CHAPTER-V TRAINING AND DEVELOPMENT OF SUPERVISORY AND SUBORDINATE STAFF Uhan co-operative banks are exposed to pressures of wmpetition and control and as such they are bound remain static. They can no longer wait for customers to approach them, but they have to reach the sections of the urban or the semi-urban people in need of assistance, identifyjng their needs and assistiig them in a constructive way. In order to offer schemes suitable to the customer in their area and provide ancillary service and with a view to madmising the margin of profit, uhan co-operative banks specially of Delhi state have also to find avenues for proper development of resources collmted by them. In the matter of providing credit, emphasis has to be laid 011 loan for productive purposes and bans to the non-productive ones. There is thus , a n urgent need to build up necessarily any skill and expertise by the bank. In this context there arises a keen need for training and development to various functionaries of the urban co-operative banks. The education and training to the supervisory and subordinate staff of urban co-operative banks of Delhi state has been made the subject matter of present chapter, it is to note here that the supervisory and subordinate staff arid other fi~nctionaries includes : (a) Assistant General ManagerIAsstt. Manager-1 (b) Chief Accountant/Accounts Oficer (c) Branch ManagerIBranch Agents (d) Branch Accountant (e) Loan Officers/Data Processing Officerlother Officers (t) Cashiers (g) Clerical Staff' The hnctions, the required knowledge, skills and attitude and their training module as indicated by the Delhi State Co-operative Training Centre are as follows : APPOLNTMENT POLICY The procedurt for recruitment of supervisory and subordinate staff of urban co-operative banks of Dzlhi state varies from bank to bank. While some banks recruited key personnel directly, others genemlly promoted the junior level staff to the higher post. But, there is no uniformity either in mode of recruitment or in the educational qualifications in the appointment of key personnel. While some banks insisted upon the minimum educational qualification of graduation and other pre-service tl-aining requirement for the post of key personnel as per the provisions in the Co- operative Societies ActIRules or bye-laws of banks, in many banks the minimum educational qualifications had not been prescribed. The minimum educational qualification prescribed for clerical staff in many urban co-operative banks visited for the purpose of the study was generally a secondary school certificate and graduation for the post of officers. A few banks insisted on gaduation even for clerical post. There is no system of written test in most of the banks visited for the study. Big banks are expected to conduct both written test and interviews for clerical post. In Delhi co-operative urban banks appointnlents at-e made by the Staff Committee of Board of Directors. CHLEF MANAGERS 1 ASSTI: MANAGERS (a) Manpower planning, recruitment, training etc. (b) Job performing role of mediator between management as well as bank employees with a view to maintain better cordial I harmonious relations. ((:) House keeping. (tl) Inspection audit and to hlfil the RBI requirements (e) To gear up machineries with a view to see that provisions of bye-laws which are obligatory in nature are met with. (f) Developmental aspects inclusive of formation of banks budget, prepare strategy for achieving budgeted god. @ Investment portfolio 01) Overall control / maintenance onfof premises equipments together with scrutiny aspects. (i) To process I scrutinise loan proposal keeping in mind provisions of banks bye- laws. RBI guidelines, financial strength of the proposals (jj Monitoring of advances having limits of Rs. 5 lakhs and more. (k) Monitoring of overduesuggestion/strategy for reduction in overdues (i) To suggest innovative schemes for building up round advance portfolio Knowledge required: (a) Bank's bye-laws, RBI guidelines. Banking Rebwlation Act, relative procisions of Labour. Laws, Contract Act, Partnership Act. Stamp Act. Transfer of Property Act, Company Act. State Co-operative Act. Negotiable Instrument Act, Procedural aspects for filing suit etc. in the court of Board of Nominees as also for remission of debts. (b) Need based assessment of financial requirements and guidelines for sick units. (c) Preparation of micro- macro level budget, (d) Managerial aspects with knowledge of behanour science. le) Preliminary knowledge of computer application and computerisation - systems audit in computerisation of banks. (f) Pondering over day-to-day banking operations as also conversion with audit inspections. a~~d ) To be acquainted with overall economy of the country/world, political affairs, Govt. policy etc. with a view to see that institutionbank should be equipped to absorb on going changes and thereby to remain always in a position to face any odd when require to do so. Skills required : Technical skill in (a) Malang use and performing banking operations. (b) Bye-laws and Rules and Regulations of the bank (c) Cooperative Law and other laws (d) Knowledge of various committees on banking (e:) Preparing statements of accounts, balance sheet, trading and profit and loss accounts. (t) Preparation and submiting the information suitable for dmision making. ) Co~nputerisationin Banking Q Social skills in dealing with customers, bank's other employees and members of the Board. (i) Application of co-operative principles and value in practice (j) Use of the process and principles of management in day to day hnctioning of the bank. Attitudes required : Inquisitiveness, understanding, common sense, sincere with work, cooperative nature, goal oriented and responsible.' TRAlNRYG MODULE FOR KEY PERSONNEL Title of the training programme : Programme for the Key Pasonnel (Assistant Genaal ManagerIAsstt. Manager-I) of Banks. Urban Cooperat~ve Duration 6 days Objectives : (a) To enable the participants to explain overall rules and regulations and bye-laws of the Bank. (11) To inculcate the skill for managing day-to-day operation of the bank in employees. (c) To enable them to summarise different provisions of Banking Legslation Act, Negotiable Instrument Act, Cooperative Law and other laws. I. Tre~nlng Moddes for Co-operative Banks, Dcll~iStale Co-operative Training Centre, New Dellu, 1998, P I 0 (d) To enable them to state the procedure of loan advances and monitoring of overdues. I'articipants Assistant General Manager or Chief Administrative Oficer, Assistant Manager, Staff Officer and Secretaries of urban cooperative banks. Training Methodolorn : (a) Class room lecture (b) Group Discussion (c) SeminarRole play (d) Assignment (e) Question Answer sessions, etc. I'rogramme Co~~tents : (a) Place of urban cooperative banks in banking system, their role in the economy, problems and perspectives. (b) Organisation in urban cooperative banks, delegation of authority and responsibility (c) Human Resource Management in urban co-operative bank's recruitment, selection, placement, n~anpower~lanning,training, job performance, job descriptio& promotion. (d) Communication--written or oral, returns and reports ie) Supervision, in spec ti or^ and control of various operations in Head Office and branches it) Provisions of Balking Regulation Act, Negotiable Instrument Act (g) Banker customer relations-different type of customers and deposit Accounts. (h) Various types of loans and advances. (I) RBI's measures for control, reports of various committees, priority sector advices. (j) Assessment of loan proposals, analysis of financial statement, balance sheet (k) Break even point, ratio analysis (i) Recent trends in banking industry CHLEF ACCOUNTANT /ACCOUNT OFFICER Functions : (a) Maintaininghupervision of Day Book. General Ledger and register and books of accounts of transactions for inter branches and Head Office and others (b) Verifying all the vouchers o f receipt and payment. Preparing all types of periodical statement, returns as per requirement of RBI, State Cooperative Bank and others (c) Maintaining the accounts of all types of assets and liabilities (d) To suggest the rnanagernent for decision making regarding funds management (Kisimg the fundshmvestment.) (e) Scrutinizing the loan application and recommend for the sanction of certain amount. (f) To make necessary arrangement for internal & statutory audit and inspection. (b) Compliance/rect6cation of Audit Report & I ( Calculation of interest on various types of deposits and advances- Computation of tmcs. depreciation, insurance. (h) Preparation of profit and loss account, profit appropriation accounts, trial balance and balance sheet, reconciliation of transaction between Head Office. branches and others. (i) Maintaining liquidity position (i) Maintaining all the records pertaining to share issues, receipt of share value, issue of share certificate, payment of dividend and interest. (k) Keeping all the records in safe custody correspondence with members and others. Knowledge required (a) Acquaintance with ledger, registers and books of accounts maintained in the banks. (b) Advance knowledge of book keeping and accounting (c) Knowledge of business operation of the bank. (d) Knowledge of rules and procedure of preservation of records. (e) Periodical returns ar~dstatements (0 Important provisions of Banking Regulation Act, Co-operative Societies Act. Stamp Act, Limitation Act, Negotiable Instrument Act, Contract Ad, bye-laws of banks, Govt. policy. (g) Balance sheet preparation and interpretation of finds management, ratio analysis. (h) Costing and budgeting (i) Knowledge of various types of deposits and advices and its interest calculation. 6) Knowledge of money market and financial iistitutions (k) Documentation in conne:tion vith deposits and advances. () 1 Conipliance of aud~tand inspection. (m) Computation of time and demand liabilities and Non Performing Assets, Cash Reserve Ratio, Statutory Lend~ngRatio. (n) Procedure and rules in connection with shares allotment. (a) Basic knowledge of corriputer application in cooperative Banks. Skill required : Technical Skill in (a) Preparing various statements, periodical retums and books of accounts and final accoulits (b) Colnputation of inlerest, taxes and insurance, depreciation (c) Numerical and matherriatical ability (d) Acquaintance with co~nputersand calculating devices. (e) Reaso~ng verifying and processing. ability in ~nformation (f) In deahng with coneaguas, customers. members and others. ) Communication skiU (h) Ability to prepare, present and use Management Information System. (i) Ability to evaluate others: accounting performance. Attitudes required.: (a) Interest in numerical and mathematical aptitude. (b:~ Punctuahty (c) Reasoning aptitude in venfylng and processing. (d) Awareness. (e) Self confidence (g) Alertness (11) Common sense (i) Faitti in organisation 'TRAlhlNG MODULE FOR CHIEF ACCOUNAN'I'IACCOUNTS OFFICER 'Title of tlie training programme : I'rogramme for the Chief Accountants, Accounts Officers and Accountants of Urban Cooperative Banks. D11ratio11 ' h o weeks (a) To enable the participants to explain the Technicd HumanIConceptual aspects of the job performed by the Accountant. (b:) To provide the knowledge, slull associated with the job of Accountant at head office level. (c;) To inculcate the advance techniques of financial management in trainees. Chief Accountants, Accounts Officers and personnel engaged in accounting department at Head Office of urban co-operative banks. Training Methodology : (a) Lecture-cum disc~~ssion (b:~ Group Discussion (c) Case studies (d) Audio visual presentatiori (e) Practical exercises Progrimme Contents (a) Basics of book keeping and accounting -preparation of general ledger, trial balance, profit & loss account, profit appropriation account, balance sheet, etc. (b:~ Various types of books of accounts and registers, records maintained in the bank. Head Office of urban CCI-operative (c) Accountin2 system with regard to business operations of the banks - deposits, various types of loan and advances. I'rocedure of documentation of various types of deposits and accounts, remittance facilities and other services. Various types of periodical retums and statements - h l y , weekly, fortnightly, monthly, quarterly, half yearly and yearly statements and returns. Valuation of assets and liabilities of bank-calculation of depreciatioq tax rates. i~lsurance,computation of interest on various types of loans, advances and depo* dividend calmlation. Investment in bankable assets and securities, approved and unapproved money market-financial institution. Important provisions of Co-operation Law, Banking Regulation Act, RBI Act, Negotiable Instrument Act, Stamp Act, Limitation Act, Contract Act, Partnership Act, Cash Reserve Ratio, Statutory Lending Ratio, Bankers Books Evidence Act. C.R.R., S.I,.R., Non Performing Assets. Documentation Appraisal of credit worthiness of the borrower scrutiny of loan application, repaying capacity, safety, liquidity, security, profitablity, God. Policy, borrower's business relationship with bank and outsiders. Costing percapita incomdexpenditure, profitability, marginal costing, break even point. expansion of busiiness. Budgeting : Target to be achieved, previous pel-formance, action plan. Audit -- internal and statutory, compliance of the audit and inspection. Clearing house, reconciliation, mutual arrangement scheme. (0) lrnportant techniques of financial management. fund flow statement, ratio analysis, break even point, financial averages. @) Atomisation & mechanisation - use of computers in banks Data Rase, Lotus and special software prepared for the banking operations. BRANCH MANAGERS1 BRANCH AGENTS Functions : (a:~ Mobilise deposits and document verification Judging credit worthiness of the borrowers and send the loan proposal for approval of the Head Oflice. (b) Disbursement of loan sanctioned by the Head Office and its recovey. (c) Insurance for the cash and assets of the bank (d) Bill collection, remittances, reconciliation, funds transfer, etc and issue fixed deposit ratio. (e) Maintain business relationship with the account holders and members and col:ect deposits. (0 Undertake closing activities (Half yearly, Annual). (g) Audit rectification report. (h) I-iouse keeping (i) Checking of day to day transactions and cash fi) Passing of expenses vouchers as per office instructions. (k) Prepare periodical statements 0) Reporting the progress. (111) Supervise, bwide and control the branch activities (n) Maintenance of all types of assets of the branch. (0) CashLiquidity management of the branch (11) To control the costs. Knowletlge required (a) Specifically helshe must have the perfect knowledge of business operations of thc branch and related activities. (tl) Hdshe should be in position to ident@ and explain different types of accounts, deposits, loans and advances, loan documentation and recovery procedures. (c) Inter-branch and intra-branch business transaction and operations, (d) Dealing with managing the staf, colleagues custonlers and members (e) Periodical returns to be submitted to Head Oflice. (i>~ Management and maintenance of dead stock, stationary and assets of the branch. ) Appraisal of credit worthiness, borrowers sincerity and repayment capacity (h) Knowledge of principles and hnctions of management. (j) Discounting of bills, Remittances (k) Knowledge of various provisions of Co-operative Societies Act, bye-laws, Banking Regulation Act., Negotiable Instmment Act and other related laws. (I) Knowledge of principles:, philosophy of cooperation Skills required (a) The Branch Agent/ Branch Manager should have the skill to handle the operations of the branch and related activities. (b) To identify and explain various types of accounts, deposits, loans and advances, maintain loan documents and recovery procedures, interlintra branch fie transactions, returns to Head O f c . (c) Management and maintenance of stationery, dead stock and assets with proper records. (d) Appraisal of credit worthiness of the borrower and their repaying capacity (e) Skill in preparing, analysis of balance sheet (t) Discounting bills and remittances. (g) Skill in interpretation and implementation of various Act, Rules and Regulations regarding banking busine:is. (h) Social skill in dealing colleagues, customers, members and employees Attitudes Required : (a) Punctuality and discipline. (b) Awareness. (c) Initiativeness. (d) Practicability. (e) I-lumanity. (f) Honesty and respectability &) Faith in organisation and self confidence TRAlNMG MODULE FOR BRANCH MANAGERSlBRANCH AGENTS Title of the training programme : Programme for Branch Managers of Urban Co-operative Banks Duration One week (6 days) Objective : (a) To enable the participant:; to identify and explain the operations and hnctions of urban cooperative banks and its branches and to define and discuss the duties and responsibilities of a branch agent. (b) To acquaint with environmental changes on the financial and regulatory front. (c) Refreshing him for better performance. Pa~ticipants: Branch Managers (branch agents of the urban cooperative banks Training methodology : (a) Lecture-cum discussion (b) Group Discussion (c) Panel Discussion (d) Case studies, and (e) Audio visual presentation etc. Programme Contents : (a) Business operations of urban cooperative banks, various types of deposits, Accounts, Account opening, operating the deposit account, transfer of deposit account, closing of account and their documentation. (b) Various types of loans and advances, secured, unsecured-hypothetication, pledge, overdrafl, clean cash credit, loan against gold ornaments and approved securities. Rules and procedures of documentation, scrutiny and forwarding of loan application, credit worthiness, repaying capacity of borrowers, analysis of balance sheet and statements. (c Customer services, Demand Draft, remittance and banker customer relations. BRANCH ACCOUNTANT Functions : (a) Introduction and mainterlance of books of accounts as prescribed by the Head Office, the R.B.I. and co-operative department (b) Maintenance of certification of day book, general ledger and books of accounts for transactions at intrabranch, interbranch and with Head Office. (c) Preparing and feeding information /periodical returns to Head Ofice (d) Verifying the vouchers for receipt and payment (f) Verification for the computation of interest. &) Reconciliation work (11) Preparing of trial balance, profit & loss account and balance sheet at the brarich level. (i:) the Sc~utinizing loari applications and judging its viability. ( j Maintaining liquidity position at the branch. (k) Maintaining alphabetical list of account holders and members (index) () l Keeping reocrd in the safe custody. (ni) Correspondence with members and non members Ki~owlcdgercquircd (a) Acquaintarm with members and non members. (b) Basic knowledge of booking and accounting (c Knowledge for business transactions at the branch (d:) Profiles and vouchers, preservation rules and procedure. (e) Periodical returns (fl L~nportantprovisions of relevant Acts. (3) Costing & budgeting. (11) Various types of deposits, advances and computation of interest (i) Documentation in connection with deposits and advarices (j) Co~nplianceof audit and inspection Skills required (a) Technical Skill in I Preparing statements of various types of accounts and returns. n Computation of interest / taxed imrancddepreciation ... 111 Numerical and mathematic ability. N Acquaintance wit11 computer and calculating devices. v Reasoning ability in information verifying and processing. vi Dealing with colleabwes, customers, members and outside officer. Mi Com~nunication Attitudes required : Numerical and mathematical aptitude, punctuality, reasoning aptitude in infbrmation verifying and procesljiig and self initiatives. TRAINING MODIII,E FOR BRANCH ACCOUNTANTS Title of the training progralmlae : for Pr~~grarnme the Branch Accountants Iluration 10 days (a) To orient with the technical, human and conceptual aspects of job performed by the branch accountants. (h) To develop the knowledge, skill and attitude associated with the branch accountant's job. (c) To acquaint with the asdvanced techniques of financial management for the better decision making of the branch accounts. P;rrticipr~~ts Branch Accountants Training Methodology : (a Lecture-cum-Discussion (b) Group Discussion/Panel Discussion (c) Case studies (d) Audio-visual presentation (e) Practical exercises etc. (a) Basic principles of book kccping, accounting preparation of general ledger and trial balance (b) Various types of books of accounts, registers and records maintained at the branch and its preservation. (c) Business operations of the branch, deposits, loans and advances, customer sc~vices. Documentation procedure of various types of accounts and remittance facilities and services offered by the Branch. Periodical returns and statements to be submitted to Head Office. (daily, weekly, fortnightly, quarterly, half yearly, statements and returns). Valuation of assets and liabilities, calculation of depreciation, taxes, insurance, interest computation for deposits, loans and advances. Important provisions of Banking Rebwlation Act, Negotiable Instrument Act. Cash Reserve Ratio, Statutory Lending Ratio. Non Performing Assets. Appraisal of the credit worthiness of the borrowers, scrutiny, repaying capacity, liquidity, profitability, Govt. policies, borrowers business relationship with the branch and outsiders. Preparation of final statements, profit and loss accounts, balance sheet and its interpretation. (k) Audit, inspection, compliace of the audit report (1) C l m house, rmmaliion, mutual scheme, remittances (m:l Cost and budgeting (4 lmportant techniques of linancial management : (1) Ratio analysis (ii) Funds flow statement (i) Break even point LOAN OFFICERS Designindformulating application forms in comltation with the annual general meeting for different types of loandadvan.ces. (a) Obtaining application forms together with details of finance available by the applicants, associated concerns and also with relative finaricial data, taxation, returns, records pertaining to immovable assets. (b) To assess, appraise and recommend the need based finance afier careful study of each loan application, proposals and projects. (c) To recornmaid additional securities, if any, to be obtained (d) Maintaining of required rtzorddregisters (1) Execut~onof documents fiom individual, partnership fimi, Limited company, tnlst etc (g) Execut~ono f documents of term loan, working capital, viz, pledge, hypothecat~on,bills purchases, biUs discounted, guarantees, payment guarantees, letters of credit etc (h) Execution of documents for securities, viz pledge of shares, Govt. securities, pledge of stock, hypothecation of stock, equitable and /or legal mortgage of prollcrty, Knowledge 1.ec111ired (a) Expected to be convcrsant with relative provisions of Contract Act, Transfer Act of Propc~~ty State Crloperative Act, rules and bye-laws of the bank, Negotiable Instrument Act, etc. (b) R.B.I. guidelines more p;articularly for priority sector, finance to small scale industries. etc, prevailing structure of rate of interest, rules pertaining to temls covered under selective credit control. (c) Knowledge of Tondon, Chore and Marathe Committees, more particularly computation of worlang capital finance. (d) Analytical study of financial performance as well as of projections made by the applicants. (e) Prevailing position of industries wherein bank stock is involved substantially. (f) Terms and conditions of sanctioned proposals set of documents to be (obtained. Skll required (a) 'Understanding with all the systems and procedures of loandadvances (b) Dealing and observing acts, rules, bye-laws and practice & procedures of the bank finance and advances. (c) Smtinising and measuring the loantadvance applications as per the norms fixed by the appropriate authority. (d) Efficiency in dealing with various agenciesldepartments Attitudes required Interest and awareness, self conficlence, carefulness, maintaining relation TRAINING MODULE FOR LOAN OFFICERS Title of the training programme : Programme for Loan Officers of' Urban Cooperative Banks. Duration One Week Ob.ject ives (a) To enable the participantlr to explain various types of loandadvances in urban cooperative hanks. (b) To sharpen their skill in summarisiig the practices and procedures pertaining to the lend~~ig system in urban cooperative banks. (c) To enable participants to discuss various provisions of Cooperative Laws, Bankins liaw and other 1;iws as applicable to urban cooperative banks. Pa~ticipants: Loan C)fficers of the urban cooperative hanks Tr;~iningMetl~odolow: (a) Classroo~iiIccturu'Discussion (b) Group l)iscussion (c) presentatio~i Semin;~r/p;~per (d) Question Answer (e) Assignments etc. I'rogrrmme Contents : (a) Types of loans and advances by urban cooperative banks- (a) Loans, (b) Overdrafts, (c) Cash Credit, pledge, hypothecation, book debts, (d) Bills purchased and discounted. (b) Advances against securities, stocks, shareddebentures. (c) Guarantee and indemnity, f o m , issuing of guarantee by banks. (d) Consortium advances. (e) Documentation (1) RBI's measures and regulations--credit policy, credit authorisation and ~nn~torine ) Recommendations of Tonldon & Chore Committees Reports. (h) Sticky advances and industrial sickness, causes and treatment (i) Priority sector advances. (.j) Computerisation in banks (k) Tenn lending. (1) Analysis of financial statements and interpretation of balance sheet (m) Ratio analysis. (n) Causes and remedies of overdues. (0) Innovative 'financing, diversiication of lending. Casllier's functions (a) Verification of vouchers of payments and receipts. (b) Make the payment to the customers and accepting cash from customers/ members. (c) To maintain the records of all types of payments and receipts (d) Keeping the valuable items, cxcess cash and record in safe custody/store room. (9 Maintaining of inward and outward remittance register I Arranging for exchange of spoiled currency or R.B.1 treatment of formed and iUegaVforged currency notes. (h) Coordination with other cashiers & departments. required K~~owledge (a) Basic knowledge of debit and credit vouchers and their accounting. (b) Verification of the reliability of vouchers (c) Accounting procedures, books and ledgers, registers maintained in the bank. (d) Keeping records of all types of payments and receipts. (e) Rules and procedures of safe custody. (9 Knowledge of other concerned departments in the bank and their hnctions (g) Checking and maintaining the inward-outward cash scroll (h) Sorting and bundling the motes. (i) Basic knowledge of computer. Skills Required (a) Identitication of reliability of vouchers. (h) lderltification of genuine and forged notes. (c) Dezzling with the customers, colleagues and others (d) skill. C:o~nn~unication (e) Counting of notes. (f) Numerical and mathelnatical skill. .4ttitodes Required : (a) Interest in cash handling (b) Nunlerical, inathematical ;aptitude. (c) Awareness find alertness. (d) Reasoning aptitude. (e) Self confidence. (t) Faitld honesty with bank. TRAINING MODULE FOR C:ASHIERS Title of the training programme : Pro~rammefor the Cashiers of Urban Cooperative Banks. D111.atlo11 5 days. Objectives : (a) To develop the skill of the participants in various aspects of cash handlinz. (b) To enable them to explain the duties and responsibilities of Cashiers of Bank Pa~licipants: Head cashiers/cashiers and custodians of urban cooperative banks Training Methodology : (a) Lecture-cum-Discussion. (b) Group Discussion. (c) Case study. (d) Practical exercises. (e) Assignments (f) Demonstrations etc Programme Conlents (a) Business operations of urt~ancooperative banks, various types of deposiis and advances, other services given by urban cooperative banks (b) Book keeping system in ,urban cooperative banks and day book, cast1 book. general ledger and prepar.ation thereof Counting of notes, sorting;, bundling, sticking of notes. Forged currency notes, identification of genuine and illegal notes Precarrtions to be taken while handling the currency or cheques, demand draft, negotiable instruments and other vouchers, receipts. Safe custody/lockers Transfer of amount to other party or institutions. Teller system. Clearing housdremittalcc: Customers accounts and relations. Advances against ornaments and securities. Duties and responsibilities of cashier. (CLERICAL STAFF Ful~ctio~~s Secretarial work, noting, drafting typing and recording transaction. (a:~ To prepare draft agenda paper from different sections for different meetings. (b) To keep and maintain records of fixed assets, dead stock items. (CJ 'lo maintain stationary and printing ;terns aid their recordslre@sters. (d) To maintain the day to day inward/outward register. (e) To keep loan applications and prepare scrutiny chart. (f) To prepare demand and recovery statement. ) To maintain member register, share register. dividend register and files. (h) Posting, balancing of various types of accounts, interest calculation and clearing of all types of bills and cheques 6) Remittance of demand draft. (j) To keep and maintenance of various files in respect of banking activities (k) To look after specific activity of partimlar countel K~iowledgcrequircd : (a) Knowledge of secretarial practice. (b) Day to day correspondence, costing and drafting of various letters. (c) Knowledge of bye-laws of urban cooperative bank and cooperative law. (ti) Knowledge of various types of loans and advances procedures. (f) Knowledge of maintenance of various files and records keeping. Skills required (a) Preparation of letters, drafting, noting etc. (b) Preparation of agenda and proceedings of various types of meetings (c) Maintenance of stationary stores and dead stock register. (d) Preparation of loan and recovery scrutiny statements. (e) lnterest calculation. 0 Dividend calculation. (g) Balancing of ledger accounts. 01) Handling of bills, cheque;, hundies. etc. (9 Clearing of bills. Attitudes required Sincerity, understanding, commori sense, cooperative nature, submissive, politeness, tolerance etc. TRAINING MODULE FOR CLERICAL STAFF Title of the training programme : Functional Programme for Clerical Staff of Urban Cooperative Ranks Objectives : (a) 'To enable participants to r:ummarise the hnctions and day to day operation of the Bank. (b) To sharpen their skill in application of the bye-laws, Cooperative Societies .4ct, Banking Regulations Act, Negotiable lnstrutnent Act in their day to day working (c) To inculcate the skill in dealing with routine work in them Participants : Clerical staff and office assistant!; of urban cooperative banks Tr:~ining Metl~odology: (a) Class room lecture (b) Group Discussion (c) SeminarRole play (d) Assignment (e) Question-Answer session Programme Contcnts : (a) Concept of banking and functiom of Banks (b) Negotiable Instruments Act, bills, cheques, hundies etc (c) Crossing and endorsement of cheques and drafts (d) Various types of deposits accounts and its operation. (e) Banking Regulation Act as applicable to urban cooperative banks. (t) Various types of loans and advances, pledge, hypothecation, cash credit, overdraft, etc. procedures and documentation. ) Remitance of demand drat? (h) Various types of meetings - preparation of agenda notices and recording of proceedings etc. (1) Calculation of dividend and interest. (k) communication and noting and drafting of letters. Col~es~mlldence, (1 ) Maintenance of various types of files, records, registers, sutionaries, stores, dead stock erc (m) Bwl.er customer relations, member relation and public relations TIIAINING FRAMEWORK FOR SUBORDINATE STAFF NCCT provides support to junior level cooperative training centres in thc cowltry. There are 92 Junior cooptdve m'ning cenh.es in the countr?,catering to thc training II&S of the junior level bctionaries in the cooperative departmenls/mstitutions. '1 he suppo11to thesc centres is provided by NCCT particularly in respect of librrq clas:i-room, faculty developn~enl,course designs etc. The state -wise break up of training cent(- is sho\n Gom the following table Table No.17 STATE WISE BREAK-UP OF TRAINING CENTRES -- S'IXIE NO. O F TRAINING STATE NO. OF 'I'IIAINN( (:F.NTI(I-S -- CLNI'HES Andhara Pmdcsll 6 Assam 2 Arunaclial I ' r a d o l i I Bihar 3 Delhi I Gca I Guirat 5 J&K 2 Hirnachal Prndesli 2 Haryana I Karnataka 7 Kerala 9 M a d h y a Prodcsh 5 Maharashrra 13 Manipor I Meghalaya I Nagaland I Pondichery I Orrisa 4 Rajasthail I Tan>il Nadu 9 Tripura I U r r , ~ Pradesli r 8 West Bellgal 6 Miurmn 1 Tnt:,~ 92 Sourcr: Annual I(epo11 2000-700 1. NCCT, N e w Delhi TRAINING TO JUNIOR LEVEL CO-OPERATIVE FUNCTIONARlES Thc Co-operative 'rraning Centres which run programmes for junior cooperative personnel working in Cooperativ~:departments and institutions are mostly operated by thc state cooperative unions except in the states of Bihar, Haryana and Meghalalya where they are directly managed by State Guvenunent. In T d Nadu, these Institutions/ Centres had also been registered as separate societies. These centres are mostly conducting training programmes for junior level personnel in cooperative departments activilies at these centres have been directly managed by the state and institutions. Tl~e cooperative unions, state govemme:nts in most of the states. These centres are conducting basic course of the duration varying 16 weeks to I year. The statement giving details regarding statewise number of persons trained in the diploma programmes and short tcrlri course are given below : Table No. 18 - Source : Annual Rcpon 2000-2001. NCCT, New Delhi TRAINING MI'.THODOI,OGY All the subjects of dilrerent Diplonia courses have an overall objectives, which indieale 1r:vel of knowledge, skill a~idattitude the 6 n e e s are expected to aquim after the cc~nipletio~i training. The academic and professional excellence in co*perdtive of maq:em~ant(laining. lies iin lb~iniuk~ion curriculum of tmining propmnie as ptr the of needs of (lie uscr organisation, as well as ensure that the training material is wmpatiblc with the curriculum and the teaching methodology which should ensure maximum involvement of the participants in the learning process. The participative technique, ie. case study method, group discussio~management games, panel Ic~ming discussion, seminar, workshop and in basket exercises are extensively used by the faculty members to handle their respective subject. It is the policy of the Council to constantly review the training material and expose the faculty to the latest modem teaching methods by organising number of faculty development programmes. It is insisted that no training programme should be conducted without proper training material prepared well in advance by the institute. Practical training within the state and outside the state and project work are the ~nlegralpart of the diploma programme through which participants get opportunity to understand the practical aspect of the cooperative management. The subject matter wo.rkshop are also conducted at the national level to upgrade the training material in :respect of each subject. The Institute also invites field oficerdexperts as guest in the faculty regularly, so that the participants have direct interaction with the experienced and professional persons. TRAINING MATERIAL The training material c;onstitutes a very significant part of any training progrmme. To update the training material, various workshops have been convened by the VMNICOM. RICM, ICM, to review the quality of courses, and made re~:omnendations regarding appropriate teaching techniques to be used in respect of these courses it is ensured that the material is given to the participants well in advance, which is given to them in the form of technical notes, management cases and caTe studies. During the last three years VMNICOM, RlCMllCM have prepared the following materials. Table No. 19 TRAINING MATERIAL PIlEPARED BY VMNICOM AND RICMACM 1998-99 1999-2000 2000-200 1 N.I. RICMIICM N.I. RICMIICM N.1. KlCMlCM 996 12 1266 29 1492 187 35 172 69 228 177 13 189 33 284 N.I!. - VMNICOM Sorlrce : Annual l<cpurr 2000-2001. NCCT. New Dellji Computer Programme Each RICMIICM has developed well equipped computer centrc wluch is used to orgarlise diploma and short temn training pmgrammes in computer application for the supervi!iory and subordinate staff of the co-operative sector. The computer centres are alscr utilised for teaching the subject of MIS (computer) in the Higher Diploma in Co- operative Management and other Sectoral Diploma Programmes being conducted by the various imtitutcs. It is also enIrisaged that in the near htw thcy would develop and maintain co-operative data bark vihich will facilitate research and policy fonnulation in the co-operative sector. l TR41NING SCENARIO The Delhi Stare (lo-ope:rative Training Centre has been making concerted endeavours to cvolve responsive training programmes for the supervisory and subordinate staff ol' the urban co8-operativebanks of Delhi state. During the Inst 2-3 years, a large numbcr of stcps lhave been taken to strengthen the activities of the celllrc bvhicl~includes proti~ctionof training material for each subject of diploma and shofl term courses, instauation of computer f a d t i q publication of training module for urban co-operative banks, fill1 utiliriation of intake capacity for diploma and short term courses, organisation of need-based innovative programmes at the door steps of users organisation etc The courses conducted by the D.S.C.T.C are being exhibited in the following table Table No. 20 PROGRAMMES CONDUCTED BY DELI-I1 STATE CO-OPERATIVE TRAINING CENTRE, NEW DELHl SNo Ycitrs Name ofthc Diploma Diploma Onc Wcck Diploma in Shorl Tcrrn Course in .lRC in Coop. Course for Urban Coop. Course for i n Coop. Management Youth Banking Emp. of Coop. Deoarttnenl -- - Sour-cc : !:acts itnd Figurcs 1999-2000, F.CS, Ncw Oclhi ANAI;YSIS The above table reveals that from 1996-97 onwards, not a single course of Dipionla in Junior Basic Course in Co-operativcs and One Week Course for Youth were conducted by Centre. Only the Diploma in Urban Co-operative Banking and of Short 'Term Course for Empl~~yees Co-operative Department are conducted regularly from 1994-95 to 1999-2000. During the year 1999-2000 only one course of Diploma in Urban Co-operative Banking is conducted by the Centre which is altended by 42 participants. Si~nilarly,I I Short Term Course for Employees of Co- operative Department are conducted by the Centre in which 260 participants were attentled. This trend shows that no1 niuch attention has been paid by the Centre for organising various p r o g m c s of urban co-operative banks. STAFF POSITION IN URB.AN CO-OPERATIVE BANKS The various categories of supervisory and subordinate staff of urban co- operative banks of Delhi state can be shown from the following table Table No. 21 DIFFERENT CATEGORIES OF SUBORDINATE AND SUPERVISORY LEVEL STAFF IN BANKS (as on 31-3-2000) SI.No. - N A M E OF THE B A N K I I Bhagyodaya Ilrban Co-operative Bank I.td 01 7. Citizen Co-operarive l\ank 1.1~1. - ? I)clhi Nagrik Co-opcrarivc Dank Ltd. - 4 lnderprastha Co-opcrnl~veH;$nk Ltd 01 5. lnnavative Co-oprralive llrhan Bank L.td. 01 6,. Hotlk L.td. Jai Lakshmi Coop~r~li\,C 01 5. Jain Co-operative Ilank I,td. 03 8. Jamia Co-operative Dank 1.rd. 01 '1. lanata Ca-operative I h n k ILld. 01 10. Kangra Co-opcralivc Bank I.td. 06 II. Kcshav Schkari 1I:unk I.ld. 01 I?. Khattri Co-operative Bank I.td. 04 I?. Rangharia Co-opcrativc Diink Ltd. 01 14. The Vaish Cb-opcralivr Adarsh Dank 1.td I14 15. ll~e sh C o u p w i v e Cu~nancn:rdBank I.td V,ai 01 Ih. I'he Vaish Co-operarive New Ilank I.td. 01 17. [';,richad Co-opcralive llank 1.1ld.' - 18. Far~ncrsCo-operalive Bank I.ldA - 19. Delhi Slate Co-operalive Ual~k Ltd. 01 I.iccnce c;,nccllcd by I< I reccnlly. U Spccilicalic,m lilr rhc column oo. ol'lhc ahove tahlc : I. Assistant General ManagerfAsstt. Manager . 2. 2. u~it C h i e f A c c o u ~ ~ t a r ~ t / A c c oOfficer F3r;lncll ManagerfUranch A.gent/Ur;~nchAsslt. 4. Loan OmcerfData Processi~ng Officer 5. Casl~iersRupcrvisors 6. Clcrical S t a r S c ~ u r c c: complied b y the author frc~niinformation furnished b y individual bank. The above table shows varied positions of staff in urban co-operative banks of Delhi state. The hierarchy of position is not found uniform. It has also been found whde surveying that the appointment and selection procedure is not transparent. It has also been found that banks have not followed standard norms in deciding upon the manpower planning and requirement in Head Office and branches for lower level executives and also for other staff with reference to the work load as per the volume 01' deposits, loan business and average number of vouchers, receipts to be attended by the staff'ill a day while conducting interviews with the officials of the bank, it is also fc~undthat there is no uniform pattern of posting of officers in the lank of accountant to assist the branch managers in bigger branches, with the r m l t that branch managers are kept busy with the day-to.-day office work giving them practically no time to attend to developmental and promotional functions. TRAINING POSITION Most of the urban co~aperativebanks of Delhi state as per information a\,ailable, have conducted training programmes to their staff with the assistance of certain outside agencies, for instance The Kangra Urban Cooperative Bank Ltd. and Vish Cooperative Adarsh Balllk Ltd. have made arrangements for holding regular programmes of their new re8:ruits or internal promotees in batches of 15-20 partcipants. These training programmes were related to computerisation in Bank w~orkiligand also the theory & practice of banking law etc. The training position of the supenisory and subordinary staff of the urban cooperative banks of Delhi state can be ar~alysedfrom the following tab:le, * I.iccnoc cancelled by K.L.1 reeenlly. Sllecilicnllu!~~ lllc column iio. of llie nborc lable : for I. Assistant General Manager//\sstt. Manager 7. f C l ~ i e Accountant/Acco~~~ir Officer 2. l~ R r a ~ i c Manager/Brancli AgentIBranch Asslt. 4. Loall O~licerlDala Processing Ofticer 5. Cashiers/Supervisors 6. C1eric;ll SraR d SI)IIIC~ : c o n ~ p l ~ eby the author from information furnished by individual banks ANALYSIS l'hc ebovc tablc shows: that total number of Assistant Gencral ManagerlAsstt. Manager in urban coopemtive banks of Delhi state a e 28 and out of which only 78% are trained and 34% are untrained. In the category of Chief Accountant/Accountant Officer. out of 22 of them c~nly70% are trained and 30% are untrained. Third c:ategory of staff are Branch Manager/Branch Agent/Branch Accountant whose total numlxr are 63 out of which 54% an: tmined and 46% an: untrained. Total number ol' loan ofiicerldata processing officer are 51 and out of which 39% are trained and 61% are untrained. Similarly, total r~umberof cashierlsupervisors are 93 out of wluch 60% asretlaincd and 40% are untrained. Total number of clerical staff of urban coopemtivc banks of Delhi state are appmr:imately 683 and out of them 66% are hained and 44% are untrained. Table also exhibits that highest percentage of untrained staff belong to the category of loan oficerldata processing officerlother officer. The above tables also show that a verj few banks have spared their sfdT for training. Generally on-the-job- training is practised in these banks. Sometimes the staff of the banks get training from outside or private agencies afler the banking business hours in the evening. During the survey of the banks, it has been found that most of the urban cooperative banks of Iklh~statc are not in a position to spare their staff for training for two to three months and :;ome of the banks are unable to meet the additional expenditure to be increased for appointing substitutes for th'ose who are to be sent for training. The everling &g courses save the twice pulposse of preventing dislocation in tile work of bank as well as saving additional expenditur~:for substitute staff. These private agencies hold lecture or tnining programmes twice or thnce in a year which are not suiiicient for developing tile professional approach amongst staff, Wtule interviewing with the staff of the banks it has bccn also found that when-ver they find a better career prospect in some other organisation with high rank, they leave the former organisation and join the later. Ilus does not develop th~einterest for training amongst the staff. It has been .~ttitudc observed d u ~ the survey of the balks that most of the supervisory and subordinate g level staff of the urban cooperative banks of Delhi state have not been provided the training as per the training module developed by the DSCTC. CONCLUSION It emerges from tlie above discussion that the policy makers o f urban cooperative banks of Delhi state did not think seriously about the need to strengthen tllc management by professionals or by imparting intensive training programmes for improving the slulls or filling the gaps in knowledge and techniques among the existins staff Expenditure on trainins and education to the staff of the bank is considered as an urulecessary cost rather than an investment in improving and strengthening manpower by these policy makers. Illsuited person are given unsuited training which has not served the purpose of imparting knowledge or improving skills. In career development also, training has been given the recognition as an essential input and condition for any advancement. in such a circumstances, neither the efficiency of the managemcnt could improve nor the services and operations of the bank. A mere increase ul the value of busiiess or profit in a given favourable condition cannot he the sole inder. of efficiency attributable to the efficient management. Before evolving any policy or programme to impart training to the urban cooperative bark employees in a systematic manner, it is ine:vitable that the cooperative banks adopt an appropriate manpower planning and l training and development policy which d identify the needs over a period of tune and take steps lo meet such needs in a planned manner. The most important first step in this direction would be an objective recruitment policy so that right type of people are selected and inducted in the cooperative banks. In the light of the above facts the ensuing chapter is devoted to identifying the problems o f professionalisation of management in urban cooperative banks of Delhi state.