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SUMMER INTERNSHIP PROJECT

WITH

VIJAYA BANK
HEAD OFFICE, BANGLORE

Under the guidance of

Mr. R. Gopalakrishna
Senior manager (it)
(Company mentor)

Dr. S. Sudarshan
HR Faculty – MATS School of Business
(Internal Faculty)

Submitted by

Ayomi Angelica Pereira


Batch – ‘07 –‘09
Reg. No. – 07MMA2623
RESEARCH STUDY ON
CONTENT DEVELOPMENT

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A THANK YOU…

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On the successful completions of my Summer Internship Program, I take the
privilege in thanking my guide Mr. R. Gopalakrishna - Senior Manager (IT) -
(Company mentor) and Dr. S. Sudarshan - HR Faculty – MATS School of
Business (Internal Faculty) for their assistance and guidance throughout the
project.

Simultaneously, I express my gratitude to Mr. Ravi Hegde – Faculty – Vijaya


Staff Training College, who helped me a great deal to carry forward my project
step-by-step.

I also convey my sincere appreciation to the different Managers and employees of


the various Departments that I visited. I thank them for taking time off and
providing me with the desired information and for being very corporative.

Last but not the least; I would also like to thank the MATS College for giving me
this Study opportunity, which I am sure to use in my future career.

DECLARATION

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I, Ayomi Pereira, have completed my Summer Internship Program under the
guidance of Mr. R. Gopalakrishna - Senior Manager (IT) - (Company mentor) and
Dr. S. Sudarshan - HR Faculty – MATS School of Business (Internal Faculty), at
Vijaya Bank – Head Office, from the 21st April ‘08 to the 7th June ‘08.

I hereby declare that all the information mentioned below is true to the best of my
knowledge. And that the following report has not been submitted at any time to
other universities or institutes for the award of any degree or diploma.

Date:
____________________
Place: Bangalore (Ayomi Pereira)

TABLE OF CONTENTS

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CERTIFICATE (MENTOR) --------------------------------------------------------------- 03
CERTIFICATE (ORGANIZATION) ------------------------------------------------------- 04
ACKNOWLEDGEMENT ------------------------------------------------------------------ 05
DECLARATION --------------------------------------------------------------------------- 06
SYNOPSIS --------------------------------------------------------------------------------- 09

PART ONE – INTRODUCTION TO THE STUDY


CHAPTER ONE – INTRODUCTION
A) OBJECTIVES --------------------------------------------------------------------- 13
B) LIMITATIONS -------------------------------------------------------------------- 14
CHAPTER TWO – METHODOLOGY
INTRODUCTION -------------------------------------------------------------------------- 16
A) RESEARCH METHODOLOGY AND SCHEDULE TABLE ----------------------- 17
B) METHODOLOGY OF DATA ANALYSIS ---------------------------------------- 19
CHAPTER THREE – LETHERATURE REVIEW
INTRODUCTION -------------------------------------------------------------------------- 21
A) TRAINING AND DEVELOPMENT RESEARCH ---------------------------------- 21
B) TRAINING AND DEVELOPMENT ------------------------------------------------ 23
1.1) DEVELOPMENT -------------------------------------------------------------- 23
1.2) TRAINING -------------------------------------------------------------------- 24
1.3) JUSTIFICATION FOR TRIANING -------------------------------------------- 26
1.4) TYPES OF TRAINING -------------------------------------------------------- 31
1.5) TRAINING TECHNIQUES ---------------------------------------------------- 31
1.6) PLANNING AND STRATEGIC TRAINING ---------------------------------- 32
2) CONCEPTS ------------------------------------------------------------------------ 33
3) TRAINING AND DEV ELOPMENT ACROSS THE GLOBE ------------------------ 34

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C) CONTENT DEVELOPMENT ------------------------------------------------------ 35
D) ARTICLES ------------------------------------------------------------------------ 35

PART TWO – PROFILE


CHAPTER ONE – INDUSTRY PROFILE ----------------------------------------- 39
CHAPTER TWO – COMPANY PROFILE ---------------------------------------- 43
1.1) FROM THE HR’S DESK OF VIJAYA BANK -------------------------------- 46

PART THREE – FINDINGS & ANALYSIS


CHAPTER ONE – TRAINER’S LEVEL
1.1) FINDINGS -------------------------------------------------------------------- 49
1.2) ANALYSIS OF THE TRAINER’S DATA COLLECTED ----------------------- 58
CHAPTER TWO – TRAINEE’S LEVEL
1.1) FINDINGS -------------------------------------------------------------------- 61
1.2) ANALYSIS IN RESPECT TO CONTENT DEVELOPMENT ------------------- 77

PART FOUR – RECOMMENDATIONS


CHAPTER ONE – RECOMMENDATIONS (OVERALL) ------------------------ 80
CHAPTER TWO – CONTENT CONVERSION ---------------------------------- 85
(PROPOSED DEVELOPMENT FOR VIJAYA BANK)
A) WHAT ---------------------------------------------------------------------------- 87
B) WHY ------------------------------------------------------------------------------ 88
C) WHEN ---------------------------------------------------------------------------- 89
D) WHERE --------------------------------------------------------------------------- 90
E) WHO ----------------------------------------------------------------------------- 90
F) HOW ------------------------------------------------------------------------------ 91

PART FIVE – CONCLUSION ----------------------------------------------------- 96


G) BIBLIOGRAPHY ------------------------------------------------------------------ 97
H) APPENDIX ------------------------------------------------------------------------ 98

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A) SYNOPSIS…

The Summer Internship program is undergone in view of studying the various


aspects of the functioning of a company, which in-turn leads us to identifying
various critical areas, on the basis of which a research study is conducted so as to
bring about the present scenario of the situation and accordingly bring in
improvement if necessary for an efficient functioning of the company.

As known, the following research study is conducted at Vijaya Bank Head Office
for a period of 48 days. The Bank was established, with the main objective being
to promote a banking habit, thrift and entrepreneurship among the farming
community.

Today the bank no longer runs on the lines of a 19th century environment.
Presently, its main focus is on meeting the fast growing demands of its customers
and cut-throat competition. The major strength of the bank to get through tough
waters is its employees. Thus employees need to be appropriately trained and
developed so as to build in the required capacity.

The following project conducted, mainly deals with the Content Development for
the respective training sessions held by the bank i.e. the material or curriculum of
each training session during a given period. The research will be studying the
contents in the making. The material is designed by the training College and the
specialized training staff of the Bank, with whose constant guidance, was present
throughout the project. The study has been done from the trainers’ perspective, as
to how they go about the entire process. A trainee’s dimension will also be taken
from the employees who have undergone training sessions, in regard to the
relevance of the content and any changes required in the content building in
respective to various job profiles, changing work environments etc.

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This report will also take you through a research study done on content
conversion, as one of the recommendations for the bank to manage the training
process for its huge territory of employees to be more efficient and effective.
Today technology is an important factor for any business house to function
efficiently and profitability. Technology is present in every function and
transaction and to every department of a business, and so the same applies to the
continuous training and developing of companies main resources that is its
employees.

The research will give a briefing, as to why and how Vijaya Bank should adopt
technology in the form of eLearning in its training and development tasks. The
statistics of the research will show us how the bank will lose for not updating itself
with current up comings in the world of computers.

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PART ONE

INTRODUCTION TO THE
STUDY

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C
H
A
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T
E
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O
N
E

INTRODUCTION

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Today, in many training and development sessions, companies mainly concentrate
on quantity and not on quality. And this is why companies always get caught as to
thinking about the returns on their investment in the training session in the form of
employee’s productivity. Companies tend to have the maximum number of
training programs, but yet at the end of it, they to not get the expected output from
the employees. Sometimes these training programs do not match the needs of
various employees, who have to serve different customers. Therefore, in this
research we answer the problem of quality in a training session by concentrating
on what is taught at every training school i.e. the curriculum/contents of the
training session.

PROBLEM STATEMENT
EFFECTIVENESS OF CONTENT DEVELOPMENT IN RESPECT TO BANKING
JOB PROFILES

A) OBJECTIVES

The main objectives behind this research is to –


1) Study the entire process of training and development in the Banking Sector
2) Study the process undergone in content development and its suitability.
3) Know the training and development requirements of various job profiles
and whether they are attained.
4) See to the changes those are required in the present Training and
development strategies.
5) Study the effectiveness of content conversion through elearning
6) Find out the value addition of the various training sessions of the bank
7) Find out the important factors that play a major role in a training session
8) Find out whether the training material is up to date with the current market
trends.

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B) LIMITATIONS OF STUDY

1) The field study is restricted to the policies adopted by the organization.


2) The analysis and conclusion drawn from the study cannot be
generalized for the entire banking sector.
3) The option of only 30 respondents will be known due to time
constraints.
4) The information gathered through the Personnel may be based on their
personal bias and may not be accurate.
5) The respondent’s participation may be restricted.
6) The project is restricted to a particular time frame which limits the
project to be carried out within certain boundaries.

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C
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O

Methodology
INTRODUCTION

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A research methodology defines what the activity of research is, how to proceed,
how to measure progress. -------

The methodology of the content development process will first be studied from the
trainers. A sample size of 10 trainers from the Staff training College will be
interviewed through an open ended questionnaire (encl. in appendix). Later, to get
a view point from the trainees’ side, a sample size of 30 employees will be
interviewed. For the trainees, the tool used was a questionnaire which consisted
mainly of closed ended question and a few open ended questions. These
employees occupy the management level across varied divisions of the bank. This
sample was chosen through random sampling. The random sampling was done
from employees of the Head Office and three different branches of the bank. After
getting in the feedback, an analysis was done based on the statistical data and also
an analysis was done exclusively in context with content development. Next,
based on the feedback and analysis, certain recommendations were drawn for
improvement. Simultaneously, a research study on content conversion was done as
of the proposed recommendation.

This study will help the company in knowing -


1. The steps undergone in content development and suitability.
2. Whether the training and development sessions match the needs of the
employees especially in regard to their job profiles.
3. The changes those are required in the present Training and development
strategies.

A) RESEARCH METHODOLOGY AND SCHEDULE TABLE

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NO OF PARALLEL
NO. JOB CONDUCTED DESCRIPTION
DAYS STEPS
The sample to be studied on will be
Drawing out the
1 described first based on particular 01 1a, 1b
Study Sample
parameters
Various departments of the bank will be
Study of
1a studied which will lead us to studying of 01 1b
departments
one particular dep.
The org. hierarchy of the department will be
Hierarchy of
1b studied and only one level will undergo the 01
the bank
survey
The modules taken up in various training
2 Module learning 03
session will be studied
The job profiles of each level will be
2a Job Profiles 01 2b
studied
Inf. On the various training modules
2b Modules undergone 02
undergone at each level
Content
Development
3 The methodology of content development 03
(Survey
of trainers)
Studying the entire process undergone in
Process Study
3a developing a content 01
Effectiveness Surveying the effectiveness of content
3b 04
Content development from the trainers perspective
Surveying the effectiveness of content
Effectiveness of
4 development from the Corporate Heads 06 5
Content
perspective
5 Effectiveness of Surveying the effectiveness of content 15
Content development from the Employee

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perspective
Represent The findings gathered will be calculated
6 03
Findings and represented
Represented findings will be studied and
Analysis
7 analyzed, which lead us to particular 04
of Findings
conclusions
On the basis of the Step 6 & 7, relevant
8 Recommendations recommendations will be drawn for the 02
betterment of the aspect
9 Final Report Preparation of the final report 04

PERT CHART

1a
2a 4

1 1b 2 3 3a 3b 6 7 8 9
1
1
2b 5
`

B) METHODOLOGY OF DATA ANALYSIS

1. Firstly, the data that has been collected is computed on a percentage basis
to interpret the results.
2. These results are then graphically represented in the form of bar graphs.
3. The statistical data is then analysed and interpreted to give us a base to
answer the required questions and to form possible recommedations.

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4. The analised data is again used for the research study of content conversion
in the latter part of the project.

C
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R
literature E
Review E

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INTRODUCTION

Research is an ORGANIZED and SYSTEMATIC way of FINDING ANSWERS


to QUESTIONS.

SYSTEMATIC, because there is a definite set of procedures and steps which you
will follow. There are certain things in the research process which are always done
in order to get the most accurate results.

ORGANIZED, in that there is a structure or method in going about doing


research. It is a planned procedure, not a spontaneous one. It is focused and
limited to a specific scope.

FINDING ANSWERS is the end of all researches. Whether it is the answer to a


hypothesis or even a simple question, research is successful when we find
answers. Sometimes the answer is no, but it is still an answer.

QUESTIONS are central to research. If there is no question, then the answer is of


no use. Research is focused on relevant, useful, and important questions. Without
a question, research has no focus, drive, or purpose.

A) TRAINI NG AND DEVELOPMENT RESEARCH

Training is an important HRD activity, which reinforces HRM in an organisation.


Apart from the need for internal staffing, training enchnaces job related skills and
also facilitates acquiring of new skills required for averting skill absolescence in
an organisation.

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Training and development research primrly covers the following areas :
• Evaluation of trainnign using tools like assesments through questionnaire
response, various evaluation models, quantitive tools and metrics.
• Training need assesment
• Training design

Training evaluation determines the value of the training, through a systemetic


process. This is ensured, through assessment of effectiveness of training, learning,
application of new knowledge and skills in work practices and through
measurment of changes, in relation to skill, attitutudes and behaviours. Results of
training evaluaion may vary from person to person. Sytemenic evaluation results
help management to take decisions and introduce changes whenever required. The
evaluation process may be immediate, intermediate or long term.

In training in the evaluation research we try to focus on cause-and-effect


relationship between training and performance; using various quantitative,
qualitative, hard, soft measurment tools and linking training business results. A
company, should focus on systemetic evalution of training to understand the
impact of organisational investment in people on its performance.

Focus should also be on improvment of performance in current and fututre work


through training. Without finanacial payback, training is meaningless. As
evaluaion of training is so important for HR managers, it may either be formative
or summative. While fommative evaluation asseses the worth of the training while
happening, summative evaluation is done when the training is completed.
Research in training need analysis and training design, is categorised under
formative evaluation, while training evaluation is catergorised under summative
valuation.

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Therefore we have seen how important it is for any company big or small, to take
good care of its training and development needs, along with continuous measuring
its effectiveness and returns, so as not to let it go as waste.

B) TRAINING AND DEVELOPMENT

Training and development is not just something you’ll do when you first join your
company. Company’s today invest millions of rupees in training/professional
development and provide an average of 75 hours of training per person each year!

Training and development function of an organization is a strategically important


function, due to the fact that successful training and development initiative can
enhance the competitive advantage for an organization

1.1) DEVELOPMENT

Development is an unfolding process that enables people to progress from a


present state of understanding and the capability to a future state, in which higher-
level skills, knowledge and competencies are required. It takes the form of
learning activities that prepare people to excercise wider or increased
responsibilites. It does not concentrate on improving the performance in the
present job. Development has been defined as a learning experiences of any kind,
whereby indivisuals and groups acquire enchance knowledge, skills, values and
behaviours. Its outcome unfolds through time, rather than immediately, and they
tend to be long lasting.

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In development programs, there is an emphasis on personal development planning
and planned learning from experience. Development can also focus on managers
and take the form of action learning or outdoor learning. To maximize the impact
of development, a balanced approach is neccessary using a mix of learning
methods.

1.2) TRAINING

Training may be defined as a systematized tailor made program to suit the needs
of a particular organization for developing certain attitudes, actions, skills and
abilities in the employees, irrespective of their functional level, or it is referred to
as a method to give the new entrant or an existing employee the skills, knowledge
and attitude needed to perform the job.

Training should meet two basic objectives -


1. Training should make the personnel skilled enough to do the job on hand,
efficiently leading to targeted productivity levels.
2. Training should be cost effective.

Any training must be based on scientific approach and quality training material, to
meet objective number one. The training duration should be as short as possible
and resources used efficiently for meeting objective number 2.

A systematic approach is goal oriented (to produce results not only for the learner
but for the organization). The results of each phase are used by the next phase to
provide ongoing evaluation feedback to the other phases in order to improve the
overall systems process.

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A study by OECD (Organization for Economic Cooperation and
Development), found that training employees benefits organization in the
following ways –
• Productivity improvements
• Greater workforce flexibility
• Savings on material and capital costs
• A more motivated work force
• Improved quality of the final product or service

Training therefore services following important purposes for an organization:


• To enhance and increase performance level of an employee
• To develop HR, to meet the current as well as future needs of the
organization
• To ensure effective utilization of HR
• To integrate individual goals with the organization goals.
All these ensure sustainable competitive advantage for an organization.

Most of the organizations prefer internal manning of position than external hiring
of obvious motivational benefits and cost-effectiveness. Even thought training,
emphasizes on increasing the performance level of an employee, a continuous
training function enables the organization to develop employees for future
responsible positions in the organization itself.

Training imparts knowledge, skills, and competencies as a result of the teaching


skills and knowledge that relate to specific useful competencies.
• The "soft skills" that employees need to work effectively in the
organization like, team-building skills, communications, supervisory skills.
• The technical skills required to operate on the cutting edge of technology.

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A training strategy flows directly from a corporate strategy. Effective training
strategy can ensure that organizations get the right people in the right place with
the right competences, knowledge, experience or capabilities, necessary for both
current and future responsibilities. Depending upon the size and complexity of the
organization the training strategy may vary.

Therefore every company should produce immediate measurable outcomes for


your organization, while ensuring long-term results. That being said, each process
remains individually tailored to specific people, processes, and situations within
your organization.

1.3) THE JUSTIFICATION FOR TRAINING

Staying competitive is the key to sustainability. Training your staff, keeping


them motivated and up-to-date with industry trends and new technologies is
essential to achieving that goal.

Staff benefit too, learning new skills and becoming a valued asset in any
organization. Training brings direct benefits to business and can be calculated
as a return on investment.

A) BUSINESS BENEFITS
Regardless of the size or type of an industry or business, training can have a
measurable impact on performance and the bottom line.

Research shows that productivity increases while training takes place. Staff
who receives formal training can be 230 per cent more productive than
untrained colleagues who are working in the same role. High labour
productivity increases business output and can open a greater share of the
market or expand it by improving products, services and reputations. Successful
training is focused on supporting your business objectives.

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Staff retention
Training increases staff retention which is a significant cost saving, as the loss
of one competent person can be the equivalent of one year's pay and benefits.

Improved quality and productivity


Training that meets both staff and employer needs can increase the quality and
flexibility of a business’s services by fostering accuracy and efficiency, good
work safety practices, better customer service.

The flow-on effect


The benefits of training in one area can flow through to all levels of an
organization. Over time, training will boost the bottom line and reduce costs by
decreasing wasted time and materials, maintenance costs of machinery and
equipment, workplace accidents, leading to lower insurance premiums,
recruitment costs through the internal promotion of skilled staff, absenteeism.

Staying competitive
Businesses must continually change their work practices and infrastructure to
stay competitive in a global market. Training staff to manage the
implementation of new technology, work practices and business strategies can
also act as a benchmark for future recruitment and quality assurance practices.

B) EMPLOYEE BENEFITS
Regular training and learning opportunities are an investment that helps
employees to prosper and develop their careers while giving your business a
highly skilled workforce and a competitive advantage in the market.

Staff turnover and recruitment


Organizations with lower staff turnover spend the most on training and
education. Minimizing staff turnover will benefit your organization.
Replacing staff is a costly process - skills are lost, resources are disrupted and

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recruiting new personnel takes time and money. Staff who receive ongoing
training are more likely to commit to their employers because completion of the
training develops their careers, The training enables them to take on greater
responsibility and higher paid work.

Measuring potential candidates against competencies delivered in your training


programs also streamlines the recruitment process and reduces the induction
period.

Increase workforce flexibility


Training increases the skill set of your workforce enabling it to engage in a
wider range of tasks and responsibilities. Greater confidence and motivation
leads staff to become less reliant on management and supervision. Training in
skills, that are specific to your industry does not necessarily limit the benefits of
flexibility. Staffs who receive such targeted training often achieve
improvements.

The benefits of a trained workforce have been shown to flow through to


customers who become more satisfied with the improved level of products and
services.

Improved staff attitude and morale


People enjoy learning when the material is relevant to their interests and many
will be eager to apply their new skills and knowledge in practical situations.

Staff who possess diverse skills are generally more satisfied and positive in
their jobs. This decreases the occurrence of work-related stress and improves
the overall work environment.

Training is also a perfect opportunity for employers to get to know their staff
better, and for staff to develop stronger working relationships.

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Staying competitive
Nationally recognized training, which is continually reviewed and updated by
industry and training experts, keeps your business up-to-date with the latest
industry and global marketplace developments, industry changes, technological
advances and new industry legislation

New business opportunities


Trained and motivated staff who understand the specifics of your business
operations, are a sustainable competitive advantage. They will give your
business the competitive edge by increasing productivity and standards in
production, therefore boosting your business reputation, being able to undertake
a greater variety of work and therefore allow you to expand or open up new
markets, allowing you to bid for more specialized, high value contracts,
assisting you to meet business objectives faster.

Take advantage of new technologies


Training is vital to stay ahead and take advantage of new information
technologies, which play a crucial role in many organizations. Trained staff will
prevent your business from suffering skill shortages in IT and all other areas
relevant to your industry. Training is flexible and can occur with little
disruption to your business. Vocational education and training can be delivered
when and where it suits your business - after hours, on or off-the-job,
and online.

C)

BUSINESS CASE HELPER


Research shows that the two key factors in achieving a positive return on
training investment are the focus and the quality of training. A return on

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investment is not dependent on the size of your business or the industry you are
in.

In order to justify training costs for your business, you should address the
following questions:

Is the proposed training in line with your business strategy?


For example, the implementation of Sales training to increase annual sales,
Customer service training to achieve increase in customer satisfaction which
leads to repeat business, Plant operator training to increase plant productivity
by decreasing the cost of production, machine downtime, the number of
required repairs.

Compared to your competitors, are there any areas where you can
improve performance through targeted training?
For example the cost of unit production is higher than your competitor's, the
total sales per salesperson are lower than your competitor's, you score lower on
customer satisfaction surveys than your competitor.

Are your performance targets achievable?


Make sure that you are setting realistic goals for your business.

Is the implementation of training the best option?


It is possible that your business needs would be addressed more efficiently.

Are the costs of training worth it?


Quantify and weigh up the benefits and costs by calculating your estimated
return on investment (ROI) and considering further intangible benefits of
training.

How do you propose to measure the effectiveness of your training?


To calculate your return on training investment you must Measure the
sales/productivity/turnover/accident ratio before and after training and Decide

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on a realistic period of time over which to measure the return on training
investment.

1.4) TYPES OF TRAINING

A) JUST-IN-TIME TRAINING

The concept of 'just in time training' has evolved with distance learning courses
provided over the Internet. The idea is that you do not take the training course
until you need the information. With interactive training courses being available
24 hours a day via CD-ROM or the Internet this concept has already become a
reality.

B) SENSITIVITY TRAINING

Sensitivity Training is a group-based training designed to help participants


develop interpersonal skills. Sensitivity training is a form of human relations
training. The objectives are to develop sensitivity and awareness of participants'
own feelings and reactions, to increase their understanding of group dynamics, and
to help them learn to adapt their behavior in appropriate ways. Sensitivity training
is also known as laboratory training. This term emphasizes the way participants
are placed in an environment in which different ways of interacting can be tried
out.

1.5) TRAINING TECHNIQUES

Intructor-based, Lecture-based, Discussion, Case Study, Role-play,


Simulations, Group Excercise, Project-based Learning, Problem-based
learning, Outdoor learning, elearning

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1.6) PLANING AND STRATERGIC TRAINING

Why is session planning important? How do I create a session plan?

Creating a Session Plan Format


The ability to design a training session plan is an essential skill for a trainer who
wishes to conduct training effectively. A good session plan, will help you stay on
course; requires you to identify your objectives at the outset; reminds you of the
techniques you want to use; shows you how to get back on track if you deviate;
helps you time the session and end on time; and indicates what visual aids you
need and when to use them. Session plans also represent a good record of what
was done and can be used as one tool in training evaluation. After you have
finished your training needs analysis and decided upon key components or courses
for training, you will be able to write objectives for the training session. Use these
as you design your plan. The following steps will provide guidance as you start the
process.

1. Clarify your objectives. At the end of your training session, what do you expect
participants to have gained (knowledge, understanding, and skills)?
2. Prioritize the content of the lesson into material that you must cover and
materials you could cover. Must know materials include the key concepts that are
essential to the achievement of your objectives. Limit the amount of information
you are going to use to a manageable amount.
3. Arrange the content into a logical order. In order to do this, you must identify
the current level of knowledge of participants and then present materials in small
sections, so that you can move from what is already known to the unknown.

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4. Select resources – infrastructure
5. Select the techniques you will use for each phase of the training. Some options
include: Question and answer session; facilitated discussion; formal presentation;
case studies; participant presentations; small group discussions etc.
6. Estimate the time you need for each segment. This will need to be flexible
although you will become a better judge of time needs the more often you run the
session. Remember that each segment should include time to review/check
participants’ understanding.
After you have gone through the planning steps of the session plan, it is necessary
to record it in a clear and concise manner. This is important so that you can
remember what you planned when you actually deliver the training.

2) CONCEPTS

A) TRAINING NEED ANALYSIS

Training need analysis is a prerequisite for developing needs –and-competency


based training curriculum and courses to promote quality and demand driven
training programs. In all organisations to reap the benefit from training and
development, programmes are designed based on TNA results. The TNA is
reinforced by research on competencies in relation to achieving the stratergic
objectives. Analysis is furthur strenghted by interviews and focus group
discussions. Appropriate training interventions then selected from different
methods, for example self-study, workshops, conferences, seminars, coahing,
mentoring, action leaning, involment in cross departmental projects, exchange
programs etc. The TNA is used in different data gathering techniques such as
surveys interviews, FGDs and dierect observations. The TNA survey instruments
is devided into four sections (a) personal profile of the respondent; (b)

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respondent’s assessment of his or hers organisation; (c) self asesment of training
needs; and (d) perfernces of training service providers and training arrangements.
3) T & D ACROSS THE GLOBE

• National culture has become an overused and potentially damaging term


in the world of learning and training. In reality, the key to delivering
effective training on a world stage is to adapt to context, of which
national culture is just one small part. This is one of the conclusions of a
new study of learning, training and development around the world.

• International Journal of Training and Development (IJTD)

IJTD is an international forum for the reporting of high-quality research,


analysis and debate for the benefit of the academic and corporate
communities, as well as those engaged in public policy formulation and
implementation.

• IMA International

Tailor-made training is an increasingly popular area for our clients.


More organizations are seeing the benefits of investing in their staff
through training, coaching and mentoring. Our team uses its diverse
experience to plan sustainable training development programs, building
internal capacity as part of the course objectives. Our modular course
system gives us a diverse, up-to-date and accessible catalogue of
resources. This approach makes us flexible and efficient at putting
together customized courses to suit the specific training needs of our
clients.

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C) CONTENT DEVELOPMENT

Development and delivery of learning programs is one of the most important


elements of enterprise learning. Content development involves the disciplines of
performance consulting, needs analysis, blended learning program design, e-
learning content development, delivery, and measurement. Our research covers
each of these areas in detail and provides an integrated set of best practices for all
types of corporate training. It has to be adequate, useful, involving learner’s
complete attention and retained by him/her too. If Content Development is
customized then it helps the learners more. For Custom Content Development one
has to follow a procedure, working stage-wise to obtain the goals successfully.

D) ARTICLES

i) LIFELONG LEARNING IN THE BANKING SECTOR

The bank social partners are convinced that lifelong learning is a key aspect both
for the competitiveness of companies and for the employability of workers. The
four key themes to determine which factors help to build a culture on lifelong
learning are -
1. Defining professional, vocational and entry level skills
2. Recognizing and validating competencies and skills
3. Providing information and support on principles, rights and responsibilities
4. Employment and retraining through mobilizing resources
The above four key themes could be explored in further details
• Defining professional, vocational and entry level skills
• Recognizing and validating competencies and skills

34
• Providing information and support on principles, rights and
responsibilities
• Employment and retraining through mobilizing resources
Companies and training providers therefore need to be sensitive to the particular
circumstances of part-time staff and the need to arrange the timing and location of
training to suit their working patterns.

Life Long Learning will help develop transferable skills, which will increase
employees’ employability.

-- BANKING FEDERATION OF THE EUROPEAN UNION

ii) TRAINING NEEDS OF THE BANKING PERSONNELS

Periodic trianing for the personnel in an organisation is essential for the self
development of the employee and for the better output for the employer. by
imparting trianing both the employer and the employee is benifited. the training
programme for the new recruits is more important that the experienced personnel.

For the trianee, soon after their trianing is over, after a resonable time they should
be a post training review. The post training review will assses whether there is an
improvement in terms of quality, quantity and speed in the particular area were he
has been trained. Whether the trianee has implemented the knowledge he has got
in the training in the actuall work environment.
-- BANKING & FINANCE
APRIL ‘08

35
iii) EFFECTIVE TRAINING AND DEVELOPMENT FOR
PRODUCTIVITY IMPROVEMENT IN THE BANKING SECTOR

Training and development plays a significant role in banking sector and this sector
is a vital part of any country’s service industry. The bank does provide trainings
depending upon the job requirement as well as considerations of the employees’
ability to perform. It is recognized that training improves the productivity and
effectiveness of employees and the company as a whole. The bank believes that
better trained personnel always add to the total value of the firm. It has been said,
“The more skilled the trainer, the better the performance of the taught”.

Therefore the objective of the research is to investigate and suggest the most
appropriate methods of training within the bank and also to analyze the current
situation of training in the banking sector and its response to productivity
improvement and the finding effective measures. Based on the survey, it was
found that the maximum numbers of employees in the bank feel the importance of
training and agreed that training should be made compulsory for every job
position. It is also concluded from the survey that training directly affects the
performance of employees and results in improving productivity in the long run.

This Research also includes a recommendation to the bank on how to improve


organizational effectiveness. It is believed that the result of this Research study
would help the bank in realizing the impact of training in achieving its goal along
with improving employees’ performance.
-- INTERNATIONAL BUSINESS – SCHOOL OF MANAGEMENT
(www.library.ait.ac.th/ThesisSearch/summary/Sunita%20Khanal.pdf)

36
PART TWO

PROFILE

37
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Industry profile

38
Banks in India can be categorized into non-scheduled banks and scheduled banks.
Scheduled banks constitute of commercial banks and co-operative banks. There
are about 67,000 branches of Scheduled banks spread across India. During the first
phase of financial reforms, there was a nationalization of 14 major banks in 1969.
This crucial step led to a shift from Class banking to Mass banking. Since then the
growth of the banking industry in India has been a continuous process.

As far as the present scenario is concerned the banking industry is in a transition


phase. The Public Sector Banks (PSBs), which are the foundation of the Indian
Banking system account for more than 78 per cent of total banking industry
assets. Unfortunately they are burdened with excessive Non-Performing assets
(NPAs), massive manpower and lack of modern technology.

On the other hand, the Private Sector Banks in India are witnessing immense
progress. They are leaders in Internet banking, mobile banking, phone banking,
ATMs. On the other hand the Public Sector Banks are still facing the problem of
unhappy employees. There has been a decrease of 20 percent in the employee
strength of the private sector in the wake of the Voluntary Retirement Schemes
(VRS). As far as foreign banks are concerned they are likely to succeed in India

The growth in the Indian Banking Industry has been more qualitative than
quantitative and it is expected to remain the same in the coming years. Based on
the projections made in the "India Vision 2020" prepared by the Planning
Commission and the Draft 10th Plan, the report forecasts that the pace of
expansion in the balance-sheets of banks is likely to decelerate. The total assets of
all scheduled commercial banks by end-March 2010 is estimated at Rs. 40,90,000
crores. That will comprise about 65 per cent of GDP at current market prices as
compared to 67 per cent in 2002-03. Bank assets are expected to grow at an annual

39
composite rate of 13.4 per cent during the rest of the decade as against the growth
rate of 16.7 per cent that existed between 1994-95 and 2002-03. It is expected that
there will be large additions to the capital base and reserves on the liability side.

The Indian Banking Industry can be categorized into non-scheduled banks and
scheduled banks. Scheduled banks constitute of commercial banks and co-
operative banks. There are about 67,000 branches of Scheduled banks spread
across India. As far as the present scenario is concerned the Banking Industry in
India is going through a transitional phase.

The Public Sector Banks (PSBs), which are the base of the Banking sector in India
account for more than 78 per cent of the total banking industry assets.
Unfortunately they are burdened with excessive Non Performing assets (NPAs),
massive manpower and lack of modern technology. On the other hand the Private
Sector Banks are making tremendous progress. They are leaders in Internet
banking, mobile banking, phone banking, ATMs. As far as foreign banks are
concerned they are likely to succeed in the Indian Banking Industry.

In the Indian Banking Industry, some of the Private Sector Banks operating are
IDBI, ING Vyasa Bank, SBI Commercial and International Bank Ltd, Bank of
Rajasthan Ltd. and banks from the Public Sector include Punjab National bank,
Vijaya Bank, UCO Bank, Oriental Bank, Allahabad Bank among others. ANZ
Grindlays Bank, ABN-AMRO Bank, American Express Bank Ltd, Citibank are
some of the foreign banks operating in the Indian Banking Industry.

40
Banking Industry has revolutionized the transaction and financial services
system worldwide. Through the development in technology, banking services has
been availed to the customers at all times, even after the normal banking hours, on
a 24x7 basis. Banking Industry services is nothing but the access of most of the
banking related services. In today’s world, progress of online services is available
to all customers of the concerned bank and can be accessed at any point of time
and from anywhere provided the place is equipped with the Internet facility. Now-
a-days, almost all the banks all over the world, especially the multinational ones,
provide their customers with Online Banking facility.

The Indian banking industry is today at the cross roads. It is trying to make the
transition from the era of socialist rhetoric to the era of the marketing mantra.

41
C
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Company profile

42
VIJAYA BANK

A) HISTORY

Vijaya Bank was established on 23rd October 1931 by late Shri A.B.Shetty and
other enterprising farmers in Mangalore, Karnataka. The objective behind
establishment of the Bank was essentially to promote banking habit, thrift and
entrepreneurship among the farming community of Dakshina Kannada
district in Karnataka State.

The bank became a scheduled bank in 1958. During 1963-68, nine smaller banks
merged with Vijaya Bank and the Bank steadily grew into a large All India bank.
Vijaya Bank was nationalized on April 15, 1980 and today the Bank has a network
of 913 branches that span all 28 states and 3 union territories in the country.

Vijay Bank has been constantly focusing on technological up-gradation. As on


October 2005, all the 913 branches have been computerized, covering 97% of the
bank's total business. The Bank has diversified into new areas such as credit card,
merchant banking, hire purchase and leasing, and electronic remittance
services. Vijaya Bank is one of the few banks in the country to take up principal
membership of VISA International and MasterCard International.

Vijaya Bank has the highest number of branches in its home state Karnataka.
During the financial year 2007-2008 the bank has opened 73 Branches of which 5
extension counters were upgraded.

The driving force behind Vijaya Bank's every initiative has been its 11528 strong
dedicated workforce.

43
B) ORGANIZATION STRUCTURE

BOARD OF DIRECTORS

CHAIRMAN & MANAGING DIRECTOR

EXECUTIVE DIRECTOR

Vigilance inspection Credit


& Risk (Operations)
Dept. pf
IT
Credit
(Recovery)
Personnel &
Treasury Mgt. Dept.
Planning &
Development

General Manager

Deputy General Manager

Chief Asst. General Chief


Manager Manager - Manager
IRD HRD PA & PD

44
The Head office hosts various functional departments that are instrumental in
policy formulations and monitoring of performances of the regions and branches.
The bank's Regional offices exercise immediate supervision and control over the
branches under their jurisdiction.

Today, living up to the ideals of the visionaries of the bank, the management
includes dedicated professionals, who bring with them a considerable amount of
expertise and experience in the banking industry.

1.1) FROM THE HR’S DESK OF VIJAYA BANK

The main objectives of the HR department of Vijaya Bank are to revamp the staff
training mechanism and to train the frontline staff training centers.

45
PART THREE

FINDINGS & ANALYSIS

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Trainer’s level

47
An interview was conducted at the Staff training College of Vijaya Bank. A
sample of 10 faculty members was interviewed. A questionnaire was used as a tool
for the interviewed.
(For details ref. to Study Methodology & questionnaire encl. in appendix A)

1.1) FINDINGS

The Training staff college of Vijaya bank is an apex college located in Bangalore.
This training school houses Vijaya bank’s best training staff who handles the vast
ocean of the banks 11528 work force. Thought the bank has been born centuries
back, and is a public sector bank,, the training school has not set back from the
real world, but kept itself abreast with the latest market trends in Bank Training.

The bank’s entire training team is made up of -

Principle

Asst. General Manager

Faculty (10)

48
This research as previously mentioned is based on training and development –
Content Development. And what better way to understand the context on this topic
than to interview the people from the field.

The training college conducts its training programs over a varied range of topics.
The topics are chosen based on various aspects like the job profiles, market
trends and other general leadership learning’s.

The training college imparts training programs in the following areas –


• Credit Management
• Risk Management
• Information technology – Centralized Banking Solutions
• HRD
• Industrial Relations
• Customer Service
• Asset liability management
• Retail products
• Money laundering
• Recovery management
Mandatory Programs
• Induction programs
• Pre-promotion training in respect to various tests
• Executive development programs
• Retiring employee programs
• Rural Development

49
The above mentioned programs are imparted to the sub-staff cader, right up to
the AGM and DGM level. These levels are trained through all the bank’s
branches. As mentioned above, there are some programs the bank conducts that
are compulsory for any employee at any level of the organization. The company
also conducts programs for retiring employees. This shows the loyalty of the bank
towards its employees, and that the learning and development does not end when
an employee leaves the organization.

The management at the levels over and above the AGM and DGM, are deputed to
external institutions. These institutions include the -
• Bankers Training college
• National Institute of banking management
• Banker’s institute of rural marketing
• National Institute of rural development
• College of Agriculture reserve banking.

Thus we see that, by attending outdoor training programs, the top level
management keeps itself abreast with the latest market trends, other related
markets and the workings of other banks. On taking such kind of training
programs, the information should be implemented first at the top level
management and then carried right down to the front line in the working of the
organization.

THE COURSE CONTENT

The course content for all the training sessions is prepared at the Apex College
well in advance. While preparing for the course content, various factors are taken
into consideration, like the needs of the employees in respect to their job profiles,
the current market trends, various customer requirements, changing technology,
various employee segments, Government policies etc.

50
THE FLOW OF THE COURSE CONTENT DEVELOPMENT

TRAINING COLL

The college wr
the HOD to gi
inputs on th
requiremen

THE FLOW –

1. Firstly, the Training Staff College of Vijaya bank drafts a rough copy of
the planned curriculum according to previous curriculums, government
policies, market changes, new job profile requirements, No. of employees
etc.
2. TRAINING COLLEGE
After the preparation of the draft copy, the training college than writes to
the Head of departments asking them to give in inputs as to what are
their training requirements of their respective departments.

The Training 51

College further
3. The HODs, then further gets in touch with the employees of their
departments, and takes in their inputs to what are their requirements. The
employees are required to give in their requirements in respect to their job
profiles, i.e. what are the contents / training programs they think are
important to be included and on what matters does information need to be
imparted.
4. The employees then hands over their requirements to their respective
HODs. The HODs along with the employee’s requirements and their own,
write back to the training college.
5. The information is then analyzed by the training college as per certain
guidelines. This, is then followed by the training college preparing another
draft of the curriculum.
6. This draft is then put before the training committee of the college in an
annual meeting which is chaired by the Executive director, along with the
General Managers.
7. After the meeting, the curriculum is finalized and the college comes out
with a Training calendar for the respective year.

The course content is revised every year by the training college so as to keep in
touch with various changes. In the process of the content development, the
trainer’s see to it that the content is changed and modified according to the need of
the hour and in context to the goals of the organization. The feedback of all the
departments is taken into consideration for the curriculum. Apart from this, the
college also gets opinions from the regional and field level officers all over India
relating to the program content.

52
At every field level the operational needs are also taken into consideration while
building the course content. This is done so that there won’t be a mismatch of
industrial academics and the gap won’t occur. The operational content is looked
into so that the employees can manage the practical aspect of banking along with
the basic necessities so as to provide a more efficient service to the customer.

We know that India is a vast country of varied cultures and business. This is one
major aspect that the bank looks into, as its branches are spread in every nook and
corner of this country. And thus the bank’s branches need to provide customized
services to its customers. This brings about the training needs of the various
employees to be different and varied. And because of this, the training college has
to see that it satisfies all these requirements of the employees so as to ultimately
keep its customers happy. The content of the training sessions needs to be area
based or according to the geographical regions were the branches are based. This
means that the employees are supposed to be trained in the respective business of
their regions. Take for example; agriculture is the main occupation in Kerela,
therefore the employees of the Kerela branches have to be trained in dealing with
farmers as their customers. They have to know the various banking products,
schemes etc which are related to the farmers. This also applies to all the other
branches in various parts of the country.

As mentioned earlier, the course content has to follow particular guidelines of


various institutions, like
• The RBI
• Government of India
• Other external sources like the KYC.
• Human resource

53
Mainly, the types of training programs are divided according to the placement of
the employees on the organization’s hierarchy.
• For sub-staff, the program’s content are based on soft skills.
• The clerical staff are being imparted their training programs based on
technical skills, functional skills and as well as soft skills such as
communications, stress management, decision making, motivation,
leadership etc.
• The Officers at Scale I to Scale III are trained in functional as well as
soft skills.
• The Officers at Scale IV and above have training sessions in regards to
management development programs. These levels attend training
sessions in house i.e. by the Staff training institutions and as well as
external programs organized by various institutions.

The evaluation of the course content and the training sessions as a whole right now
are only taken in the way of classroom end course evaluation through
questionnaires. The questionnaires include evaluations of various aspects like the
course duration, course content, faculty, infrastructure etc.

The nominations of the employees to attend the training sessions are centralized
at the Head Office and is done by the Human Resource Department. The
employees are normally given two training session in a year.

The training sessions that are given are non-residential throughout the country.
The duration of the courses depends on the type of training sessions conducted.
Apart from the induction program, the minimum no. of days a training program is
held is three days and the maximum number of days is six.

54
The various training methods that are used by the Staff College are –
1. Lecture method
2. Role plays
3. Case studies
4. Group discussions
5. Panel discussions

Today, the training sessions are upgraded and are driven with power point
presentations by the trainers. The use of the chalk method is almost nil. The
trainers say that this makes presentations more interesting and less tedious for the
presenter while training.

The employees are informed about the training sessions they are going to undergo
one month in advance. After the training programs are completed, training matter
handouts or CDs containing the training matter are given to employees. This is
done so that the trainees can in the future refer back to the training sessions that he
has attended. The training sessions are not made compulsory for the employees in
particular cases. This is done so that the training sessions do not go out of schedule
for the employees.

Talking about the faculty, we know that there are around ten permanent faculties
in the staff college. These faculties consist of general faculties and specialized
faculties. Apart from these, industrial visiting faculties also come in to conduct
training programs. This is done so that the employees are given first hand and
practical knowledge in the training sessions. These external faculties come in
depending on the type of training sessions. These external faculties may also
consist of retired bank personnel. These people are called in because of their
learned experiences in the banking sector. Competent officers of the bank and

55
management level people from various institutions are also some of the trainers.
The external faculties are not taken into consideration during content development.
The duration of the permanent staff trainers are five to eight years. These trainers
too undergo training before they start as trainers.

As of now, Vijaya bank has got only one full fledge non-residential training
college. The faculties from the apex college have to travel throughout the country
to their various bank branches to provide training to the employees.

56
1.2) ANALYSIS OF THE TRAINER’S DATA COLLECTED

A) Positive aspects

• Through the above data, we can conclude that the content development process
is broken into systematic parts. This brings about a clear vision in what should
be included in the entire curriculum for the entire year. In this way, they do not
compromise on the quality of the training session they conduct. They know
exactly in what areas training sessions should be conducted and for which
employees.

• One of the major factors of an organizations are the goals it wants to achieve,
therefore by having a clear vision of the training session for the entire year, the
bank makes it possible to fill the gap between what the company is
performing at the present level to what it expects to perform.

• In the content development process we see that the requirements of all the
levels of the employees in all the departments are taken into consideration.
This shows us that there is a huge level of employee involvement in the
matters of the training college. And even though the training sessions decisions
are taken at the head office branch, the bank does not forget about its
employees who are scattered around the country. Their requirements are also
taken into account.

• We know that Vijaya bank is an age old bank that have helped our fore fathers
in banking and the bank has been formed on the policies of those days. But in
spite of such a foundation, it has been able to meet its every customers need,
whether they may be from the new generation or the old generation or from
rural India or urban area. This can be concluded by seeing that the

57
requirements of all the bank’s customers are taken into consideration. The
services are customized according to the area of all the branches; this brings
about the bank employees to service their customers according to their
requirements.

• The companies’ content is made up of theoretical and practical courses. This


allows its employees to gel the two well in producing efficient services.
Practical knowledge is also imparted when the bank calls in for industrial
faculties.

B) Negative aspects

• As the bank has got only one training college at the Head office, it becomes
time and cost consuming for the faculty to travel all across the country to
conduct training programs to all their branches.

• As the training college is a non-residential school, it becomes an obstacle for


trainers who undergo training programs that are conducted for more that one
day.

• Taking view points’ right from the lower level can cause ideas to clash. The
training school may not be able to fulfill all the training requirements. And
when this happens employees may loose hope about contributing the next time
for the training session feedback.

• The training curriculum is only designed by the in house faculty. No other


external feedback is taken into consideration. In this way the training college
looses out on many practical aspects of the banking industry that need to be
included in the training sessions.

58
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Trainee’s level
1.1) FINDINGS

59
(For details ref. to Study Methodology & questionnaire encl. in appendix B)

A) NO. OF TRAINING PROGRAMS ATTENDED IN CURRENT YEAR

50

40

30

20

10

0
0 1 2
Percent 23.33 47 30

GRAPH INTERPRETATION

In the above graph we see that, till date of this financial year, mainly 47% of the
employees have undergone at least one training. But even thought it is just 23%, it
forms a huge portion of the employees who have not undergone even one training
program.

ANALYSIS

From the above statistics, we can analyze that employees undergo training in a
particular sequence. From the previous data, we know that ever employee has to
undergo at least 2 training programs in a financial year. Therefore we can say that
the bank tries to finish the training programs of a particular set, at a stretch, while
yet there is a set of employees who have not undergone any training programs.
This could possibly be happing because of the schedule of the training programs
that is the trainers or the basis of the topics which are carried out at the training.
A) VALUE ADDITION AFTER TRAINING PROGRAMES

60
100

80

60

40

20

0
Yes Certain extent
Percent 83 17

GRAPH INTERPRETATION

The above graph shows us whether there was any value addition to the employees
after the training programs that they have attended. And we can see that, there is a
positive response from the employees, with 83% saying that the training sessions
were useful to them in terms of knowledge.

ANALYSIS

Even though the bank has a positive response in respect to the value addition of
the training programs, there is still a 17 % who feel that there has been no result
improvement after the training session. The training college has to target this set of
employees and make greater efforts in the delivery of the training session, because
this small chunk form a big portion of the employees, which can increase in the
course of time, if measures of improvement are not taken into consideration. The
bank has also to take into regards whether the value addition that takes place for
the employees is relevant for their particular job profiles.

C) APPROPRIATE TRAINING DESIGN

61
80

60

40

20

0
Yes No
Percent 67 33

GRAPH INTERPRETATION

From the above graph, we can conclude that 67% of the employees agree that the
way the training is designed is appropriate to the training session of the bank. But
still there is a 33% percent who do not agree with the above or agree to it to some
extent.

ANALYSIS

Therefore, we can analyze that, improvements have to take place with regards to
the way the training is designed along with its delivery method that we have seen
in the previous analysis. By bringing these two factors together and improving
them, can make a lot of difference to the training session and will help not only the
employees, but also the bank in a long run, in regards to the efficient work it will
be able to extract from its employees. The training design consists of all factors
like the duration, place, faculty, method of training etc, which the training college
has to keep a close watch on.

D) IMPROVEMENT IN KNOWLEDGE AFTER TRAINING SESSION

62
100

80

60

40

20

0
Yes No
Percent 100 0

GRAPH INTERPRETATION

From the above information, we can gather that there has been a level of
knowledge that has been gained by the employees after attending the training
sessions, as the graph shows a positive response of a 100 %.

ANALYSIS

The above graph shows that the bank has been successful in delivering knowledge
to its employees in respect to their job profiles. But even with such a result, the
training college cannot sit back on this laurel; it has to see that there is a
continuous improvement in the matter, that is delivered to the employees. The
bank has to also focus on the kinds of knowledge they impart. It cannot only be
theoretical knowledge that the employee is expected to gain, but it should be a
mixture of theory and practical knowledge that has to be delivered. It also says
that the bank in getting a close view of the requirements of its employees and what
are the recent developments in connection to their areas.

E) IMPROVEMENT IN SKILL AFTER TRAINING SESSION

63
70
60
50
40
30
20
10
0
Yes No Partly
Percent 63 13 24

GRAPH INTERPRETATION

This graph tells us the level of improvement in the skill of the employee. We can
see that, the response is not very positive, thought we have 63% of the employees
saying that they have had an improvement in their skill. But still we have 13 %
and 24 % who have either not had an improvement in the skill or had it partly.

ANALYSIS

This shows us, that the training college has to improve on its training program as
far as delivering skill improvements to its employees. The company needs to keep
in mind that every employee has to have certain skill at his job, and the skills may
differ form employee to employee especially with the wide reach of the bank’s
branches. We can analysis from the above graph that the training college has to
keep a close watch on the skill requirements of its employees. As mentioned
earlier they should see that there is a continues development in the skills that is
required by the employees and the ones that are learned by them, cause such
factors today change at a rapid pace.

F) IMPROVEMENT IN ATTITUDE AFTER TRAINING SESSION

64
80

60

40

20

0
Yes No
Percent 77 23

GRAPH INTERPRETATION

The statistical information regarding the change in the attitude of the employees
after the various training session attended by them shows quite a positive
response. We have a set of 77% who have had an attitude change after their
training sessions. But still 23% have a negative response to this aspect of a
training session.

ANALYSIS

From the above graph we can analyze that the company may not be looking at
attitude change as a major factor while delivering their training programs. They
must be pushing it down to a lower level and giving more attention to other
training factors. This shows that attitude is not given a lot of attention compared
to other issues of a training program. Cause if 23% shows a negative response, it
must be from those training sessions that provide domain-specific knowledge
only, wherein other factors like the knowledge matter of the training session is
given the major importance.

G) REQUIREMENT OF MORE TRAINING SESSIONS

65
100

80

60

40

20

0
Yes No
Percent 100 0

GRAPH INTERPRETATION

The above graph talks about whether the employee wishes to attend more number
of training sessions during their work life in the bank. And we see that response is
against what is happing presently in the company. Presently an employee has to
attend two training sessions in a financial year, but from the above statistical
information we come to know, that this is not sufficient to the employees as 100%
of the sample size say that the company should conduct more number of training
sessions during a year.

ANALYSIS

With such a response we can say that the required needs of the employees are not
delivered within the planned number of training sessions, thus the number of
training sessions being insufficient to satisfy the employees. And as the needs of
customers are increasing day by day, the employees are expected to reciprocate to
the same and to do this they need to be aware of them at every point of time

H) ADVANCE INFORMATION OF THE TRAINING SESSIONS

66
54

52

50

48

46

44
Yes No
Percent 47 53

GRAPH INTERPRETATION

The information on the graph shows us that 53% of the employees are not
informed about the training sessions that they are going to attend, whereas only
47% are informed about them. These 47% are also not informed about all the
aspects of the training sessions, they are only informed about the duration, place
etc.

ANALYSIS

Through this we can examine that employees are not informed about their training
sessions well in advance. This could be because of last moment changes that
normally tend to take place with the schedule. The bank does not give an option to
the employees to prepare for the training programs, so that they can come with
some knowledge about the session. Informing about the training duration and
place is the first thing, but they need to give other factors also preference, like the
topic of the training program.
I) PRE-TRAINING ASSESSMENT

67
100

80

60

40

20

0
Yes No
Percent 0 100

GRAPH INTERPRETATION

The above question has attracted a negative response from the employees. No
employee receives a pre-training assessment in the bank.

ANALYSIS

Thus we can say that the bank does get to know the requirements of the employees
through assessment tests. And because of this the bank will not be able to plot as
to where the employees stand in respect to their skill, knowledge on a particular
topic, and when it does not avail of this information, it will not be able to plot
what the employee already know and what the employee needs to know. With this
the training program will be able to patch the gap between the two. Without the
pre-training assessment the company will also not be able to see whether their
training programs have been successful in fulfilling their objectives.

J) POST-TRAINING ASSESSMENT

68
80

60

40

20

0
Yes No
Percent 27 73

GRAPH INTERPRETATION

The above statistical graph shows us that along with the pre-training assessment,
the training college does not conduct post-training assessments, as we have an
entire 73% of the sample giving a negative response. The only assessments they
conduct is in regard to the training sessions, wherein the employees have to feel in
an evaluation sheet about the training sessions that they have attended.

ANALYSIS

Through this, we can get to analyze, that it will be very difficult for the training
college to asses its training programs. This will not allow the training college to
bring in improvements in the training sessions, because they won’t be aware of
such changes that are required to increase their investments on their training
programs and get equal returns to the same. This may injure the company in the
long run. Not conducting training programs will not only affect the bank, but also
the employees, as they won’t be able know their level of their weaknesses, and
what kind of training session they require.
K) UP-DATED CONTENT TO JOB PROFILES

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50

40

30

20

10

0
Yes No Sometimes
Percent 50 26 24

GRAPH INTERPRETATION

The above question tells us whether the training sessions are updated on a regular
basis and whether they are in touch with the current market trends of the banking
industry. And from the above data we get to know the training college is updating
its training content as we have 50% of the sample giving a positive response. But
there are still a major percent that either says no or it is sometimes done.

ANALYSIS

Thus we can analyze that the training college to a certain extent keeps a close
watch on the changing markets and makes changes accordingly. But there are still
gaps in the training content that it has to see to so that the employees are efficient
and abreast with the latest customer requirements in various situations. By not
knowing the recent trends, the training programs will not be able to upgrade itself
to match the various job profiles of various employees throughout the country.

L) MODE OF TRAINING

70
50

40

30

20

10

0
Lecture CD Web
Percent 33 17 50

GRAPH INTERPRETATION

In the above graph, we get to know how an employee prefers his training, that is
through which mode. We can see that the majority prefers the web based training.
Whereas 33% still prefer the lecture based training which is the current way of the
bank’s training mode. And we still have 17% percent who prefers it CD based.

ANALYSIS

With such a view point, we can say that the trainee’s are in touch with the latest
development in technology, but the training college has not yet started taking their
training sessions thorough the web. The bank can take this into consideration and
see what kind of training session it can provide through the web. But still it will
take a little time for such a change to take place, as we still have a huge number of
employees who still prefer the current mode of lecture based training. This aspect
has to be taken into consideration, as many employees might not be comfortable
with web based training or the change as a whole, as they are used to the present
training mode for many years.
M) REFERENCE TO TRAINING CONTENT

71
80

60

40

20

0
Yes No
Percent 33 67

GRAPH INTERPRETATION

The above bar graph tells us whether the content material given to the employees
after the training programs are referred to by the employees. Thus we can see that
only around 33% of the employees refer to the content, which is also not to a great
extent. But we have an entire 67%, who do not refer to the content

ANALYSIS

This shows us that the content of the training sessions do not motivate employees
to refer to it in the future. This could be because of many reasons. Normally its
human tendency not to refer to any book material in the perception that they have
undergone the training and that they have the knowledge of that matter.
Sometimes content material may not be attractive, be very dry, or is not rich in
content, which does not motivate the employees to refer to it in the future. This
problem will not help a training session to be successful as all the information
provided by the sessions should be used for continuous improvement and for this
employees need to refer to the content material later.
N) IMPORTANCE OF VARIOUS FACTORS IN TRAINING

72
80%

60%

40%

20%

0% Infrastructure Content Method Faculty Duration

1 24% 67% 44% 67% 37%


2 33% 33% 33% 20% 33%
3 30% 23% 13% 17%
4 13%
5 13%

GRAPH INTERPRETATION

The above statistical graph shows us the importance of various factors in a training
program. We can see that, faculty and content of the training sessions are the
important factors than the remaining. After that we have the method and
infrastructure that are important in a training session. And lastly we have the
infrastructure factor.

ANALYSIS

Thought every aspect has got different levels of importance, the training college
has to give importance to all the aspects for the training session to be successful
and fruitful. But the two things that have got to be taken care of are the material
and the trainers of the session. We can also see that some employees do not give
any importance to certain factors like infrastructure. But today in the technology
driven world, infrastructure or we could say the facilities used, makes a difference.
O) PRE-TRAINING INPUTS

73
80

60

40

20

0
Yes No
Percent 67 33

GRAPH INTERPRETATION

When we talk about pre-training inputs, we mean inputs about the particular topic
that the trainee is going to attend. Thus we see that the companies do provide some
training inputs because 67% of the samples have received information form the
management.

ANALYSIS

It is not only enough to give the input about the training session that the employee
is going to attend. It is for the employee to see that he looks up any matter on the
topic beforehand. This can help the training session to be more valuable and
interactive. Whereas not getting any training input, will not allow an employee to
be prepared for the training session that he is going to attend. This will not allow
the company or the employee to see what is the level of knowledge that they
already have and what knowledge they need to intake.

P) TYPE OF SUBJECT CONTENT

74
60
50
40
30
20
10
0
All Theory Practicle+Theory
Percent 60 40

GRAPH INTERPRETATION

The above graph shows us the type of subject content that the training sessions
carry out. We see that the response is more inclined towards the training session
being more theoretical and less practical, as we have 60% of the employees giving
such a response.

ANALYSIS

As we have seen earlier, the majority of the sample size says that the training
sessions need to be updated as per the current market trends; this main response is
in favor of the content being more market oriented which means that the content
has to consists of matter that is particle along with theory. Whereas with the above
statistical data, we can analyze that the bank still needs to work on its content by
making it more towards reality based rather than just theory. We can see that the
employees think that the training sessions are more on theoretical aspects and less
on the current market cases which is the practical side.

1.2) THE ANALYSES OF THE SURVEY IN RESPECT TO


CONTENT DEVELOPMENT

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As we have studied the findings of the survey, we can say that all of the above
statistical analysis will affect the content development of the training sessions.

• We see that the majority of the employees require to have more training
sessions, this tells us that the content of the training session will change, as
the training college will have to develop new training programs having
contents spread over various training sessions.
• The value addition information will also affect the content, as the trainer
has to keep it mind while building the material, as we still have a chunk of
the employees who are still not feeling that there is any value addition after
the training sessions.
• The training session in respect to knowledge, skill and attitude will be the
major factors which will alter the training matter, as one has to keep in
mind that in which ever way the material is formed, it has to see that all the
above three are taken into consideration and are delivered accordingly.
• While forming of the content of the training session, the design of the
training session has to be kept in mind, as all training designs cannot get
along with all kinds of content.
• The pre and post training analysis if not conducted, we won’t be able to
frame the content in the required manner, as we won’t be knowing what
matter is required by the employees, what matter they already have, and as
such what matter is required to be delivered. We also won’t be able to find
out whether the already delivered matter is sufficient and right to meet out
particular objectives.
• Another thing we see that the employees feel that the content of the
training sessions need to be updated. Therefore we can analyze that current
market trends change the contents of the training sessions from time to

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time. And the changes should be positive towards the job profiles of the
employees.
• We have seen that the content material given to the employees after the
training sessions are not referred to in the future. Therefore sometimes
training session may go of waste. This thus affects the way the training
content is designed. Therefore, the material in the training content will
motivate the employee to refer to it in the future.
• In the majority of the cases, we see that the training content is one of the
major factors that affects a training session. Therefore huge amount of
importance should be given to this aspect along with the other fators like
training duration, infrastructure faculty etc. The kind of other factors will
also affect the kind of content that is developed.
• The collected statistical data shows that subject matter of the training
program should consist of theoretical and practical knowledge in the
right context. Therefore a content of a training program is judged on these
two important factors.

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PART FOUR

RECOMMENDATIONS

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C
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A
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E
R
O
N
E

Recommendations
(Overall)

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After the statistical data collected from the training school and the employees and
after analyzing it, below we come out with few proposed recommendations in
order to get the required percentages up for a positive response. There are some
steps that are every necessary to be taken in order to help and bring about
efficiency in the content development of a training program. And by doing this,
the bank will be able to raise its returns on the investments it puts in every year to
train its employees.

• Training content needs to be theoretical and practical


As we have seen that employees feel that the content of the training session needs
to be more on a practical basis because this will be able to tell the customer what is
going on right now in the market. And as we already know from the above
information given by the trainers, the content of the training session are revised
once a year. Therefore it is recommended that this revision could take place as and
when there are changes in the market. This would help the training college to be
abreast with the latest trends, along with which the change takes place, and not
wait for one year and then only make the changes. Especially in cases were new
products; new schemes come in the picture.

• Consult external parties for content development


The content development for the executive development programs should be
carried out in consultation with top management, along with B-schools like the
IIMs. This will help in the designing of the content is a much better manner, as the
right people will be involved with it. Also external industrial faculty, past banking
employees, should be involved in the content development. These are the people
who will be able to add the practical aspects of the knowledge to be delivered,
cause they have experienced it and know what aspects an employee needs to have
and as mentioned earlier they are the best people to talk about the working of the
industry in the present environment.

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• Expand training topics
During the study it was seen that many areas were not touched upon. Areas like
cooperate governance, strategic management, leadership styles are some of the
programs for which the content should be developed.

• Close tie-ups between the research and training team


We know that to draw content, the company needs to know the various
requirements, current market scenario; various job profile requirements, and
different customer requirements in different parts of the country. We know that the
bank gets in this information from its employees. The bank also has an in-house
research and development team which keeps track of such kind of information.
Therefore it is recommended for the Training and Development College to be in
close working with the research and development team. The two teams should
work in synergy in the development and implementation of the course content.
This will make the training session more efficient as well as scientific. This will
allow the training session to contain the matter that is really required by the
employees. The Bank will also be able to evaluate its training sessions in the
course of time.

• Content should be flexible


The course content of the training session should be flexible, changeable and
adaptable to different environments. This will also help to achieve the company
goals as these goals are very volatile to the markets. It is very necessary for the
training college to keep in mind the goals of the company while designing its
training sessions, as ultimately the training sessions have to help in fulfilling the
these goals.

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• Decentralized Nomination
The nomination of the employees to attend the training programs is done by the
HRD department of the Head Office. It would be a better option if the selection is
decentralized at the RO level. This will be a positive step, as at the RO level it will
be every clear as to which employees require what kind of training session, as they
are more in contact with the employees than the HRD department of the HO.

• More training / residential institutes


The only training college of the bank is non-residential. For training programs that
extend beyond a day, it would be much more appropriate to have residential
schools. This would be much more convenient for the trainers and trainees, as the
both wouldn’t have to travel for each day of the training session. And apart from
few residential training schools, the bank should also have other training institutes
across the country, as the bank braches are also spread across a wide area, and it
becomes difficult for training session to happen in other parts of the country other
than the Head Office.

• Increase in number of training sessions


The training college needs to increase the number of training sessions that an
employee can attend in a year, as maximum number of the employees, feels the
need for these training programs and especially because of the vast banking
industry.

• Content and faculties used are important factors


The company has to be very careful in the Content development and the faculties
conducting the training program, as these are the two most important factors that
count in a training session. Other factors like duration, infrastructure, training
method / mode etc. should also be taken care of for the training session to be

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effective. With the advancement in technology, the infrastructure used for the
presentations should also be looked into.
• Impart right kind of skills
The company should take especial efforts to see that it imparts the right kind of
skill to the employees, because skill is the ultimate factor that will produce either
an effective or ineffective output to the customer. Skill basically talks about how
the employee goes about doing his job. The training sessions should concentrate
on imparting the right skill to the right employee. The company should conduct
general training programs that will impart the basic skill required by any
employee. There are two kinds of skills that should be given equal importance in
an employee; one is domain-specific and domain-general skill.
• Training assessments
Other important recommendation is that, it is a must for the training college to
conduct pre and post training assessments. These tests can be conducted for new
employees, during promotion, at the start of every year or even before a training
session. These tests can let the company know about the gap between what an
employee knows and what an employee needs to know. This will clearly tell what
needs to be included in the training content.
• Reference of the content
If the company is going to give handouts of the content material of the training
session, it should see that the content is hard core, which will get the employee to
refer back to the content in the future. Normally, training content material is not
referred to; therefore the content should attractive, like being short and crisp and to
the point.
• Informing about the training sessions
Whenever a training program is conducted it should be informed to the employees.
Information should not only be given on the duration or the place of the training,
but also what topic the session will handle. This can let the employees have a pre-

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preparation can take place. The employee can refer to information based on the
topic of the training session.

C
H
A
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Content conversion
(PROPOSED DEVELOPMENT FOR VIJAYA BANK)

The following is a research study done during the summer internship


program. This research study is done as a recommended suggestion for

84
Vijaya Bank for their training and development department. The bank
presently does not use the web based learning as one of its training
techniques. It would help Vijaya Bank in the long run in increasing the
efficiency of its training program. Below we see to the various factors of the
research study as to why the company should go in for web based learning
and how it should go about this entire process.

COMPUTERS! Nothing can function without it in today’s world. Everything, yes


nearly everything & everyone is now associated with this marvelous little thing.
No aspect of life remains untouched by its phenomenon and in fact it shouldn’t,
when it makes life easy as well as accurate. As the computer technology advanced,
the learning and education with it also enhanced. One of the terms associated with
the computers is E-Learning. “Commonly referred to the intentional use of
networked Information and Communications technology in teaching and learning”
(“E” stands for the word “Electronic” in E- Learning.)

In the following paragraphs we will be associating e-learning with the content /


curriculum of the bank. Wherein, the bank transforms its content to the web,
which is known as Content Conversion.

A) WHAT – WHAT IS CONTENT CONVERSION FOR THE BANK?

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The bank might have a wealth of training content in their learning repository but
with the advent of newer media, there is a need to convert these trainings in
multiple delivery modes for rapid and cost effective training programs.

When there is a content conversion that takes place, the bank will go through
change in their training program and thus adopt the concept of eLearning.

E-learning is defined as the delivery and administration of learning/training


opportunities and support via computer, networked and web-based technology to
help individual in performance and development. E-leaning enhances learning by
extending and supplementing face-to-face learning rather that replacing it. E-
learning is essential web based, although it can include the use of distributed
technology products, which do not require the user’s computer to be networked.

E-learning is not so much about technology as about learning based on


technology. However, it is the use of intranet that has offered most scope for
learning. In its fully developed form, E-learning is a more comprehensive
approach to learning than the earlier developments, especially when blended with
other learning methods.
The different types of e-learning are:
• Self-paced e-learning when the learner is using technology but is not
connected to instructors or other learners at the same time.
• Live e-learning in which the use of technology, the instructor and the
learner are together at the same time but in different locations.
• Collaborative e-learning, which supports learning through the exchange
and sharing of information and knowledge amongst learners by means of
discussion forums, communities of practice, bulletin boards and chat
rooms.
B) WHY- WHY IS eLEARNING BENEFICIAL TO THE BANK?

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E-Learning highlights new dimensions in education. It provides several benefits
like, easily accessible study material, no physical attendance, material
available round the clock, wide range of courses to meet your needs, cost wise
as well as course wise, ranging from a certificate to a degree without any
problem. Other benefits are flexibility, that is, choosing an instructor based or
without one course. In this type of learning the retention level of learner is
automatically enhanced, since the courses are selected by the learner itself,
therefore, the chances of dropping out or becoming disinterested are rare and the
attention level is automatically raised. There are more opportunities available as
compared to traditional classroom.
The above benefits can also be justified from the above statistical data provided
and also the company will be able to adhere to the recommendation.
• It will be able to give more number of training session easily, without the
worry of time constraints or the shortage of any other factors of training
• The employees will also be able to refer back to the contents in the future
from the web.
• The training college will be able to update its content over the web as and
when it requires
• Pre and post assessments can be carried out online.
• The College does not have to worry about the shortage of its training
schools.

C) WHEN- WHEN SHOULD eLEARNING BE USED BY THE BANK?

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In the turn of the twenty first century, companies are being warned against
jumping into technology based training which seems to be the apt environment
around. Companies fall into the technology trap as they do not have an effective
strategy plan on the basis of which they handle the technological change.
Companies are tempted to jump into using technology for training on the basis of
the technology they like best instead of the technologies they are best supported
the directions they wanted to go in, the amount of growth they wanted and the
degree of change they would handle.
It’s easy to tell which companies do not draw their plan. These are the companies
that train a lot and never get anywhere. One needs to look at building a cohesive,
coherent strategy for using technology based training that is linked to the
company’s goals, consistent with the culture and appropriate to the resources. The
effectiveness and the efficiency of technology-based-training when its purpose is
shaped by thoughtful planning and an ongoing learning.
An important characteristic of a planned approach to implementing technology
based training is that the financial benefits in both the short term and the long term
can be increased, by accelerating the return on an organization’s initial capital
investment. Short term profitability can be achieved by reducing non productive
time and the costs associated with the traditional instructor led delivery while
increasing the level of usable knowledge in the workplace. Long term profitability
can be achieved by training more people and training them quickly and effectively.
As employees begin to behave like independent learners and can count on a
technology based infrastructure to support them, they will begin developing and
applying new skills without the need for a costly trainer to prompt them or
expensive classrooms and facilities to support them. In this way technologies not
only make training more effective, but most important transforms the business
process making each employee more valuable.
D) WHERE

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Thought web based learning is the best possible thing for training and
development; it cannot be used in all cases. There are some training and
development sessions that are better done by a lecture based method. Following
we see in which situations elearning is not applicable.
• Induction programs – Induction programs cannot be carried out through
elearning. This training session is better done face to face with the
company. This is because this kind of training will be the starting point of
were an employee gets to know the company and meet its employees.
• Out door training – This is a technique of training, wherein the employees
are trained outside the four walls of a training class. As the name suggest,
the learning is derived through outdoor activities.

E) WHO- WHO SHOULD BE INVOLVED?

In the scenario of the bank going in for a content development through web-based,
it should build an efficient team, these teams consists of the following -
• The Subject Matter Experts (SMEs) – These would consist of the faculty
committee, who builds on the main content for the learning, which
subsequently will be converted.
• The Content Developers - Content developers write the Web page content,
along with online research on different industries and products, developing
text for various portals websites and web pages, using creative writing
approach for every account etc.
• The Graphic Designers - Web designers and Web graphic artists are the
people who make the Web sites look nice. In the three layers of Web design
they work on the style and presentation of the pages. These are the people
who worry about the position of elements on the page and all the design
specifics like color or balance.

F) HOW – HOW VIJAYA BANK SHOULD IMPLEMENT?

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Before going into such a drastic change, the Bank has to keep in mind certain steps
that it needs to take into consideration, so that the risk factor is reduced and the
Bank can be confident about the change being effective and fruitful.
For this the following situations need to be created -
• Understand the company’s business and culture
• Speculate the future
• Create a picture of a high performance workforce
• Focus on performance enablers
• Review Current Constraints
• Develop the architecture
• Develop and implant Bank Plans
• Evaluate, Communicate and iterate
One has to be quite clear while choosing for an E-Learning Service. Since it is
important to determine the services that your company needs and start formulating
an e-learning strategy, considering its implications, its possibilities of success and
failure, etc. There are number of E- Learning Services that Vijaya Bank may
implement, namely-
i) A Learning Management System
It is an enterprise-wide software that works hand in hand with the HR system,
maintaining the records of the employees, web- based training and classroom
delivered courses, as well as the online enrollments. It also allows the learners to
review, launch register online courses.
ii) Off The Shelf Courseware
This service is related to note taking, screen prints, pre and post assessment,
glossaries, license support services etc. for the Web-Based Courses which are
delivered over the internet or an intranet.
iii) Custom Web Based Courses

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It is customized to the requirements of certain courses.
iv) Synchronous, Collaborative Learning Tools
Learning occurring while using simple tools like chat and teleconferencing, audio
and video conferencing, application and sharing and many more.
v) Advisory or Information Services
Is a service which is domain or industry specific or can be used to provide general
information regarding any business. These services include services like E-
Newsletter, discussion forums etc.
vi) Coaching and Mentoring Services
Aimed at an IT audience, helping technical professionals providing online
coaching services for help.
vii) Knowledge Management Tools
Collect, store and distribute information within a business or other organization
viii) Competency Management Tools
Identification of skills and knowledge available within the organization and
thereby helping HR system
ix) Library Software
Manage circulation, print overdue notices, and import and export data and allows
you to publish catalog to the internet or intranet.

The selections of the E-Learning Service can determined by the Bank, but keeping
in mind its needs and support system. Using rich media that will enable you to
reuse the converted learning content and deliver them in multiple formats:
Instructor Led Training (ILT), Self-Paced Computer Based Training (CBT) or
Interactive Web Based Training (WBT). Media elements such as audio, video,
illustrations and animations, along with interactive features, and delivers highly
effective training content.

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CUSTOMISED CONTENT CONVERSION
Learner of today is smart, intelligent, creative adaptable and eager to learn the new
aspects of technologies emerging everyday. But, each learner is different;
therefore the same content does not help all the learners in the same way. Every
learner has a different need, capacity, pace and cognitive level, so every learner
requires a different content to make him or her understand optimally. Hence, we
come out with CUSTOM-CONTENT DEVELOPMENT
Often custom training/learning content is trapped in a proprietary format that binds
the learning content to a particular viewer and editor. To be liquid, learning
content needs to be free from its proprietary format and thus, free from its
proprietary editors and viewers. Custom Learning Content Conversion is thus a
significant aspect for the bank’s effective content management and covers:

i) ILT to CBT: New media treatment and instructional strategies are applied to
convert learning content to an interactive, self-paced learning format.
ii) ILT to WBT: ILT learning content is converted to either synchronous or
asynchronous WBT format using special facilitation and interaction strategies.
iii) CBT to WBT: This primarily entails technology migration to Web
technologies and optimizing media assets for low-bandwidth delivery. Conversion
of your existing web-based learning content to ensure compatibility with a
learning platform of your choice, and creation of interactive e-books and web-
enabled manuals are some additional software that can be used.

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DISTRIBUTED LEARNING NETWORK (DLN)

A DLN is a software architecture that allows the integration of various processes


and tools involved in training. These tools include front-end analysis, design of
instruction, development of leaning content, on-line delivery of content,
management of learning and results.
Through DLN the training college can convert its training process (below
diagram) from paper work to an online process. This thus can be faster and reach
more number of employees.

TRAINING COLLEG

The college writes


the HOD to give i
inputs on their
requirements

COMPANIES PROVIDING CONTENT CONVERSION OUTSOURCING


• Soft Indigo
• NIIT
• Interactive Advantage Corporation
TRAINING COLLEGE
• Tool Book

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The Training
PART FIVE

CONCLUSION

To Conclude…

With such a change in the training industry today, there is a thin line of difference
between quality and quantity. For training and development to be successful and
continuous, this line of difference should be eradicated. Both, quality and quantity

94
should merge together so as to providing the right kind of learning on a constant
basis.

There is always a room for improvement in anything, and Vijaya Bank should
explore this opportunity. Though this bank has grown a thousand fold and has
provided services to every nook and corner of India right from the 1931, it has still
kept abreast with the changing markets / customers. But as said earlier
development should be on a continuous basis. This will take place only if the main
resources of the bank that is its employees have a constant learning and are
upgraded in their respective job profiles.

In the following project we have seen the many areas and ways in which the bank
can improve, which will in turn help them in the long run. The bank has to see that
all the aspects of their training and development department have to be brought
together in the right proportions.

As suggested the bank should also go in for content conversion i.e. elearning. This
will help the company in its training work and the bank will also be connected to
the outside world. Through web based learning it can also make its training
material know to the rest of the market.

Thus we see that whatever the Bank does or plans in doing, it has to take into
consideration all the aspects of its business, right from its employee till its
customers. But no matter what it does, it always has the best interest of its
stakeholders in mind.

1. BIBLIOGRAPHY
A) SECONDARY DATA
1. Company / other relevant websites
• www.suntecindia.com/data-entry-india/internet-content-conversion-india.htm
• www.eeng.dcu.ie/~molloyd/research/MuirisPresentation.pdf

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• www.transwareinc.com/whitepapers/elearning_content.aspx
• www.lionbridge.com/lionbridge/en-US/services/technical-publications/legacy-
content-conversion.htm
• nimas.cast.org/about/resources/conversion_services.html
• www.marklogic.com/information/content-conversion.html
• www.wipro.com/learningsolutions/contentconversion.htm
2. Company books, articles, relevant information
3. Management Books
• The ASTD – The Handbook of Training and Design (TATA Mcgraw-Hill)
– George M. P., Peter B. , Brandon Hall – Pg. 158, 173
• HR management and practice – Micheal Armstrong – Pg. 559, 583
• Strategic Human Resource Management – Jeffrey A. Mello – Pg. 401
• International Human Resource Management – Peter J Dowling – Pg. 117
4. Periodical & Journals
• Banking and Finance – April 2008
• HRD Newsletter –
1. June 2008 – Leadership Training, Excellence in training
2. March 2006 – Sensitivity Training
3. December 2006 – Post Training Evaluation
B) PRIMARY DATA
1) Questionnaires
2) Information collected by Interviews
3) Research Study
2. APPENDIX

A) VIJAYA BANK-STAFF TRAINING COLLEGE


QUESTIONNAIRE - CONTENT DEVELOPMENT

96
PART A
1. Number of training sessions conducted for middle level management per
year
2. What are the various training programs organized for middle level
management?
3. Selection criteria for the employees to undergo training
4. Types of training methods used –
Lecture-demonstration / Computer based training / Simulations /
On-the-job training
5. Any Pre-training requirements for middle level management

PART B
1. The process carried out for content development
2. Basis of content development
3. Criteria for judging content validity
4. Any central content framing institutes that the company has to follow
5. Employees role in content development
6. Difference between content development in private and public sector banks
7. Previous / required changes in content development

B) TRAINING AND DEVELOPMENT


FEEDBACK FORM ‘08

Department: _________________________________

Designation: _________________________________

97
Years worked in the organization (till date): __________________

1. Number of training programs you have attended in the past one year?

___________

2. If not, what are the other training programs you have attended?

__________________________________________________________

__________________________________________________________

3. Was there any value addition after attending these training sessions?

Yes No

4. Was the training design/the way it was delivered appropriate for the

concept?

Yes No

5. Have the training session helped you in building your -

Knowledge Yes / No
Skill Yes / No
Attitude Yes / No

6. Do you feel the need to attend more training sessions to improve your

performance further?

Yes No

7. If Yes, how many more _______

8. Are you informed about the training session well in advance?

98
Yes No

9. Do you undergo any pre-training assessment?

Yes No

10.Do you undergo any post training assessment?

Yes No

11. Do you think that content of the training sessions are up-to –date with

your job profiles?

Yes No

12. If not, what are the areas that have been missed out in the content of the

training sessions?

__________________________________________________________

__________________________________________________________

13. How would you like your training sessions?

Through a lecturer CD Web (internet)

14. Do you refer to the content material of previous training programs?

Yes No

15. Rate the following based on their importance in a training session -

(1- Very Imp., 2 – Imp., 3 – Medium, 4 – Not so Imp., 5 – Not Imp.)

Training Infrastructure 1 2 3 4 5

Training Content 1 2 3 4 5

99
Training Method 1 2 3 4 5

Faculty 1 2 3 4 5

Duration 1 2 3 4 5

16. Are you provided with any pre-training inputs?

Yes No

17. Is the subject content of the training programs

All theory and little practical knowledge

Both theoretical and practical knowledge

18.What is your overall opinion of the training programs held at the bank

for employees?

_____________________________________________________________

_____________________________________________________________

_____________________________________________________________

--- THANK YOU –

100

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