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    CHAPTER 1

    INTRODUCTION TO HUMAN RESOURCE

    MANAGEMENT

    1

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    Introduction to Human Resource Management :

    Organizations are made up of people and function through people. Material resources such

    as money and materials are utilized through people for different purposes. People constitute

    the most significant resource of an organization. Human resource is most active, productive

    and sensitive. Employees have capacity to think and act or react accordingly. This source

    needs delicate handling so that it will e useful for the progress and prosperity of an

    organization.

    !n the present world, all organizational resources "human and material# are important for

    achieving organizational o$ectives. %aturally, their effective utilization is necessary. Here,

    organizations give special attention to human resources which includes manpower working at

    different levels in the organization. The employees need to e efficient, highly trained and

    professional co&operative and loyal to the organization. They are e'pected to make positive

    contriution in achieving organizational o$ectives. (uch useful laour force will not

    developed automatically ut needs to e nurtured through special efforts in the form of

    training, career development, cordial industrial relations, participative management and so

    on.

    Human )esource Management "H)M# is concerned with the manpower employed in an

    organization. !t is that part of management which is concerned with people at work and their

    relationships within the organization. H)M is one important ranch of management as it

    touches all other aspects of usiness management. H)M is concerned with human resource

    planning, recruitment and selection of manpower, training and development of manpower,

    compensation payment to manpower and so on. !n this introductory chapter, we propose to

    discuss the nature and scope of human resource management.

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    MEANING OF HRM CONCEPT OF HRMI WHAT IS HRM

    Personnel refer to the employees working in an organization at different levels. Personnel

    management "also called H)M# is that aspect of total usiness management which deals with

    human relationships within an organization. Personnel represent human resources which is

    different from material resources. !t is rightly said that organizations are not mere ricks,

    mortar, machineries or inventories. They are people. !t is the people who staff and manage

    organizations. Human resources are the people and their characteristics at work. They are

    human factors in usiness.

    Human resource is the most productive and most versatile. !n addition, the manpower in an

    organization needs human treatment. Employees have a capacity to feel, think and even to

    react. Management has to deal with the employees in a careful and tactful manner. Material

    resources such as land, machines, raw materials, e*uipment, etc. are easy to manage. This is

    ecause they have no capacity to feel or think or react. This is not the case with human

    resource i.e. manpower. +or e'ample, you may use a ad word for a machine or you may put

    your leg. on the machine ut you must not ause a worker or put your leg on his head. This

    is ecause he has a capacity to feel, think and even react *uickly in the same manner or even

    in a more challenging manner.

    !n production activity, men and machines are important. However, man ehind the machine

    is more important as he is a human eing. Man and machine are not on par and must not e

    treated in the same manner. This is ecause of all the resources manpower is the only

    resource which does not depreciate, with the passage of time.

    ccording to Peter +. -rucker , "the prosperity, if not the survival of any business depends on

    the performance of its managers of tomorrow. The material resources alone will not help the

    organization to achieve its o$ectives. +or this, effective coordination and utilization of

    material and human resources are re*uired. This suggests the importance of human resources.

    Human resources of an organization function at top management, middle management,

    supervisory management and at operative management levels. Human resources are most

    vital assets of an organization. They can e used as a means for developing competitive

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    advantages. !n addition, manpower people in the organization act as (ource of creativity.

    They can produce unlimited ideas which can e used for the progress of the prosperity of an

    organization. This suggests the significance of human resources which need effective

    utilization through careful management.

    The human resource is very important and useful in every organization. !t should e nurtured

    and used for the enefit of the organization. This is a challenging $o efore personnel

    manager management. The organization can make rapid progress only when the employees

    are efficient, satisfied and co&operative. On the other hand, the organization will have to face

    various prolems and difficulties, if the employees are not co&operative ut hostile. This

    indicates that human resource is most strategic and critical determinant of growth of a

    usiness unit. Every organization needs loyal, efficient and satisfied laor force. +or this,

    ade*uate attention should e given to H)M.

    H)M is a management function that helps managers to recruit, select, train and develop

    employees for an organization. !t is concerned with the people/s dimension in organizations.

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    !EFINITIONS OF H"MAN RESO"RCE MANAGEMENT:

    ccording to (cott and others, "Human resource management is that branch of management

    which is responsible on a staff basis for concentrating on those aspects of relationship of

    management to employees and employees to employees and with the development of the

    individual and the group. The objective is to attain maximum individual development,

    desirable working relationship between employers and employees and employers and

    employees, and effective moulding of human resources as contrasted with physical resources

    0,

    ccording to %ational !nstitute of Personnel Management of !ndia, "Human resource

    management is part of management concerned with people at work and with their

    relationships within the organization. t seeks to bring together men and women who make

    up an enterprise, enabling each to make his own best contribution to its success both as an

    individual and as a member of a working group 0.

    Ed#in F$i%%o de&ines HRM as '

    1Planning, organizing, directing, controlling of procurement, development, compensation,

    integration, maintenance and separation of human resources to the end that individual,

    organizational and social o$ectives are achieved.2

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    FEAT"RES OF HRM:

    3. Managing %eo%$e4 H)M relates to managing people at work. !t covers all levels of

    personnel5s and their needs, e'pectations and so on. !n this sense, it is a comprehensive

    function and is asically concerned with managing people at work. H)M has universal

    e'istence and application as it is applicale to usiness and other organizations &

    government, educational, social, and religious and so on.

    6. Peo%$e'oriented %rocess4 H)M is concerned with employees, oth as individuals

    as well as a group. The aim of H)M is to get etter results through their involvement,

    motivation and co&operation. !t is a people&oriented process of ringing people and

    organizations together so that the goals of each are met properly. c*uisition,

    development, motivation and maintenance of manpower human resources are four

    asic functions in the H)M process.

    7. !e(e$o%s em%$o)ees* %otentia$ities4 H)M is concerned with helping the

    employees to learn and develop their potentialities to the highest level for their enefits

    as well as for the enefits of their organization. !t is manpower employee5s

    development oriented su$ect.

    8. Integra$ %art o& organi+ations4 H)M is an integral part of all organizations. !t is

    concerned with recruitment, selection and development of manpower availale.

    9. Continuous acti(it)4 H)M is a continuous activity in an organization as personnel

    prolems continue to e'ist as long as employees are working in an organization. They

    need constant attention as they may distur normal working of an organization, ifneglected.

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    :. Securing em%$o)ee co'o%eration4 H)M aims at securing willing co&operation of

    employees for achieving organizational o$ectives. This is natural as industrial and

    other activities can e conducted only with the support ;of human resources. H)M aims

    at developing and maintaining team spirit at the organizational level. (uch team spirit

    rings success to the organization.

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    SCOPE-F"NCTIONS OF HRM:

    1. Human resources %$anning:

    Human resource planning or H)P refers to a process y which the company to identify the

    numer of $os vacant, whether the company has e'cess staff or shortage of staff and to deal

    with this e'cess or shortage.

    /. 0o ana$)sis design:

    nother important area of H)M is $o analysis. >o analysis gives a detailed e'planation

    aout each and every $o in the company. ?ased on this $o analysis the company prepares

    advertisements.

    2. Recruitment and se$ection:

    ?ased on information collected from $o analysis the company prepares advertisements and

    pulishes them in the news papers. This is recruitment. numer of applications are received

    after the advertisement is pulished, interviews are conducted and the right employee is

    selected thus recruitment and selection are yet another important area of H)M.

    3. Orientation and induction:

    Once the employees have een selected an induction or orientation program is conducted.

    This is another important area of H)M. The employees are informed aout the ackground

    of the company, e'plain aout the organizational culture and values and work ethics and

    introduce to the other employees.

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    4. Training and de(e$o%ment:

    Every employee goes under training program which helps him to put up a etter performance

    on the $o. Training program is also conducted for e'isting staff that have a lot of e'perience.

    This is called refresher training. Training and development is one area where the company

    spends a huge amount.

    5. Per&ormance a%%raisa$:

    Once the employee has put in around 3 year of service, performance appraisal is conducted

    that is the H) department checks the performance of the employee. ?ased on these appraisal

    future promotions, incentives, increments in salary are decided.

    6. Com%ensation %$anning and remuneration:

    There are various rules regarding compensation and other enefits. !t is the $o of the H)

    department to look into remuneration and compensation planning.

    7. Moti(ation8 #e$&are8 ,ea$t, and sa&et):

    Motivation ecomes important to sustain the numer of employees in the company. !t is the

    $o of the H) department to look into the different methods of motivation. part from this

    certain health and safety regulations have to e followed for the enefits of the employees.

    This is also handled y the H) department.

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    9. Industria$ re$ations:

    nother important area of H)M is maintaining co&ordinal relations with the union memers.

    This will help the organization to prevent strikes lockouts and ensure smooth working in the

    company.

    1. Procurement o& man%o#er ;Human' Resource Ac

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    organisation. H)- programmes are for education, training and development of e'isting

    manpower in an organisation. This is for facing new prolems and !6hallenges likely to

    develop in the near future.

    1/. Per&ormance management and com%ensation %a)ment to man%o#er

    em%$o)ed4

    Performance management involves performance planning, performance appraisal and

    performance counselling used for various purposes. One more function of personnel

    management is to pay compensation "in monetary form# to employees for the services

    rendered. +or this, a fair system of remuneration payment "wages and salaries/ needs to e

    introduced. )emuneration to employees should e attractive so that the laour force will e

    satisfied and disputes, etc. will e minimized. +air wage payment acts as a motivating factor

    in compensation management

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    CHAPTER /

    HR PRACTICES OF ICICI >AN?

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    A>O"T THE COMPAN@

    !B!B! ?ank is an !ndianmultinationalanking andfinancial servicescompany head*uartered

    in Mumai, Maharashtra, !ndia. s of 6C38, it is the second largest ank in !ndia in terms of

    assets and market capitalization. !t offers a wide range of anking products and financial

    services for corporate and retail customersthrough a variety of delivery channels and

    specialized susidiaries in the areas of investment anking, life, non&life insurance, venture

    capitaland asset management. The ?ank has a network of 8,C9C ranches and

    36,D3D TM5s in !ndia, and has a presence in 3< countries including !ndia.33F

    !B!B! ?ank is one of theBig Four banksof !ndia, along with (tate ?ank of !ndia,Pun$a

    %ational ?ankand ?ank of ?aroda. The ank has susidiaries in the Gnited ingdom and

    BanadaI ranches in Gnited (tates, (ingapore, ?ahrain, Hong ong, (ri Janka, Katar, -uai

    !nternational +inance Bentre and BhinaI and representative offices in Gnited ra Emirates,

    (outh frica, ?angladesh, Malaysia and !ndonesia. The company/s G susidiary has also

    estalished ranches in ?elgium and Lermany.

    13

    https://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/Bankhttps://en.wikipedia.org/wiki/Financial_serviceshttps://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/Market_capitalisationhttps://en.wikipedia.org/wiki/Retail_bankinghttps://en.wikipedia.org/wiki/Investment_bankinghttps://en.wikipedia.org/wiki/Life_insurancehttps://en.wikipedia.org/wiki/Non-life_insurancehttps://en.wikipedia.org/wiki/Venture_capitalhttps://en.wikipedia.org/wiki/Venture_capitalhttps://en.wikipedia.org/wiki/Asset_managementhttps://en.wikipedia.org/wiki/State_Bank_of_Indiahttps://en.wikipedia.org/wiki/Punjab_National_Bankhttps://en.wikipedia.org/wiki/Punjab_National_Bankhttps://en.wikipedia.org/wiki/Bank_of_Barodahttps://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/Bankhttps://en.wikipedia.org/wiki/Financial_serviceshttps://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/Market_capitalisationhttps://en.wikipedia.org/wiki/Retail_bankinghttps://en.wikipedia.org/wiki/Investment_bankinghttps://en.wikipedia.org/wiki/Life_insurancehttps://en.wikipedia.org/wiki/Non-life_insurancehttps://en.wikipedia.org/wiki/Venture_capitalhttps://en.wikipedia.org/wiki/Venture_capitalhttps://en.wikipedia.org/wiki/Asset_managementhttps://en.wikipedia.org/wiki/State_Bank_of_Indiahttps://en.wikipedia.org/wiki/Punjab_National_Bankhttps://en.wikipedia.org/wiki/Punjab_National_Bankhttps://en.wikipedia.org/wiki/Bank_of_Baroda
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    RECR"ITMENT PRACTICES OF ICICI >AN?

    RECR"ITMENT SEBECTION PROCESS OF ICICI >AN? BT!:'

    !B!B! ?ank is an !ndianmultinationalanking andfinancial servicescompany head*uartered

    in adodara "Lu$arat# !ndia, incorporated in ugust 3DD8, with a turnover of )s.

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    )ecruitment egins y specifying the human resource recruitment, initiating activities and

    action to identify the possile sources form where they can e met communicating the

    information aout the $os, terms and conditions and prospects they offer, and enthuse the

    people who meet the recruitment to respond to the invitation y applying for $os. Thereafter

    the selection process egins. The process is as follows4

    !. !ecide on ,o# man) %eo%$e )ou rea$$) need 4 !f everything is eing done to

    improve performance and still there is a gap etween what the current performance is

    and the goals set, then the est way is to recruit more people.

    !!. Ana$)+ing t,e o4 nalyzing the $o is the process of assemling and studying

    information relating to all aspects of a particular post. nalysis is done to find

    possile details aout

    Pur%ose:!dentify the aims and o$ectives of $o and what the employee is

    e'pected to achieve within department and company.

    Position4 The $o title, its position in the hierarchy and for whom it is

    responsile ought to e recorded. sample organization chart may e useful for

    this purpose.

    Main !uties4 list of key tasks may e written outI standards that need to e

    reached and maintained must also e maintained. Methods of recording, assessing

    and recording the key tasks must e determined.

    T,e #orD En(ironment4 (tudy the physical and social environment in which

    the work is out ecause the work environment influences the *uantity and *uality

    of work.

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    !!!. !ra&ting a o descri%tion:

    fter $o analysis is done, $o description is made. >o description descries the $o. The

    $o description decides upon the e'act knowledge, skill and e'perience needed to do the

    $o. >o description must e drafted around these heading4

    >o title

    )esponsile to )esponsile for

    Purpose of $o

    -uties )esponsiility

    (ignature and date

    !. E(a$uation &uture needs:

    +or Evaluation future needs manpower is drafting. manpower plan evolves studying the

    make&up of present work force, assessing forthcoming changes and calculating future

    workforce, which is re*uired. Manpower planning helps in devising long&term

    recruitment plans.

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    Finding sources o& recruitment:

    The human resource re*uirement of !B!B! can e met from internal or e'ternal source4&

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    Interna$ Recruitment4

    These refer to persons already employed in the organization. Promoting persons from

    lower levels may fill up vacancies at higher levels. (hortage of manpower in one ranch

    factory may e met y transferring surplus staff from another ranch factory. Promotion

    means shifting of an employee to higher post caring greater salary, status and

    responsiility.

    On the other hand transfer refer to the shifting an employee with salary, status and

    responsiility. (ome time e'&employee of the organization may e re&employed.

    Eterna$ Recruitment:

    !t refers to recruitment of employees from outside the organization. E'ternal sources

    provide wide choice of the re*uired numer of the employees having the desired

    *ualification. !t also provides the people with new ideas and specialized skills re*uired to

    cope with new challenge and to ensure growth of the organization.

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    part from these !B!B! prudential also pull out candidates from various sources like Media

    BOMMG%!BT!O%,advertisements etc.

    1. Cam%us Recruitment /7

    /. On$ine A%%$icants /5

    2. Recruiter 16

    3. Em%$o)ee Re&erra$ 12

    4. Ot,ers 7

    5. In'Person 1

    19

    http://s.ltmmty.com/click?v=SU46MTAxMjQ0OjE0MDI2OmNvbW11bmljYXRpb25zOmJmNDNiZTMxZjZkNDBiYjI0ZGQ2NzJkN2Y0ODg2YjhiOnotMjIwMi03MDczNDM4Mzp3d3cuc2xpZGVzaGFyZS5uZXQ6MjkwMjgxOmQyZDNkMzc4ZTZlYjQzYWRjMmFkODNlYTI0ZmM0ZGQ0OjA1MWNmYzk3MWExNDQzN2Y4YzI5NGYyMTk2ZDA1NTBhOjE6ZGF0YV9zcyw5ODR4MTI4MDtkYXRhX3JjLDQ7ZGF0YV9mYixubztkYXRhX2l0bl90ZXN0LDIwMTUwOTE4X3Q7OjUzMTQ3MzY&subid=g-70734383-5d663bcaea714e52bad0056279ac1743-&data_ss=984x1280&data_rc=4&data_fb=no&data_itn_test=20150918_t&data_tagname=A&data_ct=text_only&data_clickel=linkhttp://s.ltmmty.com/click?v=SU46MTAxMjQ0OjE0MDI2OmNvbW11bmljYXRpb25zOmJmNDNiZTMxZjZkNDBiYjI0ZGQ2NzJkN2Y0ODg2YjhiOnotMjIwMi03MDczNDM4Mzp3d3cuc2xpZGVzaGFyZS5uZXQ6MjkwMjgxOmQyZDNkMzc4ZTZlYjQzYWRjMmFkODNlYTI0ZmM0ZGQ0OjA1MWNmYzk3MWExNDQzN2Y4YzI5NGYyMTk2ZDA1NTBhOjE6ZGF0YV9zcyw5ODR4MTI4MDtkYXRhX3JjLDQ7ZGF0YV9mYixubztkYXRhX2l0bl90ZXN0LDIwMTUwOTE4X3Q7OjUzMTQ3MzY&subid=g-70734383-5d663bcaea714e52bad0056279ac1743-&data_ss=984x1280&data_rc=4&data_fb=no&data_itn_test=20150918_t&data_tagname=A&data_ct=text_only&data_clickel=link
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    METHO!S OF RECR"ITMENT:

    ll methods of recruitment can e put into three categories4

    a. -irect method

    . !ndirect method

    c. Third&party method

    !irect Met,od:

    These include the campus interview and keeping a live register of $o seekers.

    Gsually under this method, information aout $os and profile of persons availale for

    $os is e'changed and preliminary screening is done. The short listed candidates are

    then su$ected to the remainder of the selection process. (ome organization maintains

    live registers or record of applicants and refers to them as and when the need arises.

    Indirect Met,od:

    They cover advertising in newspapers, on the radio, in Trade and professional

    $ournals, technical $ournals and rochures. Nhen *ualified and e'perienced persons

    are not availale through other sources, advertising in newspapers and professional

    and technical $ournals in made. Nhereas all types of advertisements can e made in

    newspapers and magazines, only particular types of posts should e advertised in the

    professional and technical $ournals. well thought&out and planned advertisement forappointments reduces the possiility of un*ualified people applying. !f the

    advertisement is clear and to the point, candidates can assess their ailities and

    suitaility for the position and only those who possess the re*uisite *ualifications will

    apply.

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    T,ird Part) Met,od:

    arious agencies are used for recruitment under these methods. These include

    commercial and private employment agencies, state agencies, and placements offices

    of schools, colleges and professional associations, recruiting firms, management

    consulting firms, indoctrination seminars for college professors, friends and relatives.

    SEBECTION PROCE!"RE OF ICICI

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    The selection procedure is concerned with securing relevant information aout an applicant.

    This information is secured in a numer of steps and stages. The o$ective of selection

    process is to determine whether an applicant needs the *ualification for a specific $o and to

    choose the applicant who is most likely to perform in that $o. The hiring procedures not a

    single acts ut it is essentially a series of methods or steps or stages y which additional

    information is secured aout the applicant. t each stage, facts may come to light, which lead

    to the re$ection of the applicant. procedure may e considered to a series of successive

    hurdles or arriers, which an applicant must cross. These are indented as screens and they are

    designed to eliminate an un*ualified applicant at any point in this process. That techni*ue is

    known as the successive hurdle techni*ue. %ot all selection process includes all these

    hurdles. The comple'ity of process usually increases with the level and responsiility of the

    position to e fulfilled. well&organized selection procedure should e designed to select

    sustainale candidates for various $os. Each step in the selection process should help in

    getting more and more information aout the candidate. There is no idle selection procedure

    appropriate for all cases.

    Ste%s in t,e se$ection %rocess:

    Preliminary (creening

    pplication ?lank

    Employment Tests

    (election !nterview

    Medical or Physical E'amination

    Bhecking )eference

    +inal pproval

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    Pre$iminar) Screening:

    This is essentially to check whether the candidate fulfills the minimum *ualification. The

    preliminary interview is generally *uite rief. !ts aim is to eliminate the unsuitale candidate.

    The $o seekers are received at the reception counter of the company. The receptionists or

    other official interviews the candidates to determine whether he is worthwhile or the

    candidate to fill up the application lank. Bandidates processing the minimum *ualification

    and having some chances of eing selected are given the prescried application form known

    as application lank.

    A%%$ication >$anD4

    The candidates are re*uired to give full information aout their age, *ualification, e'perience,

    family ackground, aptitude and interests act in the application lank. The application lank

    provides a written record aout the candidate. The application form should e designed to

    otain all relevant information aout the candidates. ll applications received from the

    candidates are carefully scrutinized. fter the scrutiny more suitale candidates among the

    applicants are short&listed for written test sand others are re$ected.

    Em%$o)ment Tests:

    Bandidates are asked to appear for written or other tests. Tests have ecome popular

    screening devices. These tests are ased on the assumption that human traits and work

    ehaviors can e predicted y sampling, however tests are not fully reliale and they also

    involve time and Money. Test is more useful in identifying and eliminating unsuitale

    candidates therefore should e used only as supplements rather than an independent

    techni*ue of selection. The main types of tests are4

    !ntelligence tests

    ptitude Test

    !nterest test

    Personality Test

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    Se$ection Inter(ie#:

    !t involves a face&to&face conversation etween the employer and the candidateI the selector

    asks a $o related and general *uestions. The way in which a candidate responds to the

    *uestion is evaluated. The o$ectives of the interview are as following4

    To find out the candidates overall suitaility for the $o.

    To cross&check the information otained through application lank and tests

    To give an accurate picture of the $o and the company.

    Medica$ or P,)sica$ Eamination:

    Bandidates who are found suitale after interview are called for physical e'amination.

    Panel of doctors to insure that they are healthy and physically fit for the $o does a medical

    check&up of such candidates. proper medical e'amination will also ensure that the

    candidates selected do not suffer from any serious desirous which may create prolems in

    future.

    C,ecDing Re&erence:

    Lenerally, every candidate if re*uired to state in the application form, the name and address

    of at least two responsile persons who know him. The reference may not give their +rank

    opinion unless promises made that in all information will e kept strictly confidential.

    Moreover the information given y them may e iased in the form of candidate.

    Fina$ A%%ro(a$:

    The candidates who are found suitale after the medical check&up and ackground

    investigation are formally appointed y issuing appointment letter to them. They are asked to

    $oin duty y the specified date. %o selection procedure is foolproof and the est way $udge a

    person is y oserving him working on the $o. Bandidate who gives satisfactory during the

    proationary period are made permanent.

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    TRAINING PROGRAMMES OF ICICI.

    INTRO!"CTION:'

    Training is an important and a very moral part of !B!B!. Training is given to all the cadre of

    employees. !rrespective of their status and designation. Outound training is provided y the

    ank when there is a need.

    ACTIITIES "N!ERTA?EN:'

    Needs Ana$)sis

    Here they assess the trainee/s real needs in preparatory meetings, level testing for language

    courses, trainee interviews, or written *uestionnaires.

    Setting Targets

    Here they use the est methods availale to estalish where improvement is most needed.

    This stage results in the setting of Bourse O$ectives and the Bourse Program, which is

    agreed upon.

    Course !esign

    The est trainers is now selected to handle the running of the pro$ect. The Bourse Program is

    now designed to meet the o$ectives and needs and the BOG)(E (T)T(.....

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    Training Re%orts

    Trainers fill out weekly or monthly reports for each pro$ect, which are reviewed y +irst

    Blass/ management. The company looks for content, time management and skill

    development.

    Proect E(a$uation

    The Program Boordinators are fre*uently in touch with the trainee to ask for their comments.

    +eedack e'ercises are carried out twice on our longer courses .

    End o& Course FeedacD

    They are very interested in the opinion of oth client management and the course

    participants. This covers all aspects of the course, including

    Organization, methodology, trainer suitaility and whether course o$ectives have een met.

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    T,e em%$o)ees are trained t,roug, / #a)s i.e. t,e anD %ro(ide training

    %rogrammes to em%$o)ees in / met,ods8

    E ' Bearning %rogramme:'

    The employees are provided with the E Jearning programme where the matter of learning is

    present on the computer. Here all the +unctional& aspects are covered. The employee $ust has

    to open that site of E & Jearning and team the topics y reading it out as they are designed as

    per the learning convenience of the employees.

    The topics covered under this programme are4&

    3. The )egulatory Environment of ?anking

    6. Leneral ?anking Operations

    7. )etail -eposits Programs

    8. Borporate Products Program

    9. Jaw in Everyday ?anking

    :. Treasury Products Program

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    C'Bearning %rogramme 4

    The employees are provided with the B & Jearning programme which is conducted in the

    class room. B & learning means Blass room where all the ehavioural aspects are covered

    which re*uires the attention of the trainer and this training program is impossile to learn of

    its own y the employee various skills are stressed in this learning program which the

    employee needs in every stage of +unctional aspects.

    The topics covered under this programme are4&

    3. Presentation Bommunication (kills

    6. Models for Management

    7. Managing for Performance

    8. Team Effectiveness

    9. %egotiation (kills

    :. Train the Trainer

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    TRAINING TO EMPBO@EES:'

    Training is provided to all the cadre of employees as per their needs of the $o.

    3. or 3st/class employees && M-, BLM/s, LM/s, &LM/s, etc.

    6. ? or 6nd class employees & Managers

    7. B or 7rd class employees & Officers Blerks. Peons, cleaning oys etc. are

    employed on contract asis and therefore no training is provided to them.

    METHO!S OF TRAINING PROI!E!:'

    The training provided to all cadres of employees is depending upon their needs and

    importance of various tasks and $os re*uired to them. The leaders of each group or section

    or department find out the need for training to a particular employee discussing H) head. The

    functional ?ehavioural training is provided to all the employees.

    TRANING PROGRAMMES CON!"CTE! IN A @EAR:'

    %ormally there are :C training programs of ?ehavioural skills are conducted and 6C & 7C

    skills are conducted. i.e.

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    WHO GIES TRAINING

    Training is given y different persons to different levels of employees.

    "%%er c$ass &&& These employees are generally given training y the internal trainers as

    company does not rely on the outsider trainers for top level employees.

    Midd$e c$ass&&& They are usually trained y outside and inside trainers, they are also given

    training through top level managers.

    Bo#er c$ass&&& This category consists of clerks. These employees are given training through

    the supervisors and heads of the departments.

    WHERE THE TRAINING PROGRAMS ARE CON!"CTE!

    The !B!B! has special training rooms for conducting training sessions at the training office of

    !B!B!. !t has also a special training centres constructed at handala in Maharashtra, -elhi,

    and ?angalore and at Bhennai for all official and managerial level training.

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    WHO ASSES TRAINING NEE! AN! EN"E

    The training need is assessed y the collective discussion etween the team or p head and the

    H) manager. The venue is decided y the H) department. Lenerally employees who are

    under training are sent to handala so that they can concentrate on E& Training activity only.

    !"RATION OF TRAINING PROGRAM CON!"CTE!:'

    The durationperiod of training programme differs as per the different class

    Gpper class &&& the duration of training is of 3 week

    Middle class &&& the duration of training is 8 to 9 days

    Jower class &&& the duration of training is 3 to 7 days

    CHANGING OF TRAINING PBANS:'

    The training plans are changed annually. There is fle'iility in changing training plans ut

    they are changed on annual asis.

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    EMPBO@EES S"GGESTIONS FOR !ESIGNING THE TRAINING

    PBANS:'

    The employees/ suggestions are considered while designing the training plans suggestions are

    welcomed 8 days efore the training program starts. The Employees can give suggestions

    aout changing the training program timing, e'tra topics added stress to e given on

    particular topic etc.

    PREPARING TRAINING BETTER SCHE!"BE:'

    The employees are informed aout the training program through e&mail. The es, timings,

    venue, and topics of training are displayed on the intranet. The groups are also informed

    aout the training through their heads.

    EAB"ATION F TRAINING PROGRAMME:'

    The employees are evaluated through the oservation way. The employees are given

    feedack forms during and after the train

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    PERFORMANCE APPRAISAB.

    MEANING

    Performance appraisal "P#, also referred to as a performance review, performance

    evaluation, "career# development discussion, or employee appraisal is a method y which

    the$o performance of an employee is documented and evaluated. Performance appraisals

    are a part of career developmentand consist of regular reviews of employee performance

    within organizations.

    33

    https://en.wikipedia.org/wiki/Job_performancehttps://en.wikipedia.org/wiki/Employeehttps://en.wikipedia.org/wiki/Career_developmenthttps://en.wikipedia.org/wiki/Organizationhttps://en.wikipedia.org/wiki/Job_performancehttps://en.wikipedia.org/wiki/Employeehttps://en.wikipedia.org/wiki/Career_developmenthttps://en.wikipedia.org/wiki/Organization
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    PERFORMANCE APPRAISAB IN ICICI >AN?

    The ank is using the Management ) Oecti(es "M?O# method. !n this method the

    suordinate in consultation with the supervisor chalks out short term o$ectives followed y

    specific actions that he has to carry out. The goals are finally set and are action oriented. The

    goals set are specific, measurale, achievale, review ale and time ound and most

    importantly they use to e aligned with the goal of the organization. t the end of a specified

    time period, the activities are $ointly reviewed y oth the suordinate and his supervisor.

    -epending on the performance of the suordinate, the goals are modified or redesigned for

    the ne't period of time. The M?O is thus a performance oriented system.

    well thought out M?O system provides multiple enefits. !t estalishes a link etween the

    performance of the individual and the ank .!t is easy to implement ecause those who carry

    out the plan also participates in setting it up. Each employee ecomes aware of the task he

    has to perform in the ank. This leads to etter utilization of capacity and talent. !t promotes

    etter BOMMG%!BT!O%and information sharing. !t provides guidelines for self&

    evaluation as well as evaluation y the superior against set tasks and goals. !t facilitates

    guidance and counseling.

    34

    http://s.ltmmty.com/click?v=SU46MTAxMjQ0OjE0MDI2OmNvbW11bmljYXRpb25zOjg0ODE0M2JiZDY3YmY0ZTcxYTA1NDIxMGU0OWZlM2FmOnotMjIwMi03MDczNDM4Mzp3d3cudWtlc3NheXMuY29tOjI5MDI4MTpkMmQzZDM3OGU2ZWI0M2FkYzJhZDgzZWEyNGZjNGRkNDo3ZjZkYTg3YjVhM2U0YjAwYTRhZWI4OGIyMmEzOWFlYToxOmRhdGFfc3MsOTg0eDEyODA7ZGF0YV9yYyw5O2RhdGFfZmIsbm87ZGF0YV9pdG5fdGVzdCwyMDE1MDkxOF90Ozo1MzE0NzM2&subid=g-70734383-cc55926b6d824f39a13724cb9d00fcc9-&data_ss=984x1280&data_rc=9&data_fb=no&data_itn_test=20150918_t&data_tagname=A&data_ct=text_only&data_clickel=linkhttp://s.ltmmty.com/click?v=SU46MTAxMjQ0OjE0MDI2OmNvbW11bmljYXRpb25zOjg0ODE0M2JiZDY3YmY0ZTcxYTA1NDIxMGU0OWZlM2FmOnotMjIwMi03MDczNDM4Mzp3d3cudWtlc3NheXMuY29tOjI5MDI4MTpkMmQzZDM3OGU2ZWI0M2FkYzJhZDgzZWEyNGZjNGRkNDo3ZjZkYTg3YjVhM2U0YjAwYTRhZWI4OGIyMmEzOWFlYToxOmRhdGFfc3MsOTg0eDEyODA7ZGF0YV9yYyw5O2RhdGFfZmIsbm87ZGF0YV9pdG5fdGVzdCwyMDE1MDkxOF90Ozo1MzE0NzM2&subid=g-70734383-cc55926b6d824f39a13724cb9d00fcc9-&data_ss=984x1280&data_rc=9&data_fb=no&data_itn_test=20150918_t&data_tagname=A&data_ct=text_only&data_clickel=link
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    EFFECTIE COMPONENTS OF ICICI PERFORMANCE APPRAISAB

    S@STEM:'

    Performance Planning "includes employee goal setting o$ective setting#

    On&going Performance Bommunication

    -ata Lathering, Oservation and -ocumentation

    Performance ppraisal Meetings

    Performance -iagnosis and Boaching

    Performance ppraisal system in !B!B! ank emphasizes individual o$ectives, ?ank

    o$ectives and also mutual o$ectives. +rom the viewpoint of individual o$ective the

    Performance ppraisal talks aout

    a# Nhat task the individual is e'pected to do

    # How well the individual has done the task

    c# How can his performance e further improved

    d# His reward for doing well.

    +rom the ank view point a Performance ppraisal should generate manpower information,

    improve efficiency and effectiveness serve as a mechanism of control and provide a rational

    compensation structure. !n short the appraisal system estalishes and upholds the principle of

    accountaility in the asence of which ank failure is the only possile outcome. +inally,talking aout mutual goals, the emphasis is on growth and development, harmony,

    effectiveness and profitaility of the ank.

    !B!B! has adopted a 0Performance ppraisal0 model in which est&to&worst ranking methods

    are used to identify poor performers. The identified poor performers are then given a time

    period during which they have to show an improvement in their performance. !n cases where

    the employee fails to improve his performance he is asked to leave the organization

    gracefully and a severance package is offered to him. !f the employee refuses to leave then

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    his service is terminated and no compensation is offered. This system is called 0rank and

    yank strategy0. dvocates of this system feel that it continually motivates employees to etter

    their performance since noody would like to e included in the poor performance and. ?ut

    the flip side of this strategy is that employees ecome too competitive and team spirit is not

    nurtured.

    Effective anks are not uild merely on INESTMENTand returns ut more on the *uality

    of the workforce, its commitment to the organizational goals and investments made to attract

    train and retain superior human capital. n integrated Performance Management system is

    essential to get the est out of its people. Employee performance is linked to the ank/s

    performance. This helps in achieving the organizational goal and creates a performance

    culture in the ank. !nvention, creativity, diversity of perspectives is fostered. Employees act

    as one ank one rand.

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    APPROACHES AN! TECHNI"ES IN JPERFORMANCE

    APPRAISABJ "SE! >@ ICICI >AN?

    0Performance ppraisal0 is a multistage process involving several activities, which can e

    administered using a variety of approaches. (ome of these approaches are eing used y the

    anks for 0Performance ppraisal0

    !ntuitive pproach4 !n this approach, a supervisor or manager $udges the employee ased on

    their perception of the employee/s ehavior.

    1. Se$&'A%%raisa$ A%%roac,4 Employees evaluate their own performance using a

    common format.

    /. Grou% A%%roac,4 The employee is evaluated y a group of persons.

    2. Trait A%%roac,4 This is the conventional approach. The manager or supervisor

    evaluates the employee on the asis of oservale dimensions of personality, such as

    integrity, honesty, dependaility, punctuality, etc.

    3. A%%raisa$ >ased4 On chieved )esults4 !n this type of approach, appraisal is ased

    on concrete, measurale, work achievements $udged against fi'ed targets or goals set

    mutually y the su$ect and the assessor.

    4. >e,a(iora$ Met,od4 This method focuses on oserved ehavior and oservale

    critical incidents

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    CHAPTER '4

    CONCB"SION

    fter studying aout H)M in detail, it can e seen that there are many challenges in H)M which

    have to e faced, ut there are many ways to overcome these challenges. Nhile studying aout

    Training and -evelopment, the researcher came across many training methods. !n !B!B! anks they

    follow many types of training methods for their employees. The researcher oserved that all these

    training methods were very eneficial for the employees as the !B!B! ank management make use of

    the latest technology, so that the employees find these training programs easy and interesting. (ome

    of the methods are a little complicated, ut due to the proper ways of training and teaching, it

    ecomes an easy and simple process

    Recommendations for ICICI: -

    Simplif its recr!itment and selection process"

    Red!ce salaries of emploee and increase t#e incenti$es and %ene&tspart in t#eir compensation"

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    >I>BIOGRAPH@

    Human )esource Management Q J.M.Prasad

    Human )esource Management in ?anking and !nsurance Q inay..Prahu and ?harat. M.

    Pithodia

    39

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    WE>BIOPGRAPH@

    www.hrguide.com

    www.hrne't.com

    www.indiatimes.com

    40

    http://www.hrguide.com/http://www.hrnext.com/http://www.indiatimes.com/http://www.hrguide.com/http://www.hrnext.com/http://www.indiatimes.com/
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