Effectiveness of training @ canara bank project report

2. Executive Summary
Canara Bank is a leading public sector bank established on July 1, 1906 in the town of
Mangalore in Karnataka by Shri Ammembal Subba Rao Pai, an eminent lawyer,
educationist and social reformer. The bank has already completed 100 years of service. It
provides all sorts of financial services ranging from loans to insurance. For the year
March 2004, the Bank clocked the highest net profit (Rs.1338 crore) among nationalized
banks. Net profit for the year March 2005 was Rs 1109 Crores.
The report basically deals with the organization study of Canara bank. It mentions about
the brief introduction to banking industry, history of the bank, departments, organization
structure, and details about products & services. A brief view of the HRD practices of the
bank has been given in the report. The report also contains the financial performance of
the bank for last 2 years.
During the study a survey was conducted to find out the training effectiveness.
Questionnaire was used to collect data from respondents. Respondents were officials,
managers and senior managers.
From the study it was found that in all respects the training programs were successful and
for majority of the respondents the training program met their needs and expectations.
Some suggestions have also been made at the end of the study. Product awareness
programs, marketing oriented programs must be introduced. The Training program’s
contents should be designed keeping in view the jobs assigned or to be assigned
The open work culture, commitment and the co-operation among the employees
remarkable adaptability to changing banking environment have enabled Canara Bank to
be a “Frontline banking institution of global standards”.

3. Banking Industry Profile:
Banking in India has an early origin where the indigenous bankers
played a very important role in lending money and financing foreign trade and commerce.
During the days of the East India Company, was the turn of the agency houses to carry on
the banking business. The General Bank of India was first Joint Stock Bank to be
established in the year 1786. The others which followed were the Bank Hindustan and the
Bengal Bank. In the first half of the 19th century the East India Company established
three banks; the Bank of Bengal in 1809, the Bank of Bombay in 1840 and the Bank of
Madras in 1843. These three banks also known as Presidency banks were amalgamated in
1920 and a new bank, the Imperial Bank of India was established in 1921. With the
passing of the State Bank of India Act in 1955 the undertaking of the Imperial Bank of
India was taken by the newly constituted State Bank of India.
The Reserve Bank of India which is the Central Bank was created
in 1935 by passing Reserve Bank of India Act, 1934 which was followed up with the
Banking Regulations in 1949. These acts bestowed Reserve Bank of India (RBI) with
wide ranging powers for licensing, supervision and control of banks. Considering the
proliferation of weak banks, RBI compulsorily merged many of them with stronger banks
in 1969.
The banking industry in India is in a midst of transformation,
thanks to the economic liberalization of the country, which has changed business
environment in the country. During the pre-liberalization period, the industry was merely
focusing on deposit mobilization and branch expansion. But with liberalization, it found
many of its advances under the non-performing assets (NPA) list. More importantly, the
sector has become very competitive with the entry of many foreign and private sector
banks. The face of banking is changing rapidly. There is no doubt that banking sector
reforms have improved the profitability, productivity and efficiency of banks, but in the
days ahead banks will have to prepare themselves to face new challenges.
INDUSTRY STRUCTURE
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4. The banking system can be broadly classified as organized and
unorganized banking system. The unorganized banking system comprises of
moneylenders, indigenous bankers, lending pawnbrokers, landlords, traders, etc. Whereas
the organized banking system comprises of Scheduled Banks and Non-Scheduled Banks
that are permitted by RBI to undertake banking business. Scheduled banks are those
banks that are included in the second schedule of the RBI Act 1934, subject to fulfilling
certain conditions. The scheduled banks comprising of Scheduled Commercial Banks and
Scheduled Co-operative Banks enjoy certain privileges like approaching the RBI for
financial assistance, refinance etc and correspondingly, they have certain obligations like
maintaining certain cash reserves, submission of returns as prescribed by the RBI etc.
Non-Scheduled Banks are those joint stock banks which are not included
in the second Schedule of the RBI Act 134, on account of the failure to comply with the
minimum requirements for being scheduled. There were 16 Non-Scheduled Commercial
Banks in June 1969. As on March 2002, there are 5 Non-Scheduled Commercial Banks
which are local area banks. However there are more then 2000 Non-Scheduled Co-
operative Banks which are concentrated in few states like Maharashtra, Gujarat,
Karnataka, Andhra Pradesh and Tamil Nadu.
Further based on ownership, the Scheduled Commercial Banks can further
be classified as Public Sector Banks, Private Sector Banks, Foreign Banks and Regional
Rural Banks. Public Sector Banks are sub-classified into the State Bank of India
(erstwhile Imperial Bank of India nationalized by central enactment in 1955) and its 7
associates nationalized in 1959 and other Nationalized Banks which were nationalized in
two phases; 14 banks were nationalized on July 19, 1969 and 6 others on April 15,
1980.Also the Private Sector Banks can be classified as old private sector banks and new
private sector banks, wherein the latter enjoy superior discounting in the bourses. After
RBI reopened the banking sector to private players, about eight private sector banks were
licensed in 1995, which brought with them latest technology, customer-oriented service,
innovative products and aggressive marketing.
Despite increasing competition, public sector banks continue to
dominate. Large scale of operations bestows upon them a higher bargaining power
enabling them to play a dominant role in the liquidity and interest rate levels in the
system. However, the scenario in the future may undergo a change with the growth of the
new private sector banks. These banks are in a more advantageous position because of
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5. their superior technology-based operations, lower manpower and a lower Non-Performing
Assets (NPA) level.
COST DYNAMICS
Banking, everywhere in the world, is a highly regulated industry.
The banking industry is the repository of savings of a nation contributed by millions of
people. Thus a bank basically acts as an intermediary between savers and borrowers.
Hence, costs to a bank are the interest paid to savers and the establishment cost. A bank's
margin arises out of the difference in interest paid to depositors and charged to borrowers.
The funds raised from savers are deployed in three ways - loans and advances to industry
and agriculture, investment in government securities, investment in private sector equity,
debentures, commercial papers, etc.
A bank's sources of revenue are interest from loans and advances,
income from government securities and dividend/interest from private sector equity
investments and debt instruments. Apart from this, a bank also earns non-fund-based
income, also called as fee-based income for the various services rendered by it as a
banker or in the course of banking activities. It includes treasury and forex operations,
income from trading in shares, guarantee commission, etc.
STRUCTURAL CHANGES
An ordinance on Securitization and Reconstruction of Financial
Assets and Enforcement of Security Interest was promulgated on 24th June 2002. The
same has been passed by the Parliament in Nov. 2002. The ordinance will help banks and
financial institutions improve their financial position in three ways. Firstly it will help
banks and FIs turn their assets into securities, which could be traded in the market in
smaller bundles. This would bring immediate liquidity, which can be lent, instead of
waiting for loans to be realized. The new law will also help them in setting up asset
reconstruction companies to recover their bad assets. And finally, it will help in the
enforcement of security interest (i.e. right to the security in case of default by the client).
This ordinance creates a right environment for faster recovery of dues and gives hope that
the huge the burden (now estimated at over Rs 1,100 billion) of NPAs on Indian financial
sector will be reduced to a more reasonable level. It also offers scope for Public Sector
Banks to clean up their balance sheets faster.
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6. CRITICAL SUCCESS FACTORS
Asset liability management, effective monitoring of loans, recovery
of NPAs, reducing cost of deposits, controlling establishment costs are critical success
factors. Ensuring capital adequacy, exposure norms and other prudential norms in line
with RBI guidelines are also critical. Wresting blue chip accounts, expanding depositor
base and leveraging them for fee-based income are also essential for growth and
development. Technology has already brought about revolutionary changes. Services like
Internet Banking, Mobile Banking, Anywhere and Anytime Banking will not be added
features but promise to be a standardized banking environment in the next few years.
While on one hand it has the potential to reduce the transaction costs, the initial capital
requirements will be heavy. Banks, which have a legacy of a large workforce, will have to
find ways to offset the these technology costs by reduction in staff costs, if any
meaningful reduction in transaction costs has to be achieved.
OUTLOOK
The banking scenario in the country has been undergoing a
qualitative shift towards internationalism. Global best practices are finding greater
acceptance and systemic deficiencies, which are a legacy of the past, are being addressed.
The future, therefore, seems to be exciting, but only for those who can withstand the
stress and strain that the reforms bring along. As banks expand their fee-based income by
offering various services including distribution of mutual funds, investments and
insurance products, the reach and responsive services takes center stage. Also with more
financial instruments gaining market acceptance, traditional advances are likely to give
way to investment in innovative instruments.
The banking industry needs to cut flab across the board, improve
service conditions, capitalize on their large client base for fee-based income and retain
their customers amidst hectic competition. With price wars slowly taking place,
particularly after lending below Prime Lending Rate is allowed, stronger players will
emerge successful in the long run.
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7. Commercial Banks at a glance
Particulars Jun-2003 Jun-2002
No. of Commercial Banks 295 298
All Scheduled Commercial Banks 291 294
of which, Regional Rural Banks 196 196
Non-Scheduled Commercial Banks* 4 4
No. of Bank Offices 66692 66355
Rural 32231 32394
Semi-Urban 14875 14727
Urban 10841 10578
Metropolitan 8745 8656
* Indicates Local Area Banks
Source: Reserve Bank of India
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8. Origin & Growth of Canara Bank:
Canara Bank (CBK) was founded on July 1, 1906 in the town of Mangalore in Karnataka
by Shri Ammembal Subba Rao Pai, an eminent lawyer, educationist and social reformer.
It was founded as 'Canara Bank Hindu Permanent Fund’; this small seed blossomed into a
limited company as 'Canara Bank Ltd.' in 1910 and became Canara Bank in 1969 after
nationalization. Backed by a team of professionals, committed staff and extended
clientele base, the bank has, over the last 100 years, achieved many a milestone in the
fields of commercial and social banking. The bank also has been able to register profits
every year since inception.
From a small beginning, the bank has grown into one of the largest
banks in India with a wide branch network and client base. Acquisitions have also
enabled the bank to achieve growth. Prior to nationalization in 1969, the bank took over a
number of banks starting with the Bank of Kerala in 1961 and ending with the Pangal
Nayak Bank in 1968.Subsequently in 1985, it took over Laxmi Commercial Bank. The
bank has a large network of geographically well diversified branches, which enables it to
raise low cost long-term deposits. The number of branches of the bank rose from 368 at
the time of nationalization in 1969 to reach 2,469 by March2004. The bank has also
diversified into other banking related areas through its various subsidiaries and sponsored
companies:
CBK, came out with its first Initial Public Offer (IPO) in Nov.
2002 for 11, 00,00,000 equity shares of Rs 10 each at a premium of Rs 25 per share
aggregating Rs 385 crore through the fixed price route. The main object of the issue is to
augment the long-term resources of the bank and the capital base of the bank to meet its
future capital adequacy requirements. Moreover on 1st Nov. 2002 the bank returned the
government’s capital to the tune of Rs 277.87 crore. After the IPO and return of capital,
the paid-up capital stands at Rs 410 crore and the shareholding of GOI has come down to
around 73.2%.During 2002-03 the bank has started corporate agency of life insurance
products in strategic alliance with AVIVA with the aid of a dedicated 'Bancaassurance'
outfit.
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9. The Bank Today
Canara Bank is one of the premier banks in the country, accredited with umpteen
distinctions. The present stature of the Bank is due to its strong fundamentals and quality
customer orientations. Profit making since inception, the Bank today epitomizes a perfect
blend of commercial and social banking.
For the year March 2004, the Bank clocked the highest net profit ( Rs.1338 crore) among
nationalized banks, with significant improvement in capital adequacy ratio (12.66%) and
asset quality (net NPA ratio of 2.89%). Net profit for the year March 2005 was Rs 1109
Crores.
The Bank has already carved a niche in providing IT-based services. With 100%
computerization of the branches, the bank provides a wide array of services, such as,
Networked ATMs, Anywhere Banking, Telebanking, Remote Access Terminals Internet
& Mobile Banking, Debit Card etc. The Bank was the first among banks to launch
networked ATMs and obtain ISO Certification.
Commercial consideration has, no way, diluted the Bank's role in national priorities.
Canara Bank is in fact the first bank to be conferred FICCI award for contribution to rural
development. Sound founding principles, enlightened leadership, unique work culture and
remarkable adaptability to changing banking environment have enabled Canara Bank to
be a “Frontline banking institution of global standards”
Founding Principles
1. To remove Superstition and ignorance.
2. To spread education among all to sub-serve the first principle.
3. To inculcate the habit of thrift and savings.
4. To transform the financial institution not only as the financial heart of the
community but the social heart as well.
5. To assist the needy.
6. To work with sense of service and dedication.
7. To develop a concern for fellow human being and sensitivity to the surroundings
with a view to make changes/remove hardships and sufferings.
IMPORTANT RATIOS (%)
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10. S.No Particulars 2002-03 2003-04 2004-05
1 Capital Adequacy Ratio 12.50 12.66 12.78
2 Return on Assets (ROA) 1.24 1.34 1.01
3 Earning per Share (Rs.) 20.56 32.63 27.06
4 Book Value (Rs.) 98.14 125.14 146.15
5 Net NPA Ratio 3.59 2.89 1.88
6 Priority Credit to Net Credit 42 44 43
7 Business Per Employee (Rs. In Crore) 2.50 3.00 3.51
8 Profit Per Employee (Rs. In Lakh) 2.26 2.97 2.48
Decadal Performance
(Rs. in Crores)
1994-9 1995-9 1996-9 1997-9 1998-9 1999-2 2000-0 2001-0 2002-0
2003-04
5 6 7 8 9 000 1 2 3
Number of Branches 2136 2192 2262 2312 2379 2397 2405 2409 2424 2469
Capital 590 485 485 578 578 578 578 578 410 410
Reserves 1144 1446 1564 1725 1835 2018 2237 2894 3739 4842
Deposits 22475 26243 31445 38045 41959 48001 59070 64030 72095 86345
Quantum Increase 2636 3768 5202 6600 3914 6042 11069 4960 8065 14250
% Increase 13.29 16.77 19.82 20.99 10.29 14.40 23.06 8.40 12.60 19.77
Non-Resident Deposits 2953 3879 4984 6302 7589 8918 9877 11358 12482 12909
Foreign Business Turnover * 20172 26438 27741 34238 39859 53634 61119 59333 65676 67347
Advances (Net) 10878 13096 14413 16825 19530 23547 27832 33127 40472 47639
Advances to Priority Sector 4125 4892 5702 6735 7034 7667 9139 10536 14604 19580
Export Credit 2065 2434 2603 2813 2789 3007 3517 3672 4429 5497
Total Number of Staff 53327 54044 54316 54703 55097 55363 48257 47796 47566 47613
Total Income 2801 3382 3869 4431 5319 5687 6536 7799 8170 9080
Total Expenditure 2597 3129 3721 4228 5094 5451 6251 7058 6173 6221
Operating Profit 552 651 654 673 957 923 1131 1656 1997 2859
Net Profit 204 253 147 203 225 236 285 741 1019 1338
Mission:
“Pursuit of Excellence.”
Bank’s Motto:
“Serving to grow growing to serve.”
Branches & Offices:
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11. The bank has a network of 2508 branches, spread over 25 states/4 union territories of the
country and one overseas branch at London, which are administered through –
• 13 Circle offices and 1 international division.
• 38 Regional Offices.
Branches & Offices Abroad
Canara bank established its International division in 1976, to supervise the functioning of
its various foreign departments, to give required thrust to foreign exchange business,
particularly exports and to meet the requirements of NRI’s.Though small in size, the
bank’s presence abroad has brought in considerable foreign business, particularly NRI
deposits
The Bank has its presence abroad, as under:
• Canara Bank, London, UK ( branch)
• Indo Hong Kong International Finance Co. Ltd., Hong Kong ( subsidiary)
• Canara Bank, Moscow (representative office)
• Al Razouki Intl. Exchange Company, Dubai, UAE.
( DD drawing facility on Canara Bank)
• Eastern Exchange Establishment. Doha, Qatar.
(Management agreement and DD drawing facility on Canara Bank)
Subsidiaries:
1. Can Fin Homes Limited (CFHL) established on 29.10.1987 as a public Limited
Company, sponsored by Canara bank is the number one amongst the bank
sponsored Housing Finance Companies in India.
2. Established on 10.05.1991 Canbank Factors Limited, a subsidiary of Canara
Bank is a market leader in Factoring business and continues to serve the business
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12. enterprises/small scale industries by offering this specialized financial service
product.
3. Canbank Venture Capital Fund (CVCF) the only Bank’s sponsored Venture
Fund in India was established on 21.10.1989 by Canara Bank as a trust. The
objective of CVCF is to extend assistance by way of investing in green field,
growth oriented enterprises and small and medium scale ventures by technocrat
entrepreneurs.
4. Canbank Computer Services Limited (CCSL), a subsidiary of Canara Bank
was established on 31.08.1994 with the main objective of developing and
marketing computer software for the banking industry and other related financial
services industry.
5. Established on 01.03.1996 Gilt Securities Trading Corporation Limited
(GSTCL) is a subsidiary promoted by Canara Bank jointly with Bank of Baroda
and Corporation Bank as a Primary dealer accredited by the Reserve Bank of
India, for developing an active secondary Market for government securities and
treasury bills.
6. Canbank Mutual Fund (CMF) is one of the largest of bank sponsored Mutual
Fund in India. CMF has floated various schemes for carrying Mutual Fund
business.
7. Canbank Financial Services Limited (CanFina) was established on 01.06.1987
as a wholly owned Subsidiary of the Bank. Focus of this Company was on
business relating to Merchant Banking activities, Registrar and Transfer services,
Share Broking and leasing and Hire Purchase and Portfolio Management Services
etc…
ORGANISATION STRUCTURE OF CANARA BANK
Chairman & MD
(CMD)
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13. Executive
CMD’s Secretary ED’s Secretary
Director[ED]
Board Company
Secretary Secretary
GM
DGM
AGM
Divisional
Manager/Chief
Manager
Senior Manager
Manager
Officer
Workmen Staff
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14. Executive
CMD’s Secretary ED’s Secretary
Director[ED]
Board Company
Secretary Secretary
GM
DGM
AGM
Divisional
Manager/Chief
Manager
Senior Manager
Manager
Officer
Workmen Staff
Note: GM —General Manager
DGM – Deputy General Manager
AGM – Assistant General Manager
Customer Support:
IT Driven
ATM Anywhere Banking
Anywhere Banking Tele Banking
Customer terminal computerized information Facilitation
NRI Services
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15. • Non Resident External Rupee Account.
• Non Resident Ordinary Account.
• Foreign Currency Non Resident Accounts-Banks.
Loans & Advances
Retail Loan Products -
• Canmahila.
• Housing Loan.
• Home Improvement Loan.
• Cancarry.
• Cancash.
• Canmobile.
• Canbudget.
• Teachers Loan.
Canmahila:
• A Loan Scheme exclusively designed for the benefit of women.
• Loan for women Aged between 18 and 55 years, Married or single, Working or
not (housewives also), Engaged in business or self employed.
• To meet any personal financial needs, viz., for buying household articles, gold
jewellery, computers, gift articles, etc.
• No Security required in case of working women, however, in respect of a non-
working woman, for loan amount exceeding Rs.25,000./-, co-obligation of
husband / parent / son is insisted.
• Interest 11.5% p.a. - EMI Rs.329/- per ten thousand for 36 months
Housing Loan:
• Purpose: For construction / purchase / repairs / additions / renovations of
residential house / flat including the purchase of land and construction thereon.
For taking over of the Housing Loan liability with other recognized Housing
Finance Companies, Housing Boards, Co-operative Banks, Co-operative Societies
and Commercial Banks at prevailing low rate of interest.
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16. • Eligibility: Salaried individuals, individuals engaged in business / professionals
and self-employed persons.NRIs are also eligible to avail loans without specific
permission of RBI.Persons above the age of 55 years are also eligible subject to
certain stipulations.
• Maximum loan amount of Rs.50 lacs for purchase / construction of house / flat.
(Loan is also granted up to Rs.1 crore selectively.) And Rs.7.5 lacs for repairs /
renovations / additions to the existing house / flat.
• Security: Mortgage of House / Flat
• Repayment: In convenient equated monthly installments up to 20 years
Home Improvement Loan:
Purpose: For furnishing house / flat with household furniture items, air conditioners,
wardrobes, kitchen cabinets, refrigerator, washing machine, etc.,
• Can be availed along with a Housing Loan from Canara Bank
OR Without any Housing Loans
• This loan can also be availed where a Housing Loan is already obtained from
Canara bank and the liability is subsisting.
• Eligibility: Owners of House / flat who are salaried individuals / individuals
engaged in business / professionals / self-employed. NRIs are also eligible.
• Salaried individuals with minimum 25% net take home salary or Rs.2000/- after
meeting loan repayment, whichever is more. Other than salaried individuals -
minimum annual income of Rs.50, 000/- as evidenced by ITAO / IT Returns.
• Repayment: In convenient equated monthly installments up to 60 months
• Security: Hypothecation of assets created out of this loan. Mortgage of house /
flat (if housing loan is availed from Can Bank) suitable co-obligation / personal
guarantee. Waivers considered selectively.
• Loan Quantum & Margin:
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17. 1. When availed along with Housing Loan from Canara Bank, amount up to one
year's gross salary / income over and above the normal eligible amount for
housing finance.
2. In other cases, one year's gross income / salary will be reckoned to determine the
loan quantum under this Scheme.
3. Subject to above, normally, the maximum loan quantum shall be Rs.2 lacs. Higher
quantum considered selectively.
4. If availed as a part of the housing finance from canara Bank, then, the margin
stipulated is 15%. In other cases, the margin is 20%.
Cancarry (Loan to purchase Consumer Durables)
• Purpose: To pick up favorite household articles and latest gadgets to enhance
the quality of life. The personal computer, laptop, handy cam, cameras, music
systems, washing machine, microwave oven, refrigerators and many other
items.
• Eligibility: Salaried individuals with minimum 25% net take home salary or
Rs.2, 000/- after meeting loan repayments, whichever is more. Other than
salaried individuals - minimum annual income of Rs.50, 000/- as evidenced by
IT Returns.
• Finance up to 80% of the invoice value or 15 months of net salary, whichever
is less. And for non salaried persons and professionals, finance up to 50% of
net annual income of immediate previous year or 80% of the invoice value
whichever is less.
• Repayment: In convenient equated monthly instalments up to 36 months.
Cancash - (Loan against Shares)
• Cancash loan can be availed by pledging investments in Shares, Debentures,
Bonds or Units.
• Eligibility: Individuals - Existing customers with satisfactory dealings. New
customers - well-introduced and credit worthy can also avail.
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18. • Amount of Finance: Shares and Debentures - up to 60% of market value, PSU
Bonds up to 70% of Market Value, Units of UTI and CBMF - 50% of NAV or
market value whichever is less.
• Repayment: Up to 60 months. EMI is also acceptable.
Canmobile - Vehicle Loan
• Purpose: For buying new or used four wheeler / new two Wheeler.
• Eligibility: Salaried persons, professionals and business people, with
qualifying income and required repayment capacity. Reputed firms and
corporates are also eligible.
• Loan amount up to 90% of the invoice value. There is no ceiling on maximum
loan amount.
• Loan also available for used cars, Up to 75% of the value.
• Repayment: In convenient Equated Monthly Instalments up to 72 months in
case of four wheelers.48 months in case of two Wheeler.
Canbudget:
• A simple Personal Loan Scheme exclusively for the benefit of employees of
Corporates, PSUs, Government Departments, Institutions, etc.,
• Purpose: To meet genuine personal needs.
• Eligibility: Confirmed employees of reputed PSUs and Joint Stock
Companies ,Confirmed Central / State Government officials, Lecturers / Asst.
Professors / Professors of Colleges / Research Institutions and Universities
,Employees salary account has to be maintained with Canara bank branch
• Net take home salary - 40% of the gross salary. Selectively up to 25% of gross
salary is also permitted.
• Quantum: Six months' gross salary or Rs.1 lac whichever is less.
• Repayment: In convenient Equated Monthly Instalments up to 60 months.
• Security Normally, Co-obligation is required for loans above Rs.50,000/-
Teachers Loan:
• Purpose: To meet any genuine personal needs
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19. • Eligibility: All confirmed teaching / non-teaching staff working in a school /
college - drawing salary through Canara bank branches
• Quantum: 6 months' net salary or Rs.1, 00,000/- whichever is less.
• Repayment: Up to 36 months. EMIs also possible.
• Security : A life insurance policy or a suitable co-obligation
Commercial Banking Loans:
• Working Capital Finance - Cash Credit
Bill Discounting
• Term Loans
• Export Finance
• Non Fund Based Limits - Letters of Credit
Bank Guarantee
• Other Commercial Loans Loans to SSIs
Loans to Traders
Agriculture Loans
Other priority Sector loans
• Agriculture & Rural Credit
- Kisan Credit
- Loans for setting up Agri Clinic
- Minor Irrigation Loans
- Farm Machinery Loans
- Farm Development Loans
- Vehicle Loan for Agriculturists
- Loan for Plantation Crops
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20. - Loan for Marine Fisheries
- Loan for Inland Fisheries
- Loan for Sericulture
- Loan for Purchasing Agricultural Land
- Loan for Poultry
- Export Credit for Agro Products
-Other Agricultural Schemes
• Vidyasagar (Educational Loan)
• Housing Loan
• Other Priority Sector Loans
• Government Sponsored Schemes
• Lead Bank Activities
• Agricultural Consultancy Services
General Facilities
• Safe custody Services
• Safe custody Lockers
• Nomination Facility
Deposits
Fixed Deposit:
• It is safe, liquid and fetches high returns.
• Minimum Rs. 1000/-, Maximum - No ceiling.
• Period of Deposit - 15 days to 120 months.
• Interest Payment - Monthly, Quarterly, Half-yearly or Annual intervals at
depositor's choice.
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21. • Facility of part withdrawal of deposits in units of Rs.1000/- keeping the rest of the
deposit to earn contracted rate of interest.
• Closure before maturity permissible.
RECURRING DEPOSITS:
• Enables to build up a sizeable capital in a regular and systematic way.
Amount of Deposit As low as Rs.50/- per month(in multiples of Rs.50/-)
• No ceiling on maximum amount
• Closure before maturity
• Loan against deposit permissible
• Interest compounded every quarter
CANBANK AUTO RENEWAL DEPOSITCARD:
• Self-propelled phenomenon that rotates deposits to fetch higher returns.
• Period of deposit: 15 days to 46 days.
• Auto renewal: CARD has built-in features for automatic renewal of the deposit,
with or without interest accrued.
• Loans against deposits permissible.
• Closure before maturity permissible.
CANFLEXI DEPOSITS
• A combination of Savings Account and Fixed Deposit, CANFLEXI enables to
earn maximum interest. Automatic transfer of funds beyond Rs.15, 000/- from
Savings Bank account to an automatically created Fixed Deposit in multiples of
Rs. 1000/-, earning more interest.
• Savings bank account continues to serve as before.
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22. • If cheque amount exceeds the available balance in Savings Account balance,
Canflexi transfers funds from fixed deposit account, to ensure that cheque is
honored.
• Such transfers are effected automatically in multiplies of Rs.1000/- allowing the
remaining portion of the Fixed Deposit to earn contracted rate of interest.
ASHRAYA DEPOSITS (For senior citizens)
• Individuals, who have completed the age of 60 years and above, are eligible.
• Accounts can be opened jointly with other Senior Citizens or with other persons
below the age of 60 subject to the condition that the Senior Citizen is No.1
depositor...
• Period of Deposit - 15 days to 120 months.
• Age proof certificate to be produced.
• Loans against deposits permitted
SWOT ANALYSIS
Strengths:
Canara Bank is a premier leading public sector bank enriched with banking discipline,
founder principles, and steady growth. The organizational study shows a significant
improvement in Net profits year after year. For the year March 2004 the bank clocked
highest net profit of Rs1338 Crore among nationalized banks. It has registered a net profit
of Rs1110 crore for the year March 2005.There assets are qualified workforce and brand
name in India. Major income is Interest on advances. It is in the business for 100 years,
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23. which celebrated its centenary year this year. It has a separate Planning and development
wing.
The present stature of the bank is due to strong fundamentals and quality customer
orientation. Profit making since its inception the bank today epitomizes a perfect blend of
commercial and social banking.
Weaknesses
Structural Barriers – delay in decision making due to a tall hierarchy.
Opportunities:
Economic scenario is favorable to banking sector as compared to other industries. As for
as the bank is concerned it has many opportunities
 More Rural Branches: It can concentrate into more rural areas.
 Technological Breakthrough: Credit/Debit Card, Electronic Fund transfer and
mobile Banking. It can ring customers into these services.
 Foreign Accounts (Deposits)
Threats:
Liberalization policy of the government is an alarm for public as well as private sector
banks. With the hike in FDI in Banking foreign banks have good opportunities. These
foreign banks take away the customers of Public sector banks. The bank continues to face
competition from private banks like ICICI, HDFC, and UTI etc…
It should prepare itself for major threats like mergers in the banking; increasing NPAs,
New technology, Electronic cash transfer, and internets banking that are predominant
today.
BABASAB PATIL 21

24. DETAILS OF SECTIONS/DIVISIONS/DEPARTMENTS COMING
UNDER EACH FUNCTIONAL WING OF HEAD OFFICE
PERSONNEL WING:
1. Personnel Management Section
2. Industrial Relations Section
3. Human Resources and Organization Development Section
4. Head Office Staff Administration Section
5. House Magazine and Library Section
6. Official Language Section
7. Staff Training College
8. Recruitment Cell
9. SC/ST Cell
PLANNING AND DEVELOPMENT WING:
1. Development Section
2. Economic Research Section
3. Management Information and Planning Section
4. Customer Service Section
5. Publicity and Public Relations Section
BABASAB PATIL 22

25. 6. Corporate Merchant Banking Division
7. Marketing, Research & Product Development Section
8. Corporate Cash Management Services
CORPORATE CREDIT WING:
1. General Credit Sanctions-I Section
2. General Credit Sanctions-II Section
3. Export Import Credit and Development Section
4. Project Finance Department
RECOVERY WING:
1. Recoveries Section
2. NPA Management Section
3. Legal Section
4. Sick Industries and Rehabilitation Section
RISK MANAGEMENT WING:
1. Credit Policy Section
2. Industrial Advisory Division
3. Risk Management Section
BABASAB PATIL 23

26. 4. Credit Monitoring and Statistics Section
5. Credit Review Section I & II
FINANCIAL AND GENERAL ADMINISTRATION WING:
a) General Administration Department –
1. Furniture and Bills Section
2. Premises, Policy and Administration Section
3. Technical Cell
4. Records and Tappal Section
5. Premises and Estate Section
6. Printing Section
7. Stationery Section
8. Central Security Cell
9. Estate Policy and Control Section
.
b) Accounts and Taxation Department –
1. Balance Sheet and Central Accounts Section
2. Staff Provident Fund
3. Staff Welfare Fund
4. Pension Fund
5. Government Accounts Section
BABASAB PATIL 24

27. 6. Executor, Trustee and Taxation Section
7. IBA Réconciliation Section
8. DD Réconciliation Section
9. ATM and Debit Card Reconciliation Section
PRIORITY CREDIT WING:
1. Priority Credit Section
2. Agricultural Consultancy Services
3. Small Scale Industries Division
4. Regional Rural Banks Division
5. Rural Development Section
6. Social Banking Cell
INSPECTION WING:
1. Planning Section
2. Follow Up Section
3. Review and Reporting Section
4. Information Systems Audit Section
5. Vigilance Department
BABASAB PATIL 25

28. 6. Staff Administration Section
7. Organization and Methods Section
DEPARTMENT OF INFORMATION TECHNOLOGY - WING:
1. Department of Information Technology
TREASURY AND INTERNATIONAL OPERATIONS WING:
1. Treasury and Investment Division
2. Overseas Banking Division
RETAIL BANKING AND SUBSIDIARIES WING:
a) Cancard Division
b) Retail Banking Division
1. Retail Banking Division
2. Bancaassurance Section
3. Cross Selling of Mutual Fund Products Section
BABASAB PATIL 26

29. c) Subsidiaries Division
1. Subsidiaries Section
Names of Subsidiaries and Associates
a) Canbank Mutual Fund Limited
b) Canbank Factors Limited
c) Canfin Homes Limited
d) Canbank Investment Management Services Limited
e) Canbank Computer Services Limited
f) Canbank Venture Capital Fund Limited
g) Gilt Securities Trading Corporation Limited
h) Canbank Financial Services Limited
BABASAB PATIL 27

30. HRD Practices
From a small town bank, started way back in 1906, today the bank has grown to
become a frontline banking institution of India with sound foundations. As on
31.03.2005 the bank has manpower strength of 47389. The bank has committed and
efficient workforce which includes Specialist Officers, Sports Personalities and
Artists. The bank has been fore runner in establishing its own training system way
back in 1950. The bank has 13 regional training centers and 1 apex level training
college in Bangalore which takes care of knowledge, skill, and attitudinal
development of the employees. The bank also sponsors individuals to external
training programs both within and outside the country.
HRD Concepts/Systems Practiced in the Bank
• A number of HRD initiatives are in practice in the Bank. More emphasis is given
for four HRD initiatives viz Quality Circle, Study Circle, Brain Storming Sessions
and Staff Meetings.
Quality Circles
Quality Circle is a time tested tool of Total Quality Management (TQM) which
promotes team spirit, cohesive quality work culture, commitment and involvement of
employees.
• The bank has 1000 active Quality Circles which took up projects on varied
subjects, many of which were on areas of corporate concern.
• Every year Circle level and Apex level Quality Circle Contests are conducted. 23
teams participated in the Apex level contest for the year 2004-05. Besides this
Bank's teams are also participating in Chapter level, National level and
International level contests. This year two of the Quality Circle teams were sent
for the International Convention on Quality Circles at Bangkok and 11 Quality
Circle teams participated in National level Quality Circle Contest held at Mumbai.
Study Circle
BABASAB PATIL 28

31. • Concept of Study Circle aims at self development of employees by encouraging
the desire to acquire/update knowledge, information and experience.
• Inside / Outside guest lecturers specialized in different topics of common man’s
use are invited to share their experience.
• Study circle meets are conducted once in two months in administrative offices and
once in a quarter in the branches.
Brain Storming Sessions
This is a technique for generating ideas and suggestions on topics of relevance and also to
provide alternate solutions to problems by simulative thinking and imaginative power of
cross section of employees.
• Corporate Topics are selected for each quarter and BSS are conducted in
administrative offices / branches on the topic during every quarter.
• During the year 2004-05, 3225 Brain storming sessions were held in the bank.
Staff Meetings
• Staff Meeting aims at group synergy, team building, open culture, family feeling
and talent recognition which individually and cumulatively benefit the
organization.
• Goals / targets set for the unit / bank is discussed in the monthly Staff Meetings
conducted at all branches / units and action plan is drawn in achieving the goals
set.
• Every year all the branches/offices and units under administrative offices conduct
staff meetings each month.
ISO CERTIFICATION
• In the Indian Banking Sector, Canara Bank was the first bank to get ISO
certification for “Total Branch Banking” – for its Seshadripuram Branch,
Bangalore in 1996
• presently the bank is having 770 branches and 12 administrative units with ISO
certification
BABASAB PATIL 29

32. IN - HOUSE PUBLICATIONS / JOURNAL
• Bank's prestigious bi-monthly-bi-lingual house journal “Shreyas” has won as
many as 25 national awards so far, which includes prestigious awards like Media
India Award for the best house journal in India and awards instituted by Reserve
Bank of India for house journals, public relations society of India, Bangalore
Chapter.
• In 2004-05, shreyas has won two National Awards 'A Certificate of Merit' in the
bilingual magazines category from 'Association of Business Communication of
India' & an award for 'Best Print Quality' from Mayaram Surjan Foundation,
Raipur
Awards:
• Best Bank (Runner up)- Public sector 2003-04 Award By Annual Outlook
Money Awards
• First Bank to get an award instituted by The Ministry of SSI as “National
Award to Banks for Excellence in SSI Lending” for its excellence under SSI
for the year 2002-03.
• Corporate Social Responsibility – Citizen II Award for 2003 instituted by FICCI
for excellence in various social fields
• The bank is positioned 1271 in the Forbes magazine list of 2000 firms
worldwide, making it one among the 27 Indian companies to feature in the list.
GRIEVANCE REDRESSAL MACHINERY
BABASAB PATIL 30

33. For attending to customers’ grievances, the bank has an independent Customer Service
Section at apex level i.e. at Head Office, Bangalore and Customer Service Section headed
by Divisional Managers at all 13 Circle Offices who have been exclusively designated to
monitor customer service at branches coming under the respective circles and also to
attend to customer grievances till redressal.
Customer Meet is conducted by the Bank on 15th of every month (next working day, if it
happens to be Saturday or Holiday) at Head Office/Circle Office/Regional
Offices/Branches to receive customer complaints /suggestions for improvement. 24 Hour
telecontact service facility is available in the Bank to facilitate customers to register their
grievances and seek redressal in quickest possible time.
Definition of Training:
BABASAB PATIL 31

34. “It is any attempt to improve current performance by increasing an employee’s ability to
perform through learning, usually by changing the employee’s attitude or increasing his
or her skills and knowledge.”
Objectives of Training:
General objectives of any Training program are:
1. To impart the basic knowledge and skill to the new entrants and enable them to
perform their jobs well.
2. To equip the employee to meet the changing requirements of the job and the
organization.
3. To teach the employee the new techniques and ways of performing the job or
operation.
4. To prepare employees for higher level tasks.
Importance of Training:
Training benefits both the employees and employers. It makes the employee more
productive and more useful to an organization.
a. Training enables the employee to develop and rise within the organization
b. Training makes the employee more loyal to an organization.
c. Training makes an employee to work more efficiently.
d. Training enables to secure promotions easily.
e. Training reduces wastages as the employees use the tools properly.
Areas of training:
1. Knowledge: Awareness of the rules & regulations and policies of the company.
BABASAB PATIL 32

35. 2. Social Skills: Teaching the employee how to be a team member and get ahead.
3. Technical Skills: Teaching the employee regarding the technical aspects of his
job.
4. Decision making and Problem solving Skills: Emphasis on methods and
techniques for making organizational decisions and solving work related
problems.
Evaluation of Training:
Definition: “Any attempt to obtain information on the effects of training on
performance and to assess the value of training in the light of that information.”
Objectives of Training Evaluation:
1. To check the effectiveness of training to improve performance of employees on
the jobs.
2. To ascertain how far the training is useful to improve career prospects of
individual employees in the organization.
3. To identify the deficiencies of the training for the purpose it is intended in order to
incorporate additions to the training program.
4. To identify unnecessary aspects in the training program for the purpose of deleting
such things from the training program.
Principles of Evaluation:
1. Evaluation must be continuous.
2. Evaluation must be specific.
3. Evaluation must be based on objective method and standards.
BABASAB PATIL 33

36. 4. Evaluation specialist must be clear about the goods and purpose of
evaluation.
Techniques of Evaluation:
1. Questionnaires
2. Tests
3. Interviews
4. Cost benefit analysis
5. Feed back
Evaluation methods:
1. Test-retest method: Participants are given a test before they begin the program.
After the program is completed the participants retake the test. This test may not
be valid but more importantly, Increase in test scores may be due to causes other
than the training program.
2. Pre-post performance method: In this method each participant is evaluated prior
to training and rated on actual job performance.After instruction (program) is
completed the participant is reevaluated. It deals directly with job behavior.
3. Experimental – Control group method: Two groups are established i.e.
experimental & Control group, comparable as to skills, intelligence and learning
abilities and evaluated on actual job performance. Members of control group work
on the job but do not undergo training. Experimental group is given the training.
At the conclusion of the training the two groups are reevaluated.
4. Four factor comparison method (Kirkpatrick model): This method is proposed
by Kirkpatrick& others. According to this method evaluation of following 4
factors are essential to determine the effectiveness of training program. These are
1) Reaction: Employees reaction to the training program by itself is a good
indicator. This is subjective evaluation. However it reveals the attitude of the
trainees to the training program. Reaction is obtained by opinion surveys and
taking majority views.
BABASAB PATIL 34

37. 2) Learning: In this case an attempt is made to assess whether the trainees have
learned the skills and knowledge intended to be imparted through the training
program.
3) Behavior: here the trainee’s behavioral pattern is examined carefully after his
training program for the purpose of evaluating whether there are changes in
his behavior in the job compared to the period before the training program was
imparted.
4) Result: This is a method of evaluating quantifiable indices or attributes of
performance which can be directly related as a result of training. For example
Productivity, reduction in rejection rates of finished goods, incidents of
accidents, absenteeism, conflicts, etc….
Statement of the problem:
“Organizational study accompanied by a survey on training effectiveness” at Canara
Bank Bangalore.
Objectives of the study:
To find out the effectiveness of training at Canara Bank and to get employees opinion on
the same.
BABASAB PATIL 35

38. Scope of the study: The study is restricted to Canara Bank. It was conducted in
Bangalore (Head office)
Type of Research: Exploratory
Sources of Data Collection: The required data will be collected through both Primary
and Secondary source. The primary data is collected through structured questionnaire &
the secondary data will be collected through journals, websites and text books.
Sampling Technique: The sampling technique used was non-probabilistic sampling
under which convenient sampling method was used.
Sample Size: A sample of 25 people has been selected for the study.
Sample Description: The sample includes senior managers, managers and officers.
Instrumentation Technique: structured questionnaire was used for data collection. The
questionnaire was distributed among the employees to get their responses. The data
collected was analyzed and interpreted.
Plan of analysis: The collected data was checked, classified and tabulated. Charts were
drawn to represent the data wherever it was required.
Limitations of the study:
1. Due to organizational restrictions the sample was restricted to 25. More samples
would have provided better results.
2. The study is restricted to Canara Bank only it has no universal application.
3. Personal details were not given by some employees during the survey.
BABASAB PATIL 36

39. 1. How many years of service have you completed in Canara Bank?
Table 1 Years of
Years No of people
0-5 years 3 service at Canara
5-10 years 1 Bank
10-15 years 2
15-20 years 3
20-25 years 10
Above 25 6
years
Years Of Service At Canara Bank
12%
24%
4% 0-5 years
8% 5-10 years
10-15 years
15-20 years
12% 20-25 years
Above 25 years
40%
Chart 1: Years of service at Canara Bank
The above pie chart shows that:
12% of the respondents have 0 - 5 years experience.
4% of the respondents have 5-10 years experience.
8% of the respondents have 10-15 years experience.
12% of the respondents have 15-20 years experience.
BABASAB PATIL 37

40. 40% of the respondents have 20-25years experience.
24% of the respondents have above 25years experience.
2. Have you attended any Training program earlier?
Table2 Training Program Attendance
Yes 25
No --
No
0%
Yes
No
Yes
100%
Chart 2: Training Program Attendance
The above pie chart shows that all the respondents (100%) have attended training
programs earlier.
BABASAB PATIL 38

41. 3. Do you think the Training Program met your needs & expectations?
Table3 Satisfaction of needs and expectations by Training program
Yes 18
No 7
No
28%
Yes
No
Yes
72%
Chart 3: Satisfaction of needs and expectations by Training program
The above pie chart shows that 72% of the respondents are of the opinion that the
Training program met their needs and expectations.
28% of the respondents are of the opinion that the Training program did not meet
their needs and expectations.
BABASAB PATIL 39

42. 4. Whether adequate training facilities were provided?
Table 4 Training Facilities
Yes 21
No 4
No
16%
Yes
No
Yes
84%
Chart 4: Training Facilities
The above pie chart shows that:
84% of the respondents feel that adequate training facilities were provided.
16% of the respondents feel that adequate training facilities were not provided.
BABASAB PATIL 40

43. 5. Was the content of the program (course) logically organized?
Table 5 Logical Course Content
Yes 20
No 05
No
20%
Yes
No
Yes
80%
Chart 5: Logical Course Content
The above pie chart shows that:
80% of the respondents are of the opinion that content of the training program was
logically organized.
20% of the respondents are of the opinion that content of the training program was not
logically organized
BABASAB PATIL 41

44. 6. Whether you exchange the knowledge gained at the training center with your
colleagues at your workplace?
Table 6: Information Exchange at the workplace
Yes 23
No 2
No
8%
Yes
No
Yes
92%
Chart 6: Information Exchange at the workplace
The above pie chart shows that:
92% of the respondents exchange the knowledge gained at the training center with
colleagues at their workplace.
8% of the respondents’ don’t exchange the knowledge gained at the training
center with colleagues at their workplace.
BABASAB PATIL 42

45. 7. The batch size of the program was
Table 7: Batch Size of the Training Program
Just Right 20
Too Few 2
Too Many 3
Too Many
12%
Too Few
8%
Just Right
Too Few
Too Many
Just Right
80%
Chart 7: Batch Size of the Training Program
The above pie chart shows that:
80% of the respondents are of the opinion that batch size of the training program was just
right.
8% of the respondents are of the opinion that batch size of the training program was too
few.
12% of the respondents are of the opinion that batch size of the training program was too
many.
BABASAB PATIL 43

46. 8. Quality of the training program was
Table 8: Quality of the training program
Excellent 5
Good 15
Average 5
Average Excellent
20% 20%
Excellent
Good
Average
Good
60%
Chart 8: Quality of the training program
The above pie chart shows that:
20% of the respondents are of the opinion that quality of the training program was
Excellent.
60% of the respondents are of the opinion that quality of the training program was good.
20% of the respondents are of the opinion that quality of the training program was
Average.
BABASAB PATIL 44

47. 9. In what way the training program was useful?
Table 9: Usefulness of the Training Program
Improvement in Skills 6
Enhanced knowledge 14
Self Development 3
Attitudinal Changes 2
8%
24%
12%
Improvement in Skills
Enhanced
knowledge
Self Development
Attitudinal Changes
56%
Chart 9: Usefulness of the Training Program
The above pie chart shows that
24% of the respondents are of the opinion that the training program brought
improvement in skills.
56% of the respondents are of the opinion that the training program enhanced
knowledge.
12% of the respondents are of the opinion that the training program was useful in
self development.
8% of the respondents are of the opinion that the training program brought
attitudinal changes.
BABASAB PATIL 45

48. 10. Whether the course material provided during the training was useful?
Table 10: Usefulness of the Course material
Yes 23
No 2
No
8%
Yes
No
Yes
92%
Chart 10: Usefulness of the Course material
The above pie chart shows that
92% of the respondents feel that the course material provided during the training
was useful.
8% of the respondents feel that the course material provided during the training
was not useful.
BABASAB PATIL 46

49. 11. Do you feel that you will be able to handle your job better after attending the
training program?
Table 11: Effect of training on the job
Yes 22
No 3
No
12%
Yes
No
Yes
88%
Chart 11: Effect of training on the job
The above pie chart shows that:
88% of the respondents feel that the training program helps to do their job better.
12% of the respondents disagree with it.
BABASAB PATIL 47

50. 12. What was your overall impression to the training program?
Table 12: Overall impression to the training program
Excellent 3
Good 12
Satisfactory 10
Below Average 00
0% 12%
40% Excellent
Good
Satisfactory
Below Average
48%
Chart 12: Overall impression to the training program
The above pie chart shows that:
12% of the respondents feel that overall the training program was excellent.
48% of the respondents feel that overall the training program was good.
40% of the respondents feel that overall the training program was satisfactory.
BABASAB PATIL 48

51. 13. To what extent the Knowledge gained at the training centre is useful in your
day to day functioning?
Table 13: Usage of knowledge gained at the Training Center in day to day
functioning
To a great extent 6
To some extent 19
Discourage --
0%
24%
To a great extent
To some extent
Discourage
76%
Chart 13: Usage of knowledge gained at the Training Center in day to day
functioning
The above pie chart shows that:
24% of the respondents are of the opinion that the knowledge gained at the
training centre is useful to a great extent in day to day functioning.
76% of the respondents are of the opinion that the knowledge gained at the
training centre is useful to some extent in day to day functioning.
BABASAB PATIL 49

52. Summary of Findings:
1) The respondents are well qualified ranging from graduates to post graduates.
2) The designation of the respondents range from Officers to senior managers.
3) All the respondents (100%) have attended training programs earlier.
4) Maximum number of respondents’ i.e.72% of them felt that the training program
met their needs and expectations.
5) 84% of the respondents have stated that adequate training facilities were provided.
6) 80% of the respondents felt that the content of the training program was logically
organized.
7) 92% of the respondents exchange the knowledge gained at the training center with
colleagues at their workplace.
8) 80% of the respondents felt that the batch size of the training program was just
right.
9) 60% of the respondents felt that the quality of the training program was good.
10) 56% of the respondents have stated that the training program enhanced their
knowledge.
11) 92% of the respondents felt that the material provided during the training program
was useful.
12) 88% of the respondents are able to do their job better after attending the training
program.
13) The overall reaction to the training program was good which forms 48%.
14) Most of the respondents i.e. 76% have stated that knowledge gained at the training
centre is useful to some extent in day to day functioning.
BABASAB PATIL 50

53. Suggestions:
 Product awareness programs, marketing oriented programs must be introduced.
 More on the job support should be provided.
 Training programs should be well defined and well planned.
 The Training program’s contents should be designed keeping in view the jobs
assigned or to be assigned.
 Latest developments in the field are to be dealt along with the training program
 Need based training programs should be conducted.
 Identification of the trainees should be properly done.
Conclusion:
BABASAB PATIL 51

54. By the study conducted on training effectiveness at Canara Bank we can conclude that in
all respects the training programs were successful and for majority of the respondents the
training program met their needs and exoectations.However it was found that there should
be more on the job support to encourage employees to practice what they learnt. It was
glad to know that majority of the respondents rated the quality of the training program as
“good”. Overall the training program was good according to the respondents. This shows
the success of the training programs conducted earlier. The open work culture,
commitment and the co-operation among the employees remarkable adaptability to
changing banking environment have enabled Canara Bank to be a “Frontline banking
institution of global standards”
Recommendations:
BABASAB PATIL 52

55. 1) Retraining in certain areas is necessary as it improves the efficiency of the
employees.
2) Training programs to take into account the growing status of Bangalore as
software and bio-tech hub, with more and more foreigners seeking to settle
their bases who can be the customers for the bank.
3) The bank reflects the philosophy of its founders, training programs (such as
workshops, seminars for the general public) would help to attract more
youngsters to Canara bank into its fold.
My Learning:
The study was helpful in the following respects;
• To understand how exactly an organization works.
• To know how important is Training and how it increases productivity of
employees.
• To interact with people and get their views on organizational issues.
• Importance of “Human Resource” in an organization.
• To understand the need for Training evaluation.
BABASAB PATIL 53

56. Questionnaire
Name: Age:
Gender: Designation:
Qualification: Department
1) How many years of service have you completed in Canara Bank? __________
2) Have you attended any Training program earlier?
Yes No
3) Do you think the Training Program met your needs & expectations?
Yes No
4) Whether adequate training facilities were provided?
Yes No
5) Was the content of the program (course) logically organized?
Yes No
6) Whether you exchange the knowledge gained at the training center with your
colleagues at your workplace?
Yes No
7) Do you think the batch size of the program was
Just Right Too few Too many
8) Quality of the training program was
Excellent Good Average
9) In what way the training program was useful?(Tick your choice)
a) Improvement in Skills. b) Enhanced Knowledge.
c) Self Development d) Attitudinal Changes.
10) Whether the course material provided during the training was useful?
Yes No
11) Do you feel that you will be able to handle your job better after attending the
training program?
Yes No
12) What was your overall impression to the training program?
Excellent Good Satisfactory Below
average

57. 13) To what extent the Knowledge gained at the training centre is useful in your day
to day functioning?
To a great extent To some extent
No encouragement
14) Would you recommend any changes in the training programs?
Please Specify
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
_______________________________
---------Thank you---------

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

59. PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31ST
MARCH 2005

60. Schedule
For the Year ended
31.03.2005
(Rs. '000)
For the Year ended
31.03.2004
(Rs. '000)
I
INCOME
INTEREST EARNED
13
7571,96,88
7063,35,07
OTHER INCOME
14
1543,82,73
2016,48,32
TOTAL
3
9115,79,61
9079,83,39
II
EXPENDITURE
4
.
.
INTEREST EXPENDED
15
4421,49,93
4324,56,55
OPERATING EXPENSES
16
2108,97,16
1896,54,91
PROVISIONS AND
CONTINGENCIES

61. Bibliography
Books
Human Resource Mangement, V.S.P.Rao, Excel Books 2002 Edition
Human Resource Management, K.Ashwatappa, 3/e Tata McGraw-Hill Publishing
Websites
http://www.Canbankindia.com/
http://www.indiainfoline.com/
http://www.Rbi.org.in/
Database
Capitaline plus – Capital Market