Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
At PUNJAB NATIONAL BANK Submitted in the partial fulfillment of Masters of Business Administration programme Batch (2006-2008)
ACKNOWLEDGMENT
Those who are remembered are the once who render help without expectation. I was fortunate to have come across such fine people To wake a good project report requires sound knowledge of subject concerned and skills to make a proper use of the knowledge. I am grateful to all that equipped me with the right frame of mind to make me still more respective to knowledge and skills. I feel it my profound privilege to express my most sincere gratitude and indebtedness to my project guide Miss. Anita Passi (HRD), who has been instrumental in providing me direction, constant encouragement and cooperation in an attempt to take this project to its logical conclusion. I am greatly indebted to Ms. Veena Chadha (Senior Manager Training and Development), for providing valuable guidance. Not to forget Mr. Rajkumar Vohra (AGM HRD) for in lightening on Human Resource department in Punjab National Bank and also I am thankful to all the employees of PNB and also I also I am thankful to all the employees of PNB for their valuable input in giving interviews answering queries and filling up questionnaires which formed the backbone of my project This summer training has made me realize how important are the communication skills, interpersonal relations, research strategies and commitment to work for the successful completion of task. I convey my heartfelt affection to all those people who helped and supported me during the course for completion of my Project Report.
TABLE OF CONTENTS
1. Acknowledgment 2. Table of Contents 3. Declaration 4. Introduction 5. Objective of Study 6. Research Methodology 7. Company Profile 8. HR Perspective at PNB 9. Training and Development at PNB 10. Data Analysis 11. Conclusion 12. Suggestion 13. Bibliography 14. Appendix
INTRODUCTION
I at Punjab National Bank that the project titled Training and Development in Delhi is based on my original research work and dedicated efforts.The result in the report are totally based on the analysis of data that has Indian developing economy offer tremendous potential for future growth and organizations appreciating these consumers requirements stand to reap considerable returns. However, compared with more developed economies published consumer studies are few This research investigates Indian consumer perceptions of retail banking with respect to Punjab National Bank using an approach that takes account of the research context. Qualitative research was undertaken to define the relevant service attributes. Performance along these was then investigated through a survey with over 450 respondents. Regression analysis using SPSS revealed which are the key drivers of customer satisfaction. The industry is undergoing many of the network management and distribution changes experienced by these more developed regions during the 1990s. The introduction of automated teller machines (ATMs), for example, is a more recent development but these have now become more widespread. The retail banking consumer market is characterized by a large number of unprofitable low balance accounts attributable to the comparatively low average wage. In retail banking, service quality is a crucial aspect of the customer experience. However, despite the considerable service quality-related literature, and in spite of the tremendous market potential afforded, there is a comparative dearth of studies pertaining to India. This approach takes account of the research context and begins with an exploratory phase. Details of qualitative research appropriate for defining the service attributes relevant to an Indian market. A survey in which over 450 customers rated Punjab National Banks performance along these dimensions is then reported. Data are analysed using regression, one way anova and factor analysis using SPSS tool to identify the service quality components specific to the Punjab National Bank. Findings are related to service quality studies from other regions and implications for future research discussed. This research therefore makes a contribution by examining service quality and customer satisfaction in a hitherto unreported region. Looking at the result and interpretation of the analysis done above, few finding comes to the surface. 1. Behavior of PNB staff is changing according to the customer i.e. a high income and educated is served much better than a low income, less educated one. 2. Service quality is below the expectation and importance level of customer of all genres on all grounds. 3. A less educated person is more likely to remain loyal and recommend PNB to others than an educated one. Although all genres of customer are willing to recommend PNB to others.
4. Recommendation rate increases with the number of month of association with PNB. 5. A customer is more likely to have positive perception of PNB if he is dealt with politeness and respect. On the basis of above finding, recommendations are written below: 1. All customer should be dealt equally, especially the less educated and the one with less annual income. Because if we have a look at the customer base of PNB, we find that majority of their customer are in that section. It is also seen that a less educated person is more likely to remain loyal and recommend PNB. Which makes it even more important to retain that customer. 2. The customer needs to be addressed with politeness and courtesy. 3. PNB score low only on the intangible emotional part of service, and customers are looking for more personal attention. Which needs to be given right away.been collected by me. The analysis finally leads to conclusion.
EXECUTIVE SUMMARY
In todays world, speed is the buzzword and to remain on the top is also one of the most difficult things to do. Nowadays, competition is the first thing that comes to the mind of every organization. If you ask the Managing Director or the Chairman of any organization, what is that one thing they are interested in the response would definitely be to remain on the top position and to going victory over competitors in the corporate world. Human resource development is a key to organizational robustness. The combative and competitive capability of an organization, especially a service organization like a bank brings very largely on the collective competence and skills of its people. Rapid advances in technology and knowledge together with breath taking changes in the market place coupled with the raising client expectation, make for rapid obsolescence of old ways of doing things. This necessitates new responses, modern skills and attitudinal changes. This project Training and Development aims to explore the arena to test whether or not the same is contributing substantially towards the Punjab National Bank. Starting from the basic concept of Training and Development, it moves on to the analyses of the application of the same in various sectors of Punjab National Bank and it explores area where employees growth potential exists. It concludes by analyzing the challenges and attempting to provide a glimpse of the future.
"The use of the terms training & development in today's employment setting is far more appropriate than 'training' alone since human resources can exert their full potential only when the learning process goes far beyond simple routine. Training is a continuous process and not an one-shot affair, and since it consumes time and entails much expenditure, it is necessary that a training programme or policy should be prepared with great thought and care, for it should serve the purposes of the establishment as well as the needs of employees. A successful training programme presumes that sufficient care has been taken to discover areas in which it is needed most and to create the necessary environment for its conduct.
OBJECTIVES OF TRAINING:
To increase the knowledge of employees in doing specific jobs. To impart new skills among the employees systematically so that they learn quickly. To bring about change in the attitudes of the employees towards fellow employees, supervisor and the organization. To improve the overall performance of the organization. To make the employees handle materials, machines and equipment efficiently and thus to check wastage of time and resources. To reduce the number of accidents by providing safety training to employees. To prepare employees for higher jobs by developing advanced skills in them.
HOW TRAINING BENEFIT TO THE EMPLOYEES WHICH IN TURN ULTIMATELY SHOULD BENEFIT THE ORGANIZATION
Training helps the employees in the following ways: + Confidence + New Skills + Promotion + Higher Earnings + Adaptability
10
11
12
13
14
2. Evaluate the Training in Place: Even if any company doesn't have a formal
training department, it may already have some employee training materials. These can
15
include manuals, new hire orientation materials, CBTs (Computer Based Training), online references, and so forth. These materials can and should become an integral part of any new training solution. Review the procedures that already have in place and be prepared to adapt them to your new training needs.
4. Assess our options: Once we know what we need, we assess our options. We
can ask the following questions: Will they work well with our business culture? Will they be able to fill in all the gaps that have been identified? Can they provide you with multiple training options?
5. Choose your solution(s): Choose the consultant or company that can best meet our needs. Keep in mind, however, that the company or consultant that we choose may identify issues, gaps, or existing solutions that we could not see- it's often best to perform a preliminary needs assessment and then allow an experienced training professional to review our analysis and offer helpful additions or suggestions. After all, Training is what they do best, and their suggestions can help your company better prepare for change and growth.
1. Developing of skills (if not existing earlier) 2. Sharpening of skills (if existent but need is there to provide cutting edge) 3. Building up a cadre of a trained person.
16
4. Creating awareness 5. Improving proficiency (to improve efficiency and speed of handling
transactions ).
6. Exposing (to new developments, environment) 7. Upgrading of skills (like training participants from branch small/SSI loans to
handle large borrower accounts).
On-The job Training: Under this method, the worker is given training at the work
place by his immediate supervisor. In the other words, the worker learns in the actual work environment. It is based on the principle of Learning by doing. On the-Job Training is suitable for imparting skills that can be learnt in a relatively short period. On-the-Job training methods are relatively cheaper and less time consuming.. On-theJob Training has the chief advantage of strongly motivating the trainee to learn. Onthe-Job training is the most effective method of training the employees because it is in complete accord with the three basic laws of learning. The Law of Readiness. The Law of Exercise.
18
19
20
away from the work environment. A special area or room is set aside from the main production area and equipped with furnishings similar to those found in the actual production area. The trainee is permitted to learn under simulated conditions, without disrupting ongoing process. The emphasis is on learning skills required by the job. Among these most commonly used training techniques are lecturer, films, audiovisual, case studies/ role playing, simulation. 6. Review the Instructional Design: The format chosen must make sure that the design meets our needs and we invite our comments and review. We listen carefully to the suggestions and make revisions based on the input. Once the format is ready we will proceed to the development phase. Although companies share similar Training needs, many situations require unique solutions based on the project's business context
DEVELOPMENT OF TRAINING
While developing the programme schedule, following aspects should be kept in mind: Total number of working days and sessions available for the training course. The entire area/subject should be spread out/ planned over the entire period of the programme. Specific topics should be laid out in a logical, sequential and succession form so as to enhance comprehension and assimilation. If the training schedule is of long duration or involving various phases or modules, a tentative programme schedule should be prepared for the entire period but detailed and specific programme should be prepared for each week/fortnight/phase or module well in advance. Normally a full training consists of 5 sessions of minimum 70 minutes each at training center/college with 3 sessions before launch and 2 sessions after lunch. Enough caution/flexibility should be built up in the programme schedule to allow scope for increasing sessions on existing proposed topics, adding new topics, undertaking more exercises
21
22
Objectives of Study
1. To understand the theoretical framework of the subsystem of HRD i.e. training and development. 2. To explore the growth of the organization till its present status. 3. To asses the awareness and involvement of the organization in the respect of training and development functions. 4. To evaluate Training and Development scenario in the organization in HRD and suggestion the future. 5. To study the HRD functions undertaken by organization.
23
SAMPLE DESIGN
There are many research methods to conduct any study. The study is based on a combination of Desk research and Exploratory research methods exploring T&D functions adopted by organization and to assess the awareness and involvement of the employees of the organization in respect of HRD functions using various means. Type of sampling: The sample has been constructed using random sampling technique. The Sample size: 95 employees including officer staff, clerks and subordinate staff. All these employees work in different divisions relating to banking functions. The Sample Extent: Head Office, New Delhi.
24
the Indian subcontinent. The bank was nationalized in July 1969 along with 13 other banks. Punjab National Bank is serving over 3.5 crore customers through 4497 offices, largest amongst Nationalized Banks. Amongst Top 1000 World Banks, PNB is ranked at 248th place according to The Banker London. The Bank was recently ranked 38th amongst top 500 companies by the leading financial daily, Economic Times. PNBs attempts at providing best customer service has earned it 9th place among India's Most Trusted top 50 service brands in Economic Times- A.C Nielson Survey. The most important reason which gives an edge to PNB over other banks is its Sound
PNB offers a wide variety of banking services which include: corporate and personal banking, industrial finance, agricultural finance, Financing of trade and international banking.
25
o The bank provides finance to agriculture and allied activities and Small Scale
Industries (SSI). The bank has established 16 specialized branches to finance exclusively SSIs. The bank is ranked 515 among the biggest banks in the world by Banker's Almanac (Jan 2000) London.
o Punjab National Bank has a strong banking relationship with 217 leading
international banks all over the world enhances its capabilities to handle transactions world-wide. Besides, bank has Rupee Drawing Arrangements with exchange companies in the Gulf. Bank is a member of the SWIFT and 75 branches of the bank are connected through its computer-based terminal at Mumbai. The bank also maintains accounts in 13 currencies. With its dealing rooms and well-trained dealers, the bank offers Forex dealing in India.
o Keeping with its tradition of excellence in customer service PNB has adopted
a quality movement Alliance with Quality'. Under this as many as 364 offices of the bank have been awarded the coveted ISO 9002 certification. The bank further planning to cover more offices under this quality movement.
o Internet Banking services are available through all Branches of the Bank
networked under CBS. Providing 24 hours, 365 days banking right from the PC of the user, Internet Banking offers world class banking facilities like anytime, anywhere access to account, complete details of transactions, and statement of account, online information of deposits, loans overdraft account etc. PNB has recently introduced Online Payment Facility for railway reservation through IRCTC Payment Gateway Project and Online Utility Bill Payment Services which allows Internet Banking account holders to pay their telephone, mobile, electricity, insurance and other bills anytime from anywhere from their desktop.
o Another step taken by PNB in meeting the changing aspirations of its clientele
is the launch of its Debit card, which is also an A TM card. It enables the card holder to buy goods and services at over 99270 merchant establishments
26
across the country. Besides, the card can be used to withdraw cash at more than 11000 A TMs, where the 'Maestro' logo is displayed, apart from the PNBs over 555 A TMs and tie up arrangements with other Banks. Towards realizing its vision of evolving into word-class institution providing comprehensive financial and related services the bank has achieved diversification in its business. The bank entered the bullion business in Sept. 2000 and, introduced Gold coins in the year 2006.
Subsidiaries PNB Gilts Ltd. A subsidiary of Punjab National Bank which was amongst the first ones to get the license for undertaking activities in the Government Security market, as a primary dealer in 1996. The company received ISO 9002 certification from British Standard Institution, making it as the first primary dealer in India to achieve this certification for its quality systems and procedures. This certificate has been granted to the company as a whole including its corporate and branch offices. PNB Housing Finance Ltd. This is a wholly owned subsidiary of Punjab National Bank, is engaged in providing housing loans for purchase, construction and up gradation of a dwelling unit. The company offers Loans for construction or for purchase of house/flat from development authorities and also from private builders/ group housing societies as well as for renovation / repairs. Company also provides finance for construction of residential projects. Loans to NRIs are also provided for purchase construction of house/ flat along with a resident/ non-resident co-borrower.
27
QUALITY POLICY
To effectively meet customers requirement and endeavor to achieve total customer satisfaction. To gain consistent faith and confidence of customers and potential customers regarding the quality of services rendered.
Organizational Structure
Bank has its corporate Head office at New Delhi and 26 zonal offices which in turn supervise 49 regional offices under which the branches function. Thedelegation of powers is decentralized up to the branch level to facilitate quick decision making. Head Office
Branches (4093)
28
29
30
The bank recognizes that the emerging challenges in the banking industry require optimal utilization of manpower and overall development of human capabilities. Towards the end, the bank has evolved a Human Resource Management (HRM) policy which interlia covers manpower budgeting, recruitment, training, promotions and welfare measures for employees. The work towards development of HRM software is a step further in this direction.
The bank has implemented People Softs Human Resource Management Solutions (HRMS) by Tata Consultancy Services (TCS). HRMS is a centralized on-line system for updation of vital information relating to HR matter. This would facilitate the bank in managing its large workforce and planning strategies in sync with organizational goals. Besides, the chairman has kept the channels of communication with the. employees open by addressing regular letters about the progress and
31
performance of the bank. Emphasis has been laid on providing training to help employees to face the competitive environment. The perspective approach to human resource development for Punjab national bank is : Belief that the human resource is the most important assets of our bank and managing it effectively spells success. This requires integration of HRD policies and procedures with overall corporate objectives and plans. The culture and the values system prevailing in the organization would be able to absorb assimilate, adopt fresh ideas and currents to effectively cope with and respond to changing scenario. Any people management effort should facilitate every individual to contribute as a team member and realize his/her potential to the fullest extent. This in combination with systems should result in attainment of organizational goals and objectives .this alone in the ultimate analysis, would ensure the advancement of personnel located at different tiers in the organization.
AT THE ENTERPRISES LEVEL, EMPLOYEE TRAINING AND DEVELOPMENT ARE THE MAIN AREAS OF HUMAN RESOURCE DEVELOPMENT
32
The Mission
"To provide excellent professional services and improve its positions as a leader in the field of financial and related services build & maintain a team of motivated & committed workforce with high work ethos.& act as an effective catalyst for socioeco development".
33
34
This two-way interaction helps the field staff to better appreciate the environmental challenges at the corporate level and also helps the corporate management to obtain
35
effective feedback, which facilitate formulation of strategies and policies for achievement of corporate objectives.
36
Zonal
training
coordinator
should
frequently
interact
with
the
principal/training manager of the training center/college looking after the training requirements. Regional managers and other senior officials visit the branches quarterly to make a point to interact with the staff members and assessment of the training requirement is one of the areas, which are discussed to bring all around improvement in the working of the branch. Sometimes, the Bank conducts open sessions where the employees themselves state their training needs on an informal basis and it is the controlling officer who thereby decides whether the need is reasonable or not. The Performance Appraisal Report is also occasionally used as a source to identify training needs of employees. No of No. of Training centers Channels No. of Courses No. of Faculties No. of officers trained in 99798 PSU Banks SBI &associates Private Sector banks Total 175 296 9044 823 124978 255877 Source: Report of the committee to review the activities and future direction ofBTC- vision 2005, RBI may 1999. 23 34 567 66 7656 14772 17 42 1014 144 20623 80510 135 220 7463 613 96699 160595 Up to scale IV Up to scale IV Up to scale IV Total no. Of Officers Level of Training
37
38
39
A panel of faculty at Zonal Training Centre (ZTC) decides upon who is to train the employees at the various training programs. The guest faculties include faculty members of universities and Business Schools like Calcutta University, JNU, Delhi
40
University, IIMs, Institute of Management Technology (Ghaziabad), NIIT, Aptech, etc. also ,officials with a, flair for teaching are invited from RBI, CBI, BIS, Nileto and other banks like HDFC, HSBC, ICICI, IDBI, etc. "'" The most commonly used methods at the ZTC for imparting training are Lectures Case discussions Role plays Audio and video cassette Computer Assistance Group Discussions Demonstration Presentations and Slide Shows Quizzes Handouts and Reading Material Dialogues Workshops and Seminars On-the-job training (for programmes with longer durations)
41
After that the training coordinator should place the plan before the competent authority for examination/assessment of the same and approved thereof. As and when the training plan is approved by the concerned authority, a copy of the same should be immediately sent by the training coordinator to all concerned levels of authorities and by the training center/college also. On receipt of approved training plan, principal managers should allot the programs to various members for coordination.
42
43
IMPLEMENTATION
After the training manager at the Zonal Training Center (ZTC) draws the draft of the training plan as per the exigency. The draft is then sent to the Zonal Manger who in turn sends it to the Head Office for approval. The draft is approved at the Training Manger's Conference held at the Head Office and is finally sent to the Zonal Office for implementation. Sometimes, the concerned departments are also consulted before 44
making the plan. However, the training plan is subject to changes according to the need of the hour.
2. Mid -Course Evaluation: Test preferably on the Saturday of the first week in
the programme of two weeks duration or in the middle of the other long duration programmer.
4. Final Evaluation: It reveals the performance of the participants at the exit level
in term of acquisition of knowledge and development of skills and also indicates the interest shown by the participants in acquiring new information during the training programme. If the evaluation is being obtained through a test the performance of the participants should be informed it them and the question paper should also be discussed to provide
45
one last opportunity before the conclusion of the training programme to the participants to clear their doubts.
Such an evaluation will reflect the amount of hard work done by the participants in preparing the particular topic. This will also benefit the participants in accelerating the protect of self-learning and motivate him to read the study material, the reference material and make good use of library facility available. 6. Case Presentation: While sending the trainees for OJT in branches, they should be advised to thoroughly examine a particular type of account/business activity/industry and prepare a case study with their own choice, highlighting the features of their study. While preparing for the case study, they should examine the chosen account/activity closely and in depth and in this regard, they shall also refer to study/reference material/trade and industry manuals available at the branches or with a client or in the administrative office. 46
47
There after the final test should be conducted on Friday or on the second last day of the second week. The marks scored by the participants in the final test should be compared with the mid-course test and the coordinator in the class should commend performance of those who have improved.
c) Advance Programmes:
In advance Programmes on Credit Management and Foreign Exchange etc. being conducted for various levels, the schemes of training shall be preferably objective type, and conducted immediately after the welcome and inauguration session on the first day of the training programme. The test should have minimum of 100 questions (in objective type) and also be of duration of one hour. The mid course test should be conducted in middle of the training programme, preferably on Saturday. The mid course test can be descriptive or objective or partly both. The test should be a minimum of one-hour duration and should thoroughly test the knowledge of participants on various subjects/topics covered so far in the programme. Result of the test should be announced on the next working day. d) Intensive Programmes: It is done so as to assess their performance immediately at the commencement of the programme, an entry-level test is be conducted which may be descriptive or objective or both. Near the conclusion of the first module of the training, mid course test should be conducted which may be descriptive or objective or both.
48
(2) Please indicate your view on the qualitiy of training course by ticking the appropriate box? PERCENTAGE Fair Good V.Good Meeting Learning Objectives Relevant to Job Trainer(s) help to learn Handouts dear and useful 25 28 31 20 35 26 34 25 40 46 35 55
49
Note: Poor-None
(3) The channels of communication used in the programmes are :Verbal Written Both 21% 11% 68%
(4) What factors hinder your learning during the training programme?
50
(5) You were able to pass on knowledge and skills provided from the training programmes to your subordinates. Mostly sometimes Never 47% 37% 16%
(6) How would you rate the training ? Excellent good Average poor 25% 38% 21% 16%
(7) Time period of training ? Very Long Long Ok Short Very Short 5% 8% 26% 33% 28%
51
(9) If yes, how is it provided after training? Through recognition Certificate of excellence Communication by faculty Others 8% 12% 54% 26%
(10) Do employees actively participate in determining the training needs and know the skills they must acquire?
52
(11) Suggestions are welcomed by the seniors/ facilitators. Often Rarely Never 57% 32% 11%
(12) Would you like to undergo any such training in the near future?
Yes No
87% 13%
53
CONCLUSION
After going through the subsystem of HRD namely- Training and Development in Punjab National Bank, 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
54
or acceptance for all types of related activities. It is the person at work who is valued, not the machine, infrastructure or capital. PNB, realizing the importance of the above fact, has given great emphasis on its Training & development Activities). As far the PNBs training and development activities are concerned, the bank has established a Central Staff College at the corporate level and as many as 3 Regional Staff Colleges, 8 Zonal Training Centers and one full fledged IT Center at Faridabad. 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, forex, marketing, information technology, etc. to train officers for specialized jobs. The IT center, Faridabad provided training to employees keeping in view the technological developments taking place in the banking industry. Besides in-house training, the bank deputed 565 employees to other prestigious institutions like National Institute of Bank Management, Pune, Administrative Staff College of India, Hyderabad and Bankers Training College, Mumbai). The training policy aims at providing to all employees once in 2 years. In recognition of its efforts in this area, the bank was awarded the Golden Peacock National Training Award 2005, instituted by Institute of Directors, New Delhi, for second year in succession. 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 PNB and are keen to attend more training in the future. However, there have been found certain 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.
55
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. )
56
57
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, inbasket 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, certificates, 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 employee s 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. Post Evaluation Of Training- The current scenario to evaluate the performance of employees at PNB 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: Reaction of Learner Behavior on the job. 58
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
BIBLIOGRAPHY
BOOKS
-AUTHORS Human Resource Management -T.N Chhabra Training needs Analysis and Evaluation - Frances & Roland Bee Training for organization transformation
59
- P.N. Singh Training & Development - A.K. Saha WEBSITES www.quickmba.com www.pnbindia.com
APPENDIX
Dear Sir/Madam I am a student of Post Graduate Program in Management from BLS Institute of Management, Ghaziabad, carrying out my summer training at your bank, which is part of my course curriculum. Please fill in the questions given below, as this will assist in my project study. I assure you that the respondents will be kept confidential. Name Designation Department
60
1. Have you attended any training programs organized by the Training Center recently? Yes No
2. Please indicate your views on the quality of training course by ticking the appropriate box: Poor quality Fair quality Good quality Very good quality Meeting the learning objectives Relevance to your job The trainer (s) helping you to learn The handouts clear and useful 3. The channels of communication used in the programs are: Verbal Written Both the above 4. What factors hinder your learning during the training programme? Time constraints Communication gap 5. You were able to pass on the knowledge and skills provided from the training programs to you subordinates. Mostly Sometimes Never Any other [please specify]___________________
6. How would you rate the training? Excellent Good Average Poor 7. Time period of Training.
61
Very long Long O.K. Short Very Short 8. Is there system of feedback? Yes No 9. If yes, how is it provided after training? Through recognition Through certificate of excellence Through communication of faculity Any other [Please Specify] ___________________ 10. Do employees actively participate in determining the training needs/issues and know the i. Always ii. Frequently iii. Occasionally iv. Rarely v. Never 11. Suggestions are welcomed by the seniors/facilitators. Often Rarely Never 12. Would u like to undergo any such training in the near future? Yes No skills must acquire?
62