ahana sharma repooort

8/3/2019 ahana sharma repooort

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A STUDY ON HRM PRACTICES AT ING VYSYA

A TRAINING REPORT SUBMITTED TO THE DEPARTMENT OF BUSINESSADMINISTRATION, UNIVERSITY OF RAJASTHAN, AS PART OF THE

MASTER OF HUMAN RESOURCE MANAGEMENT

SESSION (2011-2012)

SUPERVISED BY: SUBMITTED BY:

Dr. R. R. Sharma Miss. Aahana sharma

Asst. professor of Dep. Of Business Adm. MHRM FINAL YEAR

St. Wilfred P.G. College, St. Wilfred P.G. College,

Jaipur. Jaipur.

ST. WILFREDS P.G. COLLEGE

Mansarovar, Jaipur


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CERTIFICATE

This is to certify that training report bearing the title A Study of HR Practices at ING

VYSYA Life Insurance has been completed by Ms. Aahana Sharma under my guidance andsupervision

To the best of my knowledge the work is original. The facts reported in this report have been

collected first hand by the candidate. Other source wherever used have been duly

acknowledged.

Dated: 08/02/2012 DR.R. R. SHARMAAsst. professor of Dep. Of

business administrationSt Wilfreds P.G. College, Jaipur.


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PREFACE


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This project is an attempt to Study On HR Practices at Ing Vysyaand provide

suggestion for its development. The three main HR Activities at Ing Vysya is Talent

Development, Talent Acquisition, and Talent Management. These activities mainly include

the process of Recruitment and Selection, Training and Development, the norms and policies,

Performance Management System (PMS), Full &Final, etc. The study was done in order to

analyze the complexity of Recruitment and Selection and provide suggestion to simplifying.

The title of the project is A Study based On HRM Practices at Ing Vysya . The key

area of concern is to analyze the RECRUITMENT & SELECTION METHOD

SYSTEM IN ING VYSYA and to find out that what are the better WAYS TO

Recruitment and Selection.

.

Dated: Miss. Aahana sharma

MHRM FINAL

YEAR

ACKNOWLEDGEMENT


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Before we get into the thick of things, I would like to express my heartfelt thanks and

gratitude to all those who have helped me in numerous ways in the accomplishment of my

project.

I would like to thank the St. Wilfred P.G. Collage, Jaipur and ING VYSYA Insurance for

having provided me with a great opportunity to work and learn through Summer Internship

Program.

I am extremely grateful to my faculty guide Dr. Rakesh Roshan Sharma for providing me

with positive guidance, supervision and co-operation towards the making of my project and

doing the nomenclature of my project. My project would not have been what it is today

without her invaluable, kind and friendly assistance

I express my thanks to Mr. Sandeep Tyagi(Branch Manager) of ING Vysya, for involving

me in day-to-day work at the office, for giving me their valuable time out of their busy

schedule and constantly encourage me during my training at the company which gave me an

insight to the actual environment in the industry.

I extend my thanks to Ms. Divya Avasti (HR department) share some of their work which

indeed enhances my knowledge about the working of the department, ways in which things

are planned and most of all the execution that follows.

Above all, I would like to extend my sincere gratitude thanks giving to my parents, friends,

and all my near & dear ones for their valuable encouragement and for leading a big helping

hand in process of successful completion of my project.

Miss. Aahana sharma

MHRM Final Year

TABLE OF CONTENT


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S.No. CONTENT PAGE No.


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H.R.M

Following are the various HR activities carried out at ING Vysya Bank:

Recruitment and Selection:


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The recruitment process at ING begins with the identification of the posts to be filled and

accordingly short listing the number of people required from the total applicants for the

suitable position. The job description for the empty post is compared with the person

specification of the applicants (for example the qualification of the applicant and the required

qualification for the job), through interviews and those applicants whose profiles match with

the desired post are likely to be selected.

Compensation and Benefits:

ING provides compensation and benefits to the employees through monetary and non

monetary means. Monetary means are usually in the form of pay hike, bonuses, travelling,

housing and dinner allowances, family insurance and loans offered at a subsidised rate.

Whereas non monetary means include awards and trophies, gift vouchers and coupons,

family holiday and vacations, etc.

Training and Development:

The training and development program conducted at ING is a differentiated process.

Different forms of training activities are undertaken for employees at different levels in the

managerial hierarchy. For the new recruits an induction is carried out in which the employee

is introduced to the organization. He is given a briefing about the organization, its values,

mission and vision and the basic culture of the organization.

For sub staff members a training program also known as Ladder of success step 1is carried

out. In this program the blue collared employees of the organisation are trained to improve

their communication skills and working techniques to obtain a better output and self growth.

Training program for the next level of the hierarchy is known as Ladder of success step 2.

It consists of basic training for clerks and also for other blue collared employees.

Master class training is carried out for Branch Operators and Service Heads (BOSH). Here,

the BOSHs are trained how to execute the operations of the bank efficiently and effectively

thus ensuring smooth workflow of the branch.

In case a new financial product is introduced a training program called Edge is undertaken

for the wealth managers to generalize them with the necessary knowledge of the same.

Performance Appraisal:

The performance appraisal process begins with the goal setting by the employee in the

beginning of the financial year. This goal is then approved by his reporting activity. Beforeend of the financial year the goal achieved is reported to the reporting authority which


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approves or disapproves it. The performance appraisal is carried out by using this as a mean

of evaluation.

Exit:

In case an employee wants to resign the organization, he is required to hand over his

resignation letter, which is then followed by an exit interview in which the manager tries to

find out the reason for the resignation of the employee and if applicable tries to retain the

employee by offering incentives (for example price hike). In this interview, if the manager

approves the employees resignation, his last working day is decided. In case employee

wishes to withdraw his resignation the manager handles this case separately.

On-Boarding Process:

After the selection, the employee is given an employment offer. After the employee accepts

this offer he is given a joining manual form to be filled by him and submit the necessary

documents along with the form. The information of this employee is then entered in Human

Capital Management (HCM). In this process the employee personally has to visit the ING

head office in Mumbai for on-boarding process. After the HCM procedure, the documents are

sent for background verification in Bangalore. If the background verification process is

positive the on-boarding process is completed. Otherwise the application is terminated.

Overview of Competency Mapping

Over the past 10 years, human resource and organizational development professionals have

generated a lot of interest in the notion of competencies as a key element and measure of

human performance. Competencies are becoming a frequently-used and written-about vehicle

for organizational applications such as:

* Defining the factors for success in jobs (i.e., work) and work roles within the organization

* Assessing the current performance and future development needs of persons holding jobs

and roles

* Mapping succession possibilities for employees within the organization

* Assigning compensation grades and levels to particular jobs and roles

* Selecting applicants for open positions, using competency-based interviewing techniques

Competencies include the collection of success factors necessary for achieving important

results in a specific job or work role in a particular organization. Success factors are


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combinations of knowledge, skills, and attributes (more historically called "KSA's") that are

described in terms of specific behaviors, and are demonstrated by superior performers in

those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or

ways of thinking that impact an individual's behavior.

Competenceis a standardized requirement for an individual to properly perform a specific

job. It encompasses a combination of knowledge, skills and behavior utilized to improve

performance. More generally, competence is the state or quality of being adequately or well

qualified, having the ability to perform a specific role.

For instance, management competency includes the traits of systems thinking and emotional

intelligence, and skills in influence and negotiation. A person possesses a competence as long

as the skills, abilities, and knowledge that constitute that competence are a part of them,

enabling the person to perform effective action within a certain workplace environment.

Therefore, one might not lose knowledge, a skill, or an ability, but still lose a competence if

what is needed to do a job well changes.

The competencies have five characteristics, namely:

* Motives: Things a person consistently thinks about or wants that cause action,

motives drive, direct and select behavior towards certain actions. Example

achievement motivation people consistently set challenging goals for themselves, take

responsibility for accomplishing them and use the feedback to do better

* Traits: Physical characteristics and consistent responses to situations. Good

eyesight is physical traits of a pilot. Emotional Self Control and initiative are more

complex consistent responses to situations.

* Self Concept: A person's attitude value or self image. A person's values are reactive

or respondent motives that predict what a person would do in the short run. Example:

A person who values being a leader would be more likely to exhibit leadership

behavior.

* Knowledge (Information a person has in a specific work area) Example: An

accountant's knowledge of various accounting procedures.

* Skill (is the ability to perform certain mental or physical tasks) Example: Mental

competency includes analytical thinking. The ability to establish cause and affect

relationship.

The four general competences are:


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Meaning Competence: Identifying with the purpose of the organization or

community and acting from the preferred future in accordance with the values of the

organization or community.

Relation Competence: Creating and nurturing connections to the stakeholders of theprimary tasks.

Learning Competence: Creating and looking for situations that make it possible to

experiment with the set of solutions that make it possible to solve the primary tasks

and reflect on the experience.

Change Competence: Acting in new ways when it will promote the purpose of the

organization or community and make the preferred future come to life.

Types of Competencies

Managerial

Competencies which are considered essential for staff with managerial or supervisory

responsibility in any service or program area, including directors and senior posts.

Some managerial competencies could be more relevant for specific occupations, however

they are applied horizontally across the Organization, i.e. analysis anddecision-making, team

leadership, change management, etc.

Generic

Competencies which are considered essential for all staff, regardless of their function or

level, i.e. communication,program execution, processing tools, linguistic, etc.

Technical/Functional

Specific competencies which are considered essential to perform any job in the Organization

within a defined technical or functional area of work, i.e. environmentalmanagement,

industrial process sectors, investmentmanagement, finance and administration, humanresource management, etc.

Levels of Competency

1. Practical competency - An employee's demonstrated ability to perform a set of

tasks.

2. Foundational competence - An employee's demonstrated understanding of what

and why he / she is doing.


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3. Reflexive competence (An employee's ability to integrate actions with the

understanding of the action so that he / she learn from those actions and adapts to the

changes as and when they are required.

4. Applied competence - An employee's demonstrated ability to perform a set of taskswith understanding and reflexivity.

Application levels of a competency

Advanced

Demonstrates high level of understanding of the particular competency to perform fully and

independently related tasks.

Frequently demonstrates application that indicates profound level of expertise. Can perform

adviser or trainer roles. Work activities are carried out consistently with high quality

standards.

Proficient

Demonstrates a sound level of understanding of the particular competency to adequately

perform related tasks, practically without guidance. Work activities are performed effectively

within quality standards.

Knowledgeable

Demonstrates a sufficient understanding of the particular competency to be used in the work

place, but requires guidance Tasks or work activities are generally carried out under

direction.

Use of Competencies

When done correctly, implementing competencies within an organization gives the

following results: Translate the organizations vision and goals into expected employee behavior Implement more effective and legally defensible recruitment, selection and

assessment methods. Reduce hiring costs and absenteeism / turnover rates Identify areas for employee development that are directly linked to desired outcomes

and organizational objectives Target training dollars in areas that are will realize the most return on investment Set more effective (and valid) criteria for developing and evaluating performance


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Identify gap between present skill sets and future requirements And if downsizing isrequired, ensure retention of the essential competencies for the success of theorganization.

Furthermore, by communicating these competencies to employees, organizationsempower employees to take charge of their careers, direct their own personal

development, and continually self-evaluate and improve.

Advantages of Competency MappingThere are several advantages of competency mapping over traditional job analysis. Thefollowing section analyzes each of them in relation to the company, the managers and theindividual employees.

For the company

The advantages of competency mapping for the companies or organizations are as follows:

Establishes expectations for performance excellence

Improved job satisfaction and better employee retention

Increase in the effectiveness of training and professional development programs because oftheir link to success criteria.

Provides a common understanding of scope and requirements of a specific role

Provides a common, organization wide standard for career levels that enable employees tomove across business boundaries

Help companies raise the bar of performance expectations

Help teams and individuals align their behaviors with key organizational strategies

For Managers

The competency mapping provides following advantages to the managers:

Identify performance criteria to improve the accuracy and ease of the selection process

Provide more objective performance standards

Easier communication of performance expectations

Provide a clear foundation for dialogue to occur between the managers and employees andperformance, development and career-oriented issues.

For employees

The employees in an organization get the following advantages by competency mapping:

Identify the behavioral standards of performance excellence

Provide a more specific and objective assessment of their strengths and the tools requiredto enhance their skills

Enhances clarity on career related issues


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Helps each understand how to achieve expectations.

Competency-based HR Applications

Position Documentation

Organizations generate a large amount of documents that can be reviewed when developingcompetency models. In this competitive environment where changes are rapid, research andfeedback documentation is considered to be an available for designing new processes.

Industry Research- Academic journals, publications and periodicals sourcesfor the most recent developments of the model. Research-based publicationshave a hypothesis test with a conclusion format. If the conclusions focus onmisconceptions, that needs to be correlated. No matter the industry , a rigoroussearch effort perhaps conducted bt third party experts using library, business

indices, trade publications and internet searches can generate excellent results. Vendor information- A resource that is often overlooked is vendor

publications. Suppliers must have extensive support materials and processes inplace to help buyers install, run and maintain the complex equipment. suchreferences material can prove helpful for developing competencies for

production jobs. Customer Feedback- Customer feedback is a very powerful source of

information. Customer satisfaction is one of the top measures of quality;customers both internal and external should give an input to the competencymodel. The limitation of feedback is that customers sometimes do not knowwhat to ask for. The focus is only on how the organization is performing. This

can be used as another instance of reinforcing existing competency models atthe expense of continuous improvements.

PositionRequirement

Process Design Job Design

PositionFulfillment

Recruitment Qualification Selection Orientation Induction Training

PerformanceManagement

Measurement Development

Promotion

Training Succession

Competency


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Regulations- Written regulations and reference materials, while oftenoverwhelming in size or scope, can provide important insights into whatcompetencies employees must bring to the job.

Certification Requirements- professional certification programmes areexcellent sources of position competencies. Reviewing any relevant industry

or professional certification programmes can provide a proven list of potentialcompetencies. Quality Programmes- Another source of generic workplace information can be

found in quality recognition programmes such as ISO9000/14000 or any otherquality certification. The quality application is a document that helps identifycompetency requirements. Quality improvement efforts are always excellentsources of competency information because they require organizations todocument goals, processes, performances and results

Existing Documentation

Organizations document job requirements and standards in order to legally hire and terminateemployees. It represents the current job and addresses positive competencies.

Job Descriptions- Possible competencies can be readily determined from well-written jobdescriptions. Job descriptions include the following basic information:

What level of knowledge do employees need to know and how is that skillacquired.

How should the employees process that knowledge and skill? What is the scope of responsibility as far as decisions are concerned? What is the flow of interpersonal communication? What is the impact on results when the employees make an error? What are the control mechanisms to prevent error? What confidential and sensitive information is available to the employees? What is the scope of financial responsibilities? What is the environmental level of stress and exposure on the job? How does the employee direct supervision?

All these factors are linked to specific competencies.

Union Contracts- Though not a popular source of competency, they efine exactly what aunion employee is expected to be able to do; and the rules for what each union position can

and cannot do under the current agreement.

Departmental Planning Documents- The goals and projects described in the departmentalplanning documents have projections such as what is to be done for a coming year whichare helpful in a changing environment.Performance Plans- Performance plans are focused on people-level activities andassignments. They highlight what is expected from each individual employee and at whatlevel each employee is expected to perform. All of them are competency-related issues.

Appraisals Forms- Performance appraisal form is standardized form used for distinct classes

of employees.


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COMPETENCY BASED RECRUITMENT AND SELECTION

5.1 Recruitment and Selection at ING Vysya Bank:

Recruitment and selection process consists of following points:

Posts to be filled

Number of persons

Duties to be performed

Qualifications required

Preparing the job description and person specification.

Locating and developing the sources of required number and type of employees

(Advertising etc).

Short-listing and identifying the prospective employee with required characteristics.

Arranging the interviews with the selected candidates.


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Identify

vacancyArrange

interviews

Conducting

interview and

decision

making

Prepare jobdescription andpersonspecification

Advertising

the vacancy

Managing the

responseShort-listing

Conducting the interview and decision making

Sources of recruitment:

Internal sources include:

Transfers

RECRUITMENT PROCESS


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Promotions

Upgrading and Demotion

Retired and Retrenched employees

Internal Job Posting (IJP).

External sources include:

Press Advertisement

Educational Institutes

Employee Referral

Consultants

Headhunting Process:


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Onboard process:


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Training & Development:


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Following are the trainings at ING Vysya;

Induction

Ladder of success Step 1

Ladder of success Step 2

Master class training

EDGE

Induction:

Induction is the employees first experience with the organization.

Here the employee is given briefing about the organization, its values, mission and vision.

Ladder of success step 1:

It consists of basic training for sub-staff members.

It is specially designed for blue collared employees, which helps them to develop better

communication skills and working techniques.

Ladder of success step 2:

It consists of basic training for clerks.

It is specially designed for blue collared employees, which helps them to develop better

communication skills and working techniques.

Master Class Training:

It is especially designed for Branch Operations and Service Head (BOSH).

Here, the BOSHs are trained how to execute the operations of the bank efficiently and

effectively.

Thus, ensuring smooth workflow of the branch.

EDGE:

It is specialized training about the new financial product of the bank.

It is designed for especially for the Wealth Managers.

Employee compensation and benefit


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Rewards and recognition

The New Rewards & Recognition Program @ IVB

On the same lines we introduce 3 categories of Awards :


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1. OVERDRIVE Award: For out of the ordinary effort/hard work, beyond expectations. If

Individual nomination Sodexho gift voucher worth Rs 1000/- and a certificate If Team

nomination Sodexho gift voucher worth Rs 500/- each and a certificate

2. ZAPPED Award: For exemplary customer service.

If Individual nomination Sodexho gift voucher worth Rs 1000/- and a certificate.

If Team nomination Sodexho gift voucher worth Rs 500/- each and a certificate

3. ICON Award: For consistent superior performance. Handling major projects effectively.

Individual nomination always, Sodexho gift voucher worth Rs 5000/- and a certificate

4. Spotlight: A special non-remunerative category to make the organization know about the

achievements of a particular individual by way of mail.

Performance appraisal:

Performance appraisal process in ING follows an MBO approach.


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Goals definedby employee

Employeeacknowledgesthe approval

Performanceappraisal takes

place upongoals achieved

Goalsapproved by

reportingauthority

Goals achievedis reported

before end ofthe financial

year

Goals achievedis approved or

rejected byreportingauthority

Employee set their goals at starting of every financial year.

This goal is then approved by his reporting activity.

Before end of the financial year the goal achieved is reported to the reporting

authority which approves or disapproves it.

The goals achieved is then used as the means of performance appraisal

Exit Process

Performance Appraisal Process


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Employee, who wishes to resign, submits his resignation to IVBL exit manager.

The manager tries to retain the employee by asking him possible reasons for exit.

This is followed by an exit interview where the manager asks the employee reason for

leaving organization.

Manager also offers compensation in form of pay hike (if applicable).

Even if the employee wishes to leave the organization, his resignation is subjected to

approval of his reporting authority and IVBL HR.

During the interview effective date is finalized, effective date is the date of his last

working day.

In both cases the employee is informed about his approval or rejection of his

resignation.

Full and final settlement is done.


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In case employee wishes to withdraw his resignation, IVBL manager handles this case

separately.

Guideline for Hiring Managers in Ing Vysya Bank:

The implementation of the Human Capital System (HCM) across the organization has now

reduced the need for regions to depend on a common platform for launching IJPs.

The IJP process has now been decentralized from Corporate HR to the Regional HR

Partners / Coordinators with respect to the business groups that they are aligned to.

A weekly IJP broadcast mail will be sent from Corporate HR to all IVBL employees on the

open positions available on HCM.

Effective today, IJPs will be processed as given below:

1. - An IJP is initiated by the Hiring Manager in the HCM system. This is done in the same way

as creating a new Job Opening.

- The Job Band needs to be explicitly mentioned in the Posting Title field. A detailed Job

Description needs to be given with the IJP.

- Also, please note that the Recruiting Location field will capture the Location of the IJP.

Hence, please mention the respective IJP Location in this field.

- A minimum window of 7 days can be given for the IJP to be open on the system.

Screenshots of this process are given in the attached document for your reference.

2. All the open IJPs will appear on the Careers page of the Self Service menu on the

HCM.

3. CTC employees can apply only to roles which are either in the same or a higher level than

their current level. IBA employees can apply for all IJPs.

Employees who have been in the same role and location for a minimum period of 2 years,

will be eligible for movement under an IJP.


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4. Consequent to this change, employees selected through IJP who are at a level lower than

the designated level for the role, will be considered for progression to the designated level

within an agreed time frame. Such progression to the next level will be at the discretion of

the hiring manager based on factors like readiness of the candidate for the specified role

and performance in the new role.

5. Employees can apply to the open IJPs through the HCM system by following the steps given

below:

Log in to the HCM (People soft) system.

Go the Self Service menu.

Under Recruitment Activities, click on the Careers tab.

Select the IJP that you want to apply for.

Click the Apply Now tab.

Upload your application in the format as given on the intranet under: HR > HR

Processes > People Processes > Recruitment & Selection > Internal Job Posting >

Applicant Form.

Submit your application.

You will receive an email confirming your application.

6. The current Reporting Manager and HR Partner need to be kept informed offline (on email)

by the applicant while applying to any IJP.

7. Applications will be processed by the respective HR partner / HR Coordinator, subject to

meeting the IJP criteria. In case of applicants not meeting the IJP criteria, an email approval

from their current reporting manager will be required to proceed with the candidature.

8. All correspondence regarding short listing, selection, rejection, etc will be made by the

respective HR partners / HR Coordinators through the HCM system.

9. The short listed applications will be interviewed by the Hiring Managers and HR partners

(optional).


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10. On selection of an employee under an IJP, the HR Partner / Coordinator will send out a

standard communication to the employee, his current reporting line, the hiring manager, the

transfers team, and the concerned HR Partner / Coordinator. Every IJP selection will be

communicated subject to ER clearance.

11. The applicant status will be updated as Offered in the HCM by the HR Partners /

Coordinators.

12. Once an IJP selection is communicated by the HR Partner / Coordinator, the actual transfer

will be initiated by the Sending Manager after agreeing on an effective date of transfer with

the Receiving Manager. The reason for transfer needs to mentioned as IJP. The sending

and receiving managers are defined as per the transfer process.

13. The maximum limit for relieving an employee under an IJP is 60 days from the time of

selection.

Competency Based Selection Process

Competency based selection can gain a greater competitive advantage. The market for human

talent is imperfect. High turnover is usually done with the failure rate amongst the newly hired.

Competency based selection increases performance and also decreases turnover rates. High job

performance and satisfaction in turn predict retention because good performers need not be fired

and satisfied employees are less likely to be dissatisfied with their job.

The people well matched to their jobs intrinsically enjot their work more while reorganization,

globalization, privatization, growth, cultural change, or downsizing and is periodically seen

amongst organizational members. Globalizing organizations need to know which employees

have the competencies to perform in international environments. Bureaucrats have the

opportunity to become entrepreneurs in a free market.

There are concrete steps in developing a competency based selection system:

1. Develop competency model for the target jobs.

2. Selected or develop assessment methods.

3. Trainers certainly assessment that had.

4. Assess the competencies of candidates for jobs.

5. Make job person match decisions for selection placement and promotion.


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6. Valid data selection system- wherever possible organization should track the performance of

people selected using competency assessment methods to confirm the validating and return on

investment in the method.

7. Develop a competency based job and person database and matching system.

8. Many standard assessment centre exercises can be observed and coded for competencies.

9. In basket exercises.

10. Stress Exercises and interviews.

11. The presentation, vision and strategy speeches.

12. Job interview.

13. Leaderless group exercises.

14.Ttreasure hunt.

15. Business production game.

16. Role Plays.

17. Peer coaching and counseling exercises.

In a selection interview, rating of the candidates by managers can be completed to 360 degree

meeting or appropriate rating methods can be used. This can include competency assessment

questionnaire or a competency queue starts, customer survey, systematic multiple level

observation of groups, manager style and organizational climate.

.

The Lancaster Model of Managerial Competencies

The Lancaster Model of Managerial Competencies is a universal management competency

framework, developed by Burgoyne and Stuart(1976) and first published in personnel

Review, used with permission of authors.


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The 11 qualities separated into three groups, as shown in figure represent three different

levels. The first level forms the foundation level, and comprises of two kinds of basic

knowledge and information a manager may need to use in decision making and action taking.

Level one

Competence One: Command of basic facts

This competency states that a successful manager should understand the business and have asound knowledge of basic facts surrounding the business such as short- and long- term goals,


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predict knowledge, and the roles and relationships between various

departments.

Competence Two: Relevant professional KnowledgeThis includes knowledge of a specification such as legislation, management techniques,

sources of finance or knowledge of basic background management prnciples including

planning, organising and controlling.

The second category comprises specific skills and attributes that directly affect behaviour and

performance.

Level Two

Competencce one: Continuing Sensitivity to events

This means the manager is aware of what is going on and is perceptive and open to

information, hard information such as figures and facts and soft information such as feeling

of other people. As a result successful manager is able to respond in a suitable manner to

situations as they arise.

Competence Two: Analytical, problem- solving and decision-making skills.

A manager must make many decisions- sometimes these can be made using logical,optimizing techniques. At other times it means using the ability to weigh the pros and cons in

what is a very uncettain or ambigous situation, calling for a high level of judgement or even

intuition. Consequently, the manager must develop judgement-making skills.

Competence Three: Social Skills and Abilities

Burgoyne and Stuart(1976) describe interpersonal skills as one of thekety

features of the managers. A successful manager needs to develop a

range of skills such as communicating, delegating, negotiating, resolving

conflict, persuading, using and responding to authority and power, all of

which are essential to interpersonal activities.

Competence Four: Emotional Resilience

This is the ability to deal with the emotional stress and strain that arises as a consequence of

working in situations of authority, leadership, power, targets and deadlines. Burgoyne and

Stuart (1976) talk about being resilient in coping with this stress. They explain: resilient


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means, that when feeling stressed, we dont get thick skinned and insensitive but manage to

cope by maintaining self-control and by giving to some extent.

Competence Five: Proactivity or Inclination to respond purposefully to events

At times managers must respond to the needs of the instant situation, but whilst making such

a response, the successful manager considers the longer-term aims and goals and the impact

of the immediate decision. This competence also incldes abilities such as dedication and

commitment, having a sense of mission and taking responsibility.

The third category consists of qualities that allow a manager to develop and deploy

the skills and resources outlined in the second categoru. The authors have called this thied

category mete-qualities beause they allow the manaer to develop the situation-specific

skills needed in particular circumstances (burgoyne and stuart 1976).

Level Three

Competence One: Creativity

This is the ability to come up with unique ideas or solutions, and to have

the insight to take up useful ideas-either your own ideas or ideas from

another source.

Competence Two:Mental Agility

This competenceis is concerned with being able to grasp problems

quickly, to think about several things at once, to understand the whole

situation quickly and to think on ones feet. Given the hectic nature of

managerial work these are particularly necessary qualities for success,

explain Burgoyne and Stuart(1976).

Competence Three: balanced Learning Habits and skills

Successful managers according to Burgoyne et al. exhibit independence as learners rather

than depanding on an authority figure capable f abstract thinking. Such managers have the

ability to use a range of learning processes including use of inputs like teaching, dicovery

from ones personal experiences and reflection, a process of analysing and reorganizing pre-

existing experiences.


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Competence Four: Self-knowledge

The final competence concerns the extent to which managers are aware of their own beliefs,

goals, values, feelins, behaviour and the part they play in influencing their actions. The

successful manager therefore needs skills of introspection, explain Burgoyne and

stuart(1976).

Competency Mapping for Customer Care Managers at Ing Bank

The above model is being adopted at ING Vysya Bank for mapping the competencies

of Customer Care Manager.

The various competencies were identified for this position by reffering Job

performance, Appraisals forms and HR manuals.

The following competencies were identified for the position of Customer Care

Manager

Command of Basic Facts:

This competency states that a successful manager should understand the business and have a

sound knowledge of basic facts surrounding the business such as short- and long- term goals,

product knowledge, and the roles and relationships between various departments.

Customer Care Manager at Ing Bank should have a clear knowledge about organisationsproduct.

Relevant Professional Knowledge:

This includes knowledge of a specification such as legislation, management techniques,

sources of finance or knowledge of basic background management prnciples including

planning, organising and controlling.

The second category comprises specific skills and attributes that directly affect behaviour and

performance.

The minimum qualification required for Customer Care Manager in Ing Vysya Bank is

graduation with banking knowledge and relevant experience of 2-3 years in

Banking/Financial Service industry.

Continuing Sensitivity to events:

This means the manager is aware of what is going on and is perceptive and open to

information, hard information such as figures and facts, As a result successful manager is

able to respond in a suitable manner to situations as they arise.


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According to Customer Care Manager in Ing Vysya Bank, regular staff meetings are

conducted, alongwith sharing and updating latest trends and market knowledge. It will help

manager to get hard information on facts and figures. He verifies and accepts the customer

requests and processing of the sane to thje respective units. He also handles mails and

couriers, He handles internal information/communication with COPS/other units regarding

customer complaints and requests.

Social skills and Abilities:

Interpersonal skills is one of the key feature of a successful manager. Customer care

manager should be a good taem leader, he should be able to deliver as per time lines and

should haave a good communication.

Creativity:

The Customer Care Manager in Ing Vysya Bank should be creative in order to handle

queries of his customers. As he is the one whose responsibility is to make undrerstand the

customers about the products of organisation, so he should be innovative in order to explain

the importance of product to the customers.

Self- knowledge:

This competence concerns the extent to which managers are aware of their own beliefs,

goals, values, feelings, behaviour and the part they play in influencing their actions.

Job description:

Expected End results Major Activities

Achieve Business targets Generate leads

Liasoning with Sales DeskProfitability Ensuring zero leakage of income

Cross selling TPP

Recovery of locker rent as per time

lines

Audit and compliance Verification of Palms Acting as Joint Custodian


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Obtaining of Form 60(PAN/form 60

needed for account opening)Customer Service Verification and accepting of

customer requests and processing of

the same/forwarded to the respective

units

Handling of mails/couriers

Attending all customer queries and

resolution of the same

Maintenance of undelivered items and

ensuring the delivery of the same to

respective customers. Attending to any other customer

queries

Locker operations and following

related process

Regular staff meets and sharing/

updating latest trends/ circulars/

market knowledge

Motivating for higher responsibilities

and customer centric approach

Recruitment

Competenciesare the basisto determine who should be interviewed and evaluated

along with skills and knowledge, this is a costly and time- consuming effort that can

be reduced through proper understanding of what skills and knowledge. This is a

costly and time-consuming effort that can be reduced through proper understanding of

what competencies a candidate can bring to the job. The competencies should bewell

defined so that their meaning is lear and there is no ambiguity.

Qualification- To determine whether the candidate is qualified to perform the job or

can master the requirements of the position, it is necessary to evaluate competency.

Selection- While selecting an individual, competency assessment is used to determine

the best person to fill the position.


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Orientation- This refers to developing the genersl competencies required of an

employee, by the organization.

Induction Training- This refers to developing the specific competencies where there

are gaps, to meet the desired performance standards of the position.

For position fulfilment it is important to have competencies with definitions and

ratings. In the case of Customer Care Manager competencies identified are

command of basic facts,relevant professional knowledge, continuing sensitivity to

events, social skills and abilities, creativity and self-knowledge these can be rated on

5-point scale as stated in table.

Competencies Rating

Creativity produces highly imaginative andinnovative ideas in order to handle the queries ofthe customers which are not obvious to colleagueswith lesser perspective.

1 2 3 4 5

Professional Knowledge includes understanding ofmanagement techniques and knowledge of basic

background management prnciples includingplanning, organising and controlling.

1 2 3 4 5

Analytical skills are the ability to visualize andsolve complex problems and concepts, and makedecisions that make sense based on availableinformation.

1 2 3 4 5

Interpersonal skills are the skills that are used tointeract with other people.

1 2 3 4 5


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Self knowledge is awareness about oneself as tohow effectively one can adapt to changingsituations and unexpected pressures. 1 2 3 4 5

Once the competencies are identified, a list of interview questions alomg with thecompetency rating sheet is needed to elicit information about relevant behavior, An interview

panel may probe further to get the relevant information.

Selection Interview Questions1. Describe an incident in which your workload was too heavy.2. How did you handle the situation3. Tell me about a situation when you were trying to accomplish something and did not

have ready access to the necessary resources. How did you get them4. Describe a situation in which you had to juggle more than one task. How did you

handle them? Which one did you handle first and why?

5. How did you manage your time and task?6. Tell me about a situation when tour planning was not helpful. What happened thenand how did you recover?

7. Tell me about a time when you had to deal with two people asking you to work ondifferent projects that acquired more than 100 percent of your time. How did youresolve the situation?

8. State an example when you were not able to achieve the goals. What did you do?9. Describe a situation where your performance was excellent. What were the

circumstances? What did you do? How did the people respond?

Issues Related to Developing Competency Model

Whenever a new thing is decided to be introduced, a number of questions arise. Followingthe problem-solving approach to decision making, it is of utmost importance to find out whatthe problem is. Facts need to be gathered in order to establish the problem. Decision makinghas to be linked with the short-term and long-term objectives. Once the objective is clear, the

brainstorming while generating alternatives. There should be adequate brainstorming while

generating alternatives. Sometimes, even the alternatives which appears to be insignificantmay emerge as the action plan. These alternatives are to be evaluated against the variouschosen criteria for the action plan to emerge.

While building competency based models, a host of questions occur- the problem is thatthere is no right or wrong answer. To achieve ultimate effectiveness it is necessary to addressall the issues, alternatives, pros and cons.

Is the organization Serious about it?Until there is total commitment, the competency model project is sure to be doomed. Most ofthe organizations have to simply go for it because it is a mandatory requirement to seek ISO

certifications or any other national/state quality certification/award. If the employersunderstand that an ISO certification is necessary to retain certain customers, or that the


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quality award will help in marketing products and services, the acceptance is complete, fromthe top to the bottom of the hierarchy. Competency is seen as a potential tool but developingthe model is difficult in most cases.

When individual take actions that are different from what they want to do, the purposeof what they want to achieve is defeated.

Organizations may have a collection of worthwhile projects which are killed by themanagers and supervisors who are supposed to execute them. All efforts of topmanagement to take decisions will fail without their buy-in

Organizations where total commitment from top to bottom is not there, and if theyneither see the benefits nor have the culture to support the competency philosophy,the process should be stopped.

The methods of personal decisions should be uniform; if they vary from departmentto department, organizations may put themselves in a legal risk. Competency-

based applications must be universal in the organization. Leadership must have a vision to derive the process and the potential to complete

it; benefits have to be communicated adopting to complete it; benefits have to becommunicated adopting the various methods from top to bottom.

What is the Goal- Quality or Excellence?The question is what is the organization trying to accomplish? Is it striving for quality orexcellence or both? Quality and excellence are two different terms. Quality is an absolutestate- in the control of total quality management, quality is conference to requirements, doingthings according to standards. Excellence is a relative term, to put it simply, it is being betterthan others. It requires comparison. So it can be said that quality is built in, while excellenceis designed. If the goal is quality, it means individuals will be assessed on whether they meetthe established standards. It is assumed that they possess the minimum competencies. If thegoal is to achieve excellence, individuals will be assessed on their competence levels basedon a continuous evaluation scale. Hence when evaluating for excellence, it would benecessary to compare the relative competence between two employees in addition tomeasuring their competence against the standards scale.

Is the development Effort Periodic or Continuous?The decision depends upon the environment and the industry. If the environment is stable, thecompetencies would have changed little over the years. but in most organizations, workactivities , job responsibilities and personnel assignments are in a constant state of flux.Every change generates new job titles and /or processes requiring adjustment or changes inthe position of competency models. Where continuous modeling is required, either thechange can be slowed down to keep the models up to date or the change will be driven by

customer demands and competitive processes which has its own pace ensure that thedevelopment efforts, whether periodic or continuous, are really genuine. To do so, themanagement must be willing to provide sufficient development it must link developmentefforts to planned changes or changes that have been anticipated in the near future.

Are the competencies Reflecting Current Activities or Future ActivitiesThe issue is deciding whether the model reflects what the situation is or what it should be.Continuous quality improvement or re-engineering the process are continuously evaluatedand incrementally improved by the organization or it results in temporary periods of radicalchange. This creates a significant challenge in developing a competency model. If the

processes are broken, continuous change can be monitored periodically but if the processes

are locked, it can become a massive impediment to change. Existing appraisal systems shouldcover the experiment. The quality improvement team and the competency project team


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should form a team to analyze relatively stable processes and accept the continuousresponsibility of the model.

What should be the Time Frame for the project?Usually the management and managers, because of inexperience, feel that likely any other

activity, a competency model has a classic start and completion date .But actually,competency is a successive application and the relative mature state can be reached only withstable processes. In the first year, the stress should be on the development of the model andinitial assessment. The second year should show a refinement in the model and assessment,with improved results. The mangers will then have more familiarity with the process throughgrowth in the comfort level.

By the third year it should reach a certain level of maturity. the focus here is on themaintenance rather than development. In some cases there might be immediate benefits in thefirst year, but dissatisfaction is also a possibility and weaker areas need to be addressed.There is a need to make the commitment stay on for multiple rounds, until the desired resultsare obtained.

How will the organization use the results?Competency models and their application usually create a certain fear and skepticism. Themanagement of change is not easy. Leadership questions how to make use of it in alignmentwith the organizations strategy. The employees perception is to raise questions regarding theinterests of the management. The management or employees competency effort is an illusion.Competency assessment will rank the employees, indicate future needs, determine whether

positive business results were generated or raise skills tat target learning and developmentactivities. The end result will be used for the development of the employees to succed or to

be used as a punitive measure. The higher the level of trust between the management andemployees, the higher would be the willingness to be candid and accurate in assessment. Thecompetency assessment process should be kept separate from the performance management

process. As long as the competency assessment process is linked to human resourceapplications, even if it is used only for development purposes, employees will always beskeptical. Thus it is very important to keep it is separate; gradually when the model it may beintegrated, as the trust level would be much higher.

What is the value addition for the organization?What the organization desires, is the classic question. There may be various desiredoutcomes. Requirement of quality certification programme for staying in business. Enhancing organizations stature and competitive position. Improved recruitment and selection processes.

Right people in the right jobs internally. Developing people in time and according to the needs. Better performance and the dropping of unnecessary development activities by

focusing on the need of the job. Overall organizational performance by capturing market share, improved customer

service, innovation, improved efficiency, decrease in time to market and betterdecision.

What is the value addition for the Employees?

Clarity of processes, skills and knowledge required to meet the established

standards.


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Knowledge about where employees meet required qualifications, thus not waftingtime in unnecessary development activities.

Determine competencies for the jobs that an employee aspires for. Rationalizing personnel decisions by promoting truly qualified employees and

allowing others to take advantage of set standards to become qualified.

Increase in competency levels and improved working conditions, thus benefiting boththe individual and the organization. More opportunities in the form of new positionsand available promotions with the growth of the organization.

Shift from formerly subjective personnel process to management by fact.

How will be the determinants of success be measured?

There can be an internal quality implementation member versus an external qualitycertified lead auditor to identify what went well, what should be included and what

needs to be supported. Judgments can be based on how the project compares with the benchmark experiencesof other organizations.

The determinants of business results like reduction in turnover costs, decrease inprogramming errors, faster time to market, customer satisfaction, profitability, etc.

All this requires measurement of current performance at the time of starting the projectthan at the time of implementation.

What are the desired outcomes? Competency Model- Generic competency model for the organization as a whole along

with a specific competency model for specific positions.

Position standards for each competency and for each job.

Measurement instruments/jobs to determine levels of competency.

Training calendar.

Career development plan.

Linking results with the enrollment database and with position curriculum.

Who is the owner of the process?

Every process should be owned by somebody who is responsible for the overall success andcontinuous enhancement. Is this the responsibility of HR? Ideally, it should involveindividuals from various departments excluding those whose appraisal will be adverselyaffected by the outcomes of the project. Line managers and workers are essential in creatingand evaluating competencies and assessment instruments. Whosoever is responsible for the

project will have the authority to own the process. The owner should be centrally locatedwith the experiences of HR process and training. There logical conditions for ownership.


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BACKGROUND OF THE STUDY

Overview of Industry:

Banks have played a critical role in the economic development of some developed countriessuch as Japan and Germany and most of the emerging economies including India. Banks

today are important not just from the point of view of economic growth, but also financial

stability. In emerging economies, banks are special for three important reasons. First, they

take a leading role in developing other financial intermediaries and markets. Second, due to

the absence of well-developed equity and bond markets, the corporate sector depends heavily

on banks to meet its financing needs. Finally, in emerging markets such as India, banks cater

to the needs of a vast number of savers from the household sector, which prefer assured

income and liquidity and safety of funds, because of their inadequate capacity to manage

financial risks.

Forms of banking have changed over the years and evolved with the needs of the economy.

The transformation of the banking system has been brought about by deregulation,

technological innovation and globalization. While banks have been expanding into areas

which were traditionally out of bounds for them, non-bank intermediaries have begun to

perform many of the functions of banks. Banks thus compete not only among themselves, but

also with nonbank financial intermediaries, and over the years, this competition has onlygrown in intensity.


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Globally, this has forced the banks to introduce innovative products, seek newer sources of

income and diversify into non-traditional activities.

In India, the definition of the business of banking has been given in the Banking Regulation

Act, (BR Act), 1949. According to Section 5(c) of the BR Act, 'a banking company is a

company which transacts the business of banking in India.' Further, Section 5(b) of the BR

Act defines banking as, 'accepting, for the purpose of lending or investment, of deposits of

money from the public, repayable on demand or otherwise, and withdraw able, by cheque,

draft, and order or otherwise.' This definition points to the three primary activities of a

commercial bank which distinguish it from the other financial institutions. These are: (i)

maintaining deposit accounts including current accounts, (ii) issue and pay cheques, and (iii)

collect cheques for the bank's customer.

Current Indian Scenario

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.

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 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.

World Bank Logistics Performance Index: 2010

Rank: Country LPI

Score

Infra. Logistics 2007 2010

41 Brasil 3.20 3.10 3.30 54.9 70.6

94 Russia 2.61 2.38 2.51 ------- 51.6

47 India 3.12 2.91 3.16 64.9 67.9

27 China 3.49 3.54 3.49 72.8 79.9


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World Bank has rankedIndia 47th on a global scale on the basis of the performance of the

banking sector.

Indias banking industry has evolved over a long period of more than two centuries. Despite

the recent growth of private banks, the sector is dominated by government-controlled banks

that hold nearly three-fourths of total bank assets.

Indias banking industry is considered to be very stable with healthy balance sheets and low

exposure to risky assets. The global financial crisis did not affect the Indian banks

significantly.

Nearly 40% of the population does not have a bank account and only 15% have borrowed

from banks.

Even after sustained growth since the nineties, the share of consumer credit remains very low

in total bank loans.

The World Economic Forum currently ranks India 37thout of 55 countries

in financial development, behind other large emerging economies like

China, South Africa, and Brazil.

Break Up of Total Assets:

Business Environment


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The Indian economy is on a growth path with the real GDP growth upwards of 9%.

Industrial and services sectors have accelerated growth while growth in agricultural sector

has continued to remain moderate. Inflation remained an area of concern. There was however

robust build up of foreign exchange resources - close to $ 200 bn. Stock markets were

buoyant while the Indian Rupee continued to appreciate against US Dollar.

The future of the banking sector appears quite promising though there are quite a few

challenges to contend with. The customer is more discerning and has a much wider access to

technology and knowledge. Hence the imperative need to roll out innovative customized

products which will be the key differentiator amongst banks. Time and distance have shrunk

and the internet has greatly facilitated global reach and therefore, evolution of delivery

channels and interactive services have been a boon to banking. The core banking solution

platform is being increasingly adopted by the banks to fully realize the opportunity thrown up

by technology. Unlike the previous year, credit growth of the system was not as profound

but quite robust nonetheless and resources though not really scarce, were a bit expensive.

RBI initiated various measures such as increase of reverse repo rate, higher CRR

prescriptions etc. which were aimed at moderating credit growth. To certain sector specific

instructions have also been issued by RBI to rein in expansion of Bank credit to such

sectors.All this ushered in a period of increasing cost, declining yields and consequently

pressure on margins. Healthy rebalancing of the credit portfolio was the answer to this

syndrome.

Highlights of the Banks Performance

The year gone by was an exceptional year for the Bank in terms of most parameters. Net

profit surged by 60% from Rs. 701 crores to Rs. 1123 crores and the global business mix

crossed the milestone mark of Rs. 200,000 crores to touch Rs. 207,000 crores. While deposits

grew by

27.6% to Rs. 119882 crores, the share of low cost deposits hovered at 40% and your bank

continues to be one of the few banks with such a large share of low cost deposits. Credit

expansion was a robust 30% touching an aggregate level of Rs.86791 crores. The growth has

been quite broad based encompassing various segments such as agriculture, industry, SME

and retail. Foreign branches accounted for a smart rise of 34% in advances.

Priority Sector not only constitutes the Bank's social commitment, but is recognized today asa profitable business opportunity. With almost two third branches in rural and semi urban


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areas, the bank has ably risen to the occasion. While agriculture clocked a growth of 25% and

constituted 18.5% of net bank credit, priority sector grew by almost 23% and accounted for

45.5% of net bank credit. The Bank could for the first time record net NPA below 1%. In fact

on the back of robust cash recoveries of Rs. 752 crore and upgradation of Rs. 132 core, gross

NPA slid by Rs. 379 crore to Rs. 2100 crore. Recoveries together with prudent provisioning

saw Net NPA falling sharply to Rs. 632 crore from Rs. 970 crore resulting in a healthy loan

loss coverage ratio.

The banking sector is one of the most crucial sectors in any economy, and plays an

instrumental role in promoting economic growth. In India, the sector is even more important

as the expansion of banking services to rural areas may also play a significant role in

reducing poverty and ensuring sustainable income levels. If favorable regulatory support is

ensured, India will likely have a mature banking industry with sufficient scale and reach to

support its fast growing economy.

About Ing Vysya Bank:

Head office: Ing Vysya House, 22, M.G.Road, Bangalore 560001.

History of ING:

ING Vysya Bank Ltd., is an entity formed with the coming together of erstwhile,

Vysya Bank Ltd, a premier bank in the Indian Private Sector and a global financial

powerhouse, ING of Dutch origin, during Oct 2002.

The origin of the erstwhile Vysya Bank was pretty humble. It was in the year 1930

that a team of visionaries came together to form a bank that would extend a helping

hand to those who weren't privileged enough to enjoy banking services. Vysya Bank,

is one the leading bank in India.


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Much later in the year 1985, it became the largest private sector bank. In 1987 the

company set up Vysya Bank Leasing. Later 1990 it promoted Vysya Bank. Housing

Finance. In 2001 the company forayed into insurance business by setting up ING

Vysya Life Insurance Company.

In 2002, Dutch banking giant ING took over the management of the bank by

acquiring 44% stake in it and the name was changed to ING Vysya Bank. Today it

has presence in over 5 countries, employing over 120000 people and serving 75

million customers across the globe.

Further, the presence of the group (ING) in over 50 countries, employing over

120000, serving over 75 million customers across the globe, only multiplies the

credibility, notonly across the country but also across the globe.

It's been a long journey and the Bank has grown in size and stature to encompass

every area of present-day banking activity and has carved a distinct identity of being

India's Premier Private Sector Bank.

ING is present in all three fields of banking, insurance and asset management in the

form of ING, ING Vysya Life Insurance and ING Investment Management

respectively. The presence in all three fields signifies the importance that the group

attaches to the Indian markets and the group's operations here, as well as its bullish

future outlook on the country.

Milestone:


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1930 Set up in Bangalore

1948 Scheduled Bank

1985 Largest Private Sector Bank

1987 The Vysya Bank Leasing Ltd. Commenced

1988 Pioneered the concept of Co branding of Credit Cards

1990 Promoted Vysya Bank Housing Finance Ltd.

1992 Deposits cross Rs.1000 crores

1993 Number of Branches crossed 300

1996Signs Strategic Alliance with BBL., Belgium. Two National Awards by Gem & Jewellery Export Promotion

Council for excellent performance in Export Promotion

1998

Cash Management Services, & commissioning of VSAT. Golden Peacock Award - for the best HR Practices

by Institute of Directors. Rated as Best Domestic Bank in India by Global Finance (International Financial

Journal - June 1998)

2000

State -of - the -art Date Centre at ITPL, Bangalore.

RBI clears setting up of ING Vysya Life Insurance Company

2001 ING-Vysya commenced life insurance business.

2002

The Bank launched a range of products & services like the Vys Vyapar Plus, the range of loan schemes for

traders, ATM services, Smartserv, personal assistant service, Save & Secure, an account that provides accident

hospitalization and insurance cover, Sambandh, the International Debit Card and the mi-b@nk net banking

service.

2002 ING takes over the Management of the Bank from October 7th , 2002

2002 RBI clears the new name of the Bank as ING Vysya Bank Ltd, vide their letter of 17.12.02

2003 Introduced customer friendly products like Orange Savings, Orange Current and Protected Home Loans

2004 Introduced Protected Home Loans - a housing loan product2005 Introduced Solo - My Own Account for youth and Customer Service Line Phone Banking Service

2006Bank has networked all the branches to facilitate AAA transactions i.e. Anywhere, Anytime & Anyhow

Banking

Profile:

ING has gained recognition for its integrated approach of banking, insurance andasset management. Furthermore, the company differentiates itself from other financial

service providers by successfully establishing life insurance companies in countries

with emerging economies, such as Korea, Taiwan, Hungary, Poland, Mexico and

Chile.

Another specialisation is ING Direct, an Internet and direct marketing concept with

which ING is rapidly winning retail market share in mature markets.


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Finally, ING distinguishes itself internationally as a provider of employee benefits,

i.e. arrangements of nonwage benefits, such as pension plans for companies and their

employees.

Mission

ING`s mission is to be a leading, global, client-focused, innovative and low-cost provider of

financial services through the distribution channels of the clients preference in markets

where ING can create value.

Vision:

Ing Vysya Bank will be an Entrepreneurial integrated financial service institution where

Innovation and Transformation are the way of life.

Corporate social responsibility:

ING Vysya bank has always been committed to making a positive contribution to Society.

Promoting education for under-served children is one such cause which has been very close

to the bank. Through the ING Vysya Foundation, it seeks to provide less advantaged children

an opportunity to secure a better future by providing them with education.

Born out of three business entities of ING in India, ING Vysya Bank, ING Life Insurance,

and ING Investment Management, the Foundation has been able to strike the right balance

between supporting organizations financially and contributing time and effort of the

employees to nurture and mentor these children, for a better future.

ING Vysya Foundation commenced its activities in December 2004 with a water-harvesting

project in the Udaipur and Rajasmand districts of Rajasthan, North India. The initiative

provided villagers with access to clean water and recharged ground-water wells which in turn

support the local agricultural industry.

The Foundation has also been actively involved in relief efforts following the Tsunami that

hit the South Indian coast on 26 December 2004. In cooperation with the regional

headquarters of ING at Hong Kong, ING Vysya Foundation supported a number of projects,

including the rebuilding of homes and schools, and other facilities for a number of villages.

Another project included the micro-financing for 40 fishing boats and the attendantequipment for the villages of Mudaliyarkuppam and Arcotuthurai, in Tamilnadu.


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As part of the ING Chances for Children programme, the Foundation signed a five-year

agreement to support 100 orphans' living and schooling expenses. Additional funds, set up

enabled of a day-care centre with training facilities which is used by the community at large.

Other initiatives include ING Investment Management's auctions of paintings drawn by street

children for the NGO Pratham and ING Vysya Bank's 'Run Ricky Run' in which the bank

sent a child back to school for each run the Australian cricket captain Ricky Pointing scored

in international one-day matches during a one-year period ending September 2008.

Today, Foundation partners with thirteen local charity organizations in India. It helps

children to be in the primary schools to realize their right to education as the first step

towards breaking the cycle of poverty.

The new identity

The immediate benefit to the bank, ING Vysya Bank, has been the pride of having

become a Member of the global financial giant ING.

As at the end of the year December 2010, ING's total assets exceeded 1247 billion

euros,with a underlying net profit of 3893 million euros, employed around 105000

people, serves over 85 million customers, across 40 countries.

This global identity coupled with the back up of a financial power house and the

status of being the first Indian International Bank, would also help to enhance

productivity, profitability, to result in improved performance of the bank, for the

benefit of all the stake holders.

Branch Structure:


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Departments in branch:

Operation

Accounts & Deposits

Loans

Information Technology Administration

Housekeeping

Security

Management :

Arun Thiagarajan

Part-time Chairman
http://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspx


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Shailendra Bhandari

Managing Director & Chief Executive Officer

Richard Cox

Director

Santosh Ramesh Desai

Director

M Damodaran

Director

Vaughn Nigel Richtor

Director

Peter Henri Maria Staal

Director

Lars Kramer

Director

Vikram Talwar

Director

Mark Edwin Newman

Director

RESEARCH METHODOLOGY

Research Design:

This is a descriptive research study. The study analysis the various practices of

Competency Mapping.

The outcome of this study will help the readers in understanding the detailed

procedure for implementing competency based Recruitment and Selection.

The information is collected through secondary research by referring books on

Competency Mapping, and journals.

The books referred for my study are:

1. The Handbook of Competency Mapping by Seema Sanghi.

2. Human resource Management K Aswathappa

The research is culminated into a new model of Competency based Recruitment and

Selection for Customer Care Manager at Ing Vysya Bank.

Objectives of the Study:
http://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspxhttp://www.ingvysyabank.com/scripts/About_ourteam.aspx


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This project is an in-depth study on the concept of Competency Mapping.

To understand the benefits derived from the use of competency mapping.

To suggest a New Model of Competency Based Recruitment and Selection for

Customer Care Managers

Need and Significance of the Study:

Have clarity on the term competency mapping.

Understand what needs to be done for its effective implementation

Know the key areas of performance indicators and key player, who do the process

Understand the benefits of the Competency Mapping.

Know how it helps in designing the competency based selection system.

Know how it helps in planning training and development of the employees.

Limitations of the study:

The duration of the project is only 2 months so in-depth study could not be conducted

because the topic is very vast.

DATA ANALYSIS

When are the resources need and forecasted?

Reply ResponsesQuaterly 10Monthly 50

Annualy 10Not Fix 30


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2: How do you rate the recruitment procedure?

Reply ResponsesShort 20Average 40Long 10

Very Long 5Cant Say 25

3. Which method do you mostly prefer from the following for recruitment and selection?

Reply ResponseDirect Method 60


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Indirect Method 25Third Party 15

4. What sources you prefer for recruitment and selection?

Reply ResponsesInternal 20

External 55Both 25


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CONCLUSIONS AND RECOMMENDATIONS

A competency mapping for CCM will help them to perform their jobs more effectively and

efficiently thus giving an improved output. The competency of the employees can be

measured by testing and rating their professional knowledge, creativity, interpersonal skills

and analytical skills. The attrition rate can be reduced by increasing the employee

engagement, thus making the employees an integral part of the entire system. Reducing the

attrition rate will help reduce recruitment cost, training and development cost and

administration cost. An assessment centre can be included in the recruitment procedures in

order to find out how employees can perform in different situations thus improving the

recruitment process. An assessment centre is not a physical location but an approach to

selecting managers based on measuring and evaluating their ability to perform critical tasks..

An assessment centre may last for two to five days, which time a group of candidates takes

a series of work sample tests and other selection devices, such as various interviews, tests,

exercises and feedback sessions. During the assessment centre, these candidates may undergo

experimental exercises, group decision- making tasks, case analysis, individual employment

tests, role playing exercises and other method for assessing their potential skills and abilities.

A panel of line managers drawn from different departments acts as evaluators whose

feedback shall be decisive in making selection decision.


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MAJOR FINDINGS

During the study it was observed that the ING human resource department is effective and

efficient in performing its functions and looking after the employee requirements. It isobserved that IJP is an important mechanism for filling up vacant position in the

organization. The procedure for IJP is same as external recruitment. The employees who are

selected through IJP are designated to their respective level within the preset time frame.

While assigning the designation the specialization of the employee is taken into

consideration..Human Capital Management (HCM) system allows the employees to apply

open IJPs according to their interests. Recruitment in ING is internal (transfers, promotions,

etc.) as well as external (advertisements, employee referrals, institutes, etc.) Headhunting

through consultants is also carried out. CTC employees can apply only to roles which is

either in the same or a higher level than their current level. IBA employees can apply for all

IJPs.The On boarding process is well managed considering efficient utilization of time and

money. The working environment is healthy and pleasant. New employees find it easy to

adjust and to and accept such an environment.

BIBLIOGRAPHY


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Marketing Managementby Philip Kotler, Pearson Education 2nd ed.

Consumer Behaviorby Leon G.Schiffman, Prentice-Hall India 8th ed.

IRDA Journal

ING VYSYA Company magazines

Newspaper and Business magazines

WEBSITES

www.ingvysya.com

www.google.co.in/indian insurance industry

www.irdaindia.org

QUESTIONNAIRE FOR THE RESEARCH
http://www.ingvysya.com/http://www.google.co.in/indian%20insurance%20industryhttp://www.irdaindia.org/http://www.ingvysya.com/http://www.google.co.in/indian%20insurance%20industryhttp://www.irdaindia.org/


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1: When are the resources need and forecasted?

Quarterly

Monthly

Annually

Not fixed

2: How is the resource need forecasted?

3: How do you rate the recruitment procedure?

Short

Average

Long

Very Long

Cant say

4: What is the process you follow for recruitment and selection? People explain the same in

brief?

.

5: Which method do you mostly prefer from the following for recruitment and selection?

Direct Method Indirect Method


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Third Party

6: What sources you prefer for recruitment and selection?

Internal sources

External sources

Both

7: What are the sources for internal sourcing among the following -:

Present permanent employees

Present temporary employees

Retrenched / Retired / employees

Deceased / disabled / employees

8: What are the sources for external recruitment among the following?

Campus interviews

Placement agencies

Private employment agencies

Public employment agencies

Professional associations

Data bank

Casual applicants

Other, if any please mention

9: Which is the most successful method for recruitment?


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10: How many rounds of interviews are conducted?

1-3

3-5

More than 5

11: Are you satisfied with round of interviews conducted?

Yes

No

To some extent

Cant say

12: What form of interview did you prefer?

Personal Interview

Telephonic Interview

Video Conferencing

Any two (then tick those two)

All three

13: Are you satisfied with the interview process?

Yes

No

To some extent

14: If no then what is the reason? And suggest the measures to be taken for improvement?

.

15: Are you satisfied with the present method being followed by the company for recruitment

and selection?

Yes

No


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16: If no, what steps would you prefer, to make improvement?

17: Are the aptitude test conducted?

Yes

No

Till some extent

Cant say

18: If yes then it is for Fresher

Executives

Other (specify)

..

19: Do you conduct any of these test?

Psychometric test

Medical test

Reference test check

Other (specify)

...

...

20: How do you rate the HR practices of the company?

Very Good

Good

Average