CHANGE

MANAGEMENT
&
HR TRAINING

MRS.S.A.PANSE.

1/15/2010 BANK OF MAHARASHTRA 1

 ISSUES FOR DISCUSSION

 CHANGES BEING BROUGHT ABOUT BY CBS

ADOPTION
 PHYSICAL CHANGES
 CHANGES AT PSYCHOLOGICAL LEVEL
 BUSINESS PROCESS RE-ENGINEERING
 NEED FOR TRAINING
 DIFFERENT TYPES OF TRAINING
 TRAINING INFRASTRUCUTRE

1/15/2010 BANK OF MAHARASHTRA 2

 CHANGES BEING BROUGHT ABOUT
THROUGH CBS

 CUSTOMER OF A BANK INSTEAD OF A BRANCH.

 EASE OF INTRODUCTION OF MULTIPLE DELIVERY
CHANNELS LEADING TO CUSTOMER
CONVENIENCE.
 NEED OF CUSTOMER TO COME TO THE BRANCH
MINIMISED.
 IMPORTANCE OF A BRANCH GOES DOWN.
 DATA STORED AT CENTRAL LOCATION AND THE
DAY END RESULTS ARE AVAILABLE ON THE NEXT
DAY.
 LEADING TO LACK OF SENSE OF BELONGING &
LACK OF CONTROL BY THE BRANCH STAFF.
 CONTROL OVER CUSTOMER INFORMATION- A NEW
CHALLENGE.

1/15/2010 BANK OF MAHARASHTRA 3

 PHYSICAL CHANGES

 DATA IS NOW AVAILABLE AT A CENTRAL LOCATION-

DATA CENTRE.
 ICT (INFORMATION & COMMUNICATION
TECHNOLOGY) - PLAY AN IMPORTANT ROLE IN THE
SMOOTH FUNCTIONING OF THE BRANCH.
 NO CONTROL ON THE SMOOTH WORKING OF THE
BRANCH AS DEPENDENCY ON CONNECTIVITY.
 DUE TO ALTERNATE DELIVERY CHANNELS,
CUSTOMER FOOT FALLS GET REDUCED IN THE
BRANCH.
 PHYSICAL LAYOUT OF THE BRANCH UNDERGOES
CHANGE SINCE BACK OFFICE FUNCTIONS GET
SHIFTED TO DC.

1/15/2010 BANK OF MAHARASHTRA 4

 CHANGES AT PSYCHOLOGICAL LEVEL

 BRANCH HEAD FEELS GETTING

ALIENATED FROM THE BRANCH.
 CONTROL OVER THE BRANCH APPEARS
TO BE SLIPPING.
 BUSINESS FIGURES OF A DAY AVAILABLE
ONLY ON THE NEXT DAY.
 ANY BRANCH BANKING BRINGS
CUSTOMERS OF OTHER BRANCHES TO
THE BRANCH LEADING TO LOGISTIC
PROBLEMS.
 PERSONAL RAPPORT WITH BRANCH
CUSTOMERS GETS AFFECTED.

1/15/2010 BANK OF MAHARASHTRA 5

 BUSINESS PROCESS RE-
ENGINEERING
 CENTRALISED DATA BASE AND 24/7 AVAILABILITY OF
DATA OPENS IMMENSE OPPORTUNITIES FROM
1. CUSTOMER POINT OF VIEW .
2. MIS & BUSINESS INTELLIGENCE.
 DUPLICATION OF ACTIVITIES CAN BE DONE AWAY WITH
ACROSS THE ORGANISATION BY INTRODUCING STP-
STRAIGHT THROUGH PROCESSING.
 BUSINESS PROCESSES ACROSS THE ORGANISATION
NEED TO BE REVIEWED TO CULL OUT DUPLICATION IN
VARIOUS ACTIVITES.
 CENTRALISATION OF VARIOUS ACTIVITIES ACROSS THE
ORGANISATION CAN BE BROUGHT ABOUT TO REDUCE
MAN POWER NEEDS.
 REVISIT THE MAN POWER REQUIREMENTS ACROSS THE
BRANCHES/ CONTROLLING OFFICES.

1/15/2010 BANK OF MAHARASHTRA 6

 NEED FOR TRAINING

 ESTABLISHMENT OF THE CORE TEAM TO

DRIVE THE ENTIRE CBS PROJECT.
 PRE-MIGRATION TRAINING ACROSS THE
ORGANISATION ESSENTIAL.
 RELIEVING TEAM TO BE TRAINED IN THE
EXISTING SOFTWARE TO MANAGE THE
BRANCHES WHEN THE BRANCH STAFF
GOES FOR TRAINING.
 DURING THE IMPLEMENTATION PHASE,
THE BRANCH NEEDS TO BE GIVEN ON-SITE
SUPPORT FOR A MINIMUM PERIOD OF 2-3
WEEKS.

1/15/2010 BANK OF MAHARASHTRA 7

 NEED FOR TRAINING

 POST MIGRATION TRAINING ESSENTIAL

FOR THE BRANCH STAFF AFTER THE
BRANCH IS STABILISED ON CORE BANKING
SOLUTION.
 MODULAR TRAINING NECESSARY FOR THE
BRANCH STAFF.
 CONTROLLING OFFICE STAFF ALSO NEEDS
TO BE TRAINED ON THE CBS SOLUTION.
 TOP DOWN APPROACH IS ESSENTIAL IN
TRAINING FOR HIGH ACCEPTIBILITY
ACROSS THE ORGANISATION.

1/15/2010 BANK OF MAHARASHTRA 8

 DIFFERENT TYPES OF TRAINING

 FOR THE CORE TEAM

 FOR THE CORE IMPLEMENTATION TEAM
 TRAINERS’ TRAINING
 PRE-MIGRATION TRAINING
 POST MIGRATION TRAINING
 FOR VARIOUS LINE FUNCTIONS
 FOR THE BRANCH MANAGERS
 FOR THE STAFF AT CONTROLLING
OFFICES
 FOR THE EXECUTIVES
 FOR THE TOP MANAGEMENT

1/15/2010 BANK OF MAHARASHTRA 9

 DEVELOPMENT OF TRAINING
INFRASTRUCTURE

 ESTABLISHMENT OF VARIOUS COMPUTER LABS

ACROSS THE COUNTRY COVERING ALL THE
BRANCHES FOR HANDS ON TRAINING.
 TRAINING INSTITUTE FOR THE EXECUTIVES AND
BRANCH HEADS.
 ESTABLISHMENT OF PROJECT MANAGEMENT
OFFICE FOR THE CORE TEAM TO TAKE CARE OF-
 1.MIGRATION ACTIVITY 2.PRODUCT
DEVELOPMENT 3.ESTABLISHMENT OF BASIC
INFRASTRUCTURE – HARDWARE, SOFTWARE,
COMMUNICATION EQUIPMENT ETC. 4.HELP DESK
 ESTABLISHMENT OF A 24/7 CALL CENTRE.
 PREPARATION OF JOB CARDS AND MANUAL.

1/15/2010 BANK OF MAHARASHTRA 10

 CUSTOMER CENTRIC INITIATIVES

 EDUCATE & PREPARE THE CUSTOMERS FOR THE

PROPOSED CHANGES.
 PUT UP POSTERS AND LEAFLETS FOR THE
BENEFIT OF THE CUSTOMERS.
 TRAINING SESSIONS FOR THE CUSTOMERS TO
INITIATE THEM IN CBS.
 CUSTOMER EDUCATION AN ON GOING PROCESS
FOR VARIOUS NEW DELIVERY CHANNELS BEING
INTRODUCED BY THE BANK AND BENEFITS OF
THESE INITIATIVES.
 EDUCATE ON THE SECURITY ASPECTS AND THE
CARE THAT NEEDS TO BE TAKEN FOR DATA AS
WELL AS FINANCIAL SECURITY.

1/15/2010 BANK OF MAHARASHTRA 11

 CHANGES ACROSS THE ORGANISATION

 ORGANISATION BECOMES LEANER, FLATTER WITH

SPECIFIC BUSINESS VERTICALS.
 DATA SECURITY GAINS MAXIMUM IMPORTANCE.
 NECESSARY AWARENESS AMONGST THE STAFF &
CUSTOMER NEEDS TO BE CREATED ON DATA
SECURITY, DATA HACKING, DATA THEFT
RESULTING IN FINANCIAL LOSSES.
 CRM BECOMES A PRIME NEED TO WORK OUT
CUSTOMER PROFITABILITY & PRODUCT
PROFITABILITY.
 TECHNOLOGY BECOMES ALL PERVASVE ACROSS
THE ORGANISATION AND HENCE THE ENTIRE
STAFF NEEDS TO BE IT SAVVY ESPECIALLY THE
TOP MANAGEMENT.

1/15/2010 BANK OF MAHARASHTRA 12

 THANK YOU

CAN WE DISCUSS ANY ISSUES?

1/15/2010 BANK OF MAHARASHTRA 13