SBI

Presented by-

Ankit Agrawal

Chandan Singh Bhojak

Amrit Agrawal

Avinash Kumar

Ankit Srivastava

About SBI State bank of India nationalized in 1955 with reserve

bank of India taking 60% stake.

SBI provides a range of banking products with over 16000 branches, has the largest branch network in India

The State bank of India is 29th most reputable company in the world

Contd…

SBI has tried to reduce its over-staffing through computerizing operations and Golden handshake

schemes.

Integration of HRM with Bank’s strategy

HR Practices

Competitive strategies

Recovery of NPLs

Finances in new

sectors Debit cards/

Credit cards

Resourcing Hire a recovery team

Proper recruitment & selection

External sourcing

Employee relations

No ER ( group based)

Unions or well developed system

Informal discussions

Compensation No additional benefits

Attractive package

Sharing benefits

Emerging Trend and New HRM Intervention in SBI

Human resource management is a process of bringing people and organizations together so that the goals of each other are met.

Over the years, highly skilled and knowledge based jobs are increasing while low skilled jobs are decreasing.

Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the global alignment of Indian organizations.

Some of the recent trends that are being observed are as follows:

1. Globalization Trends2. Technological Trends3. Trend in the Nature of Work

i. High-Tech Jobs ; ii. Service Jobs :iii. Knowledge Work and Human Capital

4. Workforce Demographic Trends

HR development and management cannot be seen in isolation but in the context of the business and operational environment.

We would, therefore, like to spend a while exploring how technology has changed the face of banking and the shape of things to come in the foreseeable future before identifying the HR related issues.

Over the last three decades or so, there has been a remarkable increase in the size, spread and activities of banks in India. The number of bank branches rose considerably during this period.

The business profile of banks has transformed dramatically to include non-traditional activities like merchant banking, mutual funds, new financial services and products, personal investment counseling, etc.

The entry of new banks intensified the competition to attract and retain customers.

Computerisation was inevitable both in the interest of customer service and operational efficiency.

Today, banks are vying with each other to offer their customers not just Anytime Banking but Anywhere Anytime Banking. All these advancements primarily aimed at providing better and more innovative services to customers.

Technology MICR technology INFINET (Indian Financial Network) Electronic Clearing Services (ECS) Credit cards ATMs Stored Value cards Shared Payment Network Services (SPNS), etc.

Having discussed about the changed and constantly changing scenario, and before we focus on Human Resources & Skills that are required to cope with these rapid changes, we would like to answer certain general questions which are surely in your mind viz.

What to change ?

How to change ? and

Why to change ?

Banks are adopting and adapting to technological tools to further their businesses. This new technology is transforming the skill structure in banking.

What then exactly is the impact of technology on the human resources employed in banking ?

How should an HR Manager in a bank respond to this fast changing scenario ?

Old Competencies New Competencies

1 Ability to operate in well defined and stable environment

Ability to operative in ill-defined and ever changing environment.

2 Capacity to deal with repetitive straight-forward and concrete work process

Capacity to deal with routine and abstract work process

3 Ability to operate in a supervised work environment

Ability to handle decisions and responsibilities

4 Isolated work Group work, Interactive work

5 Ability to operative within narrow geographical and time horizons

System-wide understanding, ability to operative within expanding geographical and time horizons

6 Broad unspecified knowledge Specialized knowledge

7 Procedural competencies Customer assistance oriented competencies.

Business Process Re-Engineering (BPR)

Fundamental re-thinking and radical redesign of business processes to bring about dramatic improvement performance.

Need of BPR in SBI

1. To improve productivity

2. To build deep and lasting relationshipwith existing customer.

3. To proactively reach out for acquiring new quality customer.

4. To provide customer with best quality of service across multiple channel.

5. To transform SBI into world class financial institution in rapid time frame.

Objective

1. To reduce network, customer complaints and transactions- processing errors

2. To enhance customers experience and service levels.

Branch re-design

Branch will have 10-15 staff consisting of 5-6 officers and 7-9 clerical staff engaged in sales and marketing.

1. The clerical staff called Grahak Mitra will be positioned near the entrance and will addressed simple theories provide product information and literature.

Cont…

1. Officers called customer sales representative will engaged in consultative selling and marketing of liability product.

2. Single window operators will serve customers on their routine customers.

Rural Self Employment Training Institutes (R-SETI)

SBI initiatives for increasing awareness of rural masses.

Objectives1. Retain rural youth

2. Skill up gradation of rural BPL people.

3. Provide employment locally to prevent migration to urban areas.

4. Motivate rural entrepreneurs to take up self employment ventures.