Professional Documents
Culture Documents
Canara Bank is a leading public sector bank established on July 1, 1906 in the town of
Mangalore in Karnataka by Shri Ammembal Subba Rao Pai, an eminent lawyer,
educationist and social reformer. The bank has already completed 100 years of service. It
provides all sorts of financial services ranging from loans to insurance. For the year
March 2004, the Bank clocked the highest net profit (Rs.1338 crore) among nationalized
banks. Net profit for the year March 2005 was Rs 1109 Crores.
The report basically deals with the organization study of Canara bank. It mentions about
the brief introduction to banking industry, history of the bank, departments, organization
structure, and details about products & services. A brief view of the HRD practices of the
bank has been given in the report. The report also contains the financial performance of
the bank for last 2 years.
During the study a survey was conducted to find out the training effectiveness.
Questionnaire was used to collect data from respondents. Respondents were officials,
managers and senior managers.
From the study it was found that in all respects the training programs were successful and
for majority of the respondents the training program met their needs and expectations.
Some suggestions have also been made at the end of the study. Product awareness
programs, marketing oriented programs must be introduced. The Training programs
contents should be designed keeping in view the jobs assigned or to be assigned
The open work culture, commitment and the co-operation among the employees
remarkable adaptability to changing banking environment have enabled Canara Bank to
be a Frontline banking institution of global standards.
INDUSTRY STRUCTURE
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COST DYNAMICS
Banking, everywhere in the world, is a highly regulated industry.
The banking industry is the repository of savings of a nation contributed by millions of
people. Thus a bank basically acts as an intermediary between savers and borrowers.
Hence, costs to a bank are the interest paid to savers and the establishment cost. A bank's
margin arises out of the difference in interest paid to depositors and charged to borrowers.
The funds raised from savers are deployed in three ways - loans and advances to industry
and agriculture, investment in government securities, investment in private sector equity,
debentures, commercial papers, etc.
A bank's sources of revenue are interest from loans and advances,
income from government securities and dividend/interest from private sector equity
investments and debt instruments. Apart from this, a bank also earns non-fund-based
income, also called as fee-based income for the various services rendered by it as a
banker or in the course of banking activities. It includes treasury and forex operations,
income from trading in shares, guarantee commission, etc.
STRUCTURAL CHANGES
An ordinance on Securitization and Reconstruction of Financial
Assets and Enforcement of Security Interest was promulgated on 24th June 2002. The
same has been passed by the Parliament in Nov. 2002. The ordinance will help banks and
financial institutions improve their financial position in three ways. Firstly it will help
banks and FIs turn their assets into securities, which could be traded in the market in
smaller bundles. This would bring immediate liquidity, which can be lent, instead of
waiting for loans to be realized. The new law will also help them in setting up asset
reconstruction companies to recover their bad assets. And finally, it will help in the
enforcement of security interest (i.e. right to the security in case of default by the client).
This ordinance creates a right environment for faster recovery of dues and gives hope that
the huge the burden (now estimated at over Rs 1,100 billion) of NPAs on Indian financial
sector will be reduced to a more reasonable level. It also offers scope for Public Sector
Banks to clean up their balance sheets faster.
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OUTLOOK
The banking scenario in the country has been undergoing a
qualitative shift towards internationalism. Global best practices are finding greater
acceptance and systemic deficiencies, which are a legacy of the past, are being addressed.
The future, therefore, seems to be exciting, but only for those who can withstand the
stress and strain that the reforms bring along. As banks expand their fee-based income by
offering various services including distribution of mutual funds, investments and
insurance products, the reach and responsive services takes center stage. Also with more
financial instruments gaining market acceptance, traditional advances are likely to give
way to investment in innovative instruments.
The banking industry needs to cut flab across the board, improve
service conditions, capitalize on their large client base for fee-based income and retain
their customers amidst hectic competition. With price wars slowly taking place,
particularly after lending below Prime Lending Rate is allowed, stronger players will
emerge successful in the long run.
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Jun-2003
295
291
Jun-2002
298
294
196
4
66692
32231
14875
10841
8745
196
4
66355
32394
14727
10578
8656
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From a small beginning, the bank has grown into one of the largest
banks in India with a wide branch network and client base. Acquisitions have also
enabled the bank to achieve growth. Prior to nationalization in 1969, the bank took over a
number of banks starting with the Bank of Kerala in 1961 and ending with the Pangal
Nayak Bank in 1968.Subsequently in 1985, it took over Laxmi Commercial Bank. The
bank has a large network of geographically well diversified branches, which enables it to
raise low cost long-term deposits. The number of branches of the bank rose from 368 at
the time of nationalization in 1969 to reach 2,469 by March2004. The bank has also
diversified into other banking related areas through its various subsidiaries and sponsored
companies:
CBK, came out with its first Initial Public Offer (IPO) in Nov.
2002 for 11, 00,00,000 equity shares of Rs 10 each at a premium of Rs 25 per share
aggregating Rs 385 crore through the fixed price route. The main object of the issue is to
augment the long-term resources of the bank and the capital base of the bank to meet its
future capital adequacy requirements. Moreover on 1st Nov. 2002 the bank returned the
governments capital to the tune of Rs 277.87 crore. After the IPO and return of capital,
the paid-up capital stands at Rs 410 crore and the shareholding of GOI has come down to
around 73.2%.During 2002-03 the bank has started corporate agency of life insurance
products in strategic alliance with AVIVA with the aid of a dedicated 'Bancaassurance'
outfit.
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Networked ATMs, Anywhere Banking, Telebanking, Remote Access Terminals Internet &
Mobile Banking, Debit Card etc. The Bank was the first among banks to launch
networked ATMs and obtain ISO Certification.
Commercial consideration has, no way, diluted the Bank's role in national priorities.
Canara Bank is in fact the first bank to be conferred FICCI award for contribution to rural
development. Sound founding principles, enlightened leadership, unique work culture and
remarkable adaptability to changing banking environment have enabled Canara Bank to
be a Frontline banking institution of global standards
Founding Principles
1. To remove Superstition and ignorance.
2. To spread education among all to sub-serve the first principle.
3. To inculcate the habit of thrift and savings.
4. To transform the financial institution not only as the financial heart of the
community but the social heart as well.
5. To assist the needy.
6. To work with sense of service and dedication.
7. To develop a concern for fellow human being and sensitivity to the surroundings
with a view to make changes/remove hardships and sufferings.
Particulars
Capital Adequacy Ratio
Return on Assets (ROA)
Earning per Share (Rs.)
Book Value (Rs.)
Net NPA Ratio
Priority Credit to Net Credit
Business Per Employee (Rs. In Crore)
Profit Per Employee (Rs. In Lakh)
2002-03
12.50
1.24
20.56
98.14
3.59
42
2.50
2.26
2003-04
12.66
1.34
32.63
125.14
2.89
44
3.00
2.97
2004-05
12.78
1.01
27.06
146.15
1.88
43
3.51
2.48
Decadal Performance
(Rs. in Crores)
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199495
Number of Branches
2136
Capital
590
Reserves
1144
Deposits
22475
Quantum Increase
2636
% Increase
13.29
Non-Resident Deposits
2953
Foreign Business Turnover * 20172
Advances (Net)
10878
Advances to Priority Sector 4125
Export Credit
2065
Total Number of Staff
53327
Total Income
2801
Total Expenditure
2597
Operating Profit
552
Net Profit
204
199596
2192
485
1446
26243
3768
16.77
3879
26438
13096
4892
2434
54044
3382
3129
651
253
199697
2262
485
1564
31445
5202
19.82
4984
27741
14413
5702
2603
54316
3869
3721
654
147
199798
2312
578
1725
38045
6600
20.99
6302
34238
16825
6735
2813
54703
4431
4228
673
203
199899
2379
578
1835
41959
3914
10.29
7589
39859
19530
7034
2789
55097
5319
5094
957
225
19992000
2397
578
2018
48001
6042
14.40
8918
53634
23547
7667
3007
55363
5687
5451
923
236
200001
2405
578
2237
59070
11069
23.06
9877
61119
27832
9139
3517
48257
6536
6251
1131
285
200102
2409
578
2894
64030
4960
8.40
11358
59333
33127
10536
3672
47796
7799
7058
1656
741
200203
2424
410
3739
72095
8065
12.60
12482
65676
40472
14604
4429
47566
8170
6173
1997
1019
Mission:
Pursuit of Excellence.
Banks Motto:
Serving to grow growing to serve.
38 Regional Offices.
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2003-04
2469
410
4842
86345
14250
19.77
12909
67347
47639
19580
5497
47613
9080
6221
2859
1338
Indo Hong Kong International Finance Co. Ltd., Hong Kong ( subsidiary)
Al
Razouki
Intl.
Exchange
Company,
Dubai,
UAE.
Eastern
Exchange
Establishment.
Doha,
Qatar.
Subsidiaries:
1. Can Fin Homes Limited (CFHL) established on 29.10.1987 as a public Limited
Company, sponsored by Canara bank is the number one amongst the bank
sponsored Housing Finance Companies in India.
2. Established on 10.05.1991 Canbank Factors Limited, a subsidiary of Canara
Bank is a market leader in Factoring business and continues to serve the business
enterprises/small scale industries by offering this specialized financial service
product.
3. Canbank Venture Capital Fund (CVCF) the only Banks sponsored Venture
Fund in India was established on 21.10.1989 by Canara Bank as a trust. The
objective of CVCF is to extend assistance by way of investing in green field,
growth oriented enterprises and small and medium scale ventures by technocrat
entrepreneurs.
4. Canbank Computer Services Limited (CCSL), a subsidiary of Canara Bank
was established on 31.08.1994 with the main objective of developing and
marketing computer software for the banking industry and other related financial
services industry.
5. Established on 01.03.1996 Gilt Securities Trading Corporation Limited
(GSTCL) is a subsidiary promoted by Canara Bank jointly with Bank of Baroda
and Corporation Bank as a Primary dealer accredited by the Reserve Bank of
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India, for developing an active secondary Market for government securities and
treasury bills.
6.
Canbank Mutual Fund (CMF) is one of the largest of bank sponsored Mutual
Fund in India. CMF has floated various schemes for carrying Mutual Fund
business.
Chairman & MD
(CMD)
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Executive
Director[ED]
CMDs Secretary
Board
Secretary
EDs Secretary
Company
Secretary
GM
DGM
AGM
Divisional
Manager/Chief
Manager
Senior Manager
Manager
Officer
Workmen Staff
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Executive
Director[ED]
CMDs Secretary
Board
Secretary
EDs Secretary
Company
Secretary
GM
DGM
AGM
Divisional
Manager/Chief
Manager
Senior Manager
Manager
Officer
Workmen Staff
Note:
GM General Manager
DGM Deputy General Manager
AGM Assistant General Manager
Customer Support:
IT Driven
ATM
Anywhere Banking
Anywhere Banking
Tele Banking
Customer terminal
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NRI Services
Canmahila.
Housing Loan.
Cancarry.
Cancash.
Canmobile.
Canbudget.
Teachers Loan.
Canmahila:
Loan for women Aged between 18 and 55 years, Married or single, Working or
not (housewives also), Engaged in business or self employed.
To meet any personal financial needs, viz., for buying household articles, gold
jewellery, computers, gift articles, etc.
No Security required in case of working women, however, in respect of a nonworking woman, for loan amount exceeding Rs.25,000./-, co-obligation of
husband / parent / son is insisted.
Interest 11.5% p.a. - EMI Rs.329/- per ten thousand for 36 months
Housing Loan:
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Maximum loan amount of Rs.50 lacs for purchase / construction of house / flat.
(Loan is also granted up to Rs.1 crore selectively.) And Rs.7.5 lacs for repairs /
renovations / additions to the existing house / flat.
Can
be
availed
along
with
Housing
Loan
from
Canara
Bank
This loan can also be availed where a Housing Loan is already obtained from
Canara bank and the liability is subsisting.
Salaried individuals with minimum 25% net take home salary or Rs.2000/- after
meeting loan repayment, whichever is more. Other than salaried individuals minimum annual income of Rs.50, 000/- as evidenced by ITAO / IT Returns.
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1. When availed along with Housing Loan from Canara Bank, amount up to one
year's gross salary / income over and above the normal eligible amount for
housing finance.
2. In other cases, one year's gross income / salary will be reckoned to determine the
loan quantum under this Scheme.
3. Subject to above, normally, the maximum loan quantum shall be Rs.2 lacs. Higher
quantum considered selectively.
4. If availed as a part of the housing finance from canara Bank, then, the margin
stipulated is 15%. In other cases, the margin is 20%.
Eligibility: Salaried individuals with minimum 25% net take home salary or
Rs.2, 000/- after meeting loan repayments, whichever is more. Other than
salaried individuals - minimum annual income of Rs.50, 000/- as evidenced by
IT Returns.
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Purpose: For buying new or used four wheeler / new two Wheeler.
Canbudget:
Net take home salary - 40% of the gross salary. Selectively up to 25% of gross
salary is also permitted.
Teachers Loan:
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Security
life
insurance
policy
or
suitable
co-obligation
Term Loans
Export Finance
Letters of Credit
Bank Guarantee
Loans to SSIs
Loans to Traders
Agriculture Loans
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Housing Loan
General Facilities
Nomination Facility
Deposits
Fixed Deposit:
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Facility of part withdrawal of deposits in units of Rs.1000/- keeping the rest of the
deposit to earn contracted rate of interest.
RECURRING DEPOSITS:
Auto renewal: CARD has built-in features for automatic renewal of the deposit,
with or without interest accrued.
CANFLEXI DEPOSITS
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Individuals, who have completed the age of 60 years and above, are eligible.
Accounts can be opened jointly with other Senior Citizens or with other persons
below the age of 60 subject to the condition that the Senior Citizen is No.1
depositor...
SWOT ANALYSIS
Strengths:
Canara Bank is a premier leading public sector bank enriched with banking discipline,
founder principles, and steady growth. The organizational study shows a significant
improvement in Net profits year after year. For the year March 2004 the bank clocked
highest net profit of Rs1338 Crore among nationalized banks. It has registered a net profit
of Rs1110 crore for the year March 2005.There assets are qualified workforce and brand
name in India. Major income is Interest on advances. It is in the business for 100 years,
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which celebrated its centenary year this year. It has a separate Planning and development
wing.
The present stature of the bank is due to strong fundamentals and quality customer
orientation. Profit making since its inception the bank today epitomizes a perfect blend of
commercial and social banking.
Weaknesses
Structural Barriers delay in decision making due to a tall hierarchy.
Opportunities:
Economic scenario is favorable to banking sector as compared to other industries. As for
as the bank is concerned it has many opportunities
More Rural Branches: It can concentrate into more rural areas.
Technological Breakthrough: Credit/Debit Card, Electronic Fund transfer and
mobile Banking. It can ring customers into these services.
Foreign Accounts (Deposits)
Threats:
Liberalization policy of the government is an alarm for public as well as private sector
banks. With the hike in FDI in Banking foreign banks have good opportunities. These
foreign banks take away the customers of Public sector banks. The bank continues to face
competition from private banks like ICICI, HDFC, and UTI etc
It should prepare itself for major threats like mergers in the banking; increasing NPAs,
New technology, Electronic cash transfer, and internets banking that are predominant
today.
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2.
3.
4.
5.
6.
7.
8.
Recruitment Cell
9.
SC/ST Cell
Development Section
2.
3.
4.
5.
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6.
7.
8.
2.
3.
4.
RECOVERY WING:
1.
Recoveries Section
2.
3.
Legal Section
4.
2.
3.
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4.
5.
1.
2.
3.
Technical Cell
4.
5.
6.
Printing Section
7.
Stationery Section
8.
9.
.
b)
1.
2.
3.
4.
Pension Fund
5.
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6.
7.
8.
DD Rconciliation Section
9.
4.
5.
6.
INSPECTION WING:
1.
Planning Section
2.
Follow Up Section
3.
4.
5.
Vigilance Department
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6.
7.
2.
Cancard Division
b)
1.
2.
Bancaassurance Section
3.
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c)
Subsidiaries Division
1. Subsidiaries Section
Names of Subsidiaries and Associates
a)
b)
c)
d)
e)
f)
g)
h)
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HRD Practices
From a small town bank, started way back in 1906, today the bank has grown to
become a frontline banking institution of India with sound foundations. As on
31.03.2005 the bank has manpower strength of 47389. The bank has committed and
efficient workforce which includes Specialist Officers, Sports Personalities and
Artists. The bank has been fore runner in establishing its own training system way
back in 1950. The bank has 13 regional training centers and 1 apex level training
college in Bangalore which takes care of knowledge, skill, and attitudinal
development of the employees. The bank also sponsors individuals to external
training programs both within and outside the country.
A number of HRD initiatives are in practice in the Bank. More emphasis is given
for four HRD initiatives viz Quality Circle, Study Circle, Brain Storming Sessions
and Staff Meetings.
Quality Circles
Quality Circle is a time tested tool of Total Quality Management (TQM) which
promotes team spirit, cohesive quality work culture, commitment and involvement of
employees.
The bank has 1000 active Quality Circles which took up projects on varied
subjects, many of which were on areas of corporate concern.
Every year Circle level and Apex level Quality Circle Contests are conducted. 23
teams participated in the Apex level contest for the year 2004-05. Besides this
Bank's teams are also participating in Chapter level, National level and
International level contests. This year two of the Quality Circle teams were sent
for the International Convention on Quality Circles at Bangkok and 11 Quality
Circle teams participated in National level Quality Circle Contest held at Mumbai.
Study Circle
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Study circle meets are conducted once in two months in administrative offices and
once in a quarter in the branches.
Corporate Topics are selected for each quarter and BSS are conducted in
administrative offices / branches on the topic during every quarter.
During the year 2004-05, 3225 Brain storming sessions were held in the bank.
Staff Meetings
Staff Meeting aims at group synergy, team building, open culture, family feeling
and talent recognition which individually and cumulatively benefit the
organization.
Goals / targets set for the unit / bank is discussed in the monthly Staff Meetings
conducted at all branches / units and action plan is drawn in achieving the goals
set.
Every year all the branches/offices and units under administrative offices conduct
staff meetings each month.
ISO CERTIFICATION
In the Indian Banking Sector, Canara Bank was the first bank to get ISO
certification for Total Branch Banking for its Seshadripuram Branch,
Bangalore in 1996
presently the bank is having 770 branches and 12 administrative units with ISO
certification
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many as 25 national awards so far, which includes prestigious awards like Media
India Award for the best house journal in India and awards instituted by Reserve
Bank of India for house journals, public relations society of India, Bangalore
Chapter.
In 2004-05, shreyas has won two National Awards 'A Certificate of Merit' in the
Awards:
Best Bank (Runner up)- Public sector 2003-04 Award By Annual Outlook
Money Awards
First Bank to get an award instituted by The Ministry of SSI as National Award
to Banks for Excellence in SSI Lending
year 2002-03.
The bank is positioned 1271 in the Forbes magazine list of 2000 firms
worldwide, making it one among the 27 Indian companies to feature in the list.
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monitor customer service at branches coming under the respective circles and also to
attend to customer grievances till redressal.
Customer Meet is conducted by the Bank on 15th of every month (next working day, if it
happens to be Saturday or Holiday) at Head Office/Circle Office/Regional
Offices/Branches to receive customer complaints /suggestions for improvement. 24 Hour
telecontact service facility is available in the Bank to facilitate customers to register their
grievances and seek redressal in
quickest
possible
time.
Definition of Training:
It is any attempt to improve current performance by increasing an employees ability to
perform through learning, usually by changing the employees attitude or increasing his
or her skills and knowledge.
Objectives of Training:
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Importance of Training:
Training benefits both the employees and employers. It makes the employee more
productive and more useful to an organization.
a. Training enables the employee to develop and rise within the organization
b. Training makes the employee more loyal to an organization.
c. Training makes an employee to work more efficiently.
d. Training enables to secure promotions easily.
e. Training reduces wastages as the employees use the tools properly.
Areas of training:
1. Knowledge: Awareness of the rules & regulations and policies of the company.
2. Social Skills: Teaching the employee how to be a team member and get ahead.
3. Technical Skills: Teaching the employee regarding the technical aspects of his
job.
4. Decision making and Problem solving Skills: Emphasis on methods and
techniques for making organizational decisions and solving work related
problems.
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Evaluation of Training:
Definition: Any attempt to obtain information on the effects of training on
performance and to assess the value of training in the light of that information.
Principles of Evaluation:
1. Evaluation must be continuous.
2. Evaluation must be specific.
3. Evaluation must be based on objective method and standards.
4. Evaluation specialist must be clear about the goods and purpose of
evaluation.
Techniques of Evaluation:
1. Questionnaires
2. Tests
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3. Interviews
4. Cost benefit analysis
5. Feed back
Evaluation methods:
1. Test-retest method: Participants are given a test before they begin the program.
After the program is completed the participants retake the test. This test may not
be valid but more importantly, Increase in test scores may be due to causes other
than the training program.
2. Pre-post performance method: In this method each participant is evaluated prior
to training and rated on actual job performance.After instruction (program) is
completed the participant is reevaluated. It deals directly with job behavior.
3. Experimental Control group method: Two groups are established i.e.
experimental & Control group, comparable as to skills, intelligence and learning
abilities and evaluated on actual job performance. Members of control group work
on the job but do not undergo training. Experimental group is given the training.
At the conclusion of the training the two groups are reevaluated.
4. Four factor comparison method (Kirkpatrick model): This method is proposed
by Kirkpatrick& others. According to this method evaluation of following 4
factors are essential to determine the effectiveness of training program. These are
1) Reaction: Employees reaction to the training program by itself is a good
indicator. This is subjective evaluation. However it reveals the attitude of the
trainees to the training program. Reaction is obtained by opinion surveys and
taking majority views.
2) Learning: In this case an attempt is made to assess whether the trainees have
learned the skills and knowledge intended to be imparted through the training
program.
3) Behavior: here the trainees behavioral pattern is examined carefully after his
training program for the purpose of evaluating whether there are changes in
his behavior in the job compared to the period before the training program was
imparted.
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36
Years
No of people
0-5 years
3
5-10 years
1
10-15 years
2
15-20 years
3
20-25 years
10
Above 25
6
years
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25
--
The above pie chart shows that all the respondents (100%) have attended training
programs earlier.
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3. Do you think the Training Program met your needs & expectations?
Table3 Satisfaction of needs and expectations by Training program
Yes
No
18
7
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21
4
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40
20
05
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41
6. Whether you exchange the knowledge gained at the training center with your
colleagues at your workplace?
Table 6: Information Exchange at the workplace
Yes
No
23
2
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20
2
3
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5
15
5
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44
Improvement in Skills
Enhanced knowledge
Self Development
Attitudinal Changes
6
14
3
2
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45
8% of the respondents are of the opinion that the training program brought
attitudinal changes.
10. Whether the course material provided during the training was useful?
Table 10: Usefulness of the Course material
Yes
No
23
2
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11. Do you feel that you will be able to handle your job better after attending the
training program?
Table 11: Effect of training on the job
Yes
No
22
3
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47
training
Excellent
Good
Satisfactory
Below Average
3
12
10
00
overall impression to
program?
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48
13. To what extent the Knowledge gained at the training centre is useful in your
day to day functioning?
Table 13: Usage of knowledge gained at the Training Center in day to day
functioning
To a great extent
To some extent
Discourage
6
19
--
Chart 13: Usage of knowledge gained at the Training Center in day to day
functioning
The above pie chart shows that:
24% of the respondents are of the opinion that the knowledge gained at the
training centre is useful to a great extent in day to day functioning.
76% of the respondents are of the opinion that the knowledge gained at the
training centre is useful to some extent in day to day functioning.
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Summary of Findings:
1) The respondents are well qualified ranging from graduates to post graduates.
2) The designation of the respondents range from Officers to senior managers.
3) All the respondents (100%) have attended training programs earlier.
4) Maximum number of respondents i.e.72% of them felt that the training program
met their needs and expectations.
5) 84% of the respondents have stated that adequate training facilities were provided.
6) 80% of the respondents felt that the content of the training program was logically
organized.
7) 92% of the respondents exchange the knowledge gained at the training center with
colleagues at their workplace.
8) 80% of the respondents felt that the batch size of the training program was just
right.
9) 60% of the respondents felt that the quality of the training program was good.
10) 56% of the respondents have stated that the training program enhanced their
knowledge.
11) 92% of the respondents felt that the material provided during the training program
was useful.
12) 88% of the respondents are able to do their job better after attending the training
program.
13) The overall reaction to the training program was good which forms 48%.
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14) Most of the respondents i.e. 76% have stated that knowledge gained at the training
centre is useful to some extent in day to day functioning.
Suggestions:
Latest developments in the field are to be dealt along with the training program
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Conclusion:
By the study conducted on training effectiveness at Canara Bank we can conclude that in
all respects the training programs were successful and for majority of the respondents the
training program met their needs and exoectations.However it was found that there should
be more on the job support to encourage employees to practice what they learnt. It was
glad to know that majority of the respondents rated the quality of the training program as
good. Overall the training program was good according to the respondents. This shows
the success of the training programs conducted earlier. The open work culture,
commitment and the co-operation among the employees remarkable adaptability to
changing banking environment have enabled Canara Bank to be a Frontline banking
institution of global standards
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Recommendations:
1) Retraining in certain areas is necessary as it improves the efficiency of the
employees.
2) Training programs to take into account the growing status of Bangalore as
software and bio-tech hub, with more and more foreigners seeking to settle
their bases who can be the customers for the bank.
3) The bank reflects the philosophy of its founders, training programs (such as
workshops, seminars for the general public) would help to attract more
youngsters to Canara bank into its fold.
My Learning:
The study was helpful in the following respects;
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Questionnaire
Name:
Age:
Gender:
Designation:
Qualification:
Department
1) How many years of service have you completed in Canara Bank? __________
2) Have you attended any Training program earlier?
Yes
No
3) Do you think the Training Program met your needs & expectations?
Yes
No
4) Whether adequate training facilities were provided?
Yes
No
No
6) Whether you exchange the knowledge gained at the training center with your
colleagues at your workplace?
Yes
No
Too few
Too many
Good
Average
b) Enhanced Knowledge.
c) Self Development
d) Attitudinal Changes.
10) Whether the course material provided during the training was useful?
Yes
No
11) Do you feel that you will be able to handle your job better after attending the
training program?
Yes
No
Good
Satisfactory
Below
average
13) To what extent the Knowledge gained at the training centre is useful in your day
to day functioning?
To a great extent
To some extent
No encouragement
14) Would you recommend any changes in the training programs?
Please Specify
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
_______________________________
---------Thank you---------
Schedule
As at
31.03.2005
(Rs. '000)
As at
31.03.2004
(Rs. '000)
410,00,00
410,00,00
5698,95,72
4841,64,30
DEPOSITS
BORROWINGS
114,16,42
754,89,70
7173,63,33
6971,38,58
TOTAL
96908,41,86 86344,55,65
110305,17,33 99322,48,23
II
II ASSETS
4984,38,32
6890,93,76
3684,34,91
5136,07,51
INVESTMENTS
38053,88,36 35792,98,94
ADVANCES
60421,40,39 48438,62,78
FIXED ASSETS
10
672,81,43
680,19,55
OTHER ASSETS
11
2488,33,92
2383,65,69
TOTAL
110305,17,33 99322,48,23
II
IV CONTINGENT LIABILITIES
BILLS FOR COLLECTION
12
7
59443,17,35 52440,24,95
3957,95,79
3705,79,86
I INCOME
INTEREST EARNED
13
7571,96,88
7063,35,07
OTHER INCOME
14
1543,82,73
2016,48,32
TOTAL
9115,79,61
9079,83,39
II EXPENDITURE
INTEREST
EXPENDED
15
4421,49,93
4324,56,55
OPERATING
EXPENSES
16
2108,97,16
1896,54,91
PROVISIONS AND
CONTINGENCIES
1475,82,07
1520,71,37
8006,29,16
7741,82,83
1109,50,45
1338,00,56
TOTAL
III NET PROFIT FOR THE YEAR
IV APPROPRIATIONS
TRANSFERS TO
STATUTORY
RESERVE
280,00,00
335,00,00
CAPITAL RESERVE
202,70,31
100,35,35
INVESTMENT
FLUCTUATION
RESERVE
10
230,00,00
510,00,00
REVENUE
RESERVES
11
140,65,52
161,39,16
INTERIM DIVIDEND
11
102,50,00
102,50,00
PROPOSED
DIVIDEND
11
123,00,00
102,50,00
DIVIDEND TAX
11
30,64,62
26,26,05
1109,50,45
1338,00,56
27.06
32.63
TOTAL
EARNINGS PER
SHARE
Bibliography
Books
Human Resource Mangement, V.S.P.Rao, Excel Books 2002 Edition
Human Resource Management, K.Ashwatappa, 3/e Tata McGraw-Hill Publishing
Websites
http://www.Canbankindia.com/
http://www.indiainfoline.com/
http://www.Rbi.org.in/
Database
Capitaline plus Capital Market