A SUMMER TRAINING REPORT

ON

IN

Submitted to
Gurukul Kangri University, Haridwar
In partial fulfilment of the requirement for the 2yrs full time
Post Graduate Degree
In
Master of Business Administration

Supervised by Submitted By
Dr. Surekha Rana Anjali Das
MBA III sem

Dept of Management Studies

Kanya Gurukul Mahavidhyala, Dehradun 2nd campus
Gurukul Kangri University, Haridwar(2008-2010)

Contents
Preface
Acknowledgement
Declaration

Chapter-1 Organization Profile

• Background of the bank

• Vision of the Bank

• Board of the directors

• Administrative set up of the Bank

• Department and officers in the Bank

• Brief Introduction of the Bank

• Organizational Structure

• Others Particulars

• Principal accounting Policy

Chapter-2 Conceptual framework

Training and Development
• Introduction

• Nature of Training and Development

• Inputs in Training and Development

• Role of Training and Development

• Objectives of Training

• Need for basic Purpose of Training

• Benefits from Training and Development

• Training Methods and Techniques

Institutes That Provide Training to the Bank Employees

Types of Training which UGB provide to its employees

Chapter-3 Research Methodology
Sample Size

Chapter-4 Findings

Conclusion
Bibliography
Annexure

PREFACE

As a part of my MBA programme, I was asked to undergo 6-8 weeks summer training in
any organization, to give the exposure to practical management and to get familiar with
the various activities taking place in the organization.

I got an opportunity to undergo my summer training in the reputed organization

“UTTARANCHAL GRAMIN BANK” where I was allowed to work on the project titled
“Training & Development” at HEAD OFFICE” Dehradun.
 ACKNOWLEDGEMENT

I feel honoured to be here at Uttaranchal Gramin Bank, Head Office, Dehradun for my
summer training program.I wish to express my sincere thanks to the UGB management
for giving me this opportunity.
I would like to express my gratitude to Dr.Surekha Rana & Dr. Patiraj Kumari for the
help and support.
I express my deep sense of gratitude to Mr. P.D. Joshi Manager Personnel for their
guidance and keen interest shown in carrying out this study. His valuable suggestion and
continuous support was of great help to me.
I am also grateful to Mr. A.K. Mittal General Manager who devoted their precious time
with me by providing me the feedback and the required information, which helped to
study the existing system.
I also wish to thank the authorities and faculties of Kanya Gurukul Mahavidhyalaya
Dehradun for their continuous guidance and encouragement. At last but not least I
express my heartfelt gratitude to my parents and friends for their encouragement and
support for the successful completion of this analysis.

With Regard

Anjali Das
DECLARATION

Title of the project : Training & Development

Uttaranchal Gramin Bank

Trainee : Anjali Das

Coordinator : Mr.P.D. Joshi

Manager Personnel
Head Office

Center of study : Uttaranchal Gramin Bank

Head Office,Dehradun
ORGANIZATIONAL PROFILE
 UTTARANCHAL GRAMIN BANK
(SPONSORED BY: STATE BANK OF INDIA)

BACKGROUND OF THE BANK

Uttaranchal gramin bank, a body constituted by the Notification of Govt. of India dated
30.06.2006 amalgamating three erstwhile Regional Rural Banks i.e. Alakhananda
Gramin Bank, Ganga Yamuna Gramin Bank, Pithoragarh Kshetriya Gramin Bank,
all sponsored by State Bank of India, is one of the major banking organization in the
Uttarakhand State situated in the Majestic Himalaya.
The crown State of Himalayas, Uttarakhand was carved out from Uttar Pradesh as 27th
State of the country in the year 2007.It was surrounded by the state of Nepal in the east
and Himanchal Pradesh in the west.

The area of operation of the bank bestowed with vast natural resources and astounding
beauty of nature, encompassing places of fascinating beauty of the religious importance
i.e. Gangotri, Yamunotri, Har-ki-Doon, Badrinath, Hemkund, Valley of Flowers, Auli
Tungnath, Gaumukh etc.

Approximately 75% of the land of the state is covered with dense forest, diversified and
rate of Species of Flora and fauna.
The economy base of the region is agrarian: Paddy, sugarcane and wheat are the main
crops. Virtually the whole region is rain fed despite having rich water resources. There
are enough Potential for the development of agriculture, horticulture, animal husbandry
and milk production.

High education standard, high literacy rate, extensive forest cover, unlimited water
resources, favorable condition for fruits and vegetable production to attract investors for
the development of the industries in the state.

The prime goal of the bank is the extensive participation in the overall economic
development of the region. The Bank is dedicated for the upliftment of the rural masses,
so that the people of the region may achieve all-round development, employment for
everybody and prosperity to contribute towards progress of State & Nation.
 Vision

To make ‘Uttaranchal Gramin Bank’ the “Uttam Bank”of

Uttarakhand state by providing excellent customer service,
maintaining transparency and excellency in banking, development
oriented approach with innovative concepts by earning continuous
profit."
• Development of
Remotest Areas.
• To provide KCC to
each farmer in the
service area.
• Adoption of each
village in the service
area.
• To link each family
with bank in the
service area.
• To provide
employment to rural
youth.

BOARD OF DIRECTORS

Chairman
Shri Threesh Kapoor
 Directors:

A-Central Government Nominees:

1. Shri S.K. verma 3. Shri V.P.S. Sajwan

Assistant General Manager, RBI Uttarkashi, Uttarakhand
Regional office, Dehradun, Uttarakhand
2. Shri M.S. Rathore 4. Smt. Raija Chaudhari
Deputy General Manager, NABARD Advocate, Gopeshwar, Chamoli,
Regional office, Dehradun, Uttarakhand Uttarakhand

B- Sponsor Bank Nominees:

1. Shri Pradeep Mehrotra 2.Shri Maheep Kumar

Deputy General Manager,(Agri) Deputy General Manager
State Bank of India, New Delhi State Bank of India, Uttarakhand zonal
office,Dehradun
C- State Government Nominees

1. Shri N.S Negi 2. Shri N.N. Thapliyal

Additional Secretary (rural Development) Additional Secretary (finance)
Government of Uttarakhand, Deharadun Government of Uttarakhand, Deharadun
(Uttarakhand) (Uttarakhand)

ADMINISTRATIVE SET-UP OF THE BANK

Shri Threesh Kapoor

Chairman
Shri Anil Kumar Mittal
General Manager

Shri R.P. Khanduri

Area Manager, Area Office-I, Dehradun
(On deputation from Sponsor Bank)

Shri Rajeev Gulati

Area Manager, Area Office-II, Pauri
(On deputation from Sponsor Bank)

Shri Balwant Singh Bisht

Area Manager, Area Office-III, Pithoragarh
(On deputation from Sponsor Bank)

DEPARTMENT AND OFFICERS IN THE HEAD

OFFICE

Shri Verma
Chief Inspector (On deputation from Sponsor Bank)
Shri P.P Singhal
Manager, Inspection & Audit
(On deputation from Sponsor Bank)

Shri Rampal Singh

Manager, Inspection & Audit
(On deputation from Puravanchal Gramin Bank)

Dr. Shailendra Kumar

Chief Vigilance Officer
(On deputation from Sponsor Bank)

Km. Madhu Maikhuri

Manager, Planning & Dev.

Shri. S. Nautiyal
Manager- I.O.R.

Shri Parashar Dutt Joshi

Manager Personnel

Shri K.C Singh Bisht

Manager Accounts

Shri.M.S Dasila
Manager Board- Secretariate

Shri Sanjay Kumar Pasbola

Manager Advances

BRIEF INTRODUCTION OF THE BANK

Uttaranchal Gramin bank was established on June 30th 2006 issued by Govt. of India,
under Section3 (i) of RRBs Act 1976 (21of 1976), after amalgamation of three erstwhile
Regional Rural Banks viz. Ganga Yamuna Gramin Bank, Alaknanda Gramin Bank &
Pithoragarh Kshetriya Gramin Bank, all Sponsord by premier Commercial Bank of the
country i.e. State bank of India in the state of Uttarakhand. Accordingly, Bank’s area of
operation extended in the area of Dehradun, Tehri, Uttarkashi, Haridwar, Pauri, Chamoli
Garhwal division and district Pithoragarh and Champawat of Kumaun division in
Uttarakhand.

The head office of the bank is situated at Dehradun, which is the capital city of the state
of Uttarakhand.The major area of operation which is extended in the remote areas of the
state is thinly populated and seven districts of services area fall under “Zero Industry”
zone. However, the area is widely acknowledged for its famous pilgrim centers and
tourists places.
Despite abundance of water resources, this area has negligible irrigation facilities
farmers are forced to use conventional methods of farming, though cash crop like potato,
ginger and fruits like malta apple are cultivated in small areas yet due to lack of basic
infrastructure, viz proper transportation, processing and storage facilities such cultivation
is restricted in a few pockets only.

ORGANIZATIONAL STRUCTURE

Organizational structure of the bank is divided in to3 administrative states. Branches

under the supervision of branch managers are the root units functioning under the areas
officers, supervised by the area manager. Apex administrative control of these two is
enshrined in the head office. Presently, there are 3 areas office viz. Area office-I
Dehradun, Area office-II Pauri and Area office-III Pithoragarh under which 43, 49 and 27
branches are functioning respectively with 11 satellite offices too.
 UTTARANCHAL
GRAMIN BANK
HEAD OFFICE
(Dehradun)

Area Office 1 Area Office II Area Office III

Dehradun Pauri Pithoragarh
43 branches 49 branches 27 branches

Shri R.P. Khanduri

Area Manager, Area Office-I, Dehradun
(On deputation from Sponsor Bank)

Shri Rajeev Gulati

Area Manager, Area Office-II, Pauri
(On deputation from Sponsor Bank)

Shri Balwant Singh Bisht

Area Manager, Area Office-III, Pithoragarh
(On deputation from Sponsor Bank)

Officers On Deputation from Sponsor Bank:

i) Chairman. 1
ii) General Manager: 2
iii) Other Officers:a) MMGS-III:,/td> 5
Total: 8
RRB Staff
S.No. Category Total No.
1. Supervising - Total 204
a) Officer Scale-II 101
b) Officer Scale-I 103
2. Clerk 111
3. Subordinate 113
Total 428

Officers on deputation from other Banks:

Under Inter Bank Deployment of RRB Officers: From Parvatiya Gramin Bank- 1

Branch Expansion

Sr. No. Category Number of Branches

1. Urban 5
2. Semi Urban 23
3. Rural 94
Total 122

BRANCH NETWORK

Sl. District Area Urban Semi- Rural Satellite Extn.

No. Office Urban Branche offices Counter
s
1 Dehradun I 01 07 09 - -
2 Tehri II - 01 18 04 -
3 Uttarkashi I - 01 02 - -
4 Haridwar I 01 03 - - -
5 Pauri II - 05 29 04 02
6 Chamoli II - 03 07 02 -
7 RudrayapryagII - 01 04 01 -
8 Pithoragarh III - 01 20 - -
9 Champawat III - 01 05 - -
Total 03 02 23 94 11 02

After amalgamation, the bank is providing services to its customer through its extended
network of 3area offices, 119 branches, 11 satellite offices and 2extention counters.

SHARE CAPITAL

The authorized capital of the bank Rs.500 lacks while Paid-up Share capital and
additional equity support in the form of Share capital Deposits of Uttaranchal Gramin
Band are Rs. 300.00 Lacks and Rs 1001.94 Lacks respectively. The break-up as on
31.03.2008 is as under:-

(Rs in thousand)
Particulars Share of Share of Share of Total
central Govt. sponsor State Govt.
 Bank

Paid-up Share 15000 10500 4500 30000

capital
Share capital 50097 35067 15030 100194
deposits
(sanctioned)
Share capital 50097 35067 15030 100194
deposits
(received)

OTHER PARTICULARS

A) TRAINING:

The Bank has arranged to provide training to its staff in diversified and specific
courses, for their skill development and knowledge updation, at state bank learning
centre, Dehradun. The Bank has also deputed its personnels to BIRD Lucknow & R.B.I,
C.A.B., Pune for certain specific training programmes.

B) INDUSTRIAL RELATION:

Except the instances of a group of officers boycotting the annual closing in

support of their demands, the industrial relation remained cordial with the employees and
officers of the bank.

C) FUND MANAGEMENT:

Proper attention was paid to the existing investment opportunities in line with
the laid-down norms Guide-lines regarding single exposure norms as prescribed by
NABARD/RBI were meticulously followed.

D) PROFITABILITY:

With organized team work and sincere efforts of all the staff members of the bank,
aggressive strategies and well planned management, the bank has earned a net profit of
Rs 599.71 lacs (profit after tax) or Rs. 881.80(profit before tax), as against the target of
Rs. 500 lacs for the year 07-08.

E) CAPITAL ADEQUACY RATIO:

The capital adequacy ratio of the bank stood at 15.16% as on 31.03.2008 which
shows the sound financial position of the bank.

MAN POWER PLANNING:

In addition to the RRB staff, chairman of the bank- TEG VI, Gen Manager-
SMGs,-V, One officer-SMGs-IV, 4 Officers-MMGS-III & 1 MMGS-II officers
are on deputation from state bank of India. 44 officers form JMGS-I to MMGS-II
and clerks to officers JMGS-I were promoted during 07-08. The strength is as
under:
S Designation General SC ST OBC Total Out of
No. which,
women
1- Officer on deputation 9 - - - 9 -
form sponsor bank
2. RRB officers Scale-II 86 12 3 - 101 2

2. RRB officers Scale-I 79 19 5 - 103 9

2. RRB employees 74 32 3 2 111 14

clerical cadre
2. RRB employees 93 16 4 - 113 5
Subordinate cadre
Total 341 79 15 2 437 30

F) OFFICIAL LANGUAGE POLICY:

The bank is complying the official language policy and wholly dedicated to the
extensive use of Hindi.

BOARD OF DIRECTORS
Complying with the instruction contained in the Gazette of government of India, the
Board of Directors of Uttaranchal Gramin Bank held total six meeting during calendar
year 2008. During the year 2008-09, two members of the board were renominated. The
Board welcomes renominated Directors.

S. No. Old Directors New Directors

1. Smt.Raija Chaudhari Smt. Raija Chaudhari
Advocate, Advocate,
Distt. Chamoli, Uttarkashi Distt. Chamoli, Uttarkashi
2. Sh. Vijay Singh Sajwan Sh. Vijay Singh Sajwan
Vill. Basuga Uttarkashi, Vill. Basuga Uttarkashi, uttarakhand
uttarakhand

The Board express its deep sense of gratitude to the Govt. of India, Reserve Bank of
India, NABARD, state bank of India (Sponsor Bank), and Govt. of Uttarakhand for the
valuable direction and support and except continued cooperation in the future
development of the bank.

The Board feels pleasure in expressing sincere thanks to Bank’s customers and all well-
wishers for the continued patronage and co-operation.

PRINCIPAL ACCOUNTING POLICY

1. GENERAL:
The financial statements are prepared on the historical cost basis and conform to the
statutory provisions and practices prevailing in the country. Revenue and expenses have
generally been accounted for on actual basis except to the following cases:-
i) An interest on non-performing assets is recognized on realization as per RBI
Guidelines.
 ii) Commission, exchange and Brokerage are recognized on realization basis.
iii) Encashment of leave is accounted for on payment basis.

2. INVESTMENTS:

I) Investments are made by the banks in Bonds/ Government securities with the intention
to hold them up to maturity and in mutual funds with the intention for sale with the
optimum returns as possible.
II) All the investment has been started at cost.
III) Net premium after amortization in Govt. securities amounting to Rs. 80,548,799.56
has been included in investment under the head of “Govt. securities” during the year.

3. ADVANCES:

All advances have been classified under four categories viz:

a) Standard Assets
b) Sub-standards Assets
c) Doubtful Assets
d) Loss Assets

As per the instruction of NABARD, Mumbai vide circular No. DOS/RRB/05/2001-02

dated 11.02.2001, and as per circulars received from RBI from time to time,
Provisions have been arrived at, as per RBI guidelines on total outstanding, net of
interests not realized of non-performing assets (NPAs) , and reducing, provisions
have been made on different categories of advances as under:
i) Standard- 0.25% or 0.40 % of O/S as applicable
ii) Sub- Standard 10% of secured +20% of unsecured portion.
iii) Doubtful Assets-
a) Upto 1 year 20% of secured+100% of unsecured portion.
b) 1 to 3 years- 30% of secured+100% of unsecured portion.
c) Above 2 years- 100%

iv) Loss assets- 100%

After reducing the realized amount of the grantee cover under the scheme of DICGC, if
any

4. FIXED ASSETS:

i) The fixed assets have account for on the historical cost basis.
ii) depreciation have been provided for on written down value method at the rates
prescribed by SBI circulars CC.: Cir: FO/bo/425/ 2007-08 dated 07.02.2008, except
 in case of computers. Depreciation has been provided on straight line method @
33.33% p.a. as per above mentioned circulars.

5. STAFF BENEFITS:

The bank has taken insurance policy from LIC for payment gratuity to employees.

6. NET PROFIT:

The net profit has been arrived at after:

a) Provision on non-performing assets
b) Provisions for depreciation on fixed assets
c) Other usual and necessary provisions

CONCEPTUAL FRAME WORK

TRAINING & DEVELOPMENT

INTRODUCTION

Every organization needs to have well trained and experienced people to perform the
activities that have to be done. Training is a process of learning a sequence of
programmed behavior. It is application of knowledge. It gives people an awareness of the
rules and procedures to guide their behavior. It attempts to improve their performance on
their current job and prepare them for an intended job. Development is a related process.
It covers not only those activities which improve job performance, but also which bring
about the growth of the personality; help individuals in the progress towards maturity and
actualization of their potential capabilities so that they become not only good employees
but better men and women. In organizational terms, it is intended to equip person to earn
promotions and hold greater responsibility.

Training a person for a bigger and higher job is development. And this may well include
not only imparting specific skills and knowledge but also inculcating certain personality
and mental attitudes

Training is the main function of HR. To enhance the Corporation's growth and keep the
Corporation ready to anticipate all types of competition and face it too, there is a need
that Human Resource should play more active role for overall progress of the
Corporation.

The impact of training programme is to mould the employee’s attitude and help them to
synergies individual goals with organizational goals. It also helps in reducing
dissatisfaction, complaints, absenteeism and labor turnover.

NATURE OF TRAINING AND DEVELOPMENT

In simple terms training and development refers to the imparting of specific skills,
abilities and knowledge to an employee. A formal definition training and development is
“Any attempt to improve current or future employee by increasing an employee’s ability
to perform through learning, usually by changing an employees attitude or increasing his
or her skills and knowledge.”
According to Flippo, “Training is the act of increasing knowledge and skills of an
employee for doing a particular job"
 The need for training and development is determined by the employee’s performance
deficiency, computed as follows:

Training and development need = Standard performance – Actual performance.

Difference between training and education -

TRAINING EDUCATION
Application Theoretical orientation
Job experience Classroom learning
Specific task General concept
Narrow and perspective Broad perspective

TRAINING refers to the process of imparting specific skills.

DEVELOPMENT refers to the learning opportunities designed to help employees grow.
EDUCATION is theoretical learning in classroom.

Though training and education differ in nature, they are complementary. An employee
undergoes training is presumed to have some formal education. Moreover, no training is
complete without an element of education in it.

DIFFERENCE IN TRAINING AND DEVELOPMENT

Training is short–term process utilizing a systematic and organized procedure by which
non-managerial personnel learn technical knowledge and skills for a defined purpose.

Development refers to those learning opportunities designed to help employees grow.

Development is not primarily skill oriented. Instead it provides general knowledge and
attitudes which will be helpful to employees in higher positions.
INPUTS IN TRAINING AND DEVELOPMENT

Any training and development program must contain inputs which enable the participants
to gain skills, learn theoretical concepts and help acquire vision to look into distant
future. In addition to these there is a need to impart ethical orientation, emphasis on
attitudinal changes and stress upon decision making and problem solving capabilities.

Skills-
Training is imparting skills to employees. A worker needs skills to use machine and other
equipment with least damage or scrap; this is basic without which a worker is not able to
work on machines.
Same way employees like supervisors, executives needs interpersonal skills, popularly
known as people skills. Interpersonal skills are necessary to understand oneself and
others too and act accordingly.

Education-
The purpose of education is to teach theoretical concept and to develop a sense of
reasoning and judgment. HR specialists understand the importance of education in any
training and development program. Many times organizations encourage employees to do
a course on a part time basis.

Development-
Another component of a training and development which is less skill oriented but
stressed on knowledge. Knowledge about business environment, management principles
and techniques, human relations, specific industry analysis and the like is useful for better
management of the company.

Ethics-
There is a need for imparting ethical orientation to a training and development
programme. There is on denial of the fact that ethics are largely ignored in business.
Unethical practices abound in marketing, finance and production function in an
organization. This does not mean that the HR manager is absolved of the responsibility. If
the production, finance or marketing personnel indulge in unethical practices the fault
rests on the HR manager. It is his/her duty to enlighten all the employees in the
organization about the need for the ethical behavior.

ROLE OF TRAINING & DEVELOPMENT

Training imparts skills and knowledge to the employees in order that they contribute to
the organization’s efficiency of changing environment.
The primary concern of an organization is its viability, and hence its efficiency. Thus
training can help an organization in following manner:-

Increase in Efficiency
Training plays an important role in increasing the efficiency of the company as
employees are then capable of their job in a better way.
They are imparted with the knowledge, application and implementation of new emerging
and changing technology and other business concepts.
Hence, training helps the company to maintain the minimum level of output.

Increase in Morale of Employees

Training increases morale of employees by relating their skills with their job
requirements.
Trained employees can see the jobs in more meaningful way now and this high morale is
evidenced employee enthusiasm, voluntary confirmation with regulations, and
willingness to co-operate with others to achieve organizational objectives.

Better Human Relations

Various human relation trainings can overcome the problems related to social and
psychological nature coming up with increasing complexity in the structure of the
organization.

Reduced Supervision
Trained employees need less supervision and want autonomy and freedom. Also the
supervisor can increase his span of supervision.

OBJECTIVES OF TRAINING

The overall training objective is to develop required knowledge, skills and attitudes of
our employees so that they can perform more productively and achieve the business
goals. It is recognized that the employees learn primarily from on-the-job experience.
Therefore, in achieving this objective, the primarily contribution is from on-the-job
training and supporting contribution from the formal training effort.

1. To impart basic knowledge and skill to new entrants and enable them to perform
the job well.
2. To equip employee to meet the changing requirement of the job and
organization.
3. To teach the employees the new technique and ways of performing the job or
operations.
4. To prepare employees for higher level task and build up a second line of
competent managers.

Training has always played an important and integral part in furthering many kinds of
human learning and development. However, the fact that training can make an important,
if not crucial, contribution to organizational effectiveness is only now being recognized
fully. Companies, organizations and government are beginning to appreciate the value of
adequate, consistent and long term investment in this function.

Training and Development programmes help remove performance deficiencies in

employees. This is particularly true when –
a) The deficiency caused by a lack of ability rather than lack of motivation to perform.
b) The individual involved have the aptitude and motivation needed to learn to do the job
better.
c) supervisor and peers are supportive of the desired behavior.

NEED FOR BASIC PURPOSE OF TRAINING

The need for the training of employees would be clear from the observations made by the
authorities
1. To Increase Productivity:

“Instruction can help employees increase their level of performance on their

present assignment. Increased human performance often directly leads to
increased operational productivity and increased company profit.” Again, “
increased performance and productivity, because of training, are most evident on
 the part of new employees who are not yet fully aware of the most efficient and
effective ways of performing the jobs.”

2. To Improve Quality:

“Better informed workers are less likely to make operational mistakes. Quality
increase may be in relationship to a company product or service, or in reference to
the intangible organizational employment atmosphere.”

3. To Help a Company Fulfill its Future Personnel Needs:

“Organisations that have a good internal education programme will have to make
less drastic manpower changes and adjustments in the event of sudden personnel
alterations. When the need arises, organizational vacancies can more easily be
staffed from internal sources if a company initiates and maintain an adequate
instructional programme for both its non-supervisory and managerial employees.”

4. To Improve Organizational Climate:

“An endless chain of positive reactions results from a well planned training
programme. Production and product quality may improve; financial incentives
may then be increased, internal promotions become stressed, less supervisory
pressure ensure and base pay rate increase result. Increased morale may be due to
many factors, but one of the most important of these is the current state of an
organization’s educational endeavor.”

5. To Improve Health and Safety:

“Proper training can help prevent industrial accidents. A safer work environment
leads to more stable mental attitudes on the part of employees. Managerial mental
state would also improve if supervisors know that they can better themselves
through company-designed development programmes.”

6. Obsolescence Prevention:
 “Training and development programmes foster the initiative and creativity of
employees and help to prevent manpower obsolescence, which may be due to age,
temperament or motivation, or the inability of a person to adapt him to
technological changes.’

7. Personal Growth:

“Employees on a personal basis gain individually from their exposure to

educational experiences.” Again, “Management development programmes seem
to give participants a wider awareness, an enlarged skill, and enlightened altruistic
philosophy, and make enhanced personal growth possible.

NEED FOR TRAINING

a) An increased use of technology in production;

b) Labor turnover arising from normal separations due to death or physical
incapacity, for accidents, disease, superannuation, voluntary retirement,
promotion within the organization and change of occupation or job.
c) Need for additional hands to cope with an increased production of goods and
services;
d) Employment of inexperienced, new or badli labor requires detailed instruction for
an effective performance of a job.
e) Need for reducing grievances and minimizing accident rates.
f) Need for maintaining the validity of an organization as a whole and raising the
morale of its employees.

Collectively, these purposes directly relate to and compromise the ultimate purpose of
organizational training programmes to enhance overall organizational effectiveness.

IMPORTANCE OF TRAINING

Training is the corner-stone of sound management, for it makes employees more

effective and productive. It is actively and intimately connected with all the personnel or
managerial activities. It is an integral part of the whole management programme, with all
its many activities functionally interrelated.
There is an ever present need for training men so that new and changed techniques may
be taken advantage of and improvements affected in the old methods, which are woefully
inefficient.

Training is a practical and vital necessity because, apart from the other advantages, it
enables employees to develop and rise within the organization, and increase their “market
value”, earning power and job security. It enables management to resolve sources of
friction arising from parochialism, to bring home to the employees the fact that the
management is not divisible. It moulds the employees’ attitudes and helps them to
achieve a better co-operation with the company and a greater loyalty to it.

Training, moreover, heightens the morale of the employees, for its helps in reducing
dissatisfaction, complaints, grievances and absenteeism, reduces the rate of turnover.
Further, trained employees make a better and economical use of materials and equipment;
therefore, wastage and spoilage are lessened, and the need for constant supervision is
reduced
.
BENEFITS FROM TRAINING & DEVELOPMENT
There are numerous sources of on-line information about training & development.
Several of these sites (they are listed later on in this library) suggest reasons for
supervisors to conduct training among employees. These reasons include:

• Increased job satisfaction and morale among employees

• Increased employee motivation

• Increased efficiencies in processes, resulting in financial gain

• Increased capacity to adopt new technologies and methods

• Increased innovation in strategies and products

• Reduced employee turnover

• Enhanced company image, e.g., conducting ethics training(not a good reason for
ethics training)
 • Risk management, e.g., training about sexual harassment, diversity training

TRAINING METHODS /TECHNIQUES

The forms and types of employee training methods are inter-related. It is difficult, if not
impossible, to say which of the method or combination of methods is more useful than
the other. Infact, methods are multifaceted in scope and dimension, and each is suitable
for a particular situation. The best technique for one situation may not be best for
different groups or tasks. Care must be used in adapting the technique/ method to the
learner and the job. An effective training technique generally fulfills this objective;

• Provide motivation to the trainee to improve job performance,

• Develop a willingness to change, provide further trainee’s active
participation in the learning process.
• Provide a knowledge of results about attempts to improve (i.e.
feedback), and permit practice where appropriate.

A) ON–THE-JOB- TRAINING:

Virtually every employee, from the clerk to the president, get “On-The-Job Training”,
when he joins a firm. It is primarily concerned with developing in an employee’s skills
and habits consistent with the existing practices of an organization, and orienting him
with his immediate problems. It is mostly given for unskilled and semi-skilled jobs-
clerical and sales jobs.

Employees are coached and instructed by skilled co-workers, by supervisors, by the

special training instructors. They learn the job by personal observation and practice as
well as occasionally handling it. He is learning by doing, and it is most useful for jobs
that are either difficult to stimulate or can be learned quickly by watching and doing it.

The main advantage of on-the-job training is that the trainee learns on the actual
equipment in use and in the true environment of his job. He, therefore, gets a feel of the
actual production conditions and requirements.

B) VESTIBULE TRAINING
This method attempts to duplicate on-the-job situations in a company classroom. Its is a
class room training which is often imparted with the help of the equipment and machines
which are identical with those in use in the place of work. This technique enables the
trainee to concentrate on learning the new skills rather than on performing on the actual
job. In other words, it is geared to job duties. Theoretical training is given in the class
room, while the practical work in conducted on the production line.

Training is generally given in the form of lectures, conferences, case studies, role playing
and discussion.

The various advantages of vestibule training are:

• As training is given in a separate room, distractions are minimized.

• A trained instructor, who knows how to teach, can be more effectively
utilized.
Disadvantages
• The splitting of responsibility leads to organizational problems.
• This method is of limited value for the job which utilizes equipments
which can be duplicated.

C) SIMULATION

“Simulation is a technique which duplicates, as nearly as possible, the actual

condition encountered in the job”. The vestibule training method or the business-
game method are examples of business simulations. It is widely used in the
aeronautical industry.

D)APPRENTICESHIP

Apprenticeship training is the oldest and most commonly used method, especially
when proficiency in a job is the result of a relatively long training period of 2 to
3years.this training is offered in numerous range from the job of a draughtsman, a
machinist, a printer, engravers, electricians. It is according to the predetermined
schedule and provides for efficient training trade skills.

E) DEMONSTRATINA AND EXAMPLES

 It is the demonstration method, the trainer describes and displays something, as
when he teaches an employee how to do something by actually performing the
activity himself and by going through a step-by-step explanation of “what” and
“why” he is doing.

F) OFF-THE-JOB METHODS OR CLASS ROOM :

Off-the-job training simply means that training is not a part of everyday activity. The
actual location may be in
the company class rooms or in places which are owned by the company or in universities
or associations which have no connection with the company. These methods consist of
i. Lectures
ii. Conferences
iii. Group Discussions
iv. Case studies
v. Role playing
vi. Programmed instructions
vii. T-group training
viii.
1. Lectures

Lectures are regarded as one of the simplest ways of imparting knowledge to the trainees
especially when facts, concepts or principles, attitudes, theories and problems solving
abilities are to be taught. Lectures are formal organized talks by the training specialist,
the formal superior or other individual specific topics. The lecture method can be used
for very large groups which are to be trained within a short time thus reducing the cost
per trainee. It can be organized rigorously so that ideas and principles relate properly.
2. Conference method

In this method, the participating individuals confer to discuss points of common interests
to each other. A conference is basic to most participative group centered methods of
development. It is a formal meeting; conducted in accordance with an organized plan in
which the leader seems to develop knowledge and understanding by obtaining a
considerable amount of oral participation of the trainees. It lays emphasis on small group
discussions, on organized subject matter and on the active participation of the members
involved.
 3. . Seminar or team discussion

This is an established method for training; a seminar is conducted in many ways. It may
be based on paper prepared by one or more trainees or on a subject selected in
consultation with a person in charge of the seminar. It may be part of the study or related
to the critical studies or practical problems.
It may be based on the statement made by the person in charge of the seminar or on a
document prepared by an expert who is invited to participate in the discussion.
The person in charge of the seminar distributes in advance the material to be analysed in
the form of required readings. The seminar compares the reactions of trainees,
encourages discussions, defines the general trends and guides the participants to certain
conclusions.

4. . Case studies

This method was first developed by Christopher Lansdale in the 1880s at the Harvard
Law School to help students to learn for themselves by independent thinking. Case study
is based on the belief that managerial competence can best be attained through the study,
contemplation and discussion of concrete cases. A case is a set of data, real or fictional,
written or oral miniature description and summary of such data that present issue and
problems calling for solutions or actions on the part of the trainee. When the trainees are
given case to analyse they are asked to identify the problems and to recommend tentative
solutions for it. In Case study method, the trainee is expected to
• Master the facts, become acquainted with the content of the case.
• Define the objectives sought in dealing with the issues in the case.
• Identify the problems in the case and uncover their probable causes.
• Develop alternative courses of action.
• Screen the alternatives using the objectives as criteria.
• Select the alternative that is most in keeping with the stated objectives.

5. Role – playing

In role-playing trainees act out a given role as they would in a stage play. Two or more
trainees are assigned parts to play before the rest of the class. These parts do not involve
any memorization of lines or any rehearsals. The role players are simply informed of the
situation and of the respective roles they have to play. Sometimes after the preliminarily
involves employee-employer relations, hiring, firing, discussing a grievance procedure,
conducting a post appraisal interview or disciplining a subordinate or a salesman making
a representation to a customer.

6. Programmed Instruction (teaching by the machine

method)

Programmed Instruction involves a sequence of steps which are often set up through the
central panel of an electronic computer as guides in the performance of desired operation
or series of operations. It incorporates a pre-arranged, proposed or desired course of
proceedings pertaining to the learning or the acquisition of some specific skills or general
knowledge, a programmed instruction involves breaking information down into
meaningful units and arranging these in a proper way to form a logical and sequential
learning programme or package.

7. T-Group Training

This usually comprises association, audio-visual aids and planned reading programmes.
Members of a professional association receive training by it in new techniques and ideas
pertaining to their own vocations through a regular supply of professional journals and
informal social contacts or gatherings, members are kept informed of the latest
development in their particular fields. Audio-visual aids-records, tapes and films are
generally used in conjunction with other conventional teaching methods. Planned and
supervised reading programmes are conducted, technical publications and the latest
journals are kept in the library for the use of the trainees.

Training at UGB Dehradun

Training and Development provision to the bank is provided by the

following institutions.

BANKERS INSTITUTE OF RURAL DEVELOPMENT

Bankers Institute of Rural Development (BIRD), Lucknow is a premier institute for
providing training, research and consultancy services in the field of agriculture and rural
development banking in India. The Institute was established in 1983 by National Bank
for Agriculture and Rural Development (NABARD), the apex development bank
supporting agriculture and rural development in India. In 1992, BIRD was reconstituted
as a Society (under the Indian Societies Registration Act, 1860), promoted and funded by
NABARD.
BIRD is located on a sprawling campus located at a distance 7 km from Lucknow airport
and 9km from the railway station.

INDIAN INSTITUTE OF BANK MANAGEMNT

"A Centre of Excellence in the Service of Banks, FIs and their Customers"
Indian Institute of Bank Management, formerly known as North Eastern Institute of Bank
Management, is an autonomous management institute located in the North Eastern region
of India and serving banks, financial institutions and their customers all over the country
in developing sharp management skills.
IIBM is located on the outskirts of the city of Guwahati, the gateway to the picturesque
north eastern states of India.

COLLEGE OF AGRICULTURE BANKING

College of Agricultural Banking (CAB) on February 16,1974. Through the passage of

time, the mandate of the CAB has evolved to reorient it to meet the challenges of the
emergent socio-economic and political realities. The CAB was an intrinsic part of the
experiment to use credit to catalyse rural development. The focus was agricultural
projects and indeed, the CAB was virtually synonymous with the World Bank's Project
Appraisal courses in South and SE Asia as well as Africa.

TRAINING PROVIDED BY THE INSTITUTES

MANAGEMENT DEVELOPMENT PRGRAMME FOR OFFICERS

OF RRB’S

The management development programme has been designed keeping in view the
emerging needs of officers of RRB’s to facilitate their roles as ‘change Managers’ in the
wake of new challenges in the rural banking scenario.
Know about themselves with the objective of self management and also understand the
self Develop a conceptual understanding of the psychological factors in human behaviors
Know how to get motivated and how to motivated others
Understand and experience group behavior and develop skills for better inter-personal
relationship
Know how to develop communication skills, build effective teams and provide leadership
Develop skills in managing conflicts

MICROSOFT OFFICE SPECIALIST CERTIFICATE PROGRAM

FOR WOMENS
M.K.P. (P.G.) COLLEGE, DEHRADUN

Microsoft office specialist certification program (MOS) of MS Word, MS Excel, MS

power point, MS Access

This program has been designed to impart complete knowledge of MS Office modules to
the participants and also provide them the opportunity to get certified by Microsoft for
their skills in MS Office their certification will come from Microsoft directly after
successfully completion of the program and passing out of online exam.

We will train the female participants at our college itself and all the male participants at
our sub centers situated nearby.

PERSONALITY DEVELOPMENT PROGRAMME

The programme aims at helping the participants to experience process of self exploration
and gain knowledge on the ways and means of personality development. By the end of
programme, the participant would be able to:
Describe the importance of self empowerment for personality development, demonstrate
skills of inter-personal relations, explain role of emotional intelligence for better inter
personal relation, demonstrate effective communication skills, state importance of
motivating self and others

MANAGEMENT DEVELOPMENT PROGRAMME FOR WOMEN

OFFICERS
The programme coverage includes subjects such as women at workplace, self
empowerment, motivation and team building, emotions intelligence, conflicts resolution,
role efficacy etc. A variety of training methods would be used to deliver the input.

PROGRAMME ON FINANCING OF AGRO-PROCESSING

PROJECTS

This programme is a part of the capacity building initiative of NABARD for bank
officers so that they are able to finance agro-processing projects with prudence.

Appreciate the importance and potential for agro-processing projects

Undertake the appraisals of agro-processing projects
Appreciate the issues and concerns in the export oriented agro processing units
Prepare an action plan for financing agro-processing units

TRAINING PROGRAMMEON RESERVATION FOR SC/ST/OBC

AND GOVERNMENT OF INDIA GUIDELINES FOR RRB’S

About implementation of government of India guidelines on the reservation for

SC/ST/OBC in recruitments, promotions, maintenance of rosters, de-reservations, carry
forward of vacancy, etc.

Explain the reservation policy in public sector banks and related aspects
Prepare the roaster for the bank
Explain the De-reservation, carrying forward and exchange of reservation etc

PROGRAMME ON CUSTOMER RELATIONSHIP MANAGEMENT

Renovating and adaptability to the changing scenario is the arena where the players have
to apply more sophisticated service-rendering skills and abilities.

To scan the nature of emerging rapid changes vis-à-vis roles of the finance world
personnel; in the areas of customers delighting vis-à-vis effective marketing of product
range and management thereof.
To locate the general deficiencies in the services marked.
To enhances business profitability through customer satisfaction.
To reinforce and sensitize participants so as to acquire necessary skill and ability for
better customer-friendly-profit centres.
INSTITUTES WHICH PROVIDE TRAINING
TO THE BANK

INDIAN INSTITUTE OF BANK MANAGEMNT

The Institute

"A Centre of Excellence in the Service of Banks, FIs and their Customers"
Indian Institute of Bank Management, formerly known as North Eastern Institute of Bank
Management, is an autonomous management institute located in the North Eastern region
of India and serving banks, financial institutions and their customers all over the country
in developing sharp management skills. Its user organisations include banks, financial
institutions and other undertakings in the government and non-government sector in India
and Nepal. Efforts are on to include clientele from the neighbouring countries of Bhutan,
Bangladesh etc. With its own state of art campus, IIBM is located on the outskirts of the
city of Guwahati, the gateway to the picturesque north eastern states of India. Situated on
the banks of the mighty river Brahmaputra, Guwahati is home to the famous Kamakhya
Temple and the Sankardev Kalakhetra. Shillong, referred to as the "Scotland of the East",
is merely a three hours drive away.

Established in 1980, the institute is engaged in training, research and consultancy

activities. Reserve Bank of India(www.rbi.org.in), National Bank for Agriculture & Rural
Development(www.nabard.org), State Bank of India(www.sbi.co.in), United Bank of
India(www.unitedbankofindia.com), UCO Bank(www.ucobank.com), Allahabad Bank
(www.allahabadbank.com) and Central Bank of India (www.centralbankofindia.co.in) are
the sponsors of IIBM.

Dr. K.C. Chakraborty, Deputy Governor, Reserve Bank of India is the present Chairman
of the Governing Board. The Board includes eminent persons and representatives of
banks, financial institutions, Government and the Reserve Bank of India. Shri C.C. Mitra,
Chief General Manager, Reserve Bank of India is the Director of the Institute.

IIBM continually strives to develop a collaborative alliance between the financial sector
institutions and its user organisations covering business, industry, government and non-
government sectors for mutual growth and development. It is dedicated to the cause of
national development through fostering banks, financial institutions and other
undertakings of the country in general and the north eastern region in particular by
creation, application and dissemination of knowledge. Its mission is to become a world-
class institute of higher learning in banking and financial management.

Towards this endeavour, the Institute focuses on the competency development of people
through training and education to create competitive advantage for banks, financial
institutions, business, industry and the government and non-government sector.
The Institute has modern dynamic classrooms facilities with hostel supported by an
extensive library of books, journals, films, database and a fully equipped computer lab
with 24 terminals

BANKERS INSTITUTE OF RURAL

DEVELOPMENT
Bankers Institute of Rural Development (BIRD), Lucknow is a premier institute for
providing training, research and consultancy services in the field of agriculture and rural
development banking in India. The Institute was established in 1983 by National Bank
for Agriculture and Rural Development (NABARD), the apex development bank
supporting agriculture and rural development in India. In 1992, BIRD was reconstituted
as a Society (under the Indian Societies Registration Act, 1860), promoted and funded by
NABARD.

BIRD is located on a sprawling campus located at a distance 7 km from Lucknow airport

and 9km from the railway station . it is fully equipped with library, air-conditioned
seminars rooms, compuer labs and lounge etc.

It is an ISO 9001 : 2000 Certified Institute

VISION
To emerge as the premier Institute of the Developing World offering Training, Research
and Consultancy services to its customers and undertaking other related activities in the
field of agriculture and rural development banking.

MISSON

Commitment and competence building of people in Rural Financial Institutions (RFIs)

and other partners in Rural Development through training.

Help building viable and vibrant RFIs through Organisation Development, Consultancy
and Research.
Help building appropriate systems for delivery of financial services.
Promote policy debate on Rural Development Strategies
CLIENTELE

1. RURAL FINANCIAL INSTITUTION

• Commercial bank
• cooperative banks
• Regional rural bank

2. DEVELOPMENT FINANCIAL INSTITUTION

• NABARD
• SIDBI

3. GOVERMNENT AND PUBLIC SECTOR ORGANIZATION

4. NON-GOVERNMETN ORGANIZATION
TRAINING GIVEN BY BIRD

Training programmes at BIRD are designed to suit the ever-changing client needs on
account of the highly dynamic financial sector and fast paced global economic scenario
that requires financial institutions to continuously innovate and meet newer challenges.
These training programmes help the client institutions to reorient themselves to satisfy
their customers and face competition and challenges posed by market conditions with the
required élan and professionalism. Training programmes are conducted both In-Campus
and On-location. On client demand, customized training programmes are also conducted
keeping in view the specific needs of the particular client.

Training programs at BIRD cover the entire gamut of rural development banking. The
programs are topical, issue-based and region specific. The training efforts of the Institute
are enriched by insights gained from its field research and consultancy assignments

A variety of instructional methods are employed. These include formal lectures,

experience sharing, case studies/exercises, games, role-play, simulation and laboratory
settings etc….

ABOUT CAB
Few aspects of the working of Reserve Bank of India (RBI) have been so striking, in
comparison with other central banks of the world, as its role in the sphere of rural credit.
This responsibility, of course, has been occasioned by the predominantly agricultural
base of the Indian economy and the urgent need to expand and co-ordinate the
institutional credit structure for agriculture and rural development. The role of RBI in the
expansion of the organised rural credit structure since independence by way of
strengthening of co-operative credit structure, nationalisation of substantial portion of the
banking system, starting of regional rural banks, the changing banking scenario, have all
left an indelible mark of RBI’s innovativeness in financing for rural prosperity. In fact,
the obligations under various provisions of the RBI Act, 1934 require a proactive role for
RBI, even in the sphere of providing training facilities for the personnel involved in
Banking, Agri-Rural Development, Technology up-gradation, Financial markets etc.,
expressly or by implication.

Accordingly, RBI continued to arrange for training of higher level personnel essentially
from headquarters of State, Central and Urban Co-operative Banks to tone up
effectiveness of their managerial staff. This training was originally being provided at the
Bankers Training College (BTC) at Bombay and later, to attend to the exclusive training
requirements of co-operative banks, the RBI established Co-operative Bankers Training
College (CBTC) at Pune on September 29, 1969.

Over the years, the emphasis shifted from co-operative banks to the broader sphere of
agricultural development banking and finance. To focus on the widening area of the
training activity, the College was renamed as College of Agricultural Banking (CAB) on
February 16,1974. Through the passage of time, the mandate of the CAB has evolved to
reorient it to meet the challenges of the emergent socio-economic and political realities.
The CAB was an intrinsic part of the experiment to use credit to catalyse rural
development. The focus was agricultural projects and indeed, the CAB was virtually
synonymous with the World Bank's Project Appraisal courses in South and SE Asia as
well as Africa.
 TYPES OF TRAINING WHICH
UTTARANCHAL GRAMIN BANK
PROVIDE TO ITS EMPLOYEES
 1. MANAGEMENT DEVELOPMENT
PRGRAMME FOR OFFICERS OF RRB’S

INTRODUCTION

With the tremendous progress of behavioral Sciences, it has been possible to indicate the
behavioral dimension which helps managers to become effective in organization.
The management development programme has been designed keeping in view the
emerging needs of officers of RRB’s to facilitate their roles as ‘change Managers’ in the
wake of new challenges in the rural banking scenario.

PROGRAMME OBJECTIVES

At the end of the programme, the participants will be able to:

• Know about themselves with the objective of self management and also
understand the self
• Develop a conceptual understanding of the psychological factors in human
behaviors
• Know how to get motivated and how to motivated others
• Understand and experience group behavior and develop skills for better inter-
personal relationship
• Know how to develop communication skills, build effective teams and provide
leadership
• Develop skills in managing conflicts

PARTICIPANTS
Officials of middle management such as officers of RRB’s

PROGRAM CONTENT

1. Discovering and understanding self

2. communication and inter-personal relationship
3. leadership and motivation
4. management conflicts
5. emerging rural banking scenario
6. management of change
The above contents are indicative in nature and can undergo changes on the feedback.

METHODOLOGY
The entire programme is based on participatory learning methods with considerable
inputs from the behavioral sciences area. Role play, case study, syndicate problem
solving and management games will be useful creatively by the faculty facilitators for
making the process really participatory and meaningful.

DURATION

The programme will start at 09.30 hrs on 8th june 2009 and will end at 17.30 hrs on 12
june 2009.

VENUE

The programme fee is Rs. 7500/- per participant. The programme fee covers boarding,
lodging, tuition fee and supply of programme reading materials only. We offer a discount
of Rs. 100/-per participant per day (Rs. 500- per participant for 5days), if three or more
officers from the same bank attend the programme.
 MANAGEMENT DEVELOPMENT PROGRAMME
FOR OFFICERS OF RRB’s

To
The director
Bankers Institute of Rural Development
Kanpur Road,
LUCKNOW-226012
Phone- (0522) 2421154

Name and address of the bank

Address of the nominating office

Details of the officers(s) nominated for the progarmme

Name Designation Address Contact details

Signature:
Name & Designation

Dated:
 2. MICROSOFT OFFICE SPECIALIST
CERTIFICATE PROGRAM FOR WOMENS
M.K.P. (P.G.) COLLEGE, DEHRADUN

Microsoft office specialist certification program (MOS) of MS Word,

MS Excel, MS power point, MS Access
This program has been designed to impart complete knowledge of MS Office modules to
the participants and also provide them the opportunity to get certified by Microsoft for
their skills in MS Office their certification will come from Microsoft directly after
successfully completion of the program and passing out of online exam.

IMPLEMENTATION
We provide instructor led training for this program to the participants at our centre and
sub centre. We will train the female participants at our college itself and all the male
participants at our sub centers situated nearby. Our Microsoft Certified faculties will be
available at both the places to train the participants.

PRE-QUALIFICATIO
There is no prequalification for the aspirants and all of your staff including managerial
cadre are eligible for this program.

DURATION
The duration of training, assements and certification I one module will be on 08 hrs per
day for 06 days for outside participation. On line exam will be conducted on 7th day.
For participation from dehradun area, the duration for the complete is one module may be
02 yrs. per day for 25days. Online line exam will be conducted on the 26th day.

PRICES
The prices for one module training, assessment and certification will be Rs. 3000 per
participant. Service tax applicable will be charged as per the prevailing rates.

CERTIFICATIONS
All successful candidates who clear the online certification exam of Microsoft will
receive a Certification from Microsoft directly for their skill and all the participants will
be awarded a Certificate of Participation from Oval Education, the program
implementation company.
BATCH SIZE

Minimum batch size will be 20 participants per module. Module may be chosen as per
the utility of the same to bank as well as to Aspirant; it may MS Word, MS Excel or MS
power point to start with.
Schedule for the training should be sent along with the names and the qualification of the
participants 15 days prior to the proposed starting of the training.

All the payment should be made in advance for a batch through A/c Payee Cheque/Draft
in favor of MKP Collage.
We hope you will make use of this opportunity to make your employees more efficient
and productive and you may become the first bank in Uttarakhand to have all its
employees as Microsoft Office Specialist Professionals.

3. PERSONALITY DEVELOPMENT PROGRAMME

A series of customized programmes on personality developments conducted by BIRD in

the past have had positive impact on the participants and many of the bank s participating
in such programmes witnessed turned around. The program would provide an opportunity
to gain insight into self exploration and self management so as to be more productive.
The details of the programme are as under:

POROGRAMME OBJECTIVE

The programme aims at helping the participants to experience process of self exploration
and gain knowledge on the ways and means of personality development. By the end of
programme, the participant would be able to:

• describe the importance of self empowerment for personality development

• demonstrate skills of inter-personal relations
• explain role of emotional intelligence for better inter personal relation
• demonstrate effective communication skills
• state importance of motivating self and others
PROGRAMME CONTENTS:

• understanding self
• inter-personal relations
• emotional intelligence- concept and scope
• motivating others
• effective communication
• managing changes
• effective leadership

PARTICIPANTS

The progarmme is designed for middle/senior officers level officers of the regional rural
banks. Cooperative Banks and commercial banks.

PROGRAMME DURATIOIN, FEE AND OTHER

RELEVANT DETAILS:

The programme is residential and will be conducted in the BIRD campus. It will
commence at 9.30 a.m. on 25 may 2009 and conclude at 5.30 p.m. on 29 may 2009.

The fee for this programme is Rs. 7500 per participants. The fee may be remitted through
demand draft in favour of “BANKERS INSTITUTE OF RURAL DEVELOPNMENTS”
payable at Lucknow. The participants are eligible to avail accommodation in the campus.

NOMINATION FORM:

The nomination in the prescribed form, together with course fee may please be forwarded
so as to reach us latest by 9 may 2009. The registration will be on “first come first
served” basis and will be a accepted for the first 30 candidates. The nominated are
requested to report for the training programme only after their nominations are confirmed
by BIRD.
 NOMINATION FORM
PERSONALITY DEVELOPMENT PROGRAMME

To
The director
Bankers Institute of Rural Development
Kanpur Road,
LUCKNOW-226012
Phone- (0522) 2421154

Name and address of the bank

Details of the officers nominated for the programme:

Name qualification designation address Phone/fax

1.
2.
3.
4.
Details of participation fee
Demand Draft No…………….drawn on………………for Rs.
(payable at Lucknow)

Signature
Name and Designation:

Date:
 4. MANAGEMENT DEVELOPMENT
PROGRAMME FOR WOMEN OFFICERS

The programme is innovative in nature and specifically designed keeping in view the
dimensions of role efficacy for women officers. The programme aims at confidence and
capacity building of the participants to enhance their organization effectiveness by way of
enhancing their personal effectiveness.

The programme coverage includes subjects such as women at workplace, self

empowerment, motivation and team building, emotions intelligence, conflicts resolution,
role efficacy etc. A variety of training methods would be used to deliver the input.

The programme is residential. The participant fee is Rs. 7500/ participant for the
programme that covers boarding, lodging, and institutional expenses.

In case three or more participant participates from bank, a discount of Rs. 500 per person
would be offered in the programme fee.

5. PROGRAMME ON FINANCING OF AGRO-

PROCESSING PROJECTS
BIRD is announcing the captioned programmes for banks with the objective of
familiarizing them with the policy issues, schemes and appraisals norms for investment in
agro-processing sector. NABARD, as a part of its promotional effort, as sponsored this
training programme, banks, therefore do not have any participation fee for attending this
programme.
The nomination may reach us before 15may 2009 as it will be confirmed on first come
first serve basis.

CAPACITY BUILDING IN BANKS

In this regards, BIRD has been entrusted by NABARD to conduct training programmes
for senior/middle level credit officers and other officers in banks on the subject. This
programme is a part of the capacity building initiative of NABARD for bank officers so
that they are able to finance agro-processing projects with prudence.

PROGRAM OBJECTIVE

By the end of programme, the participant would be able to:

• Appreciate the importance and potential for agro-processing projects
• Undertake the appraisals of agro-processing projects
• Appreciate the issues and concerns in the export oriented agro processing units
• Prepare an action plan for financing agro-processing units

BROAD COVERAGE MODULE

• Relevance and importance of agro-processing

• Investment opportunities in agro-processing sector
• Techno-economic appraisal of agro-processing units/case studies/fields visit
• Various standard for relating to agro-processing
• Preparation action plan

METHODOLOGY

The programme will be conducted in participatory manner by encouraging the

participants to interact on the inputs to be provided by faculty members. Guest faculty so
as to make it more effective.

TARGET PARTICIPATION

Senior managers, credits officers, branches managers and officers in banks.

VENUE AND ACCOMMODATION

The programme would be held at BIRD campus, Lucknow. The programmes will be
residential. Food and stay arrangements will be available from the afternoon of the
24may 2009 till 30 may 2009.
PROGRAMME ON AGRO-PROCESSING PROJECTS

To,

The director
Bankers Institute of Rural Development
Kanpur Road,
LUCKNOW-226012
Phone- (0522) 2421154

Name of the Bank/Agency:

Address of the Nominating Office:

Details of the Officers nominated for the programme:

Sr. No. Name Qualification Designation Address Phone/fax

 6. TRAINING PROGRAMMEON RESERVATION
FOR SC/ST/OBC AND GOVERNMENT OF
INDIA GUIDELINES FOR RRB’S
In order to create awareness about implementation of government of India guidelines on
the reservation for SC/ST/OBC in recruitments, promotions, maintenance of rosters, de-
reservations, carry forward of vacancy, etc. BIRD has decided to conduct a 3-day
programme for the officers of RRB’s from 8 to 10 July 2009.
The programme will provide useful inputs on the above topic the details of which are
given in the programme brochure.

Objective of the programme

By the end of programme, the participant would be able to:

• Explain the reservation policy in public sector banks and related aspects
• Prepare the roaster for the bank
• Explain the De-reservation, carrying forward and exchange of reservation etc.

Content of the Programme

The programme will be conducted on three modules

• Module I
i) Founders of reservation policy in public sectors,
ii) Rosters

• Module II
i) reservation policy of GOI
ii) Preparation of roasters

• Module III
i) reservation and concessions in promotions
ii) De-reservation, carrying forward and exchange of reservation in
RRB’s
METHODOLOGY

The programme will be having a practical orientation with emphasis on hands-on

learning, interactive lectures and case studies relevant to RRB’s.

PARTICIPANTS

The participant will be officers of RRB’s.

DURATION

The programme is of 3days duration (8 to 10 July 2009).

ACCOMMODATION

The participants will be provided hostel facility from the afternoon of 7 July 2009 and
will be allowed to stay up to the afternoon of 11 July 2oo9. BIRD provides single
occupancy air-conditioned accommodation to the participants.

PROGRAMME FEE

The programme fee Rs. 4500/-per participant. We offer a discount of Rs. 100/- per person
per day (Rs. 300/- per person for 2days programme) if three or more officers from the
same bank attend the programme.

NOMINATIONS

Nomination may reach us lately by 20 June 2009.

TRAINING PROGRAMMEON RESERVATION FOR
SC/ST/OBC AND GOVERNMENT OF INDIA GUIDELINES
FOR RRB’S

To
The director
Bankers Institute of Rural Development
Kanpur Road,
LUCKNOW-226012
Phone- (0522) 2421154
FAX: (0522) 2421047

Name of the Bank/Institution:

Address of the Nominating office:

Details of the Officers nominated for the programme:

S.no Name Qualification Designation Address Phone No.

1.
2.
3.
4.
5.

Participation fee-

DD date: DD number:

Signature:
Name & Designation
Dated:
 7. PROGRAMME ON CUSTOMER
RELATIONSHIP MANAGEMENT

RATIONAL:

India’s banking sector has been attracting global because of its proud plumage and
performance striving to reach global customers and achieve standards for a global
presence- an impeccable achievements of having our wings spread across the globe.

Especially, in today’s fiercely competitive world these players have to learn from past- as
well as ongoing experiences- the art of winning over the customers and at the same time
retaining the more demanding customers through optimum utilization of manpower and
technology.

Renovating and adaptability to the changing scenario is the arena where the players have
to apply more sophisticated service-rendering skills and abilities. And hence the need is
there to reinforce the team with renewed updated visions and attitude.

OBJECTIVES:

• To scan the nature of emerging rapid changes vis-à-vis roles of the finance world
personnel; in the areas of customers delighting vis-à-vis effective marketing of
product range and management thereof.
• To locate the general deficiencies in the services marked.
• To enhances business profitability through customer satisfaction.
• To reinforce and sensitize participants so as to acquire necessary skill and ability
for better customer-friendly-profit centres.

CONTENT AND COVERAGE:

• Over view of changing services marketing scenario.

• Developing customer friendly relationship
• Communication and listening skills
• Business counseling- interpersonal relation.
• Team building, leadership & motivation.
• Dealing with customers grievances
METHODOLOGY:

The prograrmme will include lectures sessions, practical exercise, case study and group
discussions, among others.

TARGET GROUP:

The programme is designed for the officers of banks (public, private as well as foreign),
RRB’s, Cooperative banks, companies.

DATE AND FEE:

The programme will commence at 9.30 a.m. on April 27, 2009 and conclude by afternoon
of April 30, 2009.
The programme fee is Rs. 11,000/- per head for residential participants and Rs.9, 800 per
head for non-residential particulars.
RESEARCH METHODOLOGY

Research is academic activity and as such the term should be used in a technical sense.

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:
making deductions and reaching conclusions: and at last carefully testing the conclusions
to determine whether they fit the formulating hypothesis.
Research is, thus an original contribution to the existing stock of knowledge making for
its advancement. It is the persuit of truth with the help of study, observation, comparison,
and experiment.

Research process
1. Defining research problem
2. Design research (including sample design)
3. Collect data (execution)
4. Analyse data (test hypothesis if any)
5. Interpret and report or the thesis

There are several ways of collecting the appropriate data which differ considerably in
context of money costs, time and other resources at the disposal of the researcher.

PRIMARY DATA

Primary data can be collected either through experiments or through survey. If the
researcher conducts an experiment, he observes some quantitative measurements, or the
data, with the help of which he examines the truth contained in his hypothesis.
There are several methods of collecting primary data, particularly in surveys and
descriptive research.
Like a) observation methods, b) interview methods, c) questionnaires, d) through
schedules, and other methods.

SECONDARY DATA

The secondary data on the other hand, are those which have already been collected by
someone else and which have already been passed through the statistical process. In the
secondary data the nature of data collection is merely that of compilation.
When the researchers utilized secondary data, then he has to look into various sources
from where he can obtain them.
Secondary data may b either be published data or unpublished data.
like various publication of the central, state or local government, reports and publication
of various associations industry, banks, stock exchanges etc:,

ABOUT THE STUDY

The perception of the employees regarding Training & development at

UTTARANCHAL GRAMIN BANK, HEAD OFFICE, Dehradun.

SAMPLE SIZE

Location Total Respondent

Uttaranchal Gramin Bank 25

Head office ,Dehradun

Sample Size: The larger the number of respondents we evaluate, more the people we
have to include in our sample. The sample size of 25 respondents was taken.

Location: The study was conducted in Uttaranchal Gramin Bank

Head office ,Dehradun

INSTRUMENT FOR DATA COLLECTION

The Perception of the employees was studied using a self framed Questionnaire
.FINDINGS

1. There is well designed and widely shared training policy in the bank.

a) Agree b) partially c) disagree

60% of employees agree with this statement the bank has widely shared policy which
helps the trainees while 20% thinks that is to some extent is not properly shared but 20%
employees think it is not widely explained and shared.
2. The new recruits find induction training programmes very useful in the bank.

a) Agree b) partially c) disagree

60% of the employees think that induction training programme is very useful
in the bank while 40% think that it is somewhat helpful for them.
 3. Training programmes provide skill enhancements to the employees.

a) Agree b) partially c) disagree

88% of the employees think that when they are provided with the training it is really
helpful for them .it has increased their technical skill while 12% employees think it is not
as much helpful.

4. Those who are sponsored for the training programmes take the training seriously.
 a) Always b) often c) never

From time to time bank provide the training to the required employees, and 84%
of the employees takes the training seriously as it will be very helpful for them,
and 16% of them often take it seriously.

5. Training of the workers is given adequate importance in the bank.

a) Agree b) partially c) disagree

92% of the employees think that bank give importance to the training. And it
is very important for the bank .but 8% employees think that importance is
sometime given and sometime not given.
6. The main purpose of training and development is

a) Improve performance c ) attitude formation

b) Benefits to employees

80% of the employees think that the purpose of providing training to them is to
improve their performance and it will help them in future but 20 % of employees
think that it is for the benefit of the employees’.

7. Training and development programmes are able to meet the needs of the bank.
 a) yes b) partially c) no

92% of the employees think that training and development is actually meet the
requirement of the bank in every aspect. It is very helpful for the bank. But
8% employees think that it is sometime helpful and sometimes not helpful
they partially agree with this.

8. Training and development act as a tool of motivation for the employees.

 a) yes b) partially c) no

84% of the employees agree with the statement that training and development is
important tool for the motivation for them. Its help in changing their attitude towards
work., while 12% of them partially agree with this but 4% employees think that its just
the time wastage for them.

9. Awareness of the employees regarding methods used training programmes

 a) yes b) partially c) no

80% of the employees are aware of the training methods to which they are being
provided in training.12% employees are sometime aware and sometime are not aware
with the training methods. But 8% of them are not at all aware by which method they will
be provided with training.

10. Complexity in procedure of the training and development programme

 a) yes b) partially c) no

60% of the employees says that the training and development system of the bank is not
complex while 20% partially agree with this, they sometime feel that the training and
development process is quite complex and 20% of the employees totally agree with the
complexity of the training and development procedure.

CONCLUSION
Training and Developing plays a very important role in helping to reach the commanding
heights of performance. Any training would be considered to be successful only
when the knowledge gained by the participants is transferred to the job
performance. And it is been very successful in doing that.

Training has a very strong base of human resource development and training and it has
percolated right from the top to the bottom levels and this had played a role in more
systematic organization development. The training programmes have helped their
employees to improve their skill and efficiency as a result of which they are able to
undertake new challenges in their work. The training and development programmes held
in organization helped their employees to know their strength and weaknesses and helped
them to work on their weaknesses.

“Training and Development in the bank shows, that the procedure and
policy of the training in the bank is well known by the employees,
various kind of induction training programmes and skill enhancement
programmes are provided which are very effective for the employees.

Training helps the employees to improve the performance and help to

meet the needs of the bank. It motivates the employees and help in
creating awareness among them. Banks always thinks that there
should simple procedure for the training and not too complex so that
employees can acquire it easily.

BIBLIOGRAPHY

• UTTARANCHAL GRAMIN BANK ANNUAL REPORT

• INFORMATION BROCHURE OF UGB:

• HUMAN RSOURCE AND PERSONNEL

MANAGEMENT:

BOOK BY:
K. Aswathaappa

• PERSONNEL MANAGEMENT
BOOK BY:
C.B Mamoria

Annexure

1. There is well designed and widely shared training policy in the bank.
b) Agree b) partially c) disagree

2. The new recruits find induction training programmes very useful in the
bank.
b) Agree b) partially c) disagree

3. Training programmes provide skill enhancements to the employees.

b) Agree b) partially c) disagree

4. Those who are sponsored for the training programmes take the training
seriously.
b) Always b) often c) never

5. Training of the workers is given adequate importance in the bank.

c) Agree b) partially c) disagree

6. The main purpose of training and development is

b) Improve performance c ) attitude formation
d) Benefits to employees

7. Training and development act as a tool of motivation for the employees.

b) yes b) partially c) no

8. Awareness of the employees regarding methods used training programmes

b) yes b) partially c) no

9. Complexity in procedure of the training and development programme

b) yes b) partially c) no

10.Training and development programmes are able to meet the needs of the
bank.
b) yes b) partially c) no