1.1 ICICI BANK INTODUCTION

ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution, and was its wholly–owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46% through a public offering of shares in India in fiscal 1998, an equity offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of Madura Limited in an all–stock amalgamation in fiscal 2001, and secondary market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002.ICICI was formed in 1955 at the initiative of the World Bank, the Government of India and representatives of Indian industry. The principal objective was to create a development financial institution for providing medium–term and long–term project financing to Indian businesses. In the 1990s, ICICI transformed its business from a development financial institution offering only project finance to a diversified financial services group offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first bank or financial institution from non–Japan Asia to be listed on the NYSE.After consideration of various corporate structuring alternatives in the context of the emerging competitive scenario in the Indian banking industry, and the move towards universal banking, the managements of ICICI and ICICI Bank formed the view that the merger of ICICI with ICICI Bank would be the optimal strategic alternative for both entities, and would create the optimal legal structure for the ICICI group's universal banking strategy. The merger would enhance value for ICICI shareholders through the merged entity's access to low–cost deposits, greater opportunities for earning fee–based income and the ability to participate in the payments system and provide transaction–banking services. The merger would enhance value for ICICI Bank shareholders through a large capital base and scale of operations, seamless access to ICICI's strong corporate relationships built up over five decades, entry into new business segments, higher market share in various business segments, particularly fee–based services, and access to the vast talent pool of ICICI and its subsidiaries.In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly–owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's financing and banking operations, both wholesale and retail, have been integrated in a single entity.ICICI Bank is India's second–largest bank with total assets of RS. 4,062.34 billion ($91 billion) at March 31, 2011 and profit after tax RS. 51.51 billion ($1,155 million) for the year ended March 31, 2011. The Bank has a network of 2,535 branches and 6,810 ATMs

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in India, and has a presence in 19 countries, including India. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialized subsidiaries in the areas of investment banking, life and non–life insurance, venture capital and asset management.The Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Their UK subsidiary has established branches in Belgium and Germany.ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the National Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange (NYSE).

ICICI Bank started as a wholly owned subsidiary of ICICI Limited, an Indian financial institution, in 1994. Four years later, when the company offered ICICI Bank's shares to the public, ICICI's shareholding was reduced to 46%. In the year 2000, ICICI Bank offered made an equity offering in the form of ADRs on the New York Stock Exchange (NYSE), thereby becoming the first Indian company and the first bank or financial institution from non-Japan Asia to be listed on the NYSE. In the next year, it acquired the Bank of Madura Limited in an all-stock amalgamation. Later in the year and the next fiscal year, the bank made secondary market sales to institutional investors. 

With a change in the corporate structure and the budding competition in the Indian Banking industry, the management of both ICICI and ICICI Bank were of the opinion that a merger between the two entities would prove to be an essential step. It was in 2001 that the Boards of Directors of ICICI and ICICI Bank sanctioned the amalgamation of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. In the following year, the merger was approved by its shareholders, the High Court of Gujarat at Ahmedabad as well as the High Court of Judicature at Mumbai and the Reserve Bank of India. 

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1.2 About ICICI Foundation:

 It was founded by the ICICI Group in early 2008, with a view to carry forward and build upon ICICI Group's legacy of promoting inclusive growth.

ICICI Foundation seeks to promote inclusive growth in India by contributing to the key enablers required for widespread participation in economic opportunities in the country. Through focused initiatives in the identified areas including primary healthcare, elementary education, skill development and sustainable livelihoods and financial inclusion, ICICI Foundation is working towards building capabilities and developing innovative models that can be replicated and scaled up in future. ICICI Academy operates under the aegis of ICICI Foundation.

Except for the historical information contained herein, statements in this release, which contain words or phrases such as 'will', 'would', etc., and similar expressions or variations of such expressions may constitute 'forward looking statements'. These forward-looking statements involve a number of risks, uncertainties and other factors that could cause actual results to differ materially from those suggested by the forward-looking statements. These risks and uncertainties include, but are not limited to our ability to obtain statutory and regulatory approvals and to successfully implement our strategy, future levels of nonperforming loans, our growth and expansion in business, the adequacy of our allowance for credit losses, technological implementation and changes, the actual growth in demand for banking products and services, investment income, cash flow projections, our exposure to market risks as well as other risks detailed in the reports filed by us with the United States Securities and Exchange Commission. ICICI Bank undertakes no obligation to update forward-looking statements to reflect events or circumstances after the date thereof. All reference to interest rates, penalties and other terms and conditions for any products and services described herein are correct as of the date of the release of this document and are subject to change without notice. The information in this document reflects prevailing conditions and our views as of this date, all of which is expressed without any responsibility on our part and is subject to change. In preparing this document, we have relied upon and assumed, without independent verification, the accuracy and completeness of all information available from public sources. ICICI Bank and the "I man" logo are the trademarks and property of ICICI Bank. Any reference to the time of delivery or other service levels is only indicative and should not be construed to refer to any commitment by us. The information contained in this document is directed to and for the use of the addressee only and is for the purpose of general circulation only.

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1.3 OBJECTIVE OF STUDY

The project report is based on the topic “training and development in ICICI bank

To do SWOT analysis of ICICI BANK.

To understand the methods used in the process of training and develop

To study how the training programs conducted have made an important on the

performance level of executives.

To suggest measures to overcome the shortcoming if any.

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1.4 RESEARCH METHOLOGY

RESEARCH METHOLOGYResearch refers to search for knowledge .one can also define research as scientific and systematic search for information for specific topic .research includes scientific and inductive thinking and it promotes the development of logical hobbits if thinking and organization.

RESEARCH METHOLOGY

it is a very to systematically solve the research problem it is may be understood as a science of studying “how research is done scientifically “ .it is necessary for the researcher know not only the research methods or technique but also the methodology.

RESEARCH DESIGN

It is blue print for collection, measurement and analysis of data .it is a framework of project that stimulates what information is to be collected form which sources and by what procedures.

TYPES OF RESEARCH

Three are types of research o DESCRIPITION o EXPLANATORYo EXLORATORY

DESCRIPITION = it is concern with describing the characteristic of a particular individual or a group.

EXPLANATORY= in this research each and every thing is well explained style of research in which primary goal is to understand the nature or mechanism of the relationship between the independent and dependent variable.

EXLORATORY= it is conducted into an issue or problem where there are few or no earlier studies to refer too. The focus is on gaining insights and familiarity for later investigation.

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SOURCS OF DATA COLLECTION

Data can be classified into two types

o Primary datao Secondary data

Primary data: it is a data collected by face to face communication with the targeted respondance.it can be collected by:

1. Survey method 2. Observation method 3. Experiments

Secondary data: any data which have been gathered earlier for some other purpose and it is referred .that data can be collected by.

1. Accounting records 2 .Sales records3. Publication of Individual firm4. Books 5. InternetSample size – 60 Respondents

Area of study – North Delhi

My project is based on both primary and secondary data.

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ICICI BANK AN OVERVIEW

2.1 Introduction

ICICI Bank is an Indian multinational banking and financial services company headquartered in Vadodara. As of 2014 it is the second largest bank in India in terms of assets and market capitalization. It offers a wide range of banking products and financial services for corporate and retail customers through a variety of delivery channels and specialized subsidiaries in the areas of banking, life, non-life insurance, venture capital and asset management. The Bank has a network of 3,800 branches and 11,162 ATMs in India, and has a presence in 19 countries. ICICI Bank is one of the Big Four banks of India, along with State Bank of India, Punjab National Bank and Bank of Baroda. The bank has subsidiaries in the United Kingdom, Russia, and Canada; branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre; and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. The company's UK subsidiary has also established branches in Belgium and Germany In March 2013, Operation Red Spider showed high-ranking officials and some employees of ICICI Bank involved in money laundering. After a government inquiry, ICICI Bank suspended 18 employees and faced penalties from the Reserve Bank of India in relation to the activity. ICICI Bank started as a wholly owned subsidiary of ICICI Limited, an Indian financial institution, in 1994. Four years later, when the company offered ICICI Bank's shares to the public, ICICI's shareholding was reduced to 46%. In the year 2000, ICICI Bank offered made an equity offering in the form of ADRs on the New York Stock Exchange (NYSE), thereby becoming the first Indian company and the first bank or financial institution from non-Japan Asia to be listed on the NYSE. In the next year, it acquired the Bank of Madura Limited in an all-stock amalgamation. Later in the year and the next fiscal year, the bank made secondary market sales to institutional investors. With a change in the corporate structure and the budding competition in the Indian .Banking industry, the management of both ICICI and ICICI Bank were of the opinion that a merger between the two entities would prove to be an essential step. It was in 2001 that the Boards of Directors of ICICI and ICICI Bank sanctioned the amalgamation of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. In the following year, the merger was approved by its shareholders, the High Court of Gujarat at Ahmedabad as well as the High Court of Judicature at Mumbai and the Reserve Bank of India. 

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2.2HistoryICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46% through a public offering of shares in India in fiscal 1998, an equity offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at the initiative of the World Bank, the Government of India and representatives of Indian industry. The principal objective was to create a development financial institution for providing medium-term and long-term project financing to Indian businesses. In the 1990s, ICICI transformed its business from a development financial institution offering only project finance to a diversified financial services group offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first bank or financial institution from non-Japan Asia to be listed on the NYSE. After consideration of various corporate structuring alternatives in the context of the emerging competitive scenario in the Indian banking industry, and the move towards universal banking, the managements of ICICI and ICICI Bank formed the view that the merger of ICICI with ICICI Bank would be the optimal strategic alternative for both entities, and would create the optimal legal structure for the ICICI group's universal banking strategy. The merger would enhance value for ICICI shareholders through the merged entity's access to low-cost deposits, greater opportunities for earning fee-based income and the ability to participate in the payments system and provide transaction-banking services. The merger would enhance value for ICICI Bank shareholders through a large capital base and scale of operations, seamless access to ICICI's strong corporate relationships built up over five decades, entry into new business segments, higher market share in various business segments, particularly fee-based services, and access to the vast talent pool of ICICI and its subsidiaries. In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's financing and banking operations, both wholesale and retail, have been integrated in a single entity. Active learning opportunities.

2.3 COMPANY PROFILE

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ICICI Bank is India's second-largest bank with total assets of Rs.3, 674.19 billion (US$ 77 billion) at June 30, 2009 and profit after tax Rs.8.78 billion for the quarter ended June 30, 2009. The Bank has a network of 1,527 branches and about 4,816 ATMs in India and presence in 18 countries. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialized subsidiaries and affiliates in the areas of investment banking, life and non-life insurance, venture capital and asset management. The Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Our UK subsidiary has established branches in Belgium and Germany. ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the National Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange.

The key highlights of ICICI Academy are: 

Total six courses on offer: Selling skills, office administration and web design for graduates; Electrical & home appliance repair, refrigeration & air conditioning repair and motor & pump repair for class X pass -outs.

The duration of the courses is about 8 - 12 weeks.

ICICI Foundation has tied up with several partners for generating the content of these courses. The partners are: Tally Solutions Pvt. Ltd. for office administration, Blue Star Ltd. for refrigeration & air-conditioning, NIIT Ltd. for web designing, Crompton Greaves for pumps & motor repair and Schneider Electric India Pvt. Ltd. for electrical & home appliance repair.

ICICI Foundation will create an online job portal where the trained youth can register themselves. The portal will be promoted among potential employers.

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Branches & ATMs

ICICI Bank has a wide network both in Indian and abroad. In India alone, the bank has 1,420 branches and about 4,644 ATMs. Talking about foreign countries, ICICI Bank has made its presence felt in 18 countries - United States, Singapore, Bahrain, and Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. The Bank proudly holds its subsidiaries in the United Kingdom, Russia and Canada out of which, the UK subsidiary has established branches in Belgium and Germany. 

Products & Services 

Personal Banking

Deposits

Loans

Cards

Investments

Insurance

De mat Services

Wealth Management

NRI Banking

Money Transfer

Bank Accounts

Investments

Property Solutions

Insurance

Loans

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Business Banking

Corporate Net Banking

Cash Management

Trade Services

FX Online

SME Services

Online Taxes

Custodial Services

Services Offered By The Company: Deposits Loans  Cards      Investments & Insurance   DE mat 

NRI Services

Money Transfer Bank Accounts Investment Home Loans Insurance Loans against FD

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Competition

State Bank of India - State Bank of India, a public sector bank, is the largest bank in India.[24] Besides personal and corporate banking, SBI is also involved in NRI (Non Resident Indian) services through its network in India and overseas. It is the only bank that figures in Fortune’s top 100 banks. Its 11,000 branches and 5,600 automatic teller machines give it a reach throughout the length and breadth of the country; its work force of 200,000 dwarfs all other banks in India

Punjab National bank - Punjab National Bank (PNB) is the second largest government-owned commercial bank in India with about 4,500 branches across 764 cities.[26] This financial institution offers services in personal and corporate banking, including industrial, agricultural, and export finance, as well as international banking. It competes with ICICI mostly in retail lending and wholesale businesses

HDFC - Housing Development Finance Corporation Limited Bank Limited or HDFC Bank is one of the largest private banks in India. The company competes with ICICI in each segment, over a wide range of banking services covering commercial and investment banking on the wholesale side and transactional/branch banking on the retail side. Recently, HDFC has overtaken ICICI Bank in terms of number of branches.] HDFC's Standard Life Insurance company competes with ICICI's insurance subsidiaries. Their mutual fund and asset management businesses are also in direct tussle.

Bank of Baroda - Bank of Baroda is another private player. It has an edge over ICICI due to its rich countrywide network of over 2800 branches. It also has significant international presence with a network of 74 offices in 25 countries (all money figures in Rest. billions, as on 31st March, 2008) Sources

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2.4 VISION AND MISSION OF ICICI BANK

VISION

To ensure most cost effective power for sustained growth of India.

To provide clean and green power for secured future of countrymen

Constituent associates & stakeholders.

To continuously upgrade & update knowledge & skill set of its human resources.

To achieve excellence in every activity we undertake

MISSION

We will leverage our people, technology, speed and financial capital to:

Expand the frontiers of our business globally.

Play a proactive role in the full realization of India’s potential.

Maintain high standards of governance and ethics.

Create value for our stakeholders.

To ensure most cost effective power for sustained growth of India.

To provide clean and green power for secured future of countrymen.

To achieve excellence in every activity we undertake

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2.5 SWOT ANALYSIS OF ICICI BANK  

Introductions to SWOT analysis.

The overall evaluation of the company’s Strength, Weakness, Opportunities and Threats is called

As SWOT Analysis. The external environment analysis of any business will give you the opportunities and threats facing the business. The external environment consists of two parts:

STRENTH

•Right strategy for the right products.

 •Superior customer service v/s competitors.

 •Great Brand Image

 •Products have required accreditations.

•High degree of customer satisfaction.

•Good place to work 

WEAKNESS

•Lower response time with efficient and effective service

•Some gaps in range for certain sectors.

•Customer service staff needs training.

 •Processes and systems, etc.

•Management covers insufficient.

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 OPPORTUNITIES

•Profit margins will be good.

•Could extend to overseas broadly.

 •New specialist applications.

 •Could seek better customer deals

 •Fast – track career development opportunities on an industry – wide basis

 THREATS

•Legislation could impact.

•Great risk involved

 •Very high competition prevailing in the industry.

•Vulnerable to reactive attack by major competitors

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TRAINING AND DEVELOMENT AN OVERVIEW

3.1TRAINING

Training is concerned with imparting developing specific skills for a particular purpose. Training is theAct of increasing the skills of employees for doing a particular job. Training is the process ofLearning a sequence of programmed behavior.In earlier practice, training programmer focused more on preparation for improved performance inParticular job. Most of the trainees used to be from operative levels like mechanics, machines operatorsAnd other kinds of skilled workers. When the problems of supervision increased, the step were taken toTrain supervisors for better supervision.

DEVELOPMENT

Management development is all those activities and programmer when recognized and controlled haveSubstantial influence in changing the capacity of the individual to perform his assignment better and inGoing so all likely to increase his potential for future assignments.Thus, management development is a combination of various training programmer, though some kind ofTraining is necessary, it is the overall development of the competency of managerial personal in theLight of the present requirement as well as the future requirement.Development an activity designed to improve the performance of existing managers and to provide forA planned growth of managers to meet future organizational requirements is management development.

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TRAINING AND DEVELOPMET

Human Resource Management (HRM), a relatively new term, that emerged during the 1930s. Many people used to refer it before by its traditional titles, such as Personnel Administration or Personnel Management. But now, the trend is changing. It is now termed as Human Resource Management (HRM). Human Resource Management is a management function that helps an organization select, recruit, train and develops.

3.2 OBJECTIVES OF TRAINING AND DEVELOPMENT

To THE ORGANISATION

1. Systematic leant: training is systematic learning always better than hit and trial methods which lead to wastage of efforts and money.

2. Higher profits : it enhances employs productivity oath in term of quantity and quality leading to higher profits for the orgaionnisa

3. Development future mangers: training helps to development future mangers who can manage the enterprises in emergency.

4. Reduces absenteeism and employee turnover: training increases morale and reduces absenteeism and employee turnover.

5. Minimize the need of supervision: training increase the efficiency and skills of employees. It minimizes the need of supervision and control.

6. Effective response to fast changing environment: it helps in obtaining effective response to fast changing environment –technological and economic.

TO THE EMPLOYEES

1. Better career: improved skills and knowledge due to training lead to better of the employees.

2. More earning: increased performance by the individual helps him /her to earn more.

3. More efficient: training makes the employees more efficient to handle machines Thus less prone to accidents.

4. Increase moral of employees: training increase the satisfaction and moral of employees.

5. Essential for new employees: training is required to make new employees learn the required job and acquire knowledge and skills to perform the job better.

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3.3 METHODS OF TRAINING OPRETAING/FACTORS WORKERS

Training is defined by Wayne Cascio as “training consists of planed programs undertaken to improve employee knowledge, skills, attitude, and social behavior so that the performance of the organization improves considerably.”

There are different methods of training for operating personnel (factory workers). Training these workers becomes important because they handle equipment worth crores of rupees.

METHODS OF TRANING

There are various methods of training there are broadly categorized into two groups on –the-job and off-the-job methods

1.On- the -job

On the job methods refers to the methods that are applied to the workplace, while the employees is actually working it men’s –“learning while doing “example: apprenticeship training internship training etc.

Training is provided by superiors to subordinates.

It is less costly.

It is less time consuming.

It is used where jobs are simple as in case of plumbers or iron workers.

1. Job rotation:-

This method enables the company to train managerial personnel in departmental work. They are taught everything about the department. Starting from the lowest level job in the department to the highest level job. This helps when the person takes over as a manager and is required to check whether his juniors are doing the job properly or not. Every minute detail is studied

2. Planned progression:-

In this method juniors are assigned a certain job of their senior in addition to their own job. The method allows the employee to slowly learn the job of his senior so that when he is promoted to his senior job it becomes very easy for him to adjust to the new situation. It also provides a chance to learn higher level jobs.

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3. Coaching and counseling:-

Coaching refers to actually teaching a job to a junior. The senior person who is the coach actually teaches his junior regarding how the work must be handled and how decisions must be taken, the different techniques that can be used on the job, how to handle pressure. There is active participation from the senior.

Counseling refers to advising the junior employee as and when he faces problems. The counselor superior plays an advisory role and does not actively teach employees.

4. under study:-

In this method of training a junior is deputed to work under a senior. He takes orders from the senior, observes the senior, attends meetings with him, learns about decision making and handling of day to day problems. The method is used when the senior is on the verge of retirement and the job will be taken over by the junior.

5. Junior board:-

In this method a group of junior level managers are identified and they work together in a group called junior board. They function just like the board of directors. They identify certain problem, they have to study the problem and provide suggestions. This method improves team work and decision making ability. It gives an idea about the intensity of problem faced by the company. Only promising and capable junior level managers are selected for this method

2.Off –the training

Off –the- job methods are used away from the work place .it means “learning before doing “ example : vestibule training lecture/ conferences, etc.

Tarring is provided by experts from within or outside the organizsation

It is more costly

It is more time consuming

It is used where jobs are complex involving the use of sophisticated machinery and equipment.

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1. Classroom method:-

The classroom method is used when a group of managers have to be trained in theoretical aspects. The training involves using lectures, audio visuals, case study, role play method, group discussions etc. The method is interactive and provides very good results.

2. Simulation:-

Simulation involves creating atmosphere which is very similar to the original work environment. The method helps to train manager handling stress, taking immediate decisions, handling pressure on the jobs etc. An actual feel of the real job environment is given here.

3. Business games:-

This method involves providing a market situation to the trainee manager and asking him to provide solutions. If there are many people to be trained they can be divided into groups and each group becomes a separate team and play against each other.

4. Committee:-

A committee refers to a group of people who are officially appointed to look into a problem and provide solution. Trainee managers are put in the committee to identify how they study a problem and what they learn from it.

5. Conference:-

Conferences are conducted by various companies to have elaborate discussions on specific topics. The company which organizes the conference invites trainee manager and calls for experts in different fields to give presentation or lecture. The trainee manager can ask their doubts to these experts and understand how problems can be solved on the job.

6. Readings:-

This method involves encouraging the trainee manager to increase his reading related to his subject and then ask him to make a presentation on what he has learned. Information can be collected by trainee manager from books, magazines and internet etc.

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3.4TRAINING V/S DEVELOPMENT

TRAINING DEVELOPMENT

1. Training means learning & skills and knowledge for doing a particular Job and increases skills required for a job

2. Training generally imparts specific skills to the employees

3. Training is concerned with maintaining and improving current job performance thus, it has a short term perspective.

4. Training is job centered in nature.

5. The role of training or supervisors very important in training.

Development refers to the growth of an important all respects it is more concerned with shaping the attitudes.

Development is more general nature and aims at overall growth of the executive.

Development builds up competences as for future performance and has long terms perspective.

Development is career - centered in nature.

All development self – development and the executive has to be internally motive for the same.

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TRAINING AND DEVELOMENT IN ICICI BANK

4.1 Training and Development in ICICI Bank

It is the largest private sector bank in India. It has a huge network of 2,528 branches and about 6,000 ATMs in India and a presence in 19 countries including India. It employs around 36,000 employees.

ICICI bank views and values human resource as a key source of competitive advantage. Consequently the development and management of human capital is an essential element of their strategy and an important management activity.

The rapidly changing business environment in banking sector and the constant challenges it poses to organizations and businesses make it imperative to continuously enhance and improve knowledge and skill sets across the organization. ICICI Bank believes that building a learning organization is critical for being competitive in products and services and meeting customer demands and achieving customer satisfaction.

The Bank has built strong capabilities in training and development to build competencies across various sectors. Training on products and operations is imparted through internet-based training modules. Special programmers on functional training and leadership development are conducted to build knowledge as well as management ability at a dedicated training facility.

ICICI Bank also learns from the best available training programmers and faculty, both international and domestic, to meet its training and development needs and build globally benchmarked skills and capabilities.

Its Human Resource base has following prominent features:

Human Resource (HR) practices high leveraging on technology.

HR Development is used as a critical activity for healthy culture building.

It has a fine tuned recruitment process that identifies among other things an individual’s degree of customer orientation.

Training and Development in ICICI Bank is referred to the team of employees in the Human Resource department who are responsible for such activities. Training and Development is headed by a senior-level officer (who is a member of the executive team) - Chief Human Capital Officer (CHCO).

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4.2 Levels of authority in Training and Development

After interviewing group identified four levels of authority in the human resource practice followed by the bank

Corporate level HR

This is the central level of Human Resource officer. Their main job includes laying out HR policies to be followed by the bank after observing recent trends in the banking industry. They see to it that bank follows standard and acceptable practices and standard of the training and development program is at par with international level

National level HR

National level HR officer studies, modifies and manages the training and development programmers according to various differences prevalent in different parts of the country. He broadly instructs all the regional level HR officer to report to him the issues faced by them in implementing company policies. He then accordingly modifies policies and procedures of the training and development programs to ensure that programmer is successfully implemented.

Regional HR

Main goal at this level is to ensure proper implementation of the training and development program and to ensure that methods followed in the program are relevant to the particular region. Also they report to higher authority in case of discrepancy or issues observed during implementation of the program.

Field HR

This is the main level of the hierarchy which directly interacts with the customers. They are in charge of the day to day operations of the bank. They have to interact with a vast diversity of customers from very rich to very poor, therefore it’s important that their training addresses this issue primarily and they must be train to handle conflicts and daily nuances of the service offered.

There are subtle differences between training and development practice followed by various national and regional branches of the bank. These differences are due to different requirements, culture, practices and values cherished by various regions of the country.

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4.3 Training and Development Process

Let’s us discuss about the various external variables influencing for the need of the Training and Development programs in the banks.

Industry and Organizational analysis:

Many banks in India were trying to hire the professionals with higher packages even when the GDP of country was quite high as they were not able to find the ready available talent. Few banks have taken steps to build the talent and one among them is ICICI Bank. They have tried to build the available resources on supply side to billable resources on demand side.

Our country is mainly dominated by medical and engineering colleges where bank industry finds it difficult to locate specific institutes who produce only pool of talents for banks. This made the banking industry to look beyond top cities for talent and moved to small town and rural India that need to be polished on social and corporate skills. ICICI bank wanted to design programs that would transform educated workforce into skilled bankers and turning them to future banking sector leaders. They generally prefer students done their MBA programs and have relevant work experience which is quite longer duration. So they designed the programs for 12 months making productive employees in lesser time.

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4.4 Selection of Learning and Training Methods:

ICICI bank has considered two approaches for selection of learning and training methods:

Learning and Training Methods:

E-learning courses covering areas of banking, acts as knowledge for every business group.

For building Leadership bench strength of the organization they have introduced Leadership Mentoring Program for all high potential employees.

Behavioral Programs in line with the competency framework (DNA) ensure cultural alignment of all employees. Nearly 275 behavioral courses are conducted every month and every employee has at least one program every year. This shows the Learning Continuum.

Investment in building innovative and cutting edge learning channels like Gaming and Simulation for technology based skill practice and Mobile learning for real time performance support to the sales team.

Banks decided to make structural interventions in education by addressing the issue of supply of skilled manpower:

Vocational Training: To offer vocational training in the financial services domain banks have entered into partnerships with 172 educational institutions. Curriculum and pedagogy development, faculty development and up-gradation of infrastructure help banks to involve in capital infrastructure.

Investment in Higher Education: Bank offered wealth management, risk management and treasury operations by entering into partners.

Bank has also started offering new courses like 6 months banking diploma to increase the supply of trained manpower not just for the bank but also for entire industry.

“Probationary officers Program” has been started to provide employment to young graduates primarily from rural and semi-urban areas by training them through a 9-months course in various specialized areas in building.

.

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4.5 Ensuring employee participation and success of T&D program

ICICI bank considers T&D programmers very seriously. They think it to be one of the chief regions in the success of the bank. Hence they make sure that every employee who needs training gets it. They also ensure full employee participation and success of T&D programmers .ICICI bank did a number of things to ensure Employee participation and success of T&D programmers

Employee understands the Need of T&D

T&D was developed by ICICI bank by keeping the need and skill analysis of the set of employees who are going to undergo the T&D programmer.

Following questions were addressed to identify the need

Does the employee need Technology updating or simple skill enhancement?

Does the Employee suffer from Role conflict?

Does the employee have what it takes to do the job in effective manner?

Context of T&D in Employees Career

Employees were made aware of the importance of new skills and skill enrichment. The Inter-linkages between new skills and job were shown to help motivate the Employees. The Employee participation was further improved by showing the importance of skill in the future development of their career and the linkages of the new skill with organization goals.

ICICI bank trained its employee on core banking by showing them the importance of the technology which will help in furthering their own career.

Measurable objectives and favorable outcomes of T&D

The T&D was designed with measurable objectives and favorable outcomes that will be transferred to the job when training will finish. Measurable objectives help to ascertain the skill that will be obtained in the training will help in attaining the objective.

Identifying and Interviewing key Stakeholders

ICICI consulted and conducted interview with customers, trainers and employees to find out the important aspects of training and development practices. They came to know about the importance of core banking, Credit card and debit card issues related training

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Business Results

1. Increase in Average PULSE scores for branch channel from 66% to 81%.

2. Reduction in Customer complaints by 33%, over last two quarters.

3. Profit per employee grown by 10% over previous year.

4. 28% \More new customer accounts by each sales officer in bank branches (in last year).

5. 11% more calls handled by each phone-banking officer.

6. Average call handling time reduced by 7 %.

7. Service to Sales-leads of inbound calls increased by 53 %.

8. Number of branches increased from 950 to 1400.

9. While the staff strength constant at 10,800 employees.

10. Average number of people per branch reduced from 11 to 7 (productivity improvement).

Recommendations

Allow employees to pursue training and development in directions they choose and in the way they want, not just in company-assigned directions

On the Job Training and Mentoring by senior employees should be encouraged

Take into account peculiar characteristics of the region

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ANAYLSIS AND INTERPERTATION

Q.1 what are all the important to training and development in your organization.

Response No of respondents Percentage

Time 5 20

Money 4 16

Lack of interest by staff 6 24

Non availability of skill 10 40

Total 25 100

0

5

10

15

20

25

30

35

40

45

Interpretation

The above graph indicates that the important to training and devilment in the organization is non quail ability of skilled trainers.

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Q.2 your organization considers training as a part of organizational strategy .do you agree with this statement.

Response No of Respondents Percentage

Agree 13 52Disagree 1 4Party agree 4 16Can’t say 7 28total 25 100

AGREE DISAGREE PARTY AGREE CAN'T AGREE0

10

20

30

40

50

60

Interpretation

The above chart indicates that less training programs are held in the organization.

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Q.3 to whom the training is given more in your organization.

Response no of respondents Percentage

Senior staff 3 12Junior staff 5 20New staff 6 24Based on requirement 13 52Total 25 100

SENOIR STAFF JUNIOR STAFF NEW STAFF BASED ON REQUIREMENT 0

10

20

30

40

50

60

Interpretation

The organization provides training on the basis of its requirements but keep the working environment in complete sync with changing scenarios.

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Q.4 enough practice is given for us during training session? Do you agree with this statement?

Response No of respondents Percentage

Strongly agree 14 56

Agree 2 8

Somewhat agree 6 24

Disagree 3 12

Total 25 100

STRONGLY AGREE AGREE SOME WHAT AGREE DISAGREE0

10

20

30

40

50

60

Interpretation

This graph indicates that enough practice is given for employees during training secessions.

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Q.5 The training and sessions conducted in your organization is useful? Do you agree with this statement?

Response No of respondents Percentage

Strongly agree 15 60

Agree 5 20

Some agree 5 20

Disagree 0 0

Total 25 100

STRONGLY AGREE AGREE SOME AGREE DISAGREE0

10

20

30

40

50

60

70

Interpretation

The above graph indicates that the training sessions conducted in the organization is useful.

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Q.6 employments are given appraisal in order to motivate them to attend the training? Do you agree with the statement?

Response No of respondents Percentage

Strongly agree 14 56

Agree 6 24

Some agree 3 12

Disagree 2 8

Total 25 100

STRONGLY AGREE AGREE SOME AGREE DISAGREE0

10

20

30

40

50

60

Interpretation

To above graph shows that employees are given appraisal in order to motivate them to attend the training.

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Q7 what are the skills that the trainer should possess make the training effective?

Response No of respondents Percentage

technical skills 8 32People skills of soft skills 6 24

generalist make better personnel mangers than specialist

6 24

Fond of talking to people 5 20

Total 25 100

TECH.SKILLS SOFT SKILLS GENERALIST TALKATIVE0

5

10

15

20

25

30

35

Interpretation

The above graph indicates that the trainer should possess technical skills to make the training effective.

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Q.8 what are the general complaints about the training secssion?

Response No of respondents PercentageTake away precious time of employees

4 25

too many gaps between the sessions

6 40

Training session are unplanned

6 15

Boring and not useful 5 20Total 25 100

TAKE A

WAY PREC

IOUS TIM

E OF E

MPLOYES

TOO M

ANY GAPS B

ETWEE

N THE S

ESSIO

NS

TRAINING SE

SSIONS A

RE UNPLA

NNED

BORING AND NOT USE

FUL

05

1015202530354045

Interpretation

The above graph indicates that there are too many gaps between the training sessions.

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Q.9 Reasons for shortage of skilled man power at work place are.

Response No of respondents PercentageLack of planning 5 20Lack of supports from senior staff

10 40

Lack of supports guidance and training at work place

8 32

Lack of quality at primary and secondary level

2 8

Total 25 100

0

10

20

30

40

Interpretation

The above graph indicates that reason for shortage of skilled man power at workplace is lack of supports from senior staff.

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Q.10 how many programmers do you attend in a year?

Response No of respondents Percentage

Less than 10 14 50

10-20 2 820-40 6 24

More than 40 3 12

Total 25 100

LESS THAN 10 10=20 20=40 more than 400

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

Interpretation

The above chart indicates the many programs do you attend in a year.

FINDING AND CONCLUSION

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FINDING

From the study it is found that 90% of the respondents are strongly agree

That training helped to acquire technical knowledge and skills

From the study it is found that60% of the respondents is agree that Senior spend time during training.

From the study it is found that 70% of the respondents are agree that there is an adequate emphasis on developing managerial capabilities.

From the study it is found that 70% of the respondents are agree that training helped for developmental needs.

From the study it is found that 67% respondents are agree that training go with a clear understanding of the skills and knowledge.

From the study it is found that 64% respondents are agree that senior managers help their juniors develop through training.

From the study it is found that 70% of the respondents are strongly agree from training are adequate free time to reflect and plan improvements in the organization.

From the study it is found that 36% of the respondent Disagree that there is no well-designed training policy in the organization.

From the study it is found that 80% of the respondents are agree and strongly agree that training helped to work closely with other people.

From the study it is found that 77% of the respondents agree that managers provide the right kind of climate to implement new ideas and methods acquired by their juniors during training.

CONCLUSION

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1. On the basis of the analysis made the flowing conclusion are dream.

2. Maximum number of the employees finds healthy environment at the work place ‘

3. Lack of interest in employees act as a barrier in training programmers.

4. Maximum employees said that get help whenever they require.

5. Employees are satisfied said that they get whenever they require.

6. Employees are satisfied with the training and development progress given to them.

7. The training programmer has helped in development programmer given to them.

8. After attending the training programmer most of the workers find their attitude

better towards the job.

9. Most of the employees want to the work place to be redesigned when the training

session are been conducted.

10. Employees felt the time wastage during session but trainers were satisfied with

activities conducted because it was related to their job.

SUGGESTIONS AND LIMITATION

SUGGESTIONS

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If the seniors spend more time with their junior employees they will achieve more

in the organization. If the organization should change the training methods for the

employees, then the training is more effective and the employees achieve more.

The programmers conducted should be designed to suit the time. The training

programs should keep in step with the changing market scenario and knowledge

the employee.

Most of the time the training programmers are held at the regional headquarters as

a result of which they real benefit out station employees.

Contents of the training programmers should be varied and should cover nearly are

the cover nearly is the aspect of banking which are relevant to the current job of

the employees

The programs should mainly design to upgrade the technical and professional

skills. At present the programmers are more of managerial type

The branches should relieve are the employees at time so that there is month

function of the positive relationship between the training profit ability is

maintained.

The respective branches should intimate in advance the name of the candidate who

cannot attend absenteeism should be reported

LIMITATION

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Since data was collated through questionnaire so there were several limitation had

to be faced which could not be overcome completely

The control over question was cost once it was sent.

At certain times ambiguous replies omission of replies altogether made

interpretation a difficult task

It was difficult to know whether respondents were truly representative.

This method was very slow because the target group failed to responds in time

limit in spite of several reminders

Many people included in the sample size could not be contacted due to

unavailability.

BIBLIOGRAPHY

41

? Marketing Management by Philip Kotler

? Human resources Management by ASHAWATHAPA

? Personal and human resource management by P.Subba Rao

? Personal management by C.B Mamoria.

Websites

http://www.moneycontrol.com/competition/icicibank/comparison/ICI02

http://www.slideshare.net/JenBarr/recruitment-selection-process-presentation

http://www.marketing91.com/swot-analysis-icici-bank/

http://en.wikipedia.org/wiki/ICICI Bank

ANNEXURE

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Questionnaire

Dear Sir/Madam,

I am doing a research work on Employees Training & Development in ICICI BANK. I would request you to kindly spare some time to fill up this questionnaire.

Thank you very much for your cooperation.

Name --------------------------------------------------

Designation-------------------------------------------

Department-------------------------------------------

Questionnaire

Section I

Q1. Please mention your age

20-25 25-30 Above 30

Q2. Sex:

Male Female

Q3. Marital Status:

Single Married Divorced

Q4. No. of years of experience:

Less than 3 years 3 to 5 years More than 5 years

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Q5. Is this your first organization?

.Yes

.No

Section II

Q1. Has your company organizes a training and development programmer?

. Yes

. No

Q2. If your organization identifies the training needs for the employees?

. Yes

. No

Q3. On an average, how much time did it used to take for training and development method?

. One Month

. Two Month

. Three Month

Q4. How much training programs has been made in the past one year?

. One

. Two

. Three

Q5. Do you have any training programs in the coming financial year?

. Yes

. No

Q6. Does your top management take feedback?

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. Yes

. No

Q7. What do you think the training programs will be run in future?

. Yes

. No

Q8. Do employee development programs raise unrealistic expectations about promotions?

. Yes

. No

Q.9 Does the Executive Director engage development activities for him/herself?

. Yes

. No

Q10. Do you feel trust in your supervisors?

. Yes

. No

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