Training and Development Group NO 3 MMS I

Meaning, its Need and Importance:

Training and development is vital part of the human resource development. It is assuming ever important role in wake of the advancement of technology which has resulted in ever increasing competition, rise in customers expectation of quality and service, the subsequent need to lower costs and more importantly, preparing workers for new jobs. Noted management author Peter Drucker said that the fastest growing industry would be training and development as a result of replacement of industrial workers with knowledge workers. In United States, for example, according to one estimate technology is de-skilling 75 % of the population. This is true for the developing nations and for those who are on the threshold of development. In Japan for example, with increasing number of women joining traditionally male jobs, training is required not only to impart necessary job skills but also for preparing them for the physically demanding jobs. They are trained in everything from sexual harassment policies to the necessary job skills.

The need for Training and Development:

Training is also necessary for the individual development and progress of the employee, which motivates him to work for a certain organisation apart from just money. We also require training update employees of the market trends, the change in the employment policies and other things. However, change is the biggest factor that contribute to the increased need to training and development in organisations. The word change encapsulates almost everything. Change leads to the need for training and development and training and development leads to individual and organisational change, and the cycle goes on and on. More specifically it is the technology that is driving the need; changing the way how businesses function, compete and deliver. The critical question however remains the implications and the contribution of training and development to the bottom line of organisations performance. To assume a leadership position in the market space, an organisation will need to emphasise on the kind of programs they use to improvise performance and productivity and not just how much they simply spend on learning!

Training Vs Development:
Training may be described as an endeavour aimed to improve or develop additional competency or skills in an employee on the job one currently holds in order to increase the performance or productivity. Technically training involves change in attitude, skills or knowledge of a person with the resultant improvement in the behaviour. For training to be effective it has to be a planned activity conducted after a thorough need analysis and target at certain competencies, most important it is to be conducted in a learning atmosphere. Development implies opportunities created to help employees grow. It is more of long term or futuristic in nature as opposed to training, which focus on the current job. It also is not limited to the job avenues in the current organisation but may focus on other development aspects also. At Goodyear, for example, employees are expected to mandatorily attend training program on presentation skills however they are also free to choose a course on perspectives in leadership through literature. Whereas the presentation skills program helps them on job, the literature based program may or may not help them directly.

The major difference between training and development therefore is that while training focuses often on the current employee needs or competency gaps, development concerns itself with preparing people for future assignments and responsibilities.

Training Needs Analysis:

Training is an expensive process not only in terms of the money spent on it but also the time and the other resources spent on the same. The most important question therefore is determining whether or not a need for training actually exists and whether the intervention will contribute to the achievement of organisational goal directly or indirectly? The answer to the above mentioned question lies in training needs analysis which is the first step in the entire process of training and development. Training needs analysis is a systematic process of understanding training requirements. It is conducted at three stages - at the level of organisation, individual and the job, each of which is called as the organisational, individual and job analysis . Once these analyses are over, the results are collated to arrive upon the objectives of the training program. Although each step in the entire training process is unique in its own, needs analysis is special in that it lays the foundation for the kind of training required. The assessment gives insight into what kind of intervention is required, knowledge or skill or both. In certain cases where both of these are present and the performance is still missing then the problem may be motivational in nature. It thus highlights the need and the appropriate intervention which is essential to make the training effective. Organisational Analysis The organisational analysis is aimed at short listing the focus areas for training within the organisation and the factors that may affect the same. Organisational mission, vision, goals, people inventories, processes, performance data are all studied. The study gives cues about the kind of learning environment required for the training. Motorola and IBM for example, conduct surveys every year keeping in view the short term and long term goals of the organisation. Job Analysis The job analysis of the needs assessment survey aims at understanding the what of the training development stage. The kind of intervention needed is what is decided upon in the job analysis. It is an objective assessment of the job wherein both the worker oriented approach as well as the task - oriented approach is taken into consideration. The worker approach identifies key behaviours and ASK (Attitudes, skills and knowledge) for a certain job and the task - oriented approach identifies the activities to be performed in a certain job. The former is useful in deciding the intervention and the latter in content development and program evaluation. Individual Analysis As evident from the name itself, the individual analysis is concerned with who in the organisation needs the training and in which particular area. Here performance is taken out from the performance appraisal data and the same is compared with the expected level or

standard of performance. The individual analysis is also conducted through questionnaires, 360 feedback, personal interviews etc. Likewise, many organisation use competency ratings to rate their managers; these ratings may come from their subordinates, customers, peers, bosses etc. Apart from the above mentioned organisations also make use of attitude surveys, critical Incidents and Assessment surveys to understand training needs which will be discussed in detail in other articles.

Cost Benefit Analysis for Training

It is very important to evaluate the benefits of the training and be able to put that in terms of numbers. Training comes at a cost and therefore any organisation would be interested in knowing the return on investment (ROI). Organisations use different methods to assess the benefits of training in terms of numbers i.e. the profits. Some of the frequently used methods are ROI and Utility analysis. There are many costs that are associated with the training apart from the direct and apparent costs. These costs can be described under two headings: 1. There are costs incurred towards the training needs analysis, compensation of the training program designers, procurement of training material and various media like the computers, handouts, props, gifts and prizes, audio visuals etc. 2. Then there is another category is costs incidental to the training session itself such as trainers fee / salary, facility costs / rental etc. 3. Finally there are costs involved is losing a man day of work (for those who are sent for training), travelling, boarding and lodging and training material that cannot be reused in some other training program. The Return on Investment Model (ROI) Organisations spend huge amount of money on employee development, it is therefore very important to ascertain the benefits of training. Different studies were conducted to evaluate the effectiveness of training programs. In one of the studies it was found out that sales and technical trainings gave better ROI compared to managerial training programs. Ford, for example, evaluates all the training programs against the profitability in a given product line. ROI (in percent) = Program benefits / Costs 100 This problem however relies upon the assessment of benefits from outside, sometimes which requires that non financial benefits may be converted into financial benefits. This requires precision and the sources have to be credible. Utility Analysis This is another way of reflecting upon the usefulness of a training program. Utility itself is a function of the duration up to which the training leaves an impact upon the trainee, the relative importance of the training program, the importance of the position or profile that received training and the cost of conducting the training. For example leadership programs conducted for top and middle management tend to be high on value where as sales training programs for the front line sales staff tends to be low on value scale. Utility analysis basically derives the effectiveness from analysing the change in the behaviour of the trainee and the positive financial implications of the same. This model is not very famous because the deductions made are essentially subjective in nature.

Kirkpatricks Model of Training Evaluation

Donald Kirkpatrick, professor emeritus, university of Wisconsin began working on evaluating the effectiveness of training very early in his life. His early work on the same was published in the year 1959 in a journal of American Society of Training Directors. He laid out four levels for evaluation of any training. This model is arguably the most widespread for evaluation in use. It is simple, very flexible and complete. The four levels as described by Kirkpatrick are as follows: Reaction Reaction implies how favorably the participants have responded to the training. This evaluation is primarily quantitative in nature and is a feedback to the training and the trainer. The most common collection tool is the questionnaire that analyses the content, methodology, facilities and the course content. Learning At the level of learning the evaluation is done on the basis of change in the ASK (Attitudes, skills and knowledge) of the trainees. The evaluation involves observation and analysis of the voice, behaviour, text. Other tools used apart from the observation are interviews, surveys, pre and post tests etc. Behaviour Behaviour evaluation analyses the transfer of learning from the training session to the work place. Here the primary tool for evaluation is predominantly the observation. Apart from the observation, a combination of questionnaires and 360 feedbacks are also used. Results The results stage makes evaluations towards the bottom line of the organization. Here the definition of the results depends upon the goal of the training program. The evaluation is done by using a control group allowing certain time for the results to be achieved. The fifth level which is the ROI has been recently added which is not but a part of the original model. The beauty of the model is that each level can only be predicted when the lower level prediction is complete. Thus evaluation at the level of behaviour may not be useful unless evaluation at the knowledge has been completed.

Training Methods
Informational Training Methods Informational training methods are basically used to teach facts and figures and for developing a change in attitude. There is a one way communication between the trainer and the trainee that involves the transfer of information without many deliberations. New policies, programs, code of conduct are transferred using informational training methods. Lectures, audio visuals, self directed learning (SDL) methods, programmed instruction (PI) and independent study are some of the informational training methods Experiential Training Methods Experiential training is a whole body of training methods that are used to develop behavioural skills and physical abilities. Experiential learning is also called as learning by doing and the training involves a two way interaction unlike the informational training methods which are more of one sided. Here the major focus is not just mere transfer of facts and figures but development of skills in the participants, which may or not be the case in informational training.

Role playing, equipment simulations, games, on the job training (OJT), behaviour modelling, case analysis and computer based training are some of the experiential learning methods that can be used to deliver a training session. Let us take the example of sales training. When sales training is imparted to the life insurance marketing people, they are introduced to policies and procedures and later asked to remember the same. These policies and procedures are unquestionable most of the time and the information flow is unidirectional, with the help of informational training methods. Whereas when it comes to developing sales skills in individuals, simulation games and role plays are used when there is two way communication between the facilitator and the participants.

Training and Development practices in Tata Power

Tata power
Tata Power is Indias largest integrated power company with a significant international presence. The Company has an installed generation capacity of 8500MW in India and a presence in all the segments of the power sector viz Generation (thermal, hydro, solar and wind), Transmission, Distribution and Trading. It has successful public-private partner ships in Generation, Transmission and Distribution in India namely Tata Power Delhi Distribution Limited" with Delhi Vidyut Board for distribution in North Delhi, 'Powerlinks Transmission Ltd.' with Power Grid Corporation of India Ltd. for evacuation of Power from Tala hydro plant in Bhutan to Delhi and 'Maithon Power Ltd.' with Damodar Valley Corporation for a 1050 MW Mega Power Project at Jharkhand. It is one of the largest renewable energy players in India and is developing countrys first 4000 MW Ultra Mega Power Project at Mundra (Gujarat) based on super-critical technology. Recently, Tata Power has been selected to work as a Distribution Franchisee in Jamshedpur Circle of Jharkhand State Electricity Board. Its international presence includes strategic investments in Indonesia through 30% stake in coal mines and a geothermal project; in Singapore through Trust Energy Resources to securitise coal supply and the shipping of coal for its thermal power generation operations; in South Africa through a joint venture called Cennergi to develop projects in 16 different countries in Africa; in Australia through investments in enhanced geothermal and clean coal technologies and in Bhutan through a hydro project in partnership with The Royal Government of Bhutan. With its track record of technology leadership, project execution excellence, world class safety processes, customer care and driving green initiatives, Tata Power is poised for a multi-fold growth and committed to 'lighting up lives' for generations to come.

Human resource department

The Challenge of HR Team is many folds and most demanding. Technically trained manpower comprising of skilled engineers, supervisors, artisans, and managers etc. is required in every sphere of the power sector. Growing concern over environmental degradation and depletion of the conventional energy sources has made the task of electricity generation even more challenging and therefore quality standard of the manpower is becoming increasingly essential. The Power is being traded at a margin of 1 paise / Kwh (unit), which implies that every activity in power generation has to be most productive and innovative to beat the competition.

Skill Requirement in Power Sector

Technical Skill requirements: Mismatch in the Educational or Vocational Training Curriculum and the needs of the Power Sector set for an explosive growth Industry are posing a new challenge in inducting fresh manpower for the Organizations expansion programs or entry into Power Sector. The Power Sector is evolving new technologies for higher productive, more automated, more IT based, leaves big gaps in the requirements. As per requirement of skill we can further classify as High technical skill: As power plant are getting more automated requirements for specialized engineers for operating and maintaining such plant is growing day by day.

Medium technical skill: The Power Sector Skilled Manpower needs cover Vocational jobs which are in great shortage. The ITIs & ITCs lack the training infrastructure to match the fast changing Industry requirements. The sluggish government Infrastructure by the time, it thinks to upgrade any training facility by a notch, the Industry requirements quite often would have gone up by 3-4 notches. Low technical skill: Low Skilled jobs are by contractual workers or by sub-contractors

Soft Skill Requirements: In the last few years, the number of Skill development Institutes, Engineering colleges, business schools and enrolments has gone up in India. There is demand & Supply gap felt in the power sector whether by the people and industry and yet Industry is not getting what they require in terms of qualitative inputs Industry requires from the new entrants to the Industry. Communication skills ability to effectively communicate and productively contribute in developing an Harmonious environment in the organization and also with the customers Lifelong learning (LLL) For fast technological change and expansion plans of the Organisation , willingness to continuously learn, Problem solving Managing information capability, provide support through documentation appropriate for the official requirement and knowledge of contemporary developments, identifying problems and suggesting solutions Professionalism Appreciating and remaining committed to professional, social and ethical responsibilities, observing professional discipline and considerate about the impact of workplace on local and global context. Teamwork ability to function in multidisciplinary and multicultural teams as member/leader and promote dynamic working relationships and outcomes. Updating oneself Self Learning: the ability to keep on updating through web is a provider of the latest practices that might be productive for ones work place

Training Need Identification:

Training need identification is a tool utilized to identify what educational courses or activities should be provided to employees to improve their work productivity. Here the focus should be placed on needs as opposed to desires of the employees for a constructive outcome. Identification of training needs is important from both the organisational point of view as well as from an individual's point of view. From an organisation's point of view it is important because an organisation has objectives that it wants to achieve for the benefit of all stakeholders or members, including owners, employees, customers, suppliers, and neighbours. These objectives can be achieved only through harnessing the abilities of its people, releasing potential and maximising opportunities for development. Therefore people must know what they need to learn in order to achieve organisational goals. Similarly if seen from an individual's point of view, people have aspirations, they want to develop and in order to learn and use new abilities, people need appropriate opportunities, resources, and conditions. Therefore, to meet people's aspirations, the organization must provide effective and attractive learning resources and conditions. And it is also important to see that there is a suitable match between achieving organizational goals and providing attractive learning opportunities. Also in order to bring a synchronisation between organisational and individual objectives people need to question the way they do things. And this is precisely the hidden objective

behind any training need identification process. It should ideally be a long-term process of encouraging employees to take an active involvement in their own development, thus increasing their commitment to learning, to their work, and to the organization as a whole. Identification of training needs is done at three levels to ascertain three kinds of needs: Organisational Needs These concern the performance of the organisation as a whole. Here identification of training needs is done to find out whether the organisation is meeting its current performance standards and objectives and if not, exploring ways in which training or learning might help it to do so. Sometimes organisational training needs are also identified when the organisation decides that it has to adopt a major new strategy, create a new product or service, undergo a large-scale change programme, or develop significant new relationships, such as joining with others to form new partnerships. Group Needs Since working in groups and teams have become very much prevalent in today's corporate world that is why nowadays there is increased emphasis given on team effectiveness and team performance. So training needs are nowadays even identified at the group level. Training needs here are concerned basically with the performance of a particular group, which may be a team, department, function, sub-unit, or so on. Information about this group's performance may identify areas of need - which, again, may be for training or other interventions. It is used to find out how efficiently a particular team or group goes about its business and meets its current objectives. Individual Needs These concern the performance of one or more individuals (as individuals, rather than as members of a group). Here identification of training needs is about finding out to what extent individuals need to learn or be trained in order to bring their current performance up to the required level as a result of changes in methods and processes that call for new competencies and skills.

Methods Used in Tata Power to identify training needs:

Performance Management System (PMS): This is continuous evaluation process where employee is assessed by his immediate boss. Under this process employee assessed on the basis of yearly KRA and key behavioural attributes. From these parameters his boss decides where improvement is required in terms of organisational growth, team growth and individual growth. On the basis of this employee is nominated for two technical and two behavioural training which will be given to the employee in next financial year. Self-Nomination: As we have seen that PMS system identifies training needs for employees. But some time employee want to undergo additional trainings so in such conditions employee can apply for such trainings by self-nomination. Compulsory trainings: As per organisational needs there are few compulsory trainings identified company which are given to the employees. Theses training include basic safety trainings, Induction training for newly joined.

Training Methods Lectures:

It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. Training is basically incomplete without lecture. When the trainer begins the training session by telling the aim, goal, agenda, processes, or methods that will be used in training that means the trainer is using the lecture method. It is difficult to imagine training without lecture format. There are some variations in Lecture method. The variation here means that some forms of lectures are interactive while some are not. Straight Lecture: Straight lecture method consists of presenting information, which the trainee attempts to absorb. In this method, the trainer speaks to a group about a topic. However, it does not involve any kind of interaction between the trainer and the trainees. A lecture may also take the form of printed text, such as books, notes, etc. The difference between the straight lecture and the printed material is the trainers intonation, control of speed, body language, and visual image of the trainer. The trainer in case of straight lecture can decide to vary from the training script, based on the signals from the trainees, whereas same material in print is restricted to what is printed. A good lecture consists of introduction of the topic, purpose of the lecture, and priorities and preferences of the order in which the topic will be covered. Main Features of Lecture Method 1. Inability to identify and correct misunderstandings 2. Less expensive 3. Can be reached large number of people at once 4. Knowledge building exercise 5. Less effective because lectures require long periods of trainee inactivity Web Seminars: These are same as the lecture excluding one fact people are interacting on internet. Web seminars all people connect professor on online portal where they can see study material, ask doubts to the professor, record lectures for future reference. Advantages 1. It saves time for people travelling from place to other for lecture. 2. They can attend lecture from anywhere Disadvantages: 1. Slow internet may cause disturbance Professor Simply Simple: This is one of the innovative ideas used to teach basic financial courses to employees where basic financial concepts are explained with the help of day to day examples. This is online portal where employee can access different financial topics anytime from anywhere E.g Time value of money

Knowledge sharing sessions: This is a platform where employees are encouraged to study the topic they like or interested in and then present it in front of colleagues. So that other can be benefited from this knowledge sharing. These topics can be technical or general abstract topics

On Job training
The most frequently used method in smaller organizations that is on the job training. This method of training uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training to less knowledgeable, skilled, and experienced employees. OJT can be delivered in classrooms as well. This type of training often takes place at the work place in informal manner. On the job Training is characterized by following points. 1. It is done on ad-hoc manner with no formal procedure, or content 2. At the start of training, or during the training, no specific goals or objectives are developed 3. Trainers usually have no formal qualification or training experience for training 4. Training is not carefully planned or prepared 5. The trainers are selected on the basis of technical expertise or area knowledge Formal OJT programs are quite different from informal OJT. These programs are carried out by identifying the employees who are having superior technical knowledge and can effectively use one-to-one interaction technique. The procedure of formal on the job training program is: 1. The participant observes a more experienced, knowledgeable, and skilled trainer (employee) 2. The method, process, and techniques are well discussed before, during and after trainer has explained about performing the tasks 3. When the trainee is prepared, the trainee starts performing on the work place. 4. The trainer provides continuing direction of work and feedback 5. The trainee is given more and more work so that he accomplishes the job flawlessly

Job Rotation
For managers being developed for executive roles, rotation to different functions in the company is regular carried out. This approach allows the manger to operate in diverse roles and understand the different issues that crop up. If someone is to be a corporate leader, they must have this type of training. A recent study indicated that the single most significant factor that leads to leaders achievement was the variety of experiences in different departments, business units, cities, and countries. An organized and helpful way to develop talent for the management or executive level of the organization is job rotation. It is the process of preparing employees at a lower level to replace someone at the next higher level. It is generally done for the designations that are crucial for the effective and efficient functioning of the organization. Some of the major benefits of job rotation are: 1. It provides the employees with opportunities to broaden the horizon of knowledge, skills, and abilities by working in different departments, business units, functions, and countries 2. Identification of Knowledge, skills, and attitudes (KSAs) required

3. It determines the areas where improvement is required 4. Assessment of the employees who have the potential and caliber for filling the position

Mentoring:
Mentoring is a powerful personal development and empowerment tool. It is an effective way of helping people to progress in their careers and is becoming increasing popular as its potential is realised. It is a partnership between two people (mentor and mentee) normally working in a similar field or sharing similar experiences. It is a helpful relationship based upon mutual trust and respect A mentor is a guide who can help the mentee to find the right direction and who can help them to develop solutions to career issues. Mentors rely upon having had similar experiences to gain an empathy with the mentee and an understanding of their issues. Mentoring provides the mentee with an opportunity to think about career options and progress. A mentor should help the mentee to believe in herself and boost her confidence. A mentor should ask questions and challenge, while providing guidance and encouragement. Mentoring allows the mentee to explore new ideas in confidence. It is a chance to look more closely at yourself, your issues, opportunities and what you want in life. Mentoring is about becoming more self-aware, taking responsibility for your life and directing your life in the direction you decide, rather than leaving it to chance.

Simulation
As we have seen that technical skills set required in power industry is very high along with this technology is changing on day to day basis. Due to this you cannot expect employees to learn from experience. So Power sector uses Simulator trainings to train their employees. Under this simulator training critical operations in power plant are simulated and employees are tested against their application of technical skills in emergencies. Tata power has its own 250MW and 500MW simulator in house in Trombay so that they can train their employee easily.

Managerial Development Programs

Such Programs prepares middle-management executives to become more effective leaders and change agents in their organizations. They are exposed to key concepts in all major business functions of an organization with the goal of equipping them to engage strategic decision making. They examine their leadership capabilities to improve their personal leadership effectiveness. Rigorous learning, accessible faculty, an incomparable culture of collaboration, and outstanding networking opportunities are used for management leadership training experience. There are different programmes for different level of managers as follows

AGMDGM

Executive Development Program

Senior Manger Manager/ Assistant Manager

Strategic Training Executive program

Managerial Development Program

Under these various programs employees are exposed to Regulatory concepts, CSR aspects, Financial Concepts, Leadership skills, Goal setting, Handling issues regarding Union/ Officers Advantages 1. Advance your strategic decision making capabilities to think faster and more creatively about current competitive strategies and solutions 2. Deepen understanding of organizational dynamics to improve the design and implementation of new initiatives and avoid destructive conflicts 3. Build capabilities for leading cross-border teams across functions and countries. 4. Develop knowledge in core areas of business, including finance, marketing, management, and strategy based on current research and best practice 5. Put your knowledge and skills to the test in a custom strategy simulation that incorporates program content, sustainability issues, and teamwork

Training and Development practices of Kotak Mahindra Bank

Aon Hewitt conducted the 7th Best Employers in India Study, in 2011.Kotak Mahindra Bank Limited participated for the 3rd consecutive time and has been ranked 11th amongst the participating organizations. This time round too, Kotak was declared amongst the Top 25 Best Employers in India! Hewitt's Best Employers in India Study 2011 had started as early as September 2010. The study happens once every 2 years. The 2011 Aon Hewitt Best Employers study provides insights into alignment of people practices to business. It enables an organization to measure the effectiveness of its people practices, and identifies a shortlist of Best Employers. This survey is undoubtedly one of the most credible recognitions that one can get in this space in India. Out of several companies from diverse business backgrounds who applied, a total of 200 companies were invited to participate in the Best Employers Study. The views of over 40,000 employees across India were received as input, making this one of the largest employee research studies conducted in the country. As a participating organization, Kotak went through a series of screening processes including online surveys, documentation of their HR processes and practices, focus group discussions and an on-site audit with the HR Team and made it to the Top 25 Best Employers in Indian once again!

Organization Learning & Development

A little knowledge that acts is worth infinitely more than much knowledge that is idle. ~ Kahlil Gibran ~
Kotak believe that developing and fostering a learning culture along with creating professional entrepreneurs is one of there key value propositions. In this context various interventions have been planned across the employee life cycle to identify and address the skill/ competency gaps and provide developmental inputs to individuals

A large training infrastructure with state of the art classrooms has been set up in Mumbai and similar infrastructure is planned in other Regional hubs as well. Various training methodologies are used for imparting learning such as instructor led training, experiential learnings, simulation based learning, activity oriented learning, elearning , case study based approach etc. Systematic role-based learning maps have been defined on the basis of which various programs related to product, process, skill, competency, behavioral, and leadership are designed and mapped to respective individuals. Their induction and handholding itself starts with a structured On the-job Training (OJT) to acclimatize the individual to the Kotak products/ processes/ culture and ensure a smooth transition into the organization there on-line learning portal SMILE gives ample learning opportunities to employees and hosts several hundred modules for self development and certifications. They also have tie-ups with various external institutions and renowned Indian and Global BSchools where several customized training programs aligned to their competency framework are conducted to upskill their talent in various skill sets

Other than formal and structured training interventions, their leaders and managers continuously provide informal mentoring to their team members to groom them for growth and larger roles. With the organizations inherent belief in investing in people, their learning and development initiatives continue to grow year on year and contribute significantly to the quality of there talent.

The Employee Value Proposition

Kotaks pride on their work culture. In their journey towards becoming a global Indian Bank and a preferred employer, Kotak offers their employees a unique value proposition. It Is called the FLAME and truly believe that it has ignited the spirit within its employee.

Focus on Results Leadership Active

Inclusiveness

Strongly focused on achieving their short and long term organizational and financial goals. An opportunity to work with industry leaders and be one of them.

Being participative and inclusive in their decisionInvolvement/making, with the responsibility to be involved in this consultative process. An environment where employees are constantly stretched and challenged to give their best. An ability to create business opportunities and run them as entrepreneurs, within broadly defined parameters.

Maximum Challenge Entrepreneurial Creativity

Career Path Mapping

Kotak offers a plethora of opportunities for employees across the group to develop themselves and realize their professional aspirations.

Dedicated induction program along with two weeks on-the-job training for front line-hires Employees are assessed for potential (linked to their competency framework) and specific development plans are drawn up for them. 60% of their open positions over the last five years have been met through role enhancements provided to employees. Employees on outsourced rolls or trainees are given the opportunity for entry level rolls into the Bank with 5% of this pool comprising the total hires There internal job posting program, Kotak Fast Track also a widely used platform by employees to seek role movements. All open positions (except entry level) advertised through this platform across Kotak Group Performance of all employees is tracked regularly and both stars and stalwarts are moved across businesses to encourage cross functional exposure and Talent Fungibility Employees are informally mentored by manager/ leaders & groomed to take on larger roles/ assignments.

Rewards & Benefits Rewards @ Kotak

An individual learns to create, innovate and add value to each operation. You grow in an environment with unlimited possibilities. Needless to mention that when you demonstrate competence and adherence to Kotak values, your ambitions and aspirations are also met. Rewards at Kotak mean much more than just a pat on the back. They come in the form of:

Have you heard of the

Recognition And Career Enhancement (RACE) is once such program that is aimed at the entire Sales force of the Bank. It is a time-bound, automatic, transparent and structured program based on performance.

RACE - Recognition And Career Enhancement works on four basic principles of Passion, Pride, Progress and Prosperity

Passion to Perform Pride in belonging to a winning team Path to Progress in your Career Prosperity in your life through attractive rewards and growth

Iapplaud- The Language of Appreciation @ Kotak

I-Applaud is a platform which provides for informal recognition from co-workers, supervisors or even subordinates. Employees are recognized through on-line e-cards or hard copies of iapplaud cards. Effort or achievements are easily and appropriately recognized and applauded through this platform. On an average 350 e-cards are exchanged per month.

Hall of FLAME- Rewarding the Right Behavior as per there Value System Kotak is firmly grounded and guided by their core values and employee value proposition and believe in rewarding employees (through programs like Hall of FLAME) for exhibiting the right behaviors and exemplify the organization values.

Long Service Awards

To acknowledge the loyalty and dedication towards the organization, all there employees who complete 5, 10 & 15 years of service in Kotak are recognized through their Long Service Awards. This aims at appreciating the commitment that their employees make towards the organization.

Benefits @ Kotak
Employee well-being is obviously a governing theme at Kotak! The benefits they offer to their employees are at par with the best.

Their Compensation packages, benchmarked with all the leading players in the industry to ensure a well-balanced attraction of potential talent and retention of existing employees. They have a comprehensive medical assistance facility which covers a whole gamut of medical expenses that employees or their families incur. Our responsibility towards new employees doesn't stop at salaries and compensation alone. They offer all possible help to facilitate their settling down including a Chummery accommodation. Emergency loans are provided to all employees during contingencies including marriage, illness, death of a close family member or any other exigency.