Training Dev SBM

Effectiveness of Training
With Special reference to Canara Rural Self employment

Training centre, Holaluru, Shivamogga
CONTENTS
Chapter 1
INTRODUCTION
 Introduction
 Objective of the study
 Scope of study
 Methodology
 Limitations of study
Chapter 2
PROFILE OF CANARA RURAL SELF EMPLOYMENT TRAINING
INSTITUTE, HOLALURU
 Introduction
 Branch Network
 Human Resources
 Organisational Setup
 Financial Profile
 Business Profile
 Technology Initiatives
Chapter 3
INDUSTRY PROFILE
Chapter 4
Sahyadri Arts and Commerce College, Shimoga 1

TRAINING AND DEVELOPMENT
 Introduction
 Training methods and Techniques for employees
 Principle of training
 Objectives and Goals of training
 Need for training
Chapter 5
DATA ANALYSIS AND INTERPRETATION
Chapter 6
SUGGESTIONS AND CONCLUSION
Annexure
 Questionnaire
 Bibliography

Chapter 1
INTRODUCTION
 Introduction
 Objective of the study
 Scope of study
 Methodology
 Limitations of study

Chapter – 1
INTRODUCTION
Every organization needs to have well trained and experienced people to

perform the activities that have to be done. This is the most important
aspect of Human Resource Management. It is widely known that Human
Resource Management helps people to expand their capabilities and offer
numerous opportunities. It is also felt that the expanded capabilities and
opportunity for people at work will lead directly to improvement in
operating effectiveness. The human resources approach means that better
people achieve better results. So if the current or potential job occupant can
meet this requirement, training is not important. But when this is not the
case, it is necessary to raise the skill levels an increase the versatility and
adaptability of employees. Inadequate job performance or a decline in
productivity or changes resulting out of job redesigning or a technological
break –through require some type of training and development effort. As
the jobs become more complex, the importance of employee development
through training also increases.
In a rapidly changing society, employees training and development is not

only an activity that is desirable but also an activity that an organization
must commit resources to if, it is to maintain a viable and knowledgeable
work force. In fact industrial to, if is to maintain a viable and
knowledgeable work force. In fact industrial growth cannot take place

properly without trained manpower. The technological advancement is
taking place at such a rapid speed that the knowledge and skill required
become obsolete at much faster rate. In order to cope up with the fast
changes in requirement of skill and knowledge due to advancement of
technology the need for systematic training has been felt in almost all
organizations.
Having selected most suitable persons for various jobs in the organization
through the application of scientific techniques, the next function of
personnel management is to arrange for their training. All types of jobs in
the organization usually require some type of training for their efficient
performance. Employees talent are not fully productive without a
systematic training programme. Moreover, big organization hires a large
number of young people every year. Because the vat majority of these do
not know how to perform jobs assigned to them in work at some college or
institution, must receive some initial training in the form of orientation to
the policies, practices and ways of their employing organization. The need
for a systematic training has increased because of rapid technological
changes, which create new jobs and eliminate old ones. New Jobs require
some of special skills which may be developed in old workforce only by
giving them necessary training.
The employees try to train themselves by trial and error or by observing

other if no training programme exists in the organization. But it is an
established fact that the absence of systematic training programme will

result in higher training costs. The employee will take much longer time in
learning the skills. He may not be able to learn the best operating methods.
Thus, adequate training is equally desirable for the organization and the
employee.
Now the question arises “ What is training”?
Training is a process of learning a sequence of programmed behaviour. It
is application of knowledge. It gives people an awareness of the rules
and procedures to guide their behaviour. It attempts to improve their
performance on the current job or prepare them for an intended job,
actually training is a developmental process. It should cover not only
those activities which improve job performance but also cover those
which bring, about growth of the personality, help individuals in the
progress towards maturity and actualization of their potential capacities so
that they become not only good employees, but better men and women. In
organization terms, it is intended to equip persons to earn promotion and
hold greater responsibility. This may well include not only imparting
specific skills and knowledge but also inculcating certain personality and
mental attitudes. Training is felt necessity for an organization due to its
educative point of view because it does not provide definitive answers, but
rather it develops a logical and rational mind that can determine
relationships among pertinent variable and there by understand phenomena.
The study aims at finding out the Training and development practice in
CANARA RURAL SELF EMPLOYMENT TRAINING INSTITUTE,
HOLALURU, Holaluru. The main objectives of this study is to find out the

operational levels of management. The study describes the effectiveness of
training and development program implemented in the organization,
understanding the various methods adopted and measuring its efficiency.
The methodology used for this study is the questionnaire for a sample of 30
respondents from various branches in Holaluru. The data is analyzed on the
present scenario of the employees and managers in the organization.
Objective of the study
 To determine the extent and degree of the training programmers

fulfilling the set objective.
 To identify and analyze whether the training’s input, trainings
techniques and methods are in line.
 To analyze the assessment of training needs.
 To analyze the learning process of trainees and suggest the effective
measures.
Scope of study
These projects report give scope of training and development of
banks. The field survey is confined to Holaluru only. Considering the
shortage of time and the cost factor. The employers in a branch of Holaluru
gave a co-operation to complete the project Report.
Methodology

Research design is a research plan which requires that what data are to be
collected, what research techniques and instruments are to be used, how a
sample is to be selected, and how information is to be collected from this
sample.
A research design specifies the methods and procedures for conducting a

particular study. Broadly speaking, research design can be grouped into
three categories-exploratory research, descriptive research, and causal
research.
Data collection
 Primary Data: The sources of Primary data were Personal interviews.
 Secondary Data: The sources of secondary data were the books and
magazines.
Sample size planning:

Sampling is simply the process of learning about the population on the
basis of sample drown from it. It is that part of the universe which is
selected for the purpose of investigation. Sampling may be defined as a
part of the whole, which represents all the characteristics of the whole
under consideration.
Sample size: 100
Approach: Convenience sampling

Limitations of study
There are some limitations in doing project report. They are as follows.
 Time and resources constraints.
 It has not been possible to get sensitive real data on actual analysis
performed by the bank.
 Here we cannot contact all types of employees.
 Some employees will not give correct opinion about the survey.
 Accuracy of this report is limited because of factors like limitations of
cost and bias.

Chapter 2
PROFILE OF CANARA RURAL SELF EMPLOYMENT

TRAINING INSTITUTE, HOLALURU
 Introduction
 Branch Network
 Human Resources
 Organisational Setup
 Financial Profile
 Business Profile
 Technology Initiatives

PROFILE OF CANARA RURAL SELF EMPLOYMENT TRAINING
INSTITUTE, HOLALURU
Introduction
State Bank of Mysore was established in the year 1913 as Bank of Mysore
Ltd. under the patronage of the erstwhile Govt. of Mysore, at the instance
of the banking committee headed by the great Engineer-Statesman, Dr. Sir
M.Visvesvaraya. Subsequently, in March 1960, the Bank became an Associate of State
Bank of India. State Bank of India holds 90% of shares. The Bank's shares are listed in
Bangalore, Chennai and Mumbai stock exchanges.
Date of Establishment 1913

Revenue 1098.91 ( USD in Millions )
Market Cap 18684.422393 ( Rs. in Millions )
Chairperson Arundhati Bhattacharya
MD Sharad Sharma
Financials Total Income Rs. 65610.7 Million ( year ending Mar 2013)
Net Profit Rs. 4161 Million ( year ending Mar 2013)
Branch Network
The Bank has widespread network of 902 Branches (as on 05.10.2013) and
14 Extension Counters spread all over India including 6 Small and Medium
Enterprise Branches, 4 Industrial Finance Branches, 3 Corporate Accounts
Branches, 7 Specialized Personal & Services Banking Branches, 9
Agricultural Development Branches, 3 Government Business Branches, 1
Asset Recovery Branch besides 5 Service Branches, offering wide range of
services to the customers.

Human Resources
The Bank has a dedicated workforce of 10,479 employees consisting of

3,738 supervisory staff and 6,741 non-supervisory staff (as on 30.06.2013).
The skill and competence of the employees have been kept updated to meet
the requirement of our customers keeping in view the changes in the
business environment.
Organisational Setup
While the Chairman of State Bank of India is also the Chairman of the
Bank, The Managing Director is assisted by two Chief General Manager
and 13 General Managers.
Financial Profile
The Paidup Capital of the Bank as on 30.06.2013 is Rs 48.01 crores of

which State Bank of India holds 90% share. The Networth of the Bank as
on 30.06.2013 is Rs 3,937.91 crores and the Bank has achieved a
Capital Adequacy Ratio of 11.80% under Basel II guidelines The Bank
has an enviable track record of continuously earning profits and payment of
uninterrupted dividend since its inception in 1913. The Bank earned a net
profit of Rs 52.22 crores for the quarter ended June 2013 and earning per
share is at Rs 43.50.
Business Profile

Total Deposits of the Bank as at the end of June 2013 stood at Rs
55,893.38 crores and the total Advances stood at Rs 44,078.95 crores
including an export credit of Rs 1,515.51 crores . The Bank is a major
player in Foreign Exchange dealings also and has recorded a merchant
turnover of over Rs 5,966 crores and a trading turnover of over Rs 69,063
crores for the quater ended June 2013.
Technology Initiatives
 Core Banking Solution (CBS)

 Internet Banking (INB)
 Real Time Gross Settlement (RTGS)
 List of RTGS enabled Banks and Branches (with their IFSC codes)
 List of RTGS enabled Branches of CANARA RURAL SELF

EMPLOYMENT TRAINING INSTITUTE, HOLALURU (with their
IFSC codes)
 National Electronic Fund Transfer (NEFT)
 ATMs
 Mobile Banking
Core Banking Solution: State Bank of Mysore is the first karnataka-based

Bank with fully networked branches. The Bank is fully on"CORE
BANKING SOLUTION" From 31.12.2005. In record time of one calendar

year, the Bank completed the exercise of converting all the branches to
Core Banking to provide the convenience of anytime, anywhere banking to
all our valued customers.
State Bank of Mysore embarked upon the latest Banking Technology

platform by implementing the Core Banking Solutions (CBS) across all its
branches, with an objective of providing banking convenience to the
customers. Follwing are some of the features of CBS.
> Facilitates 24 X 7 Banking
As a result of implementing Core Banking, most of the facilities being

offered by the Bank are available to customers 24 hours a day, 7 days a
week. The transactions are performed using multiple channels such as
ATMs and Internet Banking. Further, the trasactions using these delivery
channels are updated in the Central database in real time. Facilities like
Phone Banking and Mobile banking would also be interfaced in CBS in
due course.
> Anywhere Banking
Customers can avail of banking services across all branches and channel
network irrespective of location where their accounts are maintained.
Products like CORE POWER and MULTICITY CHEQUE have been
introduced in this direction. Besides, CBS facilitates swifter remittance of
funds across Banks through its in-built RTGS & NEFT functionalities. All
branches of the Bank are RTGS enabled.

> Integration with strategic sectors
Core Banking integrates all strategic sectors of banking such as domestic

banking and trade finance including forex. As a result, the information
related to these areas is centrally avilable for use or reference. Treasury and
Asset Liability Management functions will also be integrated to CBS in
due course.
> Business Process Re-engineering (BPR) enabler
Core Banking enables implementation of BPR initiatives of the Bank and

facilitates centralised handling of various process - for both Assets as well
as Liabilities. This has helped our branches in reaching out to customers as
they can now do less and less of back office work.
Internet Banking-
Transaction based Internet Banking facility that enables customers to view

and operate their accounts through the internet, 24x7 hrs and 365 days, is
now availabe to both retail and corporate customers
Retail customers can use Internet banking to:

>> Transfer funds between customers different accounts with the branch
>> Transfer funds to third parties within or other branches of the Bank
>> View/print statement of accounts
>> Set up standing instructions
>> Online request for issue of Demand Drafts and Cheque Books
>> Bill payment facility

The following bills can be paid through the internet.
ALL CUSTOMERS OF THE BANK:
a. SBI Card Payments. (Pay bill)
b. SBI Life Insurance (View & Pay)
c. ICICI Prudential Life Insurance (View & Pay)
d. Birla Sun Life Insurance (View & Pay)
e. Om Kotak Mahindra. (View & Pay)
Corporate Customers
STATE BANK OF MYSORE’s "Corporate Internet Banking" enables its

Corporate customers to carry out their banking activities from their
desktop, aided with the power and convenience of the Internet. The service
helps to remove the restrictions imposed by geography and time on the
ordering of transactions, while granting full flexibility to the Corporate to
manage its transactional banking, with least intervention and input from the
Branch. To transact over the Internet, the Corporate should be in complete
control of administration of the back-end process i.e. dynamically changing
limits on banking transactions which can be carried out by executives,
monitor transactions and have flexibility for granting discretionary access
on banking accounts to internal users. Internet Banking Service will give
the Corporate the freedom and ability to carryout all this without
dependency on the Bank.
Benefits of Corporate Internet Banking :

>> Transfer funds between corporate’s different accounts within the Bank

>> Make payments to vendors and third parties
>> Schedule the transactions
>> Bulk uploading of transactions
>> Salary credits to corporate employees
>> Permit executives to operate/monitor accounts remotely and even
participate in joint authorisation remotely
>> E-payment of taxes (Service tax and Excise Duty)
REAL TIME GROSS SETTLEMENT (RTGS)

Consequent to introduction of Core Banking Solution all our branches have
been enabled to effect RTGS transactions. This facility enables
seamless transfer of funds between accounts of customers of
different banks / branches that have been RTGS enabled. Transfer of
funds between banks is also to be done through RTGS.

Chapter 3
INDUSTRY PROFILE
 Indian Banking Industry

INDUSTRY PROFILE
Indian Banking Industry
Banking in India originated in the last decades of the 18 th century. The first
banks were The General Bank of India which started in 1786, and the Bank
of Hindustan, both of which are now defunct. The oldest bank in existence
in India is the State Bank of India, which originated in the Bank of Calcutta
in June 1806, which almost immediately became the Bank of Bengal. This
was one of the three presidency banks, the other two being the Bank of
Bombay and the Bank of Madras, all three of which were established under
charters from the British East India Company. For many years the
Presidency banks acted as quasi-central banks, as did their successors. The
three banks merged in 1925 to form the Imperial Bank of India, which,
upon India's independence, became the State Bank of India.
Indian merchants in Calcutta established the Union Bank in 1839, but it

failed in 1848 as a consequence of the economic crisis of 1848-49. The
Allahabad Bank, established in 1865 and still functioning today, is the
oldest Joint Stock bank in India. It was not the first though. That honor
belongs to the Bank of Upper India, which was established in 1863, and
which survived until 1913, when it failed, with some of its assets and
liabilities being transferred to the Alliance Bank of Simla.

When the American Civil War stopped the supply of cotton to Lancashire
from the Confederate States, promoters opened banks to finance trading in
Indian cotton. With large exposure to speculative ventures, most of the
banks opened in India during that period failed. The depositors lost money
and lost interest in keeping deposits with banks. Subsequently, banking in
India remained the exclusive domain of Europeans for next several decades
until the beginning of the 20th century.
Foreign banks too started to arrive, particularly in Calcutta, in the 1860s.

The Comptoire d'Escompte de Paris opened a branch in Calcutta in 1860,
and another in Bombay in 1862; branches in Madras and Pondichery, then
a French colony, followed. HSBC established itself in Bengal in 1869.
Calcutta was the most active trading port in India, mainly due to the trade
of the British Empire, and so became a banking center. The Bank of
Bengal, which later became the State Bank of India.
The first entirely Indian joint stock bank was the Oudh Commercial Bank,
established in 1881 in Faizabad. It failed in 1958. The next was the Punjab
National Bank, established in Lahore in 1895, which has survived to the
present and is now one of the largest banks in India.
Around the turn of the 20th Century, the Indian economy was passing
through a relative period of stability. Around five decades had elapsed since
the Indian Mutiny, and the social, industrial and other infrastructure had

improved. Indians had established small banks, most of which served
particular ethnic and religious communities.
The presidency banks dominated banking in India but there were also some
exchange banks and a number of Indian joint stock banks. All these banks
operated in different segments of the economy. The exchange banks,
mostly owned by Europeans, concentrated on financing foreign trade.
Indian joint stock banks were generally under capitalized and lacked the
experience and maturity to compete with the presidency and exchange
banks. This segmentation let Lord Curzon to observe, "In respect of
banking it seems we are behind thetimes. We are like some old fashioned
sailing ship, divided by solid wooden bulkheads into separate and
cumbersome compartments."
The period between 1906 and 1911, saw the establishment of banks
inspired by the Swadeshi movement. The Swadeshi movement inspired
local businessmen and political figures to found banks of and for the Indian
community. A number of banks established then have survived to the
present such as Bank of India, Corporation Bank, Indian Bank, Bank of
Baroda, Canara Bank and Central Bank of India.
The fervor of Swadeshi movement lead to establishing of many private

banks in Dakshina Kannada and Udupi district which were unified earlier
and known by the name South Canara ( South Kanara ) district. Four
nationalised banks started in this district and also a leading private sector

bank. Hence undivided Dakshina Kannada district is known as "Cradle of
Indian Banking".

Chapter 4
TRAINING AND DEVELOPMENT
 Introduction
 Training methods and Techniques for employees
 Principle of Training
 Objectives and Goals of Training
 Need for training

Training and Development
Introduction
An organization either Business or Industrial Enterprises needs many
factors for its growth, further development and for its very survival. The
most important factors are Capital, Materials, Machineries and Human
Resources as the success or failure of any organization depends on the
effective combination of these factors. Managing all other factors are
comparatively easier than managing Human Resources. The Human
Resources are most important and need to be handled carefully. Since all
the others factors are handled by the human resources, they have to be
trained in a effective manner to utilize the resources at optimal level to get
the desired output and thereby to reach the organization goals. The
effective combination of all these factors results to way for success.

Training is defined as learning that is provided in order to improve
performance on the present job. A person's performance is improved by
showing her how to master a new or established technology. The
technology may be a piece of heavy machinery, a computer, a procedure for
creating a product, or a method of providing a service.
In recent years, the scope of Training and Development has broadened

from simply providing training programs to facilitating learning throughout
the organization in a wide variety of ways. There is increasing recognition
that employees can and should learn continuously, and that they can learn
from experience and from each other as well as from formally structured
training programs. Nevertheless, formal training is still essential for most
organizations or teach them how to perform in their initial assignment, to
improve the current performance of employees who may not be working as
effectively as desired, to prepare employees for future promotions and
increased responsibilities. The Computer Application Training and New
Employee Training are most popular training topics. Various Management
and supervisory skills such as leadership, performance appraisal,
interviewing, and problem solving were also commonly taught. Many
organization provide ‘Train-the trainer’ courses for superiors or peers who
will in turn provide on-the-job training to others. Besides being one of the
most important HRM functions, Training and Development is also one of
the most expensive.
Training & Development (T & D) deals with the design and delivery of

learning to improve performance, skills, or knowledge within
organizations. In some organizations the term Learning & Development is
used instead of Training and Development in order to emphasize the
importance of learning for the individual and the organization.It is a
learning process that involves the acquisition of knowledge, sharpening of
skills, concepts, rules, or changing of attitudes and behaviors to enhance
the performance of employees.
Development is a related process. It covers not only those activities, which

improve job performance, but also those, which bring about growth in
personality.
Training and Development referred to as:
 Acquisition and sharpening of employees capabilities that is required to
perform various obligations, tasks and functions
 Developing the employees capabilities so that they may be able to
discover their potential and exploit them to full their own and
organizational development purpose
 Developing an organizational culture where superior-subordinate
relationship, team work, and collaboration among different sub units are
strong and contribute to organizational wealth, dynamism and pride to
the employees.

Training methods and Techniques for employees
Because of the objective of Human Resource Development is to contribute

to the organization’s overall goals, training programs should be developed
systematically and with the organization’s true needs in mind. Successful
training begins with a thorough needs 18 assessment to determine which
employees need to be trained and what they need to be trained to
do.Allison Rossett and Joseph W. Arwady states” The question is not
whether you will solicit this kind of information through needs assessment.
It is how much of it you will do and using which tools. The culmination for
the assessment phase is a set of objectives specifying the purpose of the
training and the competencies required in trainees after they complete the
program. This section considers the choice of methods for employees
training. With training objectives defined and learning principles in mind,
the trainer must be choose appropriate training methods and design the
sequence of events in the training program. Perhaps the first decision to be
made is whether to conduct the training on the job or away from the job. In
many cases, the decision is to do some of both.

I. ON THE JOB TRAINING:
On the job training is conducted at the work site and in the context of the
actual job. The vast majority of all industrial training is conducted on the
job, often by the trainee’s immediate superior or a nominated peer trainer.
On-the job training has several advantages :
• Because of training setting is also the performance setting, the transfer
of training to the job is maximized
• The cost of a separate training facility and a full-time trainer are avoided
or reduced.
• Trainee motivation remains high because it is obvious to trainees that
what they are learning is relevant to the job
• Trainees generally find on-the-job training more valuable than
classroom training.
1. Apprenticeship Training: This training is combination of on and off the
job training. The department of Labor regulates apprenticeship programs,
and often management and a union jointly sponsor apprenticeship training.

This training is normally given to artisans, electricians, plumbers,
bricklayers etc., the duration is normally vary from 2 to 6 years.
Apprenticeship training is carried out under the guidance and intimate
supervision of master craftsman or expert worker/supervisor. During
apprenticeship training period, the trainees are paid less than that of a
qualified worker.
Advantages:
• Workmanship is good
• Immediate returns from training
• Economical, better loyalty
• Feed back is given quickly about the correctives of performance
Disadvantages:
• It takes times to learn the skill
• Required job knowledge is too complex
2. Job Rotation: In the job rotation, management trainee/employee is made

to move from one function to another at planned intervals. Job rotation is
widely used as a management executive development program which
makes the employee or management trainee, a multi-tasking individual. It
can be done either vertical or horizontal.
3. Coaching and Understanding method: Training under experienced

worker they are coached and instructed by skilled co-worker by supervisor
by special trainee instructor.

Advantages:
• Excellent for supervisor
• Quick and economical
• Sequences in logical and simple
• Instructions are clear and concise.
4. Outbound Training: The outbound training is conducted in a location

specifically designated for training. It may be near the workplace or away
from work, at a customized training center or a resort. The purpose of
conducting this kind of training away from the work place is to minimized
or avoids distractions of the employee from their daily work routine and
allows them to devote their full attention the specific subject. Some of the
outbound training methods and activities are:
a) Action planning: Often a closing activity asking participants to specify
or set goals about exactly what they will do differently back on the job
b) Behavior-modeling training: use a videotape to demonstrate the steps in
a supervisory activity such as conducting a disciplinary interview,
followed by role played skill practice and feedback
c) Behavioral Simulation: Large-scale multi person role-lay, no
computerized business game.
d) Brainstorming: Creative idea-generation exercise in which no criticism
is allowed.
e) Business Game: Computerised business simulation that requires
participants to make decisions about strategy and investments and then
provides financial results based on the decisions.
f) Buzz Group: Small-group discussion of several minutes, duration on an
assigned topic

g) Case Study: From a one-paragraph vignette to a fifty-page Harvard-
style case.
h) Guided teaching : Drawing from the group the points the lecturer
otherwise would makehim or herself
i) Information search : asking trainees to locate the answers to question in
the training materials or manuals provided
j) Intergroup exchange: small groups share their ideas of findings with
another group
k) Mental imagery: asking participants to close their eyes and visualize or
recall something or engage in mental rehearsal of physical or
interpersonal skills.
l) Outdoor leadership training: Team activities that may include hiking,
rope courses, or other physical challenges along with problem.-solving
activities.
m) Self-assessment instrument or quiz. An example is a conflict resolution
– style inventory.
II. OFF THE JOB TRAINING.

1. Classroom lectures: this is the simplest and from the off the job
training. This is a best form of instruction when the instruction is to convey
information on rules, regulation, policies and procedures.
Advantages:
• Simple and efficient
• Minimum cost
• Minimum time
Disadvantages:
• Monologues and one way communication

• Large trainees are participants
• Efficiency depends on ability of trainers in the use of correct expression
better participation
• Concentration and intent of majority of trainees fade off after short time
or so
• No individual attitude is possible with result there is no feed back of
assimilation of knowledge.
2. Conference and Seminars and Workshops: This is a formal method of

arranging meeting in which individuals confer to discuss points of common
interest for enriching their knowledge and skill. This is group activity. It
encourages group’s discussion and participation of individuals for seeking
clarification and offering explanation and own experience. It is a planned
activity with a leader or moderator to guide the proceedings, which is
focused on agreed agendas points prefixed during planning stage of such
conference.
There are three variables:
• Directed conference
• Training conference
• Seminars and workshops
3. Group discussions and study analysis: case study method was initially
introduced by Christopher Lang Dell at Harvard Law School in 1880’s. The
principle used is ‘experiences is the best teacher’. Here several empirical
structure are examined in detail to find out commonalities to derive general

discussion. Based on such studies and group discussion are initiated to
derive common lesson. This method has, however limited use of worker
but both use for supervisors. In case of workers, areas of importance in this
method are that the quality control.
4. Audio-visuals and Film Shows: In order to improve understanding very

usual and sometimes is escapable to ‘Demonstrate’ operation of a machine
or explain or process. Audio-visual film shows can supplement the efforts
lecturing and improve its effectiveness.
5. Simulation Computer Modeling: A training activity in which actual

working environment is artificially created as near and realistic and
possible is called simulation training. Case study, analysis, experiment
exercise game playing computer model and vestibule training etc come
under this category. When the work environment is artificially created by
using computer-programming method well call it ‘computer method’
6. Vestibule Training: In this training, employees are trained of the

equipment they are employed, but the training is conducted away from the
place of work. In which all necessary equipment and machines required as
actual machined ship are duplicated
7. Programme Instruction: Programmed instruction is a stu5rctured

method of instruction aided through texts, handouts, book and computer
aided instruction. In this case the instruction materials and information is

broken down in meaning full unit and arranged in a proper sequenced from
logical method of learning packages, the learning ability is tested and
evaluated in real time basis
Advantages:
• Materials of learning are broken down into meaning full modules
• Instruction are not key players
• Trainees learn at his/her own pace of learning. Individual difference are
taken care of
• No fear of evaluation and criticism
• Active interaction between the learner and the machine
• Immediate feedback is available
• Training can be undertaken at any time and any place
• It is highly flexible and motivated
Disadvantages:
• Costly method
• Advance topics are untouched
8. T. group Training: ‘T’ stand for training or laboratory training. T group

training was originated on 1940’s but only 1960’s it has opened to the
industries. This Training has both supporters and opponents. Unlike any
other programmers discussed. T group training is concerned with really
problem existing within the other group itself.
9. Retraining: technology is advancing at rapid pace. Here obsolesce is a

major problem faced by the worker are the introduction of automation for

such retraining programme to update their knowledge, which will further
make them productivity useful of the organization and restore this
confidence.

PRINCIPLE OF TRAINING:
1. Training Plan: This must be well planned, prescribed and ably executed
effective implementation depends to great extend on planning.
2. Organizational objectives: T & D program must meet objectives of the
organization
3. Equity and fairness: T and D program must enjoy equal opportunity to
drive benefit out of such training and must have equal chance to undergo
such training.
4. Application specification: Training content is balanced between theory
and practical. It must be ‘Application specification’
5. Upgrading information: T and D program is continuous reviewed at
periodic interval as order to make them updated in terms of knowledge and
skill.
6. Top Management support: Top management support is essential to make
Training and Development effective.
7. Centralization: For economy of effective uniformity and efficiency,
centralization of training department is found more common and useful.
8. Motivation – Training and Development have motivation aspects like
better career opportunity, individuals & skill development etc.

How is training & development related to Human Resource
Management?
An effective use of materials, money, machines and human resource is
essential for achieving a high level of productivity in the industry. Whereas
other resource have limitation, the human resource has unlimited potential.
Moreover this is the only activity resource, other being passive. Its quality
of human resource through training input is of vital importance.
• Improves communication between group and individual

• Aids in orientation for new employees and taking new jobs throu8gh
transfer or promotion
• Provides information on equal opportunity and affirmation action
• Improves interpersonal skill
• Builders cohesiveness in groups
• Provides a good environment for learning, growth and co-ordination.
• Improves labor management relation
• Helps to create better corporate image
• Provides information for further needs in all areas of organization
• Moves a person towards personal goals while improve Human Resource
and Organization goals.

Objectives and Goals of Training:
Training and Development can help an organization in a number of ways.

Ultimately, it is employee knowledge and skill that produce the
organization’s product or service. Training facilitates the implementation of
strategy by providing employees with the capability to perform their jobs in
the manner dictated by the strategy. Training also assists in solving
immediate business problems, such as when a team of Manager in an
action learning program studies a real problem and recommends a solution.
Finally to keep ahead in a highly competitive the turbulent environment, it
has been suggested that the training function must foster a continuous
learning culture and stimulate managers to reinvent their corporation.
Training enables employees to develop and train within the organization

and increase the market value, earning power and job security. It moulds
the employee’s attitude and also helps them to achieve better co-operation
with the company and greater loyalty to it. The management is benefited in
the sense that higher standard of quality are achieved, a satisfactory
organization structure is built up, authority can be delegated and stimulus
for progress applied to employees.
• To increase productivity of employees or workers

• To improve quality of work and product
• To enhance and update knowledge and skill level of employee in the
organization

• To promote better opportunity for the growth and promotion chances of
employees and thereby the employability
• To secure better health and safety standard
• To improve quality of life of employees
• To sustain competitive advantage
• To impart new entrants of knowledge and skill
• To build up a sound line of competent efficiency and prepare them as a
part of their career progress to occupy more responsible positions
• To impart customer education, help grading skills and knowledge and
employees estimate career planning of the company.
Need for training:
Training must be tailored to fit the organization’s strategy and structure. It

is seen as pivotal in implementing organization-wide culture-change
efforts, such as developing a commitment to customer service, adopting
total quality management, or making a transition to self-directed work
teams. Pace-setting Human Resource Development departments have
moved from simply providing training on demand to solving organizational
problems. Trainers see themselves as internal consultants or performance
improvement specialists rather than just instructional designers or
classroom presenters. Training is only one of the remedies that may be
applied by the new breed of Human Resource Development practitioners.
In an age of network organizations, alliances, and long-term relationships
with just-in-time suppliers, leading companies are finding that they need to

train people other than their own employees. Some organization offer
quality training to their suppliers to ensure the quality of critical inputs.
Organisations with a strong focus on customer service may provide training
for purchasers to their product.
 Shortage of skill: Skilled and knowledge people are always on short
supply, alternatively they are too expensive to hire from outside. The
best way is to improve the skill and knowledge of the existing
employees through Training and Development.
 Technological Obsolesce: Growth of technology takes place very fast.
This will render current technological obsolesces in the near future.
 Personal Obsolesce: At the time of recruitment employees posses a
certain amount of knowledge and skill. As the time passes their
knowledge becomes obsolesce unless it is uploaded by proper training.
This happens because of changes take place in product methods
procurement of better machines.
 Organization Obsolesce: Modern management has introduced a number
of innovative steps in functioning of management like play organizing,
controlling to such change are bound to fail and become obsolete, to
prevent obsolesce in organization. Employees must be exposed to
modern Technology through T & D
 Increased Productivity: Instruction can help employees increase their
level of performance. Increase human performance often directly leads
to operational productivity and increase company profits.
 Coercive Training by Government: In order to provide better
employability changes of unemployed youth, certain governments have

taken initiatives to mobilize resource available at public/government
and private to provide training to outside candidates. One such
arrangement is called at “Apprenticeship Training’ conducted by
Government of India. A part of expenditure incurred for this by the
private sectors is reimbursed by government.
 Human Capital: The latest thinking is to treat employees as ‘Human
Capital’. The expenditure involved in training and development are now
being considered as an investment. This is cause in globalization it is
the knowledge and skill of employees which determine complete
advantages of firm.
Importance of training in recent years:
Recent changes in the environment of business have made the Training and
Development function even more important in helping organization
maintain competitiveness and prepare for the future. Technological
innovations and the pressure of global competition have changed the ways
organizations operate and the skills that their employee need. The tight
labor market has increased the importance of training in several ways. First
higher employee turnover means that more new employees need training.
Second, it has been suggested that frequent and relevant development
experiences are an effective way to gain employee loyalty and enhance
retention of top-quality staff.

Chapter 5
DATA ANALYSIS AND INTERPRETATIONS

DATA ANALYSIS AND INTERPRETATIONS
This chapter presents the data gathered from the questionnaire. The data is
then analyzed referring to the research questions.
1. Which category do you fall?

Category No. of respondents
Office 24
Clerical 76
Total 100
Interpretation: The sample size of my research was 100 i.e. 24 officers &
76 Clerical.

2. In which “age group” category do you fall?
Age No. of respondents

Up to 40 years 16
40 years – 45 years 56
Above 50 years 28
Total 100
Interpretation: Majority of the respondent (56%) fall in the age group of

40-45 years. 16% are below 40 years and 28% are above 50 years.

3. Do you think training programmers should be organized
Training No. of percentage
respondents
Yes 80 80
No 20 20
Total 100 100
Interpretation: It is clear from the above data that 80% of respondents

opinion was ‘yes’, and 20% of respondents opinion was ‘no’, Employees
understand the need and importance of training programmers in the
organization.

4. Which of the following methods would you prefer to develop skills?
Opinion On the job Small group Formal

Discussions Training
Officers 8 10 6
Clerical 28 30 18
Interpretation: 36% of the total. Respondents want practical or on the

training, 40% want it in group discussion. Only 24% want it in formal
training. So large percentage of employees want on the job training
specially Clericals and small percentage of employees want training
specially Clericals and small percentage of employees want training
through group discussion.

5. Do you underrated the legal rights and responsibilities as an
employee of the organization
Opinion Yes No
Officers 20 4
Clerical 64 12
Around 84% of employees are aware of their responsibilities, legal rights,

requirements of their organization but 16% are not aware of it.

6. How well do you communicate with your team during training
program?
Opinion Highly Effective Ineffective

Officers 10 24 0
Clerical 26 49 1
Above 80% employees said that effective communication is the back bone
of any organization body. More than three-fourth of organizational conflicts
are the outcome of poor distortions in communicational. Better
communication will lead to lesser conflicts which will further amount to
sound organizational health and profitability.

7. How often do you provide support to your team during training
program?
Category Frequently Occasionally Never

Officers 14 8 2
Clerical 56 19 1
70% of the respondents said that they are frequently provide support to
their them. 27% of them said that are occasionally provide support to their
team and 3% of them said that never.

8. In what ways do you provide support to your team during training
program?
Opinion By giving By motivating By helping in
suggestions the employees problem solving
Officers 7 10 7
Clerical 20 40 16
50% of the employees said that they are support the term because of
motivating them, 23% of the employees feel that supervisors helping in
problem solving. Motivation of employers will not only develop the
employees but it will also lead to speedily and effective implementation of
decisions.

9. Do you use aids for communicating with employees when
necessary?
Opinion YES NO
Officers 20 4
Clerical 65 11
85% of respondents said that they using aids for communicating with
customers when necessary. 15% of them said not using aids.

10.If yes, what kind of aids do you use for communicating?
Opinion Audio-visual Visual Others

Officers 8 9 7
Clerical 26 24 26
Out of 100%, 34% of respondents are using audio-visual and 33% using
visual aids and 33% using other aids for communicating. Audio- Visuls
constitute a one-way system of communication with no scope for the
audience to raise doubts for clarification. Further there is no flexibility of
presentation form audience to audience.

11.Do you assist and encourange mobility when appropriate?
Opinion YES NO
Officers 21 3
Clerical 6 10
More than 87% of respondents says yes, 13 % of them not assist and
encourage mobility when they needed.

12.Do you manage finance of the organization in the same way as you
manage your personal finance?
Opinion Yes No
Officers 18 6
Clerical 49 27
75% of officers and 64% of Clericals response that they manage finance of
the organization as they manage their personal purpose. Most of the
employees feel that their personal goals are in conformance with
organizational goals.

13.Which type of training programme do you assist for banking
sector?
Opinion On the job training Off the job training

Officers 17 4
Clerical 50 29
17% of officers and 50% of clericals respondents assist for on the job
training
And 4% of officers and 29% of clericals respondents assist for off the job
training.

Chapter 6
SUGGESTIONS AND CONCLUSION

Suggestions and Conclusion
Suggestions
Training is an important and indispensable part of any organization and so

does feel the employees of CANARA RURAL SELF EMPLOYMENT
TRAINING INSTITUTE, HOLALURU. But only a small percentage of
them could actually spell out the reasons for organizing the training
programmes. Benefits like updating of knowledge, development of
employee skills, coping up with the changing scenario, increased efficiency
etc. were stated by a few. A vast majority is still unaware of the real
significance for training. Hence there is no motivation for attending the
training programmes. Thus regular reinforcement off the importance of
training programmes is required. This can be done by stating the
importance of training programmes before the commencement of each
session. Apart from this the objective of training should also be stated by
the faculty, so that the trainees realize why they are undergoing the
particular session. This objective will also keep in view better evaluation of
the sessions by participants. Motivation is the driving force, which enables
a person to give his 100% to each programme. This motivation can come in
the individual only if the training programme fulfills his individual needs.
Hence the nominations should be need based. Need HODs or location in-
charges; with the help of peer groups or team members of the individual
and the individual himself can do analysis. A record of each individual,
dept., PF number, his needs and the particular Programme,

which the individual is required to attend needs to be made at the end of
each year by the HOD. This record should be sent to the training
department. The department, based on nominations given can decide for
the training programmes of the next year and hence can send information
about particular programmes to particular regions in advance. Software
developed on the above basis can make the work of HOD and training
department easier. It should be noted that the assent of the individual
employees should be taken before sending the nominations for particular
programmes. The participatory rural appraisal method revealed that some
employees were sent again and again for various programmes. The other
employees of the same department who even if required the training were
being neglected. Some employees had 7-8 years or more of time ago in
attending the training programmes. The reason being that the location in
charge or HOD could not spare the other employees due to work load or
the privileged few were their favorites so they were sent again and again.
To prevent the frequent nomination of an Indian for various programmes
and to give chance to other a system of record keeping was suggested or
keeping the records training cards for each employee was made, where
every detail of the employee concerning the training could be recorded and
kept by Training Department and Head of Department for reference check.
The training card has been started. The training cards will enable each
employee of particular department to undergo training on rotational basis at
regular intervals.

It is observed that the mandate 55% of the employees need to be trained
annually impedes the quality of the training programmes. Sometimes the
nominations for particular programmes do not complete the quorum, so
those programmes cannot be organized. Hence the training department, in
order to cover their target of 55% increases the number of training
programmes. Hence for furtherance of the mission of training programme
i.e. "To facilitate the process of integration of personal ambitions and
aspirations of employees with corporate objectives through training
interventions". This criterion of covering 55% of employees needs to be
dissolved. This compulsion forces unnecessary nominations and
programmes, which not only leads to wastage of time, effort, energy and
money but also is noneffective.

Training needs for Individuals
To combat the competitive environment every organisation need to have
'Stars' i.e. the employees with high performance and high potential level.
The 'Stars' do need regular training to keep themselves updated with the
latest developments in the field. The specific training needs of individuals
are as under:
Training Needs for Staff

> Staff people should be trained in interpersonal relations to maintain
sound industrial relations. Which is the prime need for any
organization’s success.
> Work planning should be taught to the staff to enable them for
maximum contribution.
> Objective setting is another where staff needs to be trained.
> Training Needs for Supervisors
> Supervisors should be trained in interpersonal relations and conflict
management as their role is very significant and central.
> They should be trained on delegating skills.
> They should be trained on positive thinking in tne larger interest of
employees and that of organisation.

Training Needs for Executives
> Executives must be sound in interpersonal behaviour to encourage the
human-relation philosophy in the organisation hence training should be
provided.
> Conflict-management style must be taught to be executives.
> Positive-leadership and Institution building should be another area of
training for executives.

Conclusions
To be true and honest the training and development team of CANARA

RURAL SELF EMPLOYMENT TRAINING INSTITUTE, HOLALURU
works on the basic of triple "E" i.e. is efficiently, elaborately & effectively.
Hence we can say that just 5 years old the organization into the Indian
subcontinent and with the quantum of people they arc-working with and
type of turnover they are showing is amazing. Under noted few suggestions
cum conclusion can be taken as for implementation to reap furtherest
benefits.
It is found that the average age group of trainees are in their twenties or
early thirties which signifies that the consumer durable industry need more
of young blood as enthusiasm is an integral part of the industry.
The maximum emphasis is given to job instruction methods where the
trainee are made to understand their job thoroughly and the role they are
going to play in performing their job.
Respondent are not the part of planning and designing of the training
programme they do approach either to training team or the team head and
in rare case they go to trainer itself. The training objective are in keeping
with needs and abilities of the trainee and it is this that proves to be the
major reason for success of the training as whole.
The relation between the training methods adopted and the training
objective are to be harmonious as it is the training method that fulfills the

goal set by the training objective. To equip the trainee with new and
relevant knowledge is one of the major objectives of the training
programme and this also helps in maintaining the curiosity of the trainee
through out the training session. The trainee fill the feedback form and
from time to time test are conducted to know the gauge the effectiveness of
training to employee to check their memory if they retain anything or not.
Stress management training is more important for employee as it was

observed that people are all the time in tension like situation as to how to
do what to do when to do, no time and things like that which kept them
tensed all time.
Last but not least behavioral training is more important as while doing the
study it was found that people are less cooperative and outgoing to help
out. Rather they felt as if study won't do any harm to them in terms they
would divulge information.
Apart from all other training even meditation training if can be done then
we think it would add to a greater advantage to the employee as they
would feel more relaxed and light while working as sitting all the day in
front of their laptop or personal computer they get tired. It's good to start
new thing. Let's begin it.

HOLALURU has very pragmatic HRD policy to develop its employees. In

spite of it outcome has not been very encouraging. The reasons could be
numerous. The results of the organisation major thrust of training for staff
people as compared to supervisors and executives and on this front it has
been successful enough. The results of manifest the though training is
required for each of three categories of employees, yet the staff people
need lesser training when compared with Supervisors and
executives. The training is more or less fashion for senior level for it does
not fulfil the actual needs. Further it is imparted without taking the views
of and proper counseling to prospective trainees. Hence if the organisation
wishes to have real fruits of training it should import training on by after
proper counseling and honoring the view of employees to be trained.
Training should follow only after thorough training need identification
exercise, which is a continuous programme.

Annexure
 Questionnaire
 Bibliography

QUESTIONNAIRE
Dear Sir/Madam,
I am Jyothi B.S doing a project on “Training and Development of
HOLALURU Bank ". Therefore, I kindly request you to fill up this
questionnaire to enable me to complete my project and return me positively.
I assure you that your suggestions and feedback will be absolutely kept
confidential.
Please tick the option which best applies to you:
1. Name
2. Address :
3. Position:
a) Officers [ ]
b) Clerical [ ]
c) Others [ ]
4. Monthly Income range:
a) Below 20000 [ ]
b) 20000-30000 [ ]
c) Above 30000 [ ]
5. Educational Qualification?

a) Undergraduate [ ]
b) Graduate []
c) Postgraduate []
6. In which category do you fall?
a) Officers []
b) Clerical []
7. In which "age group" category do you fall?
a) Below 30 years []
b) 30-40 years []
c) above 40 years []
8. Do you think training programmes should be organised?
a) Yes []
b) No []
9. Which of the following methods would you prefer to develop your
skills?
a) on the job []
b) small group discussions [ ]
c) formal training []
10.Do you understand the legal rights and responsibilities as an employee
of the organization?
a) Yes []
b) No []
11.How well do you communicate with your team during training program?
a) Highly effective []
b) Effective []

c) Ineffective []

12. How often do you provide support to your team during training program?
a) Frequently []
b) Occasionally []
c) Never []
13. In what ways do you provide support to your team during training program?
a) By giving suggestions []
b) By motivating the employees []
c) By helping in problem solving [ ]
14.Do you use aids for communicating with employees when necessary?
a) Yes []
b) No []
15.If yes, what kind of aids do you use for communicating in training
program?
a) audio-visual [ ]
b) visual []
c) any other []
16.Have you attended any training programs organized by the Training
Center recently?
a) Yes [ ]
b) No [ ]
17.The channels of communication used in the programs are:
a) Verbal []
b) Written []
c) Both the above []

18.What factors hinder your learning during the training programme?
a) Time constraints []
b) Communication gap []
19.You were able to pass on the knowledge and skills provided from the
training programs to you subordinates.
a) Mostly []
b) Sometimes [ ]
c) Never []
20.How would you rate the training?
a) Excellent []
b) Good []
c) Average []
d) Poor []
21.Time period of Training.
a) Very long []
b) Long []
c) Short []
d) Very Short [ ]
22.Do you assist and encourage mobility when appropriate?

a) Yes []
b) No []

23.Do you manage finance of the organization in the same way as you manage
your personal finance?
a) Yes []
b) No []
24.Which type training program do you assist for banking sector?
a) On the job training []
b) Off the job training []
25.Any other suggestion that you would like to give for training programmes:
_______________________________________________
Date: Signature
Place:

BIBLIOGRAPHY
1. The Journal of Institute of Bankers.

2. Dessler G., Human Resource Management, Pearson Education
Asia, 8th Edition, 2000.
3. K. Aswathappa, Human Resource and Personnel Management, 3rd
edition, 2002.
4. Edwin B. Flippo, Personnel Management, McGraw-Hill
College, 1984.
5. Personal Management – Arun Monappa, Mirza, Saiyadain.
6. Principles of Bank Management – P Subba Rao.

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Effectiveness of Training

With Special reference to Canara Rural Self employment

Sahyadri Arts and Commerce College, Shimoga 1

Sahyadri Arts and Commerce College, Shimoga 2

Sahyadri Arts and Commerce College, Shimoga 3

Every organization needs to have well trained and experienced people to

In a rapidly changing society, employees training and development is not

Sahyadri Arts and Commerce College, Shimoga 4

The employees try to train themselves by trial and error or by observing

Sahyadri Arts and Commerce College, Shimoga 5

Sahyadri Arts and Commerce College, Shimoga 6

Objective of the study

 To determine the extent and degree of the training programmers

Sahyadri Arts and Commerce College, Shimoga 7

A research design specifies the methods and procedures for conducting a

Sample size planning:

Sahyadri Arts and Commerce College, Shimoga 8

Sahyadri Arts and Commerce College, Shimoga 9

PROFILE OF CANARA RURAL SELF EMPLOYMENT

Sahyadri Arts and Commerce College, Shimoga 10

Date of Establishment 1913

Sahyadri Arts and Commerce College, Shimoga 11

The Bank has a dedicated workforce of 10,479 employees consisting of

The Paidup Capital of the Bank as on 30.06.2013 is Rs 48.01 crores of

Sahyadri Arts and Commerce College, Shimoga 12

 Core Banking Solution (CBS)

 Real Time Gross Settlement (RTGS)

 List of RTGS enabled Branches of CANARA RURAL SELF

 National Electronic Fund Transfer (NEFT)

Core Banking Solution: State Bank of Mysore is the first karnataka-based

Sahyadri Arts and Commerce College, Shimoga 13

State Bank of Mysore embarked upon the latest Banking Technology

> Facilitates 24 X 7 Banking

As a result of implementing Core Banking, most of the facilities being

> Anywhere Banking

Sahyadri Arts and Commerce College, Shimoga 14

Core Banking integrates all strategic sectors of banking such as domestic

> Business Process Re-engineering (BPR) enabler

Core Banking enables implementation of BPR initiatives of the Bank and

Transaction based Internet Banking facility that enables customers to view

Retail customers can use Internet banking to:

Sahyadri Arts and Commerce College, Shimoga 15

STATE BANK OF MYSORE’s "Corporate Internet Banking" enables its

Benefits of Corporate Internet Banking :

Sahyadri Arts and Commerce College, Shimoga 16

>> E-payment of taxes (Service tax and Excise Duty)

REAL TIME GROSS SETTLEMENT (RTGS)

Sahyadri Arts and Commerce College, Shimoga 17

 Indian Banking Industry

Sahyadri Arts and Commerce College, Shimoga 18

Indian Banking Industry

Indian merchants in Calcutta established the Union Bank in 1839, but it

Sahyadri Arts and Commerce College, Shimoga 19

Foreign banks too started to arrive, particularly in Calcutta, in the 1860s.

Sahyadri Arts and Commerce College, Shimoga 20

The fervor of Swadeshi movement lead to establishing of many private

Sahyadri Arts and Commerce College, Shimoga 21

Sahyadri Arts and Commerce College, Shimoga 22

Sahyadri Arts and Commerce College, Shimoga 23

Sahyadri Arts and Commerce College, Shimoga 24

In recent years, the scope of Training and Development has broadened

Sahyadri Arts and Commerce College, Shimoga 25

Development is a related process. It covers not only those activities, which