JAIPURIA INSTITUTE OF MANAGEMENT

LUCKNOW

TRAINING PROGRAM @ PNB

SUBMITTED BY-

TASHEEN SHEIKH-JL13PGDM119

TULIKA CHOPRA-JL13PGDM120

VIDHI CHAUHAN-JL13PGDM123

SUBMITTED TO-

PROF PALLAVI SRIVASTAVA

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ACKNOWLEDGMENT

We take this opportunity to express our profound gratitude and deep regards to our guide

Professor Pallavi Srivastava for her exemplary guidance, monitoring and constant

encouragement throughout the course of this project. We also take this opportunity to express a

deep sense of gratitude to Senior Manager PNB JC Joshi,Retired GM PNB Vinod Kr Joel,

Deputy Director PNB Pramod Dixit for their cordial support, valuable information and guidance,

which helped us in completing this task through various stages.

We are obliged to staff members of Punjab National Bank for the valuable information provided

by them in their respective fields. We are grateful for their cooperation during the period of our

Project.

TASHEEN SHEIKH-JL13PGDM119

TULIKA CHOPRA-JL13PGDM120

VIDHI CHAUHAN-JL13PGDM123

Table of Contents ACKNOWLEDGMENT.......................................................................................................................... ii

INTRODUCTION ..................................................................................................................................4

COMPANY PROFILE .......................................................................................................................6

OBJECTIVE OF THE STUDY ...................................................................................................................8

TRAINING NEEDS ASSESSMENT OF PUNJAB NATIONAL BANK ................................................................9

METHODOLOGY ............................................................................................................................... 10

FEEDBACK FORM .............................................................................................................................. 11

PROGRAMS AND PARTICIPANTS ........................................................................................................ 12

DESIGN OF TRAINING PROGRAMME IN PNB ....................................................................................... 13

IMPLEMENTATION............................................................................................................................ 15

CONCLUSION.................................................................................................................................... 17

RECOMMENDATIONS ....................................................................................................................... 18

BIBLIOGRAPHY ................................................................................................................................. 19

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INTRODUCTION

TRAINING AND DEVELOPMENT

After employees have been selected for various positions in an organization, training them for

the specific tasks to which they have been assigned assumes great importance. It is true in many

organizations that before an employee is fitted into a harmonious working relationship with other

employees, he is given adequate training. Training is the act of increasing the knowledge and

skills of an employee for performing a particular job. The major outcome of training is learning.

A trainee learns new habits, refined skills and useful knowledge during the training that helps

him improve performance. Training enables an employee to do his present job more efficiently

and prepare himself for a higher- level job. The essential features of training may be stated thus:

Increases knowledge and skills for doing a particular job; it bridges the gap between job needs

and employee skills, knowledge and behaviors

Focuses attention on the current job: it is job specific and addresses particular performance

deficits or problems

Concentrates on individual employees: changing what employees know, how they work, their

attitudes toward their work or their interactions with their co-workers or supervisors

Tends to be more narrowly focused and oriented toward short-term performance concerns.

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Employee Performance Analysis Chart

Determine

cause

Perceived

employee

performance

discrepancy

Initial

investigation

Enter

Possible causes

Illness

Lack of experience

Inadequate mental ability

Lack of recognition

Lack of career path

possibilities

Inappropriate or poor

equipment

Poorly maintained

equipment

Ill- designed work area

Equipment that’s not

ergonomically sound

Peer pressures

Lack of education

Inadequate training

Personal emotional

problems

Lack of information

Poor delegation

Discouraging working

atmosphere

Inadequate staffing

Inadequate pay scales

Perceived lack of equity

Inadequate benefits

Poor physical environment

Conflicting demands

Union restrictions

Legal restrictions

Etc.

Potential actions

Give medicals

Provide experience

Use psychological testing

Set up fitness program

Use job transfer

Provide recognition

Improve opportunities

Improve equipment

Improve maintenance

Re-design work area

Restructure ergonomics of

work situation

Set up program to make

operating culture more

supportive

Provide educational

opportunities

Provide needed training

Set up employee

counseling

Ensure a good flow of

information

Use more delegation

Look for ways to make

working atmosphere

healthier

Hire more people

Improve pay scales

Improve physical

environment

Improve supervision

Sort out demands

Work with unions

Improve legal aspects

Etc

Decide on

appropriate

course(s) of

action

Designed

required

program

Implement

program

Confirm

removal of

performance

discrepancy

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COMPANY PROFILE

Punjab National Bank Established in 1895 at Lahore, undivided India, Punjab National

Bank (PNB) has the distinction of being the first bank to have been started solely with

Indian capital. During its existence of over one-hundred years, PNB has faced many

trials of strength including the trauma of partition of India in 1947 at the time of

independence. However, the bank not only withstood such adversities but established

itself firmly on 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 248 th

place according to “The Banker” London. The Bank was recently ranked 38th amongst

top 500 companies by the leading financial daily, Economic Times. PNB’s 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.

PNB offers a wide variety of banking services which include:

o corporate and personal banking,

o industrial finance,

o agricultural finance,

o Financing of trade and international banking.

Among the clients of the bank are multinational companies, Indian conglomerates,

medium and small industrial units, exporters and non-resident Indians. The large

presence and vast resource base have helped the bank to build strong links with trade and

industry.

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.

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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.

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.

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.

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 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 PNB’s over 555 A TMs and tie up arrangements with

other Banks.

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OBJECTIVE OF THE STUDY

The primary objective of our study at Punjab National Bank is to lay down the foundation of

training and development.

Our another objective is to apply my learning in the area of Human Resources so that we

gain significant practical understand of the nature and importance of training and

development and identify the various inputs that should go into any programme.

To know the effectiveness of the training programme conducted by the company.

To know whether employees are aware about their responsibilities and authorities or not.

To improve Organizational Climate and increase the morale of employees.

To know whether the present training programme is conducted successfully or not.

To know about the work culture of the organization and plan the training program.

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TRAINING NEEDS ASSESSMENT OF PUNJAB NATIONAL BANK

In order to assess there is a system of maintenance of inventory cards at regional as well

as zonal office level. While submitting their performance form, the officer staffs indicates

the Areas in which they need training as to improve their skills and perform the job

better. The appraising authority and the reviewing authority are required to take a note of

this feedback from the staff and the inventory cards are being maintained at

regional/zonal offices are required to be upgraded and keep up to date, keeping in view

the training need mentioned by the staff.

For identifying the training needs, the branch manager should submit the information on

annual basis to the regional office on or before 31st December every year, the same

should be consolidated at regional office for the whole region and submitted to the zonal

office on or before 10th of January every year.

The inventory cards keep a record of the training provided to an employee from time to

time and whenever decisions are taken for the nominations of the participants, these cards

are kept in view so as to provide the appropriate training to the employees keeping in

view his self-opinion.

Zonal training coordinator frequently interacts 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.

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TNA at PNB:

Employees working for more than 15years than the new recruits face issues with

operational issues based at the technological levels.

Communication and skill gaps between the new joiners’ and the older ones which

leads to lack of healthy and friendly work place environment.

Since, there is complete lack of employee engagement, the employees face a

monotonous schedule of work which makes them irritated and frustrated which

results in resistance to change.

Due to this there is lack in customer orientation.

Lack of knowledge current knowledge about the competitors.

Restricted to the allotted work set up than taking any other responsibility for the

branch or the bank as the whole.

METHODOLOGY

Tools of Data collection

Data has been collected by the following means:

Primary Sources: It includesPersonal interviews were held with the officers with special focus on

the prevailing their views and suggestions.

Secondary Sources: secondary data collected with the help of books available in the library, and

Internet. Other published materials such as Training Interventions by Harry Barrington, Training

and development by P L Rao, Training and Analysis. Reference was also made to Bank’s web

site “www.Pnbindia.com”

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FEEDBACK FORM

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PROGRAMS AND PARTICIPANTS

Name of the

Programme

Objective

Advanced IT

Programme on Branch

Operations

To enhance the CBS/IT skill set

of the participants for effective

working in branch.

Scale I to III officers (Coverage: all circles)

Advanced Programme

on Control &

Monitoring of Branch

Operations

To enhance the CBS skill set of

the participants for effective

control & monitoring of branch

operations.

There will be two versions of the programme (one for

Scale –II & III Incumbents and another for Scale IV &

above) dealing with concern areas according to level of

participants.

CBS/IT programme for

Agriculture Officers

To update the agriculture officers

about CBS/IT and related

products of the Bank for effective

functioning.

Agriculture Officers(Scale I to III) (coverage all circles)

Information Security

Awareness programme

To update the participants with

information security related

issues.

Scale - I to III officials (coverage all circles)

CBS Credit programme

for Loan officers

To enhance credit appraisal skill

in CBS environment

Scale I to III officers(coverage: all circles)

CBS Programme for

newly promoted Scale-

IV officers

To enhance the CBS skill set of

the participants for effective

control & monitoring of branch

operations.

Newly promoted Scale IV Officers

Programme for IT

Officers posted at C.O.

To apprise participants with IT

Knowledge for efficient working

in the bank.

IT Officers (Scale-I to III) (coverage: all circles)

IT programme for

Marketing Officials

To update the participants about

various IT products of the Bank

so that they can market the same

in effective and efficient manner.

Marketing Officials (Scale-I to III) (coverage all circles)

IT programme for Law

officers

To apprise participants with IT

Knowledge for efficient working

in the bank.

Law Officials (Scale-I to III) (coverage all circles)

Training Programme

for IT Officers posted

at H.O.

To apprise participants with IT

Knowledge for efficient working

in the bank.

IT Officers (Scale-I to III) working in HO- IT Division

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Auditing and control

aspects in CBS

To equip the auditors with

various auditing and control tools

in CBS environment & efficient

analysis of MIS reports through

IT tools.

There will be two versions of the programme (one for

auditors up to Scale III and another for Scale IV auditors)

dealing with concern areas according to level of

participants.

Source:http://www.pnbiit.ac.in/

DESIGN OF TRAINING PROGRAMME IN PNB

The training system within the bank has been oriented so as to be responsive of the thrust areas

system being thrown up in the banking environment and create a pool of trained/skilled

personnel at various levels of hierarchy so as to efficiently manage the branches and provide

customer satisfying services. However, training at PNB is not mandatory for all employees but it

has been certainly felt that every employee should be trained at least once in 3 years.

The training programs implemented by the bank concentrate not only on providing conceptual

framework but also developing problem-solving skills with the aid of various pedagogical tools

so as to enable trainees to face the practical problems in the field emerging from time to time.

A conscious effort has been made not only to enrich the knowledge of the participants on the

present assignments but also to expose them to the development-taking place in the banking

environment so as to groom them in the future.

The training infrastructure has been oriented towards providing intensive training in tropical

areas like Credit, Foreign Exchange, Merchant banking & computers as well as short training in

the job specific and activity specific areas. The training forums serve as vital platform for the

senior executives to disseminate and explain the banks for credit policies, objectives and share

the views on our bank performance visa-versa the system.

The senior authorities take the opportunities to obtain the feedback from participants, which are

essential and integral to the process of management of any buoyant and vibrant system.

This two-way interaction helps the field staff to better appreciate even in the environment that is

challenging at the corporate level and also helps the corporate management to obtain effective

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feedback, which facilitate formulation of strategies and policies for achievement of corporate

objectives.

Schedule of the program:

The programme coordinator while designing the programme schedule should notice

following points:

The objective of the programme should be clearly spelt out. Not only it should be

mentioned in the programme schedule but it must be made clear to participants at the

beginning.

The level of the participants, their existing knowledge, skills and experience should

be kept in mind before finalizing the programme schedule to know from what level of

knowledge the trainer should concentrate and carry the participants with him trill

every aspect of the subject is cleared.

Training can be very interesting, enriching experience if the faculty provides variety,

mixing practical with theory sessions, quoting from personnel experiences and

allowing time for discussion and absorption.

Adequate time should be available for doing justice to all the subjects.

Flexibility in the design of the programme would ensure that participants do not have

to learn those aspects which they already know and whenever such situation is faced

by the faculty, either the level of discussion may be increased or subject may be

changed.

An inbuilt feedback system to facilitate revision, if any, desired by the participants

during the course of the programmed may be planned and some cushion periods

should be provided.

The programme coordinator should prepare brief synopsis of each topic to be covered

during the programme in case the standardized synopsis are not available and he may

revise or improve the standardize synopsis also in the light of latest developments and

requirements.

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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 making the plan. However, the training plan is

subject to changes according to the need of the hour.

Training plan and schedule.

Program Agenda and schedule

Day1:

9.30AM- 9.40 AM – Lighting of lamp and Invocation

9.30AM- 10.00 AM-Welcome Address by Zonal Head and Country Head Traning Officer

10.00AM-10.15AM – Welcome address and introduction of the trainers along with distribution

of kits .

10.15AM-10.30AM- Introduce you to the maximum people in the hall informally (Ice breaking

session)

10.30AM-11.30AM-Informal Interaction between the trainers and the trainee knowing their

needs.

11.30AM- 11.45AM- Break/Tea

11.45AM- 1.00PM - Operational and technical training -1

1.00PM-2.00PM- Lunch

2.00PM-3.30PM-– Soft skills training based on employee internal relations.

3.30PM-3.45PM-Tea break

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3.45PM-5.30PM-Motivational session by a speaker (Mr.AKASH GAUTAM AND KURSHED

BATLIWALA)

5.30PM- 6.00PM- verbal feedback from the trainees

Day2:

9.00AM-9.15AM- Ask them about the last day experience and a brief about today’s training

session.

9.15AM-10.30AM- Functional and IT training

10.30AM-10.45AM- Break

10.45AM-11.30AM-Simulation game (Developing a better relationship between one branch

employees )

11.30AM-11.45AM- Tea Break

11.45AM-1.00PM- Customer orientation, e- banking, problem solving skills.

1.00PM-2.00PM- Lunch

2.00PM-2.30PM- simulation training to build betters a better team to find maximum positives

about a branch (apprecentiship process and awarding the best branch.

2.30PM- 3.00PM- Trainer talks positive about PNB.

3.00PM- 3.15PM –Tea Break

3.15PM- 3.45PM - open house related to all sort of issues they face if anything not covered.

3.45PM-4.00PM – Feedback form about the workshop.

4.00PM- 4.30PM- motivational session along with video (make it a better place)

4.30PM – vote of thanks and memento to trainers and souvenir to the trainees.

5.00PM – Group Photograph and Program ends .

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CONCLUSION

After going through the subsystem of HRD namely- Training and Development in Punjab

National Bank, we 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. It is the

man only who with his ability to feel, think, conceive & grow can show his satisfaction or

dissatisfaction, resentment or acceptance for all types of related activities. It is the person at work

who is valued, not the machine, infrastructure or capital.

PNB, realizing the importance of the above fact, has given great emphasis on its Training &

development Activities). PNB come up with a Institute like at institute of informational

technology Punjab National Bank vibhuti khand Gomti Nagar Lucknow

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. The one thing that is missing is Feedback process.

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RECOMMENDATIONS

Training Need Assessment- The organizational, operational and individual training needs must

be identified scientifically and a linkage among the three must be established so as to have an

effective Training and Development process.

A detailed discussion with each head of department should be done for identification of

training needs, as they are more aware of their subordinate's strengths and weaknesses..

Open sessions should be held more often to enable the employee s to express their

training needs more frequently.

A complete Job Analysis should be done so as to identify various competencies required

at various levels. This would make the training need identification more accurate.

Current and optimum levels of performance of all employees (including clerks and sub-

staff) should be analysed individually and recorded in Performance Appraisal Report.

This would make the PA report a more valuable source in identifying training needs.

There should be feedback 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.

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.

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BIBLIOGRAPHY

Institute of Information technology PNB http://www.pnbiit.ac.in/

PNB www.pnbindia.in/

Training needs Analysis- Robyn Peterson

Training and Development- P L Rao

Training Interventions- Harry Barrington

Senior Manager PNB JC Joshi- +91941870471

Retired GM PNB Vinod Kr Joel

Deputy Director PNB Pramod Dixit.