INSTITUTE OF PROFESSIONAL EDUCATION &

RESEARCH,BHOPAL



Presented By:
Manju Mishra
Saijeeth Vasudevan
Swati Patel

PRESENTATION On: Training & Development
(Training Need Analysis of Bank of Baroda)
About Bank of Baroda
Bank of Baroda is an Indian state-owned banking and financial
services company.
Headquartered in Vadodara in Gujarat, India.
Founded- July 20, 1908.
It is the second-largest bank in India, after State Bank of India.
Offers a range of banking products and financial services to corporate and retail
customers.
It is ranked 715 on Forbes Global 2000 list.
Wide network of 4283 branches (out of which 4172 branches

are in India) and
offices, and over 2000 ATMs.

About the Case
This case is about the Bank of Baroda Training need analysis and
training programmes which provides the services in 21 countries and
has a wide network of 4283 branches.
The training need identification conduct into two level:
1. Level one and,
2. Level two.
The case also talk about:
The challenges,
The method/ process,
The training programmes etc.
Training Need Analysis
The process of identifying training needs in an organization for the purpose of
improving employee job performance.

Types:
Organizational Analysis.
Person Analysis
Task Analysis


The Process of Training Need
Analysis
Training History of BOB
1948- A batch of young officers was sent to United kingdom for training.
1962- Joint Staff Training College with Bank of India at Mumbai for training to
officers in banking skills.
1964- the Bank of Baroda Staff College at Ahmedabad.
1970- the first regional training Centre was established at Baroda.
1978- management development Programme.
1989- the N.M. Chokshi College in Mumbai.
1999- the Bank of Baroda College for IT at Baroda.


Training Need Identification:
With over 46,000 employees in three cadres and ten pay scales spread across
3,000 and odd branches in 21 countries, analyzing the training needs is really a
challenge to HR professionals.
The training need are identified by:
1. Analyzing the strategic,
2. Procedural and,
3. Employees perspective.
Training Programme
1.Level one:
Yearly corporate meeting
Collect the information
Make a presentation
Identifying the need
The regional office sends the information to zonal office.
To understand the overall training needs of the bank.
Preparing a training calendar.

Cont.
2. Level two:
The training calendar is sent to all the regional offices and branches.
The HR manager in regional offices go through the data available with them;
about-
Training request made by branches,
Performance appraisal reports of employees,
newly appointed employees need training,
existing employees posted to new job roles,
employees promoted to new positions,
the automation work to be initiated,
the new kind of work to be performed and the statutory compliance to be met.

Analysis
There may be employees who for personal reasons like family
commitments may not want to attend training programmes in far-off
places.
For such employees the HR department of the region identifies the need
to conduct locational programmes at places which are nearest to them.
The trade unions may have requested for conducting particular type of
training programmes for employees like relational skills for HR officers.
The Association for SC,ST and OBC employees may have requested for
conducting additional training programmes for their members to
enhance their skills.

Conclusion

There are the different training programmes according to the
organization need, employees need and work need.
The HR Managers at the regional offices identify the employees to be
sent for training by making sure from the official records.
The all training programme conducted successfully and set an example
of extraordinary contribution in the ascent of Bank of Baroda to the
formidable heights of corporate glory.