Project Report- I

on
Human Resource Management in UCO Bank

Submitted in Partial Fulfillment of the requirement for the

Award of the Degree of
Bachelor in Business Administration (General)

Submitted To: Submitted By:

Dr. Nisha Bamel Vaishnavi Mewati

Assistant Professor BBA (Gnrl.) II-A (2nd shift)

Enrollment No.- 01221201721

BATCH 2021-2024
DEPARTMENT OF BUSINESS ADMINISTRATION

Maharaja Surajmal Institute

Recognized by UGC u/s 2(f), NAAC Accredited ‘A’ Grade
Affiliated to Guru Gobind Singh Indraprastha University, Delhi
C-4, Janakpuri, New Delhi- 110058

1
 Acknowledgement

A formal statement of acknowledgement will hardly meet the ends of justice in

the matter of expressing my deep sense of gratitude and obligation to all those
who helped me in the completion of this project report.

The past six weeks working on this project under the guidance of my Project
Leader and Guide, DR. NISHA BAMEL, has greatly influenced my way of
thinking towards facing the challenges during day-to-day development of this
project. This will help me a lot in future as I move further ahead in my
professional life in the days to come.

I express my profound sense of gratitude to my project guide BBA Faculty for

giving encouragement in taking up the project.
Secondly would also like to thank my parents and friends who helped me a lot
in finalizing this project within the limited time frame.

Vaishnavi Mewati
01221201721
BBA (General), Second Shift

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 Certificate

I, Mr./Ms. Vaishnavi Mewati, Roll No. 01221201721 certify that the Minor
Project Report (Paper Code:- 114) entitled “Human Resource Management in
UCO Bank” is done by me and it is an authentic work carried out by me. The
matter embodied in this has not been submitted earlier for the award of any
degree or diploma to the best of my knowledge and belief.

Signature of the Student

3
 Certificate

This is to certify that Project Report entitled “Human Resource Management

in UCO Bank” which is submitted by Vaishnavi Mewati in partial fulfillment
of the requirement for the award of degree Bachelor in Business
Administration (General) to Maharaja Surajmal Institute Affiliated to
Guru Gobind Singh Indraprastha University, C-4, Janakpuri, New Delhi-
110058 is a record of the candidate own work carried out by her under my
supervision. The matter embodied in this report is original and has not been
submitted for the award of any other degree.

Signature of the Guide:

Name of the Guide: Dr. Nisha Bamel
Designation: Assistant Professor

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 CHAPTER PLAN

CHAPTER
CHAPTER TITLE PAGE NO.
NO.

- Executive Summary 6

1. Introduction 7- 15

2. Conceptual Framework 16- 22

3. Analysis and Interpretation of Data 23- 32

Key Findings, Conclusions and

4. 33- 42
Recommendations

- Bibliography 43- 48

- References 49

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 EXECUTIVE SUMMARY

TITLE: “Human Resource Management in UCO Bank”

INDUSTRY: Banking Industry
COMPANY: UCO Bank
HEADQUARTERS: Kolkata
SUMMARY:
The banking sector has been undergoing a complex, but comprehensive phase
of restructuring since 1991, with a view to make it sound, efficient, and at the
same time forging its links firmly with the real sector for promotion of savings,
investment and growth. Although a complete turnaround in banking sector
performance is not expected till the completion of reforms, signs of
improvement are visible in some indicators under the CAMEL framework.
Under this bank is required to enhance capital adequacy, strengthen asset
quality, improve management, increase earnings and reduce sensitivity to
various financial risks. The almost simultaneous nature of these developments
makes it difficult to disentangle the positive impact of reform measures.

Bank plays a vital role in the economy by providing means of payment and
mobilizing resources. Bank is the most important financial institution in the
economic development of a country depends on the development of banking
sector. Today’s modern banks are not only providing traditional banking but
also expanding the many financial services. In today’s world, the life of the
people directly is within the arena of banking is not a newer concept in India as
it has started its operation since 1943 and gained popularity till now. Human
Resources may have gotten a bum rap, but it’s clearly among the most
important departments in any corporation. This department of the organisation
works with the employee and the staff and worker. This department deals with
their job planning and design, recruitment, selection, measure their job
performance and target their compensation. This report put up with three parts.
These are Chapter-1 (introduction), Chapter-2 (company profile and origin),
Chapter-3 (data analysis and interpretation) and Chapter-4(conclusion and
recommendations).

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 Chapter-1
Introduction

1.1 Abstract

This is a broad study of the various HR Practices in UCO Bank. It looks

into the practice of Recruitment, Training and Development, Performance
Appraisals, Compensation policies and Industrial Relations practices of
the bank.

Keywords:
Recruitment,
Training and Development,
Performance Appraisals,
Compensation,
Industrial Relations

1.2 Overview

HRM is an organized learning experience aimed at matching the organizational need

for career growth and development. It is a process involving series of learning
activities designed to acquire desired level of competence among employees. HRM
programs offer long term benefits to an organization. Efficient human resource
management is one of the most essential requirements for survival in this competitive
world. In this paper, an attempt has been made to test the hypothesis for
administrative skills, competitive advantage and human resource development (HRD)
policies. This study reveals that Indian bank managers have good administrative skills
for industrial competitiveness. Also, they have good administrative skills to manage
HRD policies. The policies and practices involved in carrying out the “people” or
human resource aspects of a management position, including recruiting, screening,
training, rewarding, and appraising. Human Resource Division of UCO Bank is one
of the most valuable departments with the responsibilities of staffing, training and
development, organization development, performance appraisals, rewarding, control
and maintenance etc. The Human Resource of UCO Bank is exactly well thought and
perfectly managed. As from the very first, top management beloved in empowered

7
 employees, where they refused to put their finger in every part of the pie. These
employees are not suffocated with authority but are able to grow as the organization
matures. Job description is a necessary accomplishment should have for each position
for recruiting the most suitable candidate on the basis of skill and experience required.
Still hundred percent job descriptions is not prepared or collected by the HR Division.
Human Resources Information System is must for a corporate environment like UCO
Bank. UCO Bank is going to establish a new HRIS very soon.

1.3 Objectives of the Study

1.3.1 General Objective

The general objective of the study is to gather practical knowledge regarding
banking system and operation and human resource division. The practical
orientation gives us a chance to relate the four yearlong theoretical learning of
BBA Program with the practical experience. This consists of the following:
 To study the different aspects of Human resource Management.
 To study the HRM practices and policies in banking sector.
 To compare the HRM practices and policies in public and
private sector banks.
 To understand the challenges and issues of HRM in banking
sector.
 To study the emerging trends in HRM applied by different
banks.

1.3.2 Specific Objective

To find the relation and effect of Human Resource Management with

organisation effectiveness.
 To understand the recruitment procedure adopted by the

Indian companies.
 Practices and policies adopted by Indian companies.
 To understand the HR Practices and policies adopted by Indian
Companies.
 To identify the training and development program adopted by the
Indian Companies.
 To identify compensation salary increment policy adopted by the
Indian Companies.
 To identify the present performance of an employee being appraised
through career advancement.
 To identify employee welfare scheme launch by the govt.

8
  To identify working hours of the Indian Companies.
 To provide better employee health, safety, welfare facilities as per their
standard policies.
 To understand the quality circle is beneficial for solving the problem.
 To understand the reason of employee turnover.

To find the relation and

effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
9
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
10
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.

11
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.

12
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.

13
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.

14
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.

15
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
To find the relation and
effect of Human Resources
Management with
organization
effectiveness.
1.4 Importance of the Study

The Report may help individual to have a glance of working of Government Sector in
terms of flow of authority touching the edge strictly following the statutory laws and
regulatory guidelines in single set of study.

This combination of live and research project inbuilt of the potential information and
professional working related to the Human Resource specialization in the banking sector.
More specifically, this report talks about the functionality of HRM Department of Zonal
office and the training program processed in the STC.

This report instigates the effectiveness of the training imparted to the workforce of the
Bank of Maharashtra which is backed by the Kirkpatrick model base. Hence the
conclusion drawn are certainly supported with well observatory tool, calculations and
universally adopted model of verifyg the effectiveness of training on ascertained factors
affecting the impact of inputs on the trainees. The training section has a merit of covering
all the three segment- Individuals, Branches (group) and Organization, to a certain extent,
for the analysis of the effectiveness of training programs.

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Also this is a significant approach for the ones who are about to make a forward move
towards the career in HR. This report focuses on the HR-FUNCTIONS- Compensation
and Benefit, Payroll, Leave Management and Training which itself signifies the potentials
of this respective on-the-job study.

1.5 Literature Review

1.5.1 Introduction

In every organization HRM plays a major role. As they act as a bridge

between Employer and Employee, they have critical role balancing employee and
employer needs. This article helps us to know in detailed about the researchers who
undergone some fair idea about the Human Resources Practices in India. To retain
the employees and to achieve profit in the organization well developed and well
constructed. Human resources practices should be followed in the organization. This
section deals with the literature review of Human Resources Management practices to
retain Employee Retention.

 Anupama Gupta (2010) explained the consequences of the challenges

faced by the Human resource management in context with the current
economic status and the challenges faced should be taken in
consideration. This article insists on the challenges in the short fall of
talented employees. This also emphasis on how Human resources
Management tackles the problems handled on a day to day activities. It
also suggested some important points to handle things better.

 Saini R.R. (2010) this article explains Management in United

Commercial Bank which is a case study of Chandigarh State which
elaborates HRD rules and regulations. Basically this study explains the
hurdles in the process of framing the rules and process of executing it.
This analytical study contains a sample size of 100 people and
analyzed their opinion about HRD rules and regulations. As a result of
this study is qualification plays a important role in recruitment in top,
middle and low level management. The practice of selecting right
candidate for the level of management helps the organization to
achieve more and retain employees in the organization.

 Kundu. Subhash C., Divya Malhan (2009) in their article on "Human

Resources Management Practices in Insurance Companies: The study
was made in Indian and MNC’s and explains the benefits of the
organization is generated only by Human Resources .However the
advantage of giving insurance to the Human Resources is one of the
employee benefits issued by the Human Resource Management. The
findings of the study says that both domestic and international

17
 Insurance companies have to improve more on their HR practices like
performance appraisal, HR planning and Recruitment.

 Tripathy (2008) explained that the organization have the optimum

usage of Human resources in the organization. They follow the 3 C
concept (i.e) Competencies, commitment and culture. By following
these 3 C culture in the work organization give the positive results in
the organization. This practice is considered to be the best result
earning which resulted in the increase in the financial growth.

 Singh S.K (2008) in this study he explained that for a good

organizational growth employee should maintain their involvement to
yield high productivity. Employee’s dedication helps him to achieve
his target, and increases his quality of work. Organization should also
help the employee in training him to develop his interpersonal skills.
Both Employer and Employee should equally contribute each for
individual’s growth.

 Patil, Kallinath S. (2007) The development of facility management

industry has an important place in the growth of the country. Life
Insurance Corporation is one of the major service providers in which
they provide the best service. The Transmission doesn’t come in a day.
For that, employees have put in lot of efforts to bring the service in the
field of service.

 Hemant Rao (2007) in his study he explained the changes in the role
Human Resources. There was an extraordinary change in the role of
Human resource department. They should work in the organization
such that they should treat the employees irrespective to cast, religion,
gender etc. The productivity of the company is based on the quality of
work done by the employees in the organization.

 Sharma and Jyoti (2006) in this article they have explained about the
Job Satisfaction that they finalize it the best and effective reason for an
employee in the working situation. They also explain that this
emotional factor helps the employee in the organization to yield best
results. Dissatisfaction is one of the main reasons for attrition of
employee in the organization. So, job satisfaction is the primary reason
of an employee’s carrier growth and development of an organization.

 Subramanian, V. (2005) he express that the recruitment and selection

process in the organization and selecting the right candidate for the
correct position helps employees to work in the organization in a very
positive mode. The interview process should be relevant to the job
profile so that the candidates will be interested in the job profile.

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 G.V. Chalam and L. Srinivas (2005) in his article he have made a
Human Resources Department survey across 120 branches of UCO
Bank at Andhra Pradesh, and defines the gender where he paper made
an attempt to explore the basic gender difference. He finds that the
women employees have much more concern that the male employees.
Female employees have higher attitude of respecting the organization
and Human resource department. They also have good source of
Loyalty towards Bank work.

 Maitin,T.P. (2003) In his study he explains the Human Resource

Development shows the progress of the organizational growth with
different process like recruitment and selection, payroll processing and
maintains the rules and regulations of the office. By the way of best
approach towards the employees which the in the high productive of
the employees.

 Vidya A. Salokhe (2002) in her study he explained the Human

Resource department have several processes to improve the
employee’s individual growth in the organization. It also helps the
organization to achieve more in the profit with their effective smart
work. Employees are the asset of any organization which they make
profit out of them.

 Mishra and Bhardwaj (2002) in his research he made an empirical

study on the Private companies and their nature of work in Human
resources Department. A random sample of 107 managers with
different levels like low level, middle level and top level management
are taken into consideration. A questionnaire was circulated to them to
know about the Human Resource department and analyzed. As a result
the situation present in the HRD is satisfactory.

 T.V. Rao (1999) the study in his book explains that the audit conducted
describes the methods and ideas which have to be implemented in the
Human Resource Audit. His framework helps to estimate the different
criteria like core competency, culture and value of the organization. By
evaluating the employee’s interpersonal skills, they can improve in
some of the factors which are they lacking in the system. They also
have broadminded people in the top level management which helps the
low and middle level employees to know about their concerns. So they
each and every employee in the organization helps them to achieve
more by increasing the productivity.

 Udai pareek &T.V. rao (1999) in his study he explains that the
limitations of Human Resource Department where they need to
improve in the personal growth of employee and the organization. In
his he elaborately explains about the importance of the training and

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 Development, HR Audit, Planning and Development, Organizational
Behaviors. This also gives the lots of information about the
Educational Institutes and lot of professional people.

 Venkateswaran (1997) explains in his article about how Human

resource Department helps the organization in their Financial growth.
For that he made a empirical study by collecting data from a sample of
132 executives of a private organization. This study helps to know how
the HRD works in the organization and how for employees are
benefited out of them. As a result, the HRD works in better way how
such that employees are more much comfortable in the rule and
regulations of the organizations. This also helps the organization to
maintain a good decorum.

1.5.2 Conclusion

Hence the review of literature have concrete evidences of about

Human Resources Practices in the organization. The HRM
Practices like Recruitment and selection, Training and
Development, Performance Appraisal, Rewards and Recognition,
Organization environment, Employee Engagement and
Organizational Loyalty helps the organization to achieve their
targets and goals.

1.6 Research Methodology

1.6.1 With a view to conducting a research study, what is necessary is to design the
research framework and select the appropriate research methodology. A
research design is simply a framework or a plan for a study that may be used
as a guide in collecting and analyzing data.. On the other hand, the research
methodology is a way to systematically solve the research problem.
Methodology means the underlying principles and of the organization of a
philosophical system or inquiry procedure. This thesis report plays a good role
for the research, because that gives knowledge to implementation of the
theoretical knowledge. Without adopting proper methods it is difficult to
conduct a successful research. The optimum outcome of the research depends
largely on adopting the methods suitable to the research topic in the field of
investigation.
Research methodology shows the various means of data collection for the
present study. The study is carried out by using secondary data. The present
study provides a novel way to understand HRM practices in Public sector and
private sector banks. The data of the study is obtained from the secondary
sources such as various websites, journals, magazines and banks. The study is
conceptual and the approach is analytical.

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 To prepare this report the researcher mainly depends on the experience and
secondary data. Besides this I have also used primary data. Company Insight,
advertising, catalogues of the Company brochures, books, reports etc. are the
sources of secondary data. Based on this information, I prepared this
qualitative report, because it was like having an unstructured exploratory
research methodology based on observation for providing insight of the report
topic.
1.6.2 Data Collection

Information was collected from the company in two ways. They are:

1.6.2.1 Primary Data

The primary data are those, which are collected afresh and for the first
time, and thus happen to be original in character. The data on the
required information is collected from actual persons using the
product/services. This data is more suited for the objectives of the
project.
In primary data collection, you collect the data yourself using different
methods. The key point here is that the data you collect is unique to
you and your research and, until you publish, no one else has access to
it. The method used for collecting primary data was through
observation and discussion.
The Primary data was collected through a questionnaire prepared by
me under the directions of the Branch Manager of UCO Bank and was
collected through survey method, that is, by distribution of
Questionnaire and collecting feedback. The distribution is done via
brick (paper forms) and by click (Google forms).

1.6.2.2 Secondary Data

The data which have already been collected by someone else or taken
from published or unpublished sources and which have been already
been passed through the statistical process.
The Secondary data is collected from the Training centre, referring
some Case Studies, Research papers and training-effectiveness models
using websites. Secondary data on the subject was collected from
ICFAI journals, company prospectus, company annual reports and IMF
websites. Secondary dates are collected from:

1. UCO Bank's Policy Manual: UCO Bank releases its policies manual
every year. The one I referred was released in 2009.

2. UCO BANK website: The bank has a very updated website where
all the information are of recent happenings

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 3. Other Website: I also took information from other website, some of
the websites are:
RBI Homepage (June, 2009) IL Ministry of finance (June, 2009)

1.6.3 Mode of Data Collection

The study is based on Secondary data which includes:

Secondary Data will be gathered from books and journals on
Human Resources Management, data available in different-2
companies' websites, and other HRM websites.

1.6.4 Sampling

The 'Disproportionate-stratified random Sampling' is taken as the sampling

design for this research study where various training programs plus the other
staff of PWZ and PCZ are considered as vivid strata and each program have
different number of trainees.

The Sample size for the research and analysis is 136 respondents i.e.
employees of this esteemed organisation.

The Respective Data Analysis Technique used: The data collected was
systematically compiled and represented with the use of MS-Excel, MS-Word
and Google form. The data analysis and interpretation has been done using
following certain tools:

 Bar column and line graphs.

 Pie charts and Pivot tables.
 Behavioural analysis.

1.6.5 Time Frame

The study was conducted for a period of 4 weeks

1.7 Scope of the Study

From the Organization point of view, the organization study helps the organization to
understand the efficiency of each department and the relevance of each department in
attaining the overall purpose of the organization. It helps the organization to hold each
department responsible for the activities entrusted on them. By conducting SWOT
analysis. the branch could understand its Strength. Weakness. Opportunities and

22
 Threats. By the effective usage of strengths. UCO Bank can tap the opportunities and
at the same time take necessary preventive measures to overcome weakness and
eliminate threats. As a student, I was able to have a practical knowledge and
understanding about the functioning of the organization.

Managers play an important role in the organization like decision making, allocation
of resources, direction of activities, etc. thus it is necessary for a management student
to understand and study an organization through a training program in a real industrial
set up. The outcome of the study is beneficial to the top management in order to know
the lapses in the branch. Also, the SWOT analysis helps the top management to know
the possible opportunities and threats faced by the branch. This study also helps the
stakeholders to know the position of the bank.

1.8 Limitations of the Study

 The main limitation faced was the Bank provided very limited information
about the project as most of the information required was extremely
confidential and fell outside the Bank's security policy.
 Most of the employees could not be able to spare enough time to share their
experiences.

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 Chapter-2
PROFILE OF THE ORGANISATION:
UCO BANK

UCO Bank, formerly United Commercial Bank, established in 1943 in Kolkata, is one of the
nationalised banks in India. It is under the ownership of Ministry of Finance, Government of
India[2] During FY 2020–21, its total business was ₹ 3.24 lakh crore. Based on 2020 data, it
is ranked 80 on the Fortune India 500 list. UCO Bank was ranked 1948 in Forbes Global
2000 list of year 2018.[3] As of 30 March 2017 the bank had 4,000 plus service units 49
zonal offices spread all over India. It also has two overseas branches in Singapore and Hong
Kong. UCO Bank's headquarters is on BTM Sarani, Kolkata.

2.1 How has been the journey so far for UCO Bank?

Our Bank was founded with subscribed capital of Rs 2 crore and paid-up capital of Rs 1
crore by visionary, Shri Ghanshyam Das Birla, at Kolkata on 6th January 1943. Since
inception, we have come a long way. Today we have 3,086 branches across country
including presence in Hong Kong, Singapore and a representative office in Iran.

UCO Bank, with over 23,000 employees, provide dedicated service to the nation through
active financial participation in all segments of the economy – Agriculture, Industry,
Trade & Commerce, Service Sector, Infrastructure Sector, etc., and is keeping pace with
the changing environment. We have stood at the forefront in building India and
witnessed the nation’s growth story, and will continue to do so. UCO Bank successfully
navigated difficult business environments weathering all sorts of extremes and has
emerged stronger. Global business of the bank on March 31, 2019 was Rs 3.17 lakh
crores. An instance of UCO Bank’s contribution to India’s growth story is our initiative
to take responsibility of establishing a unique and sound ‘Rupee payment mechanism’
24
 for trade with Iran. It has helped numerous exporters and importers to do business, and at
the same time helped the Government of India to stabilise Forex trade.

Due to challenging operating environment, the bank, of late, has been facing problems on
account of rising NPAs, increased provisions and falling profitability. UCOites
(employees of UCO Bank) have made a sankalp to turn around the bank this year by
making it profitable and reclaim the past glory by working as ‘+One Team’ pursuing
‘One Dream’.

2.2 Logo and motto

 The logo of UCO bank consists of a pair of clasped hands covered with an
octagonal structure. It has been coloured blue since the organisation's inception,
blue representing the Bank's national responsibility. The background has
remained yellow since the beginning as well.
 The motto UCO Bank is "Honours your Trust".
 The UCO bank Logo has resemblance to logo of leading South African Life
Insurance company Sanlam. Sanlam has tie up with Shriram Group in India who
provide Insurance to passengers travelling in Indian Railways.

2.3 The vision and mission of UCO Bank

We aspire to be known as one of the best banks in India, and in this journey, we have
placed our esteemed customers from all strata of the society at the centre while providing
a conducive environment for growth of employees and creating maximum shareholder
value. Our core values of trust, transparency and professionalism have guided us to serve
the needs and expectations of the nation holistically.

2.3.1 Vision
To emerge as the most trusted, admired and sought-after world class financial
institutions and to be the most preferred destination for every customer and investor
and a place of pride for its employees.

2.3.2 Mission
To be a top-class bank to achieve sustained growth of business and profitability, fulfil
socio-economic obligations, and achieve excellence in customer service; through
upgradation of skills of the staff and their effective participation making use of state-
of the- art technology.

25
2.4 Strengths

Country-wide presence Overseas Presence with Profitable Overseas Operations Strong

Capital Base High Proportion of Long Term Liabilities A Well Diversified Asset
Portfolio A Large and Diversified Client Base All Branches under Core Banking Solution
(CBS) Branch representation in Top 100 Centres (as per deposits) in the country

2.5 Major market competition

UCO Bank's major competitors have always been UCO Bank, Punjab National Bank,
Bank of Baroda, HDFC Bank, ICICI Bank, Axis Bank, and Bank of India. The earlier
years saw a limited presence of rivals who were mostly public sector entities. In the
recent years, the surge of private banks has broadened the spectrum. The liberalisation of
the economy may bring foreign banks, which could intensify inter-bank competition for
commercial and well-to-do retail customers.

2.6 How do you visualise Pradhan Mantri Awas Yojana (PMAY) and
Smart Cities Mission? How is UCO Bank associated with its progress?

Urbanisation has hit India’s cities hard and the present infrastructure seems inadequate to
support the citizens migrating from rural areas. Smart Cities’ mission aims to transform
the urban landscape of the country and simultaneously ensure ease of living for the
citizens. The mission, along with, ‘Housing for All’ initiative, would play a pivotal role in
the development of urban areas, which by 2030 are expected to accommodate 40% of
Indian population and contribute 75% of the total GDP. Housing being a fundamental
need, ‘Housing for All’ by 2022 is a step in the right direction with Pradhan Mantri
Aawas Yojana (PMJDY). As many as 81 lakh houses sanctioned at a total investment of
Rs. 4.83 lakh crore under PMAY – Urban is helping meet the objectives of providing a
shelter to the urban poor.
he Smart Cities with their core infrastructure facilities would draw population thereby
increasing the opportunities for MSMEs to start new ventures/enterprises. Further, with
increase in population the demand for affordable housing would also increase.

26
 “The Smart Cities with their core infrastructure facilities would draw population thereby
increasing the opportunities for MSMEs to start new ventures/enterprises. We envisage
that Smart Cities’ project will be a huge opportunity for us to finance the credit needs of
MSMEs and home buyers.”

We envisage that Smart Cities’ projects will be a huge opportunity for us to finance the
credit needs of MSMEs and home buyers, thereby being a part of these initiatives of the
Government of India.

On the technology front too, UCO Bank is a Public Financial Management System
(PFMS)-enabled banker for Solapur Smart City Development Corporation Limited, and
we do understand various needs of Smart City Corporations.

2.7 Recent technology deployments made by the bank

We believe technology is a key enabler and leveraging it, we offer enhanced customer
service while being efficient. Apart from offering CBS solutions, The bank has been
offering customized solutions as per requirement of various State Governments and these
in turn has helped the central Government to keep a track on reach of various welfare
schemes, reconcile and plug leakages.

In Odisha, UCO Bank being the State Level Bankers Committee (SLBC) Convenor, has
implemented technology solutions for online donations to Aahaar society, a flagship
program of the state government to provide hot meals to the poor and needy, at a nominal
cost, at places of public congregations.

After cyclone FANI devastated Odisha, which affected livelihood of millions, UCO Bank
was the first one to activate Banking channel through offline payment utility. UCO Bank
is ready to act as a Financial Platform Facilitator for various business requirements and
can develop solutions at the earliest possible time for different business requirements.

2.8 Structure

2.8.1 Organisational Structure

Headquartered in Kolkata, the Bank has 42 Zonal Offices spread all over India.
Branches located in a geographical area report to the Zonal Office having jurisdiction
over that area. These Zonal Offices are headed by Senior Executives ranging upto the
rank of General Manager, depending on size of business and importance of location.
The Zonal Offices report to the respective Head Office Departments headed by
General Managers/senior Deputy General Managers.

In all our promotional activities, we will be fair and reasonable in highlighting the
salient features of the schemes marketed by us. Misleading or unfair highlighting of

27
 any aspect of any scheme/service marketed by the Bank leading to unfair practice
shall not be resorted to by the Bank.

In commemorating the 50th Year of Independence of India, the Bank released a

booklet entitled "Our Commitment to Customers" incorporating the Citizens’ Charter
on services provided by the Bank.

2.8.2 Board of Directors

As of August 2021, the UCO Bank Board of Directors has six members:

 Shri Soma Shankar prasad (MD & CEO)

 Shri Ajay Vyas (Executive Director)
 Shri Ishraq Ali Khan (Executive Director)
 Dr. Sanjay Kumar (Director)
 Dr. (Smt.) Tuli Roy (Director)
 Shri K. Rajivan Nair (Director)

2.8.3 Regional management

The governance of the Bank all around the nation's respective regional areas is
managed by a network of 42 Zonal Offices present in major as well as crucial parts of
the country.

2.8.4 Training
The training of newly recruited as well as present staff is overseen by seven training
colleges around India:

 Central Staff College, Kolkata

 Regional Training Centre, Ahmedabad
 Regional Training Centre, Bhubaneswar
 Regional Training Centre, Bhopal
 Regional Training Centre, Chandigarh
 Regional Training Centre, Chennai
 Regional Training Centre, Jaipur

2.8.5 Presence
The Bank's Regional presence includes 3,078 branches and 2,564 ATMs. The near
Future will see a growth in the number of ATMs and Branches

2.8.6 International presence

Besides providing inland banking services through its vast network of branches in
India, UCO Bank has a vital presence in the financial markets outside India. UCO

28
 Bank presently has four overseas branches in two important international financial
centres in Singapore and Hong Kong.

UCO Bank has international presence for over 60 years now.

The Bank's Singapore Operations commenced from 21 April 1951 with the opening
of Singapore Main branch and subsequently Serangoon branch was opened in "Little
India" on 7 March 1959. The international linkage from Singapore is supported by a
large number of Indian branches network through Integrated Treasury Branch,
Mumbai. Other branches in India also provide international banking facilities through
Authorised Branches of the bank.

This international network is further augmented by correspondent arrangements with

leading Banks at all important world centres in various countries.

2.9 Current market position

As on 31 March 2021, government share-holding in the bank was 94.44%. For FY 2020-
21, it registered ₹167 crore net profit. Branch expansion started at a fast pace, particularly
in rural areas, and the bank achieved several unique distinctions in Priority Sector lending
and other social uplift activities. To keep pace with the developing scenario and
expansion of business, the Bank undertook an exercise in organisational restructuring in
the year 1972. This resulted in more functional specialisation, decentralisation of
administration and emphasis on development of personnel skill and attitude. Side by side,
whole hearted commitment into the government's poverty alleviation programmes
continued and the convenorship of State Level Bankers' Committee (SLBC) was
entrusted on the Bank for Odisha and Himachal Pradesh in 1983.

2.10
UCO Covid-19 Emergency Credit Line (UCECL)

With a view to provide some degree of relief to the borrowers whose operations
have been affected due to impact of lockdowns in the country triggered by
the Covid-19 pandemic, Bank has made available additional credit facilities to
eligible existing borrowers by way of ad-hoc facilities named UCO COVID-19
EMERGENCY CREDIT LINE (UCECL). This facility will help the borrowers to tide
over their temporary liquidity mismatch problems.

2.11 International Presence

Besides providing inland banking services through its vast network of branches in
India, UCO Bank has a vital presence in the financial markets outside India. UCO
Bank presently has four overseas branches in two important international financial
centres in Singapore and Hong Kong.

29
 UCO Bank has international presence for over 60 years now.

The Bank's Singapore Operations commenced from 21 April 1951 with the opening
of Singapore Main branch and subsequently Serangoon branch was opened in "Little
India" on 7 March 1959. The international linkage from Singapore is supported by a
large number of Indian branches network through Integrated Treasury Branch,
Mumbai. Other branches in India also provide international banking facilities through
Authorised Branches of the bank.

This international network is further augmented by correspondent arrangements with

leading Banks at all important world centres in various countries.

2.12 Our Commitment to Customers

In commemorating the 50th Year of Independence of India, the Bank released a booklet
entitled "Our Commitment to Customers" incorporating the Citizens’ Charter on
services provided by the Bank.

In our continuing endeavour to serve our customers better, we have considerably

extended the business hours for public transaction at the branches on all week-days.

30
 Chapter-3
CONCEPTUAL
FRAMEWORK

3.1 What is Human Resource Management?

Human resource management (HRM or HR) is the strategic approach to the effective
and efficient management of people in a company or organization such that they help
their business gain a competitive advantage. It is designed to maximize employee
performance in service of an employer's strategic objectives.
HRM can be defined as the effective management of people in an organisation. HR
management helps bridge the gap between employees' performance and the
organisation's strategic objectives. Moreover, an efficient HR management team can
give firms an edge over their competition.

3.2 Need and Importance of Human Resource Management

 To create stable labor force:

HRM programmes are needed in order to create stable, efficient, skilled and matured
manpower required by an enterprise for the present and future period.

 To update the quality of manpower:

HRM activities are needed for updating the quality of manpower as per the growing
and changing needs of an enterprise. This avoids managerial obsolescence. Even the
vacancies at higher levels can be filled in internally due to HRM programmes as they
provide training and opportunities of self-development to employees working at lower
levels.

 To develop strength for survival:

HRM programmes are necessary for survival in the present competitive marketing
environment. An enterprise can face market competition only by improving quality,
reducing costs and avoiding wastages. All this is possible through HRM.

 To face challenges of technological changes:

31
 Technological changes are taking place rapidly in every area of business. HRM
programmes are needed in order to absorb technological changes taking place with
speed. In fact, introduction of new technology, computers, automation, etc. will not be
possible unless training is provided to the manpower.

 To satisfy the demand of self-development of employees:

HRM is needed to meet the needs of employees in regard to self-development and
career development aspirations. Employees demand, training facilities, refresher
courses, promotions and transfers, career guidance, etc. for their self-development.
HRM programmes are needed to fulfill self-development and career development of
employees.

 To meet future manpower needs:

HRM is needed to meet the future manpower needs of the organization. Executives,
managers, supervisors leave the job or retire due to age factor. Competent juniors
must take their positions. HRM is needed in order to keep ready a team of competent
managers as a second line of defence.

 To facilitate expansion and diversification:

HRM activities are needed to meet the manpower requirements resulting from
expansion and diversification programmes undertaken at the enterprise level.
Attention should be given to HRM much before the introduction of expansion
programme.

 To utilize production capacity fully:

HRM is needed in order to use the available production capacity to the optimum
level. It provides skilled manpower for this purpose.

3.3 Scope of Human Resource Management

HRM is concerned with the ‘people’ dimensions of the organisations. The

organisational objectives can be best attained by acquiring human resource, develop
their skills, motivate them for high performance and ensure that they continue to
maintain their commitment and loyalty
towards the high performance.
The scope of HRM is very vast. It
covers all the activities in the working
life of an employee. The scope of
HRM is comparatively wider with
enhanced vision so far as the following
fields are concerned: -

32
 Planning
Industrial
Job Evaluation
Relation

3.4 Human Resource Management in Banking

3.4.1Employee
What is a Bank?
Welfare
Recruitment
and Selection
Activities
under
The word bank is derived from the Italian
scope of banca, which is derived from
German language and means bench. The terms bankrupt and "broke" are
HRM
similarly derived from banca rotta, which refers to an out of business bank,
having its bench physically broken. Money lenders in Northern Italy originally
did business in open areas, or big open rooms, with each lender working from
hisEmployee
own bench or table. The essential function of a bank is to provide services
Performance
Motivation
related to the storing of deposits and the extending of credit. TheAppraisal
evolution of
banking dates back to the earliest writing, and continues in the present where a
bank is a financial institution that provides banking and other financial
services. Currently the term bank is generally understood as an institution that
holds a banking license. Banking licenses are
Employee granted
Training by financial supervision
and
Compensation Development
authorities and provide rights to conduct
the most fundamental banking services
such as accepting deposits and making
loans. There are also financial institutions
that provide certain banking services
without meeting the legal definition of a
bank, a so called non-bank. Banks are a
subset of the financial services industry.
Human resource management (HRM) has
long been overlooked in the corporate sector in the country where a small
section, comprising mostly the multi-national companies was practicing the
same. With the growing realization of proper HRM in the corporate sector, it
has grown into an important activity. Now the head of HRM is an important
member of the senior teams of any thriving business. Although the idea is new
for many local businesses where entrepreneurs are at the beginning of the
learning curve yet in reality the theme is getting support from the organized
entrepreneurs. The banking sector has grown from a few institutions primarily
involved in deposit acceptance and trade finance into a complex multi-player
markets where large number of commercial banks, financial institutions and
specialized banks are operating with various products and activities.

3.5 HRM Background and Practices

The banking has become a complex activity within the financial market linked
directly and indirectly with an over-all national growth and its impact as an integral
part of regional segment of a global banking environment. Almost every bank and
financial institution is involved in various functions in a day's job and thus requires a

33
highly effective team and appropriate manpower to run the show. Corporate goals are
translated into viable realities and profits only with human element that play their due
role in achieving the desired results.

Thus, even the high automation would require proper man behind the machine to
make things happen. This idea has been realized by top management in progressive
banks. Like many other organized sectors, banking requires multi-layer manpower for
its various requirements of professionals and support staff. The range may require
reasonably educated security guards on the one end and a highly educated and trained
professional as head of corporate finance at the other. With liberalization of activities
within the banking sector, for example, more emphasis on consumer and house
finance and personal loans, etc. banking has turned itself into a more market-based
business where banks have expanded their reach more to customers' door steps in a
big way making banking more practical. This has further highlighted the need for
proper deployment of man-power to run banks efficiently. For many years, HRM
banks like other institutions have been handling this sensitive activity through
respective personnel departments. This means human resources were managed like
other physical assets, e.g., pieces of furniture, calculators, equipment and appliances.

Personnel departments were primarily engaged in approval of leaves, handling of staff

loans, issuance of show cause, conducting disciplinary enquiries and termination from
service. Recruitment was a routine function and was done in a mechanical way to hire
people with specific educational background irrespective of their real value to the
institution.

Success stories of large banking companies have been evident of the fact that HRM is
quite different from management of physical assets. Human brain has its own peculiar
chemistry. Its strong sensory and decision-making capacity has to be greatly
emphasized by the employers. The work force constituting all levels of employees is
constantly thinking in many dimensions.

On the one hand it is the assigned duty and task they are to perform and for which
they are paid by their employer, on the other they think of their long run goals and
objectives.

By no means, their brains can be controlled to think beyond the current situation of
employment. Managing this educated, skillful and trustworthy work force is not an
easy job. A few of the current challenges faced by the banking industry in terms of
human resource management may be the following:
 To make the Indian Banking System stronger, efficient and low-cost, the
creation of fundamentals must include in the bank‘s operations, strategies and
processes: strengthening the prudential norms and market discipline; adoption
of international benchmarks; management of organizational change and
consolidation within the financial system; upgrading the technological
infrastructure of the financial system; and human resource development as the
catalyst of the transformation (2002).

34
  The Human Resource field in the Banking Industry is considered as one of the
process of discovery and transformation. The field of Human Resource can be
described as emergent and dynamic within the cultural business aspect in a
Banking Industry. The success of today’s banking business will sparsely
depends on the human resources of the organization, in which plays a crucial
role in providing the services needed.
 The evolution of banking system in India affected the human resource
practices, recruitment and selection practices, and training system. It is very
important that the details of human resource are discussed along with the
employees, to build their own career planning, perceptions and development.
 The primary strength of the industry is the human resource that is why the
efforts to develop the skills and management are the main subject placed
before the human resource. A major challenge for many banks will be to
develop the special competencies and skills for credit appraisal and risk
management. Putting the information technology is a key contributed in
human resource development. Therefore, the HR model of the future will
require professionals to be both driving and anticipating change,
understanding the complexities of the new business environment and forces
shaping it.

3.6 HR Practices and

Methods

Human Resource
Management is not a
different arena. It is an
orientation of HRM
practices in a different way.
Most of the HRM terminologies are also related to HRM terminologies. Important
HRM terminologies are given below:

 Discipline
Discipline is a condition in the organization when employees conduct themselves
in accordance with the organization’s rules and standards of acceptable behavior.

 Human Capital
Knowledge kills & abilities of the employees are considered as human assets.

 Job analysis
A Job analysis is a systematic exploration of the activities within a job. It is a
technical procedure used to define duties, responsibilities and accountabilities of a
job. There are two products of a job analysis program. a) Job description & b) Job
specification.

 Job description

35
 A list of a job’s duties, responsibilities, reporting relationships, working
conditions and supervisory responsibilities.

 Job specification
A list of a job’s “human requirements”, that is the requisite education, skills,
personality, and so on.

 Job evaluation
Job evaluation is the process of using job analysis information in establishing a
compensation system.

 Job enrichment
Job enrichment is a process of allowing employees to do more planning and
controlling of their work.

 Recruitment
Recruitment is the process of discovering potential job candidates. Recruiting is
the discovering of potential applicants for actual or anticipated organizational
vacancies. It involves searching and souring for viable job candidates.

 Selection
Selection is a process of hiring suitable people for job. Right man for right job is
the main goal of selection. The selection process involves many steps such as
preliminary reception of application, interviewing, test, medical test, references
and final decision of hiring.

 Orientation
Orientation is a process of getting new employees acquainted with the
organization, its culture, rules and regulation, objectives and supervisors and other
employees. It is the act of introducing new employees to organization and their
work units. It is important because it helps new employee to adapt with new
situation.

 Training & Development

Training is a continual process of helping employees to perform at a high level. It
is a process of acquiring new skills to do job properly. Training changes and
modifies employee attitudes and behaviors that will improve his ability to perform
on the job. To be effective, a training program must accomplish a number of
objectives. First, it must be based on both organizational and individual needs.
Second, the objectives of training should spell out what problems will be solved.
Third, all training should be based on sound theories of learning. Finally, a
training program must be evaluated to determine whether it is working.

 Motivation

36
 Motivation is set of forces that cause people behave in a certain way. On any
given day, an employee may choose to work as hard as possible at a job, to work
just hard enough to avoid a reprimand or to do as little as possible.

 Performance appraisal
Performance appraisal is a formal assessment of how well employees are
performing their jobs.

 Placement
Placement is the assignment or reassignment of duties to employee. It may take
different forms such as promotion, transfer, demotion, and termination.

 Compensation
Compensation is the reward or price for labour. The goal of compensation
administration are to design the lowest-cost pay structure that will attract,
motivate and retain competent employees, and that also will be perceived as fair
by these employees.

 Demotion
If suspension has not been effective and management wants to strongly avoid
dismissing the problem employee, demotion may be an alternative. A demotion is
a constant punishment to the demoted employee and hence has broad motivation
implications.

 Suspension
A period of time off from work as a result of a disciplinary process.

3.7 HR Practices in UCO Bank

a. Recruitment:
Source of recruitment: Recruitment is done through several processes. UCO
bank has outsourced it's recruitments to IBPS [Institute of Banking Personnel
Selection]. IBPS conducts different aptitude tests for different posts
throughout the year. Students with minimum cut offs are selected for further
processes and given the calls for interview. According to the requirements of
UCO Bank, students are selected for interview process.

i) Recruitment procedure:
Recruitment only comprises of tests and interviews. [No GD]

ii) Promotion policies:

Internal Promotions are done only for the upper most positions.

iii) Ratio of the Candidates:

As per company’s requirements.

37
 iv) Attrition rate for the company:
Maximum 5%. Induction program details: Induction program is given
for 15 days before joining the Bank.

b. Training & Development

- How is it done:
Training is done through dedicated training centres.

- Whether there is training centre:

Training is done by seven training colleges around India:
o Central Staff College, [Kolkata]
o Regional Training Centre. [Ahmedabad]
o Regional Training Centre, [Bhubaneswar]
o Regional Training Centre, [Bhopal]
o Regional Training Centre, [Chandigarh]
o Regional Training Centre, [Chennai]
o Regional Training Centre, [Jaipur]

- Training & development policies for new & existing employees:

Training & development is important and is being imparted for all stages
of employee's career.

- What are the contents?

(Technical, managerial or both): Both

- How they identify training needs?

Feedback from the employees and their controllers.

- Does the company measure training effectiveness?

Yes.

- Evaluation of training & development (criteria) and how it's utilized:

Test. feedback sheet on effectiveness of a program.

- Presence of career development programs:

Yes, but exclusively for promotion.

- SC/ST/OBC employees are imparted training.

c. Compensation:
- Benefits given by company (health, insurance etc.):
LIC. Medi-claim insurance, paid holidays etc.

38
 - Compensation strategy (paying at market rate / above/below):
Paid at market rate.

- Issues related to compensation:

Compensation package is decided at industry level after negotiation
between union and management.

- How jobs are graded? (Levels & groups):

Levels

- Basis of increments, incentives. (Time, target, OCB): Timely

increments, voluntary benefits are given.

d. Performance appraisal:
- At what interval it is done:
Annually

- Who is the appraiser?

The Controller

- Do they give feedbacks or not? How that feedback is used further?:

Yes, employees can see their appraisal report Training for PMS is given or
not? The performance of all employees is monitored by the Branch
Manager and if required additional training is given.

e. Workforce diversity:
- Diverse or not? (On various bases like demography):
Very diverse. Demographically, depending upon the social and educational
background.

- Policy regarding sexual harassment. (Whether there is committee for

that or not?):
Yes, Committee is there for policies regarding sexual harassments.

f. Industrial Relations:
- Types of IR issues they have: Service conditions are well defined. Any
violation at any level is taken up at appropriate level between the
managements and unions.

- Does a harmonious relation exist?: Normally yes.

- Quality council: Quality circle at all level exists.

- Employee participation programs if any: Employees are encouraged.

39
- Dispute handling mechanisms: Industrial meetings are held periodically.

- Maternity benefit: Maternity leaves are allowed.

- Minimum wages: Government regulations and rules are followed.

- Company response to safety and health issues: Any accident while on

duty is taken care of fully.

- Safety measures in company: N/A

40
 Chapter-4
ANALYSIS AND
INTERPRETATION OF DATA

4.1 SWOT Analysis

A SWOT analysis is a strategic planning method used to evaluate the strengths, weaknesses,
opportunities and threats involved in a project or a business venture. A good SWOT analysis
can help you reach your online marketing goals or kick your business start-up into high gear.

 Strengths of UCO Bank

41
 A company-specific feature that brings the benefits of gaining more market share,
attracting more customers, and maximizing profits are called its strength.

 Commercial Bank:
Biggest strength of UCO Bank is that it is a commercial bank with a 94.44%
stake being held by the government. The government, a major stakeholder in a
bank is indeed a plus point as it acts as a regulator, is free from fraud, and is
more people-oriented.

 One of the Oldest:

Presence of 79 years makes it one of the oldest in the market and it also
establishes a kind of trust for its clients.

 Country-wide Presence:
It has more than 4000 service units and 2,564 ATMs spread all over India
hence providing facilities in almost every part of the country.

 Overseas Presence:
It is present in some of the international locations for the last 60+ years like
Singapore and Hongkong and is carrying out profitable overseas operations.
This international network is further augmented by correspondent
arrangements with leading banks.

 Innovative:
UCO Bank provides every service to their customers from e-banking to loan
facilities to everything. Online Telebanking facilities are available to all its
core customers and individuals as well as corporate.

 Bonus Tip:
UCO offers online services like UPI app for easing the transaction process, net
banking services, M-Banking Plus app for credit card users. Digitalisation has
benefited customers with a cashless and hassle-free experience while banking.
So, isn’t investing in learning digital marketing skills worth the investment? If
you think yes, then there are several short-term courses by IIDE that will help
you learn digital marketing and grasp the knowledge to grow your business or
your career.

 Long Term Liabilities:

It has a high proportion of long term liabilities. For the banks, the longer the
liability, the more it is beneficial. Apart from this, it has a well-diversified
asset portfolio with a large and diversified client base of more than 25.8
million.

 Weaknesses of UCO Bank

42
 Weaknesses are areas of a business that need to be changed, improved or removed for
the betterment of the company. UCO Bank’s major flaws are as follows:

 Lack of International Presence:

Being a commercial bank is more concentric to India in comparison to other
private banks so it needs to build an international presence to survive in the
long run.

 Decreasing Revenue:
Although it has a good client base it is slowly losing its market share as the
interest earned count is on a decreasing scale. It should soon come up with
more revenue models to increase its revenue and to become profitable in the
long run.

 Highly Loss-making:
Although it has shown a profit in the year 2020-21 it has been in heavy losses
in its past 7-8 years. It should work harder to be profitable in the long run.

 Weak Internet Banking:

In comparison to other banks, it has a very slow and unorganized banking
system. It needs to spend more on making its IT infrastructure stronger.

 Lesser Retail Banking:

In comparison to other banks, it has lesser retail banking. It is not able to
compete against the competition provided by private sector banks, due to
competitor’s good service their customer base is shifting towards private
banks.

 Depleted Infrastructure:
The infrastructure of its branches is very old and depleted. Along with IT
infrastructure it also needs to spend on its building infrastructure as other
banks have a well-acquainted infrastructure.

 Opportunities for UCO Bank

Opportunities as the name itself suggest, are the pointers that show prospects of a
particular thing. Opportunities in the case of UCO Bank are:

 Rapid Economic Expansion:

This allows UCO Banks to expand into the US market as the US economy is
recovering faster than any other developed economy. UCO Bank already has
the necessary expertise to do business in the highly competitive US market.

 Customer Preferences are Changing Rapidly:

With increasing disposable income, easy access to information, and the rapid
acceptance of technical products, today’s customers are experimenting/trying

43
 new products in the market. UCO Bank needs to carefully monitor a wide
range of trends in the broader financial sector and the growing banking
industry.

 Tighter Government Regulation:

These regulations make it more difficult for disorganized stakeholders to enter
the local banking industry. This allows UCO Banks to expand their customer
base.

 Opportunities in the Online Sector:

As the acceptance of online services increases among customers, UCO Bank
can also offer new offers to customers in the regional banking industry.

 Threats to UCO Bank

Threats as the name itself suggests are the pointers that indicate possible problems
that a company can face in the future. Threats in the case of UCO Bank are:

 Competitive Pressures: As the new product launch cycles are reducing in the
financial industry. It has put additional competitive pressures on players such
as UCO Bank. Given the large customer base, UCO Bank can’t respond
quickly to the needs of the niche markets that disruptors are focusing on.
 Rising Private Sector Banks:
Private sector banks are developing novel investment packages and thereby
gaining market share among retail consumers.

 Economic Crisis:
As a result of the economic crisis, clients are not saving money in banks,
reducing bank liquidity and making it difficult to operate efficiently.

 Changing Policies:
Banking policies are governed by Reserve Bank of India (RBI) laws and
regulations, therefore any changes made by the RBI have a direct impact on
the bank’s operations.

 High Competition:
The primary competitors are Bank of Baroda, Canara Bank, Bank of India,
Central Bank, Indian Overseas bank which are performing well.

 Online Banks:
Loans are provided online by private banks which pose a threat to the UCO
Bank.

 Tech-Platforms:

44
 New-age technology like payment wallets are affecting the business of the
bank.

 Talent Retention:
Developing and retaining key executives can be difficult as multiple new
banks, fintech companies, and existing banks are competing for the same
talent pool.

 Conclusion

To sum up, UBI has a huge mass of incredibly innovative services providing enough
options. The company has the advantage of the brand trust of thousands in India. It
has been updated with technology although not the most advanced but not behind as
well; however, UBI should start focusing on the creative advertisement to attract more
inventors in India as well as internationally.

With a huge increase in the service industry. There is a very high competition where
marketing plays a crucial role-taking advantage of technology not merely in this
industry in which every other company is focusing on digital marketing to rise ahead
of each other.

45
4.2 PESTEL Analysis
PESTEL Analysis is a strategic management tool that UCO Bank managers can use to
make better decisions. PESTEL stands for – Political, Social, Economic,
Technological, Environmental and Legal factors that impact the macro environment
of the organization that it operates in.
UCO Bank operates in a dynamic environment where it is influenced by –
government decisions, technological changes, increasing regulatory framework for
environmental factors, increasing environmental activism among consumers,
regulatory framework, consumer spending behaviour, collective social trends, and
ever evolving legal system.

 Political Factors

 Other stakeholders such as non-government organizations, protest &

pressure groups, activist movements play critical role in policy making in
India. UCO Bank should closely collaborate with these organizations so that it
can contribute better to the community goals as well as with corporate goals.

 Government of India has come under increasing global pressures to adhere

to World Trade Organization’s regulations on Regional Banks industry.

 Political stability in the existing markets –

UCO Bank operates in numerous countries so it has to make policies each
country based on the Regional Banks industry specific requirements. Given
the recent rise in populism across the world I believe that India can see similar
trends and may lead to greater instability in the India market.

 Government resource allocation and time scale –

The India new government policies can improve the investment sentiment in
the Financial sector. Given the wider acceptance of the suggested policies
among population, it is safe to assume that the time scale of these policies will
be longer the mandated term of the present India government.

 Taxation policies –
Over the last two decades UCO Bank has benefitted from lower taxation
policies throughout the western hemisphere. It has resulted in high profits and
increasing spending in the research and development. The increasing
inequality in India can lead to changes in the taxation policies. Secondly local
governments are also looking into Regional Banks specific taxation policies to
contain the carbon footprint of the Financial Sector.

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  Armed Conflict –
There are no imminent threats to India from the disruption in the business
environment because of military policies, terrorist threats and other political
instability. UCO Bank has experience of handling operations in difficult
circumstances.

 Economic Factors
Economic factors includes – labour market conditions , taxation rate, consumer
disposable income, economic performance of country name, the stage of economy of
country name, inflation rate, exchange rate, interest rate etc.

 Skill level of workforce in India market – The skill level of human resources
in India is moderate to high in the Financial sector. UCO Bank can leverage it
to not only improve services in India but also can leverage the skilled
workforce to create global opportunities.

 - Efficiency of financial markets in India – UCO Bank can access vibrant
financial markets and easy availability of liquidity in the equity market of
India to expand further globally.

 - Downward pressure on consumer spending – Even though the consumer
disposable income has remain stable, the growing inequality in the society will
negatively impact consumer sentiment and thus impact consumer spending
behavior.

 - Government intervention in the Financial sector and in particular Regional
Banks industry can impact the fortunes of the UCO Bank in the India.

 - Economic Performance of India – I believe the economic performance of
India in the near future 5-10 years will remain stable given – government
expenditure, stable demand because of disposable income, and increasing
investment into new industries.

 - Increasing liberalization of trade policy of India can help UCO Bank to
invest further into the regions which are so far offlimits to the firm.

 Social Factors
Each society and culture have its own way of doing business. These social factors can
not only help companies like company name to better understand the way of doing
business but also in understanding the customer preferences in Financial Sector of
country name. Social factors include – societal roles and norms, acceptance of
entrepreneurial spirit, culture, health & safety attitudes, gender roles, demographics,
traditions, attitude towards certain products and services, and leisure interests.

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  Gender roles –
The gender roles are evolving in India. UCO Bank can test various concepts to
cater to and support these evolving gender roles in India society.

 Demographics –
For the Financial products, UCO Bank has demographics on its side. India is a
young country and growing. UCO Bank can use this trend to cater to various
segments of the population.

 Attitude towards health and safety –

With increasing liberalisation the attitude towards health and safety are getting
lax. UCO Bank needs to stay away from these attitudes as the cost of failure is
too high in India.

 Media-
Media outlets play a critical role in influencing the public opinion in India.
Both traditional media and social media are rapidly growing in India. UCO
Bank can leverage this trend to better market and position its products.

 Leisure interests –
The customers in the India are giving higher preferences to experiential
products rather than traditional value proposition in Financial sector. UCO
Bank can leverage this trend to build products that provide enhanced customer
experience.

 Power structure –
There is an increasing trend of income inequality in India. This has altered the
power structure that has been persistent in the society for over last 6-7
decades.

 Technological Factors
Technology is fast disrupting various industries and Financial is no different. There
are numerous ways technological factors are impacting the UCO Bank & Regional
Banks in India. Some of the technological factors are – population access to
technology, access to greater information, supply chain disruption because of
technology, innovation in customer services, rate of technology driven change, access
to mobile phones driving empowerment, innovation in product offerings etc.

 Latest technology-based innovations implemented by competitors of UCO

Bank – This can provide a good insight into what the competitors are thinking
and where Regional Banks business model future is.

 Developments and dissemination of mobile technology has transformed

customer expectations in the Financial Sector. UCO Bank has to not only meet
and manage these expectations but also have to innovate to stay ahead of the
competition.

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  Technological innovation is fast disrupting the supply chain as it is providing
greater access to information to not only supply chain partners but also to
wider players in the Financial Industry.

 Research and development investment at both macro level and micro level
in India. If there is an environment of creative disruption and both government
and private players are spending resources on developing new solutions.

 Intellectual property rights and patents protection – If India have higher

safeguards for IPR and other intellectual property rights then more and more
players are likely to invest into research and development.

 Empowerment of supply chain partners – Technology has shortened the

product life cycle and it has enabled suppliers to quickly develop new
products. This has put pressure on UCO Bank marketing department to keep
the suppliers happy by promoting diverse range of products. It has added to
the cost of operations of the UCO Bank.

 Legal Factors
Legal plays an important role in the development of Regional Banks sector in any
economy. UCO Bank management has to consider following legal factors before
entering international market – time taken to deliver justice, data protection laws,
biasedness toward home players, discrimination laws, copyrights law, system of
justice, intellectual property rights protection etc.

 Legal protection-
Legal protection of intellectual property, patents, copyrights, and other IPR
rights in India. How UCO Bank will be impacted if there are not enough
protection.

 Environment Laws and guides –

The level of environmental laws in the India and what UCO Bank needs to do
to meet those laws and regulations.

 Business Laws –
The business laws procedure that India follows. Are these norms consistent
with international institutions such as World Trading Organization, European
Union etc.

 Data protection laws –

Over the last decade data protection has emerged as critical part of not only
privacy issues but also intellectual property rights. UCO Bank has to consider
whether India have a robust mechanism to protect against data breaches or not.

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  Time taken for business cases in court –
Some countries even though follow international norms but the time for
resolution often run-in years. UCO Bank has to carefully consider average
time of specific cases before entering an international market.

 Employment law-
Employment law in the India and how they are impacting the business model
of the Regional Banks. Can these conditions be replicated or bettered in
international market?

4.3 Training and Development Function in Banking Sector

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 Chapter-5
KEY FINDINGS, CONCLUSIONS AND
RECOMMENDATIONS

5.1 OBSERVATIONS
Besides strictly following above action plan, instructions and learnings gained following are
some of the observations were made by me, during these two-month tenure:
 The organization strictly follows the regulatory framework and statutory laws and
implements accordingly.

 All the procedures are carried here under strict guidelines of HR-Policies and
circulars for various HR- functions.

 The bonus is given to all the eligible employees with a monthly pay between 7000
to 21000 INR. Increments are given taking the Pay scale and year of stagnation
into consideration.

 To maintain timely various payments and management of records of employees,

HO controls the time management and data recordings through opening and
closing dates for activations of the individual heads of the functions.

 Seven months of sanctioning the allowances were backlog due to employee

shortage. Shortage of Manpower with special reference to H.RM Department is
evident from the fact. In order to overcome this, more people can be recruited.

 The HRM Department keeps every single record of activities in paper format also,
to maintain the statutory orders and proofs.

 The work environment in this organization is very favourable for everyone

irrespective of the age factor. Staffs of both PWZ and PCZ are ready to help kind
of people.

 The final signature on the sanctioning the various allowances, is of the senior
manager of the H.R.M Dept. or Deputy Zonal Manager of PWZ depending upon
the type of allowances.

 All the queries of the employees of different branches coming under this zone are
taken as the priority work of this department.

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  Senior Heads of PWZ are very encouraging towards their junior management and
problem solvers for the public (customers).

 In PWZ, the number of senior employees is comparatively more in respect to age

factor. Irrespective of the branches, staff training center or Head Offices, all the
communications within the organization takes place in Bilingual Language.

 The employees' birthday small celebration by all the employees of both the offices
with special greetings of the zonal head used to takes place. It used to refresh the
employees mood at the workplace.

 The employees are sent on 'Deputations' to manage the workings of the required
branch of the PWZ, on ascertained reasons and days of delegating duties therein.

5.2 Key Findings

 Mostly all the UCO Bank Employees are well aware of the role and importance of
the training They are self-motivated to attend such training program as it will
result in their skill enhancement & improving their interpersonal skill.

 Corporate HR, UCO Bank, time to time training is provided to all the Employees
and it is continuous process.

 Two types of training are provided to the Employees by UCO Bank -induction
training and soft skill development training.

 Questionnaire is the most popular mean of evaluating the training program in

UCO Bank.

 Most of the Employees feel that interview is the most appropriate method of
evaluating the training program.

 Post training evaluation focus on result rather than on the effort expended in
conducting the training and it worth the time, money and effort.

 Most of the participants are benefitted by giving feedback after attended the
training. It motivated them to do better, helped them to increase their job
performance and is an aid to future planning.

 In UCO Bank, post training evaluation is used to identify the effectiveness and
valuation of training program, to identify the ROI (Return On Investment), to
identify the need of retraining and to provide the points to improve the training.

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5.3 Conclusion
 Today, banks focus on designing programs and process and services to attract, develop
and retain top talent. Utilizing the latest technologies HR team has launched sophisticated
online systems that provide the employees with details on benefits, compensation, special
programs and internal job opportunities. As a global employee population continues to
grow, these cutting-edge activities are increasingly important to the deliver world-class
HR solution.

 The core function of HRD in the banking industry is to facilitate performance

improvement, measured not only in terms of financial indicators of operational efficiency,
but also in terms of the quality of financial services provided. Factors like skills, attitudes
and knowledge of the human capital play a crucial role in determining the
competitiveness of the financial sector. The quality of human resources indicates the
ability of banks to deliver value to customers. Capital and technology are replicable but
not the human capital which needs to be valued as a highly valuable resource for
achieving that competitive edge. The primary emphasis needs to be on integrating human
resource management strategies with the business strategy. HRM strategies include
managing change, creating commitment, achieving flexibility and improving teamwork.
The other processes representing the overt aspects of HRM are recruitment, placement
and performance management.

 Current Challenges Faced By Banks In HRM

- Effective work force:
A time-consuming & hectic job is to hunt the right talent. Higher the
professional value of the vacancy, tougher is the search. Identifying the
right stuff followed by negotiation is the element which makes the job
tough for the employer. Banks are keenly interested to fill up two types of
breeds of professionals. Ones who are outstanding professionals with high
job hopping attitude—these are those who come in-work for some tome &
then leave for better prospects. Others are those who are keenly picked-up,
trained & are somehow retained to be developed as future management
within the bank.

Management trainees are a growing popular phenomenon where freshly

qualified business graduates are engaged by banks & a certain percentage
of these well-equipped professionals stay back within the organization to
grow into the footsteps of senior managers.

Banking jobs being apparently lucrative for many attract a large number of
candidates against advertised vacancies in media creating a large database
management problem.

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 This has been facilitated by specialized hiring agencies who may take up
the job of hiring in case of large number of vacancies.

- Right People
The most difficult agenda of HRM across the banking sector is to retain
the right people. Sudden growth of retail banking & other services has put
pressure on HR Managers in banks to engage more professionals within
shorter span of time thereby attracting manpower in other banks on
attractive packages has made the job market very competing. A bank in a
normal course invests time & money to hire & train the appropriate
workforce for its own operations. This readymade force is often identified
& subsequently picked-up on better terms by others.

- Compensation
How much to pay the right employee & how much to the outstanding
performer. Banks have traditionally followed pay scales with
predetermined increments, salary slabs, bonuses & time-based fringe
benefits like car & house advance, gratuity, pensions, etc. The situation is
not the same anymore. An increment of Rs.500-800 per annum is no more
a source of attraction for a professional anymore. A basic pay with
traditional formulas of linkage with medical & other facilities has no
soothing today.

A promise of future growth, learning culture & corporate loyalty is out of

dictionary & does not mean anything to this energetic & competent
performer today. A waiting period of 3-4 years in each cadre haunts the
incumbents who strongly believe in immediate compensation.

A freshly hired professional requires a brand new car or car loan n

resuming office quite contrary to his previous breed of bankers who would
wait for the job seniority to qualify for a car loan.

- Job Satisfaction
Everybody in the bank wants to work in the preferential department,
preferential location, city of his own choice & boss of his liking. An
administrative deviation from any of these results in lowered job
satisfaction. Although hiring is normally based on regional requirement
matching the area of activity with that of employee‘s nativity yet other
elements like appointment in the department of choice & preference makes
the job of HR manager quite challenging.

What the HR manager cannot afford is the dissatisfied employee who not
only disrupts the smooth working him, but also spreads the negativity to
others by his de-motivated attitude.

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 - Morale Boosting
What has long been overlooked is the morale boosting of the employees by
the organizations. Human beings even if satisfied of material wellbeing
need to be appraised & encouraged constantly.

Smart banks have realized this need & have taken steps to keep their work
force motivated through proper encouragement like man of the mouth
awards, repeat get-togethers, conferences, sports events, dinners, company
sponsored travel, reunions, etc. This is the way employees create a feeling
of belongingness.

5.4 Suggestions & Recommendations

  The management must commit itself to allocate major resources and

 adequate time to training.
  Ensure that training contribute to competitive strategies of the firm.
 Different strategies need different HR skill for implementation. Let
 training help employees at all levels acquire the needed skill.
  Ensure that a comprehensive and systematic approach to training
 exists, and training and retraining are done at all levels on a
 continuous and on-going basis.
  Ensure that there is proper linkage among organizational, operational
 and individual training needs.
  Skill based training (product/process training) should also be
 provided.
  Besides questionnaire other methods of post training evaluation
 should also be used like interviews, self-diaries, observation and
 supplement test.
  The evaluation procedure must be implemented concerning trainer,
 trainee and subject.
  Post training feedback has to be continuous and should also be taken
 from line manager/superior & from peers to find out the effectiveness
 and valuation of training.

5.4 Key Learnings & Suggestion

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 Key Learning
This On-The-Job learning experience was opportunity to test drive a career in Human
Resource. It was a chance to see what it would really be like to work in this service
industry.

 Helped in understanding the concept of work-life balance. In working life, one

have to manage to get the given assignments done else bear the unexpected
reactions.
 Also it provided tools like implementation of domain knowledge, HRIS
handling, conceptual comprehension of responding to all the employees
irrespective of how much loads of work one is dealing with.
 Learned the significance of networking with peers and seniors as well as the
importance of functioning of across teams. It included asking for their
knowledge and advices.
 Understood the efforts taken by training dept, made to let the inputs reach out
to maximum employees.
 Also how well the senior employees responded to the queries of other
employees and outsiders was something one must adopt as a professional.
 Concept of employee involvement was demonstrated by the fact that an
employee(s) can only be highlighted when one does something beyond the
expectations or any problems one solves and deliver the work with quality
meeting the deadlines. This eventually satisfies and raises ones value to the
company.

 Suggestion
The key findings may help the organization to make the trainings more effective. The
additional information is considerably potential information it could use to draw
certain conclusions towards its inputs for the workforce.

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 BIBLIOGRAPHY

 www.google.com
 www.ucobank.com
 www.wikipedia.org
 www.thehindu.com
 www.embapro.com
 www.iide.co
 www.economicsdiscussion.net
 www.egov.eletsonline.com
 www.bankbazar.com
 www.economictimes.indiatimes.com
 www.rbi.org.in

REFERENCES

Ms. Aarti Mewati, Branch Manager, UCO Bank, New Delhi, Delhi

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