AS AN EMPLOYEE OF THE ORGANIZATION
YES NO
Officers 20 4
Non-Officers 64 12

70
64
60
50
40
Officers
30 Non-Officers
20 20
12
10
4
0
Yes No

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
Highly Effective Ineffective
Officers 10 24 0
Non-Officers 26 49 1

50

40

30
Officers
20
Non-Officers
10

0
Highly Effective Ineffective
Effective

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 Frequently Occasionally Seldom Never
Officers 12 6 4 2
Non- Officers 50 19 6 1

50 50

40
30
20 19 Officers
12 Non-Offficers
10
6 4 6 2 1
0
Frequently Occasionally Seldom Never

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 giving By motivating the By helping in
suggestions employees problem solving
Officers 7 10 7
Non-Officers 20 40 16

40 40
35
30
25
20 20
16
15
10 10
7 7
5
0
Officers Non-
officers

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.

41
Q10. DO YOU USE AIDS (LIKE AUDIO VISUAL AIDS ETC) FOR
COMMUNICATING WITH CUSTOMERS/ EMPLOYEES WHEN
NECESSARY?
YES NO
Officers 20 4
Non-Officers 65 11

70 65
60
50
40
Officers
30
Non-officers
20
20
11
10 4
0
Yes No

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

42
Q.11. IF YES, WHAT KIND OF AIDS DO YOU USE FOR
COMMUNICATING?
AUDIO-VISUAL VISUAL OTHERS
Officers 8 9 7
Non-Officers 26 24 26

30
26 26
25 24
20
15
10 8 9 Officers
7
5 Non-Officers

0
AUDIO- VISUAL OTHERS
VISUAL

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.

43
Q.12 DO YOU ASSIST AND ENCOURANGE MOBILITYWHEN
APPROPRIATE?
YES NO
Officers 21 3
Non-Officers 6 10

70 66
60
50
40
30
20 21

10 10
3
0
Yes No

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 Frequently Occasionally Seldom Never
Officers 16 8 0 0
Non-Officers 40 30 6 0

40
40
35

30 30
25

20 Officers
16
15 Non-Officers
10 8
6
5

0 0 0 0
Frequently Ocasionally Seldom Never

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.

45
Q.14 HOW OFTEN DO YOU USE YUR KNOWLEDTGE OF THE DUTY OF
CARE AS AN EMPLOYEE OF THE ORGANIZATION?
Category Frequently Occasionally Seldom Never
Officers 17 6 1 0
Non-Officers 46 23 7 0

100
90
80

60

40

20
10
0 0 0
Frequently Seldom Occasionally 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.

46
Q.15 DO YOU MANAGE FINANCE OF THE ORGANIZATION IN THE
SAME WAY AS YOU MANAGE YOUR PERSONAL FINANCE?
Yes No
Officers 18 6
Non-Officers 49 27

50 49
45
40
35
30 27
25 Officers
20 18 Non-Officers
15
10
6
5
0
Yes No

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.

47
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 human-
relation 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 |]
Q2. IN WHICH "AGE GROUP" CATEGORY DO YOU FALL?
(A) UPTO40 YEARS Q
(B) 40-50 YEARS D
(C) ABOVE 50 YEARS D
Q3. DO YOU THINK TRAINING PROGRAMMES SHOULD BE
ORGANISED?
(A) YES □
(B) NO □
Q4.WHICH OF THE FOLLOWING METHODS WOULD YOU PREFER TO
DEVELOP YOUR SKILLS?
(A) ON THE JOB □
D
(B) SMALL GROUP DISCUSSIONS
(C) FORMAL TRAINING □
Q5.HOW OFTEN DO YOU INCLUDE YOUR WORK AS A PART OF A
TEAM?
(A) FREQUENTLY Q (C) SELDOM
(B) OCCASIONALLY n (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 □
Q8.HOW OFTEN DO YOU PROVIDE SUPPORT TO YOUR TEAM?
(A) FREQUENTLY □ (C) SELDOM D
(B) OCCASIONALLY 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 □
Q12.DO YOU ASSIST AND ENCOURAGE MOBILITY WHEN
APPROPRIATE?
(A) YES D

(B) NO D

Q13.DO YOU USE INTROSPECTION AND UNDERSTAND YOUR


LIMITATIONS?
(A) FREQUENTLY (C) SELDOM
(B) OCCASIONALLY D (D) NEVER
Q14.HOW OFTEN DO YOU USE YOUR KNOWLEDGE OF THE DUTY OF
CARE AS AN EMPLOYEE OF THE ORGANIZATION?
(A) FREQUENTLY □ (C) SELDOM
(B) OCCASIONALLY □ (D) NEVER

55
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

56