Submitted to:

Efforts by:
Ms. Rashmi Rai Rahul
kr. Gupta A34
A39
23009033

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 Amity School of Business, Noida, U.P

ACKNOWLEDGEMENT

On the Successful Completion of this Project we would like to express

our gratitude to everybody who assisted and guided us in completing this
Project and making our Project a memorable and successful one.

We wish to extend our deep and sincere thanks to Ms. Rashmi Rai
whose Constructive Ideas, Inspiration to work hard and set high targets
actuated us to learn a lot by going through this Project.

We are extremely grateful to her who rendered her valuable advice and
kind assistance at every step and helped us in accomplishing this Project
successfully.

We are beholden to our Family and Friends for their blessings and
encouragement.

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 Analysis & Comparison of
HR Activities of
State Bank of India
&
Bharat Sanchar Nigam Limited

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Table of Contents

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1.About SBI & BSNL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

2.SBI & BSNL HRM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

3.Essentials of HRM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

4.Job Analysis & Job Description . . . . . . . . . . . . . . . . . . . . . . 8-9

5.Recruitment & Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-11

6.Human Resource Development . . . . . . . . . . . . . . . . . . . . . . 12-13

7. Performance Appraisals . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-17

8. Internal Mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18-19

9. Wages & Salary Distribution . . . . . . . . . . . . . . . . . . . . . . . . 20-21

10. Grievance Handling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22-23

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 State Bank of India
• State Bank of India nationalized in 1995 with
Reserve Bank of India taking 60% Stake.
• The Bank is actively involved since 1973 in
non-profit activity called Community Service
Banking.
• SBI provides a range of banking products with
over 16000 branches, has the largest branch
network in India.
• It is the 29th most reputable company in the
world according to Forbes.

Bharat Sanchar Nigam Limited

• BSNL is one of the largest Indian cellular
service providers, with over 83.6 million
subscribers as of January 2011, and the largest
land line telephone provider in India.

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• The company has vast experience in Planning,
Installation, network integration and
Maintenance of Switching & Transmission
Networks and also has a world class ISO 9000
certified Telecom Training Institute.
• The turnover, nationwide coverage, reach,
comprehensive range of telecom services and
the desire to excel has made BSNL the No. 1
Telecom Company of India.

SBI Human Resource Management

o Aims & Objective
 Creating a congenial and healthy environment
for employees to function effectively.
 To bring about organisational and human
resource development through Training &
Development programmes or even managerial
succession planning.
 Selection and Placement of right number of
people and ensuring proper allocation of duties
and responsibilities upon them.
 To maintain the business environment in the
Organisation.

BSNL Human Resource Management

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o Aims & Objective
 To upgrade the quality of Human Resource at
International level.
 Creating better Inter-personal relations,
developing a sense of responsibilty and
responsiveness amongst employees.
 Formulating the plan for effective utilization of
manpower, reducing under utilization or mis-
utilization of manpower which is one of the
most important resource.

 To update its employees with new telecom

services for its developmental needs.

o Why HRM is essential for SBI?

 For bringing People and Organisation

together so that the goals of each other can
be meet.
 To build deep and long lasting relationship
with the Customers.
 To tansform SBI into world class financial
institution in rapid time frame.

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  To enhance employee experience and its
service levels to customers.

o Why HRM is essential for BSNL?

 HRM is essential for BSNL for its effective

functioning.
 To attract, select and retain the most
suitable candidates for the organisation.
 Design, implement and modify staff
development and training programmes to
adapt to a dynamic and changing
environment.
 Be able to lead, motivate and support
employees which ultimately contribute to the
overall success of the organisation.

Job Analysis & Job Description of SBI

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Job Title : Branch Manager

Experience : 5 – 8 years

• To help the employees.

• Provide a means for area of improvement.

• To achieve and exceed agreed targeted Sales.

• To implement Branch training Programme.

• Coaching and developing staff.

• Ensure high quality Customer services.

• To recommend appropriate Product & Services.

• To Anticipate Customer needs.

Job Analysis & Job Description of

BSNL
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Job Title: Branch Manager

Experience : 4 – 7 years

• Lead a result oriented team and is responsible

for managing the branch Profitability.
• Ensuring high quality Service and Customer
Relationship.
• Co-ordination with circle teams.

• Ability to run the branch independently.

• Good Communication Skills required.

• Expected to handle the operations at the

branch and transshipment.

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 Recruitment & Selection at SBI

Job Title : PO

Recruitment & Selection Procedure for State

Bank of India PO.
Recruitment & Selection Procedure for State Bank
of India PO is done in two phases:

Phase - I: SBI Written Examination:

Combined Objective & Descriptive Type Tests.

Phase-II: Group Discussion & SBI PO

Interview:
The candidate will have to pass both in Phase I & II
separately. Phase I & Phase II marks will be aggregated
and arranged in descending order (category wise) for
candidates who have qualified in both the phases
separately and depending on the SBI vacancies, selection
will be made from the top merit ranked candidates in
each category.

Result of the candidates who have qualified for Phase I

and thereafter the list of candidates finally selected will
be available on the State Bank of India website in
addition to publication.
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 Recruitment & Selection at BSNL

Job Title : DGM

Recruitment & Selection Procedure for BSNL

DGM.
Recruitment & Selection Procedure for BSNL DGM
is done in three phases:

Phase - I: Written Examination.

Phase - II: Group Discussion.
Phase - III: Structured Interview.

• Candidate should be screened based on fulfillment of eligibility

criteria of age, qualification and work experience.
• Eligible Candidate post the screening should have to undergo an
assessment process comprising cognitive, management aptitude
sections.
• At the end of the assessment process, a merit list will be created
and candidates will be short listed based on number of posts and
order in merit list.
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 • All short listed candidates will be called for an interview, the Date
and Venue for which will be intimated to such candidates in due
course.
• The selection shall be based on the final merit list created based on
the combined score from assessment process and interview.

Human Resource Development at SBI

Human Resources Development is a combination

of Training and Education that ensures the
continual improvement and growth of both the
individual and the organization.

“Training & Education is Expensive

But without Training & Education it
is more Expensive”.
In SBI Training and Education is based on depth
understanding of Business and Banking
environment.
Training & Education methodologies used in SBI
are:

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KNOWLED SKILLS ATTITUE TRAINING
GE DS MEDIA

• Case
• Lectures Studies • Small • Audio
• Exercises Group visual
• Questionna Work teaching
ire Role Play aids
• Exercises •
• Quiz • Panel • Compute
• Group Discussio r aided
Work ns learning
• Group
• Panel
Work • Custome
Discussion
s r
Interactio
n

Human Resource Development at

BSNL

With a corporate philosophy that considers Human

Resource as the most prized assets of the
organization, it's natural for BSNL to continually
hone employee skills, enhance their knowledge
and their expertise and their aspirations to fruition.
Even as BSNL goes about conducting its business
activities, it lays emphasis on constant
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enhancement of knowledge and skills through
regular Training & Education programmes.

• Bharat Sanchar Nigam Limited has a vast reservoir of

highly skilled and experienced work force of about
3,57,000 personnel.
• The company believe that staff which is one of the best
trained manpower in the telecom sector, is our biggest
asset.

• To meet the technological challenges, employees are

trained for technology up-gradation, modernization,
computerization etc in BSNL's training Centers spread
across Country. These centers are properly equipped
with the requisite infrastructure facilities such as
Lecture rooms, modern audio-visual aids, libraries,
hostels etc.
• To apex training centers of BSNL i.e. Advance level
Telecom Training Center (ALTTC) at Ghaziabad and
Bharat Ratna Bhimrao Telecom Training Center at
Jabalpur are comparable to any world class Telecom
Training Center. Moreover, 43 zonal training centers
and a National Academy of Telecom Finance and
Management have been running for several years now.
• Different curriculum run in these centers to impart
technology based training, training for Attitudinal
change, basic educational and skill development
program etc.

Performance Appraisals

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Performance Appraisal is defined as the process of
assessing the performance and progress of an employee
or a group of employees on a given job and his / her
potential for future development.
The process of performance appraisal:

1. Establishing performance standards

2. Communicating the Standards
3. Measuring Performance
4. Comparing the actual with the standards
5. Discussing the appraisal
6. Taking Corrective Action

Methods of Performance Appraisal

1.Essay Appraisal
In its simplest form, this technique asks the rater to
write a paragraph or more covering an individual's
strengths, weaknesses, potential, and so on. In most
selection situations, particularly those involving
professional, sales, or managerial positions, essay
appraisals from former employers, teachers, or
associates carry significant weight.

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2.Graphical rating Scale
This technique may not yield the depth of an essay
appraisal, but it is more consistent and reliable.
Typically, a graphic scale assesses a person on the
quality and quantity of his work (is he outstanding,
above average, average, or unsatisfactory?) and on a
variety of other factors that vary with the job but
usually include personal traits like reliability and
cooperation. It may also include specific performance
items like oral and written communication.

3.Field Review
The field review is one of several techniques for doing
this. A member of the personnel or central
administrative staff meets with small groups of raters
from each supervisory unit and goes over each
employee's rating with them to (a) identify areas of
inter-rater disagreement, (b) help the group arrive at a
consensus, and (c) determine that each rater conceives
the standards similarly.

4.Forced choice rating

Like the field review, this technique was developed to
reduce bias and establish objective standards of

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comparison between individuals, but it does not involve
the intervention of a third party.

5.Management by Objective
To avoid, or to deal with, the feeling that they are being
judged by unfairly high standards, employees in some
organizations are being asked to set - or help set - their
own performance goals. Within the past five or six
years, MBO has become something of a fad and is so
familiar to most managers that I will not dwell on it
here.

6.Ranking Methods
For comparative purposes, particularly when it is
necessary to compare people who work for different
supervisors, individual statements, ratings, or appraisal
forms are not particularly useful. Instead, it is
necessary to recognize that comparisons involve an
overall subjective judgment to which a host of
additional facts and impressions must somehow be
added. There is no single form or way to do this. The
best approach appears to be a ranking technique
involving pooled judgment.

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7.Assessment Centres
So far, we have been talking about assessing past
performance. What about the assessment of future
performance or potential? In any placement decision
and even more so in promotion decisions, some
prediction of future performance is necessary.

8.360 Degree Feedback

Both Company SBI & BSNL have expanded the idea
of upward feedback into what the call 360-degree
feedback. The feedback is generally used for training
and development, rather than for pay increases.

Most 360 Degree Feedback system contains several

common features. Appropriate parties – peers,
supervisors, subordinates and customers, for
instance – complete survey, questionnaires on an
individual.

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  Performance Appraisal System in both
the Companies SBI and BSNL are almost
same so we have included Methods &
Processes in One.

Internal Mobility at SBI

Internal mobility is the movement of employees from one

position to another within a corporation which is an
efficient and cost-effective method of talent deployment.
A successful internal mobility program begins with a
company clarifying its purpose and the business goals it
seeks to accomplish with an internal mobility initiative.

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Internal mobility within SBI is based on
the following principles:

• Talent has to be managed at the service of entire

corporation, not to one specific unit or function.

• Every individual has a responsibility to take his/her

career development in his/her own hands.

• The company offers guidance, opportunities and

resources to maintain employability throughout a
managers' career.

• SBI looks for a balance between developing

competencies internally and attracting competencies
from outside.

Internal Mobility at BSNL

The structure of an internal mobility process flow

has two halves in BSNL:

1. Inform employees of internal opportunities.

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 2. Manage responses from interested internal
candidates.

• Internal Job Notification via Intranet

The first function of BSNL internal mobility process is to

make employees aware of the opportunities. An effective
communications plan promotes to employees the
process of accessing opportunities.

• Responses from Internal Candidates

Once the job has been notified of internal opportunities,

it is critical that the internal mobility process be
designed to manage responses from interested
candidates as efficiently as possible and then interested
candidates get selected for the same.

Wages & Salary Distribution at SBI

It includes monetary payments to employees in the form
of Wages and Salaries. It is a fixed, non-incentive kind of

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payment calculated on the basis of time spent by an
employee on the job.

Format of Salary & Wages distribution at SBI

In hand + Dearness Allowance + City

Compensatory Allowance + House Rent Allowance
+ Medical Aid + Stagnation Increments.

Job Title: PO (Probationary Officers)

 Selected candidates for the post of PO will be on

probation for a period of two years. They will draw a
starting basic pay of Rs. 11,880/-

 They will also be eligible for D.A., HRA & CCA as per
rules in force from time to time.

 At present, initial monthly emoluments of

Probationary Officers, including D.A., HRA and CCA,
are approximately Rs. 20,850/- at Metropolitan
centres.

Wages & Salary Distribution at BSNL

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  Format of Salary & Wages distribution at BSNL

In hand + Dearness Allowance + City

Compensatory Allowance + House Rent Allowance
+ Transport Allowance + Special Duty Allowance +
Special Compensatory Allowance + Medical Aid +
Stagnation Increments.

Job Title: DGM (Deputy General Manager)

 The post of DGM is in the Revised IDA pay-scale of

Rs. 32,900-58,000/- (annual increment @ 3% of basic pay)
plus HRA, Perks, Medical Benefits, LTC etc. as admissible as
per BSNL rules.

Grievance handling at SBI

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• Customers be treated fairly at all times.

• Complaints raised by employees are dealt with

courtesy and on time by the company.

• Customers are fully informed of avenues to escalate

their complaints/grievances within the organization
and their rights to alternative remedy, if they are not
fully satisfied with the response of the bank to their
complaints.

• Bank will treat all complaints efficiently and fairly as

they can damage the bank's reputation and business
if handled otherwise.

• The bank employees must work in good faith and

without prejudice to the interests of the customer.

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 Grievance handling at BSNL
BSNL has a well structured and multilayered Grievances
Redressal Mechanism including Dispute Resolution
Mechanism. The Redressal setup in BSNL has been
introduced right from the Corporate Office to
SSA(Secondary Switching Area) levels.

• Senior Officers are available for public without prior

appointment during a specified hours on working
days.

• In every office 'visiting hours' are prescribed for each

employees working there. Complaints or grievances
regarding this approaches to the high level officers
of BSNL at various levels in the Zone.

• Special attention is being given to holding meetings

with consumer organizations.

• Telephones Advisory Committees have been

constituted for Low level employees by High level
Officers.

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