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u Deals with development and up gradation of human

u HRD tries to bring about qualitative changes in this stock

of human capital in accordance with the needs of the
organization and corporate objectives. It tries to mould the
stock as per requirements.
In the annual international ranking conducted by UK-based Brand
Finance Plc, 18 Indian banks have been included in the Brand
Finance® Global Banking 500. In fact, the State Bank of India
(SBI) which is the first Indian bank to be ranked among the Top 50
banks in the world, has improved its position from 36th to 34th, as
per the Brand Finance study released on February 1, 2011. The
brand value of SBI has enhanced to US$ 1,119 million. ICICI Bank,
the only other Indian bank in the top 100 club has improved its
position with a brand value of US$ 2,501 million. According to the
study, Indian banks contributed 1.7 per cent to the total global
brand value at US$ 14,741 million and grew by 19 per cent in 2011.
u According to RBI's 'Quarterly Statistics on Deposits and Credit of
Scheduled Commercial Banks: June 2010', nationalised banks, as a
group, accounted for 51.3 per cent of the aggregate deposits, while
State Bank of India (SBI) and its associates accounted for 22.8 per
cent. The share of New private sector banks, Old private sector
banks, Foreign banks and Regional Rural banks in aggregate
deposits was 13 per cent, 4.8 per cent, 5.1 per cent and 3.1 per cent
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u The Cultural Assessment provides information about core dimensions
of organizational culture, including:
Satisfaction With Work Itself, Satisfaction With Pay & Benefits,
Opportunities for Advancement, Satisfaction With Leadership &
Supervision, Motivation, Common Values, Performance Commitment
u In addition, based on the diagnosis, most clients choose to add
customized survey items that deal with unique issues facing their
organization. Examples include:
Customer Orientation, Teamwork, Reaction Towards Potential Sale,
Continuous Learning Environment, Trust, Work Autonomy/Job
u As a result of the diagnosis, various groups and subgroups of
employees are identified and relevant comparisons are determined.
This allows HRD STRATEGIES staff to design a coding system for
computer analysis, and allows for group comparisons on the various
dimensions. This organizational diagnosis helps ensure that all
subsequent steps run smoothly and that the company receives the
most useful information from the assessment.


u HRD STRATEGIES takes time to carefully explain to each
employee group the reasons for the survey and its special
features. To overcome any employee apprehension about how
the survey results will be used, it is emphasized that the survey
is anonymous.

u The survey can be administered to large groups of employees at

one time. Most groups complete the survey in 30 to 45 minutes.
The instrument consists of a core item survey, a supplement
containing organization-specific items, and open-ended
questions. The open-ended questions allow employees to write
about any areas they wish to expand upon with regard to what
the organization is doing right and what improvements are


u The survey will be designed so that the statistical data can be
presented simply and clearly. The data is summarized reflecting
the percentage of people responding in each of rating choices.
Statistical results are presented for each of the dimensions
described earlier and, if desired, for specific items as well. The
report compares the organization's current culture with previous
administrations of the survey.

u The responses to the open-ended questions are content-analyzed in

order to identify major themes and areas commented on. It is often
the case that unique themes are found that management is not
aware of and that are not brought out clearly in the questionnaire
part of the survey. These analyses are summarized and interpreted
in a written report.


u With an emphasis on practical and sound feedback to participants,
A series of meetings is held in which all Managers are shown the
results for the overall organization as well as their particular work
unit. These Managers are then encouraged to openly discuss the
survey data in order to gain a better understanding of the various
issues facing the organization, and decide on a plan to give feedback
to their employees. HRD STRATEGIES will provide a staff member
to assist the Managers with feedback to their respective


u HRD STRATEGIES will provide a final written report

outlining the organizational strengths and a
recommended plan of action for improving
organizational effectiveness.
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u Ensuring a focus on employees at all occupational levels, and in all
occupational classes.
u Responding to the needs of designated groups.
u Promoting cohesiveness and integration in structures, systems and
u Ensuring flexibility and adaptability so that none is constrained by the
rigidity of strategic approaches.
u Recognizing and responding to contextual differences so that each entity
develops at a comfortable pace.
u Maintaining a performance focus so that capacity building contributes to
performance and service delivery.
u Responding to sectoral differences so that each sector pursues a course
which takes advantage of its inherent strengths.
u Building learning communities and organizations so that learning becomes
a routine event.
u Promoting the agenda of development so that Public Sector efforts respond
to the development challenges of the nation in a coordinated manner.
u Promoting continuity of action through levels of Government so that the
impetus of interventions in HRD is not lost.
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 Enhancing the   
   linkages between the   
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HR Analysis !

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u The term "six sigma" is widely used to refer to all of the following: „
   „ !

u Hr professionals with the right skills can contribute to a six sigma

initiative at both strategic and tactical levels.

u To appreciate the important role hr has in six sigma, it is important

to begin this discussion by having an understanding of what six
sigma is, all the roles played by others in a six sigma
implementation, and the factors critical to a successful
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u $%&' ($) ($(&)*+, %,- ()(,)*+,. Having the right people in
the Black Belt role is critical to the success of a Six Sigma initiative.
The training investment is substantial for this pivotal role. Further,
Black Belts are the visible "face" of Six Sigma. They help shape the
organization's impression of Six Sigma, and, consequently, the
willingness of many to embrace the initiative. Therefore, you want
to pick Black Belts very carefully. HR professionals can help the Six
Sigma Leader find the right people for Black Belt roles and ensure
they remain in those positions for the typical two-year rotation.x`

u (/%0-1 %,- (&+2,*)*+,. Rewarding and recognizing Black

Belts and Six Sigma teams is more complex than it may appear.
Black Belts join the Six Sigma initiative from various places in the
organization where they are likely to have been at different job
levels with differing compensation arrangements. HR professionals
can help the Six Sigma Leader tackle the challenge of establishing
the right rewards/recognition.
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The work of Six Sigma is done mostly at the project team level by a
Black Belt leading a small team through the steps of the DMAIC
method. If the team itself does not function well or does not interact
effectively with others in the organization who ultimately have to
support and carry out the process changes, the project probably will
not be successful. Given the typical project's potential payback,
failure can be expensive.
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u 0(%)*,2 % *8 *23% 7$)70(. Many Sponsors, Champions, and
Leaders look to Six Sigma as a way to change an organization's
culture to one that is more data-driven, proactive, decisive, and
u 5%,2( %,%2(3(,) %,- +337,*&%)*+,1. Introducing Six
Sigma into an organization is a major change that will have a
profound effect on a broad group of stakeholders. Managers and
employees at many levels of the organization will be asked to engage
in new behaviors. In many cases, those leading other initiatives will
see Six Sigma as a source of competition for resources, executive
attention, and organizational power.

u )%;; (()*,21. Staff Meeting aims at group synergy, team

building, open culture, family feeling and talent recognition which
individually and cumulatively benefit the organizations.
Goals/Targets set for the unit/Bank is discussed in the monthly Staff
Meetings conducted at all branches/units and action plan is drawn
in achieving them. The forum is being effectively utilized for
harmonious functioning of all the branches and administrative units
through greater involvement and collective contribution of all staff

u 0%*, )+03*,2 (11*+,1. This is a technique for generating ideas

and suggestions on topics of relevance and also to provide alternate
solutions to problems by simulative thinking and imaginative power
of cross section of employees. Corporate Topics are selected for each
quarter and BSS are conducted in administrative offices/ braches on
the topic during every quarter. Worthy implement able suggestions
emanated are circulated for necessary action.

u )7-: *0&$(. Concept of Study Circle aims at self development of

employees by kindling the desire to acquire/update knowledge,
information and experience. Guest lectures/ Power Point
Presentation / Group Discussions, etc are arranged on topics of
general interest by inviting experts in the field. Study Circle
Meeting are conducted once in two months in administrative offices
and once in a quarter in braches.

u ·7%$*): *0&$(1. It is a time tested tool of Total Quality

Management (TQM) which promotes team spirit, cohesive quality
work culture, commitment and involvement of employees.
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u The real challenge of this sector is the ´Indian companiesµ, how to
transform into global corporations without losing the positive values
and culture that they have developed.
u As most part of the jobs in this industry is monotonous/repetitive
and routine, the HRD Department has to empower, engage and
energies employees to create effectiveness & efficiency through
motivation organizational structures, systems & procedures are
facilitators of these, and there is a need to focus greater attention on
these aspects by the industry.
u However, the emergence of a core and peripheral workforce in many
organization has presented new challenges for HR managers public
& private sector organizations are fast becoming diverse
communities for core workers, flexibly employed casual and part-
time workers, consultants, contractors & business partners.
u Certain rigidities have also developed in HRD within this banking
system itself because this industry is largely in the public sector.