Effectiveness of training @ canara bank project report


Published on

Effectiveness of training @ canara bank project report

Published in: Economy & Finance, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Effectiveness of training @ canara bank project report

  1. 1. Executive SummaryCanara Bank is a leading public sector bank established on July 1, 1906 in the town ofMangalore in Karnataka by Shri Ammembal Subba Rao Pai, an eminent lawyer,educationist and social reformer. The bank has already completed 100 years of service. Itprovides all sorts of financial services ranging from loans to insurance. For the yearMarch 2004, the Bank clocked the highest net profit (Rs.1338 crore) among nationalizedbanks. Net profit for the year March 2005 was Rs 1109 Crores.The report basically deals with the organization study of Canara bank. It mentions aboutthe brief introduction to banking industry, history of the bank, departments, organizationstructure, and details about products & services. A brief view of the HRD practices of thebank has been given in the report. The report also contains the financial performance ofthe bank for last 2 years.During the study a survey was conducted to find out the training effectiveness.Questionnaire was used to collect data from respondents. Respondents were officials,managers and senior managers.From the study it was found that in all respects the training programs were successful andfor majority of the respondents the training program met their needs and expectations.Some suggestions have also been made at the end of the study. Product awarenessprograms, marketing oriented programs must be introduced. The Training program’scontents should be designed keeping in view the jobs assigned or to be assignedThe open work culture, commitment and the co-operation among the employeesremarkable adaptability to changing banking environment have enabled Canara Bank tobe a “Frontline banking institution of global standards”.
  2. 2. Banking Industry Profile: Banking in India has an early origin where the indigenous bankersplayed a very important role in lending money and financing foreign trade and commerce.During the days of the East India Company, was the turn of the agency houses to carry onthe banking business. The General Bank of India was first Joint Stock Bank to beestablished in the year 1786. The others which followed were the Bank Hindustan and theBengal Bank. In the first half of the 19th century the East India Company establishedthree banks; the Bank of Bengal in 1809, the Bank of Bombay in 1840 and the Bank ofMadras in 1843. These three banks also known as Presidency banks were amalgamated in1920 and a new bank, the Imperial Bank of India was established in 1921. With thepassing of the State Bank of India Act in 1955 the undertaking of the Imperial Bank ofIndia was taken by the newly constituted State Bank of India. The Reserve Bank of India which is the Central Bank was createdin 1935 by passing Reserve Bank of India Act, 1934 which was followed up with theBanking Regulations in 1949. These acts bestowed Reserve Bank of India (RBI) withwide ranging powers for licensing, supervision and control of banks. Considering theproliferation of weak banks, RBI compulsorily merged many of them with stronger banksin 1969. The banking industry in India is in a midst of transformation,thanks to the economic liberalization of the country, which has changed businessenvironment in the country. During the pre-liberalization period, the industry was merelyfocusing on deposit mobilization and branch expansion. But with liberalization, it foundmany of its advances under the non-performing assets (NPA) list. More importantly, thesector has become very competitive with the entry of many foreign and private sectorbanks. The face of banking is changing rapidly. There is no doubt that banking sectorreforms have improved the profitability, productivity and efficiency of banks, but in thedays ahead banks will have to prepare themselves to face new challenges.INDUSTRY STRUCTURE BABASAB PATIL 1
  3. 3. The banking system can be broadly classified as organized andunorganized banking system. The unorganized banking system comprises ofmoneylenders, indigenous bankers, lending pawnbrokers, landlords, traders, etc. Whereasthe organized banking system comprises of Scheduled Banks and Non-Scheduled Banksthat are permitted by RBI to undertake banking business. Scheduled banks are thosebanks that are included in the second schedule of the RBI Act 1934, subject to fulfillingcertain conditions. The scheduled banks comprising of Scheduled Commercial Banks andScheduled Co-operative Banks enjoy certain privileges like approaching the RBI forfinancial assistance, refinance etc and correspondingly, they have certain obligations likemaintaining certain cash reserves, submission of returns as prescribed by the RBI etc. Non-Scheduled Banks are those joint stock banks which are not includedin the second Schedule of the RBI Act 134, on account of the failure to comply with theminimum requirements for being scheduled. There were 16 Non-Scheduled CommercialBanks in June 1969. As on March 2002, there are 5 Non-Scheduled Commercial Bankswhich are local area banks. However there are more then 2000 Non-Scheduled Co-operative Banks which are concentrated in few states like Maharashtra, Gujarat,Karnataka, Andhra Pradesh and Tamil Nadu. Further based on ownership, the Scheduled Commercial Banks can furtherbe classified as Public Sector Banks, Private Sector Banks, Foreign Banks and RegionalRural Banks. Public Sector Banks are sub-classified into the State Bank of India(erstwhile Imperial Bank of India nationalized by central enactment in 1955) and its 7associates nationalized in 1959 and other Nationalized Banks which were nationalized intwo phases; 14 banks were nationalized on July 19, 1969 and 6 others on April 15,1980.Also the Private Sector Banks can be classified as old private sector banks and newprivate sector banks, wherein the latter enjoy superior discounting in the bourses. AfterRBI reopened the banking sector to private players, about eight private sector banks werelicensed in 1995, which brought with them latest technology, customer-oriented service,innovative products and aggressive marketing. Despite increasing competition, public sector banks continue todominate. Large scale of operations bestows upon them a higher bargaining powerenabling them to play a dominant role in the liquidity and interest rate levels in thesystem. However, the scenario in the future may undergo a change with the growth of thenew private sector banks. These banks are in a more advantageous position because of BABASAB PATIL 2
  4. 4. their superior technology-based operations, lower manpower and a lower Non-PerformingAssets (NPA) level.COST DYNAMICS Banking, everywhere in the world, is a highly regulated industry.The banking industry is the repository of savings of a nation contributed by millions ofpeople. Thus a bank basically acts as an intermediary between savers and borrowers.Hence, costs to a bank are the interest paid to savers and the establishment cost. A banksmargin arises out of the difference in interest paid to depositors and charged to borrowers.The funds raised from savers are deployed in three ways - loans and advances to industryand agriculture, investment in government securities, investment in private sector equity,debentures, commercial papers, etc. A banks sources of revenue are interest from loans and advances,income from government securities and dividend/interest from private sector equityinvestments and debt instruments. Apart from this, a bank also earns non-fund-basedincome, also called as fee-based income for the various services rendered by it as abanker or in the course of banking activities. It includes treasury and forex operations,income from trading in shares, guarantee commission, etc.STRUCTURAL CHANGES An ordinance on Securitization and Reconstruction of FinancialAssets and Enforcement of Security Interest was promulgated on 24th June 2002. Thesame has been passed by the Parliament in Nov. 2002. The ordinance will help banks andfinancial institutions improve their financial position in three ways. Firstly it will helpbanks and FIs turn their assets into securities, which could be traded in the market insmaller bundles. This would bring immediate liquidity, which can be lent, instead ofwaiting for loans to be realized. The new law will also help them in setting up assetreconstruction companies to recover their bad assets. And finally, it will help in theenforcement of security interest (i.e. right to the security in case of default by the client).This ordinance creates a right environment for faster recovery of dues and gives hope thatthe huge the burden (now estimated at over Rs 1,100 billion) of NPAs on Indian financialsector will be reduced to a more reasonable level. It also offers scope for Public SectorBanks to clean up their balance sheets faster. BABASAB PATIL 3
  5. 5. CRITICAL SUCCESS FACTORS Asset liability management, effective monitoring of loans, recoveryof NPAs, reducing cost of deposits, controlling establishment costs are critical successfactors. Ensuring capital adequacy, exposure norms and other prudential norms in linewith RBI guidelines are also critical. Wresting blue chip accounts, expanding depositorbase and leveraging them for fee-based income are also essential for growth anddevelopment. Technology has already brought about revolutionary changes. Services likeInternet Banking, Mobile Banking, Anywhere and Anytime Banking will not be addedfeatures but promise to be a standardized banking environment in the next few years.While on one hand it has the potential to reduce the transaction costs, the initial capitalrequirements will be heavy. Banks, which have a legacy of a large workforce, will have tofind ways to offset the these technology costs by reduction in staff costs, if anymeaningful reduction in transaction costs has to be achieved.OUTLOOK The banking scenario in the country has been undergoing aqualitative shift towards internationalism. Global best practices are finding greateracceptance and systemic deficiencies, which are a legacy of the past, are being addressed.The future, therefore, seems to be exciting, but only for those who can withstand thestress and strain that the reforms bring along. As banks expand their fee-based income byoffering various services including distribution of mutual funds, investments andinsurance products, the reach and responsive services takes center stage. Also with morefinancial instruments gaining market acceptance, traditional advances are likely to giveway to investment in innovative instruments. The banking industry needs to cut flab across the board, improveservice conditions, capitalize on their large client base for fee-based income and retaintheir customers amidst hectic competition. With price wars slowly taking place,particularly after lending below Prime Lending Rate is allowed, stronger players willemerge successful in the long run. BABASAB PATIL 4
  6. 6. Commercial Banks at a glanceParticulars Jun-2003 Jun-2002No. of Commercial Banks 295 298All Scheduled Commercial Banks 291 294of which, Regional Rural Banks 196 196Non-Scheduled Commercial Banks* 4 4No. of Bank Offices 66692 66355Rural 32231 32394Semi-Urban 14875 14727Urban 10841 10578Metropolitan 8745 8656* Indicates Local Area BanksSource: Reserve Bank of India BABASAB PATIL 5
  7. 7. Origin & Growth of Canara Bank:Canara Bank (CBK) was founded on July 1, 1906 in the town of Mangalore in Karnatakaby Shri Ammembal Subba Rao Pai, an eminent lawyer, educationist and social reformer.It was founded as Canara Bank Hindu Permanent Fund’; this small seed blossomed into alimited company as Canara Bank Ltd. in 1910 and became Canara Bank in 1969 afternationalization. Backed by a team of professionals, committed staff and extendedclientele base, the bank has, over the last 100 years, achieved many a milestone in thefields of commercial and social banking. The bank also has been able to register profitsevery year since inception. From a small beginning, the bank has grown into one of the largestbanks in India with a wide branch network and client base. Acquisitions have alsoenabled the bank to achieve growth. Prior to nationalization in 1969, the bank took over anumber of banks starting with the Bank of Kerala in 1961 and ending with the PangalNayak Bank in 1968.Subsequently in 1985, it took over Laxmi Commercial Bank. Thebank has a large network of geographically well diversified branches, which enables it toraise low cost long-term deposits. The number of branches of the bank rose from 368 atthe time of nationalization in 1969 to reach 2,469 by March2004. The bank has alsodiversified into other banking related areas through its various subsidiaries and sponsoredcompanies: CBK, came out with its first Initial Public Offer (IPO) in Nov.2002 for 11, 00,00,000 equity shares of Rs 10 each at a premium of Rs 25 per shareaggregating Rs 385 crore through the fixed price route. The main object of the issue is toaugment the long-term resources of the bank and the capital base of the bank to meet itsfuture capital adequacy requirements. Moreover on 1st Nov. 2002 the bank returned thegovernment’s capital to the tune of Rs 277.87 crore. After the IPO and return of capital,the paid-up capital stands at Rs 410 crore and the shareholding of GOI has come down toaround 73.2%.During 2002-03 the bank has started corporate agency of life insuranceproducts in strategic alliance with AVIVA with the aid of a dedicated Bancaassuranceoutfit. BABASAB PATIL 6
  8. 8. The Bank TodayCanara Bank is one of the premier banks in the country, accredited with umpteendistinctions. The present stature of the Bank is due to its strong fundamentals and qualitycustomer orientations. Profit making since inception, the Bank today epitomizes a perfectblend of commercial and social banking.For the year March 2004, the Bank clocked the highest net profit ( Rs.1338 crore) amongnationalized banks, with significant improvement in capital adequacy ratio (12.66%) andasset quality (net NPA ratio of 2.89%). Net profit for the year March 2005 was Rs 1109Crores.The Bank has already carved a niche in providing IT-based services. With 100%computerization of the branches, the bank provides a wide array of services, such as,Networked ATMs, Anywhere Banking, Telebanking, Remote Access Terminals Internet& Mobile Banking, Debit Card etc. The Bank was the first among banks to launchnetworked ATMs and obtain ISO Certification.Commercial consideration has, no way, diluted the Banks role in national priorities.Canara Bank is in fact the first bank to be conferred FICCI award for contribution to ruraldevelopment. Sound founding principles, enlightened leadership, unique work culture andremarkable adaptability to changing banking environment have enabled Canara Bank tobe a “Frontline banking institution of global standards”Founding Principles 1. To remove Superstition and ignorance. 2. To spread education among all to sub-serve the first principle. 3. To inculcate the habit of thrift and savings. 4. To transform the financial institution not only as the financial heart of the community but the social heart as well. 5. To assist the needy. 6. To work with sense of service and dedication. 7. To develop a concern for fellow human being and sensitivity to the surroundings with a view to make changes/remove hardships and sufferings. IMPORTANT RATIOS (%) BABASAB PATIL 7
  9. 9. S.No Particulars 2002-03 2003-04 2004-05 1 Capital Adequacy Ratio 12.50 12.66 12.78 2 Return on Assets (ROA) 1.24 1.34 1.01 3 Earning per Share (Rs.) 20.56 32.63 27.06 4 Book Value (Rs.) 98.14 125.14 146.15 5 Net NPA Ratio 3.59 2.89 1.88 6 Priority Credit to Net Credit 42 44 43 7 Business Per Employee (Rs. In Crore) 2.50 3.00 3.51 8 Profit Per Employee (Rs. In Lakh) 2.26 2.97 2.48 Decadal Performance (Rs. in Crores) 1994-9 1995-9 1996-9 1997-9 1998-9 1999-2 2000-0 2001-0 2002-0 2003-04 5 6 7 8 9 000 1 2 3Number of Branches 2136 2192 2262 2312 2379 2397 2405 2409 2424 2469Capital 590 485 485 578 578 578 578 578 410 410Reserves 1144 1446 1564 1725 1835 2018 2237 2894 3739 4842Deposits 22475 26243 31445 38045 41959 48001 59070 64030 72095 86345Quantum Increase 2636 3768 5202 6600 3914 6042 11069 4960 8065 14250% Increase 13.29 16.77 19.82 20.99 10.29 14.40 23.06 8.40 12.60 19.77Non-Resident Deposits 2953 3879 4984 6302 7589 8918 9877 11358 12482 12909Foreign Business Turnover * 20172 26438 27741 34238 39859 53634 61119 59333 65676 67347Advances (Net) 10878 13096 14413 16825 19530 23547 27832 33127 40472 47639Advances to Priority Sector 4125 4892 5702 6735 7034 7667 9139 10536 14604 19580Export Credit 2065 2434 2603 2813 2789 3007 3517 3672 4429 5497Total Number of Staff 53327 54044 54316 54703 55097 55363 48257 47796 47566 47613Total Income 2801 3382 3869 4431 5319 5687 6536 7799 8170 9080Total Expenditure 2597 3129 3721 4228 5094 5451 6251 7058 6173 6221Operating Profit 552 651 654 673 957 923 1131 1656 1997 2859Net Profit 204 253 147 203 225 236 285 741 1019 1338Mission:“Pursuit of Excellence.”Bank’s Motto:“Serving to grow growing to serve.”Branches & Offices: BABASAB PATIL 8
  10. 10. The bank has a network of 2508 branches, spread over 25 states/4 union territories of thecountry and one overseas branch at London, which are administered through – • 13 Circle offices and 1 international division. • 38 Regional Offices.Branches & Offices AbroadCanara bank established its International division in 1976, to supervise the functioning ofits various foreign departments, to give required thrust to foreign exchange business,particularly exports and to meet the requirements of NRI’s.Though small in size, thebank’s presence abroad has brought in considerable foreign business, particularly NRIdepositsThe Bank has its presence abroad, as under: • Canara Bank, London, UK ( branch) • Indo Hong Kong International Finance Co. Ltd., Hong Kong ( subsidiary) • Canara Bank, Moscow (representative office) • Al Razouki Intl. Exchange Company, Dubai, UAE. ( DD drawing facility on Canara Bank) • Eastern Exchange Establishment. Doha, Qatar. (Management agreement and DD drawing facility on Canara Bank)Subsidiaries: 1. Can Fin Homes Limited (CFHL) established on 29.10.1987 as a public Limited Company, sponsored by Canara bank is the number one amongst the bank sponsored Housing Finance Companies in India. 2. Established on 10.05.1991 Canbank Factors Limited, a subsidiary of Canara Bank is a market leader in Factoring business and continues to serve the business BABASAB PATIL 9
  11. 11. enterprises/small scale industries by offering this specialized financial service product.3. Canbank Venture Capital Fund (CVCF) the only Bank’s sponsored Venture Fund in India was established on 21.10.1989 by Canara Bank as a trust. The objective of CVCF is to extend assistance by way of investing in green field, growth oriented enterprises and small and medium scale ventures by technocrat entrepreneurs.4. Canbank Computer Services Limited (CCSL), a subsidiary of Canara Bank was established on 31.08.1994 with the main objective of developing and marketing computer software for the banking industry and other related financial services industry.5. Established on 01.03.1996 Gilt Securities Trading Corporation Limited (GSTCL) is a subsidiary promoted by Canara Bank jointly with Bank of Baroda and Corporation Bank as a Primary dealer accredited by the Reserve Bank of India, for developing an active secondary Market for government securities and treasury bills.6. Canbank Mutual Fund (CMF) is one of the largest of bank sponsored Mutual Fund in India. CMF has floated various schemes for carrying Mutual Fund business.7. Canbank Financial Services Limited (CanFina) was established on 01.06.1987 as a wholly owned Subsidiary of the Bank. Focus of this Company was on business relating to Merchant Banking activities, Registrar and Transfer services, Share Broking and leasing and Hire Purchase and Portfolio Management Services etc… ORGANISATION STRUCTURE OF CANARA BANK Chairman & MD (CMD) BABASAB PATIL 10
  12. 12. Executive CMD’s Secretary ED’s Secretary Director[ED] Board CompanySecretary Secretary GM DGM AGM Divisional Manager/Chief Manager Senior Manager Manager Officer Workmen Staff BABASAB PATIL 11
  13. 13. Executive CMD’s Secretary ED’s Secretary Director[ED] Board Company Secretary Secretary GM DGM AGM Divisional Manager/Chief Manager Senior Manager Manager Officer Workmen StaffNote: GM —General Manager DGM – Deputy General Manager AGM – Assistant General Manager Customer Support:IT DrivenATM Anywhere BankingAnywhere Banking Tele BankingCustomer terminal computerized information FacilitationNRI Services BABASAB PATIL 12
  14. 14. • Non Resident External Rupee Account. • Non Resident Ordinary Account. • Foreign Currency Non Resident Accounts-Banks. Loans & AdvancesRetail Loan Products - • Canmahila. • Housing Loan. • Home Improvement Loan. • Cancarry. • Cancash. • Canmobile. • Canbudget. • Teachers Loan. Canmahila: • A Loan Scheme exclusively designed for the benefit of women. • Loan for women Aged between 18 and 55 years, Married or single, Working or not (housewives also), Engaged in business or self employed. • To meet any personal financial needs, viz., for buying household articles, gold jewellery, computers, gift articles, etc. • No Security required in case of working women, however, in respect of a non- working woman, for loan amount exceeding Rs.25,000./-, co-obligation of husband / parent / son is insisted. • Interest 11.5% p.a. - EMI Rs.329/- per ten thousand for 36 months Housing Loan: • Purpose: For construction / purchase / repairs / additions / renovations of residential house / flat including the purchase of land and construction thereon. For taking over of the Housing Loan liability with other recognized Housing Finance Companies, Housing Boards, Co-operative Banks, Co-operative Societies and Commercial Banks at prevailing low rate of interest. BABASAB PATIL 13
  15. 15. • Eligibility: Salaried individuals, individuals engaged in business / professionals and self-employed persons.NRIs are also eligible to avail loans without specific permission of RBI.Persons above the age of 55 years are also eligible subject to certain stipulations. • Maximum loan amount of Rs.50 lacs for purchase / construction of house / flat. (Loan is also granted up to Rs.1 crore selectively.) And Rs.7.5 lacs for repairs / renovations / additions to the existing house / flat. • Security: Mortgage of House / Flat • Repayment: In convenient equated monthly installments up to 20 yearsHome Improvement Loan: Purpose: For furnishing house / flat with household furniture items, air conditioners, wardrobes, kitchen cabinets, refrigerator, washing machine, etc., • Can be availed along with a Housing Loan from Canara Bank OR Without any Housing Loans • This loan can also be availed where a Housing Loan is already obtained from Canara bank and the liability is subsisting. • Eligibility: Owners of House / flat who are salaried individuals / individuals engaged in business / professionals / self-employed. NRIs are also eligible. • Salaried individuals with minimum 25% net take home salary or Rs.2000/- after meeting loan repayment, whichever is more. Other than salaried individuals - minimum annual income of Rs.50, 000/- as evidenced by ITAO / IT Returns. • Repayment: In convenient equated monthly installments up to 60 months • Security: Hypothecation of assets created out of this loan. Mortgage of house / flat (if housing loan is availed from Can Bank) suitable co-obligation / personal guarantee. Waivers considered selectively. • Loan Quantum & Margin: BABASAB PATIL 14
  16. 16. 1. When availed along with Housing Loan from Canara Bank, amount up to one years gross salary / income over and above the normal eligible amount for housing finance. 2. In other cases, one years gross income / salary will be reckoned to determine the loan quantum under this Scheme. 3. Subject to above, normally, the maximum loan quantum shall be Rs.2 lacs. Higher quantum considered selectively. 4. If availed as a part of the housing finance from canara Bank, then, the margin stipulated is 15%. In other cases, the margin is 20%.Cancarry (Loan to purchase Consumer Durables) • Purpose: To pick up favorite household articles and latest gadgets to enhance the quality of life. The personal computer, laptop, handy cam, cameras, music systems, washing machine, microwave oven, refrigerators and many other items. • Eligibility: Salaried individuals with minimum 25% net take home salary or Rs.2, 000/- after meeting loan repayments, whichever is more. Other than salaried individuals - minimum annual income of Rs.50, 000/- as evidenced by IT Returns. • Finance up to 80% of the invoice value or 15 months of net salary, whichever is less. And for non salaried persons and professionals, finance up to 50% of net annual income of immediate previous year or 80% of the invoice value whichever is less. • Repayment: In convenient equated monthly instalments up to 36 months. Cancash - (Loan against Shares) • Cancash loan can be availed by pledging investments in Shares, Debentures, Bonds or Units. • Eligibility: Individuals - Existing customers with satisfactory dealings. New customers - well-introduced and credit worthy can also avail. BABASAB PATIL 15
  17. 17. • Amount of Finance: Shares and Debentures - up to 60% of market value, PSU Bonds up to 70% of Market Value, Units of UTI and CBMF - 50% of NAV or market value whichever is less. • Repayment: Up to 60 months. EMI is also acceptable.Canmobile - Vehicle Loan • Purpose: For buying new or used four wheeler / new two Wheeler. • Eligibility: Salaried persons, professionals and business people, with qualifying income and required repayment capacity. Reputed firms and corporates are also eligible. • Loan amount up to 90% of the invoice value. There is no ceiling on maximum loan amount. • Loan also available for used cars, Up to 75% of the value. • Repayment: In convenient Equated Monthly Instalments up to 72 months in case of four wheelers.48 months in case of two Wheeler.Canbudget: • A simple Personal Loan Scheme exclusively for the benefit of employees of Corporates, PSUs, Government Departments, Institutions, etc., • Purpose: To meet genuine personal needs. • Eligibility: Confirmed employees of reputed PSUs and Joint Stock Companies ,Confirmed Central / State Government officials, Lecturers / Asst. Professors / Professors of Colleges / Research Institutions and Universities ,Employees salary account has to be maintained with Canara bank branch • Net take home salary - 40% of the gross salary. Selectively up to 25% of gross salary is also permitted. • Quantum: Six months gross salary or Rs.1 lac whichever is less. • Repayment: In convenient Equated Monthly Instalments up to 60 months. • Security Normally, Co-obligation is required for loans above Rs.50,000/-Teachers Loan: • Purpose: To meet any genuine personal needs BABASAB PATIL 16
  18. 18. • Eligibility: All confirmed teaching / non-teaching staff working in a school / college - drawing salary through Canara bank branches • Quantum: 6 months net salary or Rs.1, 00,000/- whichever is less. • Repayment: Up to 36 months. EMIs also possible. • Security : A life insurance policy or a suitable co-obligationCommercial Banking Loans: • Working Capital Finance - Cash Credit Bill Discounting • Term Loans • Export Finance • Non Fund Based Limits - Letters of Credit Bank Guarantee • Other Commercial Loans Loans to SSIs Loans to Traders Agriculture LoansOther priority Sector loans • Agriculture & Rural Credit - Kisan Credit - Loans for setting up Agri Clinic - Minor Irrigation Loans - Farm Machinery Loans - Farm Development Loans - Vehicle Loan for Agriculturists - Loan for Plantation Crops BABASAB PATIL 17
  19. 19. - Loan for Marine Fisheries - Loan for Inland Fisheries - Loan for Sericulture - Loan for Purchasing Agricultural Land - Loan for Poultry - Export Credit for Agro Products -Other Agricultural Schemes • Vidyasagar (Educational Loan) • Housing Loan • Other Priority Sector Loans • Government Sponsored Schemes • Lead Bank Activities • Agricultural Consultancy Services General Facilities • Safe custody Services • Safe custody Lockers • Nomination Facility DepositsFixed Deposit: • It is safe, liquid and fetches high returns. • Minimum Rs. 1000/-, Maximum - No ceiling. • Period of Deposit - 15 days to 120 months. • Interest Payment - Monthly, Quarterly, Half-yearly or Annual intervals at depositors choice. BABASAB PATIL 18
  20. 20. • Facility of part withdrawal of deposits in units of Rs.1000/- keeping the rest of the deposit to earn contracted rate of interest. • Closure before maturity permissible.RECURRING DEPOSITS: • Enables to build up a sizeable capital in a regular and systematic way. Amount of Deposit As low as Rs.50/- per month(in multiples of Rs.50/-) • No ceiling on maximum amount • Closure before maturity • Loan against deposit permissible • Interest compounded every quarterCANBANK AUTO RENEWAL DEPOSITCARD: • Self-propelled phenomenon that rotates deposits to fetch higher returns. • Period of deposit: 15 days to 46 days. • Auto renewal: CARD has built-in features for automatic renewal of the deposit, with or without interest accrued. • Loans against deposits permissible. • Closure before maturity permissible. CANFLEXI DEPOSITS • A combination of Savings Account and Fixed Deposit, CANFLEXI enables to earn maximum interest. Automatic transfer of funds beyond Rs.15, 000/- from Savings Bank account to an automatically created Fixed Deposit in multiples of Rs. 1000/-, earning more interest. • Savings bank account continues to serve as before. BABASAB PATIL 19
  21. 21. • If cheque amount exceeds the available balance in Savings Account balance, Canflexi transfers funds from fixed deposit account, to ensure that cheque is honored. • Such transfers are effected automatically in multiplies of Rs.1000/- allowing the remaining portion of the Fixed Deposit to earn contracted rate of interest.ASHRAYA DEPOSITS (For senior citizens) • Individuals, who have completed the age of 60 years and above, are eligible. • Accounts can be opened jointly with other Senior Citizens or with other persons below the age of 60 subject to the condition that the Senior Citizen is No.1 depositor... • Period of Deposit - 15 days to 120 months. • Age proof certificate to be produced. • Loans against deposits permitted SWOT ANALYSISStrengths:Canara Bank is a premier leading public sector bank enriched with banking discipline,founder principles, and steady growth. The organizational study shows a significantimprovement in Net profits year after year. For the year March 2004 the bank clockedhighest net profit of Rs1338 Crore among nationalized banks. It has registered a net profitof Rs1110 crore for the year March 2005.There assets are qualified workforce and brandname in India. Major income is Interest on advances. It is in the business for 100 years, BABASAB PATIL 20
  22. 22. which celebrated its centenary year this year. It has a separate Planning and developmentwing.The present stature of the bank is due to strong fundamentals and quality customerorientation. Profit making since its inception the bank today epitomizes a perfect blend ofcommercial and social banking.WeaknessesStructural Barriers – delay in decision making due to a tall hierarchy.Opportunities:Economic scenario is favorable to banking sector as compared to other industries. As foras the bank is concerned it has many opportunities  More Rural Branches: It can concentrate into more rural areas.  Technological Breakthrough: Credit/Debit Card, Electronic Fund transfer and mobile Banking. It can ring customers into these services.  Foreign Accounts (Deposits)Threats:Liberalization policy of the government is an alarm for public as well as private sectorbanks. With the hike in FDI in Banking foreign banks have good opportunities. Theseforeign banks take away the customers of Public sector banks. The bank continues to facecompetition from private banks like ICICI, HDFC, and UTI etc… It should prepare itself for major threats like mergers in the banking; increasing NPAs, New technology, Electronic cash transfer, and internets banking that are predominant today. BABASAB PATIL 21
  23. 23. DETAILS OF SECTIONS/DIVISIONS/DEPARTMENTS COMING UNDER EACH FUNCTIONAL WING OF HEAD OFFICEPERSONNEL WING:1. Personnel Management Section2. Industrial Relations Section3. Human Resources and Organization Development Section4. Head Office Staff Administration Section5. House Magazine and Library Section6. Official Language Section7. Staff Training College8. Recruitment Cell9. SC/ST CellPLANNING AND DEVELOPMENT WING:1. Development Section2. Economic Research Section3. Management Information and Planning Section4. Customer Service Section5. Publicity and Public Relations Section BABASAB PATIL 22
  24. 24. 6. Corporate Merchant Banking Division7. Marketing, Research & Product Development Section8. Corporate Cash Management ServicesCORPORATE CREDIT WING:1. General Credit Sanctions-I Section2. General Credit Sanctions-II Section3. Export Import Credit and Development Section4. Project Finance DepartmentRECOVERY WING:1. Recoveries Section2. NPA Management Section3. Legal Section4. Sick Industries and Rehabilitation SectionRISK MANAGEMENT WING:1. Credit Policy Section2. Industrial Advisory Division3. Risk Management Section BABASAB PATIL 23
  25. 25. 4. Credit Monitoring and Statistics Section5. Credit Review Section I & IIFINANCIAL AND GENERAL ADMINISTRATION WING:a) General Administration Department –1. Furniture and Bills Section2. Premises, Policy and Administration Section3. Technical Cell4. Records and Tappal Section5. Premises and Estate Section6. Printing Section7. Stationery Section8. Central Security Cell9. Estate Policy and Control Section.b) Accounts and Taxation Department –1. Balance Sheet and Central Accounts Section2. Staff Provident Fund3. Staff Welfare Fund4. Pension Fund5. Government Accounts Section BABASAB PATIL 24
  26. 26. 6. Executor, Trustee and Taxation Section7. IBA Réconciliation Section8. DD Réconciliation Section9. ATM and Debit Card Reconciliation SectionPRIORITY CREDIT WING:1. Priority Credit Section2. Agricultural Consultancy Services3. Small Scale Industries Division4. Regional Rural Banks Division5. Rural Development Section6. Social Banking CellINSPECTION WING:1. Planning Section2. Follow Up Section3. Review and Reporting Section4. Information Systems Audit Section5. Vigilance Department BABASAB PATIL 25
  27. 27. 6. Staff Administration Section7. Organization and Methods SectionDEPARTMENT OF INFORMATION TECHNOLOGY - WING:1. Department of Information TechnologyTREASURY AND INTERNATIONAL OPERATIONS WING:1. Treasury and Investment Division2. Overseas Banking DivisionRETAIL BANKING AND SUBSIDIARIES WING:a) Cancard Divisionb) Retail Banking Division1. Retail Banking Division2. Bancaassurance Section3. Cross Selling of Mutual Fund Products Section BABASAB PATIL 26
  28. 28. c) Subsidiaries Division1. Subsidiaries SectionNames of Subsidiaries and Associatesa) Canbank Mutual Fund Limitedb) Canbank Factors Limitedc) Canfin Homes Limitedd) Canbank Investment Management Services Limitede) Canbank Computer Services Limitedf) Canbank Venture Capital Fund Limitedg) Gilt Securities Trading Corporation Limitedh) Canbank Financial Services Limited BABASAB PATIL 27
  29. 29. HRD Practices From a small town bank, started way back in 1906, today the bank has grown to become a frontline banking institution of India with sound foundations. As on 31.03.2005 the bank has manpower strength of 47389. The bank has committed and efficient workforce which includes Specialist Officers, Sports Personalities and Artists. The bank has been fore runner in establishing its own training system way back in 1950. The bank has 13 regional training centers and 1 apex level training college in Bangalore which takes care of knowledge, skill, and attitudinal development of the employees. The bank also sponsors individuals to external training programs both within and outside the country. HRD Concepts/Systems Practiced in the Bank • A number of HRD initiatives are in practice in the Bank. More emphasis is given for four HRD initiatives viz Quality Circle, Study Circle, Brain Storming Sessions and Staff Meetings. Quality Circles Quality Circle is a time tested tool of Total Quality Management (TQM) which promotes team spirit, cohesive quality work culture, commitment and involvement of employees. • The bank has 1000 active Quality Circles which took up projects on varied subjects, many of which were on areas of corporate concern. • Every year Circle level and Apex level Quality Circle Contests are conducted. 23 teams participated in the Apex level contest for the year 2004-05. Besides this Banks teams are also participating in Chapter level, National level and International level contests. This year two of the Quality Circle teams were sent for the International Convention on Quality Circles at Bangkok and 11 Quality Circle teams participated in National level Quality Circle Contest held at Mumbai.Study Circle BABASAB PATIL 28
  30. 30. • Concept of Study Circle aims at self development of employees by encouraging the desire to acquire/update knowledge, information and experience. • Inside / Outside guest lecturers specialized in different topics of common man’s use are invited to share their experience. • Study circle meets are conducted once in two months in administrative offices and once in a quarter in the branches.Brain Storming SessionsThis is a technique for generating ideas and suggestions on topics of relevance and also toprovide alternate solutions to problems by simulative thinking and imaginative power ofcross section of employees. • Corporate Topics are selected for each quarter and BSS are conducted in administrative offices / branches on the topic during every quarter. • During the year 2004-05, 3225 Brain storming sessions were held in the bank.Staff Meetings • Staff Meeting aims at group synergy, team building, open culture, family feeling and talent recognition which individually and cumulatively benefit the organization. • Goals / targets set for the unit / bank is discussed in the monthly Staff Meetings conducted at all branches / units and action plan is drawn in achieving the goals set. • Every year all the branches/offices and units under administrative offices conduct staff meetings each month.ISO CERTIFICATION • In the Indian Banking Sector, Canara Bank was the first bank to get ISO certification for “Total Branch Banking” – for its Seshadripuram Branch, Bangalore in 1996 • presently the bank is having 770 branches and 12 administrative units with ISO certification BABASAB PATIL 29
  31. 31. IN - HOUSE PUBLICATIONS / JOURNAL • Banks prestigious bi-monthly-bi-lingual house journal “Shreyas” has won as many as 25 national awards so far, which includes prestigious awards like Media India Award for the best house journal in India and awards instituted by Reserve Bank of India for house journals, public relations society of India, Bangalore Chapter. • In 2004-05, shreyas has won two National Awards A Certificate of Merit in the bilingual magazines category from Association of Business Communication of India & an award for Best Print Quality from Mayaram Surjan Foundation, Raipur Awards: • Best Bank (Runner up)- Public sector 2003-04 Award By Annual Outlook Money Awards • First Bank to get an award instituted by The Ministry of SSI as “National Award to Banks for Excellence in SSI Lending” for its excellence under SSI for the year 2002-03. • Corporate Social Responsibility – Citizen II Award for 2003 instituted by FICCI for excellence in various social fields • The bank is positioned 1271 in the Forbes magazine list of 2000 firms worldwide, making it one among the 27 Indian companies to feature in the list.GRIEVANCE REDRESSAL MACHINERY BABASAB PATIL 30
  32. 32. For attending to customers’ grievances, the bank has an independent Customer ServiceSection at apex level i.e. at Head Office, Bangalore and Customer Service Section headedby Divisional Managers at all 13 Circle Offices who have been exclusively designated tomonitor customer service at branches coming under the respective circles and also toattend to customer grievances till redressal.Customer Meet is conducted by the Bank on 15th of every month (next working day, if ithappens to be Saturday or Holiday) at Head Office/Circle Office/RegionalOffices/Branches to receive customer complaints /suggestions for improvement. 24 Hourtelecontact service facility is available in the Bank to facilitate customers to register theirgrievances and seek redressal in quickest possible time.Definition of Training: BABASAB PATIL 31
  33. 33. “It is any attempt to improve current performance by increasing an employee’s ability toperform through learning, usually by changing the employee’s attitude or increasing hisor her skills and knowledge.”Objectives of Training:General objectives of any Training program are: 1. To impart the basic knowledge and skill to the new entrants and enable them to perform their jobs well. 2. To equip the employee to meet the changing requirements of the job and the organization. 3. To teach the employee the new techniques and ways of performing the job or operation. 4. To prepare employees for higher level tasks.Importance of Training:Training benefits both the employees and employers. It makes the employee moreproductive and more useful to an organization. a. Training enables the employee to develop and rise within the organization b. Training makes the employee more loyal to an organization. c. Training makes an employee to work more efficiently. d. Training enables to secure promotions easily. e. Training reduces wastages as the employees use the tools properly.Areas of training: 1. Knowledge: Awareness of the rules & regulations and policies of the company. BABASAB PATIL 32
  34. 34. 2. Social Skills: Teaching the employee how to be a team member and get ahead. 3. Technical Skills: Teaching the employee regarding the technical aspects of his job. 4. Decision making and Problem solving Skills: Emphasis on methods and techniques for making organizational decisions and solving work related problems. Evaluation of Training:Definition: “Any attempt to obtain information on the effects of training onperformance and to assess the value of training in the light of that information.”Objectives of Training Evaluation: 1. To check the effectiveness of training to improve performance of employees on the jobs. 2. To ascertain how far the training is useful to improve career prospects of individual employees in the organization. 3. To identify the deficiencies of the training for the purpose it is intended in order to incorporate additions to the training program. 4. To identify unnecessary aspects in the training program for the purpose of deleting such things from the training program.Principles of Evaluation: 1. Evaluation must be continuous. 2. Evaluation must be specific. 3. Evaluation must be based on objective method and standards. BABASAB PATIL 33
  35. 35. 4. Evaluation specialist must be clear about the goods and purpose of evaluation.Techniques of Evaluation: 1. Questionnaires 2. Tests 3. Interviews 4. Cost benefit analysis 5. Feed backEvaluation methods: 1. Test-retest method: Participants are given a test before they begin the program. After the program is completed the participants retake the test. This test may not be valid but more importantly, Increase in test scores may be due to causes other than the training program. 2. Pre-post performance method: In this method each participant is evaluated prior to training and rated on actual job performance.After instruction (program) is completed the participant is reevaluated. It deals directly with job behavior. 3. Experimental – Control group method: Two groups are established i.e. experimental & Control group, comparable as to skills, intelligence and learning abilities and evaluated on actual job performance. Members of control group work on the job but do not undergo training. Experimental group is given the training. At the conclusion of the training the two groups are reevaluated. 4. Four factor comparison method (Kirkpatrick model): This method is proposed by Kirkpatrick& others. According to this method evaluation of following 4 factors are essential to determine the effectiveness of training program. These are 1) Reaction: Employees reaction to the training program by itself is a good indicator. This is subjective evaluation. However it reveals the attitude of the trainees to the training program. Reaction is obtained by opinion surveys and taking majority views. BABASAB PATIL 34
  36. 36. 2) Learning: In this case an attempt is made to assess whether the trainees have learned the skills and knowledge intended to be imparted through the training program. 3) Behavior: here the trainee’s behavioral pattern is examined carefully after his training program for the purpose of evaluating whether there are changes in his behavior in the job compared to the period before the training program was imparted. 4) Result: This is a method of evaluating quantifiable indices or attributes of performance which can be directly related as a result of training. For example Productivity, reduction in rejection rates of finished goods, incidents of accidents, absenteeism, conflicts, etc….Statement of the problem:“Organizational study accompanied by a survey on training effectiveness” at CanaraBank Bangalore.Objectives of the study:To find out the effectiveness of training at Canara Bank and to get employees opinion onthe same. BABASAB PATIL 35
  37. 37. Scope of the study: The study is restricted to Canara Bank. It was conducted inBangalore (Head office)Type of Research: ExploratorySources of Data Collection: The required data will be collected through both Primaryand Secondary source. The primary data is collected through structured questionnaire &the secondary data will be collected through journals, websites and text books.Sampling Technique: The sampling technique used was non-probabilistic samplingunder which convenient sampling method was used.Sample Size: A sample of 25 people has been selected for the study.Sample Description: The sample includes senior managers, managers and officers.Instrumentation Technique: structured questionnaire was used for data collection. Thequestionnaire was distributed among the employees to get their responses. The datacollected was analyzed and interpreted.Plan of analysis: The collected data was checked, classified and tabulated. Charts weredrawn to represent the data wherever it was required.Limitations of the study: 1. Due to organizational restrictions the sample was restricted to 25. More samples would have provided better results. 2. The study is restricted to Canara Bank only it has no universal application. 3. Personal details were not given by some employees during the survey. BABASAB PATIL 36
  38. 38. 1. How many years of service have you completed in Canara Bank? Table 1 Years of Years No of people 0-5 years 3 service at Canara 5-10 years 1 Bank 10-15 years 2 15-20 years 3 20-25 years 10 Above 25 6 years Years Of Service At Canara Bank 12% 24% 4% 0-5 years 8% 5-10 years 10-15 years 15-20 years 12% 20-25 years Above 25 years 40% Chart 1: Years of service at Canara BankThe above pie chart shows that:12% of the respondents have 0 - 5 years experience. 4% of the respondents have 5-10 years experience. 8% of the respondents have 10-15 years experience.12% of the respondents have 15-20 years experience. BABASAB PATIL 37
  39. 39. 40% of the respondents have 20-25years experience. 24% of the respondents have above 25years experience. 2. Have you attended any Training program earlier? Table2 Training Program Attendance Yes 25 No -- No 0% Yes No Yes 100% Chart 2: Training Program AttendanceThe above pie chart shows that all the respondents (100%) have attended trainingprograms earlier. BABASAB PATIL 38
  40. 40. 3. Do you think the Training Program met your needs & expectations? Table3 Satisfaction of needs and expectations by Training program Yes 18 No 7 No 28% Yes No Yes 72% Chart 3: Satisfaction of needs and expectations by Training programThe above pie chart shows that 72% of the respondents are of the opinion that theTraining program met their needs and expectations.28% of the respondents are of the opinion that the Training program did not meettheir needs and expectations. BABASAB PATIL 39
  41. 41. 4. Whether adequate training facilities were provided? Table 4 Training Facilities Yes 21 No 4 No 16% Yes No Yes 84% Chart 4: Training FacilitiesThe above pie chart shows that:84% of the respondents feel that adequate training facilities were provided.16% of the respondents feel that adequate training facilities were not provided. BABASAB PATIL 40
  42. 42. 5. Was the content of the program (course) logically organized? Table 5 Logical Course Content Yes 20 No 05 No 20% Yes No Yes 80% Chart 5: Logical Course ContentThe above pie chart shows that:80% of the respondents are of the opinion that content of the training program waslogically organized.20% of the respondents are of the opinion that content of the training program was notlogically organized BABASAB PATIL 41
  43. 43. 6. Whether you exchange the knowledge gained at the training center with your colleagues at your workplace? Table 6: Information Exchange at the workplace Yes 23 No 2 No 8% Yes No Yes 92% Chart 6: Information Exchange at the workplaceThe above pie chart shows that: 92% of the respondents exchange the knowledge gained at the training center with colleagues at their workplace. 8% of the respondents’ don’t exchange the knowledge gained at the training center with colleagues at their workplace. BABASAB PATIL 42
  44. 44. 7. The batch size of the program was Table 7: Batch Size of the Training Program Just Right 20 Too Few 2 Too Many 3 Too Many 12% Too Few 8% Just Right Too Few Too Many Just Right 80% Chart 7: Batch Size of the Training ProgramThe above pie chart shows that:80% of the respondents are of the opinion that batch size of the training program was justright.8% of the respondents are of the opinion that batch size of the training program was toofew.12% of the respondents are of the opinion that batch size of the training program was toomany. BABASAB PATIL 43
  45. 45. 8. Quality of the training program was Table 8: Quality of the training program Excellent 5 Good 15 Average 5 Average Excellent 20% 20% Excellent Good Average Good 60% Chart 8: Quality of the training programThe above pie chart shows that:20% of the respondents are of the opinion that quality of the training program wasExcellent.60% of the respondents are of the opinion that quality of the training program was good.20% of the respondents are of the opinion that quality of the training program wasAverage. BABASAB PATIL 44
  46. 46. 9. In what way the training program was useful? Table 9: Usefulness of the Training Program Improvement in Skills 6 Enhanced knowledge 14 Self Development 3 Attitudinal Changes 2 8% 24% 12% Improvement in Skills Enhanced knowledge Self Development Attitudinal Changes 56% Chart 9: Usefulness of the Training Program The above pie chart shows that 24% of the respondents are of the opinion that the training program brought improvement in skills. 56% of the respondents are of the opinion that the training program enhanced knowledge. 12% of the respondents are of the opinion that the training program was useful in self development. 8% of the respondents are of the opinion that the training program brought attitudinal changes. BABASAB PATIL 45
  47. 47. 10. Whether the course material provided during the training was useful? Table 10: Usefulness of the Course material Yes 23 No 2 No 8% Yes No Yes 92% Chart 10: Usefulness of the Course material The above pie chart shows that 92% of the respondents feel that the course material provided during the training was useful. 8% of the respondents feel that the course material provided during the training was not useful. BABASAB PATIL 46
  48. 48. 11. Do you feel that you will be able to handle your job better after attending the training program? Table 11: Effect of training on the job Yes 22 No 3 No 12% Yes No Yes 88% Chart 11: Effect of training on the job The above pie chart shows that: 88% of the respondents feel that the training program helps to do their job better. 12% of the respondents disagree with it. BABASAB PATIL 47
  49. 49. 12. What was your overall impression to the training program? Table 12: Overall impression to the training program Excellent 3 Good 12 Satisfactory 10 Below Average 00 0% 12% 40% Excellent Good Satisfactory Below Average 48% Chart 12: Overall impression to the training program The above pie chart shows that: 12% of the respondents feel that overall the training program was excellent. 48% of the respondents feel that overall the training program was good. 40% of the respondents feel that overall the training program was satisfactory. BABASAB PATIL 48
  50. 50. 13. To what extent the Knowledge gained at the training centre is useful in your day to day functioning? Table 13: Usage of knowledge gained at the Training Center in day to day functioning To a great extent 6 To some extent 19 Discourage -- 0% 24% To a great extent To some extent Discourage 76% Chart 13: Usage of knowledge gained at the Training Center in day to day functioning The above pie chart shows that: 24% of the respondents are of the opinion that the knowledge gained at the training centre is useful to a great extent in day to day functioning. 76% of the respondents are of the opinion that the knowledge gained at the training centre is useful to some extent in day to day functioning. BABASAB PATIL 49
  51. 51. Summary of Findings: 1) The respondents are well qualified ranging from graduates to post graduates. 2) The designation of the respondents range from Officers to senior managers. 3) All the respondents (100%) have attended training programs earlier. 4) Maximum number of respondents’ i.e.72% of them felt that the training program met their needs and expectations. 5) 84% of the respondents have stated that adequate training facilities were provided. 6) 80% of the respondents felt that the content of the training program was logically organized. 7) 92% of the respondents exchange the knowledge gained at the training center with colleagues at their workplace. 8) 80% of the respondents felt that the batch size of the training program was just right. 9) 60% of the respondents felt that the quality of the training program was good. 10) 56% of the respondents have stated that the training program enhanced their knowledge. 11) 92% of the respondents felt that the material provided during the training program was useful. 12) 88% of the respondents are able to do their job better after attending the training program. 13) The overall reaction to the training program was good which forms 48%. 14) Most of the respondents i.e. 76% have stated that knowledge gained at the training centre is useful to some extent in day to day functioning. BABASAB PATIL 50
  52. 52. Suggestions:  Product awareness programs, marketing oriented programs must be introduced.  More on the job support should be provided.  Training programs should be well defined and well planned.  The Training program’s contents should be designed keeping in view the jobs assigned or to be assigned.  Latest developments in the field are to be dealt along with the training program  Need based training programs should be conducted.  Identification of the trainees should be properly done.Conclusion: BABASAB PATIL 51
  53. 53. By the study conducted on training effectiveness at Canara Bank we can conclude that inall respects the training programs were successful and for majority of the respondents thetraining program met their needs and exoectations.However it was found that there shouldbe more on the job support to encourage employees to practice what they learnt. It wasglad to know that majority of the respondents rated the quality of the training program as“good”. Overall the training program was good according to the respondents. This showsthe success of the training programs conducted earlier. The open work culture,commitment and the co-operation among the employees remarkable adaptability tochanging banking environment have enabled Canara Bank to be a “Frontline bankinginstitution of global standards” Recommendations: BABASAB PATIL 52
  54. 54. 1) Retraining in certain areas is necessary as it improves the efficiency of the employees.2) Training programs to take into account the growing status of Bangalore as software and bio-tech hub, with more and more foreigners seeking to settle their bases who can be the customers for the bank.3) The bank reflects the philosophy of its founders, training programs (such as workshops, seminars for the general public) would help to attract more youngsters to Canara bank into its fold.My Learning:The study was helpful in the following respects; • To understand how exactly an organization works. • To know how important is Training and how it increases productivity of employees. • To interact with people and get their views on organizational issues. • Importance of “Human Resource” in an organization. • To understand the need for Training evaluation. BABASAB PATIL 53
  55. 55. QuestionnaireName: Age:Gender: Designation:Qualification: Department 1) How many years of service have you completed in Canara Bank? __________ 2) Have you attended any Training program earlier? Yes No 3) Do you think the Training Program met your needs & expectations? Yes No 4) Whether adequate training facilities were provided? Yes No 5) Was the content of the program (course) logically organized? Yes No 6) Whether you exchange the knowledge gained at the training center with your colleagues at your workplace? Yes No 7) Do you think the batch size of the program was Just Right Too few Too many 8) Quality of the training program was Excellent Good Average 9) In what way the training program was useful?(Tick your choice) a) Improvement in Skills. b) Enhanced Knowledge. c) Self Development d) Attitudinal Changes. 10) Whether the course material provided during the training was useful? Yes No 11) Do you feel that you will be able to handle your job better after attending the training program? Yes No 12) What was your overall impression to the training program? Excellent Good Satisfactory Below average
  56. 56. 13) To what extent the Knowledge gained at the training centre is useful in your day to day functioning? To a great extent To some extent No encouragement14) Would you recommend any changes in the training programs? Please Specify __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ _______________________________ ---------Thank you---------
  57. 57. BALANCE SHEET AS AT 31ST MARCH 2005 As at As at Schedule 31.03.2005 31.03.2004 (Rs. 000) (Rs. 000)I CAPITAL AND LIABILITIES CAPITAL 1 410,00,00 410,00,00 RESERVES AND SURPLUS 2 5698,95,72 4841,64,30 DEPOSITS 3 96908,41,86 86344,55,65 BORROWINGS 4 114,16,42 754,89,70 OTHER LIABILITIES AND PROVISIONS 5 7173,63,33 6971,38,58 TOTAL 3 110305,17,33 99322,48,23 IIII ASSETS 4 . . CASH & BALANCES WITH RESERVE 6 4984,38,32 6890,93,76 BANK OF INDIA BALANCES WITH BANKS AND MONEY 7 3684,34,91 5136,07,51 AT CALL AND SHORT NOTICE INVESTMENTS 8 38053,88,36 35792,98,94 ADVANCES 9 60421,40,39 48438,62,78 FIXED ASSETS 10 672,81,43 680,19,55 OTHER ASSETS 11 2488,33,92 2383,65,69 TOTAL 110305,17,33 99322,48,23 IIIV CONTINGENT LIABILITIES 12 59443,17,35 52440,24,95 BILLS FOR COLLECTION 7 3957,95,79 3705,79,86
  59. 59. Schedule For the Year ended 31.03.2005 (Rs. 000) For the Year ended 31.03.2004 (Rs. 000) IINCOMEINTEREST EARNED 13 7571,96,88 7063,35,07OTHER INCOME 14 1543,82,73 2016,48,32TOTAL 3 9115,79,61 9079,83,39 IIEXPENDITURE 4 . .INTEREST EXPENDED 15 4421,49,93 4324,56,55OPERATING EXPENSES 16 2108,97,16 1896,54,91PROVISIONS ANDCONTINGENCIES
  60. 60. BibliographyBooksHuman Resource Mangement, V.S.P.Rao, Excel Books 2002 EditionHuman Resource Management, K.Ashwatappa, 3/e Tata McGraw-Hill PublishingWebsiteshttp://www.Canbankindia.com/http://www.indiainfoline.com/http://www.Rbi.org.in/DatabaseCapitaline plus – Capital Market