AMITY SCHOOL OF DISTANCE LEARNING (ASODL)

PROJECT REPORT ON

TRAINING AND DEVELOPMENT OF HDFC BANK

IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF MBA

PROGRAMME OF AMITY SCHOOL OF DISTANCE LEARNING

PROJECT GUIDE:

MR.

SUBMITTED BY:

NAME

ENROLLMENT NO.:

MBA 3 YEARS

1
 TABLE OF CONTENTS

Sl.No. Topic Pages. No

1. CHAPTER-1 6

INTRODUCTION
2. CHAPTER-2 15

COMPANY PROFILE
3. CHAPTER-3 29

OBJECTIVE
4. CHAPTER-4 30

RESEARCH METHODOLOGY
5. CHAPTER-5 32

DATA ANALYSIS AND INTERPRETATION

6. CHAPTER-6 47

RECOMMENDATIONS
7. CHAPTER-7 50

CONCLUSION
8. CHAPTER-8 52

BIBLIOGRAPHY
9. CHAPTER-9 53

ANNEXURE

2
 CERTIFICATE I

This is to certify that the project work entitled Training and

Development in HDFC Bank Delhi is a record of bonafide work
carried out by Mr.under my supervision towards partial
fulfillment of the management programme course (MBA) of the Amity
School of Distance Learning (ASoDL)

Place:

Dare: Mr. Name

(Project Guide)

3
 CERTIFICATE II

I, Name certify that the project report entitled Training and

Development in HDFC Bank is an original one and has not been
submitted earlier to Amity School of Distance Learning (ASoDL), Noida
or to any other institution for fulfillment of the requirement of a course of
management programme (MBA)

Place:

Date: (name)

Enrollment No.:

4
 ACKNOWLEDGMENT

I have had considerable help and support in making this project report a
reality.

First and foremost gratitude goes to Mr. ., who provided me all the
guidance and support in realizing the dissertation.

I must thank the employees of the HDFC Bank.

I am grateful to all those who obliged me with their support and helped
me in converting my collection of data and information into a research
study.

At the end I would like to thank God who was always there with me &
will always be supporting me in our work.

NAME

ENROLLMENT NO.:

MBA 3 Years

5
 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.

6
 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
7
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.
Basic purposes of Training
The purposes of training for employees would be clear from the
following observations which were made by the different authorities from
time to time.

8
1) To increase productivity:
Scott L.C. says that instruction can help employee increase their level of
performance on their present assignment. Increased human
basic purposes of training
The purposes of training for employees would be clear from the
following observations which were made by the different authorities from
time to time.
2) To increase productivity:
Scott L.C. Says that instruction can help employee increase their level of
performance on their present assignment. Increased human performance
often directly leads to increased operational productivity and increased
company profit.
Performance often directly leads to increased operational productivity and
increased company profit.
3) To improve quality:
Boocock Sarane S. says that better-informed workers are less likely to
make operational, mistake. Quality increase may be in relationship to a
company product or service, or in reference to the intangible
organizational atmosphere:
4) To help a company fulfil its future personal needs.
Fine Sydney S. Says that organizations that have a good internal
educational programme will have to make less drastic manpower changes
and adjustments in the event of sudden personnel alternations. When the
need arise, organizational vacancies can more easily be staffed from
internal sources if a company initiate and maintains an adequate
instructional programme for both its non-supervisory and managerial
employees.
To improve organizational climate:

9
Greer Thomas V says that an endless chain of positive reactions results
from a well-planned training programme. By the programme, production
and product quality may improve, financial incentives may than be
increased, internal promotions become stressed, less supervisory pressure
ensure that base pay rate increases result.
5) To improve health and safety:
Florsheim Henry says that proper training can prevent industrial
accidents. A safer work environment leads to more mental attitudes
on the part of employees.
6) Obsolescence prevention:
Aronoff J and Litwin says that training and development programmes
foster the initiative and creativity of employees and help to prevent
manpower obsolescence, which may be due to age, or motivation, or
the inability of a person to adapt himself to technological changes.
7) Personal growth:
Wiener E.L. and Attwood D.A. say that employee on a personal basis
gain individually from their exposure to educational experience.
Moreover, management development programmes seem to give
participants a wider awareness, an enlarged skill, and enlightened
altruistic philosophy, and make enhanced personal growth possible.
The Banking Sector, one of the constituent of the financial system, spurs
economic efficiency by allocating saving to high investment and reflects
the economic health of the country. The sector acts as a catalyst and go
between for the saving class on the one hand and investing public on the
other, there by facilitating efficient allocation of financial resources
according to the plan priorities/ market forces in the liberalized
environment. They are not necessarily an engine of growth and they do
not have to, rather it has to be fuel injection system-mobilizing savings
and pumping them into investment engine-the more efficiently, the better.
10
Worldwide experience confirms that countries with well developed
banking systems grow faster and more consistently than those with a
weaker and stringently regulated system. Experts consider weak macro-
economic policies and poor economic performance responsible for
undermining the health of the banking sector, which in turn impedes
effective macro-economic performance thus creating a vicious circle.
The Indian Banking sector was made to evolve in an environment of
administered interest rates with stipulation on asset allocation and strong
entry barriers primarily to cater to the countrys social economic needs.
While the banking sector has played a crucial role in widening its reach
and have had positive impact on Indias national saving and
channelisation of saving towards investment, its own health got impaired,
with worse economic and qualitative performance.
Low operational efficiency contributed to low profitability and
undercapitalisation , with erosion in the capital base and a high proportion
of non-performing assets. The quality of customer satisfaction, and its
response to changing international scenario in banking in terms of
computer and communication technologies and product innovations have
been unsatisfactory especially in the public sector.
HUMAN RESOURCE MANAGEMENT
HRM may be defined as strategy for acquisition, utilisation,
improvement and preservation of an enterprises human resources. It
relates to establishing job specification or the quantitative requirement of
job, determining the number of personnel required and developing the
sources of manpower.
HRM is a double edged weapon-maximum utilisation of which improves
productivity and aids in achieving objectives of an organisation. When
faulty used leads t disruption in the flow of work, less job satisfaction and
constant headache for management personnel.
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HRM may be defined as the planning, organising, directing and
controlling of the procurement, development, compensation, integration
and maintenance and separation of human resources to the end that
individual, organisational and societal objectives are accompli9shed.
HRM is not a One shot function. It must be performed continuously if
the organisational objectives are to be achieved smoothly
AIMS & OBJECTIVES OF HRM
To ensure effective utilization of human resources.
To establish and maintain an adequate organisational relationship
among all the members of an organisation.
To generate maximum development of human resources with in the
organisation
To ensure respect for human being by providing various services and
welfare facilities to the personnel.
To ensure reconcilation of individual/group goals with those of the
organisation in such a manner that the personnel feel a sense of
commitment and loyality towards the organisation.
To identify and satisfy the needs of individuals of offering various
monetary and non-monetary rewards.
To achieve and maintain high morale among employees in the
organisation by securing better human relations.
For successful running up of the bank, the role of HRM should be
properly defined. It deals with the composition of staff and its capacity of
mobilise itself at all levels to implement the banks, strategic intentions in
order to meet the challenges ahead. Most of the managers and the
employees are devoted t administrative and repetitive tasks.
Why HRM is essential

12
 To achieve excellence in all its operations by improving effectiveness
of all its employees.
Plan and monitor career development and succession planning.
Recruitment of quality personnel, mainly at entity level.
Provide opportunity to the existing personnel to faster the internal
growth.
Performance to be the sole criteria for increments and promotion.
Timely and correct communication for fastening spirit of openness.
To ensure transparency in decision making.
To provide a stimulating work environment.
Simplifications and observance of system and procedures for
standardization efficiency.
Holding regular operational meeting and to ensure constant
improvement in operation.
To foster an organisational climate that leads to self motivation and
employee commitment.
Conceptualise and implement innovative HR policies.
The problem of overstaffing in PSB (Public Sector Banks) may require
the redeployment of surplus staff. Changes taking place in financial
system will have a wider implication of banking education and training in
the country. As the employees in the financial system acquire new skills,
expertise, competence and knowledge to deal with the new tasks and
responsibilities in the context of changes taking place in the field of
banking and finance the world over. The manpower planning will have to
change as the growing financial service sector would require personnel
with the new skills, technical knowledge and competence to deal with the
new skills, technical knowledge and competence to deal with new
products emerging in the market. The requirement of new skills and
13
application of technology in the banking operations ask for change in
recruitment and selection process followed by PSBs.
HRD IN BANKS-PERCEIVED CHALLENGES AHEAD
With gradual process of liberalisation and deregulation, the concept of
globalisation is catching up, leading to increased competition.
Consequently, external and internal environments are undergoing
constant change and banking organisations will need to realign
themselves to be in tune with the changing reality. Survival and growth
will largely depend on the organisational willingness and ability to
understand and cope up with the changes. Banks, like other service
organisations, will have to shed their passive and conventional approach
and instead be continuously proactive, innovative and unconventional.
Human Resources Management and Development (HRM & D) systems
are going to be major determining factor in future growth and
effectiveness. In order to generate and facilitate better employee
commitment towards facing the future and the changing environment,
HRM & D systems have to be given de importance and looked at afresh.
Banking organisations will need to adopt and develop a total HRM & D
Philosopy.
Some HRD Challenges perceived for Banks
1. Individual-Organisational Goal Integration in the next decade
are
People are at the center of all organisational activities. In service
organisations like banks, role of people is all the more explicit. As
environment and work undergone changes and work opportunities
expand, lot more effort will be needed for achieving the optimum
and best possible level of individual-orgnisational goal integration.
More than ever before, it will have to be realized that the events
that affect the organisation have positive or negative effects on the
14
 worklives of people. Such effects on worklives do have a
consequent impact on the personal lives of people, which in a form
of vicious circle back-impact on the organisation itself. This
inseparable bond between individuals and organisations in terms of
goal integration will become the key factor around which the will
have to develop and implement future strategies in the HRD area.
For this purpose, it will be very necessary to effectively align
human resources management processes and systems with over-all
banking operations and strategies.
2. Technological advancement should not undermine importance
of human resources
Technological advancements are taking place at a faster pace.
Computerisation process in banks is picking up. Dependence on
technology will make working easy and service quality will
improve further, but one can not afford to make of undermining the
importance of human resources in the changed context.

3. Shift the focus from HRA & HRM to HRM & D

Under Personnel Management, we have mostly been doing human
resources administration (HRA) rather than human resources
development (HRD). No doubt, certain aspects of human resource
management (HRM) systems are in place in banks, but one needs
to shift the focus from HRA & HRM to HRM & D (Human
Resources Management & Development. Proper and meaningful
inter-linkage between various HRD sub-systems like performance
appraisal system, training and development, career path planning,
industrial relations, employees management, discipline
management, organisational development, etc. have not been
developed to make HRM process effective enough for
15
 organisational growth and development. All these sub-systems
need to be suitably dovetailed with the overall HRD philosophy.
4. Remove the fear psychosis
A majority of the staff working in banks is going through some
kind of fear of being held accountable for their financial
judgements. In financial service business although it is important to
have good systems of accountability and responsibility. There is
need to be totally fair and objective and not create an atmosphere
of undue questioning, postmortems and harassment.
The terms like tabular formats, charge sheets, enquiries, line
on provident fund , punishments-minor and major etc., do disturb
the very working mindset. And this dampens the enthusiasm of
efficient and upright persons working at different levels and
distorts the decision making process. A genuine and a serious
attempt has to be made to remove this fear.
5. Develop a Career Caring Organisation (CCO)
Banking organisations will have to develop and implement not
only an overall HRM & D philosophy but also turn themselves into
Career Caring Organisations (CCO). This will create trust amongst
employees towards organisational willingness and ability in
providing full opportunities for employee growth and career
development. For this purpose, banking organisations will need to:
Create a long term and conducive environment for employees
continued growth and development;
Create proper and closer match between employee skills, aptitudes
and jobs;
Develop feed back mechanism and effective tow way communication;

16
 Be very fair and objective in career development and promotion
process. The entire career planning system must be transparent,
employee-oriented and environment-responsive.
6. Develop All-Rounders
Banking has become a very skilled and a highly developed service.
While development of specialists in various areas like credit,
foreign exchange, information technology, investment
management, advisory/support services etc., do help in creating a
committed and highly skilled class of workers, officers and
executives. Yet in the long run, to cope with the increasing demand
from a variety of customers, it may be better to train people and
develop all round bankers rather than specialist bankers.
7. Newer Services & Service Delivery Systems
To cope-up with the challenges of change, banks are already
coming out with newer schemes, services and newer delivery
systems in tune with the customer demands and requirements. They
are also adapting themselves to the technological changes and
competition among the public vs-private sector, Indian-vs-foreign
banks and between the public sector banks themselves. With
liberalization, needs to be provided world class and globally
competitive and comparable banking services needs to be provided.
Tele-banking services, aggressive marketing of banking services,
door-step banking, technology-backed banking services will
become the order of the day. Customers belong to a bank and not to
a branch alone. And all this, poses a great HRD challenge for banks
and bankers, unions and associations, in terms of attitudinal
orientation. There is a need to develop bankers at all levels who are
friendly and who serve voluntarily, who serve from the heart, who

17
are ever willing to serve and satisfy the customer, willingly,
efficiently and cheerfully.

18
 Chapter 2
COMPANY PROFILE

The Housing Development Finance Corporation Limited (HDFC) was

amongst the first to receive an 'in principle' approval from the Reserve
Bank of India (RBI) to set up a bank in the private sector, as part of the
RBI's liberalisation of the Indian Banking Industry in 1994. The bank was
incorporated in August 1994 in the name of 'HDFC Bank Limited', with
its registered office in Mumbai, India. HDFC Bank commenced
operations as a Scheduled Commercial Bank in January 1995.
HDFC is India's premier housing finance company and enjoys an
impeccable track record in India as well as in international markets. Since
its inception in 1977, the Corporation has maintained a consistent and
healthy growth in its operations to remain the market leader in mortgages.
Its outstanding loan portfolio covers well over a million dwelling units.
HDFC has developed significant expertise in retail mortgage loans to
different market segments and also has a large corporate client base for its
housing related credit facilities. With its experience in the financial
markets, a strong market reputation, large shareholder base and unique
consumer franchise, HDFC was ideally positioned to promote a bank in
the Indian environment.
HDFC Bank's mission is to be a World-Class Indian Bank. The objective
is to build sound customer franchises across distinct businesses so as to
be the preferred provider of banking services for target retail and
wholesale customer segments, and to achieve healthy growth in
19
profitability, consistent with the bank's risk appetite. The bank is
committed to maintain the highest level of ethical standards, professional
integrity, corporate governance and regulatory compliance. HDFC Bank's
business philosophy is based on four core values - Operational
Excellence, Customer Focus, Product Leadership and People.
As on 30th June, 2010 the authorized share capital of the Bank is Rs. 550
crore. The paid-up capital as on said date is Rs. 459,69,07,030/-
(45,96,90,703 equity shares of Rs. 10/- each). The HDFC Group holds
23.63 % of the Bank's equity and about 17.05 % of the equity is held by
the ADS Depository (in respect of the bank's American Depository Shares
(ADS) Issue). 27.45% of the equity is held by Foreign Institutional
Investors (FIIs) and the Bank has about 4,33,078 shareholders.
The shares are listed on the Bombay Stock Exchange Limited and The
National Stock Exchange of India Limited. The Bank's American
Depository Shares (ADS) are listed on the New York Stock Exchange
(NYSE) under the symbol 'HDB' and the Bank's Global Depository
Receipts (GDRs) are listed on Luxembourg Stock Exchange under ISIN
No US40415F2002.
On May 23, 2008, the amalgamation of Centurion Bank of Punjab with
HDFC Bank was formally approved by Reserve Bank of India to
complete the statutory and regulatory approval process. As per the
scheme of amalgamation, shareholders of CBoP received 1 share of
HDFC Bank for every 29 shares of CBoP.
The merged entity will have a strong deposit base of around Rs. 1,22,000
crore and net advances of around Rs. 89,000 crore. The balance sheet size
of the combined entity would be over Rs. 1,63,000 crore. The
amalgamation added significant value to HDFC Bank in terms of
increased branch network, geographic reach, and customer base, and a
bigger pool of skilled manpower.
20
In a milestone transaction in the Indian banking industry, Times Bank
Limited (another new private sector bank promoted by Bennett, Coleman
& Co. / Times Group) was merged with HDFC Bank Ltd., effective
February 26, 2000. This was the first merger of two private banks in the
New Generation Private Sector Banks. As per the scheme of
amalgamation approved by the shareholders of both banks and the
Reserve Bank of India, shareholders of Times Bank received 1 share of
HDFC Bank for every 5.75 shares of Times Bank.
HDFC Bank is headquartered in Mumbai. The Bank at present has an
enviable network of 1,725 branches spread in 780 cities across India.All
branches are linked on an online real-time basis. Customers in over 500
locations are also serviced through Telephone Banking. The Bank's
expansion plans take into account the need to have a presence in all major
industrial and commercial centres where its corporate customers are
located as well as the need to build a strong retail customer base for both
deposits and loan products. Being a clearing/settlement bank to various
leading stock exchanges, the Bank has branches in the centres where the
NSE/BSE have a strong and active member base.
The Bank also has 4,393 networked ATMs across these cities. Moreover,
HDFC Bank's ATM network can be accessed by all domestic and
international Visa/MasterCard, Visa Electron/Maestro, Plus/Cirrus and
American Express Credit/Charge cardholders.
Mr. C.M. Vasudev has been appointed as the Chairman of the Bank with
effect from 6th July 2010 subject to the approval of the Reserve Bank of
India and the shareholders. Mr. Vasudev has been a Director of the Bank
since October 2006. A retired IAS officer, Mr. Vasudev has had an
illustrious career in the civil services and has held several key positions in
India and overseas, including Finance Secretary, Government of India,

21
Executive Director, World Bank and Government nominee on the Boards
of many companies in the financial sector.
The Managing Director, Mr. Aditya Puri, has been a professional banker
for over 25 years, and before joining HDFC Bank in 1994 was heading
Citibank's operations in Malaysia.
The Bank's Board of Directors is composed of eminent individuals with a
wealth of experience in public policy, administration, industry and
commercial banking. Senior executives representing HDFC are also on
the Board.
Senior banking professionals with substantial experience in India and
abroad head various businesses and functions and report to the Managing
Director. Given the professional expertise of the management team and
the overall focus on recruiting and retaining the best talent in the industry,
the bank believes that its people are a significant competitive strength.
HDFC Bank operates in a highly automated environment in terms of
information technology and communication systems. All the bank's
branches have online connectivity, which enables the bank to offer speedy
funds transfer facilities to its customers. Multi-branch access is also
provided to retail customers through the branch network and Automated
Teller Machines (ATMs).
The Bank has made substantial efforts and investments in acquiring the
best technology available internationally, to build the infrastructure for a
world class bank. The Bank's business is supported by scalable and robust
systems which ensure that our clients always get the finest services we
offer.
The Bank has prioritised its engagement in technology and the internet as
one of its key goals and has already made significant progress in web-
enabling its core businesses. In each of its businesses, the Bank has

22
succeeded in leveraging its market position, expertise and technology to
create a competitive advantage and build market share.
HDFC Bank offers a wide range of commercial and transactional banking
services and treasury products to wholesale and retail customers. The
bank has three key business segments:
Wholesale Banking Services
The Bank's target market ranges from large, blue-chip manufacturing
companies in the Indian corporate to small & mid-sized corporates and
agri-based businesses. For these customers, the Bank provides a wide
range of commercial and transactional banking services, including
working capital finance, trade services, transactional services, cash
management, etc. The bank is also a leading provider of structured
solutions, which combine cash management services with vendor and
distributor finance for facilitating superior supply chain management for
its corporate customers. Based on its superior product delivery / service
levels and strong customer orientation, the Bank has made significant
inroads into the banking consortia of a number of leading Indian
corporates including multinationals, companies from the domestic
business houses and prime public sector companies. It is recognised as a
leading provider of cash management and transactional banking solutions
to corporate customers, mutual funds, stock exchange members and
banks.
Retail Banking Services
The objective of the Retail Bank is to provide its target market customers
a full range of financial products and banking services, giving the
customer a one-stop window for all his/her banking requirements. The
products are backed by world-class service and delivered to customers
through the growing branch network, as well as through alternative

23
delivery channels like ATMs, Phone Banking, NetBanking and Mobile
Banking.
The HDFC Bank Preferred program for high net worth individuals, the
HDFC Bank Plus and the Investment Advisory Services programs have
been designed keeping in mind needs of customers who seek distinct
financial solutions, information and advice on various investment
avenues. The Bank also has a wide array of retail loan products including
Auto Loans, Loans against marketable securities, Personal Loans and
Loans for Two-wheelers. It is also a leading provider of Depository
Participant (DP) services for retail customers, providing customers the
facility to hold their investments in electronic form.
HDFC Bank was the first bank in India to launch an International Debit
Card in association with VISA (VISA Electron) and issues the Mastercard
Maestro debit card as well. The Bank launched its credit card business in
late 2001. By March 2010, the bank had a total card base (debit and credit
cards) of over 14 million. The Bank is also one of the leading players in
the merchant acquiring business with over 90,000 Point-of-sale (POS)
terminals for debit / credit cards acceptance at merchant establishments.
The Bank is well positioned as a leader in various net based B2C
opportunities including a wide range of internet banking services for
Fixed Deposits, Loans, Bill Payments, etc.
Treasury
Within this business, the bank has three main product areas - Foreign
Exchange and Derivatives, Local Currency Money Market & Debt
Securities, and Equities. With the liberalisation of the financial markets in
India, corporates need more sophisticated risk management information,
advice and product structures. These and fine pricing on various treasury
products are provided through the bank's Treasury team. To comply with
statutory reserve requirements, the bank is required to hold 25% of its
24
deposits in government securities. The Treasury business is responsible
for managing the returns and market risk on this investment portfolio.
Credit Rating
The Bank has its deposit programs rated by two rating agencies - Credit
Analysis & Research Limited (CARE) and Fitch Ratings India Private
Limited. The Bank's Fixed Deposit programme has been rated 'CARE
AAA (FD)' [Triple A] by CARE, which represents instruments considered
to be "of the best quality, carrying negligible investment risk". CARE has
also rated the bank's Certificate of Deposit (CD) programme "PR 1+"
which represents "superior capacity for repayment of short term
promissory obligations". Fitch Ratings India Pvt. Ltd. (100% subsidiary
of Fitch Inc.) has assigned the "AAA ( ind )" rating to the Bank's deposit
programme, with the outlook on the rating as "stable". This rating
indicates "highest credit quality" where "protection factors are very high"
The Bank also has its long term unsecured, subordinated (Tier II) Bonds
rated by CARE and Fitch Ratings India Private Limited and its Tier I
perpetual Bonds and Upper Tier II Bonds rated by CARE and CRISIL
Ltd. CARE has assigned the rating of "CARE AAA" for the subordinated
Tier II Bonds while Fitch Ratings India Pvt. Ltd. has assigned the rating
"AAA (ind)" with the outlook on the rating as "stable". CARE has also
assigned "CARE AAA [Triple A]" for the Banks Perpetual bond and
Upper Tier II bond issues. CRISIL has assigned the rating "AAA / Stable"
for the Bank's Perpetual Debt programme and Upper Tier II Bond issue.
In each of the cases referred to above, the ratings awarded were the
highest assigned by the rating agency for those instruments.
Corporate Governance Rating
The bank was one of the first four companies, which subjected itself to a
Corporate Governance and Value Creation (GVC) rating by the rating
agency, The Credit Rating Information Services of India Limited
25
(CRISIL). The rating provides an independent assessment of an entity's
current performance and an expectation on its "balanced value creation
and corporate governance practices" in future. The bank has been
assigned a 'CRISIL GVC Level 1' rating which indicates that the bank's
capability with respect to wealth creation for all its stakeholders while
adopting sound corporate governance practices is the highest.
HDFC Bank began operations in 1995 with a simple mission: to be a
"World-class Indian Bank". We realised that only a single-minded
focus on product quality and service excellence would help us get there.
Today, we are proud to say that we are well on our way towards that goal.
It is extremely gratifying that our efforts towards providing customer
convenience have been appreciated both nationally and internationally.
2010

NDTV Business Best Private Sector Bank

Leadership
Awards 2010
MIS Asia IT BEST BOTTOM-LINE I.T. Category
Excellence
Award 2010
Dun &
Bradstreet Overall Best Bank
Banking Awards Best Private Sector Bank
2010 Best Private Sector Bank in SME Financing
Institutional HDFC Bank MD, Mr. Aditya Puri among
Investor "Asian Captains of Finance 2010"
Magazine Poll
IDRBT Winner - 1) IT Infrastructure 2) Use of IT
Technology 2009 within the Bank
Awards Runners-up - IT Governance (Large Banks)
ACI Excellence Highly Commended - Asia Pacific HDFC Bank
Awards 2010
FE-EVI Green Best performer in the Banking category
Business
26
Leadership
Award
Celent's 2010 Model Bank Award
Banking
Innovation
Award
Avaya Global Customer Responsiveness Award - Banking &
Connect 2010 Financial Services category
Forbes Top 2000 Our Bank at 632nd position and among 130
Companies Global High Performers
Financial
Express - Ernst Best New Private Sector Bank
& Young Survey Best in Growth
2009-10 Best in strength
Asian Banker
Excellence Best Retail Bank in India
Awards 2009 Excellence in Automobile Lending
Bank M&A Integration
Technology Implementation
The Asset Triple Best Cash Management Bank in India
A Awards
Euromoney 1) Best Local Bank in India (second year in a
Private Banking row) 2) Best Private Banking Services overall
and Wealth (moved up from No. 2 last year)
Management
Poll 2010
Financial Innovation in Branch Operations - Server
Insights Consolidation Project
Innovation
Awards 2010
Global Finance Best Trade Finance Provider in India for 2010
Award
2 Banking 1) Best Risk Management Initiative and 2) Best
Technology Use of Business Intelligence.
27
 Awards 2009
SPJIMR 2nd Prize
Marketing
Impact Awards
(SMIA) 2010
Business Today Listed in top 10 Best Employers in the country
Best Employer
Survey

We are aware that all these awards are mere milestones in the continuing,
never-ending journey of providing excellent service to our customers. We
are confident, however, that with your feedback and support, we will be
able to maintain and improve our services.

28
HDFCS ORGANISATIONAL STRUCTURE
Head office
Board of Director

Chairman & Managing Director

Staff & HRD
Executive Director

General Manager Monitoring

District General Manager Credit

Chief Officer
Vigilance
Overseas

Deputy chief Officer Monitoring
& Inspection
Operation

Officer

29
Regional office
Inspection &
Regional Manager vigilance

RBI Matters

Computer
District General Manager Planning
Branch
Inspection
Staff Matters

Chief Officer Training & HRD

Security of
Premises
Deputy Chief Officer
Business

Credit
Officer
loans

30
Large branch

Assistant General Administration

Chief Manager

Foreign Exchange
Senior Manager

Deputy Manager
Credit To SSI &
Assistant Manager MNCs
Head Messenger
Clerks
loans

Sub-staff

Messenger

Drive

Security Guard

31
TRAINING AND DEVELOPMENT
Employee Training and development are integral parts of staffing
function of management.
Training implies a systematic procedure where by employee are imparted
technical knowledge and skills for specific jobs.
Development on the other hand implies educational process aimed at
growth and maturity of management personnel in terms of insights,
attributes adaptability, leadership and human relations on the basis of
conceptual and theoretical knowledge.
HDFC has been paying much attention for the training of their staff.
Various training programme to update the knowledge of the staff. The
emphasis is on the dissemination of knowledge, development of skills
and orientation of attitude of the staff for enabling them to cope up with
the challenges that are taking place in the banking. In kepin with the
fundamental principles of HRM, the bank has perceived the training
system as mechanism to develop a competitive workforce by growing
the available talent and to prepare them for meeting the on going and
emerging challenges of the market forces.
HDFC Bank also conduct training to improve the banker consumer
relationship.
The managerial and supervisory trainings are also conducted on every
step of promotion. The training is immediately called whenever any
employee is elevated to next promotional post. The trained employee is
tested by his performance in the trained area. The trained employee is
given a chance to work with more responsibilities. Both training and
development are interrelated. A trained person will deliver a better goods
contributing to the development.
PERFORMANCE APPRAISAL

32
It is process of estimating or yielding the value excellence, qualities or
status of some object, person or thing, the purpose of performance
appraisal is to determine what aspect of performance needs to be
evaluated.

33
Performance appraisal in HDFC bank is used for:-
Identifying employees for salary increases, promotion transfer and lay
off or termination of services.
Determining training needs of further improvement in performance.
Motivating employees by indicating their preference levels
Establishing a basis for research and research for personnel decisions
in future.
Performance appraisal in all PSB s is kept confidential. It is now self-
appraisal where a structural form is filled and any other incident or
area which are not included in the appraisal form may be expressed
separately. Every regular appraisal or of employees is being carried
out.
A new concept of appraisal known as potential appraisal is being adopted
by HDFC where potential managers based on performance and leadership
qualities are identified. They are mad members of the excellence club,
which is headed by the chairman.
PUBLIC RELATIONS IS HDFC
Knowing the importance of internal communication, the bank started
House Journal. The publication is intended to lighten the employees
about the performance and progress of the bank, to cover news about the
employees contribution of the growth of the bank and also to encourage
the inherent talents of the staff. The bank has adopted multi pronged
strategy to disseminate information with a view to reach larger sections of
the society in various states.
TRANSFER AND PROMOTION
Transfer is a horizontal or lateral movement of an employee form one job
section, deptt. shift, plant or position to another at the some or another
place.

34
Clerks are transferred after every 5yrs. And officers are transferred after
3yrs.
Promotion is an upward assignment of an individual in an organization
hierarchy accompanied by increased responsibilities enhanced status and
usually with increased income. Bank promotion tries to line balance
between internal source of personal promotion and external sources. On
one hand between merit and ability against length of service on the other
hand.

35
Promotion policy followed by HDFC Bank are:-
Promotion by merit:
promotion by merit provides incentives to employees for continuous
improvement in work. It positively adds to the overall organizational
effectiveness.
Promotion by Seniority
It is an antidote for arbitraners in promotion. It minimizes disputes on
promotion.
TRADE UNIONS IN HDFC
A continuous and voluntary association of the salary or wage earners and
engaged in whatever industry or trade, forward for safeguarding the
interest of its members maintaining and improving the conditions of their
working lives, raising their lives raising their status and promoting. Their
interest and securing better relations between them and their employees
through collective bargaining. In other words trade union is a device
which enable as group in an industry or trade to bargain with any other
class group or group on equal goofing.
Trade unions function on the basis of three cardinal. These principles
are
I) Unity is strength
II) Equal pay for equal work for the same job.
III) Security of service
Role Of Trade Union Can Be Categorized Into
The clerical wing is known as All India Bank Employee Association
The officers wing known as All India bank officers Association.
Both of them are affiliated t communist ideology there are many
other union like AIBOC (All India Bank Officers Configuration).
These are the unions at national level.

36
The union in HDFC is known as AIHDFCA (All India HDFC
Bank Association) affiliated to AIBOC at National Level.
Likewise AIHDFCA are industry level officers association, and
there are several others association.

37
 Chapter 3
OBJECTIVE
Every study has its own objective. The aims and objectives of study
are as follows:
To determine the extent and degree of the training programmers
fulfilling the set objective.
To identify and analyze whether the trainings 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.

38
 Chapter 4
METHODOLOGY
Research Design
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.
Research Instrument
Descriptive research is used in this project report in order to understand
the evolving competitive environment in the banking sector in India and
to make a comparative study among few banks operating in public private
and foreign sector. This is the most popular type of research technique,
generally used in survey research design and most useful in describing
the characteristics of consumers behavior. The method used were
following
Questionnaire method.
Direct Interaction with the users.
Data collection.
Mode of 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:

39
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
Methodology of sampling
Subjective and judgment non-random sampling was adopted for our
research work due to large sampling area. Any type of sampling in which
the sample selected depends on personal discretion of the Investigator is
subjective or judgment sampling. This technique is used here because of
the definite purpose in view and as such is not used for general purposes.
This sampling method has been used the choice of sample depend
exclusively on the judgment of the investigator. This methodology has
been used because of following reasons:
To know the most typical of the population with respect to the
characteristic under study.
Population is selected on the subjective basis and no probability law is
applied.
Biasness can be avoided as the investigator can make out who are
answering correctively or not.

40
 Chapter 5
DATA ANALYSIS AND INTERPRETATIONS
Q.1 IN WHICH CATEGORY DO YOU FALL?
Office 24
Non-Officers 76

80

70

60

50

40
76
30

20

10 24
0
The Officers Non-Officers

sample size of my research was 100 i.e. 24 officers & 76 Non-officers.

41
Q. 2 IN WHICH AGE GROUP CATEGORY DO YOU FALL?
Up to 40 years 16
40-45 56
Above 50 years 28

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.

42
Q.3. DO YOU THINK TRAINING PROGRAMMERS SHOULD BE
Yes No
Officers 24 0
Non- Officers 96 6

It is clear form the above data that 100% of officers and more than 85%
of Employees under stand the need and importance of training
programmers in the organization.

43
Q.4. WHICH OF THE FOLLOWING METHODS WOULD YOU
PREFER TO DEVELOP SKILLS?
On the job Small group Formal
Discussions Training
Officers 8 10 6
Non- Officers 28 30 18

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 Non-officers
and small percentage of employees want training specially Non-officers
and small percentage of employees want training through group
discussion.

44
Q5. HOW OFTEN OF YOU INCLUDE YOUR WORK AS A PART
OF A TEAM?
Category Frequently Occasionally Seldom Never
Officers 14 6 4 0
Non- 45 23 6 2
Officers

59% of the employees in the organization said that they are frequently
involve their job as an essential part of term and 29% said that they are
occasionally include as a part of team.

45
Q. 6. DO YOU UNDERRATED THE LEGAL RIGHTS AND
RESPONSIBILITIES AS AN EMPLOYEE OF THE
ORGANIZATION
YES NO
Officers 20 4
Non-Officers 64 12

Around 84% of employees are aware of their responsibilities, legal rights,

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

46
Q.7. HOW WELL DO YOU COMMUNICATE WITH YOUR
Highly Effective Ineffective
Officers 10 24 0
Non-Officers 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.

47
Q8. HOW OFTEN DO YOU PROVIDE SUPPORT TO YOUR
TEAM?
Category Frequently Occasionally Seldom Never
Officers 12 6 4 2
Non- 50 19 6 1
Officers

62% of the respondents said that they are frequently provide support to
their them. 25% of them said that are occasionally provide support to
their team and 10 % of them said that they are seldom provide support to
their and 3% of them said that never.

48
Q.9. IN WHAT WAYS DO YOU PROVIDE SUPPORT TO YOUR
TEAM?
By giving By motivating By helping in
suggestions the employees problem
solving
Officers 7 10 7
Non-Officers 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.

49
Q10. DO YOU USE AIDS (LIKE AUDIO VISUAL AIDS ETC) FOR
COMMUNICATING WITH CUSTOMERS/ EMPLOYEES WHEN
NECESSARY?
YES NO
Officers 20 4
Non-Officers 65 11

85% of respondents said that they using aids for communicating with
customers when necessary. 15% of them said not using aids.

50
Q.11. IF YES, WHAT KIND OF AIDS DO YOU USE FOR
COMMUNICATING?
AUDIO- VISUAL OTHERS
VISUAL
Officers 8 9 7
Non-Officers 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- Visals
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.

51
Q.12 DO YOU ASSIST AND ENCOURANGE MOBILITYWHEN
APPROPRIATE?
YES NO
Officers 21 3
Non-Officers 6 10

More than 87% of respondents says yes, 13 % of them not assist and
encourage mobility when they needed.

52
Q.13 DO YOU USE INTROSPECTION AND UNDERSTAND
YOUR LIMITATIONS?
Category Frequently Occasionally Seldom Never
Officers 16 8 0 0
Non- 40 30 6 0
Officers

In response to this question, 56% employees responded that they

frequently use introspect and understand their limitations and 38% of
them occasionally and 6of them are seldom use introspect and understand
their limitations.

53
Q.14 HOW OFTEN DO YOU USE YUR KNOWLEDTGE OF THE
DUTY OF CARE AS AN EMPLOYEE OF THE ORGANIZATION?
Category Frequently Occasionally Seldom Never
Officers 17 6 1 0
Non- 46 23 7 0
Officers

it will be observed form the above data that the percentage of employees
who feel that the 63% of them frequently use their knowledge of the duty
of care as an employee of the organization.

54
Q.15 DO YOU MANAGE FINANCE OF THE ORGANIZATION IN
THE SAME WAY AS YOU MANAGE YOUR PERSONAL
FINANCE?
Yes No
Officers 18 6
Non-Officers 49 27

75% of officers and 64% of non-officers 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.

55
 Chapter 6
RECOMMENDATIONS
Training is an important and indispensable part of any organization and
so does feel the employees of HDFC. 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, deptt., 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
56
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
57
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
organizations 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.
Group and organisational training Needs
Organisations are composite of individuals and groups. Individual
contributions add to the group contribution, which ultimately gets
converted into organisational output. The same way training to
58
individuals is training to group and organisation in an amalgamated form.
Hence the individual training needs may also taken as group and
organisational training needs.

59
 Chapter 7
CONCLUSIONS
To be true and honest the training and development team of HDFC 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.
Lecture as well as the presentation is the major part of imparting the
education and training them.
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 entire respondent felt' that they were encouraged to come out with
their own ideas (innovation training) and concepts too.
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 objective is 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.

60
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.
We think that time management is one of the thing on which LG team
must emphasis so that there employee can be more productive as it was
found during the visit to the corporate office people they lack in
managing themselves.
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.
HDFC 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
61
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.

62
 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. HDFC Bank -Monthly Review.
6. Personal Management Arun Monappa, Mirza, Saiyadain.
7. Principles of Bank Management P Subba Rao.
8. Know your bank Booklets of HDFC Bank.
9. Libraries
PHD
CII
FICCI
10. Web sites of the three banks
http://www.hdfcbank.com/aboutus/general/default.htm
http://www.hdfcbank.com/aboutus/general/Promoter.htm
http://www.hdfcbank.com/aboutus/general/business_focus.htm
http://www.hdfcbank.com/aboutus/general/capital_structure.htm

63
 APPENDICES
QUESTIONNAIRE
Dear Sir/Madam,
I am a trainee doing a project on Training and Development of
HDFC 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: -
Ql. IN WHICH CATEGORY DO YOU FALL?
(A)OFFICERS
(B) NON-OFFICERS |]
Q2. IN WHICH "AGE GROUP" CATEGORY DO YOU FALL?
(A)UPTO40 YEARS Q
(B) 40-50 YEARS D
(C) ABOVE 50 YEARS D
Q3. DO YOU THINK TRAINING PROGRAMMES SHOULD BE
ORGANISED?
(A) YES
(B) NO
Q4.WHICH OF THE FOLLOWING METHODS WOULD YOU
PREFER TO DEVELOP YOUR SKILLS?
(A)ON THE JOB
D
(B) SMALL GROUP DISCUSSIONS
(C) FORMAL TRAINING
Q5.HOW OFTEN DO YOU INCLUDE YOUR WORK AS A PART
OF A TEAM?
(A)FREQUENTLY Q (C) SELDOM
(A)OCCASIONALLY n (D) NEVER
64
Q6.DO YOU UNDERSTAND THE LEGAL RIGHTS AND
RESPONSIBILITIES AS AN EMPLOYEE OF THE
ORGANIZATION?
(A) YES (B)NO

65
Q7.HOW WELL DO YOU COMMUNICATE WITH YOUR TEAM?
(A) HIGHLY EFFECTIVE
(B) EFFECTIVE
(C) INEFFECTIVE
Q8.HOW OFTEN DO YOU PROVIDE SUPPORT TO YOUR TEAM?
(A) FREQUENTLY
(C) SELDOM D
(A) OCCASIONALLY D
(D) NEVER D
Q9.IN WHAT WAYS DO YOU PROVIDE SUPPORT TO YOUR TEAM?
(A)BY GIVING SUGGESTIONS
(B) BY MOTIVATING THE EMPLOYEES
(C) BY HELPING IN PROBLEM SOLVING
Q10.DO YOU USE AIDS FOR COMMUNICATING WITH
CUSTOMERS/EMPLOYEES WHEN NECESSARY?
(A) YES
(B) NO
Q11.IF YES, WHAT KIND OF AIDS DO YOU USE FOR
COMMUNICATING?
(A) AUDIO-VISUAL
(B)VISUAL
(C)ANY OTHER
Q12.DO YOU ASSIST AND ENCOURAGE MOBILITY WHEN
APPROPRIATE?
(A) YES D

(B) NO D

Q13.DO YOU USE INTROSPECTION AND UNDERSTAND YOUR

LIMITATIONS?
66
 (A) FREQUENTLY (C) SELDOM
(B) OCCASIONALLY D (D) NEVER
Q14.HOW OFTEN DO YOU USE YOUR KNOWLEDGE OF THE
DUTY OF CARE AS AN EMPLOYEE OF THE
ORGANIZATION?
(A) FREQUENTLY (C) SELDOM
(B)OCCASIONALLY (D) NEVER
Q15.DO YOU MANAGE FINANCE OF THE ORGANIZATION IN THE
SAME WAY AS YOU MANAGE YOUR PERSONAL FINANCE?
(A) YES
(B) NO D
Q16.ANY OTHER SUGGESTION THAT YOU WOULD LIKE TO GIVE
FOR TRAINING PROGRAMMES:

THANK YOU FOR YOUR COOPERATION

67