A

PROJECT REPORT

TRAINING AND DEVELOPMENT

AT
_____________________

B.B.A. (Specialization)
Submitted By
__ _____Shaikh fardeen ___________________

Project Guide
__________ PRIYANKA PATIL______________________

Affiliated To
SAVITRIBAI PHULE PUNE UNIVERSITY, PUNE

At
C.H.M.E Society’s
Bhonsala Military College,Nashik
For The Academic Year
2020 -2021

C.H.M.E SOCIETY’S
BHONSALA MILITARY COLLEGE
RAMBHOOMI,NASHIK -5

1
 FACULTY OF B.B.A

CERTIFICATE
This is to certify that Ramdandee
__________________________________________________
is a bonafide student of Third year B.B.A of this college for the year 2020-21.
He / She has undertaken and satisfactorily completed his / her project work in
_____________________ specialization as partial fulfillment for requirement of the
B.B.A course during A.Y 2020-21 as per the rules of the university. He / She has
completed his / her Project work on the topic _________________________________
______________________________________________________________________
________
University Seat No:
Place:
Date:

(Head of Dept.) (Internal Examiner) (External

Examiner)

Acknowledgements

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This project report reflects the help and advice of many people. Iexpress
my profound thanks to_______________ for giving me an opportunity to
do this projectin the company.I am grateful to _________________ and all
other employees’ of _________________for guiding me throughout the
project.
I also like to thank our Hon. Acting PrincipalDr. U. Y. Kulkarni,
Commerce Faculty In-charge Dr. Sunil Joshiand my project guide Dr.
Nilesh Pawar for their support and guidance.
Once again I would like to convey my acknowledgment to all people
directly
Or indirectly associated with the project work. I thank one and all.

Date:

Signature
____________________

Declaration

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 I hereby declare that this project report entitled

“_____________________________” at

_____________________________ is an original piece of work done and

submitted by me towards partial fulfillment of my Bachelor of Business

Administration under the guidance of “_________________________”

This report has not been previously submitted for an award of any degree

of this or any other university

Date :

Signature

Index
Chapter Particular Page No.
1 Introduction
1.1 Introduction of the study
1.2 Object of the Project
1.3 Objectives of the Study
1.4 Scope of the Study
1.5 Rational of the Study

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 1.6 Limitations of the Study

Research methodology
2 2.1 Research Design
2.2 Primary and secondary data with its sources

Profile of the Organization

3.1Introduction of the organization
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3.2Network/ products of the organization
3.3Organization Structure Flow chart

4 Analysis & Interpretation of Data

5 Findings, Conclusions& Suggestions

Bibliography and annexure

I Bibliography
6 II Glossary
III Abbreviation
IV Questionnaire

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 PROJECT REPORT
ON
TRAINING & DEVELOPMENT
IN

INTRODUCTION OF TOPIC
ABSTRACT

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TRAINING

The problems of Training is concerned with imparting developing specific skills

for a particular purpose. Training is the act of increasing the skills of an

employees for doing a particular job. Training is the process of learning a

sequence of programmed behaviour.

In earlier practice, training programme focused more on preparation for

improved performance in particular job. Most of the trainees used to be from

operative levels like mechanics, machines operators and other kinds of skilled

workers. When supervision increased, the step were taken to train supervisors

for better supervision.

DEVELOPMENT

Management development is all those activities and programme when

recognized and controlled have substantial influence in changing the capacity of
the individual to perform his assignment better and in going so all likely to
increase his potential for future assignments.
Thus, management development is a combination of various training
programme, though some kind of training is necessary, it is the overall
development of the competency of managerial personal in the light of the
present requirement as well as the future requirement.
Development an activity designed to improve the performance of existing

managers and to provide for a planned growth of managers to meet future

organizational requirements is management development.

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Management development is based on following on
assumptions.

1. Management development is a continuous process. It is not one shot

programme but continues though out the career of a manager.
2. Management development is any kind of learning, is based on the assumption that
there, always existing a gape between an individual’s performance and his potential
for the performance.
3. Management development seldom takes place in completely peaceful and relaxed
atmosphere.

4. Management development requires clear setting of goals.

5. Management development required conducive environment.

Training Need Identification for a company

Introduction

Training need identification is a tool utilized to identify what educational courses

or activities should be provided to employees to improve their work productivity.
Here the focus should be placed on needs as opposed to desires of the
employees for a constructive outcome. In order to emphasize the importance of
training need identification we can focus on the following areas: -
· To pinpoint if training will make a difference in productivity and the
bottom line.

· To decide what specific training each employee needs and what will
improve his or her job performance.

· To differentiate between the need for training and organizational issues

and bring about a match between individual aspirations and
organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on

which all other training activities can be considered. Also requiring careful
thought and analysis, it is a process that needs to be carried out with sensitivity
as people's learning is important to them, and the reputation of the organization

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is also at stake.

Identification of training needs is important from both the organisational point of

view as well as from an individual's point of view. From an organisation's point

of view it is important because an organisation has objectives that it wants to

achieve for the benefit of all stakeholders or members, including owners,

employees, customers, suppliers, and neighbours. These objectives can be

achieved only through harnessing the abilities of its people, releasing potential

and maximising opportunities for development. Therefore people must know

what they need to learn in order to achieve organisational goals. Similarly if

seen from an individual's point of view, people have aspirations, they want to

develop and in order to learn and use new abilities, people need appropriate

opportunities, resources, and conditions. Therefore, to meet people's

aspirations, the organization must provide effective and attractive learning

resources and conditions. And it is also important to see that there is a suitable

match between achieving organizational goals and providing attractive learning

opportunities.

OBJECTS OF THE STUDY

Donald L. Kirkpatrick (1997), Evaluation, Training and Development Handbook

approached its, evaluation process in a more logical way. The author

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emphasized that while evaluating training, instead of just studying the reactions
of the trainees, the study could be carried out in four different levels viz., i.e.,
reaction, learning, behaviour and results. The author’s guidelines and
discussions on each level of evaluation of training are worth mentioning.
Richards (1997), Management Training-the Real Objectives views that while
embarking upon a management programme, the real objective must be to focus
on the individual manager, not the position in the company. The author's
discussion on training needs analysis i.e., about core competencies, job
profiling and identification of competencies gaps-either against core
competencies for individuals or against job profiles for generic roles is worth
mentioning.
Niki Glaveli; Stella Kufidu (2005), in their paper analyzed the changes that took
place in the Greek banking industry in the last years, their impact on the role of
employees training and development for strategy implementation and success,
using four case studies to investigate the effect of the environmental changes
on these particular banks and the role of their training and development
strategies in adjusting themselves to the changing industry environment.
Riyaz Rainaye (2004), in their study empirically examined the training policy in
two commercial banks, namely, State Bank of India and Jammu & Kashmir
Bank Limited. The focus is on the various facets of training including
Management’s attitude towards training, training inputs, quality of training
programmes and transfer of training to the job. Whereas it records that the
training scenario is to a large extent satisfactory. it evaluates the opinions of the
employees of two cadres of both banks: in particular that it can be made fully
effective only when the training needs assessment and transfer of training to
the job are considerably improved, besides bringing in finer improvements in
other dimensions.

India is emerging as an economy much ready to accept the challenges from

external environment being one of the most consistently called Developing countries.
India has shown with times an urge to accept change when it was needed the most year

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1991 marked a great change with arrival of major policy reforms in the form of
deregulation, privatization, dereservation, foreign investment, export promotion and
import substitution so on these policies no lesser than a boon to Indian economy. It
seems that most of the things have been done but only on papers that is as far as making
policies are concerned but practical ground has not been touched completely.
Areas of prime concern like industry, education and human resources still
waiting for the major changes to take place and to stand at par with
international standards. As knowledge workers are the most valuable asset of
any institution in 21st century( Peter F. Drucker,1999) Let us talk about all the
factors of production capital, land and labours being the most active factor of
production it exploits other passive factor of production though India has the
population increasing like jungle fire resulting in increased consumption and
production to fulfill its need but on the other hand failing policies as growth rate
with keeping pace with population is dissatisfactory what can be possible way
out if education be made vocational which will be like an early training for
students to easily pick their career options and unskilled labour made skilled
with global requirement can sort out certain issues. Labour availability at lower
rates is the biggest opportunity for India to grow but it should work on quality of
it rather quantity. Quality suffers when quantity increases uncontrollably which
is what happening with India for example education an ideal class can be where
students can have quality learning and their strength doesn’t become an
obstacle for the person imparting knowledge as for him managing a class
becomes part of education and for students class becomes chat room full of
talking crowd. Our study talks about training as a core solution for human
resources development especially in India where labour is available with less
matching training facilities. As A result of training the trainee learn new habits,
refined skills and useful knowledge during the training that helps him improve
performance( V S Ramarao,2010).
Nowadays, banking is no more conventional sector because many private and
public banks are mushrooming with providing the best of banking under one
roof. With drastic growth of banks it calls for efficient and well trained staff

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members to handle/deal with the consumer needs. Banks are shaping up as
financial hub for their clients to grow in size and well recognized in the world
market. To pull consumers banks are offering traditional with advance services
like SMS banking, ATM, internet banking, priority banking, demat account
personalized banking and so on. So we can say that it caters to the need of the
bottom to thehighest class of society providing something to everyone.
Universal banks have become modern day’s supermarket extending almost
every facility of banking under one roof.
The second generation of banking reforms was guided by the report of the
committee. On Banking Sector Reforms (again presided over by M.
Narsimham) 1998. The reform measures focused on strengthening the
foundations of the banking system, streamlining procedures, upgrading
technology and human resources development and further structural changes.
47 Indian companies were listed in the Forbes Global 2000 ranking for 2009.
[21] The 10 leading companies wherein State Bank of India placed world rank
150 and ICICI bank placed 329. Therefore it is clear that Indian banks are
making marks on the face of world, in India where companies are major players
at the same place banks show prosperity and growth it is clearly visible that
these banks are performing not only because of efficient policies being framed
keeping consumer in center of focus but also concrete knowledge of policy
makers (human resources at all the level). Success is a cake to share when
everyone is actively involved.
“The purpose of a training needs assessment is to identify performance requirements
or needs within an organization in order to help direct resources to the areas of greatest
need, those that closely relate to fulfilling the organizational goals and objectives,
improving productivity and providing quality products and services.”( Janice A. Miller,
SPHR and Diana
M. Osinski, Reviewed July 2002.)
“The most valuable asset of a 20th century company was its production Equipment.
The most valuable asset of a 21st century institution will be its knowledge Workers and
their productivity (Drucker 1999).”
``After employees have been selected for various positions in an organizations

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training them for the specific tasks in which they have been assigned assumes great
importance. It is true in many organizations that before an employee is fitted into a
harmonious working relationship with other employees,, he is given adequate training.
Training is the act of increasing the knowledge and skills of an employee for
performing a particular job. The major outcome of training is learning. A trainee learns
new habits, refined skills and useful knowledge during the training that helps him
improve performance. Training
enables an employee to do his present job more efficiently and prepare himself for a
higher level job. (V S Rama Rao , 2010)

OBJECTIVES OF THE
STUDY

The first & foremost step in any research work is to identify the problems or
objectives on which the researcher has to work on.

To analyze the existing training practices, its effectiveness and recommend

measures to improve the training practices in Bank of Baroda.

 To study the frequency of training, training methods and their effects on the
trainees and recommend certain measures for improvement.
 To understand the present practices enforced in respect of training at the
personnel department and recommend any changes if necessary.
 To take feedback and analyze the level of satisfaction amongst the
employees in respect of training activities and suggest alternatives.

SCOPE OF THE

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STUDY
Why Training For Employees
 To get an insight of the job by the new employees and also to understand work
culture followed in the organization.
 To acquire knowledge in order to adopt any change in technology or any change
affecting the working of organization.

 To get promotion as again change in nature of the work but increase in payment
will increase responsibility and challenges involved.

 To deal with the expansion and diversification where companies initiates other
areas of business to gain their greater understanding.
 In order to satisfy consumers from all walks of life banks need to have efficient
manpower which can be possible by offering them quality training , training
programme should keep pace with changing times it must be unconventional.
Training changes mental and social outlook of employees. Customers and their
needs can be identified and they are satisfied accordingly.

RATIONAL OF THE STUDY

Workplace training is essential for employees in all Industries however in the banking

sector it can be considered especially beneficial .

1. Keep staff updated with the latest systems: as mentioned previously the

banking sector is evolving at a rapid rate meaning staff are required to

understand the letter system for example traditional lending schemes have

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 shifted and employees must be aware of their company's policies training in

banking will help to improve Each Other employees understanding of the

modern banking system leading to all over better services.

2. Improve performance: workplace training not only provides staff with the

essential knowledge required for the role but it also improve their overall

performance even within a customer services this is mainly down to the fact

that after the training in banking is complete staff are better equipped to help

customers with their queries and solve any issue in a more efficient manner.

3. Self assessment: workplace training enables staff to self access allowing them

to identify areas that to be improved within their own work this type of training

will allow employees the chance to strengthen their vehicle aspects training in

banking will especially help employees to highlight new skills they have learnt

and continue to build on this.

4. Retain staff, : along with helping staff to self access training in banking will also

help to build employee confidence which can lead to improving staff retention

companies that offer workplace training are helping to develop their staff

which shows the employees their valued millionaires hold ample were placed

training opportunities in particularly high regard above many other benefits of

an even above financial incentives.

5. Attract new talent training in banking not only helps to enhance current

employee skills but staff from other forms who are not offered workplace

training will look to move to company that does due to the numerous changes

15
 within the banking industry as a person may feel they want to work for an

organisation which will help with their personal development and as such

building and reputation on this is well in valuable additional e offering

millennials training and can also help to attract young talent which helped the

company's future growth.

LIMITATIONS OF THE STUDY

.

Following are the limitations faced by me during this project:

1. The allotted time period of 6 weeks for the study was relatively insufficient,

keeping in mind the long duration it can take at times, to close a particular

corporate deal.

2. The study might not produce absolutely accurate results as it was based on a

sample taken from the population.

3. It was difficult getting time and access to senior level Finance/HR managers

(who had to be talked to, to get required information) due to their busy

schedules and prior commitments.

4. A few of the managers refrained from giving the required information as he

considered I to be from their confidential domains.

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 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

Every project work is based on certain methodology, which is a way to

systematically solve the problem or attain its objectives. It is a very important
guideline and lead to completion of any project work through observation, data
collection and data analysis .
According to Clifford Woody, "Research Methodology comprises of defining &
redefining problems, collecting, organizing &evaluating data, making deductions
& researching to conclusions."
Accordingly, the methodology used in the project is as follows: -

I. Defining the objectives of the study

II. Framing of questionnaire keeping objectives in mind (considering
the objectives)
III. Feedback from the employees
IV. Analysis of feedback
Conclusion, Findings and suggestions.

SELECTION OF SAMPLE SIZE

In order to take a reasonable sample size and not to disturb the functioning of
the organization. A sample size of reasonable strength of the Company has

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been taken in order to arrive at the present practices of training in the
Company.

Accordingly, 50 officers have been selected at random from all the

departments of the organization and feedback forms (questionnaire) have
been obtained. The data has been analyzed in order to arrive at present
training practices in the organization.
SAMPLING TECHNIQUE USED

The technique of Random Sampling has been used in the analysis of the
data/Random sampling from a finite population refers to that method of
sample selection, which gives each possible sample combination an equal
probability of being picked up and each item in the entire population to
have an equal chance of being included in the sample. This sampling is
without replacement, i.e. once an item is selected for the sample, it cannot
appear in the sample again.

DATA COLLECTION

To determine the appropriate data for research mainly two kinds of data
was collected namely Primary and Secondary, data as explained below:

PRIMARY DATA

Primary data are those, which were collected afresh & for the first time and
thus happen to be original in character. However, there are many methods
of collecting the primary data; all have not been used for the purpose of
this project. The ones that have been used are:
I. Questionnaire

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 II. Informal Interviews
III. Observation

SECONDARY DATA

Secondary data is collected from previous researches and literature to fill in

the respective project. The secondary data was collected through:

I. Text Books
II. Articles
III. Journals
IV. Websites

STATISTICAL TOOLS USED

The main statistical tools used for the collection and analyses of data in this
project is:
I. Pie Charts (where is )

OBJECTIVES

To study training and development programmes undertaken by banks for

their employees.

To analyze effectiveness of training and development programmes for

employees to
discharge their duties.

To study how training and development programmes helps to achieve

customer satisfaction.

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 INTRODUCTION TO
BANK OF BARODA

The founder, Maharaja Sayajirao Gaekwad, with his insight into the future, saw
"a bank of this nature will prove a beneficial agency for lending, transmission,
and deposit of money and will be a powerful factor in the development of art,
industries and commerce of the State and adjoining territories."
These words are etched into the mind, body and soul of what has now become
a banking legend. Following the Maharaja's words, the emblem has been
crafted to represent wealth, safety, industrial development and an inclination to
better and promote the country's agrarian economy. This emblem shows a coin,
symbolizing wealth, embossed with an upraised palm, a safety cover for the
depositor's money, with a cogwheel that promotes industrial growth in tandem
with the two corn ears that stand for the progress of the staple agricultural
growth in the country.
The Ethics:
Between 1913 and 1917, as many as 87 banks failed in India. Bank of Baroda
survived the crisis, mainly due to its honest and prudent leadership. This
financial integrity, business prudence, caution and an abiding care and concern
for the hard earned savings of hard working people, were to become the central
philosophy around which business decisions would be effected. This cardinal
philosophy was over the century old existence, to become its biggest asset. It
ensured that the Bank survived the Great War years. It ensured survival during
the Great Depression. Even while big names were dragged into the Stock
Market scam and the Capital Market scam, the Bank of Baroda continued its
triumphant march along the best ethical practices
Our Logo:
Our new logo is a unique representation of a universal symbol. It comprises
dual ‘B’ letterforms that hold the rays of the rising sun. We call this the Baroda
Sun.

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The sun is an excellent representation of what our bank stands for. It is the
single most powerful source of light and energy – its far reaching rays dispel
darkness to illuminate everything they touch. At Bank of Baroda, we seek to be
the source that will help all our stakeholders realise their goals. To our
customers, we seek to be a one-stop, reliable partner who will help them
address different financial needs. To our employees, we offer rewarding careers
and to our investors and business partners, maximum return on their
investment.
The single-colour, compelling vermillion palette has been carefully chosen, for
its distinctivenes as it stands for hope and energy. The Baroda Sun is a fitting
face for our brand because it is a universal symbol of dynamism and optimism –
it ismeaningful for our many audiences and easily decoded by all. It is a signal
that we recognize and are prepared for new business paradigms in a globalised
world. At the same time, we will always stay in touch with our heritage and
enduring relationships on which our bank is founded. By adopting a symbol as
simple and powerful as the Baroda Sun, we hope to communicate both.

INITIAL EMBLEM:

The emblem show a coin, symboilizing wealth , embossed with an an unpraised

palm, a safety cover for the depositor’s money with a cogwheel that promotes
industrial growth in tandem with the two corn ears that stan for the progress of
the staple agriculture growth in the country .
Marketing Initiatives

The mid-eighties marked the beginning of the shift to a buyers` market. The
Bank orchestrated its business strategies around the centrality of the customer.
It diversified into areas of merchant banking, housing finance, credit cards and
mutual funds. A string of segment specific branches entrenched operations in
the profitable markets. Overseas operations were revamped and structural
changes intensified in the territories to cater to second generation NRIs. Slowly
but surely, the move to become a one stop financial supermarket had been set
in motion. Service delivery standards were stipulated.
Technology was adopted to add punch. Employees across the board were
inculcated with the marketing concept. Aggressive marketing became the new
business philosophy.

International Presence:

In the year 1953, taking a pioneering step, the Bank opened its first overseas
branch at Mombasa on 14.12.1953 followed by two other branches at Kampala
and Nairobi.

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Subsequently, operations started in Dar-Es-Salaam in 1956 and in London in
1957. At present, the Bank has 78 overseas network branches / offices in the
following 25 countries:

1 Australia 10 Guyana 19 Tanzania

2 Bahamas 11 Hong Kong 20 Trinidad & Tobago
3 Bahrain 12 Kenya 21 Uganda
4 Belgium 13 Mauritius 22 UAE
5 Botswana 14 Malaysia 23 UK
6 Bangkok 15 South Africa 24 USA
7 China 16 Seychelles 25 Zambia
8 Fiji Island 17 Sultanate of Oman 26 Mozambique
9 Ghana 18 Singapore 27 Quatar

OVERSEASSUBSIDIARIES

Bank of Baroda (Botswana) Ltd.

Bank of Baroda (Kenya) Ltd.

Bank of Baroda (Uganda) Ltd.

Bank of Baroda (Guyana) Inc.

Bank of Baroda (Tanzania) Ltd.

Bank of Baroda (Ghana) Ltd.

Bank of Baroda (Trinidad & Tobago) Ltd.

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Joint Venture
India-Zambia Bank Ltd. (Lusaka)

Representative Offices
Australia
Kuala Lumpur, Malaysia
Bangkok, Thailand

Major Financial centers of the world

Brussels, Bahamas, Dubai, Hongkong, London, Singapore and New York.

Important milestones post-nationalisation:

1969:Bank was nationalised in the year 1969 along with fourteen other banks.

1972: Established Multi Service Agency for urban micro-credit.

1976: Opened the first of its Regional Rural Banks complementing its own
operations in the rural heartland. Today the Bank is the sponsor for 6
Regional Rural Banks spread over 5 states and 41 lead districts.

1977: Launched Gram Vikas Kendras (GVK), an innovative model for integrated
rural development. The Bank is having 170 GVK branches today.

1995: Bank raised Rs. 300 crore through a Bond issue to comply with new norms of
capital adequacy.

1996: Bank launched its initial public offer of 10 crore equity shares for an
aggregate amount of Rs. 850 crore.

2004: Bank entered into MOU with National Insurance Company Limited for their non life
insurance products under corporate agency arrangement.

2004: Bank was ranked as the best customer centric bank among all the public sector banks
operating in India by the magazine Outlook Money (Sep-2004 issue).

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2005: Bank’s new Logo, BARODA SUN was launched

2005: CBS rollout in Powai, Mumbai

2006: Bank came out with a follow on issue of 710 lacs shares each at a bidding price of Rs.
230/- per share, which had a tremendous response from all the segments.

2008: Completed “Centenary Year”.

2009: CBS roll out in 100% branches & mega project “Navnirmaan” launched

Business Philosophy:

The financial integrity, business prudence, caution and an abiding care and concern
for the hard earned savings of hard working people, were to become the central
philosophy around which business decision would be effected. This cardinal
philosophy was over the 100 years of its existence, to become its biggest asset. The
banking crisis of 1914 to 1918 put a lock on many banks, but not on Bank of
Baroda. It not only survived but also emerged as a vital force in the world of banking
– a financial powerhouse.The Bank is emerging stronger, more resilient and
positioned to become India’s first bank of truly global standards.

Project “NAVNIRMAAN – Baroda Next”

A comprehensive transformation programme called “NAVNIRMAAN” has launched

by our Bank on 22 June 2009. The Bank has partnered with McKinsey & Company
for this programme, which is centered around our customers and our employees,
and has two core elements – Business Process Re-engineering (BPR) and
Organization Restructuring (OR).
Primarily, the main objective of this programme revolves around the following:
 Ensure best in class customer service
 Streamline processes to make life simpler for employees and customers
Equip you with the best tools and techniques to discharge your roles effectively
Align the Bank’s organization structure and systems to help build ‘Baroda Next’ and
drive the new strategy.

MAJOR INITIATIVES TAKEN BY BANK IN RECENT PAST:

24
Paramarsh – Centre for personal counseling Sampark– SOS helpline for employee

Khoj – talent identification and development programme

Baroda Sujhav -Staff suggestion scheme

BOB signed MOU with (i) Exim Bank (ii)IDFC(iii)SIDBI for co financing of projects
BGPK (Baroda Grameen Paramarsh Kendra)

MOU with Grow Talent Co. Ltd For HR development (300 leaders)

SUNDARAM PARIBAS Asset Management Company for Mutual funds

FRANKLIN TEMPLETON Asset Management Co. for Mutual funds

Baroda GOLD COIN selling started.

BSE enters into an agreement with Bank of Baroda for clearing and settlement
CBS roll-out in 100% branches

Launching of JV “IndiaFirst Life Insurance Co. Ltd.”

Sankalp scheme for recovery

BSVS (Baroda Swarojgar Vikas Sansthan)

Baroda Swarojgar Vikas Sansthan (BSVS) is a body registered under Societies Act
and Trust Act at our Staff College with the Principal as its president and now it is
being monitored by Priority Sector Deptt, BCC, Mumbai. The objectives of BSVS
are:
1. To provide education, information and skills to youth for setting up own
enterprise.
2. To encourage them to start suitable viable economic activities in their local areas

25
 NETWORKS/ PRODUCTS OF ORGANISATION

Bank’s passion for Rural Development

Bank of Baroda, since its inception on 20th July 1908 by the great visionary Maharaja
Sayajirao Gaekward III, has been in the forefront for social commitment with its
innovative approaches and products. A passion for agriculture and rural development
and to serve the common man is ingrained in the Bank’s philosophy.
In the past, the Bank has taken a number of initiatives such as opening of specialized
outlets of Gram Vikas Kendras (GVKs) and Multi Service Agencies (MSAs). Baroda
Swarojgar Vikas Sansthan (BSVS) is another initiative for capacity building by
providing appropriate training for skill upgradation to unemployed youth and women
for their gainful employment.
Centenary Year commitments
During the Centenary Year, the Bank is committed to continue its initiatives towards
Corporate Social Responsibilities. Baroda Grameen Paramarsh Kendra (BGPK) – a
centre for Knowledge Sharing, Problem solving and Credit Counseling for the Rural
Community, is one of such initiatives.
Concept :
For the rural community, especially for the farmers, there is a big “Knowledge Gap” in
financial literacy, better farming practices, technology adoption, diversification of
opportunities, market linked prices, value addition services offered by various
institutions, women empowerment and also for employment opportunities for rural
youth. In addition to this, the deficiencies/ ignorance about credit related repayment
during distress situations call for credit counseling.
With a view to assist the rural community, the Bank has conceptualised “Baroda
Grameen Paramarsh Kendra (BGPK)” and its implementation by the dedicated team,
which would build the confidence of the rural people.
Activities to be covered:
 Financial Education and Financial Inclusion
 Information sharing and problem solving on technical issues
 Credit counseling
Services offered: (Illustrative Only)
1. Financial Education and Financial Inclusion:

o Spreading “Financial Awareness” among rural masses through village

level meetings and help them to choose suitable banking products.
o 100% Financial Inclusion in 5-10 villages.

2. Information sharing and problem solving:

26
 o Interface sessions with the Subject Matter Specialists from Knowledge
institutions like Agri. Universities, KVKs, NGOs, etc.
o Providing extension services to the farmers by organizing / participating
in Grameen melas, TV & Radio talks, Film / Puppet shows, etc.
o Maintaining a small library containing books, journals, audio-visual aids,
etc.
o Information on the prices of Agriculture commodities in various mandis
across the country so that the farmers can sell their products at best price.

3. Credit Counseling:

o Providing credit counseling on repayment pattern, rephasement,

reschedulement and fresh credit during distress situations for rural
people.

Baroda Fixed Deposit Account

Why just let your money idle, when you can idle it with interest?
Depending on the period, our various fixed deposit products help you get the best out of
your savings by offering you good interest rates.
Enjoy both security and competitive rates of interest on your deposits with any of the
following products. Click each product for more information.
 For Deposits upto 12 months:

o Short Deposits

 For Deposits over 12 months:

o Fast Access Deposit Scheme

o BoB Flexible Fixed Deposit Scheme
o Regular Income Plan
AGRICULTURE:
AGRICULTURAL FINANCE SCHEMES :
Agriculture being the backbone of the Indian Economy, Bank of Baroda, is contributing
significantly in accelerating the pace of rural development by providing finance to
farmers by way of following agriculture products.
 Baroda Kisan Credit Card (BKCC)- Empowering the farmer : The BKCC
facility designed exclusively for the benefit of the farmers aims to provide them
the opportunity to manage and utilise their funds in the manner they deem fit.
BKCC provide adequate and timely support to farmers for their production
needs e.g. purchase of quality inputs, investment requirements like purchase of
agriculture implements/tractor etc, farming expenses towards farm maintenance,
unforeseen family expenses (consumption) and maintenance of non-farm
activities.

27
  Purchase of agricultural implements including indigenous improved ones being
utilised for field operations including harvesting/sorting/grading, for not only to
farmers, but also for land-less labourers.

 Small Scale Industries

 A Small Scale Industrial Unit, is one which is engaged in the manufacture,

processing or preservation of goods or is a servicing and repair workshop
undertaking repairs of machinery used for production, mining or quarrying or
custom service unit (except water service units), having investments in plant and
machinery (original cost) not exceeding Rs. 1 Crore.
 Bank of Baroda has special Loans and Advances for the purpose of fixed
capital investment and also for working capital requirement.

Baroda General Credit Card Scheme (BGCC):

Bank of Baroda presents a tailor-made Credit Card Scheme for the citizens belonging to
the rural and semi-urban parts of India. Baroda General Credit Card Scheme (BGCC) is
designed to provide hassle free and easy credit access to people in the rural and semi-
urban areas.
Key Benefits
 No insistence on security, purpose or end-use of credit

 Upto a maximum limit of Rs.25000/-

 Unlimited number of withdrawals and repayments (within the credit limit)

Bank of Baroda Next Has Miles to go!

  ABOUT US
Bank of Baroda, one of India's oldest and largest PSU banks, has always made a
concerted effort to stay in tune with changing times and consumer preferences.
BARODA NEXT – “STATE-OF-THE-ART-STRAIGHTFROM THE HEART”
Baroda Next is Bank of Baroda's initiative to offer high-tech banking solutions without
losing the human touch. It aims to bring in new technologies, systems and processes to
offer fast, prompt and paperless banking solutions. At the same time, it also focuses on
nurturing long term relationships and superior customer service.
STICKMAN
The protagonist Stickman is our customer who discovers the joy of technology in
banking with Bank of Baroda. In a series of ads, stick man faces a number of tricky
situations which he resolves using Bank of Baroda’s services in a humorous and
endearing manner. You will experience the magic as you further surf the pages of this
site
PRODUCT OF BARODA NEXT:
ONLINE PAYMENT OF INSURANCE PREMIUMS

28
 To unleash the power of technology for the convenience of our customers, we have
devised a series of e-banking products and services.
Through Baroda Connect internet banking facility, we let you pay your insurance
premium online so that you don't have to run around to pay your premiums.
Because at Bank of Baroda, we understand time is very precious to you, and we are
committed to compliment your effort to do things faster with less strain or stress to
you. 

HOME LOAN: MOVE INTO DREAM HOME IN 6 DAYS:

You don't have to wait for your dream home for long. Through simplified processing
systems, we offer you home loan in just 6 days. The loan is available for construction of
new house, purchase of new/old house/flat/residential plot and extension/renovation of
existing house/flat.
Loans are also available for those who wish to transfer their existing home loan from
another financial institution/bank to Bank of Baroda.

ONLINE UTILITY BILLS PAYMENT :

ORGANISATION STRUCTURE FLOW CHART

29
30
 RESEARCH

&

DATA ANALYSIS

RESEARCH AND DATA ANALYSIS

1) How many training programmes have you attended in last 5 years?

No. of Programmes No. of Respondents % of Responses

0-5 20 40%
6-10 12 26%
11-15 10 20%
More than 15 8 15%
Total 50 100%

31
INTERPRETATION
45% of the officers have attended 6-15 training programmes in the last 5 years, which is
an indication of an effective training policy of the organization. However, 40% of the
officers have attended only 0-5 training programmes, which needs to be evenly
monitored by the organization.

2) The programme objectives were known to you before attending it.

Options No. of Respondents % of Responses

Strongly agree 12 25%
Moderately agree 20 35%
Can’t Say 6 15%
Moderately Disagree 2 5%
Strongly Disagree 10 20%
Total 50 100%

32
INTERPRETATION
35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small population
disagrees as 20% strongly disagree to this notion. Training objectives should therefore
be made known compulsorily before imparting training in the organization.

3) The trainingprogramme was relevant to your developmental needs.

33
 Options No. of Respondents % of Responses
Strongly agree 15 30%
Moderately agree 20 40%
'Can't Say 7 15%
Moderately Disagree 5 10%
Strongly Disagree 3 5%
Total 50 100%

INTERPRETATION

70% of the respondents feel that the veining programmes were in accordance to
their developmental needs. 15% respondents could not comment on the question
and 15% think that the programmes are irrelevant to their developmental needs
and the organization must ensure programmes that satisfy the developmental needs
of the officers.

34
4) The period of training session wassufficient for the learning.
Options No. of Respondents % of Responses

Strongly agree 15 31%

Moderately agree 10 21%

Can't Say 10 21%

Moderately Disagree 9 16%

Strongly Disagree 6 11%

Total 50 100%

INTERPRETATION

52% respondents feel that the time limit of the training programme was adequate but
25% feel that it was insufficient. Also, 21% could not comment on the question. All
the respondents though felt that increase in time limit of the programmes would
certainly be beneficial and the organization should plan for this to be implemented in
the near future.

35
5) The training methods used during thetraining were effective for
understanding the subject.

Options No. of Respondents % of Responses

Strongly agree 10 20%

Moderately agree 20 40%

Can’t say 8 15%

Moderately Disagree 7 15%

Strongly Disagree 5 10%

Total 50 100%

INTERPRETATION
40% of the respondents believe that the training methods used during the programmes
were helpful in understanding the subject, yet 25% disagree to this notion. The
organization should use better, hi-tech methods to enhance the effectiveness of the
methods being used during the training programmes.

36
6) The training sessions were exciting and a good learning experience.
Options No. of % of Responses.
Respondents
Strongly agree 12 25%
Moderately agree 20 40%
Can't Say 5 10%
Moderately Disagree 8 15%
Strongly Disagree 5 10%
Total 50 100%

INTERPRETATION
65% respondents believe that the training sessions were exciting and a good learning
experience. 10% respondents could not comment on this while 25% differ in opinion.
They feel that the training sessions could have been more exciting if the sessions had
been more interactive and in line with the current practices in the market.

37
7) The training aids used were helpful in improving the overall effectiveness of the
Programme.
Options No. of Respondents % of Responses
Strongly agree 10 20%
Moderately agree 12 25%
Can't Say 18 35%
Moderately Disagree 7 15%
Strongly Disagree 3 5%
Total 50 100%

INTERPRETATION
40% of the respondents believe that the training aids used were helpful in improving the
overall effectiveness, yet 20% disagree to this notion. 35% respondents did not
comment on the issue. Yet the total mindset of the respondents was that the
organization should use better scientific aids to enhance the presentation and acceptance
value of the training programme.

38
8) The training was effective in improving on- the job efficiency.
Options No. of Respondents % of Responses
Strongly agree 8 15%
Moderately agree 15 30%
Can't Say 10 20%
Moderately Disagree 10 20%
Strongly Disagree 7 15%
Total 50 100%

INTERPRETATION
45% respondents believe that the training programmes increase their job efficiency but
35% disagree to this. The view of the respondents were towards having more
technological and current topics for the training programmes which could help them
satisfy their creative urge and simultaneously increase their on-the-job efficiency.

39
9) In your opinion, the numbers of training programmes organized during the
year were sufficient for officers of BOB.
Options No. of Respondents % of Responses
Strongly agree 5 10%
Moderately agree 7 15%
Can't Say 13 25%
Moderately Disagree 5 10%
Strongly Disagree 20 40%
Total 50 100%

INTERPRETATION
25% respondents have the opinion that the frequency of the training programmes is
sufficient but 50% of the respondents differ to this. They believe that the number of
training programmes organized in a year should be increased and some in house
training programmes should also be organized by the organization regularly.

40
10) How many training programmes have you attended during the last year?
No. of Programmes No. of Respondents % of Responses
Upto 2 31 62%
3-5 12 25%
6-8 6 10%
More than 8 1 3%
Total 50 100%

INTERPRETATION
35% of the workers have attended 3-8 training programmes in the last year, which is the
clue of a useful training policy of the organization. However, 62% of the workers have
attended only 2 training programmes, which should be effectively seen by the
organization. Also, every worker should be given chances to attend as many training
programmes as possible.

41
11) The training given is useful to you.
Options No. of Respondents % of Responses
Strongly agree 24 47%
Moderately agree 12 24%
Can't Say 6 13%
Moderately Disagree 6 13%
Strongly Disagree 2 3%
Total 50 100%

INTERPRETATION
71% of the respondents feel that the training programmes were useful. 13% respondents
could not comment on the question and 16% think that the programmes were irrelevant
to their objective of being useful. The organization must ensure programmes that are
useful and prove to cater to the developmental needs of the workers.

42
12) The time limit of the training programme was sufficient.
Options No. of % of Responses
Respondents
Strongly agree 9 18%
Moderately agree 18 34%
Can't Say 6 13%
Moderately Disagree 7 15%
Strongly Disagree 10 20%
Total 50 100%

INTERPRETATION
42% respondents feel that the time limit of the training programme was adequate but
35% feel that it was insufficient. Also, 13% could not comment on the question. All the
respondents though felt that increase in time limit of the programmes would certainly be
advantageous and the organization should take some steps in this direction.

43
13) The time limit of the training programme, if increased would make it more
effective.

Options No. of Respondents % of Responses

Strongly agree 23 45%
Moderately agree 10 20%
Can't Say 5 10%
Moderately Disagree 10 20%
Strongly Disagree 2 5%
Total 50 100%

INTERPRETATION
65% respondents feel that the increase in the duration of the training programmes would
be beneficial but 25% differ to this opinion. Going by the majority, the organization
should make required changes to increase the duration of the programmes and also take
the opinion of the workers to have an effective training session.

44
14) The training was effectivein improving your on the job efficiency.
Options No. of Respondents % of Responses
Strongly agree 19 37%
Moderately agree 13 25%
Can't Say 6 13%
Moderately Disagree 7 15%
Strongly Disagree 5 10%
Total 50 100%

INTERPRETATION
62% respondents believe that the training programmes increase their job efficiency but
25% disagree to this. The respondents were of the opinion that having current topics for
the training programmes and also some sessions by an external faculty would help them
increase their on the job efficiency.

45
15) The training aids used were effective in improving the overall effectiveness of
the programme.
Options No. of Respondents %of Responses
Strongly agree 26 25%
Moderately agree 10 10%
Can't Say 15 30%
Moderately Disagree 10 20%
Strongly Disagree 7 15%
Total 50 100%

INTERPRETATION
35% respondents believe that the training aids were effective in improving the overall
efficiency of the programme. Contrary to this, 35% disagree and 30% could not
comment on the issue. The organization should ensure positive awareness about the
training aids used. Also, the use of better presentation aids should be facilitated.

46
 SUGGESTIONS AND RECOMMENDATIONS

SUGGESTIONS AND RECOMMENDATIONS

Training Need Assessment- The organizational, operational and individual training
needs must be identified scientifically and a linkage among the three must be
established so as to have an effective Training and Development process.
 A detailed discussion with each head of department should be done for
identification of training needs, as they are more aware of their subordinate‘s strengths
and weaknesses.
 Open session should be held more often to enable the employees to express their
training needs more frequently.
 A complete Job Analysis should be done so as to identify various competencies
required at various level. This would make the training need identification more
accurate.
 Current and optimum levels of performance of all employees (including clerks and sub-
staff) should be analyzed individually and recorded in Performance Appraisal Report.
This would make the PA report a more valuable source in identifying training needs.

47
 Designing Training Plan- A more comprehensive and systematic approach can be
applied to existing procedure through continuous training and retraining done at all
levels as an ongoing process.
 Learning should be one of the fundamental values of the Bank and this philosophy can
be percolated down to all employees through the training programs.
 There must be more of quality topics rather than quantity topics.
 In-house trainers should be rewarded appropriately so that they get motivated to train
better.
 The training methods and techniques must be constantly upgraded with more of audio-
visual support, case discussions, role plays, management games, in-basket exercises,
simulations, conferences, etc.
 The training programs should emphasize upon the Behavioral training so as to
bring about an overall attitudinal change in bank's employees this will help them to deal
with the bank customers more efficiently.
 Certain explicit incentives should be given to the employees undertaking
training in the form of rewards (both monetary and non-monetary), grades, certificate,
promotions or transfers, etc. so as to motivate the towards training and development.
 The records of training volumes should be maintained more systematically. The
Training Inventory System can be improved upon with a little systematic approach and
rigidity upon employees.
 The Feedback System can also be improved with more informal interactions
between the trainers and trainees. The trainees should be explained the importance of
the feedback forms and the benefit it would give the trainees. This would make them
more careful while filling up these forms.
 There should be feedback from the trainers also. This would act as a motivating
force for the employees if they are ranked or graded high and given rewards for better
performance. Also in case of lower grading timely feedback from trainer would help the
employee to adjust his efforts, or correct his mistakes and thus helping both the
employee and the organization getting the full benefit of the training provided.

48
Post Evaluation Of Training- The current scenario to evaluate the performance of
employees at BOB is based on two dimensions- Level of Learning and Results
Achieved. This does not provide the real picture of the efficiency of the training
program; two more dimensions are needed to be evaluated to complete the evaluation
process effectively these two dimensions are:
1. Reaction of Learner
2. Behavior on the job.
 Also, the learning objectives should be measured along with a detailed Cost Benefit
Analysis of the training programs
 Feedback system should not only prevail during and at the end of the program, but it
should also be implemented after sometime of the training so as to check upon the
efficiency and effectiveness of the training procedure based on the degree of its
utilization

CONCLUSION

49
 After going through the subsystem of HRD namely- Training and Development
inBank Of Baroda, I came to know that this subsystem is highly visible in the
organization. All Human resource development systems must have a strong
foundation within the Organization as an organization is made up of people &
function through people, the resource-men, money, material & machinery are
collected coordinated & utilized through people, it is through the combined efforts
of people that material monetary resources are effectively utilized for the attainment
of organizational objectives. As time, passes people become experienced & skilled
which is not so with the other resources that generally depreciate as the time passes
by. This resource is active, animate & living. It is the man only who with his ability
to feel, think, conceive & grow can show his satisfaction or dissatisfaction,
resentment or acceptance for all types of related activities.It is the person at work
who is valued, not the machine, infrastructure or capital.BOB, realizing the
importance of the above fact, has given great emphasis on its Training &
development Activities. To better equip the employees to meet the emerging
challenges, last year, the bank imparted training to more than 27500 employees
overall, through it's various training centers. Intensive training programs were also
conducted in the areas of credit, marketing, information technology, etc. to train
officers for specialized jobs. The training policy aims at providing to all employees
once in 2 years.

 To conclude the results of the study have been quite a satisfactory one. The
employees seem to be quite satisfied with the training process at BOB and are keen
to attend more training in the future. However, there have been found certain

50
 loopholes in areas like the Training Needs Identification and the Feedback System
adopted in Bank. Also, the post evaluation of the training is almost missing in the
Bank.

 Recommendations have been provided in the study, which if implemented, could

help the Bank to quite an extent in improving the system. The project has been a
wonderful experience, especially with the help of all those people, without the
assistance of whom, the project would not have taken the shape it has.

References

Human Resource Management

-T.N Chhabra

Training for organization transformation

- P.N. Singh

Training & Development

- A.K. Saha

WEBSITES

 www.bankofbaroda.co.in

 www.inc.com

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 www.treasurymanagement.com

 www.business.ml.com

52