Project Report on

“TRAINING AND DEVLEOPMENT OF HDFC BANK”

A project Submitted to

University of Mumbai for partial completion of the degree of

B.Com (Banking & Insurance)

Under the Faculty of Commerce

By

Karan Chandrakant Patil.

Under the Guidance of

Prof. Dr. Shraddha Shukla

Shailendra Education Society`s

Arts, Commerce & Science College,

Shailendra Nagar, Dahisar (East), Mumbai – 400 068

April 2019-20

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 TABLE OF CONTENTS
Sl.No. Topic Pages. No

1. CHAPTER-1 6

INTRODUCTION

2. CHAPTER-2 15

COMPANY PROFILE

3. CHAPTER-3 29

OBJECTIVE

4. CHAPTER-4 30

RESEARCH METHODOLOGY

5. CHAPTER-5 32

DATA ANALYSIS AND INTERPRETATION

6. CHAPTER-6 47

RECOMMENDATIONS

7. CHAPTER-7 50

CONCLUSION

8. CHAPTER-8 52

BIBLIOGRAPHY

9. CHAPTER-9 53

ANNEXURE

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 DECLARATION BY LEARNER

I the undersigned Mr. KARAN CHANDRAKANT PATIL. here by, declare that the
work embodied in this project work titled “TRAINING AND DEVLEOPMENT OF
HDFC BANK” forms my own contribution to the research work carried out under the
guidance of PROF. SHRADDHA SHUKLA is a result of my own research work & has
not been previously submitted to any other University for any other Degree/ Diploma to
this or any other University.

Wherever reference has been made to previous works of other, it has been clearly
indicated as such & included in the bibliography.

I, here by further declare that all information of this document has been obtained &
presented in accordance with academic rules & ethical conduct.

Karan Chandrakant Patil.

Name & Signature of the Learner

Certified by

Prof. Dr. Shraddha Shukla.

Name & Signature of the Guiding Teacher

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 ACKNOWLEDGEMENT

To list who all have helped me in difficult because they are so numerous & depth is so
enormous.

I would like to acknowledge the following as being idealistic channels & fresh
dimensions in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to do
this project.

I would like to thank my Principal, Dr. Swati Pitale for providing the necessary
facilities required for completion of this project.

I take this opportunity to thank our Coordinator Prof. Dr. Shraddha Shukla, for her
moral support & guidance.

I would also like to express my sincere gratitude towards my project guide Prof. Dr.
Shraddha Shukla, whose guidance & care made the project successful.

I would like to thank my College Library, for having provided various reference books 7
magazines related to my project.

Lastly, I would like to thank each & every person who directly or indirectly helped me in
the completion of the project especially my Parents & Peers who supported me
throughout my project.

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Chapter – 1
INTRODUCTION
Every organization needs to have well trained and experienced people to perform the
activities that have to be done. This is the most important aspect of Human Resource
Management. It is widely known that Human Resource Management helps people to
expand their capabilities and offer numerous opportunities. It is also felt that the expanded
capabilities and opportunity for people at work will lead directly to improvement in
operating effectiveness. The human resources approach means that better people achieve
better results. So if the current or potential job occupant can meet this requirement, training
is not important. But when this is not the case, it is necessary to raise the skill levels an
increase the versatility and adaptability of employees. Inadequate job performance or a
decline in productivity or changes resulting out of job redesigning or a technological break
–through require some type of training and development effort. As the jobs become more
complex, the importance of employee development through training also increases.
In a rapidly changing society, employees training and development is not only an activity
that is desirable but also an activity that an organization must commit resources to if, it is
to maintain a viable and knowledgeable work force. In fact industrial to, if is to maintain
a viable and knowledgeable work force. In fact industrial growth cannot take place properly
without trained manpower. The technological advancement is taking place at such a rapid
speed that the knowledge and skill required become obsolete at much faster rate. In order
to cope up with the fast changes in requirement of skill and knowledge due to advancement
of technology the need for systematic training has been felt in almost all organizations.
Having selected most suitable persons for various jobs in the organization through the
application of scientific techniques, the next function of personnel management is to
arrange for their training. All types of jobs in the organization usually require some type of
training for their efficient performance. Employees talent are not fully productive without
a systematic training programme. Moreover, big organization hires a large number of
young people every year. Because the vat majority of these do not know how to perform
jobs assigned to them in work at some college or institution, must receive some initial
training in the form of orientation to the policies, practices and ways of their employing
organization. The need for a systematic training has increased because of rapid
technological changes, which create new jobs and eliminate old ones. New Jobs require

5
some of special skills which may be developed in old workforce only by giving them
necessary training.
The employees try to train themselves by trial and error or by observing other if no training
programme exists in the organization. But it is an established fact that the absence of
systematic training programme will result in higher training costs. The employee will take
much longer time in learning the skills. He may not be able to learn the best operating
methods. Thus, adequate training is equally desirable for the organization and the
employee.
Now the question arises “ What is training”?
Training is a process of learning a sequence of programmed behaviour. It is application
of knowledge. It gives people an awareness of the rules and procedures to guide their
behaviour. It attempts to improve their performance on the current job or prepare them
for an intended job, actually training is a developmental process. It should cover not only
those activities which improve job performance but also cover those which bring, about
growth of the personality, help individuals in the progress towards maturity and
actualization of their potential capacities so that they become not only good employees,
but better men and women. In organization terms, it is intended to equip persons to earn
promotion and hold greater responsibility. This may well include not only imparting
specific skills and knowledge but also inculcating certain personality and mental attitudes.
Training is felt necessity for an organization due to its educative point of view because it
does not provide definitive answers, but rather it develops a logical and rational mind that
can determine relationships among pertinent variable and there by understand phenomena.
Basic purposes of Training
The purposes of training for employees would be clear from the following observations
which were made by the different authorities from time to time.

6
1) To increase productivity:
Scott L.C. says that instruction can help employee increase their level of performance on
their present assignment. Increased human basic purposes of training
The purposes of training for employees would be clear from the following observations
which were made by the different authorities from time to time.
2) To increase productivity:
Scott L.C. Says that instruction can help employee increase their level of performance on
their present assignment. Increased human performance often directly leads to increased
operational productivity and increased company profit.
Performance often directly leads to increased operational productivity and increased
company profit.
3) To improve quality:
Boocock Sarane S. says that better-informed workers are less likely to make operational,
mistake. Quality increase may be in relationship to a company product or service, or in
reference to the intangible organizational atmosphere:
4) To help a company fulfil its future personal needs.
Fine Sydney S. Says that organizations that have a good internal educational programme
will have to make less drastic manpower changes and adjustments in the event of sudden
personnel alternations. When the need arise, organizational vacancies can more easily be
staffed from internal sources if a company initiate and maintains an adequate instructional
programme for both its non-supervisory and managerial employees.
To improve organizational climate:
Greer Thomas V says that an endless chain of positive reactions results from a well-planned
training programme. By the programme, production and product quality may improve,
financial incentives may than be increased, internal promotions become stressed, less
supervisory pressure ensure that base pay rate increases result.
5) To improve health and safety:
Florsheim Henry says that proper training can prevent industrial accidents. A safer work
environment leads to more mental attitudes on the part of employees.
6) Obsolescence prevention:
Aronoff J and Litwin says that training and development programmes foster the initiative
and creativity of employees and help to prevent manpower obsolescence, which may be

7
due to age, or motivation, or the inability of a person to adapt himself to technological
changes.
7) Personal growth:
Wiener E.L. and Attwood D.A. say that employee on a personal basis gain individually
from their exposure to educational experience. Moreover, management development
programmes seem to give participants a wider awareness, an enlarged skill, and enlightened
altruistic philosophy, and make enhanced personal growth possible.
The Banking Sector, one of the constituent of the financial system, spurs economic
efficiency by allocating saving to high investment and reflects the economic health of the
country. The sector acts as a catalyst and go between for the saving class on the one hand
and investing public on the other, there by facilitating efficient allocation of financial
resources according to the plan priorities/ market forces in the liberalized environment.
They are not necessarily an engine of growth and they do not have to, rather it has to be
fuel injection system-mobilizing savings and pumping them into investment engine-the
more efficiently, the better.
Worldwide experience confirms that countries with well developed banking systems grow
faster and more consistently than those with a weaker and stringently regulated system.
Experts consider weak macro-economic policies and poor economic performance
responsible for undermining the health of the banking sector, which in turn impedes
effective macro-economic performance thus creating a vicious circle.
The Indian Banking sector was made to evolve in an environment of administered interest
rates with stipulation on asset allocation and strong entry barriers primarily to cater to the
country’s social economic needs. While the banking sector has played a crucial role in
widening its reach and have had positive impact on India’s national saving and
channelisation of saving towards investment, its own health got impaired, with worse
economic and qualitative performance.
Low operational efficiency contributed to low profitability and undercapitalisation , with
erosion in the capital base and a high proportion of non-performing assets. The quality of
customer satisfaction, and its response to changing international scenario in banking in
terms of computer and communication technologies and product innovations have been
unsatisfactory especially in the public sector.

8
HUMAN RESOURCE MANAGEMENT
HRM may be defined as “strategy for acquisition, utilisation, improvement and
preservation of an enterprises human resources. It relates to establishing job specification
or the quantitative requirement of job, determining the number of personnel required and
developing the sources of manpower”.
HRM is a double edged weapon-maximum utilisation of which improves productivity and
aids in achieving objectives of an organisation. When faulty used leads t disruption in the
flow of work, less job satisfaction and constant headache for management personnel.
“HRM” may be defined as the planning, organising, directing and controlling of the
procurement, development, compensation, integration and maintenance and separation of
human resources to the end that individual, organisational and societal objectives are
accompli9shed.”
HRM is not a “One shot” function. It must be performed continuously if the organisational
objectives are to be achieved smoothly
AIMS & OBJECTIVES OF HRM
 To ensure effective utilization of human resources.
 To establish and maintain an adequate organisational relationship among all the
members of an organisation.
 To generate maximum development of human resources with in the organisation
 To ensure respect for human being by providing various services and welfare facilities
to the personnel.
 To ensure reconcilation of individual/group goals with those of the organisation in such
a manner that the personnel feel a sense of commitment and loyality towards the
organisation.
 To identify and satisfy the needs of individuals of offering various monetary and non-
monetary rewards.
 To achieve and maintain high morale among employees in the organisation by securing
better human relations.
For successful running up of the bank, the role of HRM should be properly defined. It deals
with the composition of staff and its capacity of mobilise itself at all levels to implement
the banks, strategic intentions in order to meet the challenges ahead. Most of the managers
and the employees are devoted t administrative and repetitive tasks.

9
Why HRM is essential
 To achieve excellence in all its operations by improving effectiveness of all its
employees.
 Plan and monitor career development and succession planning.
 Recruitment of quality personnel, mainly at entity level.
 Provide opportunity to the existing personnel to faster the internal growth.
 Performance to be the sole criteria for increments and promotion.
 Timely and correct communication for fastening spirit of openness.
 To ensure transparency in decision making.
 To provide a stimulating work environment.
 Simplifications and observance of system and procedures for standardization
efficiency.
 Holding regular operational meeting and to ensure constant improvement in operation.
 To foster an organisational climate that leads to self motivation and employee
commitment.
 Conceptualise and implement innovative HR policies.
The problem of overstaffing in PSB (Public Sector Banks) may require the redeployment
of surplus staff. Changes taking place in financial system will have a wider implication of
banking education and training in the country. As the employees in the financial system
acquire new skills, expertise, competence and knowledge to deal with the new tasks and
responsibilities in the context of changes taking place in the field of banking and finance
the world over. The manpower planning will have to change as the growing financial
service sector would require personnel with the new skills, technical knowledge and
competence to deal with the new skills, technical knowledge and competence to deal with
new products emerging in the market. The requirement of new skills and application of
technology in the banking operations ask for change in recruitment and selection process
followed by PSBs.
HRD IN BANKS-PERCEIVED CHALLENGES AHEAD
With gradual process of liberalisation and deregulation, the concept of globalisation is
catching up, leading to increased competition. Consequently, external and internal
environments are undergoing constant change and banking organisations will need to
realign themselves to be in tune with the changing reality. Survival and growth will largely
10
depend on the organisational willingness and ability to understand and cope up with the
changes. Banks, like other service organisations, will have to shed their passive and
conventional approach and instead be continuously proactive, innovative and
unconventional. Human Resources Management and Development (HRM & D) systems
are going to be major determining factor in future growth and effectiveness. In order to
generate and facilitate better employee commitment towards facing the future and the
changing environment, HRM & D systems have to be given de importance and looked at
afresh. Banking organisations will need to adopt and develop a total HRM & D Philosopy.
Some HRD Challenges perceived for Banks
1. Individual-Organisational Goal Integration in the next decade are
People are at the center of all organisational activities. In service organisations like
banks, role of people is all the more explicit. As environment and work undergone
changes and work opportunities expand, lot more effort will be needed for achieving
the optimum and best possible level of individual-orgnisational goal integration.
More than ever before, it will have to be realized that the events that affect the
organisation have positive or negative effects on the worklives of people. Such
effects on worklives do have a consequent impact on the personal lives of people,
which in a form of vicious circle back-impact on the organisation itself. This
inseparable bond between individuals and organisations in terms of goal integration
will become the key factor around which the will have to develop and implement
future strategies in the HRD area. For this purpose, it will be very necessary to
effectively align human resources management processes and systems with over-
all banking operations and strategies.
2. Technological advancement should not undermine importance of human
resources
Technological advancements are taking place at a faster pace. Computerisation
process in banks is picking up. Dependence on technology will make working easy
and service quality will improve further, but one can not afford to make of
undermining the importance of human resources in the changed context.

3. Shift the focus from “HRA” & “HRM” to “HRM” & D”

Under Personnel Management’, we have mostly been doing human resources
administration (HRA) rather than human resources development (HRD). No doubt,
11
 certain aspects of human resource management (HRM) systems are in place in
banks, but one needs to shift the focus from HRA & HRM to ‘HRM & D’ (Human
Resources Management & Development. Proper and meaningful inter-linkage
between various HRD sub-systems like performance appraisal system, training and
development, career path planning, industrial relations, employees management,
discipline management, organisational development, etc. have not been developed
to make HRM process effective enough for organisational growth and development.
All these sub-systems need to be suitably dovetailed with the overall HRD
philosophy.
4. Remove the fear psychosis
A majority of the staff working in banks is going through some kind of fear of being
held accountable for their financial judgements. In financial service business
although it is important to have good systems of accountability and responsibility.
There is need to be totally fair and objective and not create an atmosphere of undue
questioning, postmortems and harassment.
The terms like ‘tabular formats’, ‘charge sheets’, ‘enquiries’, ‘line on provident
fund’ , ‘punishments-minor and major etc., do disturb the very working mindset.
And this dampens the enthusiasm of efficient and upright persons working at
different levels and distorts the decision making process. A genuine and a serious
attempt has to be made to remove this fear.
5. Develop a Career Caring Organisation (CCO)
Banking organisations will have to develop and implement not only an overall
HRM & D philosophy but also turn themselves into Career Caring Organisations
(CCO). This will create trust amongst employees towards organisational
willingness and ability in providing full opportunities for employee growth and
career development. For this purpose, banking organisations will need to:
 Create a long term and conducive environment for employees’ continued growth and
development;
 Create proper and closer match between employee skills, aptitudes and jobs;
 Develop feed back mechanism and effective tow way communication;
 Be very fair and objective in career development and promotion process. The entire
career planning system must be transparent, employee-oriented and environment-
responsive.
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6. Develop All-Rounders
Banking has become a very skilled and a highly developed service. While
development of specialists in various areas like credit, foreign exchange,
information technology, investment management, advisory/support services etc., do
help in creating a committed and highly skilled class of workers, officers and
executives. Yet in the long run, to cope with the increasing demand from a variety
of customers, it may be better to train people and develop all round bankers rather
than specialist bankers.
7. Newer Services & Service Delivery Systems
To cope-up with the challenges of change, banks are already coming out with newer
schemes, services and newer delivery systems in tune with the customer demands
and requirements. They are also adapting themselves to the technological changes
and competition among the public vs-private sector, Indian-vs-foreign banks and
between the public sector banks themselves. With liberalization, needs to be
provided world class and globally competitive and comparable banking services
needs to be provided. Tele-banking services, aggressive marketing of banking
services, door-step banking, technology-backed banking services will become the
order of the day. Customers belong to a bank and not to a branch alone. And all this,
poses a great HRD challenge for banks and bankers, unions and associations, in
terms of attitudinal orientation. There is a need to develop bankers at all levels who
are friendly and who serve voluntarily, who serve from the heart, who are ever
willing to serve and satisfy the customer, willingly, efficiently and cheerfully.

13
Chapter – 2
COMPANY PROFILE

The Housing Development Finance Corporation Limited (HDFC) was amongst the first to
receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in
the private sector, as part of the RBI's liberalisation of the Indian Banking Industry in 1994.
The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its
registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled
Commercial Bank in January 1995.
HDFC is India's premier housing finance company and enjoys an impeccable track record
in India as well as in international markets. Since its inception in 1977, the Corporation has
maintained a consistent and healthy growth in its operations to remain the market leader in
mortgages. Its outstanding loan portfolio covers well over a million dwelling units. HDFC
has developed significant expertise in retail mortgage loans to different market segments
and also has a large corporate client base for its housing related credit facilities. With its
experience in the financial markets, a strong market reputation, large shareholder base and
unique consumer franchise, HDFC was ideally positioned to promote a bank in the Indian
environment.
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HDFC Bank's mission is to be a World-Class Indian Bank. The objective is to build sound
customer franchises across distinct businesses so as to be the preferred provider of banking
services for target retail and wholesale customer segments, and to achieve healthy growth
in profitability, consistent with the bank's risk appetite. The bank is committed to maintain
the highest level of ethical standards, professional integrity, corporate governance and
regulatory compliance. HDFC Bank's business philosophy is based on four core values -
Operational Excellence, Customer Focus, Product Leadership and People.
As on 30th June, 2010 the authorized share capital of the Bank is Rs. 550 crore. The paid-
up capital as on said date is Rs. 459,69,07,030/- (45,96,90,703 equity shares of Rs. 10/-
each). The HDFC Group holds 23.63 % of the Bank's equity and about 17.05 % of the
equity is held by the ADS Depository (in respect of the bank's American Depository Shares
(ADS) Issue). 27.45% of the equity is held by Foreign Institutional Investors (FIIs) and the
Bank has about 4,33,078 shareholders.
The shares are listed on the Bombay Stock Exchange Limited and The National Stock
Exchange of India Limited. The Bank's American Depository Shares (ADS) are listed on
the New York Stock Exchange (NYSE) under the symbol 'HDB' and the Bank's Global
Depository Receipts (GDRs) are listed on Luxembourg Stock Exchange under ISIN No
US40415F2002.
On May 23, 2008, the amalgamation of Centurion Bank of Punjab with HDFC Bank was
formally approved by Reserve Bank of India to complete the statutory and regulatory
approval process. As per the scheme of amalgamation, shareholders of CBoP received 1
share of HDFC Bank for every 29 shares of CBoP.
The merged entity will have a strong deposit base of around Rs. 1,22,000 crore and net
advances of around Rs. 89,000 crore. The balance sheet size of the combined entity would
be over Rs. 1,63,000 crore. The amalgamation added significant value to HDFC Bank in
terms of increased branch network, geographic reach, and customer base, and a bigger pool
of skilled manpower.
In a milestone transaction in the Indian banking industry, Times Bank Limited (another
new private sector bank promoted by Bennett, Coleman & Co. / Times Group) was merged
with HDFC Bank Ltd., effective February 26, 2000. This was the first merger of two private
banks in the New Generation Private Sector Banks. As per the scheme of amalgamation
approved by the shareholders of both banks and the Reserve Bank of India, shareholders of
Times Bank received 1 share of HDFC Bank for every 5.75 shares of Times Bank.
15
HDFC Bank is headquartered in Mumbai. The Bank at present has an enviable network of
1,725 branches spread in 780 cities across India.All branches are linked on an online real-
time basis. Customers in over 500 locations are also serviced through Telephone Banking.
The Bank's expansion plans take into account the need to have a presence in all major
industrial and commercial centres where its corporate customers are located as well as the
need to build a strong retail customer base for both deposits and loan products. Being a
clearing/settlement bank to various leading stock exchanges, the Bank has branches in the
centres where the NSE/BSE have a strong and active member base.
The Bank also has 4,393 networked ATMs across these cities. Moreover, HDFC Bank's
ATM network can be accessed by all domestic and international Visa/MasterCard, Visa
Electron/Maestro, Plus/Cirrus and American Express Credit/Charge cardholders.
Mr. C.M. Vasudev has been appointed as the Chairman of the Bank with effect from 6th
July 2010 subject to the approval of the Reserve Bank of India and the shareholders. Mr.
Vasudev has been a Director of the Bank since October 2006. A retired IAS officer, Mr.
Vasudev has had an illustrious career in the civil services and has held several key positions
in India and overseas, including Finance Secretary, Government of India, Executive
Director, World Bank and Government nominee on the Boards of many companies in the
financial sector.
The Managing Director, Mr. Aditya Puri, has been a professional banker for over 25 years,
and before joining HDFC Bank in 1994 was heading Citibank's operations in Malaysia.
The Bank's Board of Directors is composed of eminent individuals with a wealth of
experience in public policy, administration, industry and commercial banking. Senior
executives representing HDFC are also on the Board.
Senior banking professionals with substantial experience in India and abroad head various
businesses and functions and report to the Managing Director. Given the professional
expertise of the management team and the overall focus on recruiting and retaining the best
talent in the industry, the bank believes that its people are a significant competitive strength.
HDFC Bank operates in a highly automated environment in terms of information
technology and communication systems. All the bank's branches have online connectivity,
which enables the bank to offer speedy funds transfer facilities to its customers. Multi-
branch access is also provided to retail customers through the branch network and
Automated Teller Machines (ATMs).

16
The Bank has made substantial efforts and investments in acquiring the best technology
available internationally, to build the infrastructure for a world class bank. The Bank's
business is supported by scalable and robust systems which ensure that our clients always
get the finest services we offer.
The Bank has prioritised its engagement in technology and the internet as one of its key
goals and has already made significant progress in web-enabling its core businesses. In
each of its businesses, the Bank has succeeded in leveraging its market position, expertise
and technology to create a competitive advantage and build market share.
HDFC Bank offers a wide range of commercial and transactional banking services and
treasury products to wholesale and retail customers. The bank has three key business
segments:
Wholesale Banking Services
The Bank's target market ranges from large, blue-chip manufacturing companies in the
Indian corporate to small & mid-sized corporates and agri-based businesses. For these
customers, the Bank provides a wide range of commercial and transactional banking
services, including working capital finance, trade services, transactional services, cash
management, etc. The bank is also a leading provider of structured solutions, which
combine cash management services with vendor and distributor finance for facilitating
superior supply chain management for its corporate customers. Based on its superior
product delivery / service levels and strong customer orientation, the Bank has made
significant inroads into the banking consortia of a number of leading Indian corporates
including multinationals, companies from the domestic business houses and prime public
sector companies. It is recognised as a leading provider of cash management and
transactional banking solutions to corporate customers, mutual funds, stock exchange
members and banks.
Retail Banking Services
The objective of the Retail Bank is to provide its target market customers a full range of
financial products and banking services, giving the customer a one-stop window for all
his/her banking requirements. The products are backed by world-class service and
delivered to customers through the growing branch network, as well as through alternative
delivery channels like ATMs, Phone Banking, NetBanking and Mobile Banking.
The HDFC Bank Preferred program for high net worth individuals, the HDFC Bank Plus
and the Investment Advisory Services programs have been designed keeping in mind needs
17
of customers who seek distinct financial solutions, information and advice on various
investment avenues. The Bank also has a wide array of retail loan products including Auto
Loans, Loans against marketable securities, Personal Loans and Loans for Two-wheelers.
It is also a leading provider of Depository Participant (DP) services for retail customers,
providing customers the facility to hold their investments in electronic form.
HDFC Bank was the first bank in India to launch an International Debit Card in association
with VISA (VISA Electron) and issues the Mastercard Maestro debit card as well. The
Bank launched its credit card business in late 2001. By March 2010, the bank had a total
card base (debit and credit cards) of over 14 million. The Bank is also one of the leading
players in the “merchant acquiring” business with over 90,000 Point-of-sale (POS)
terminals for debit / credit cards acceptance at merchant establishments. The Bank is well
positioned as a leader in various net based B2C opportunities including a wide range of
internet banking services for Fixed Deposits, Loans, Bill Payments, etc.
Treasury
Within this business, the bank has three main product areas - Foreign Exchange and
Derivatives, Local Currency Money Market & Debt Securities, and Equities. With the
liberalisation of the financial markets in India, corporates need more sophisticated risk
management information, advice and product structures. These and fine pricing on various
treasury products are provided through the bank's Treasury team. To comply with statutory
reserve requirements, the bank is required to hold 25% of its deposits in government
securities. The Treasury business is responsible for managing the returns and market risk
on this investment portfolio.
Credit Rating
The Bank has its deposit programs rated by two rating agencies - Credit Analysis &
Research Limited (CARE) and Fitch Ratings India Private Limited. The Bank's Fixed
Deposit programme has been rated 'CARE AAA (FD)' [Triple A] by CARE, which
represents instruments considered to be "of the best quality, carrying negligible investment
risk". CARE has also rated the bank's Certificate of Deposit (CD) programme "PR 1+"
which represents "superior capacity for repayment of short term promissory obligations".
Fitch Ratings India Pvt. Ltd. (100% subsidiary of Fitch Inc.) has assigned the "AAA ( ind
)" rating to the Bank's deposit programme, with the outlook on the rating as "stable". This
rating indicates "highest credit quality" where "protection factors are very high"

18
The Bank also has its long term unsecured, subordinated (Tier II) Bonds rated by CARE
and Fitch Ratings India Private Limited and its Tier I perpetual Bonds and Upper Tier II
Bonds rated by CARE and CRISIL Ltd. CARE has assigned the rating of "CARE AAA"
for the subordinated Tier II Bonds while Fitch Ratings India Pvt. Ltd. has assigned the
rating "AAA (ind)" with the outlook on the rating as "stable". CARE has also assigned
"CARE AAA [Triple A]" for the Banks Perpetual bond and Upper Tier II bond issues.
CRISIL has assigned the rating "AAA / Stable" for the Bank's Perpetual Debt programme
and Upper Tier II Bond issue. In each of the cases referred to above, the ratings awarded
were the highest assigned by the rating agency for those instruments.
Corporate Governance Rating
The bank was one of the first four companies, which subjected itself to a Corporate
Governance and Value Creation (GVC) rating by the rating agency, The Credit Rating
Information Services of India Limited (CRISIL). The rating provides an independent
assessment of an entity's current performance and an expectation on its "balanced value
creation and corporate governance practices" in future. The bank has been assigned a
'CRISIL GVC Level 1' rating which indicates that the bank's capability with respect to
wealth creation for all its stakeholders while adopting sound corporate governance practices
is the highest.
HDFC Bank began operations in 1995 with a simple mission: to be a "World-class
Indian Bank". We realised that only a single-minded focus on product quality and
service excellence would help us get there. Today, we are proud to say that we are well
on our way towards that goal.
It is extremely gratifying that our efforts towards providing customer convenience have
been appreciated both nationally and internationally.
2010

NDTV Business Best Private Sector Bank

Leadership Awards
2010

MIS Asia IT BEST BOTTOM-LINE I.T. Category

Excellence Award
2010

Dun & Bradstreet

Banking Awards Overall Best Bank
2010 Best Private Sector Bank

19
 Best Private Sector Bank in SME Financing

Institutional HDFC Bank MD, Mr. Aditya Puri among "Asian

Investor Magazine Captains of Finance 2010"
Poll

IDRBT Technology Winner - 1) IT Infrastructure 2) Use of IT within the

2009 Awards Bank
Runners-up - IT Governance (Large Banks)

ACI Excellence Highly Commended - Asia Pacific HDFC Bank

Awards 2010

FE-EVI Green Best performer in the Banking category

Business
Leadership Award

Celent's 2010 Model Bank Award

Banking Innovation
Award

Avaya Global Customer Responsiveness Award - Banking & Financial

Connect 2010 Services category

Forbes Top 2000 Our Bank at 632nd position and among 130 Global High
Companies Performers

Financial Express -
Ernst & Young Best New Private Sector Bank
Survey 2009-10 Best in Growth
Best in strength

Asian Banker
Excellence Awards Best Retail Bank in India
2009 Excellence in Automobile Lending
Bank M&A Integration
Technology Implementation

The Asset Triple A Best Cash Management Bank in India

Awards

Euromoney Private 1) Best Local Bank in India (second year in a row) 2) Best
Banking and Private Banking Services overall (moved up from No. 2
Wealth last year)
Management Poll
2010

20
 Financial Insights Innovation in Branch Operations - Server Consolidation
Innovation Awards Project
2010

Global Finance Best Trade Finance Provider in India for 2010

Award

2 Banking 1) Best Risk Management Initiative and 2) Best Use of

Technology Business Intelligence.
Awards 2009

SPJIMR Marketing 2nd Prize

Impact Awards
(SMIA) 2010

Business Today Listed in top 10 Best Employers in the country

Best Employer
Survey

We are aware that all these awards are mere milestones in the continuing, never-ending
journey of providing excellent service to our customers. We are confident, however, that
with your feedback and support, we will be able to maintain and improve our services.

21
HDFC’S ORGANISATIONAL STRUCTURE
Head office
Board of Director


Chairman & Managing Director

Staff & HRD
Executive Director

Monitoring
General Manager

Credit
District General Manager

Vigilance
Chief Officer
Overseas
 & Inspection
Monitoring
Deputy chief Officer Operation


Officer

22
Regional office

Inspection &
Regional Manager
vigilance
RBI Matters

Computer
District General Manager Planning
Branch Inspection


Staff Matters

Chief Officer Training & HRD

 Security of Premises

Deputy Chief Officer

Business

Credit
Officer
loans

23
Large branch

Assistant General
Administration

Chief Manager

Foreign Exchange
Senior Manager

Deputy Manager
Credit To SSI & MNCs

Assistant Manager
 Head Messenger
loans
Clerks

Sub-staff

Messenger

Drive

Security Guard

24
TRAINING AND DEVELOPMENT
Employee Training and development are integral parts of staffing function of management.
Training implies a systematic procedure where by employee are imparted technical
knowledge and skills for specific jobs.
Development on the other hand implies educational process aimed at growth and maturity
of management personnel in terms of insights, attributes adaptability, leadership and human
relations on the basis of conceptual and theoretical knowledge.
HDFC has been paying much attention for the training of their staff. Various training
programme to update the knowledge of the staff. The emphasis is on the dissemination of
knowledge, development of skills and orientation of attitude of the staff for enabling them
to cope up with the challenges that are taking place in the banking. In kepin with the
fundamental principles of HRM, the bank has perceived the training system as mechanism
to develop a competitive workforce by growing the available talent and to prepare them for
meeting the on going and emerging challenges of the market forces.
HDFC Bank also conduct training to improve the banker consumer relationship.
The managerial and supervisory training’s are also conducted on every step of promotion.
The training is immediately called whenever any employee is elevated to next promotional
post. The trained employee is tested by his performance in the trained area. The trained
employee is given a chance to work with more responsibilities. Both training and
development are interrelated. A trained person will deliver a better goods contributing to
the development.
PERFORMANCE APPRAISAL
It is process of estimating or yielding the value excellence, qualities or status of some
object, person or thing, the purpose of performance appraisal is to determine what aspect
of performance needs to be evaluated.

25
Performance appraisal in HDFC bank is used for:-
 Identifying employees for salary increases, promotion transfer and lay off or
termination of services.
 Determining training needs of further improvement in performance.
 Motivating employees by indicating their preference levels
 Establishing a basis for research and research for personnel decisions in future.
Performance appraisal in all PSB ‘s is kept confidential. It is now self-appraisal where
a structural form is filled and any other incident or area which are not included in the
appraisal form may be expressed separately. Every regular appraisal or of employees is
being carried out.
A new concept of appraisal known as potential appraisal is being adopted by HDFC where
potential managers based on performance and leadership qualities are identified. They are
mad members of the excellence club, which is headed by the chairman.
PUBLIC RELATIONS IS HDFC
Knowing the importance of internal communication, the bank started House Journal. The
publication is intended to lighten the employees about the performance and progress of the
bank, to cover news about the employee’s contribution of the growth of the bank and also
to encourage the inherent talents of the staff. The bank has adopted multi pronged strategy
to disseminate information with a view to reach larger sections of the society in various
states.
TRANSFER AND PROMOTION
Transfer is a horizontal or lateral movement of an employee form one job section, deptt.
shift, plant or position to another at the some or another place.
Clerks are transferred after every 5yrs. And officers are transferred after 3yrs.
Promotion is an upward assignment of an individual in an organization hierarchy
accompanied by increased responsibilities enhanced status and usually with increased
income. Bank promotion tries to line balance between internal source of personal
promotion and external sources. On one hand between merit and ability against length of
service on the other hand.

26
Promotion policy followed by HDFC Bank are:-
Promotion by merit:
promotion by merit provides incentives to employees for continuous improvement in work.
It positively adds to the overall organizational effectiveness.
Promotion by Seniority
It is an antidote for arbitraners in promotion. It minimizes disputes on promotion.
TRADE UNIONS IN HDFC
A continuous and voluntary association of the salary or wage earners and engaged in
whatever industry or trade, forward for safeguarding the interest of its members
maintaining and improving the conditions of their working lives, raising their lives raising
their status and promoting. Their interest and securing better relations between them and
their employees through collective bargaining. In other words trade union is a device which
enable as group in an industry or trade to bargain with any other class group or group on
equal goofing.
Trade unions function on the basis of three cardinal. These principles are
I) Unity is strength
II) Equal pay for equal work for the same job.
III) Security of service
Role Of Trade Union Can Be Categorized Into
 The clerical wing is known as All India Bank Employee Association
 The officers wing known as All India bank officers Association.
Both of them are affiliated t communist ideology there are many other union like
AIBOC (All India Bank Officers Configuration). These are the unions at national
level.
The union in HDFC is known as AIHDFCA (All India HDFC Bank Association)
affiliated to AIBOC at National Level. Likewise AIHDFCA are industry level
officers association, and there are several others association.

27
Chapter – 3
OBJECTIVE

Every study has its own objective. The aims and objectives of study are as follows:
 To determine the extent and degree of the training programmers fulfilling the set
objective.
 To identify and analyze whether the training’s input, trainings techniques and
methods are in line.
 To analyze the assessment of training needs.
 To analyze the learning process of trainees and suggest the effective measures.

28
Chapter – 4
METHODOLOGY
Research Design
Research design is a research plan which requires that what data are to be collected, what
research techniques and instruments are to be used, how a sample is to be selected, and how
information is to be collected from this sample.
A research design specifies the methods and procedures for conducting a particular study.
Broadly speaking, research design can be grouped into three categories-exploratory
research, descriptive research, and causal research.
Research Instrument
Descriptive research is used in this project report in order to understand the evolving
competitive environment in the banking sector in India and to make a comparative study
among few banks operating in public private and foreign sector. This is the most popular
type of research technique, generally used in survey research design and most useful in
describing the characteristics of consumers behavior. The method used were following
 Questionnaire method.
 Direct Interaction with the users.
 Data collection.
Mode of data collection
 Primary Data: - The sources of Primary data were Personal interviews.
 Secondary Data: - The sources of secondary data were the books and magazines.
Sample size planning:
Sampling is simply the process of learning about the population on the basis of sample
drown from it. It is that part of the universe which is selected for the purpose of
investigation. Sampling may be defined as a part of the whole, which represents all the
characteristics of the whole under consideration.
Sample size: 100
Approach: Convenience sampling
Methodology of sampling
Subjective and judgment non-random sampling was adopted for our research work due to
large sampling area. Any type of sampling in which the sample selected depends on
personal discretion of the Investigator is subjective or judgment sampling. This technique

29
is used here because of the definite purpose in view and as such is not used for general
purposes. This sampling method has been used the choice of sample depend exclusively on
the judgment of the investigator. This methodology has been used because of following
reasons:
 To know the most typical of the population with respect to the characteristic under
study.
 Population is selected on the subjective basis and no probability law is applied.
 Biasness can be avoided as the investigator can make out who are answering
correctively or not.

30
Chapter – 5
DATA ANALYSIS AND INTERPRETATIONS

Q.1 IN WHICH CATEGORY DO YOU FALL?

Office 24
Non-Officers 76

80

70

60

50

40
76
30

20

10 24
0
Officers Non-Officers

The sample size of my research was 100 i.e. 24 officers & 76 Non-officers.

31
Q. 2 IN WHICH “ AGE GROUP” CATEGORY DO YOU FALL?
Up to 40 years 16
40-45 56
Above 50 years 28

60
50
40
30
20
10
0
Up to 40 years 40-45 Above 50 years

Majority of the respondent (56%) fall in the age group of 40-45 years. 16% are below 40
years and 28% are above 50 years.

32
Q.3. DO YOU THINK TRAINING PROGRAMMERS SHOULD BE
Yes No
Officers 24 0
Non- Officers 96 6

70 70
60
50
40 Officers
30 Non-Officers
24
20
10
6
0 0

It is clear form the above data that 100% of officers and more than 85% of Employees
under stand the need and importance of training programmers in the organization.

33
Q.4. WHICH OF THE FOLLOWING METHODS WOULD YOU PREFER TO
DEVELOP SKILLS?
On the job Small group Formal
Discussions Training
Officers 8 10 6
Non- Officers 28 30 18

30 30
28
25

20
18
15

10
10
8
6
5

0
Ob the Job Small Group Discussions FormalTraining

36% of the total. Respondents want practical or on the training, 40% want it in group
discussion. Only 24% want it in formal training. So large percentage of employees want on
the job training specially Non-officers and small percentage of employees want training
specially Non-officers and small percentage of employees want training through group
discussion.

34
Q5. HOW OFTEN OF YOU INCLUDE YOUR WORK AS A PART OF A TEAM?
Category Frequently Occasionally Seldom Never
Officers 14 6 4 0
Non-Officers 45 23 6 2

45 45
40
35
30
25 23
Officers
20
14 Non-Officers
15
10 6 6
4
5 2
0
0
Frequebtly Occasionally Seldom Never

59% of the employees in the organization said that they are frequently involve their job as
an essential part of term and 29% said that they are occasionally include as a part of team.

35
Q. 6. DO YOU UNDERRATED THE LEGAL RIGHTS AND RESPONSIBILITIES
AS AN EMPLOYEE OF THE ORGANIZATION
YES NO
Officers 20 4
Non-Officers 64 12

70
64
60
50
40
Officers
30 Non-Officers
20 20
12
10
4
0
Yes No

Around 84% of employees are aware of their responsibilities, legal rights, requirements of
their organization but 16% are not aware of it.

36
Q.7. HOW WELL DO YOU COMMUNICATE WITH YOUR
Highly Effective Ineffective
Officers 10 24 0
Non-Officers 26 49 1

50

40

30
Officers
20
Non-Officers
10

0
Highly Effective Ineffective
Effective

Above 80% employees said that effective communication is the back bone of any
organization body. More than three-fourth of organizational conflicts are the outcome of
poor distortions in communicational. Better communication will lead to lesser conflicts
which will further amount to sound organizational health and profitability.

37
Q8. HOW OFTEN DO YOU PROVIDE SUPPORT TO YOUR TEAM?
Category Frequently Occasionally Seldom Never
Officers 12 6 4 2
Non- Officers 50 19 6 1

50 50

40

30
Officers
20 19
Non-Offficers
12
10
6 4 6 2 1
0
Frequently Occasionally Seldom Never

62% of the respondents said that they are frequently provide support to their them. 25% of
them said that are occasionally provide support to their team and 10 % of them said that
they are seldom provide support to their and 3% of them said that never.

38
Q.9. IN WHAT WAYS DO YOU PROVIDE SUPPORT TO YOUR TEAM?
By giving By motivating the By helping in
suggestions employees problem solving
Officers 7 10 7
Non-Officers 20 40 16

40 40
35
30
25
20 20
16
15
10 10
7 7
5
0
Officers Non-
officers

50% of the employees said that they are support the term because of motivating them, 23%
of the employees feel that supervisors helping in problem solving. Motivation of employers
will not only develop the employees but it will also lead to speedily and effective
implementation of decisions.

39
Q10. DO YOU USE AIDS (LIKE AUDIO VISUAL AIDS ETC) FOR
COMMUNICATING WITH CUSTOMERS/ EMPLOYEES WHEN NECESSARY?
YES NO
Officers 20 4
Non-Officers 65 11

70 65
60
50
40 Officers
30 Non-officers
20
20
11
10 4
0
Yes No

85% of respondents said that they using aids for communicating with customers when
necessary. 15% of them said not using aids.

40
Q.11. IF YES, WHAT KIND OF AIDS DO YOU USE FOR COMMUNICATING?
AUDIO-VISUAL VISUAL OTHERS
Officers 8 9 7
Non-Officers 26 24 26

30
26 26
25 24
20
15
10 8 9 Officers
7
5 Non-Officers

0
AUDIO- VISUAL OTHERS
VISUAL

Out of 100%, 34% of respondents are using audio-visual and 33% using visual aids and
33% using other aids for communicating. Audio- Visals constitute a one-way system of
communication with no scope for the audience to raise doubts for clarification. Further
there is no flexibility of presentation form audience to audience.

41
Q.12 DO YOU ASSIST AND ENCOURANGE MOBILITYWHEN APPROPRIATE?
YES NO
Officers 21 3
Non-Officers 6 10

70 66
60
50
40
30
21
20
10 10
3
0
Yes No

More than 87% of respondents says yes, 13 % of them not assist and encourage mobility
when they needed.

42
Q.13 DO YOU USE INTROSPECTION AND UNDERSTAND YOUR
LIMITATIONS?
Category Frequently Occasionally Seldom Never
Officers 16 8 0 0
Non-Officers 40 30 6 0

40
40
35

30 30
25

20
16 Officers
15
Non-Officers
10 8
6
5

0 0 0 0
Frequently Seldom

In response to this question, 56% employees responded that they frequently use introspect
and understand their limitations and 38% of them occasionally and 6of them are seldom
use introspect and understand their limitations.

43
Q.14 HOW OFTEN DO YOU USE YUR KNOWLEDTGE OF THE DUTY OF CARE
AS AN EMPLOYEE OF THE ORGANIZATION?
Category Frequently Occasionally Seldom Never
Officers 17 6 1 0
Non-Officers 46 23 7 0

90
90
80
70
60
50
40
30
20
10
10
0 0
0
Frequently Seldom Occasionally Never

it will be observed form the above data that the percentage of employees who feel that the
63% of them frequently use their knowledge of the duty of care as an employee of the
organization.

44
Q.15 DO YOU MANAGE FINANCE OF THE ORGANIZATION IN THE SAME
WAY AS YOU MANAGE YOUR PERSONAL FINANCE?
Yes No
Officers 18 6
Non-Officers 49 27

50 49
45
40
35
30 27
25 Officers
20 18 Non-Officers
15
10
6
5
0
Yes No

75% of officers and 64% of non-officers response that they manage finance of the
organization as they manage their personal purpose. Most of the employees feel that their
personal goals are in conformance with organizational goals.

45
Chapter – 6
RECOMMENDATIONS
Training is an important and indispensable part of any organization and so does feel the
employees of HDFC. But only a small percentage of them could actually spell out the
reasons for organizing the training programmes. Benefits like updating of knowledge,
development of employee skills, coping up with the changing scenario, increased efficiency
etc. were stated by a few. A vast majority is still unaware of the real significance for
training. Hence there is no motivation for attending the training programmes. Thus regular
reinforcement off the importance of training programmes is required. This can be done by
stating the importance of training programmes before the commencement of each session.
Apart from this the objective of training should also be stated by the faculty, so that the
trainees realize why they are undergoing the particular session. This objective will also
keep in view better evaluation of the sessions by participants. Motivation is the driving
force, which enables a person to give his 100% to each programme. This motivation can
come in the individual only if the training programme fulfills his individual needs. Hence
the nominations should be need based. Need HODs or location in-charges; with the help of
peer groups or team members of the individual and the individual himself can do analysis.
A record of each individual, deptt., PF number, his needs and the particular
Programme, which the individual is required to attend needs to be made at the end of each
year by the HOD. This record should be sent to the training department. The department,
based on nominations given can decide for the training programmes of the next year and
hence can send information about particular programmes to particular regions in advance.
Software developed on the above basis can make the work of HOD and training department
easier. It should be noted that the assent of the individual employees should be taken before
sending the nominations for particular programmes. The participatory rural appraisal
method revealed that some employees were sent again and again for various programmes.
The other employees of the same department who even if required the training were being
neglected. Some employees had 7-8 years or more of time ago in attending the training
programmes. The reason being that the location in charge or HOD could not spare the other
employees due to work load or the privileged few were their favorites so they were sent
again and again. To prevent the frequent nomination of an Indian for various programmes
and to give chance to other a system of record keeping was suggested or keeping the records

46
training cards for each employee was made, where every detail of the employee concerning
the training could be recorded and kept by Training Department and Head of Department
for reference check. The training card has been started. The training cards will enable each
employee of particular department to undergo training on rotational basis at regular
intervals.
It is observed that the mandate 55% of the employees need to be trained annually impedes
the quality of the training programmes. Sometimes the nominations for particular
programmes do not complete the quorum, so those programmes cannot be organized.
Hence the training department, in order to cover their target of 55% increases the number
of training programmes. Hence for furtherance of the mission of training programme i.e.
"To facilitate the process of integration of personal ambitions and aspirations of employees
with corporate objectives through training interventions". This criterion of covering 55%
of employees needs to be dissolved. This compulsion forces unnecessary nominations and
programmes, which not only leads to wastage of time, effort, energy and money but also is
noneffective.
Training needs for Individuals
To combat the competitive environment every organisation need to have 'Stars' i.e. the
employees with high performance and high potential level. The 'Stars' do need regular
training to keep themselves updated with the latest developments in the field. The specific
training needs of individuals are as under:
Training Needs for Staff
> Staff people should be trained in interpersonal relations to maintain sound industrial
relations. Which is the prime need for any organization’s success.
> Work planning should be taught to the staff to enable them for maximum contribution.
> Objective setting is another where staff needs to be trained.
> Training Needs for Supervisors
> Supervisors should be trained in interpersonal relations and conflict management as
their role is very significant and central.
> They should be trained on delegating skills.
> They should be trained on positive thinking in tne larger interest of employees and that
of organisation.
Training Needs for Executives
> Executives must be sound in interpersonal behaviour to encourage the human-relation

47
 philosophy in the organisation hence training should be provided.
> Conflict-management style must be taught to be executives.
> Positive-leadership and Institution building should be another area of training for
executives.
Group and organisational training Needs
Organisations are composite of individuals and groups. Individual contributions add to the
group contribution, which ultimately gets converted into organisational output. The same
way training to individuals is training to group and organisation in an amalgamated form.
Hence the individual training needs may also taken as group and organisational training
needs.

48
Chapter – 7
CONCLUSIONS
To be true and honest the training and development team of HDFC works on the basic of
triple "E" i.e. is efficiently, elaborately & effectively. Hence we can say that just 5 years
old the organization into the Indian subcontinent and with the quantum of people they arc-
working with and type of turnover they are showing is amazing. Under noted few
suggestions cum conclusion can be taken as for implementation to reap furtherest benefits.
It is found that the average age group of trainees are in their twenties or early thirties which
signifies that the consumer durable industry need more of young blood as enthusiasm is an
integral part of the industry.
The maximum emphasis is given to job instruction methods where the trainee are made to
understand their job thoroughly and the role they are going to play in performing their job.
Lecture as well as the presentation is the major part of imparting the education and training
them.

Respondent are not the part of planning and designing of the training programme they do
approach either to training team or the team head and in rare case they go to trainer itself.
The entire respondent felt' that they were encouraged to come out with their own ideas
(innovation training) and concepts too.
The training objective are in keeping with needs and abilities of the trainee and it is this
that proves to be the major reason for success of the training as whole.
The relation objective is in keeping with needs and abilities of the trainee and it is this that
proves to be the major reason for success of the training as whole.
The relation between the training methods adopted and the training objective are to be
harmonious as it is the training method that fulfills the goal set by the training objective.
To equip the trainee with new and relevant knowledge is one of the major objectives of
the training programme and this also helps in maintaining the curiosity of the trainee
through out the training session.
The trainee fill the feedback form and from time to time test are conducted to know the
gauge the effectiveness of training to employee to check their memory if they retain
anything or not.
We think that time management is one of the thing on which LG team must emphasis so
that there employee can be more productive as it was found during the visit to the corporate
office people they lack in managing themselves.
49
Stress management training is more important for employee as it was observed that people
are all the time in tension like situation as to how to do what to do when to do, no time and
things like that which kept them tensed all time.
Last but not least behavioral training is more important as while doing the study it was
found that people are less cooperative and outgoing to help out. Rather they felt as if study
won't do any harm to them in terms they would divulge information.
Apart from all other training even meditation training if can be done then we think it would
add to a greater advantage to the employee as they would feel more relaxed and light while
working as sitting all the day in front of their laptop or personal computer they get tired.
It's good to start new thing. Let's begin it.
HDFC has very pragmatic HRD policy to develop its employees. In spite of it outcome
has not been very encouraging. The reasons could be numerous. The results of the
organisation major thrust of training for staff people as compared to supervisors and
executives and on this front it has been successful enough. The results of manifest the
though training is required for each of three categories of employees, yet the staff people
need lesser training when compared with Supervisors and executives. The training
is more or less fashion for senior level for it does not fulfil the actual needs. Further it is
imparted without taking the views of and proper counseling to prospective trainees. Hence
if the organisation wishes to have real fruits of training it should import training on by after
proper counseling and honoring the view of employees to be trained. Training should
follow only after thorough training need identification exercise, which is a continuous
programme.

50
BIBLIOGRAPHY
1. The Journal of Institute of Bankers.

2. Dessler G., Human Resource Management, Pearson Education Asia, 8th

Edition, 2000.
3. K. Aswathappa, Human Resource and Personnel Management, 3rd edition,
2002.
4. Edwin B. Flippo, Personnel Management, McGraw-Hill College,
1984.
5. HDFC Bank -Monthly Review.
6. Personal Management – Arun Monappa, Mirza, Saiyadain.
7. Principles of Bank Management – P Subba Rao.
8. Know your bank – Booklets of HDFC Bank.
9. Libraries
 PHD
 CII
 FICCI
10. Web sites of the three banks
http://www.hdfcbank.com/aboutus/general/default.htm
http://www.hdfcbank.com/aboutus/general/Promoter.htm
http://www.hdfcbank.com/aboutus/general/business_focus.htm
http://www.hdfcbank.com/aboutus/general/capital_structure.htm

51
 APPENDICES
QUESTIONNAIRE
Dear Sir/Madam,
I am a trainee doing a project on “Training and Development of HDFC Bank ".
Therefore, I kindly request you to fill up this questionnaire to enable me to complete my
project and return me positively. I assure you that your suggestions and feedback will
be absolutely kept confidential.
Please tick the option which best applies to you: -
Ql. IN WHICH CATEGORY DO YOU FALL?
(A) OFFICERS □
(B) NON-OFFICERS |]
Q2. IN WHICH "AGE GROUP" CATEGORY DO YOU FALL?
(A) UPTO40 YEARS Q
(B) 40-50 YEARS D
(C) ABOVE 50 YEARS D
Q3. DO YOU THINK TRAINING PROGRAMMES SHOULD BE ORGANISED?
(A) YES □
(B) NO □
Q4.WHICH OF THE FOLLOWING METHODS WOULD YOU PREFER TO
DEVELOP YOUR SKILLS?
(A) ON THE JOB □
D
(B) SMALL GROUP DISCUSSIONS
(C) FORMAL TRAINING □
Q5.HOW OFTEN DO YOU INCLUDE YOUR WORK AS A PART OF A TEAM?
(A) FREQUENTLY Q (C) SELDOM
(B) OCCASIONALLY n (D) NEVER
Q6.DO YOU UNDERSTAND THE LEGAL RIGHTS AND RESPONSIBILITIES
AS AN EMPLOYEE OF THE ORGANIZATION?
(A) YES (B)NO

52
Q7.HOW WELL DO YOU COMMUNICATE WITH YOUR TEAM?
(A) HIGHLY EFFECTIVE □
(B) EFFECTIVE □
(C) INEFFECTIVE □
Q8.HOW OFTEN DO YOU PROVIDE SUPPORT TO YOUR TEAM?
(A) FREQUENTLY □ (C) SELDOM D
(B) OCCASIONALLY D (D) NEVER D
Q9.IN WHAT WAYS DO YOU PROVIDE SUPPORT TO YOUR TEAM?
(A) BY GIVING SUGGESTIONS □
(B) BY MOTIVATING THE EMPLOYEES □
(C) BY HELPING IN PROBLEM SOLVING □
Q10.DO YOU USE AIDS FOR COMMUNICATING WITH CUSTOMERS/EMPLOYEES
WHEN NECESSARY?
(A) YES □
(B) NO □
Q11.IF YES, WHAT KIND OF AIDS DO YOU USE FOR COMMUNICATING?
(A) AUDIO-VISUAL □
(B) VISUAL □
(C) ANY OTHER □
Q12.DO YOU ASSIST AND ENCOURAGE MOBILITY WHEN APPROPRIATE?
(A) YES D

(B) NO D

Q13.DO YOU USE INTROSPECTION AND UNDERSTAND YOUR

LIMITATIONS?
(A) FREQUENTLY (C) SELDOM
(B) OCCASIONALLY D (D) NEVER
Q14.HOW OFTEN DO YOU USE YOUR KNOWLEDGE OF THE DUTY OF
CARE AS AN EMPLOYEE OF THE ORGANIZATION?
(A) FREQUENTLY □ (C) SELDOM
(B) OCCASIONALLY □ (D) NEVER
Q15.DO YOU MANAGE FINANCE OF THE ORGANIZATION IN THE SAME WAY AS
YOU MANAGE YOUR PERSONAL FINANCE?
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 (A) YES □
(B) NO D
Q16.ANY OTHER SUGGESTION THAT YOU WOULD LIKE TO GIVE FOR TRAINING
PROGRAMMES:

THANK YOU FOR YOUR COOPERATION

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