SUMMER TRAINING REPORT

On

TRAINING & DEVELOPMENT AT

GRAMIN BANK
Submitted to the Uttaranchal University in partial fulfillment ofthe
requirements for the award of the Degree of
BACHELOR OF BUSINESS ADMINISTRATION

Submitted by
Vishal Sharma
Under the guidance of
MRS. POOJA KANOJIA(Faculty Guide)
MR. KM SHARMA (Industry Guide)

(Batch: 2016-2017)
FACULTY OF MANAGEMENT AND BUSINESS STUDIE

UTTARANCHAL UNIVERSITY,DEHRADUN

Faculty of Management and Business Studies

Uttaranchal University
Dehradun

CANDIDATES DECLARATION
I,Vishal Sharma herebydeclarethattheSummerTrainingReport,entitledTraining &
Development at Gramin Bank, Dehradun, submitted to the Uttaranchal
University, Dehradun in partial fulfillment of the requirements for the award of the
Degree of Bachelor of Business Administration is a record of original training under
gone by me under the supervision and guidance of Mrs Pooja Kanojia, Faculty of
Management

and

University,andithasnotformedthebasisfor

Business

Studies,Uttaranchal

theawardofanyDegree/Fellowshiporother

similar title to any candidate of any University/Institution.

Date:

Signature of the Student

This is to certify that the statement made by the candidate is true to the best of my
knowledge and belief.
Signature of Guide
Date:
Countersigned

Guide Name with Designation

ACKNOWLEDGEMENT

First of all I wish to express my deep gratitude and thanks to everyone involved who has
helped me in completing the organization study successfully.
I shall remain grateful to Mrs.PoojaKanojia, Faculty, Uttaranchal Universityfor her
guidance and encouragement in completing the organization study. I am also extremely
grateful to all the faculty members for their valuable suggestions and advice regarding
this work.
It is my pleasure to express a deep sense of gratitude to Mr. K M Sharma, General
Manager,Gramin Bank, Dehradun without whose untiring efforts and tremendous
background information this work would not have materialized. I express my sincere
thanks to all the cheerful and ever helpful employees of Gramin Bank for their cooperation and inputs during my internship in the company.
Last, but not the least, I thank my parents and for all their moral support and help they
have given me.

Vishal Sharma

EXECUTIVE SUMMARY

1. PROJECT TITLE: A study on Training & Development carried at Gramin Bank,

Dehradun
2. ORGANISATION NAME: Gramin Bank
3. Duration: 45 days (15 June-30 July)
4. INSTITUION GUIDE: Mrs. PoojaKanojia, Asst. Professor, Uttaranchal
University
5. ORGANISATION GUIDE: Mr. K M Sharma, General Manager, Skywings
Advisors Pvt Lt
6. NAME OF THE STUDENT: Vishal Sharma
7. LOCATION: Dehradun, Uttarakhand

TABLE OF CONTENTS
SL
NO

TITLE OF CONTENTS

PAGE
NO

CHAPTER 1: INTRODUCTION ON TRAINING &

DEVELOPMENT
1.1 MEANING OF TRAINING & DEVELOPMENT
1.2 DIFFERENCE BETWEEN TRAINING &
DEVELOPMENT
1.3 IMPORTANCE OF TRAINING & DEVELOPMENT
FOR THE ORGANIZATION
1.4 METHOD OF TRAINING
1.5 BENEFITS OF TRAINING
CHAPTER 2: COMPANYS PROFILE
CHAPTER 3: RESEARCH OBJECTIVES &
METHODOLOGY
CHAPTER 4: DATA ANALYSIS & INTERPRETATION
CHAPTER 5: FINDINGS ,RECOMMENDATION &
CONCLUSION

1-17

ANNEXURE
(a) QUESTIONNAIRE
(b) BIBLIOGRAPHY

52-55

2
3
4
5

18-26
27-30
31-47
48-51

CHAPTER 1:
INTRODUCTION
1. TRAINING & DEVELOPMENT
2. DIFFERENCE BETWEEN TRAINING &
DEVELOPMENT

3. IMPORTANCE OF TRAINING &

DEVELOPMENT
4. METHODS OF TRAINING
5. BENEFITS OF TRAINING

1.1 TRAINING AND DEVELOPMENT

In simple words, training and development refers to the imparting of specific
skills, abilities, knowledge to an employee. A formal definition of training
and development is determined as follows:

It is any attempt to improve current or future employee performance

by increasing an employees ability to perform through learning, usually by
changing the employees attitude or increasing his or her skills and
knowledge.

The need for training and development is determined by the

employees performance deficiency, computed as follows:

Training and development needs =

Standard performance Actual performance

1.2 DIFFERENCE BETWEEN TRAINING &

DEVELOPMENT

1.3 IMPORTANCE OF TRAINING AND

DEVELOPMENT FOR THE ORGANIZATION

There are many benefits of Training and Development to the organization as

well as employee. We have categorized as under
1) Benefits for the organization
2) Benefits for the individual
3) Benefits for personnel and human relation, intra group and
internal group relation and policy implementation
1) Benefits for the organization
a) Improves communication between group and individuals.
b) Aid in orientation of new employee and those taking new job
through transfer or promotion.
c) Provides information on equal opportunities and affirmative action.
d) Provides information on other government laws and administration
policies.
e) Improve interpersonal skills.
f) Makes organizational policies, rules and regulations viable.
g) Builds cohesiveness in group.
h) Provides a good climate for learning, growth and co ordination.

2) Benefits for the individual

a) Helps and individual in making better decision and effective
problem solving.
b) Through training and development, motivational variables of
recognition achievement, growth, responsibility and advancement
are internalized and operationalised.
c) Aid in encouraging and achieving selfdevelopment and self
confidence.
d) Helps a person handle stress, tension, frustration and conflict.
e) Provides information for improving leadership, knowledge,
communication skills and attitudes.
f) Increases job satisfaction and recognition.
g) Moves a person towards personal goals while improving
interactive skills.
h) Satisfies personal needs of a trainee.
i)Provides the trainee an avenue for growth in his or her future.
j)Develops a sense of learning.
k) Helps eliminate fear in attempting new task.
l)Helps a person improve his listening skill, speaking skills also with
his writing skills.

3) Benefits for personnel and human relation, intra group and internal
group relation and policy implementation
a) Improves communication between group and individuals.
b) Aid in orientation of new employee and those taking new job
through transfer or promotion.
c) Provides information on equal opportunities and affirmative action.
d) Provides information on other government laws and administration
policies.
e) Improve interpersonal skills.
f)

Makes organizational policies, rules and regulations viable.

g) Builds cohesiveness in group.

h) Provides a good climate for learning, growth and co ordination.
i) Makes the organization a better place to work and live.

TRAINING PROCESS

The steps of Training Process are as under:

Organizational Objectives
and Strategies

Assessment of Training
Needs

Establishment of
TrainingGoals

Devising Training Program

Evaluation of Results

Implementation of Training
program

a) Organizational objectives and strategies

The first step in the training process is an organization in the assessment of

its objectives and strategies. What business are we in? At what level of
quality do we wish to provide this product or service? Where do we what to
be in the future? Its only after answering these and other related questions
that the organization must assess the strength and weakness of its human
resources.

b)Needs assessment
Needs assessment diagnoses present problems and future challenge to be
met through training and development. Needs assessment occurs at two
levels i.e. group level and individual level, an individual obviously needs
training when his or her performance falls short or standards that is when
there is performance deficiency. Inadequate in performance may be due to
lack of skills or knowledge or any other problem.
The following diagram explains performance deficiency

Performance
Deficiency

Lack of skills

other causes

Or knowledge
Training

Non training measures

c) Training and development objectives

Once training needs are assessed, training and development goals must be
established. Without clearly-set goals, it is not possible to design a training
and development programme and after it has been implemented, there will
be no way of measuring its effectiveness. Goals must be tangible, verifying
and measurable. This is easy where skilled training is involved

d) Designing training and development program

Who are the trainees?

Who are the trainers?

What methods

And techniques?
What is the
level of training
program

what are the whereto conduct

principles of learning
the

e)Conducting training activities

Where is the training going to be conducted and how?
At the job itself.
On site but not the job for example in a training room in the
company.
Off site such as a university, college classroom hotel, etc.

f) Implementation of the training programme

Program implementation involves actions on the following
lines:
Deciding the location and organizing training and other
facilities.
Scheduling the training programme.
Conducting the programme.
Monitoring the progress of the trainees.

g) Evaluation of the results

The last stage in the training and development process is the
evaluation of the results. Since huge sums of money are spent on training
and development, how far the programme has been useful must be
judge/determined. Evaluation helps determine the results of the training and
development programme. In the practice, however organizations either
overlook or lack facilities for evaluation.

1.4METHODS OF TRAINING
A multitude of techniques are used to train employees. Training
techniques represent the medium of imparting skills and knowledge to
employees. Training techniques are means employed in the training
methods. They are basically of two types.

1) Lectures

It is the verbal presentation of information by an instructor to a large

audience. The lecturer is presumed to possess knowledge about the subject.
A virtue in this method is that it can be used for large groups and hence the
cost of training per employee is very low. However, this method violates the
principle of learning by practice. Also this type of communication is a oneway communication and there is no feedback from the audience because in
case of very large groups it is difficult to have interactive sessions. Long
lectures can also cause Boredom.

2) Audio Visuals

This is an extension of the lecture method. This method includes

slides, OHPs, video tapes and films. They can be used to provide a range of

realistic examples of job conditions and situations in the condensed period

of time. It also improves the quality of presentation to a great extent.
3) On- the Job- Training

It is used primarily to teach workers how to do their present jobs.

Majority of the industrial training is on the job training. It is conducted at the
work site and in the context of the job. Often, it is informal, as when
experienced worker shows a trainee how to perform tasks. In this method,
the focus of trainers focus is on making a good product and not on good
training technique. It has several steps; the trainee first receives an overview
of the job, its purpose and the desired outcomes. The trainer then
demonstrates how the job is to be performed and to give trainee a model to
copy. And since a model is given to the trainee, the transferability to the job
is very high. Then the employee is allowed to mimic the trainers example.
The trainee repeats these jobs until the job is mastered.

4) Programmed Instruction (PI)

In this method, training is offered without the intervention of the

trainer. Information is provided to the employee in blocks, in form of books
or through teaching machine. After going through each block of material, the
trainee goes through a test/ answers a question. Feedback in the form of
correct answers is provided after each response. Thus PI involves:
Presenting questions, facts, and problems to the learner.

 Allowing the person to respond

Providing feedback on the accuracy of the answers
If the answers are correct, he proceeds to the next block or
else, repeats the same.
However it is an impersonal method and the scope of learning is less
as compared to other methods of training. Also the cost of preparing books,
manuals and machinery is very high.

5)

Computer Assisted Instruction (CAI)

This is an extension of the PI method. In this method, the learners

response determines the frequency and difficulty level of the next frame.
This is possible thanks to the speed, memory and the data manipulation
capabilities of the computer.

6)

Simulation

It is any equipment or technique that duplicates as nearly as the

possible the actual conditions encountered at the job. It is an attempt to
create a realistic for decision-making. This method is most widely used in
Aeronautical Industry.

7)

Vestibule Training

This method utilizes equipment which closely resembles the actual

ones used in the job. It is performed in a special area set aside for the
purpose and not at the workplace. The emphasis is placed on learning skills
than on production. It is however difficult to duplicate pressures and realities
of actual situations. Even though the kind of tension or pressure may be the
same but the employee knows it is just a technique and not a real situation.
Also the employees behave differently in real situations than in simulations.
Also additional investment is required for the equipment.

8)

Case study

It is a written description of an actual situation in the business, which

provokes the reader to think and make decisions/ suggestions. The trainees
read the case, analyze it and develop alternative solutions, select the best one
and implement it. It is an ideal method to promote decision making skills.
They also provide transference to an extent. They allow participation
through discussion. This is the most effective method of developing problem
solving skills.
The method /approach to analysis may not be given importance. Many a
times only the result at the end of the case may be considered and not the
line of thinking to approach it. This is a major disadvantage since case
studies must primarily be used to influence or mend the attitude or thinking
of an individual.

9)

Role Playing and Behavior Modeling

This method mainly focuses on emotional (human relation) issues

than other ones. The essences are on creating a real life situation and have
trainees assumed parts of specific personalities (mostly interchanged roles of
boss and subordinate to create empathy for one another). The consequence is
better understanding of issues from the others point of view.

Concept of

Behavior Modeling:

Fundamental psychological process by which new patterns

of behavior can be acquired and existing ones can be altered.
Vicarious process learning takes place not by own
experience but by observation or imagination of others
action.
It is referred to as copying, observational learning or
imitation implying that it a behavior is learned or modified
through observation of others experiences.
This change may be videotaped and showed to the trainee
and he can review and critique it.
It also helps him see the negative consequences that result
from not using the behavior as recommended.

10)

Sensitivity Training

It uses small number of trainees usually less than 12 in a group. They meet
with a passive trainer and get an insight into their own behavior and that of
others. These meetings have no agenda and take place away from the
workplace. The discussions focus on why participants behave the way they
do and how others perceive them. The objective is to provide the participants
with increased awareness of their own behavior, the perception of others
about them and increased understanding of group process. Examples:
Laboratory training, encounter groups. Laboratory training is a form of
group training primarily used to enhance interpersonal skills. It can be used
to develop desired behaviors for future job responsibilities. A trained
professional serves as a facilitator. However once the training is over
employees get back to being the way they are.

11)

Apprenticeships and Coaching

It is involved learning from more experienced employee/s. This method may
be supplemented with other off-the-job methods for effectiveness. It is
applied in cases of most craft workers, carpenters, plumbers and mechanics.
This approach uses high levels of participation and facilitates transferability.
Coaching is similar to apprenticeships. But it is always handled by a
supervisor and not by the HR department. The person being trained is called
understudy. It is very similar to on the job training method. But in that case,
more stress is laid on productivity, whereas here, the focus is on learning.
In this method skilled workforce is maintained since the participation,
feedback and job transference is very high. Immediate returns can be

expected from training almost as soon as the training is over the desired
outcomes can be seen in the trainee.

1.5BENEFITS FROM TRAINING &

DEVELOPMENT
There are numerous sources of on-line information about training &
development. Several of these sites (they are listed later on in this library)
suggest reasons for supervisors to conduct training among employees. These
reasons include:

Increased job satisfaction and morale among employees

Increased employee motivation
Increased efficiencies in processes, resulting in financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image, e.g., conducting ethics training(not a good
reason for ethics training)
Risk management, e.g., training about sexual harassment, diversity training

CHAPTER 2: COMPANY
PROFILE

UTTARANCHAL GRAMIN BANK

(SPONSORED BY: STATE BANK OF INDIA)

BACKGROUND OF THE BANK

Uttaranchal Gramin bank, a body constituted by the Notification of
Govt. of India dated 30.06.2006 amalgamating three erstwhile Regional
Rural Banks i.e. AlakhnandaGramin Bank, Ganga Yamuna Gramin
Bank, PithoragarhKshetriyaGramin Bank, all sponsored by State Bank
of India, is one of the major banking organization in the Uttarakhand State
situated in the Majestic Himalaya.
The crown State of Himalayas, Uttarakhand was carved out from
Uttar Pradesh as 27th State of the country in the year 2007.It was surrounded
by the state of Nepal in the east and Himanchal Pradesh in the west.
The area of operation of the bank bestowed with vast natural
resources and astounding beauty of nature, encompassing places of
fascinating beauty of the religious importance i.e. Gangotri, Yamunotri, Harki-Doon, Badrinath, Hemkund, Valley of Flowers, AuliTungnath, Gaumukh
etc.
Approximately 75% of the land of the state is covered with dense forest,
diversified and rate of Species of Flora and fauna.
The economy base of the region is agrarian: Paddy, sugarcane and
wheat are the main crops. Virtually the whole region is rain fed despite
having rich water resources. There are enough Potential for the development
of agriculture, horticulture, animal husbandry and milk production.

High education standard, high literacy rate, extensive forest cover,

unlimited water resources, favorable condition for fruits and vegetable
production to attract investors for the development of the industries in the
state.
The prime goal of the bank is the extensive participation in the overall
economic development of the region. The Bank is dedicated for the
upliftment of the rural masses, so that the people of the region may achieve
all-round development, employment for every body and prosperity to
contribute towards progress of State & Nation.

VISION OF THE BANK

To make Uttaranchal Gramin Bank the
Uttam Bank of Uttarakhand state by
providing excellence in banking customer
services, maintaining transparency and
excellence in banking, development
oriented approach with innovative
concepts by earning continuous profit.

MISSION OF THE BANK

Development of remotest areas
To provide KCC to each farmer in the services
area.
Adoption of villages in services area.
To link each family with bank in the services area.
To provide employment to rural youth.

BRIEF INTRODUCTION OF THE BANK

Uttaranchal Gramin bank was established on June 30th 2006 issued by
Govt. of India, under Section3 (i) of RRBs Act 1976 (21of 1976), after
amalgamation of three erstwhile Regional Rural Banks viz. Ganga Yamuna
Gramin Bank, AlakhnandaGramin Bank &PithoragarhKshetriyaGramin Bank,
all Sponsored by premier Commercial Bank of the country i.e. State bank of
India in the state of Uttarakhand. Accordingly, Banks area of operation
extended in the area of Dehradun, Tehri, Uttarkashi, Haridwar, Pauri,
ChamoliGarhwal division and district Pithoragarh and Champawat of Kumaun
division in Uttarakhand.
The head office of the bank is situated at Dehradun, which is the capital
city of the state of Uttarakhand. The major area of operation which is extended
in the remote areas of the state is thinly populated and seven districts of services
area fall under Zero Industry zone. However, the area is widely acknowledged
for its famous pilgrim centers and tourists places.
Despite abundance of water resources, this area has negligible irrigation
facilities farmers are forced to use conventional methods of farming, though
cash crop like potato, ginger and fruits like malta apple are cultivated in small
areas yet due to lack of basic infrastructure, viz proper transportation,
processing and storage facilities such cultivation is restricted in a few pockets
only.

ORGANIZATIONAL STRUCTURE

Organizational structure of the bank is divided in to 3 administrative states.

Branches under the supervision of branch managers are the root units
functioning under the areas officers, supervised by the area manager. Apex
administrative control of these two is enshrined in the head office. Presently,
there are 3 areas office viz. Area office-I Dehradun, Area office-II Pauri and
Area office-III Pithoragarh under which 43, 49 and 27 branches are functioning
respectively with 11 satellite offices too.
UTTARANCHAL GRAMIN
BANK
Head office Dehradun

Area Office I

Area Office II

Area Office III

Pauri

Pithoragarh

43 BRANCHES

49 BRANCHES

27 BRANCHES

Dehradun

BOARD OF DIRECTORS
Chairman
Shri Threesh Kapoor

Directors:

A-Central Government Nominees:

1.

Shri S.K. verma

3.

Assistant General Manager, RBI

Shri V.P.S. Sajwan

Uttarkashi, Uttarakhand

Regional office, Dehradun, Uttarakhand

2.

Shri M.S. Rathore

4.

Deputy General Manager, NABARD

Advocate, Gopeshwar, Chamoli,

Uttarakhand

Regional office, Dehradun, Uttarakhand

1.

Shri Pradeep Mehrotra

Smt. RaijaChaudhari

2.

Shri Maheep Kumar

Deputy General Manager,(Agri)

Deputy General Manager

State Bank of India, New Delhi

State Bank of India, Uttarakhand zonal

office, Dehradun

B- Sponsor Bank Nominees:

C- State Government Nominees

1.

Shri N.S Negi

2.

Shri N.N. Thapliyal

Additional Secretary (rural Development)

Additional Secretary (finance)

Government of Uttarakhand, Dehradun

(Uttarakhand)

Government of Uttarakhand, Dehradun

(Uttarakhand)

ADMINISTRATIVE SET-UP OF THE BANK

Shri Threesh Kapoor
Chairman
Shri Anil Kumar Mittal
General Manager
Shri R.P. Khanduri
Area Manager, Area Office-I, Dehradun
(On deputation from Sponsor Bank)
Shri Rajeev Gulati
Area Manager, Area Office-II, Pauri
(On deputation from Sponsor Bank)
Shri Balwant Singh Bisht
Area Manager, Area Office-III, Pithoragarh
(On deputation from Sponsor Bank)

DEPARTMENT AND OFFICERS IN THE

HEAD OFFICE
Shri Verma

Chief Inspector (On deputation from Sponsor Bank)

Shri P.P Singhal
Manager, Inspection & Audit
(On deputation from Sponsor Bank)
Shri Rampal Singh
Manager, Inspection & Audit
(On deputation from PuravanchalGramin Bank)
Dr. Shailendra Kumar
Chief Vigilance Officer
(On deputation from Sponsor Bank)
Km. MadhuMaikhuri
Manager, Planning & Dev.
Shri. S. Nautiyal
Manager- I.O.R.
Shri ParasharDutt Joshi
Manager Personnel
Shri K.C Singh Bisht
Manager Accounts
Shri.M.SDasila

CHAPTER 3: RESEARCH
OBJECTIVE AND
METHODOLOGY

Research methodology is the simple framework or plan for the study that is
used as the guide in collecting &analyzing the data it may be understood as a
science of studying how research is done scientifically. it is necessary for the
researcher to know only the research methods and techniques but also a
methodology.
The purpose of research methodology is to describe the research problem and to
establish truth that gains wide acceptance for the research.
The methodology that will be undertaken to study the present project report and
to fulfil the above stated aims and objective would be:-

RESEARCH DESIGN

The research design is the conceptual structure within which research is

conducted; it constitutes the blueprint for the collection, measurement and
analysis of data .The preparation of a research design facilitates research to be
as efficient as possible, yielding maximum information. In other words the
function of research design is to provide for collection of relevant evidence with
minimum expenditure of effort, time and money.
The study of this project report is based on the descriptive research design,
which includes fact-finding enquires. Research is exploratory of the state of
affairs it exists.

DATA COLLECTION:The task of data collection begins after a research problem has been defined and
the research design/plan chalked out. While deciding about the method of data
collection to be used for study, the researcher should keep in mind two types of
data i.e.
1) PRIMARY DATA.
2) SECONDARY DATA.

PRIMARY SOURCE: - The primary data are those which are collected
afresh and for the first time, and thus happen to be original in character such as
interview, questionnaire, survey, etc.

SECONDARY SOURCE: - The Secondary data are those which have

already been collected by someone else and which have already been passed
through the statistical process. For example:- journals, books, magazines, and
websites.

Sample Design: - To know the satisfaction and dissatisfaction level of

employees random sampling is done.The larger the number of respondents we
evaluate, more the people we have to include in our sample. The sample size of
50 respondents was taken.

Questionnaire Method:I used a self-made questionnaire, and the

questionnaire filled by the respondent to know the proportions of the level of
satisfaction and dissatisfaction, they get from the bank.The questionnaire was
developed to measure the effectiveness of training & development on
employees. The data thus collected has been analyzed using statistical
techniques.

Hypothesis Testing:-Null or Alternative hypothesis.

OBJECTIVES OF TRAINING &

DEVELOPMENT
To develop entrepreneurship & expertise par excellence through
training.
To prepare executives to meet the strategic business goals in the fast
changing environment.
To create a learning environment in order to achieve a competitive
edge through leveraging human resource.
To develop training tools & techniques to facilitate effective learning.
To organize interactive workshops in upstream industry areas.
To strive for continuous improvement in all aspects of E&P activities
through training in the emerging technologies.
To promote IT as an instruments of organizational transformation.
To cultivate creative & innovative thinking.
Reducing gap between current & expected level of performance
through systematic enrichment of knowledge, skills & attitudes.
To impart training to all employees to motivate them towards
actualization of their potential.

CHAPTER 4: DATA ANALYSIS &

INTERPRETATION

HYPOTHESIS TESTING
NULL HYPOTHESIS (H0):The employees of the bank are satisfied with the
training policies adopted by Uttaranchal Gramin bank.

ALTERNATE HYPOTHESIS (H1):The employees of the bank are not

satisfied with the p training policies adopted by Uttaranchal Gramin bank.

RESULT OF QUESTIONNAIRE
Training
policies
used in
bank.

Training
allowance

SATISFIED

18

10

28

NOT
SATISFIED

16

22

TOTAL

34

16

50

Observe
Expected
Fo- Fe
frequency (Fo) frequency (Fe)

(Fo- Fe)(FoFe)

(Fo- Fe)(FoFe)/Fe

18

19.04

-1.04

1.0816

.056

10

8.96

1.04

1.0816

.120

16

14.96

1.04

1.0816

.0722

7.04

-1.04

1.0816

.153
.4012

Fe= 28*34/50 and so on.

Value of chi square = 3.841 at 5 %
Degree of freedom = (number of rows-1) (number of columns -1)
according to table 1:
DOF = (2-1) (2-1)
=1

1)

IDENTIFICATION OF TRAINING & DEVELOPMENT

25

20

15

10

0
Yes

No

Can't say

Interpretation: Most of the employees are agree with the statement that
training & development needs of an individual employee are identified before
providing the training.

2)

TYPES OF TRAINING PROGRAMS

20
18
16
14
12
10
8
6
4
2
0

Induction

Class-room

Seminar

Interpretation: The study shows that most of the employees have

undergone Class-room study training program as well as Seminar training
also.

3) AWARENESS ABOUT TRAINING PROGRAMS

16
14
12
10
8
6
4
2
0

Always

Often

Some-times

Interpretation: Most of the time employees are aware/made aware of the

various training programs being organized in-house in ONGC time to time.

Never

4) IMPORTANCE OF TRAINING PROGRAMS

40
35
30
25
20
15
10
5
0
Yes

No

Can't say

Interpretation: Most of the employees think that training programs are

beneficial to bridge the gap between existing skills and skills required for the
organization.

5) SATISFACTION LEVEL AFTER TRAINING

35
30
25
20
15
10
5
0

Yes

No

Can't say

Interpretation: The study shows that most of the employees satisfied with
the training programs attended by them.

30

25

20

15

10

2 years

3 years

6) TIME GAP BETWEEN TRAINING

A/c to need

Interpretation: Most of the employees think that an employee should be

given training with in Bank or outside as per requirement.

7) ARE TRAINING PROGRAMS TIME CONSUMING?

35

30

25

20

15

10

Always

Often

Some-times

Never

Interpretation: During survey it was seen most of respondent think that

training programs are not time consuming and dont affect other official
work.

8) VIABILITY OF INVESTING MONEY ON T&D

20
18
16
14
12
10
8
6
4
2
0
Yes

No

Can't say

Interpretation: Study shows that most of the employees are in the favour of
investing a huge sum of money on training & development.

9) SATISFACTION FROM TRAINING ALLOWANCES

30
25
20
15
10
5
0

Yes

No

Can't say

Interpretation: Most of the employees are satisfied with the allowance

given to them during training program within India/outside.

25

20

15

10

Yes

No

10) TRAINING AS PER JOB ASSIGNMENT

Can't say

Interpretation: Respondents dont find any mismatch between training

programs identified/organized & training needs required as per job
assignment.

11) MIGRATION OF TRAINEES

25

20

15

10

Very often

Often

Never

Don't know

Interpretation: Most of the trainees dont leave the organization after

getting the training.

12) IMPORTANCE OF FEEDBACK AFTER TRAINING

40
35
30
25
20
15
10
5
0

Yes

No

Can't say

Interpretation: During survey it was seen that the feedback from the
participant after the completion of training is essential for assessment of
training needs.

13) IS TRAINING NEED BASE?

35
30
25
20
15
10
5
0

Yes

No

Can't say

Interpretation: Most of the employees are nominated /deputed for training

strictly on need base.

CHAPTER 5: FINDING,
RECOMMENDATION &
CONCLUSION

FINDINGS

1. It was found that over 50% of employee agree that Training and Health
& Safety are collectively the most important welfare activity and that the
training and education provided by the organization is popular and as per
the expectation of the employees
2. It was found that 50% 0f employees said that higher productivity is the
first objective of the company.
3. It was found that 84% of employees agreed that Good Health provides
significant avenues for expanding the employees career chances. It
shows that the organization is trying to increase the knowledge of the
employees

4. It was found that the employees are money-driven rather than workdriven, with a significant majority, 92% agreeing to money being their
prime motivation to work.
5. The HR department provides enough time to recuperate and ample
chances are given to the employees for their development
6. Post training evaluation focuses on result than on the effort expanded in
conclusion of the training and it is worth the time and effort
7. Feedback process is quite sufficient and this makes sure that the
employees do better than their usual performance
8. Training is only given to those employees who need it
9. One important barrier is the unavailability of skilled workers
10.There are gaps between the training session organized is the nonavailability of skilled workers

RECOMMENDATION

o Effective training for employees can vastly improve chances of

success.
o Training can build competitive advantage & equip employees with
the skill that business needs.
o Training will be more very effective if it needs employees needs as
well as business needs.
o Need to create better & effective programs.
o Training of employees can be done frequently so that they can
create a greater productivity.

o The HR manager should provide an advice support & a forum for

discussing a problem this provides personnel development at low
cost.

CONCLUSION
The present report highlights the various endeavors of HR personnel
especially in the field of training and development, which the organization
considers a benchmark to be improved upon with each passing year.
Respondents to this survey placed high value on the Training and
Development within their organization.
They believe that the Training & Development system enjoyed a very high
status within the organization and its effective in helping them on the job.
The focus of Banks HR policies and HRD activities has been on skill
development, employee morale and motivation.

HR strives to identify the training needs of employees, provide avenues for

their career growth, optimally utilize their potential and improve quality of
life.

ANNEXURE
(a) Questionnaire
(b) Bibliography

QUESTIONNAIRE
This questionnaire is intended to study the existing training & development
policy 1in Uttaranchal Gramin Bank as a part of BBA. It is requested to
provide unbiased information for this study to arrive at fair analyses. It is
ensured that the data collected during this study will be used for purely
academic purposes & will be kept confidential.

Respondents Name(Optional)
Respondents Designation
Respondents Department
Years of service at Bank

Q.1: Whether the training & development needs of an individual employee are
identified before providing the training?

(a) Yes

(b) No

Q.2: Which type of training program/programs have you undergone till date?
(a) Induction, theoretical or field familiarization (b) Class room study (c)
Seminar/Conference (d) Training outside Bank
Q.3: Whether you are aware/made aware of the various training programs being
organized in-house in Bank/outside time to time?
(a) Always (b) Often

(c) Sometimes

(d) Never

Q.4: Do you think training programs are beneficial to bridge the gap between
existing skills & skills required for the organization?
(a) Yes

(b) No

(c) Cant say

Q.5: Are you satisfied with the training programs attended by you till date?
(a) Yes

(b) No

(c) Cant say

Q.6: How frequently, do you think an employee should be given training within
Bank or outside?
(a) 2 years

(b) 3 years

(c) As per requirement

Q.7: Do you think that training programs are time consuming and affect other
official work?
(a) Always (b) Often

(c) Sometimes

(d) Never

Q.8: It is viable/beneficial to invest a huge sum of money on training &

development?
(a) Yes

(b) No

(c) Cant say

Q.9: Are you satisfied with the allowance given to you during training program
within India?
(a) Yes

(b) No

(c) Cant say

Q.10: whether you find any mismatch between training programs

identified/organized and training needs required as per job assignment?
a) Yes

(b) No

(c) Cant say

Q.11: Whether the trainees leave the organizations after getting the training?
(a) Very often

(b) Often

(c) Never

(d) Dont know

Q.12: Whether the feedback from the participant after the completion of training
is essential of assessment of training needs?
(a) Yes

(b) No

Q.13: Do you feel that employees training programs raise unrealistic

expectation about promotion?
(a) Yes

(b) No

(c) Cant say

Q.14: Whether, employees are nominated/deputed for training strictly on need

base or done, as per request of employee?
(a) Yes

(b) No

(c) Cant say

Q.15: What types of modification is required for effective implementation of

training and development system? Please suggest.

BIBLIOGRAPHY
1. Human Resource Management by NK Singh
,publishedby Excel Books , first edition year 2008 .
Chapter 6 Training and development pg no 118-120.
2. Personnel /Human Resource Management by David
A.DeCenzo and Stephen P . Robbins , published by
PrenticeHall India ,3rd edition. Chapter 10 Training &
development pg no 240-243.
3. Human Resource Management by p.jyothi ,published
by oxford university press, 8th edition year 2012. chapter
9 pg no166-169.
4. WWW.GOOGLE.COM
http://www.yourarticlelibrary.com/human-resourcedevelopment/training-meaningdefinition-and-types-oftraining/32374/

businessdictionary.com/definition/training.html
http://www.yourarticlelibrary.com/employees/trainingmethods-on-job-training-andoff-the-job-trainingmethods/5421/
https://rapidbi.com/what-is-the-difference-betweentraining-and-development-hrblog/
https://hbr.org/2015/07/7-ways-to-improve-employeedevelopment-programs