To initiate & institutionalise globally competitive HR practices in the Bank in our pursuit to become a Bank of international standards and to become an employer of preferred choice;
To put in place relevant HRD strategies and use modern methodologies to undertake organizational renewal; identify and nurture talent, bring about marked changes in the mindset of employees at all levels so as to enhance HR Quality;
To create a performance-driven culture and an exciting workplace for the employees
To create a pool of entrepreneurial managers and business leaders for future;
To inculcate a strong and effective sales and service culture across levels in the organization in order to generate strong stakeholder affiliation
To create a learning organization for employees’ intellectual growth and creativity; and to re-skill the workforce to operate in digitally enabled modern core banking environment.
The Strategic HR Business Model adopted by Bank of Baroda incorporates its HR Mission and Philosophy and is focused towards attainment of long-term organizational goals.
A very strong Organizational Leadership at different levels forms the key link in the Model. These are;
- Strategic Leadership - Corporate level
- Business Leadership - Zonal & Regional level
- Operational Leadership - Business unit level i.e. branch
The two vital Human Resource sub-systems i.e. HR Planning & Management Sub-System & Competency Based HRD Sub-System shape the very crucial Performance Environment within the Bank which facilitates development of enabling capabilities of people.
Through proper developmental inputs, Positive Attitude & Right Mindset is created among people.
Through proper Communication Medium and an Organizational Culture of sharing, openness, collaboration & confrontation, autonomy etc., people in the organization are facilitated to give their best output (performance).
The Model is adequately supported by a suitable Learning Platform, which imparts proper Knowledge and enhances Learning among people (functional, behavioural etc) so that their Competence increases and their potential could be properly leveraged for greater Individual and Organizational Effectiveness.
These create proper Employee Motivation, which ultimately facilitates Goal Achievement.
People oriented Deployment, Promotion and selection policies
Bank has formulated and put in place well documented and comprehensive deployment, promotion and selection policies oriented towards identifying the best talent and providing opportunities for fast-track growth and development. Some of the prominent HR policies put in place are
- HR Resourcing policy
- Promotion policy for officers
- Transfer policy for officers
- Promotion policies for clerical and subordinate cadre
- Overseas selection policy
Talent identification & Grooming programmes
Various programmes are being run by the Bank for grooming of officers in specialised areas of Credit, Forex, Treasury / Dealing, Wealth Management, for grooming of Branch heads, etc.
Customised Leadership development programmes
PROJECT LEAP: Bank has been a forerunner in initiating customised and focussed leadership development programmes for its operational and strategic leaders. Project-LEAP (Leadership enhancement and appreciation programme) was initiated by the Bank for grooming 300 leaders of the Bank and was implemented during the period 2007-2009. It involved systematic development of identified leadership competencies after running of an individualized assessment and gap analysis on those competencies for each participant.
PROJECT UDAAN: This is a comprehensive leadership development programme initiated by the Bank covering almost 300 AGMs / DGMs and almost 1200 Branch Heads of Urban and Metro Branches.
The design of each module encompasses a field and forum approach wherein the participants are required to attend classroom sessions on various aspects of leadership and apply the acquired learning to real business situations. The classroom sessions are also designed to be very experiential with role-plays, activities, etc. reinforcing various leadership concepts in an off-site location coupled with coaching sessions in between.
HRNes (Human Resource Network for Employee Services)
"HRNes" covers the entire gamut of human resources management function in the Bank currently being performed and also includes many new sub-functions. It comprises of four broad modules encompassing different functions:
- Oracle Core HR Module, covering all current HR processes in the Bank;
- Fluous Payroll Module, - centralised payroll, payments of various benefits, perks, welfare schemes, terminal benefits, etc.;
- Employee Self-Service Module.
- Oracle Learning Management Module which includes training administration & e-learning; Various E-Learning modules are gradually being put on the system for employees to avail of and undergo these courses.
Employee performance management system
A new Performance Management system has been formulated and implemented for all officers w.e.f. 2009-10 onwards. The new system enables a holistic approach to the issue of managing performance and does not limit to only an appraisal. It starts from performance planning and Goal-setting and takes it forward into performance review discussions, feedback and development. The new system is business-linked, highly objective and fully transparent, with individuals owning and managing their own performance themselves.
Idea channels for eliciting new ideas from employees with structured rewards provisions for the best ideas.
Streamlined Induction schedule for all new joinees
Bank has put in place a well-defined and properly structured induction programme, phase-wise for different batches of directly recruited officers, campus recruitees and newly recruited clerks, which is imparted through a mix of classroom and on-the-job training.
Role-change programmes and executive development programmes
Executive Development programmes are being regularly conducted for newly promoted senior and top management people in conjunction with leading Business schools like ISB, Hyderabad, MDl, Gurgaon, National Institute of Bank Management, Pune, etc.
Role change programmes are being conducted for newly promoted employees at Bank's internal training establishments which give them inputs on behavioural issues, soft skills, team work, leadership, etc. besides ways on how to cope with the challenges of the new role better.
Grooming and Etiquettes Programmes
Grooming and etiquettes programmes are being conducted for front-line employees and also for employees selected for overseas posting in order to improve their service levels and qualitative interaction with customers and various stakeholders better.
SEED (Self efficiency and effectiveness development) programme being run for frontline staff of the Bank in order to improve their service skills and servicing efficiency.
“Immense exposure in terms of evaluating sizeable projects and client interaction so early in the career are my biggest pluses in Bank of Baroda..A very friendly culture and the freedom and learning you get here is very good especially for someone at the start of his/her career…”
- Aswin Dev, PGDM (IIM Kozhikode), Current Posting-Project Finance and Syndication
“I’ve been always in love with Finance with a sharp inclination to know more about different industries. My current profile has given me an opportunity not only to hone my Financial Analysis skills under the aegis of sharp& seasoned minds but also a wonderful exposure to different sectors. The work culture motivates one to aspire for nothing less than excellence.”
- Priti Srivastav, PGDM (IMT Ghaziabad), Wholesale Banking Department
“I think my career in the Bank has truly been crafted to order. In just over 4 years, I had the excitement of a ‘feet on street’ professional in a Region, the challenges to draw and implement retail strategies with McKinsey on a growth Strategy and Performance Transformation initiative and top it up with an overseas posting in the world’s financial capital, London.”
- Abhinav Iyer, PGDBM (BIMTECH, NCR), Current Posting-Marketing, Bank of Baroda (UK)
“I am getting a great exposure of handling leadership development projects and also got the opportunity to work in the area of HR technology implementation.”
- Vasant Raut, PGDM (BIMHRD, Pune), Current Posting-HR Department