HUMAN RESOURCES SYSTEMS & PROCESSES

Designing a programme for

HRD Intervention
By Group 6

03-Aug-10

Abhinav Jain 10PGHR03

Chhavi Gupta 10PGHR13

Piyush Aren 10PGHR32

Ranjay Bera 10PGHR41

Swetha Sri 10PGHR50

V Kavya 10PGHR56
PHASES OF TRAINING:

ALTERVATIVE CAREER MOVES:

CAREER DEVELOPMENT:
INITIAL WORKFORCE COMPOSITION:

PROBLEMS FACED:

1. Locals were skeptical about joining the bank due to a common perception that agents from the
foreign country engage in export & exploitation of child & female labor.
2. The level of education in the host country was quite low & highly educated and experienced
people in banking were not easily available.
3. Rapidly changing appraisal policy. As we have already seen that during the five year working of
the company already 3 types of appraisal systems have been used so seems there is lack of
consistency.
4. Expectations of the employees had grown. Almost every year executives were looking for
promotions in view of their past experience.
5. Peers who became bosses after promotions in the same department or branch, with same or
less qualifications and experience, became sources of feelings of inequity among employees.
6. Friendship between the boss & subordinates was resulting in lack of objectivity in performance
appraisal, particularly when it came to increments. Also the managers or employees promoted
very early seems to be high on affiliation need than need for achievement.
7. Lack of confidence among officers to communicate.
8. Low educational background.
9. Inadequate technical knowledge.
10. Two of the employees being from rich family have a very casual approach .
OBJECTIVES:

1. Enhancing the local talent pool through training and through workshops encouraging them to go
for higher education.
2. Trying to change the attitude of local employees from ‘promotion-oriented’ to ‘work-oriented’.
3. Senior employees should be given training on fair, objective and performance-oriented
appraisals so that deserving candidates are appraised.
4. Training course must cover communication & team building as an effort to develop the group of
people.
5. Try to inculcate the concept of team building so that each person becomes more accountable.
6. Sensitivity training to ensure that employees are more watchful of their behavior in the
organization, particularly towards their seniors.
7. Mentorship and reverse mentorship training programs so that employees of each level can
mutually benefit from one another.

RECOMMENDATIONS:

1. Instead of paying such a high bonus (21 months of salary for 12 months of work), another flexi
basket benefits can be provided.
2. While the culture of calling all colleagues by their first names is a common practice in the US, it
may not be so in the local scenario. It is possible that this is the reason why managers feel that
their juniors do not treat them with respect. Hence, this culture needs to be modified.
3. Change policy of promotion from ‘merit-cum-availability of vacancy’ to ‘purely merit based’.
4. Define a fixed appraisal policy that does not change with each new director. Employees should
get used to one system of appraisal and work in accordance with that.
5. To incorporate objectivity in performance review process, work standard method and rating
scales method can be used.
6. Clearly define and document roles & responsibilities of employees so that there is less conflict
between organizational & individual needs.
7. In order to promote and motivate people to go for higher studies employees could be given paid
leave and incentives for undertaking higher studies.
8. In order to improve upon the communication skills of the employees we can suggest to have
instructor for communication skill at workplace for conducting few sessions on communication
skills.
Based on the case, we come to the conclusion that a three day course might not be sufficient as the
problem has seeped into many aspects of the organization ranging from the low level employees to the
senior level officers and so to make the training effective, perhaps a five day training and grooming
season would be a better option.

The training should be structured keeping in mind all the facets of the issues and the impact analysis.
Proper feedback mechanism is utmost essential to make the training effective.

Following four aspects of the training should be given considerable importance:

1)Object of the training

2)Inputs required

3)Methodology to be implemented

4)Approach

Object of the training:

Defining the problem:

1) Lack of confidence among officers to communicate

2) Low educational background of the employees
3) Inadequate technical knowledge
4) High aspiration of the employees for growth and to get shares in high profits earned by the bank
5) Not interested in knowledge upgradation

Finding a solution to the above problems

Although the problems seems to be very ordinary but in actuality there is a deep complexity that has got
ingrained in the overall organizational structure, the employees have become more money centric and
less work centric. There seems to be no motivation to work and the performance appraisal is being
perceived as a granted thing as per the precedents.

The employees not only need to make themselves more work oriented, but at the same time need to
enhance their skills.

The appraisal system needs the major revamp as it has got totally out of control because the very
objective of the appraisal process has been distorted. Favoritism, inconsistent nature of the process has
been a major roadblock.
The obscurity of boundary of the division between employees has also become a bane for the
organization and the inequities resulting from the inconsistent nature of promotion (some getting three
promotions in a year while others getting only one or two) has created unrest and negative motivation
among the employees.

So the objective of the training would be to reduce all the inequities prevailing in the system by
attacking at the root and to find the best appraisal system which would be merit based .

2) Inputs: After defining the problem and focusing on the issues to handle, to know the right inputs
becomes mandatory. The sources of the inputs should be:

1) Interaction and feedback received from the employees

2) to find out the number of people really interested for knowledge upgradation

3) to find out the socio economic culture of the population so as to know what motivation techniques
would be best for the people

4) to know about the current awareness about the general people which would help to design the
course for the local people , to make them aware of the importance of the skill.

5) to know about the expectancy of the people other than monetary gains, so that they could be
motivated for non monetary aspects as well.

6) to work on the other possible appraisal system by analyzing other industries

Methodologies to be implemented.

After knowing the above two parameters, it becomes mandatory to use the right channels to motivate
the people.

Some of the methodologies adopted could be:

1) Have separate sessions for the senior officers (in the absence of those under them) to educate
them about the ill effects of favoritisms at work place and how it effects one and all and then to
motivate them for aligning themselves to the companies goals and objectives by spearheading
clean and fair appraisal and promotion process.
2) To conduct learning sessions for low level employees regarding technical skills and how to
enhance those skills. They should be motivated to pursue other vocational courses or higher
education and proper incentives should be suggested for them.
3) Proper communication classes in English should be held and employees should be coaxed to
learn it for their personal and professional growth.
 4) Proper surveys and questionnaire to be conducted to know their career drives and their learning
capabilities.

4)Approach: This is perhaps the most important aspect of the whole training program as the overall
success of the training and the organization depends upon the execution of the plans.

1)The first and the foremost approach should be to work out an appraisal system based on full merit
and qualification and to make sure that those who are having inequity feeling regarding their
counterparts bossing them over, should be taken care of by either making some extra posts for them or
by making them undergo some higher courses in skill and techniques to come at par with them. Their
performance would be under probation.

2) The second approach should be to try increase the intake of non local people with higher qualification
to have a mixed group where people will be self motivated by following others. This would indirectly
motivate them to enhance their skills to catch up with them.

3) To suggest the reduction in “cutting across the hierarchy” attitude thereby defining proper roles and
responsibilities in the organization.

4)To motivate people about the job rotation and the advantages of it and to incentivize the process. This
would inherently enhance the skill of the people and their learning capabilities.

5)To suggest “technical knowledge enhancement” classes for employees to increase their productivity .