Page 53 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Training and Development System

Notes
Level One: Every year around April-May, a corporate level meeting is conveyed by the
Chairman and Managing Director of the bank with the Zonal heads to discuss the training
needs. Zonal heads for their part collect the information from their offices and branches
about training needs and make a presentation. The Branch Managers identify the needs by
discussing with employees, by referring to the employee performance appraisals, by
considering the audit and inspection reports, by referring to the customer complaints, and
by analysing the business plans. The regional office compiles the said information and
sends it to the zonal office. Regulatory agencies like the Reserve Bank of India and the
Ministry of Finance may have issued guidelines for conducting mandatory training
programmes like ‘reservation roster policy’ ‘harassment-free policy’, etc. The corporate
strategic decisions are also shared with the zonal managers to understand the overall
training needs of the Bank. All these exercises result in preparing a training calendar
along with the types of programmes to be conducted.

Level Two: The training calendar is sent to all the regional offices and very large branches
apart from other administrative offices. The HR managers in regional offices go through
the data available with them; about training requests made by branches, performance
appraisal reports of employees, newly appointed employees needing training, existing
employees posted to new job roles, employees promoted to new positions, the automation
work to be initiated, the new kind of work to be performed and the statutory compliance
to be met.
There may be employees who for personal reasons like family commitments may not
want to attend training programmes in far-off places. For such employees the HR
department of the region identifies the need to conduct locational programmes at places
which are nearest to them.

The trade unions may have requested for conducting particular type of training
programmes for employees like ‘relational skills for HR officers’. The Association for
scheduled castes, scheduled tribes and other backward class employees may have requested
for conducting additional training programmes for their members to enhance their skills.
Then there are special needs peculiar to certain branches. For example, 10 out 50 branches
in a region are moving towards core banking solutions. For such branches a programme
on core banking solution may have to be organized.

Considering all the facts and circumstances discussed above, the HR Managers at the
regional office identify the employees to be sent for training by making sure from the
official records that the concerned employees have not undergone the said programmes
earlier.
Questions

1. What, according to you, are the finer aspects of needs analysis in Bank of Baroda?
2. If you were to work as an HR manager in Bank of Baroda, how would you go about
identifying the training needs?

3. HR managers sitting in regional office cannot understand the needs of the branches.
Therefore, branch managers should be empowered to identify and nominate
employees for training. Discuss.

3.6 Summary

 A training need is the gap between the knowledge, skills and attitudes required and the
knowledge, skills and attitudes already possessed by the trainee.

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