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Executive Summary

Canara Bank is a leading public sector bank established on July 1, 1906 in the town of
Mangalore in Karnataka by Shri Ammembal Subba Rao Pai, an eminent lawyer,
educationist and social reformer. The bank has already completed 100 years of service. It
provides all sorts of financial services ranging from loans to insurance. For the year
March 2004, the Bank clocked the highest net profit (Rs.1338 crore) among nationalized
banks. Net profit for the year March 2005 was Rs 1109 Crores.
The report basically deals with the organization study of Canara bank. It mentions about
the brief introduction to banking industry, history of the bank, departments, organization
structure, and details about products & services. A brief view of the HRD practices of the
bank has been given in the report. The report also contains the financial performance of
the 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 and
for 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 awareness
programs, marketing oriented programs must be introduced. The Training programs
contents should be designed keeping in view the jobs assigned or to be assigned
The open work culture, commitment and the co-operation among the employees
remarkable adaptability to changing banking environment have enabled Canara Bank to
be a Frontline banking institution of global standards.

Banking Industry Profile:


Banking in India has an early origin where the indigenous bankers
played 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 on
the banking business. The General Bank of India was first Joint Stock Bank to be
established in the year 1786. The others which followed were the Bank Hindustan and the
Bengal Bank. In the first half of the 19th century the East India Company established
three banks; the Bank of Bengal in 1809, the Bank of Bombay in 1840 and the Bank of
Madras in 1843. These three banks also known as Presidency banks were amalgamated in
1920 and a new bank, the Imperial Bank of India was established in 1921. With the
passing of the State Bank of India Act in 1955 the undertaking of the Imperial Bank of
India was taken by the newly constituted State Bank of India.
The Reserve Bank of India which is the Central Bank was created
in 1935 by passing Reserve Bank of India Act, 1934 which was followed up with the
Banking Regulations in 1949. These acts bestowed Reserve Bank of India (RBI) with
wide ranging powers for licensing, supervision and control of banks. Considering the
proliferation of weak banks, RBI compulsorily merged many of them with stronger banks
in 1969.
The banking industry in India is in a midst of transformation,
thanks to the economic liberalization of the country, which has changed business
environment in the country. During the pre-liberalization period, the industry was merely
focusing on deposit mobilization and branch expansion. But with liberalization, it found
many of its advances under the non-performing assets (NPA) list. More importantly, the
sector has become very competitive with the entry of many foreign and private sector
banks. The face of banking is changing rapidly. There is no doubt that banking sector
reforms have improved the profitability, productivity and efficiency of banks, but in the
days ahead banks will have to prepare themselves to face new challenges.

INDUSTRY STRUCTURE

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The banking system can be broadly classified as organized and


unorganized banking system. The unorganized banking system comprises of
moneylenders, indigenous bankers, lending pawnbrokers, landlords, traders, etc. Whereas
the organized banking system comprises of Scheduled Banks and Non-Scheduled Banks
that are permitted by RBI to undertake banking business. Scheduled banks are those
banks that are included in the second schedule of the RBI Act 1934, subject to fulfilling
certain conditions. The scheduled banks comprising of Scheduled Commercial Banks and
Scheduled Co-operative Banks enjoy certain privileges like approaching the RBI for
financial assistance, refinance etc and correspondingly, they have certain obligations like
maintaining certain cash reserves, submission of returns as prescribed by the RBI etc.
Non-Scheduled Banks are those joint stock banks which are not included
in the second Schedule of the RBI Act 134, on account of the failure to comply with the
minimum requirements for being scheduled. There were 16 Non-Scheduled Commercial
Banks in June 1969. As on March 2002, there are 5 Non-Scheduled Commercial Banks
which are local area banks. However there are more then 2000 Non-Scheduled Cooperative 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 further
be classified as Public Sector Banks, Private Sector Banks, Foreign Banks and Regional
Rural 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 7
associates nationalized in 1959 and other Nationalized Banks which were nationalized in
two 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 new
private sector banks, wherein the latter enjoy superior discounting in the bourses. After
RBI reopened the banking sector to private players, about eight private sector banks were
licensed in 1995, which brought with them latest technology, customer-oriented service,
innovative products and aggressive marketing.
Despite increasing competition, public sector banks continue to
dominate. Large scale of operations bestows upon them a higher bargaining power
enabling them to play a dominant role in the liquidity and interest rate levels in the
system. However, the scenario in the future may undergo a change with the growth of the
new private sector banks. These banks are in a more advantageous position because of

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their superior technology-based operations, lower manpower and a lower Non-Performing


Assets (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 of
people. 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 bank's
margin 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 industry
and agriculture, investment in government securities, investment in private sector equity,
debentures, commercial papers, etc.
A bank's sources of revenue are interest from loans and advances,
income from government securities and dividend/interest from private sector equity
investments and debt instruments. Apart from this, a bank also earns non-fund-based
income, also called as fee-based income for the various services rendered by it as a
banker 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 Financial
Assets and Enforcement of Security Interest was promulgated on 24th June 2002. The
same has been passed by the Parliament in Nov. 2002. The ordinance will help banks and
financial institutions improve their financial position in three ways. Firstly it will help
banks and FIs turn their assets into securities, which could be traded in the market in
smaller bundles. This would bring immediate liquidity, which can be lent, instead of
waiting for loans to be realized. The new law will also help them in setting up asset
reconstruction companies to recover their bad assets. And finally, it will help in the
enforcement 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 that
the huge the burden (now estimated at over Rs 1,100 billion) of NPAs on Indian financial
sector will be reduced to a more reasonable level. It also offers scope for Public Sector
Banks to clean up their balance sheets faster.

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CRITICAL SUCCESS FACTORS


Asset liability management, effective monitoring of loans, recovery
of NPAs, reducing cost of deposits, controlling establishment costs are critical success
factors. Ensuring capital adequacy, exposure norms and other prudential norms in line
with RBI guidelines are also critical. Wresting blue chip accounts, expanding depositor
base and leveraging them for fee-based income are also essential for growth and
development. Technology has already brought about revolutionary changes. Services like
Internet Banking, Mobile Banking, Anywhere and Anytime Banking will not be added
features 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 capital
requirements will be heavy. Banks, which have a legacy of a large workforce, will have to
find ways to offset the these technology costs by reduction in staff costs, if any
meaningful reduction in transaction costs has to be achieved.

OUTLOOK
The banking scenario in the country has been undergoing a
qualitative shift towards internationalism. Global best practices are finding greater
acceptance 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 the
stress and strain that the reforms bring along. As banks expand their fee-based income by
offering various services including distribution of mutual funds, investments and
insurance products, the reach and responsive services takes center stage. Also with more
financial instruments gaining market acceptance, traditional advances are likely to give
way to investment in innovative instruments.
The banking industry needs to cut flab across the board, improve
service conditions, capitalize on their large client base for fee-based income and retain
their customers amidst hectic competition. With price wars slowly taking place,
particularly after lending below Prime Lending Rate is allowed, stronger players will
emerge successful in the long run.

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Commercial Banks at a glance


Particulars
No. of Commercial Banks
All Scheduled Commercial Banks
of which, Regional Rural Banks
Non-Scheduled Commercial Banks*
No. of Bank Offices
Rural
Semi-Urban
Urban
Metropolitan
* Indicates Local Area Banks
Source: Reserve Bank of India

Jun-2003
295
291

Jun-2002
298
294

196
4
66692
32231
14875
10841
8745

196
4
66355
32394
14727
10578
8656

Origin & Growth of Canara Bank:


Canara Bank (CBK) was founded on July 1, 1906 in the town of Mangalore in Karnataka
by 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 a
limited company as 'Canara Bank Ltd.' in 1910 and became Canara Bank in 1969 after
nationalization. Backed by a team of professionals, committed staff and extended
clientele base, the bank has, over the last 100 years, achieved many a milestone in the
fields of commercial and social banking. The bank also has been able to register profits
every year since inception.

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From a small beginning, the bank has grown into one of the largest
banks in India with a wide branch network and client base. Acquisitions have also
enabled the bank to achieve growth. Prior to nationalization in 1969, the bank took over a
number of banks starting with the Bank of Kerala in 1961 and ending with the Pangal
Nayak Bank in 1968.Subsequently in 1985, it took over Laxmi Commercial Bank. The
bank has a large network of geographically well diversified branches, which enables it to
raise low cost long-term deposits. The number of branches of the bank rose from 368 at
the time of nationalization in 1969 to reach 2,469 by March2004. The bank has also
diversified into other banking related areas through its various subsidiaries and sponsored
companies:
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 share
aggregating Rs 385 crore through the fixed price route. The main object of the issue is to
augment the long-term resources of the bank and the capital base of the bank to meet its
future capital adequacy requirements. Moreover on 1st Nov. 2002 the bank returned the
governments 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 to
around 73.2%.During 2002-03 the bank has started corporate agency of life insurance
products in strategic alliance with AVIVA with the aid of a dedicated 'Bancaassurance'
outfit.

The Bank Today


Canara Bank is one of the premier banks in the country, accredited with umpteen
distinctions. The present stature of the Bank is due to its strong fundamentals and quality
customer orientations. Profit making since inception, the Bank today epitomizes a perfect
blend of commercial and social banking.
For the year March 2004, the Bank clocked the highest net profit ( Rs.1338 crore) among
nationalized banks, with significant improvement in capital adequacy ratio (12.66%) and
asset quality (net NPA ratio of 2.89%). Net profit for the year March 2005 was Rs 1109
Crores.
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,

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Networked ATMs, Anywhere Banking, Telebanking, Remote Access Terminals Internet &
Mobile Banking, Debit Card etc. The Bank was the first among banks to launch
networked ATMs and obtain ISO Certification.
Commercial consideration has, no way, diluted the Bank's role in national priorities.
Canara Bank is in fact the first bank to be conferred FICCI award for contribution to rural
development. Sound founding principles, enlightened leadership, unique work culture and
remarkable adaptability to changing banking environment have enabled Canara Bank to
be 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 (%)


S.No
1
2
3
4
5
6
7
8

Particulars
Capital Adequacy Ratio
Return on Assets (ROA)
Earning per Share (Rs.)
Book Value (Rs.)
Net NPA Ratio
Priority Credit to Net Credit
Business Per Employee (Rs. In Crore)
Profit Per Employee (Rs. In Lakh)

2002-03
12.50
1.24
20.56
98.14
3.59
42
2.50
2.26

2003-04
12.66
1.34
32.63
125.14
2.89
44
3.00
2.97

2004-05
12.78
1.01
27.06
146.15
1.88
43
3.51
2.48

Decadal Performance
(Rs. in Crores)

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199495
Number of Branches
2136
Capital
590
Reserves
1144
Deposits
22475
Quantum Increase
2636
% Increase
13.29
Non-Resident Deposits
2953
Foreign Business Turnover * 20172
Advances (Net)
10878
Advances to Priority Sector 4125
Export Credit
2065
Total Number of Staff
53327
Total Income
2801
Total Expenditure
2597
Operating Profit
552
Net Profit
204

199596
2192
485
1446
26243
3768
16.77
3879
26438
13096
4892
2434
54044
3382
3129
651
253

199697
2262
485
1564
31445
5202
19.82
4984
27741
14413
5702
2603
54316
3869
3721
654
147

199798
2312
578
1725
38045
6600
20.99
6302
34238
16825
6735
2813
54703
4431
4228
673
203

199899
2379
578
1835
41959
3914
10.29
7589
39859
19530
7034
2789
55097
5319
5094
957
225

19992000
2397
578
2018
48001
6042
14.40
8918
53634
23547
7667
3007
55363
5687
5451
923
236

200001
2405
578
2237
59070
11069
23.06
9877
61119
27832
9139
3517
48257
6536
6251
1131
285

200102
2409
578
2894
64030
4960
8.40
11358
59333
33127
10536
3672
47796
7799
7058
1656
741

200203
2424
410
3739
72095
8065
12.60
12482
65676
40472
14604
4429
47566
8170
6173
1997
1019

Mission:
Pursuit of Excellence.

Banks Motto:
Serving to grow growing to serve.

Branches & Offices:


The bank has a network of 2508 branches, spread over 25 states/4 union territories of the
country and one overseas branch at London, which are administered through

13 Circle offices and 1 international division.

38 Regional Offices.

Branches & Offices Abroad


Canara bank established its International division in 1976, to supervise the functioning of
its various foreign departments, to give required thrust to foreign exchange business,
particularly exports and to meet the requirements of NRIs.Though small in size, the
banks presence abroad has brought in considerable foreign business, particularly NRI
deposits
The Bank has its presence abroad, as under:

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2003-04
2469
410
4842
86345
14250
19.77
12909
67347
47639
19580
5497
47613
9080
6221
2859
1338

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
enterprises/small scale industries by offering this specialized financial service
product.
3. Canbank Venture Capital Fund (CVCF) the only Banks 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

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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)

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10

Executive
Director[ED]

CMDs Secretary

Board
Secretary

EDs Secretary

Company
Secretary
GM

DGM

AGM

Divisional
Manager/Chief
Manager

Senior Manager

Manager

Officer

Workmen Staff

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Executive
Director[ED]

CMDs Secretary

Board
Secretary

EDs Secretary

Company
Secretary
GM

DGM

AGM

Divisional
Manager/Chief
Manager

Senior Manager

Manager

Officer

Workmen Staff

Note:

GM General Manager
DGM Deputy General Manager
AGM Assistant General Manager

Customer Support:
IT Driven
ATM

Anywhere Banking

Anywhere Banking

Tele Banking

Customer terminal

computerized information Facilitation

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NRI Services

Non Resident External Rupee Account.

Non Resident Ordinary Account.

Foreign Currency Non Resident Accounts-Banks.

Loans & Advances


Retail 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 nonworking 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

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Finance Companies, Housing Boards, Co-operative Banks, Co-operative Societies


and Commercial Banks at prevailing low rate of interest.

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 years

Home 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

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:

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1. When availed along with Housing Loan from Canara Bank, amount up to one
year's gross salary / income over and above the normal eligible amount for
housing finance.
2. In other cases, one year's 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.

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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:

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Purpose: To meet any genuine personal needs

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

life

insurance

policy

or

suitable

co-obligation

Commercial 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 Loans

Other priority Sector loans

Agriculture & Rural Credit


- Kisan Credit
- Loans for setting up Agri Clinic
- Minor Irrigation Loans
- Farm Machinery Loans
- Farm Development Loans

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- Vehicle Loan for Agriculturists


- Loan for Plantation Crops
- 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

Deposits
Fixed Deposit:

It is safe, liquid and fetches high returns.

Minimum Rs. 1000/-, Maximum - No ceiling.

Period of Deposit - 15 days to 120 months.

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Interest Payment - Monthly, Quarterly, Half-yearly or Annual intervals at


depositor's choice.

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 quarter

CANBANK 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.

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Savings bank account continues to serve as before.

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 ANALYSIS
Strengths:
Canara Bank is a premier leading public sector bank enriched with banking discipline,
founder principles, and steady growth. The organizational study shows a significant
improvement in Net profits year after year. For the year March 2004 the bank clocked
highest net profit of Rs1338 Crore among nationalized banks. It has registered a net profit
of Rs1110 crore for the year March 2005.There assets are qualified workforce and brand
name in India. Major income is Interest on advances. It is in the business for 100 years,

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which celebrated its centenary year this year. It has a separate Planning and development
wing.
The present stature of the bank is due to strong fundamentals and quality customer
orientation. Profit making since its inception the bank today epitomizes a perfect blend of
commercial and social banking.

Weaknesses
Structural Barriers delay in decision making due to a tall hierarchy.

Opportunities:
Economic scenario is favorable to banking sector as compared to other industries. As for
as 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 sector
banks. With the hike in FDI in Banking foreign banks have good opportunities. These
foreign banks take away the customers of Public sector banks. The bank continues to face
competition 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.

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DETAILS OF SECTIONS/DIVISIONS/DEPARTMENTS COMING


UNDER EACH FUNCTIONAL WING OF HEAD OFFICE
PERSONNEL WING:
1.

Personnel Management Section

2.

Industrial Relations Section

3.

Human Resources and Organization Development Section

4.

Head Office Staff Administration Section

5.

House Magazine and Library Section

6.

Official Language Section

7.

Staff Training College

8.

Recruitment Cell

9.

SC/ST Cell

PLANNING AND DEVELOPMENT WING:


1.

Development Section

2.

Economic Research Section

3.

Management Information and Planning Section

4.

Customer Service Section

5.

Publicity and Public Relations Section

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6.

Corporate Merchant Banking Division

7.

Marketing, Research & Product Development Section

8.

Corporate Cash Management Services

CORPORATE CREDIT WING:


1.

General Credit Sanctions-I Section

2.

General Credit Sanctions-II Section

3.

Export Import Credit and Development Section

4.

Project Finance Department

RECOVERY WING:
1.

Recoveries Section

2.

NPA Management Section

3.

Legal Section

4.

Sick Industries and Rehabilitation Section

RISK MANAGEMENT WING:


1.

Credit Policy Section

2.

Industrial Advisory Division

3.

Risk Management Section

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4.

Credit Monitoring and Statistics Section

5.

Credit Review Section I & II

FINANCIAL AND GENERAL ADMINISTRATION WING:


a)

General Administration Department

1.

Furniture and Bills Section

2.

Premises, Policy and Administration Section

3.

Technical Cell

4.

Records and Tappal Section

5.

Premises and Estate Section

6.

Printing Section

7.

Stationery Section

8.

Central Security Cell

9.

Estate Policy and Control Section

.
b)

Accounts and Taxation Department

1.

Balance Sheet and Central Accounts Section

2.

Staff Provident Fund

3.

Staff Welfare Fund

4.

Pension Fund

5.

Government Accounts Section

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6.

Executor, Trustee and Taxation Section

7.

IBA Rconciliation Section

8.

DD Rconciliation Section

9.

ATM and Debit Card Reconciliation Section

PRIORITY CREDIT WING:


1.

Priority Credit Section

2. Agricultural Consultancy Services


3.

Small Scale Industries Division

4.

Regional Rural Banks Division

5.

Rural Development Section

6.

Social Banking Cell

INSPECTION WING:
1.

Planning Section

2.

Follow Up Section

3.

Review and Reporting Section

4.

Information Systems Audit Section

5.

Vigilance Department

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6.

Staff Administration Section

7.

Organization and Methods Section

DEPARTMENT OF INFORMATION TECHNOLOGY - WING:


1.

Department of Information Technology

TREASURY AND INTERNATIONAL OPERATIONS WING:


1.

Treasury and Investment Division

2.

Overseas Banking Division

RETAIL BANKING AND SUBSIDIARIES WING:


a)

Cancard Division

b)

Retail Banking Division

1.

Retail Banking Division

2.

Bancaassurance Section

3.

Cross Selling of Mutual Fund Products Section

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c)

Subsidiaries Division

1. Subsidiaries Section
Names of Subsidiaries and Associates
a)

Canbank Mutual Fund Limited

b)

Canbank Factors Limited

c)

Canfin Homes Limited

d)

Canbank Investment Management Services Limited

e)

Canbank Computer Services Limited

f)

Canbank Venture Capital Fund Limited

g)

Gilt Securities Trading Corporation Limited

h)

Canbank Financial Services Limited

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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
Bank's 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

Concept of Study Circle aims at self development of employees by encouraging


the desire to acquire/update knowledge, information and experience.

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Inside / Outside guest lecturers specialized in different topics of common mans


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 Sessions


This is a technique for generating ideas and suggestions on topics of relevance and also to
provide alternate solutions to problems by simulative thinking and imaginative power of
cross 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

IN - HOUSE PUBLICATIONS / JOURNAL

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Bank's 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


For attending to customers grievances, the bank has an independent Customer Service
Section at apex level i.e. at Head Office, Bangalore and Customer Service Section headed
by Divisional Managers at all 13 Circle Offices who have been exclusively designated to

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monitor customer service at branches coming under the respective circles and also to
attend to customer grievances till redressal.
Customer Meet is conducted by the Bank on 15th of every month (next working day, if it
happens to be Saturday or Holiday) at Head Office/Circle Office/Regional
Offices/Branches to receive customer complaints /suggestions for improvement. 24 Hour
telecontact service facility is available in the Bank to facilitate customers to register their
grievances and seek redressal in

quickest

possible

time.

Definition of Training:
It is any attempt to improve current performance by increasing an employees ability to
perform through learning, usually by changing the employees attitude or increasing his
or her skills and knowledge.

Objectives of Training:

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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 more
productive 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.
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.

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Evaluation of Training:
Definition: Any attempt to obtain information on the effects of training on
performance 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.
4. Evaluation specialist must be clear about the goods and purpose of
evaluation.

Techniques of Evaluation:
1. Questionnaires
2. Tests

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33

3. Interviews
4. Cost benefit analysis
5. Feed back

Evaluation 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.
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 trainees 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.

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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 Canara Bank
Bangalore.
Objectives of the study:
To find out the effectiveness of training at Canara Bank and to get employees opinion on
the same.
Scope of the study: The study is restricted to Canara Bank. It was conducted in
Bangalore (Head office)
Type of Research: Exploratory
Sources of Data Collection: The required data will be collected through both Primary
and Secondary source. The primary data is collected through structured questionnaire &
the secondary data will be collected through journals, websites and text books.

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Sampling Technique: The sampling technique used was non-probabilistic sampling


under 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. The
questionnaire was distributed among the employees to get their responses. The data
collected was analyzed and interpreted.
Plan of analysis: The collected data was checked, classified and tabulated. Charts were
drawn 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.

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1. How many years of service have you completed in Canara Bank?


Table 1 Years of

Years
No of people
0-5 years
3
5-10 years
1
10-15 years
2
15-20 years
3
20-25 years
10
Above 25
6
years

service at Canara Bank

Chart 1: Years of service at Canara Bank


The 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.
40% of the respondents have 20-25years experience.
24% of the respondents have above 25years experience.

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2. Have you attended any Training program earlier?


Table2 Training Program Attendance
Yes
No

25
--

Chart 2: Training Program Attendance

The above pie chart shows that all the respondents (100%) have attended training
programs earlier.

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3. Do you think the Training Program met your needs & expectations?
Table3 Satisfaction of needs and expectations by Training program
Yes
No

18
7

Chart 3: Satisfaction of needs and expectations by Training program


The above pie chart shows that 72% of the respondents are of the opinion that the
Training program met their needs and expectations.
28% of the respondents are of the opinion that the Training program did not meet their
needs and expectations.

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4. Whether adequate training facilities were provided?


Table 4 Training Facilities
Yes
No

21
4

Chart 4: Training Facilities


The 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.

5. Was the content of the program (course) logically organized?

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Table 5 Logical Course Content


Yes
No

20
05

Chart 5: Logical Course Content


The above pie chart shows that:
80% of the respondents are of the opinion that content of the training program was
logically organized.
20% of the respondents are of the opinion that content of the training program was not
logically organized

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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
No

23
2

Chart 6: Information Exchange at the workplace


The 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 dont exchange the knowledge gained at the training center
with colleagues at their workplace.

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7. The batch size of the program was

Table 7: Batch Size of the Training Program


Just Right
Too Few
Too Many

20
2
3

Chart 7: Batch Size of the Training Program


The above pie chart shows that:
80% of the respondents are of the opinion that batch size of the training program was just
right.
8% of the respondents are of the opinion that batch size of the training program was too
few.
12% of the respondents are of the opinion that batch size of the training program was too
many.

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8. Quality of the training program was


Table 8: Quality of the training program
Excellent
Good
Average

5
15
5

Chart 8: Quality of the training program


The above pie chart shows that:
20% of the respondents are of the opinion that quality of the training program was
Excellent.
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 was
Average.

9. In what way the training program was useful?

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44

Table 9: Usefulness of the Training Program

Improvement in Skills
Enhanced knowledge
Self Development
Attitudinal Changes

6
14
3
2

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.

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45

8% of the respondents are of the opinion that the training program brought
attitudinal changes.

10. Whether the course material provided during the training was useful?
Table 10: Usefulness of the Course material
Yes
No

23
2

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.

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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
No

22
3

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.

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47

12. What was your


the

training

Excellent
Good
Satisfactory
Below Average

3
12
10
00

overall impression to
program?

Table 12: Overall impression to the training program

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.

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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
To some extent
Discourage

6
19
--

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.

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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%.

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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.

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 programs 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.

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Conclusion:
By the study conducted on training effectiveness at Canara Bank we can conclude that in
all respects the training programs were successful and for majority of the respondents the
training program met their needs and exoectations.However it was found that there should
be more on the job support to encourage employees to practice what they learnt. It was
glad 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 shows
the success of the training programs conducted earlier. The open work culture,
commitment and the co-operation among the employees remarkable adaptability to
changing banking environment have enabled Canara Bank to be a Frontline banking
institution of global standards

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Recommendations:
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.

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54

Questionnaire
Name:

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

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 encouragement
14) Would you recommend any changes in the training programs?
Please Specify
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
_______________________________

---------Thank you---------

BALANCE SHEET AS AT 31ST MARCH 2005

Schedule

As at
31.03.2005
(Rs. '000)

As at
31.03.2004
(Rs. '000)

I CAPITAL AND LIABILITIES


CAPITAL

410,00,00

410,00,00

RESERVES AND SURPLUS

5698,95,72

4841,64,30

DEPOSITS

BORROWINGS

114,16,42

754,89,70

OTHER LIABILITIES AND PROVISIONS

7173,63,33

6971,38,58

TOTAL

96908,41,86 86344,55,65

110305,17,33 99322,48,23

II
II ASSETS

CASH & BALANCES WITH RESERVE


BANK OF INDIA

4984,38,32

6890,93,76

BALANCES WITH BANKS AND MONEY


AT CALL AND SHORT NOTICE

3684,34,91

5136,07,51

INVESTMENTS

38053,88,36 35792,98,94

ADVANCES

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
II

IV CONTINGENT LIABILITIES
BILLS FOR COLLECTION

12
7

59443,17,35 52440,24,95
3957,95,79

3705,79,86

PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31ST


MARCH 2005
Schedule

For the Year ended For the Year ended


31.03.2005
31.03.2004
(Rs. '000)
(Rs. '000)

I INCOME
INTEREST EARNED

13

7571,96,88

7063,35,07

OTHER INCOME

14

1543,82,73

2016,48,32

TOTAL

9115,79,61

9079,83,39

II EXPENDITURE

INTEREST
EXPENDED

15

4421,49,93

4324,56,55

OPERATING
EXPENSES

16

2108,97,16

1896,54,91

PROVISIONS AND
CONTINGENCIES

1475,82,07

1520,71,37

8006,29,16

7741,82,83

1109,50,45

1338,00,56

TOTAL
III NET PROFIT FOR THE YEAR
IV APPROPRIATIONS

TRANSFERS TO

STATUTORY
RESERVE

280,00,00

335,00,00

CAPITAL RESERVE

202,70,31

100,35,35

INVESTMENT
FLUCTUATION
RESERVE

10

230,00,00

510,00,00

REVENUE
RESERVES

11

140,65,52

161,39,16

INTERIM DIVIDEND

11

102,50,00

102,50,00

PROPOSED
DIVIDEND

11

123,00,00

102,50,00

DIVIDEND TAX

11

30,64,62

26,26,05

1109,50,45

1338,00,56

27.06

32.63

TOTAL
EARNINGS PER
SHARE

Bibliography
Books
Human Resource Mangement, V.S.P.Rao, Excel Books 2002 Edition
Human Resource Management, K.Ashwatappa, 3/e Tata McGraw-Hill Publishing

Websites
http://www.Canbankindia.com/
http://www.indiainfoline.com/
http://www.Rbi.org.in/
Database
Capitaline plus Capital Market