effectiveness of training _ Canara Bank PROJECT REPORT

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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 program’s
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



                              BABASAB PATIL                                           1
                      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 Co-
operative Banks which are concentrated in few states like Maharashtra, Gujarat,
Karnataka, Andhra Pradesh and Tamil Nadu.
               Further based on ownership, the Scheduled Commercial Banks can 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

                              BABASAB PATIL                                              2
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.


                               BABASAB PATIL                                                3
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.


           Commercial Banks at a glance


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           Particulars                              Jun-2003     Jun-2002
           No. of Commercial Banks                  295          298
           All Scheduled Commercial Banks           291          294
           of which, Regional Rural Banks           196          196
           Non-Scheduled Commercial Banks*          4            4
           No. of Bank Offices                      66692        66355
           Rural                                    32231        32394
           Semi-Urban                               14875        14727
           Urban                                    10841        10578
           Metropolitan                             8745         8656
           * Indicates Local Area Banks
           Source: Reserve Bank of India




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
government’s capital to the tune of Rs 277.87 crore. After the IPO and return of capital,
the paid-up capital stands at Rs 410 crore and the shareholding of GOI has come down 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   Particulars                              2002-03      2003-04   2004-05
         1        Capital Adequacy Ratio                   12.50        12.66     12.78
         2        Return on Assets (ROA)                   1.24         1.34      1.01
         3        Earning per Share (Rs.)                  20.56        32.63     27.06
         4        Book Value (Rs.)                         98.14        125.14    146.15
         5        Net NPA Ratio                            3.59         2.89      1.88
         6        Priority Credit to Net Credit            42           44        43
         7        Business Per Employee (Rs. In Crore)     2.50         3.00      3.51
         8        Profit Per Employee (Rs. In Lakh)        2.26         2.97      2.48




                                  Decadal Performance

                                BABASAB PATIL                                              7
                                                                                  (Rs. in Crores)
                               1994-    1995-    1996-    1997-    1998-    1999-    2000-    2001-    2002-
                                                                                                               2003-04
                                95       96       97       98       99      2000      01        02      03
Number of Branches            2136     2192     2262     2312     2379     2397     2405     2409     2424     2469
Capital                       590      485      485      578      578      578      578      578      410      410
Reserves                      1144     1446     1564     1725     1835     2018     2237     2894     3739     4842
Deposits                      22475    26243    31445    38045    41959    48001    59070    64030    72095    86345
Quantum Increase              2636     3768     5202     6600     3914     6042     11069    4960     8065     14250
% Increase                    13.29    16.77    19.82    20.99    10.29    14.40    23.06    8.40     12.60    19.77
Non-Resident Deposits         2953     3879     4984     6302     7589     8918     9877     11358    12482    12909
Foreign Business Turnover * 20172 26438 27741 34238 39859 53634 61119 59333 65676 67347
Advances (Net)                10878 13096 14413 16825 19530 23547 27832 33127 40472 47639
Advances to Priority Sector   4125     4892     5702     6735     7034     7667     9139     10536 14604 19580
Export Credit                 2065     2434     2603     2813     2789     3007     3517     3672     4429     5497
Total Number of Staff         53327    54044    54316    54703    55097    55363    48257    47796    47566    47613
Total Income                  2801     3382     3869     4431     5319     5687     6536     7799     8170     9080
Total Expenditure             2597     3129     3721     4228     5094     5451     6251     7058     6173     6221
Operating Profit              552      651      654      673      957      923      1131     1656     1997     2859
Net Profit                    204      253      147      203      225      236      285      741      1019     1338




Mission:
“Pursuit of Excellence.”
Bank’s 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 NRI’s.Though small in size, the




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bank’s presence abroad has brought in considerable foreign business, particularly NRI
deposits


The Bank has its presence abroad, as under:

      Canara Bank, London, UK ( branch)
      Indo Hong Kong International Finance Co. Ltd., Hong Kong ( subsidiary)
      Canara Bank, Moscow (representative office)
      Al         Razouki       Intl.   Exchange         Company,     Dubai,      UAE.
       ( DD drawing facility on Canara Bank)
      Eastern              Exchange          Establishment.        Doha,        Qatar.
       (Management agreement and DD drawing facility on Canara Bank)




Subsidiaries:
   1. Can Fin Homes Limited (CFHL) established on 29.10.1987 as a public Limited
       Company, sponsored by Canara bank is the number one amongst the bank
       sponsored Housing Finance Companies in India.
   2. Established on 10.05.1991 Canbank Factors Limited, a subsidiary of Canara
       Bank is a market leader in Factoring business and continues to serve the business
       enterprises/small scale industries by offering this specialized financial service
       product.
   3. Canbank Venture Capital Fund (CVCF) the only Bank’s sponsored Venture
       Fund in India was established on 21.10.1989 by Canara Bank as a trust. The
       objective of CVCF is to extend assistance by way of investing in green field,
       growth oriented enterprises and small and medium scale ventures by technocrat
       entrepreneurs.
   4. Canbank Computer Services Limited (CCSL), a subsidiary of Canara Bank
       was established on 31.08.1994 with the main objective of developing and



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     marketing computer software for the banking industry and other related financial
     services industry.
5. Established on 01.03.1996 Gilt Securities Trading Corporation Limited
     (GSTCL) is a subsidiary promoted by Canara Bank jointly with Bank of Baroda
     and Corporation Bank as a Primary dealer accredited by the Reserve Bank of
     India, for developing an active secondary Market for government securities and
     treasury bills.
6.    Canbank Mutual Fund (CMF) is one of the largest of bank sponsored Mutual
     Fund in India. CMF has floated various schemes for carrying Mutual Fund
     business.
7. Canbank Financial Services Limited (CanFina) was established on 01.06.1987
     as a wholly owned Subsidiary of the Bank. Focus of this Company was on
     business relating to Merchant Banking activities, Registrar and Transfer services,
     Share Broking and leasing and Hire Purchase and Portfolio Management Services
     etc…




        ORGANISATION STRUCTURE OF CANARA BANK




                                            Chairman & MD
                                                 (CMD)




                           BABASAB PATIL                                            10
            CMD’s Secretary                    Executive                  ED’s Secretary
                                              Director[ED]




    Board                  Company
   Secretary               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



                              BABASAB PATIL                                      11
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 non-
           working woman, for loan amount exceeding Rs.25,000./-, co-obligation of
           husband / parent / son is insisted.
          Interest 11.5% p.a. - EMI Rs.329/- per ten thousand for 36 months
      Housing Loan:
         Purpose: For construction / purchase / repairs / additions / renovations of
          residential house / flat including the purchase of land and construction thereon.
          For taking over of the Housing Loan liability with other recognized Housing
          Finance Companies, Housing Boards, Co-operative Banks, Co-operative Societies
          and Commercial Banks at prevailing low rate of interest.


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    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   a   Housing      Loan   from   Canara   Bank
     OR Without any Housing Loans
    This loan can also be availed where a Housing Loan is already obtained from
     Canara bank and the liability is subsisting.
    Eligibility: Owners of House / flat who are salaried individuals / individuals
     engaged in business / professionals / self-employed. NRIs are also eligible.
    Salaried individuals with minimum 25% net take home salary or Rs.2000/- after
     meeting loan repayment, whichever is more. Other than salaried individuals -
     minimum annual income of Rs.50, 000/- as evidenced by ITAO / IT Returns.
    Repayment: In convenient equated monthly installments up to 60 months
    Security: Hypothecation of assets created out of this loan. Mortgage of house /
     flat (if housing loan is availed from Can Bank) suitable co-obligation / personal
     guarantee. Waivers considered selectively.

    Loan Quantum & Margin:




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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.




                              BABASAB PATIL                                         14
          Amount of Finance: Shares and Debentures - up to 60% of market value, PSU
           Bonds up to 70% of Market Value, Units of UTI and CBMF - 50% of NAV or
           market value whichever is less.
          Repayment: Up to 60 months. EMI is also acceptable.


Canmobile - Vehicle Loan
          Purpose: For buying new or used four wheeler / new two Wheeler.
          Eligibility: Salaried persons, professionals and business people, with
           qualifying income and required repayment capacity. Reputed firms and
           corporates are also eligible.
          Loan amount up to 90% of the invoice value. There is no ceiling on maximum
           loan amount.
          Loan also available for used cars, Up to 75% of the value.
          Repayment: In convenient Equated Monthly Instalments up to 72 months in
           case of four wheelers.48 months in case of two Wheeler.




Canbudget:
         A simple Personal Loan Scheme exclusively for the benefit of employees of
          Corporates, PSUs, Government Departments, Institutions, etc.,
         Purpose: To meet genuine personal needs.
         Eligibility: Confirmed employees of reputed PSUs and Joint Stock Companies
          ,Confirmed Central / State Government officials, Lecturers / Asst. Professors /
          Professors of Colleges / Research Institutions and Universities ,Employees
          salary account has to be maintained with Canara bank branch
         Net take home salary - 40% of the gross salary. Selectively up to 25% of gross
          salary is also permitted.
         Quantum: Six months' gross salary or Rs.1 lac whichever is less.
         Repayment: In convenient Equated Monthly Instalments up to 60 months.
         Security Normally, Co-obligation is required for loans above Rs.50,000/-


Teachers Loan:
         Purpose: To meet any genuine personal needs


                               BABASAB PATIL                                          15
           Eligibility: All confirmed teaching / non-teaching staff working in a school /
            college - drawing salary through Canara bank branches
           Quantum: 6 months' net salary or Rs.1, 00,000/- whichever is less.
           Repayment: Up to 36 months. EMIs also possible.
           Security    :   A   life    insurance   policy    or   a   suitable   co-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
          - Vehicle Loan for Agriculturists
          - Loan for Plantation Crops


                                 BABASAB PATIL                                              16
      - 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.
     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.


                               BABASAB PATIL                                            17
     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.
     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.


                             BABASAB PATIL                                       18
       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,
which celebrated its centenary year this year. It has a separate Planning and development
wing.


                               BABASAB PATIL                                            19
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.




                               BABASAB PATIL                                            20
     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



                                BABASAB PATIL             21
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




                              BABASAB PATIL               22
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

6.   Executor, Trustee and Taxation Section


                             BABASAB PATIL         23
7.   IBA Réconciliation Section

8.   DD Réconciliation 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




                             BABASAB PATIL       24
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




                               BABASAB PATIL         25
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




                             BABASAB PATIL            26
   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




                             BABASAB PATIL                                            27
      Concept of Study Circle aims at self development of employees by encouraging
       the desire to acquire/update knowledge, information and experience.
      Inside / Outside guest lecturers specialized in different topics of common man’s
       use are invited to share their experience.
      Study circle meets are conducted once in two months in administrative offices and
       once in a quarter in the branches.

Brain Storming 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




                              BABASAB PATIL                                             28
IN - HOUSE PUBLICATIONS / JOURNAL

         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




                                 BABASAB PATIL                                           29
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
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:




                               BABASAB PATIL                                                30
“It is any attempt to improve current performance by increasing an employee’s ability to
perform through learning, usually by changing the employee’s attitude or increasing his
or her skills and knowledge.”


Objectives of Training:

General objectives of any Training program are:

   1. To impart the basic knowledge and skill to the new entrants and enable them to
       perform their jobs well.
   2. To equip the employee to meet the changing requirements of the job and the
       organization.
   3. To teach the employee the new techniques and ways of performing the job or
       operation.
   4. To prepare employees for higher level tasks.




Importance of Training:

Training benefits both the employees and employers. It makes the employee 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.


                                BABASAB PATIL                                        31
   3. Technical Skills: Teaching the employee regarding the technical aspects of his
       job.
   4. Decision making and Problem solving Skills: Emphasis on methods and
       techniques for making organizational decisions and solving work related
       problems.




                               Evaluation of Training:

Definition: “Any attempt to obtain information on the effects of training 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.



                               BABASAB PATIL                                              32
         4. Evaluation specialist must be clear about the goods and purpose of
             evaluation.


Techniques of Evaluation:

  1. Questionnaires
  2. Tests
  3. Interviews
  4. Cost benefit analysis
  5. Feed 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.


                             BABASAB PATIL                                            33
       2) Learning: In this case an attempt is made to assess whether the trainees have
            learned the skills and knowledge intended to be imparted through the training
            program.
       3) Behavior: here the trainee’s behavioral pattern is examined carefully after his
            training program for the purpose of evaluating whether there are changes in
            his behavior in the job compared to the period before the training program was
            imparted.
       4) Result: This is a method of evaluating quantifiable indices or attributes of
            performance which can be directly related as a result of training. For example
            Productivity, reduction in rejection rates of finished goods, incidents of
            accidents, absenteeism, conflicts, etc….




Statement of the problem:

“Organizational study accompanied by a survey on training effectiveness” at 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.




                               BABASAB PATIL                                           34
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.

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.




                              BABASAB PATIL                                          35
1. How many years of service have you completed in Canara Bank?
                     Table 1 Years of service at Canara Bank
                         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




             Years Of Service At Canara Bank


                                   12%
             24%
                                         4%               0-5 years
                                          8%              5-10 years
                                                          10-15 years
                                                          15-20 years
                                          12%
                                                          20-25 years
                                                          Above 25 years
                 40%


                    Chart 1: Years of service at Canara 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.



                         BABASAB PATIL                                 36
   2. Have you attended any Training program earlier?

                      Table2 Training Program Attendance
                          Yes               25
                          No                --




                                      No
                                      0%




                                                                 Yes
                                                                 No




                                      Yes
                                     100%


                     Chart 2: Training Program Attendance



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




                          BABASAB PATIL                                      37
3. Do you think the Training Program met your needs & expectations?

         Table3 Satisfaction of needs and expectations by Training program

                            Yes              18
                            No                7




                  No
                 28%

                                                                  Yes
                                                                  No



                                                     Yes
                                                     72%

      Chart 3: Satisfaction of needs and expectations by Training 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.




                          BABASAB PATIL                                       38
4. Whether adequate training facilities were provided?


                       Table 4 Training Facilities
                          Yes                 21
                          No                   4




                              No
                             16%




                                                                               Yes
                                                                               No



                                                   Yes
                                                   84%




                            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?



                          BABASAB PATIL                                              39
                        Table 5 Logical Course Content

                           Yes                 20
                           No                  05




                        No
                       20%



                                                                           Yes
                                                                           No




                                                    Yes
                                                    80%
                       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




                          BABASAB PATIL                                            40
6. Whether you exchange the knowledge gained at the training center with your
   colleagues at your workplace?


               Table 6: Information Exchange at the workplace
                           Yes                  23
                           No                    2


                                     No
                                     8%




                                                                         Yes
                                                                         No




                                                     Yes
                                                     92%



              Chart 6: Information Exchange at the 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’ don’t exchange the knowledge gained at the training
   center with colleagues at their workplace.




                         BABASAB PATIL                                          41
    7. The batch size of the program was




                     Table 7: Batch Size of the Training Program
                               Just Right         20
                               Too Few             2
                               Too Many            3




                       Too Many
                         12%
                 Too Few
                   8%
                                                                       Just Right
                                                                       Too Few
                                                                       Too Many




                                                       Just Right
                                                         80%

                     Chart 7: Batch Size of the Training 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.




                              BABASAB PATIL                                            42
   8. Quality of the training program was

                       Table 8: Quality of the training program

                               Excellent           5
                               Good               15
                               Average             5



                      Average                          Excellent
                       20%                               20%


                                                                        Excellent
                                                                        Good
                                                                        Average




                                        Good
                                        60%

                       Chart 8: Quality of the training 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?


                              BABASAB PATIL                                            43
                Table 9: Usefulness of the Training Program



              Improvement in Skills                       6
              Enhanced knowledge                         14
              Self Development                            3
              Attitudinal Changes                         2
                       8%
                                               24%
         12%
                                                        Improvement in Skills

                                                        Enhanced
                                                        knowledge
                                                        Self Development

                                                        Attitudinal Changes




                          56%
                    Chart 9: Usefulness of the Training Program
   The above pie chart shows that
   24% of the respondents are of the opinion that the training program brought
   improvement in skills.
   56% of the respondents are of the opinion that the training program enhanced
   knowledge.
   12% of the respondents are of the opinion that the training program was useful in
   self development.
   8% of the respondents are of the opinion that the training program brought
   attitudinal changes.




10. Whether the course material provided during the training was useful?


                            BABASAB PATIL                                        44
                  Table 10: Usefulness of the Course material


                      Yes                    23
                      No                      2




                                 No
                                 8%




                                                                     Yes
                                                                     No




                                             Yes
                                             92%

                  Chart 10: Usefulness of the Course material
The above pie chart shows that
92% of the respondents feel that the course material provided during the training
was useful.
8% of the respondents feel that the course material provided during the training
was not useful.




                      BABASAB PATIL                                           45
11. Do you feel that you will be able to handle your job better after attending the
   training program?


                        Table 11: Effect of training on the job

                        Yes                      22
                        No                        3




                                 No
                                12%




                                                                             Yes
                                                                             No




                                                      Yes
                                                      88%

                        Chart 11: Effect of training on the job


   The above pie chart shows that:
   88% of the respondents feel that the training program helps to do their job better.
   12% of the respondents disagree with it.




                          BABASAB PATIL                                              46
12. What was your overall impression to the training program?


                Table 12: Overall impression to the training program



                      Excellent                          3
                      Good                              12
                      Satisfactory                      10
                      Below Average                     00
                                       0%
                                                12%




                40%                                             Excellent
                                                                Good
                                                                Satisfactory
                                                                Below Average


                                                        48%




               Chart 12: Overall impression to the training program


   The above pie chart shows that:
   12% of the respondents feel that overall the training program was excellent.
   48% of the respondents feel that overall the training program was good.
   40% of the respondents feel that overall the training program was satisfactory.




13. To what extent the Knowledge gained at the training centre is useful in your
   day to day functioning?




                         BABASAB PATIL                                               47
       Table 13: Usage of knowledge gained at the Training Center in day to day
                                     functioning
                            To a great extent              6
                            To some extent                19
                            Discourage                    --




                                         0%
                                                         24%

                                                                     To a great extent
                                                                     To some extent
                                                                     Discourage




                        76%


       Chart 13: Usage of knowledge gained at the Training Center in day to day
                                          functioning
     The above pie chart shows that:
     24% of the respondents are of the opinion that the knowledge gained at the
     training centre is useful to a great extent in day to day functioning.
     76% of the respondents are of the opinion that the knowledge gained at the
     training centre is useful to some extent in day to day functioning.




Summary of Findings:

  1) The respondents are well qualified ranging from graduates to post graduates.



                            BABASAB PATIL                                                48
2) The designation of the respondents range from Officers to senior managers.
3) All the respondents (100%) have attended training programs earlier.
4) Maximum number of respondents’ i.e.72% of them felt that the training program
   met their needs and expectations.
5) 84% of the respondents have stated that adequate training facilities were provided.
6) 80% of the respondents felt that the content of the training program was logically
   organized.
7) 92% of the respondents exchange the knowledge gained at the training center with
   colleagues at their workplace.
8) 80% of the respondents felt that the batch size of the training program was just
   right.
9) 60% of the respondents felt that the quality of the training program was good.
10) 56% of the respondents have stated that the training program enhanced their
   knowledge.
11) 92% of the respondents felt that the material provided during the training program
   was useful.
12) 88% of the respondents are able to do their job better after attending the training
   program.
13) The overall reaction to the training program was good which forms 48%.
14) Most of the respondents i.e. 76% have stated that knowledge gained at the training
   centre is useful to some extent in day to day functioning.




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.




                          BABASAB PATIL                                             49
    The Training program’s contents should be designed keeping in view the jobs

       assigned or to be assigned.

      Latest developments in the field are to be dealt along with the training program

    Need based training programs should be conducted.

    Identification of the trainees should be properly done.




Conclusion:

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



                              BABASAB PATIL                                               50
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”




                                   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.




                               BABASAB PATIL                                        51
3) The bank reflects the philosophy of its founders, training programs (such as

   workshops, seminars for the general public) would help to attract more

   youngsters to Canara bank into its fold.




My Learning:

The study was helpful in the following respects;

      To understand how exactly an organization works.

      To know how important is Training and how it increases productivity of

       employees.

      To interact with people and get their views on organizational issues.

      Importance of “Human Resource” in an organization.

      To understand the need for Training evaluation.




                      BABASAB PATIL                                            52
                                      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


                                                    As at            As at
                                     Schedule    31.03.2005       31.03.2004
                                                 (Rs. '000)       (Rs. '000)
I CAPITAL AND LIABILITIES
  CAPITAL                               1          410,00,00       410,00,00
  RESERVES AND SURPLUS                  2         5698,95,72      4841,64,30
  DEPOSITS                              3        96908,41,86 86344,55,65
  BORROWINGS                            4          114,16,42       754,89,70
  OTHER LIABILITIES AND PROVISIONS      5         7173,63,33      6971,38,58
  TOTAL                                 3       110305,17,33 99322,48,23
                               II
II ASSETS                               4                     .                .
  CASH & BALANCES WITH RESERVE
                                        6         4984,38,32      6890,93,76
  BANK OF INDIA
  BALANCES WITH BANKS AND MONEY
                                        7         3684,34,91      5136,07,51
  AT CALL AND SHORT NOTICE
  INVESTMENTS                           8        38053,88,36 35792,98,94
  ADVANCES                              9        60421,40,39 48438,62,78
  FIXED ASSETS                         10          672,81,43       680,19,55
  OTHER ASSETS                         11         2488,33,92      2383,65,69
  TOTAL                                         110305,17,33 99322,48,23
                               II
IV CONTINGENT LIABILITIES              12        59443,17,35 52440,24,95
  BILLS FOR COLLECTION                  7         3957,95,79      3705,79,86
  PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31ST
                     MARCH 2005

                                 For the Year ended For the Year ended
                      Schedule       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                     3            9115,79,61         9079,83,39
II EXPENDITURE              4                     .                  .
  INTEREST
                           15            4421,49,93         4324,56,55
  EXPENDED
  OPERATING
                           16            2108,97,16         1896,54,91
  EXPENSES
  PROVISIONS AND
                            5            1475,82,07         1520,71,37
  CONTINGENCIES
  TOTAL                                  8006,29,16         7741,82,83
III NET PROFIT FOR THE YEAR              1109,50,45         1338,00,56
IV APPROPRIATIONS           6                     .                  .
  TRANSFERS TO              7                     .                  .
  STATUTORY
                            8             280,00,00          335,00,00
  RESERVE
  CAPITAL RESERVE           9             202,70,31          100,35,35
  INVESTMENT
  FLUCTUATION              10             230,00,00          510,00,00
  RESERVE
  REVENUE
                           11             140,65,52          161,39,16
  RESERVES
   INTERIM DIVIDEND        11             102,50,00          102,50,00
  PROPOSED
                           11             123,00,00          102,50,00
  DIVIDEND
  DIVIDEND TAX             11              30,64,62           26,26,05
  TOTAL                                  1109,50,45         1338,00,56
  EARNINGS PER
                                              27.06              32.63
  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

				
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