P&SB takes ‘job fam­ily’ ap­proach to train­ing

Pro­ba­tion­ary of­fi­cers are given manda­tory three lev­els of train­ing

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Pro­ba­tion­ary of­fi­cers are given manda­tory three lev­els of train­ing

There is recog­ni­tion for the HR ini­tia­tives of Punjab & Sind Bank. The bank’s ED, Dr Fareed Ahmed, has been con­ferred with var­i­ous awards, in­clud­ing the ‘Best HR Leader in PSUs 2017’ by Asia Pa­cific Congress and ‘Pride of Delhi Award for Ex­cel­lence in HR’ by World HRD Congress, 2017. He has also been se­lected as one of the ‘100 Top Most In­flu­en­tial BFSI Lead­ers 2018’ by World CSR Day and World Sus­tain­abil­ity Congress.


The bank is known for its en­light­ened HR poli­cies and its ap­proach to staff is­sues. For ex­am­ple, it has adopted a pol­icy of equal treat­ment of all em­ploy­ees with­out any dis­crim­i­na­tion and bias on the ba­sis of caste, creed, gen­der and re­li­gion. As an em­ployer, it pro­vides uni­form op­por­tu­ni­ties to all its em­ploy­ees and fol­lows guide­lines is­sued by the govern­ment/IBA from time to time while at the same time en­sur­ing that the HR po­lices are for­mu­lated in such a way that the in­ter­ests of all its em­ploy­ees are taken care of and ini­tia­tives are made to pro­mote their well­be­ing.

Dr Fareed Ahmed says the HR poli­cies are framed con­form­ing to the high­est stan­dards of hon­est and eth­i­cal con­duct. “We be­lieve that the em­ploy­ees must con­duct and gov­ern them­selves with ethics, trans­parency and ac­count­abil­ity,” says he.


As of 30 June 2018, the bank has a staff strength of ap­prox­i­mately 10,500, with a healthy male: fe­male em­ploy­ees’ ra­tio of 72:28. “In line with in­dus­try stan­dards, our em­ploy­ees are cat­e­go­rized as of­fi­cer cadre, rep­re­sent­ing 62% of to­tal strength, cler­i­cal cadre, which is 20% of the to­tal and sub­or­di­nate staff and part-time em­ploy­ees, which is 17%,” says Fareed Ahmed.


The bank is con­tin­u­ously im­part­ing on­board­ing / in­duc­tion train­ing to all new re­cruits. Be­sides, all new pro­ba­tion­ary of­fi­cers are re­quired to un­dergo three lev­els of train­ings – ori­en­ta­tion train­ing, ad­vances at branch level and credit man­age­ment & NPA re­cov­ery. It also con­ducts reg­u­lar on­line quiz based on eLearn­ing that all the em­ploy­ees have to un­dergo as part of the con­stant up­dat­ing of skills and core banking knowl­edge.

States Fareed Ahmed: “We con­duct man­age­ment de­vel­op­ment pro­grams for the em­ploy­ees to groom them and pre­pare them for higher re­spon­si­bil­i­ties on their pro­mo­tion. We also nom­i­nate our of­fi­cers and ex­ec­u­tives for apex level train­ings in in­sti­tu­tions of re­pute like NIBM, IDRBT, CAB, etc, where they un­dergo ad­vanced pro­grams on credit, risk, trea­sury, lead­er­ship and sim­i­lar ar­eas. These train­ing pro­grams also act as a plat­form for net­work­ing and ex­po­sure to in­dus­try trends to our of­fi­cials and ex­ec­u­tives.”

He em­pha­sizes that per­for­mance as­sess­ment in the bank is un­bi­ased and trans­par­ent. There is fo­cus on pos­i­tive dis­crim­i­na­tion based on per­for­mance in re­spect of pro­mo­tions and post­ings. “We have com­pleted our pro­mo­tion process for 2018-19 and some 570 peo­ple will go to their higher lev­els in the hi­er­ar­chy,” he added.


In the pre­vail­ing sce­nario where more than 70% of em­ploy­ees be­long to age group of un­der 40 years, Punjab & Sind Bank faces a con­stant chal­lenge in the de­vel­op­ment and re­ten­tion of em­ploy­ees. Although, at­tri­tion rate in the bank is al­most at par with the in­dus­try lev­els, the bank is tak­ing var­i­ous steps to bring it down like of­fer­ing pro­grams for knowl­edge de­vel­op­ment and train­ing and re-skilling.

“We en­cour­age the staff to share their train­ing re­lated needs and con­cerns di­rectly with the depart­ment head for swift res­o­lu­tion. We have in­tro­duced the con­cept of ‘job fam­i­lies’ wherein each em­ployee is en­cour­aged to opt to work in the iden­ti­fied job fam­ily (such as credit man­age­ment, risk man­age­ment, dig­i­tal banking & an­a­lyt­ics, ac­counts & fi­nance, etc) based on their in­ter­est, pro­fes­sional qual­i­fi­ca­tions and spe­cial­iza­tions. This helps in the cre­ation of tal­ent pools in these ar­eas of spe­cial­iza­tion. Coun­sel­ing ses­sions/ exit in­ter­views are be­ing done to iden­tify the rea­sons for em­ployee’s res­ig­na­tions/ VRS,” elab­o­rates Fareed Ahmed.

Apart from the rou­tine staff wel­fare schemes, the bank has re­cently ini­ti­ated some em­ployee-ori­ented mea­sures like cel­e­brat­ing birth­days of em­ploy­ees, schol­ar­ship to chil­dren of staff mem­bers, etc. ‘UjjwalNe­tra’ in one such scheme where se­nior em­ploy­ees (age 40 and above) can get their eyes ex­am­ined and in case of prob­lems get them treated. Then there is ‘Jee­van Sa­hara’, which is a com­pre­hen­sive scheme for ap­point­ment of kin of de­ceased em­ploy­ees on com­pas­sion­ate grounds. The bank also re­im­burses part of the pre­mium for Medi­claim of re­tired em­ploy­ees.

Fareed Ahmed ex­plains how the bank ob­serves pos­i­tive dis­crim­i­na­tion based on per­for­mance in re­spect of pro­mo­tions and post­ings

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