Advisory Board:Mr. Sivakumar G.,Executive Vice President (Credit)Mr. John Thomas,Country Head, Business DevelopmentMr. Paul V.L.,SGM (Admin)

Editorial Board:Mr. Ajit C. Jacob,Dy. GM (CRD)Mr. Peter A. D.,Dy. GM & Principal, SIBSTC, ThrissurMr. M. T. Jose,Dy. GM (Personnel)Mr. Biju E. Punnachalil,Dy. GM (IRMD)Mr. Francy Jos E.,AGM (CCO)Mr. Nanda Kumar C.,Manager, STCMrs. Sherin Thomas,Clerk, HO Inspection & Vigilance

Objectives:

To instil in the bank staff a sense of belonging and involvement in the bank’s affairsTo appreciate and applaud the individual achievements of our members of staffTo act as a communication medium between management and the staffTo increase the professional competence of our bank staff

Corporate Family Magazine of

South Indian Bank

Publisher:Mr. Thomas Joseph K.Executive Vice President (Operations)

EditorMrs. Beena Davis,CM, Staff Training College

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Layout, Typeset & PrintingLumiere Printing WorksThrissur 680 020

Inside

Message

ArticlesHR Initiatives in South Indian Bank Paul V.L.Human Capital: Exploring new dimensions M.T. JoseTraining & Development – Focused to Banking Industry Nanda Kumar C.HR Manager Yesterday, Today and Tomorrow Baboo AntoImportance of Best HR Practices and Policies in Banks C. J. DavisEmotional Intelligence – Managing Emotions Arun ChandranStrategic HRM- Linking HR Policy with Business Strategy Sandeep SinghHR : A Dynamic Organ of the Banking System & Its Initiatives Animita ChakrabartyISO 9001:2015- The Dawn of a New Era Grace Rebeca VergheseFirst Token Linto Abraham

Regular Features

90th Annual General Meeting of our Bank. The Chairman, MD&CEO, Board of Directors, Executive Vice Presidents and other Executives are seen.

MD & CEO Message ....

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“

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Dear SIBians,

Human Resources constitute the priceless asset of anyorganization. Banks lay substantial emphasis on HRprocesses since these have a major role to play in buildingthe right skills and developing the right manpower. It ishighly important that Human Capital is nurtured andsupported by appropriate Human Resource initiatives. TheHRM Team in Banks must focus on adding value to thestrategic utilization of employees and ensure a conducivework environment. Successful HR Management requiresclear and transparent objectives and strategy. To developand groom the required manpower, an effective andefficient Human Resource Policy is needed covering everyaspect of Recruitment, Training, Promotion, Incentives,Transfers and Retirement.

Our Bank has a robust HR policy which ensures thatopportunity is provided for career growth of theemployees. Potential is recognized and performance isrewarded. We also place strong emphasis on theimportance of ethics in the organization. The Bank owesits continued success to the dedication, commitment andperformance of more than 8000 Sibians who remain itsbiggest asset. Our Bank’s approach to HRM has beenrecognized for excellence and we have been conferredwith the ISO 9001:2015 certification for the PersonnelDepartment.

I am happy to note that the latest issue of Siblinkproposes to cover various aspects of HR Initiatives inBanks. The topic is most relevant for a very young andvibrant work force like ours with average age of 34 yearsand gender diversity of 40.30%.

With best wishes

V G MathewManaging Director & CEO Our Bank has a robust HR policy which ensures that

opportunity is provided for career growth of theemployees. Potential is recognized and performanceis rewarded. We also place strong emphasis on theimportance of ethics in the organization.

South Indian Bank Bags National Payments Excellence Award

Shri. Reghunathan K N, EVP (Treasury) receiving National Payments Excellence Award for RuPay instituted by NPCI from Shri. B. P. Kanungo, DeputyGovernor, RBI, in the presence of Biswamohan Mahapatra, Chairman, NPCI, Mr. V.G. Kannan, Chief Executive, IBA and Dr. A.S. Ramasastri, Director,IDRBT.

CSR assistance for promoting Value Based Education to M/s Satsang, Thrissur

Handing over of CSR assistance for promoting Value Based Education to M/s Satsang, Thrissur in association with Malayala Manorama by Mr. ThomasJoseph K., Executive Vice President (Operations) in presence of Prof. C. Raveendranath, Hon’ble Education Minister of Kerala.

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Mr. Raphael T.J. Senior General Manager & CIO receiving CSR Awardfor Banks & NBFCs under Education Sector instituted by KeralaManagement Association from Mr. Kochouseph Chittilappilly (Chairman& CEO, V-Guard Industries Ltd.) in the presence of Dr. George Sleeba(E.D., K. Chittilappilly Foundation), Mr. Jose Dominic (MD & CEO, CGHEarth Group), Mr. V. George Antony (Non Executive Vice Chairman, UAEExchange & Financial Services Ltd.) and Mr. Vivek Krishna Govind(President, KMA)

The Chairman Mr. Salim Gangadharan, MD & CEO Mr. V.G. Mathew, Country Head, Retail Banking, Mr. Sanchay Kumar Sinha and other Executives areseen

The award for Best MSME Bank-Runner Up, instituted by Chamber of IndianMicro, Small & Medium Enterprises being received by Mr. John Thomas,Country Head (Business Development) from Shri. Giriraj Singh, Minister ofState in charge, Micro, Small & Medium Enterprises in presence of Mr.Mukesh Mohan Gupta, President, Chamber of Indian Micro Small & MediumEnterprises (CIMSME) and Mr. Satheesh Kumar K S, JGM & Regional Head,Delhi.

Awards and Accolades

The ‘Merchant in a Box’ Concept Launch at Munnar

It is said that “Change” is the onlyconstant factor in this dynamic worldand banking is not an exception.When it is said about SIB, even the44 orginators of SIB who hadcontributed Rs.500/- each forcollecting the seed capital ofRs.22000/- to shape this institutionin 1929, would never have dreamt ofthe change that the bank hasundergone.

SIB has been growing slowly butsteadily and during the last twodecades, SIB has been performingreasonably well. The total business ofthe Bank was less than Rs.14000crore in the year 2003 and in the last15 years it has crossed the 1 lakhcrore mark. We have been growing bysustaining the growth momentumand there is no doubt that we will becrossing the Rs. 2.00 lakh crorebusiness mark by 2020. With itscurrent pan-Indian presence,committed and skilled personnel anda robust technology platform, theBank is well equipped to address thechallenges in the future also.

The most important asset of anorganization is its people. “Greatvision without great people isirrelevant” according to Mr. Jim Collinsan American author and lecturer onthe subject of Company Sustainabilityand Growth.

Education and Creativity expert SirKen Robinson said - “HumanResources are like natural resources;they are often buried deep. You have

to go looking for them; They are notjust lying around on the surface”. TheHR practices in our Bank has changedalong with the changing times.Motivating the employees of this 90year old Bank spread across the lengthand breadth of the country has beenthe most important agenda in theminds of the top management of ourBank which has definitely yieldedresults.

It is rightly said – “To win themarketplace, you must first win theworkplace.” One of the most importantdecision taken by the Bank for the HRturnaround was to put an end to thepolicy of posting award staff (clerksand sub staff) outside their homestate. Along with this our Bank startedencouraging local /campus recruit-ments which transformed SIB into atruly National Bank with a pan-Indianpresence and pan-Indian staff.

Our Bank went in for an extensiverecruitment drive during the last fewyears and as a result could rope intalents of various hues. There is afamous saying in People Management“You can have the best strategy andthe best building in the world, but ifyou don’t have the hearts and mindsof the people who work with you, noneof it comes to life.”

The following breakup of the Bank’spresent man power prof ile wouldvouch for it.EDUCATIONAL NUMBERSTREAM OF STAFFMANAGEMENT 1407POST GRADUATE 1226CA 64CS 5ENGINEERING 1392PhD 1LEGAL 72ICWA/CMA 43

TOTAL 4210TOTAL STAFF AS ON31.03.2018 7947

One important turnaround whichhappened due to these recruitments,added with the technology initiativeswas that there was a tremendouschange in the age profile of the staffwhich gave rise to the caption “ Atraditional Bank with a modern flavor”.

The table -1 gives a picture of thedeclining age profile which started afew years back.

Another important reason for thedecline in the average age profile wasthe SWS (Staff Welfare Scheme) forstaff introduced in our Bank - Aninnovative talent acquisition methodwhich offered a job opportunity to theeligible children of staff members with20 years or more of service whowished to leave the service of theBank.

The next feather in the cap of HR ofSIB was the development of HRMS aninternally developed software solutionwhich covers almost all the HRfunctions of Personnel department.Our Bank was also awarded with the“Best HR Technology” award institutedby “Banking Frontiers”.

Introduction of the “Staff WelfareLeave Scheme” was another pathbreaker which gave a fillip to the HR

HR Initiativesin South Indian Bank

Paul V.L.SGM(Admin.)

6

initiatives of the Bank. Under thisscheme a female staff member canproceed for a minimum 1 year childcare leave in continuance to thematernity leave, which can be availedfor a maximum period of 2 years inthe lifetime service. This has helpeda lot of our female staff members insetting up their family also.

Study support scheme for the wardsof staff members was yet anotherinitiative which aimed to motivate thechildren of staff members to attaintheir academic dreams.

As mentioned in the beginning‘Change’ was a constant process andto augment the transformationprocess to an organisation ofInternational Standards, the HRdepartment went ahead and got ISO9001-2008 certif ication after astringent audit process. Very recentlythis certification got upgraded to ISO9001-2015. This certification is anacknowledgement of the goodpractices and techniques, meeting thestandards adopted by the department.

After introducing the annualperformance appraisal online (APA),the department is moving ahead toimplement the 360 degree appraisalsystem in the area of PerformanceAppraisal.

Our Bank was the f irst bank tointroduce the ‘combined HRA’ concept

wherein one or more staff memberscan join and avail rentedaccommodation in major centreswhich is a relief to our officers againstthe rising living costs.

A year end transfer/promotion processwherein the promotion and transferlists are prepared and releasedinvariably on March 31st every year isa practice not prevalent in many of thepeer level banks in the country. Thisenables staff members to take care ofthe admission of their children at thenew places, shifting of residence etc.so that they can settle down in the newplaces of posting well before April end.‘Spouse Joining facility’ is one majorarea in the transfer process whereindue consideration to the extentpossible is given to the request of staffmembers for joining their spouse indifferent parts of the country.

Manpower planning, its constantreview by the Board, followed by theHR initiatives discussed above hasgiven the bank a team of dedicated,young and skilled workforce which nodoubt will lead the bank to become a‘Retail Power House’, a term often usedby our beloved MD & CEO Sri. V.G.Mathew. The table below gives apicture of our staff strength and thetotal business during the last ten yearsfrom March 2009 to March 2018.

Business to Manpower comparisonIt is said that our logo set in ‘cardinalred’ and ‘white’ colour representsenergy, creativity and warmth. Withthe most updated technology in thebanking operations, centralizedprocessing capabilities, consistentimprovement in operating prof itsupported by innovative HR initiatives,SIB is at par with any corporatebanking giants (Table-2).

The HR turnaround will further getstabilized in the coming years with thelatest in cloud computing, mobileapps, Artificial Intelligence (AI) andMachine Learning (ML). The age old,time consuming human resourcefunctions can now be managed bythese smart technologies. HR will beable to make use of real-time data tomeasure employee engagement, findout solutions for the problem areasidentified and understand workforce

Table -1. Declining age profile

Table-2. Business to Manpower comparison

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trends making use of AI and ML.Artificial Intelligence and MachineLearning will be able to assist inmanaging a multi-generationalworkforce by adopting modern-daytraining methodologies. Similarlythese technologies will also assist incarrying out regular and unprejudicedperformance appraisals of employees,identifying correct career path andcareer advancement. Recruitment isanother area where these tools canbe used for picking out the best talentfor the sustained growth of our Bank.There is no doubt that SIB is poisedto grow further with an effectivepeople management in place and awell developed HR structure in force.Mr. Henry Ford rightly said “Ifeveryone is moving forward together,then success takes care of itself.”

Mr. Paul V.L., Senior General Manager (Administration) is a successfulExecutive who has played a distinguished role inthe HR Management of our Bank. During his stintof more than 15 years in various capacities withthe HR portfolio, spread over different periods, hehas won the hearts and minds of the people whileexecuting the HR strategies of the Bank.

He has held various important positions in the Bankand has also been a Faculty of the Staff TrainingCollege. Presently a member of the Advisory Boardof Siblink, he has been associating with our Familymagazine for the last several years and has played

a major role in shaping the contours of the magazine.

He will be retiring from the service of the Bank on July 31st 2018.The Siblink Team wishes him a Happy Retired Life.

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Inauguration of Jabalpur br. by Most Rev. Bishop Gerald Almeida DD(Catholic Diocese of Jabalpur). Dr. Swati Godbole (Mayor Jabalpur) Mr.Kamlesh Agarwal (MIC Member, Jabalpur Nagar Nigam), Mr. Madhu M,DGM & Regional Head, Mr. Abhilash P., CM, Ahmedabad R.O Mr. SatyarthPrakash Singh (Br. Manager) are seen.

Inauguration of Senior Citizen and CASA counters of branch ThrissurBazar by Smt. Ajitha Jayarajan (Mayor, Thrissur Corporation). Sri. ThomasJoseph K., EVP (Operations), Sri. Job P.M. (DGM and Regional Head,Thrissur) and Sri. Jestin K.J (SM, Br. Thrissur Bazar) are seen.

Inauguration of new premises of branch Keekan by Sri. K. Kunhiraman(MLA, Uduma Constituency). Sri. Abdul Latheef (Vice President, PallikereGrama Panchayath), Sri. Francis P.J. (AGM & Regional Head, Kannur), Sri.Sajeesh M.T. (Br. Manager) are seen.

Inauguration of Bank’s first Mini ATM at Sri Vallivilas Jewellery attachedto Branch Cuddalore by Sri. Balu (Partner, Vallivilas group). Sri. Sreenivasan,Sri. Ramesh (Partners of Vallivilas group), Smt. Biji S. S. (DGM & RegionalHead, Chennai), Mr. Saji P (SM, Br. Cuddalore) are seen.

Capital is very important in anybusiness, so is human capital. HumanCapital is nothing but the collectiveskills and knowledge of the totalworkforce of an organisation. Itenhances the productivity andprofitability of the organisation. Inorder to ensure that human capitalgenerates more wealth as well asleads to value creation, it is importantthat human capital is utilised andmanaged efficiently and effectively.When value of the people is enhanced,it enhances the value of theorganisation.

Hence HR management has asignif icant role in the successfulfunctioning of any organisation.Just ascapital and human capital are inter-related, proper integration of businessstrategies and HRM strategies isnecessary for attaining the objectivesof the organisation.We, at PersonnelDepartment, reckon human capital asthe most valuable resource forachieving our business goals. Ourbank’s goal, as envisaged by ourbeloved MD & CEO, is to transform ourBank to a Retail Power House by theyear 2020. With this objective in mind,Personnel Department has introducedvarious HR friendly initiatives.

At a time where the individual definesthe business rather than the other wayround, the right strategy should be aparadigm shift from a conservativelow profile affair limited within thesphere of recruitment and transfers toa more innovative approach exploringthe groundbreaking realms of 360degree appraisal and outreachprogrammes. Presently, we are in themiddle of implementing a 360 degreeappraisal system which is expected tobe a game changer in the arena ofperformance appraisal.

Human Capital:Exploring new dimensions

Testing the waters of next generationHR management is our young andvibrant team of dedicated personnelwith an average age of 32 years. Underthe eminent leadership of our belovedMD & CEO, the Bank is aiming high,relying on our strongholds andpotentials with the sky being its limit.The awards and accolades our bankhas received in the area of HRmanagement stand testimony to theemployee-friendly and innovative HRpractices adopted in recent years.

We believe in moving beyond merelyfacilitating administrative processesto leading transformation andfocusing on providing a congenialenvironment for our employees toperform.

With the implementation of ISO9001:2015 Standards andCertification, Personnel Departmenthas undergone a phenomenal faceliftby leaps and bounds from an oldfashioned department to a Centre ofExcellence at par with internationalstandards.

At the forefront bridging the gapbetween the institution and the publicare the staff members, a vital asset tothe smooth functioning of theorganisation. This point of conver-gence shapes the image of the bank.In our quest to achieve this, we haveadopted a series of employee friendlyHR practices that highlight aphilosophy of proactive change and

quantum leap from conventionalthought. We have won ‘Inspiring WorkPlaces’ award instituted by BankingFrontiers twice and are also therecipient of best ‘HR Technology’award for the year 2015. Last year wewere honoured by the KeralaManagement association for innovat-ive HR practices.

This outlook is instrumental ininculcating a conducive work culturefor knowledge sharing and develop-ment. We have been exposing our workforce to a plethora of specialisedtraining programmes in all facets ofbanking like Management, Leadership,Credit, Risk, Forex, Treasury, Techno-logy, Marketing, Sales and so on andso forth both internally and externally.These training programmes help ourstaff members equip themselves withthe latest armour to face any newbusiness challenges that may cometheir way. We have a provision for staffmembers to register their areas ofinterest and expertise through thetalent pool in HRMSS. These factorsshall be taken into consideration to apossible extent while issuing transfersand postings, thereby aligningindividual growth with that of theorganization.

It is a matter of pride that we are self-reliant in the area of software used inHR viz., HRMSS, CPRAS since these aredeveloped and maintained by our in-house team which is an appreciablefeat when compared to our peer bankswho spend huge corpus as purchaseprice and AMCs. HRMSS which isdeveloped in tune with the internalbank policies and IBA settlementmakes use of a multilevel entry andverification user concept for all entries.Functions pertaining to varioussections of HO-Personnel Departmentsuch as Attendance, Service Record,HRA, Leave & LFC, TA, Staff Pension &PF, Training, Recruitment, Disciplinaryaction etc have been incorporated asmodules in HRMSS. In addition to this,

M.T. JoseDGM, Personnel Dept.

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Biometric f ingerprint attendancesolution has been integrated withHRMSS and now works as a modulewithin. We are in the constant pursuitof refurbishing and transformingthese software periodically in orderto keep up with the latest techno-logical developments.

We have also adopted a handful ofpractices and techniques to maintaina dynamic and effective admini-stration. One such practice is that ofmaintaining an inward disposalmanagement and tracking system toensure timely resolution of staffrequests and applications.

We have a committed team ofprofessionals in our Staff WelfareDepartment to attend to the needs ofthe veterans who have retired fromthe service of the Bank. Settlementof accounts, GSLI, Management of PF,Pension and Gratuity fund are lookedafter here. In addition, as a token ofour appreciation to the years of theirdevoted service, we are contributinga portion towards the premium ofmedical insurance made available tothem. For retirees, the entire benefitsare settled within 15 days from thedate of retirement.

The Staff Welfare Leave Scheme whichis an employee friendly initiative alsocomes under the purview of theDepartment. Study support scheme forwards of staff members is another wellreceived scheme, which aims atrecognizing academic achievements ofthe children of our staff andencouraging them to reach the heightsthey dream of. We have also enteredinto a tie up with SBI Life Insurancefor providing a group term LifeInsurance Scheme for the addedbenefit of the employees.

With an aim to motivate staff membersand bring out the best in them, thePLIS is a one-of-a-kind initiative at ourBank. The campaign (01.07.18 to31.12.18) “Motivate and become a RealMentor” initiated by the HRDepartment seeks to enhance theknowledge level of our staff memberson the one hand and encourages ROHeads to become true mentors to theirworkforce on the other. This isencouraged by introducing anHonorarium Scheme in addition toreimbursement of examination fee toour staff members for selected coursesoffered by IIBF, NIBM, NISM, IRDA etc.Moreover, the Regional Head with

highest percentage of qualif iedparticipants in such examinations willbe honoured withthe “Real MentorAward.”

Another notable achievement iswithin the horizon of industrialrelations. We strive to maintain acordial relationship with our staffassociations and are always open tohearing their grievances andaccommodating their demands as faras possible. In this aspect, we havededicated employee grievanceredressal mechanisms in place andfacilitated a point of contact toexclusively deal with needs and issuespertaining to the same.

Every year we keep expanding ourworkforce, adding fresh talentsthrough a very transparentrecruitment process involving threetier filtering by way of online aptitudetest, group discussion and personalinterview. This is done afterscientifically assessing the man powerrequirement in tune with our businessgoals. During 2018-19, the intake hasbeen so massive that we are able toprovide job opportunities to morethan 1000 youngsters in our country.

Needless to say, our attrition level of2.75% which is well below theindustrial average speaks volumes forour bank’s employee retentionmeasures.

At the micro level, our ultimateobjective is to craft a healthy andindustrious workforce capable ofsupporting our goal towardsbecoming a Retail Powerhouse by2020 as we strongly believe our staffmembers to be our most pricelessasset.

(Valuable inputs in this article by courtesyof my colleagues)

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Mr. V. G. Mathew, MD & CEO inaugurating the First Training Programme for the FY2018-19. Mr.Peter A.D., Dy.GM & Principal, Staff Training College is also seen.

Employees are the vital stake holdersof any organization. The growth of anorganization lies in the managementof the work force and their skilling &reskilling to get the desired output.Competent employees do not remaincompetent forever. Skills deteriorateand can become obsolete. Yet manyorganizations are reluctant to investin training the employees to makethem more eff icient. There is afamous quote which says that“Training is expensive. Withouttraining it is more expensive”.

An untrained workforce is the peoplerisk for the organization which will bereflected in the type of service offeredto customers. An untrained employeewho is not aware about the productsand services of the organization willtend to missell to the customer whichwill impact the quality of serviceprovided to the customer and it mayalso lead to operational risk. Forexample, a bank employee not awareof the Interest rates offered on thedifferent kinds of advances or depositsmay pose the risk of losing thecustomer.

Human capital is the key resource ofany organization particularly in theservice oriented industry like banking,where specif ic focus need to beaccorded on the training practices.Continuous and unabated training onoperational, functional andspecialized areas would help inupdating and building capacitiesamong the bank employees.

Training SystemEvery organization has its owntraining policy and vision documentwhich are the guiding tools forframing the training plan.

Training & Development –Focused to Banking Industry

i. Vision and Mission Statement - Thevision and the mission statement of atraining system should demonstratethe organization’s commitment to acontinuous process of upgrading itsoperational eff iciency andproductivity by effective learning.

THE MISSION: To provide professionalsupport to the staff to cultivate theright attitude acquire the right skilland enhance the competency level topresent themselves as Total QualityPersons.

THE VISION: Investment in learningand development which is thehallmark of high performance culture,to keep the employees updated intune with the realities.

ii. The Training Structure- Just aseach organization has its ownstructure based on its need, thetraining system too has its ownhierarchy for carrying out its functions.In our bank the training systemfunctions under the guidance of anAcademic Council headed by EVP(Operations) and comprises of EVP(Credit), the Heads of variousDepartments along with the Principaland Faculty members of Staff TrainingCollege. The Training activity of ourbank is implemented through an ApexTraining College i.e., Staff TrainingCollege and seven Regional TrainingCentres attached to Regional Officeslocated outside Kerala for meeting thetraining requirement of their region.

What are the training activities of anorganization?a. Defining the objectives of training.b. Alignment of training with

operations & the modalities.c. Establishing the training set-up &

the structure.d. Expanding the role of training

through research/consultancy &activities.

e. Criteria for selection of the trainersand their development.

f. Norms for sourcing of trainingresources.

g. Planning/regulating training of theemployees.

h. Coordinating & monitoring of thetraining activities.

i. Conducting training need analysis.j. Identifying the thrust areas with

skill/ knowledge gaps and devisingsuitable programmes to fill thesegaps.

k. Analysis of the scope of convertingtraining into business.

l. Evaluation of training programmes& assessment of trainers.

m. Use of Information Technology/E-learning in training programmes.

To achieve the above parameters, atraining strategy and Annual TrainingPlan is required to be prepared andthe same is to be approved by thecompetent authority.

Let us discuss the various factorswhich impact the Training effective-ness

Mode and Methods of TrainingThe most widely used trainingmethods are based on classroomsessions, case studies and e-learning.To enhance the effectiveness oftraining in adult learning context,hands-on training in the form ofsimulations and special projects isrequired. Training loses its value onceit is not applied or transmitted. Thebest form of transfer of knowledge andimpact evaluation is consideredthrough exposure to different roles by

Nanda Kumar C.Manager, STC

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job rotations.

The banking network is spread acrossthe geography, branches are locatedin Rural, Semi-Urban and Urbancentres. Considering that the reach oftraining benefits should encompassemployees in various places, newchannels like mobile based learning,webcasting, video conferencing,virtual classroom services may beutilized which will help organizationsto reach a wider gamut of people atminimum cost and within shortestpossible time.

The training environment has activelyembraced technology and success-fully converted the conventionalclass-room mode to an interactive,more communicative, one-to-one andone-to-many personalized trainingmethods involving technology.

Faculty to Employee RatioAs per the FIBAC survey the numberof trainers per 1000 employees variedacross the bank - Private New-Big (14),Private New-Small (10.8), Private-Old(2.3), PSU-Large (0.8) and PSU-Medium (1.9). It is always good tohave a group of trainers present inorganizations as it is not possible toimpart all kinds of training in externalinstitutions. Banks should try togroom a vertical of faculty withintheir organization by selecting thepeople with such capabilities. Thefaculty members should have Conti-nuing Professional development inorder to keep themselves abreast withthe latest developments. They shouldbe allowed to have access to variousdata and information from the variousdepartments which will be useful forthem to prepare a case study.

Return on Learning (ROL)Today the organizations are morefocused on increasing the bottom line.The Management of any organizationperceives training as an expenserather than investment, but there is a

shift in the thought process of the topmanagement. Now they are interestedin measuring the Return on Learning.The popular model for trainingevaluation is the Kirkpatrick Model.The 4 levels of evaluation in the modelare Reaction, Learning, Behaviour andResults. The global organizations havestruggled to meaningfully go beyondthe second level viz. Learning. A veryminiscule number have experimentedwith Behaviour level. There is notmuch credible evidence onmeasurement of results. TheGopalakrishna committee set up byRBI suggested that a research projectbe commissioned by Banking researchinstitutes in India to def ine theparameters and methodology tomeasure the Return on Learning.

Regulatory perspective on TrainingBanking sector plays a very importantrole in the economic growth of thecountry. In order to improve producti-vity and efficiency, banks require notjust the right technology, systems andprocesses, but also the manpower withthe right skills and attitude, demon-strating the necessary capacity to keeppace with the changing times.

In the Dynamic environment, know-ledge is becoming obsolete veryquickly, hence the banks should createa culture of learning in the organiza-tions. RBI has suggested to create aPosition of Chief Learning Off icer(CLO) in all Commercial Banks. TheCLO is responsible for LeadershipDevelopment, Collaborative Learningacross the organization, developinglearning pedagogies tailored to theorganization, measuring the quantumand quality of learning across theorganization through various indi-cators, developing a Learnability Indexfor all personnel (i.e. a measure of theability to learn of an individual).

Training requirement for TopManagementSenior management is required to be

trained in the skills set of trans-formation management, changemanagement, business management,crisis management, skills in handlingprint and electronic media, decisionmaking and strategic planning. Wargame exercises are to be organised forthe senior management

ConclusionThe significance of Training is growingday to day as more number of man-power is joining the banking industryevery year. The retirement at variouslevels on one side and on the otherside the attrition rate is alsocontributing to the lateral entry in theorganizations. The duration of Induct-ion training in many banks is not suffi-cient enough since the new joineesentering in to the world of bankingshould have a comprehensive idea ofthe various functions of the bank.

The growing emphasis on fair treat-ment to customers calls for movingover from “Caveat Emptor” (Let theBuyer beware) to the principle “CaveatVenditor” (Let the seller beware) andon the other side the heightenedregulatory requirements in respect ofKYC / AML practices to prevent banksfrom being misused, for money laund-ering or terrorist financing activitiesdemands for adequate training inthese areas to the staff members ofthe bank.

Training & Development is a conti-nuous process and an integral part ofany growing organization. Let meconclude stating that knowledge gapscan be removed & performance levelscan be raised by training the emp-loyees. Hence employee training anddevelopment is the core activity of anyorganization to stay ahead in thejourney of achieving excellence.

Reference:1. RBI.Org.in,2. Training Policy of South Indian Bank

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Human Resources or HR is aterminology referring to bothemployees and the managementteam of an organisation. Theterminology HR was coined duringthe 1960’s against the offset of socialunrest in the industrial sector as anoutcome of the trade unionmovement demanding a bettercompensation package and improvedworking conditions. In order to curbthe unrest and have a smooth andcongenial working atmosphere in theindustry, a new branch of manage-ment came into existence calledHuman Resource Management (HRM).Human Resource Management is acontemporary, umbrella termdescribing effective management ofhuman resources to ensure optimumutilisation for the betterment of theorganisation.

The role of HR managers waspreviously limited to handling labourproblems by playing middlemanbetween management and the labourunions. This has gradually shifted intoa more involved role, motivating andequipping employees for betterproductivity and overseeing welfaremeasures for employees of theorganisation. HRM has grown to bean indispensable wing in any wellmanaged organisation. Employeesare the most valuable asset of anyorganisation and the driving forcepropelling the HRM team. Acompetent HRM team is identified byits capability in handling and utilisingexisting resources at the right timeand the right place.

The duties of HRM team can bebroadly summarised as follows:1. PlanningPlanning should be carried out in

HR ManagerYesterday, Today and Tomorrow

tandem with growth projections ofthe organisation. This phaseincludes estimating expectedproductivity of the employeesinducted into the organisation andtraining the resource to ensurecapability in handling the kind ofwork for which the resource isproposed to be utilised. Planningshould also be done in consult-ation with the Finance team toidentify compensation packagesthat can be offered as a whole sothat expenses for human resourcesare within paying capacity of the

organisation and relativity withthe industry level averagemaintained. Resources should beavailable in the required numberwithout hampering smoothfunctioning/growth of theorganisation. It is observed that asurplus or def icit in resourcesequally impacts the productivity ofthe employee and the organisationnegatively, thereby affecting thebottom-line of the organisation.

2. Recruitment, selection andpromotionRecruitment of resources from themarket in right numbers andselection of suitable personnel isthe prime focus of an HR manager.Another crucial task is deciding theright channel of recruitment as perrequirement by focusing on themerits and demerits. Campus andgeneral recruitment channels aimto extract raw resources andmould them from scratch byimparting adequate trainingwhereas lateral recruitmentchannels yield groomed personnel

Mr. Shelly Joseph, GM & Regional Head, Ernakulam handing over raincoats branded with SouthIndian Bank’s reflector Logo to Mr. Abdul Salam K. A., Assistant Commissioner of Police, ErnakulamCity Traffic as part of the branding initiatives in and around Ernakulam District.

Distribution of Raincoats to Ernakulam City Traffic Police

Baboo AntoAGMPersonnel Dept

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who can directly be put to use andoffer us opportunities to imbibethe good culture of otherorganisations. However, mouldingthe resources absorbed by way oflateral recruitment to be in tunewith the current organisationalculture will take time due toresistance factor in humanbehaviour. Promotion at the righttime to the right cadre is a keymotivating factor in HRM. A goodHR manager knows to effectivelyutilise promotion and transferpolicies to retain good talents inthe organisation and therebyenhance productivity.

3. Training and job orientationprogrammesTrainings and job orientationprogrammes are of paramountimportance to equip humanresources with the latest techno-logy , techniques prevalent in theindustry and to constantly upgradetheir toolkit. The trainingprogrammes will improve thecapacity of human resources andfacilitate them to face challengesthat may come up in the industry.If properly conducted andanalysed, it is possible to unearthhidden talents in the employeeswhich can then be utilised byplacing the resource in the rightplace and in effect, improveproductivity of the organisation.For this purpose, an efficient teamof trainers and personnel who cananalyse the resources arenecessary. An effective trainingprogramme is capable of changingthe entire course of theorganisation and uplift itsstanding.

4. Framing of HR policies forrecruitment, promotion, training,d isciplinary proceed ingssuperannuation, exit etc.A good HRM team should put inplace policies for recruitment,

promotion, training, disciplinaryproceedings and exit policy. Anydearth in the policy norms maylead to chances of employeesdragging the organisation to courtor management resorting to unfairpractices, which in turn, adverselyaffect the morale of employeesand the goodwill of the organi-sation in the public eye. Oncepolicies are laid down, it is the dutyof the HR management team toensure that these rules are abidedby all employees, maintainingdiscipline within the organisation.

5. Development and overseeing ofexisting employee benefits,wellness programmesA coherent HR management teamwill always look into overseeingand developing the existingemployee benef its/wellnessprogrammes. This is crucial inmaintaining the unity and loyaltyof employees. Improvements inwellness programmes should beprioritised, even at a small cost tothe prof it, as it will definitelybenefit the organisation in thelong run. As proven in multipleinstances at various organisations,loyal employees have been knownto stand with the organisation indifficult times and even walk theextra mile to help overcome theadversities.

6. Serving as a primary contactbetween employees, their emplo-yee unions and management.An ideal HR manager shouldalways be the defusing point forconflicts arising within theorganisation, be it betweenemployees or between employeeunions and the management. AnHR Manager should be a goodnegotiator without being party tothe conflict, offering impartialjudgments by strictly consideringthe rules laid out. Aiding him inthis pursuit, there should be an

effective team of people withconsiderable knowledge on theregulations and its impact. Whiledealing with the conflicts betweenemployee unions and manage-ment, he should be able to fullyunderstand the gravity of thesituation and reason with bothparties involved. A good HRmanager should be on favourableterms with the union and themanagement and should alwaysleave room for further negotiationseven in the event of a disagree-ment. He should be a conduit forboth sides and be bold and fearlessto appraise both sides of theirrespective weaknesses. He shouldsee that all commitments made tothe unions are met within the timeframe agreed upon so that bothunion and employees retain theirfaith in the organisation.

7. Improving morale of employeesEffective HR mangers encourageemployees of the organisation todo their best, which contribute tothe overall success andachievement of goals of theorganisation. Their work ofteninvolve not only rewardingemployees for their superiorperformance with promotions,good postings or trainings but alsopunishing erring employees withinthe laid out rules and regulations.In times of distress, it is the dutyof the HR team to arrangemotivational programmes to boostthe morale of staff members.

8. Remunerations and packages.It is the duty of an HR manager toformulate remunerations and otherbenefits to the employees, takinginto consideration industry levelwages, financial position of theorganisation and prevailing rulesand regulations applicable toemployees. The remunerationpackages should also includepackages for employees who exit

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by resignation or on attainingsuperannuation. The paymentshould be effected within theshortest period possible afterconsultation with the Financemanager and be in accordancewith the rules and regulations setby the organisation and theGovernment. Welfare measuresafter superannuation will enhanceloyalty of existing as well asretired employees towards theorganisation

Human Resource Management -Changing scenarioChanges in the socio economicscenario has also affected HRManagement. Nuclear families,improvement in economic conditionsand improvement of InformationTechnology have created jobopportunities in variouscontemporary frontiers. This hasimpacts in HR Management also. Theearlier practice of staying at the sameorganisation till retirement is nolonger in play.Nowadays shifting fromone job to another is the order of theday. This may be due to the variety ofopportunities available in the market,competition within the industry,better remuneration, better workingconditions and job satisfaction.Further, due to improvement ineconomic conditions people havebecome fussier. Children are fondledby parents, satisfying all their wantswithout saying no to their demandsand without teaching/learning socialobligations. Once they enter theworking environment, they cannotcope up with the pressure and find itdifficult to adjust with others. Theseare major contributors to the rapidlygrowing attrition rates. Retaining thebest talent and maintaining aconducive working environment isthe primary obligation of an HRmanager. He should strive to be agood motivator, a good counsellorand a good role model.

In the past two decades,remunerationpackages offered have undergone aplethora of changes. Earlier,associations were formed forbargaining better compensation foremployees. Nowadays, employees seekcustomised remuneration packages,tailored to their individual needs.Thishas led to introduction of the cost tocompany (CTC) concept. Someorganisations have completely shiftedto this new concept, while othersutilise a mix of the old and newconcepts.

Another major transformation in themarket is the introduction of contractworkers and outsourcing of work.Many organisations nowadays have aleaner permanent workforce with amajor chunk of work either outsourcedor undertaken by employees undercontract to effectively reduce the costof production.

ConclusionHuman resource managementrequires strategic and comprehensiveapproach for managing people,workplace culture and environment.In today’s world, Human ResourceManagement is a Herculean task,which demands much more than

traditional personnel andadministrative tasks. The HRmanagement team should understandthat the most important asset of anorganisation is its human resourcesand proactively foster a positive workenvironment through effectiveemployee employer relationship.

In a nutshell, HR managers arebusiness partners of the organisationwho can understand the language ofbusiness and effectively convert thisknowledge to achieve organisationalgoals by proper utilisation of humanresources. Rather than serving as thepolicing arm of the management, HRmanagers have to be good marketersand salesmen of the organisation foracquiring the best talents in themarket.So a successful HR managershould be a good negotiator,motivator and mentor with a goodknowledge of business and a goodcounsellor with a positive businessattitude.

The day of artif icial intelligencetaking over HR is the scenario oftomorrow. The next major change inthe near future will be people seekingadvice and instructions from roboticHR managers……..

Team Thodupuzha Town Br. at Kumarakom

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The uniqueness of banking sectorservice compared to other servicesector is evident from the fact thatemployees of a bank handleconfidential transactions and inform-ation having financial implication.Banking service deals with financialtransactions which have influence onclient income and wealthmanagement. Bank customers consistof corporates, institutions andindividuals of heterogenic naturewhich require personal customization.Hence , banking being a service sectorneeds to have robust HR practices andpolicies for its staff members so thatthey will work towards ensuringcustomer satisfaction, customerdelight and customer retention .

Best HR practices refer to a systemand framework that have great impacton the staff and organization. TheseHR practices will ensure employeeengagement, capacity building, senseof ownership, leadership develop-ment. HR practices include staff talentmanagement, compensation, training,motivational programmes, dignifiedwork culture (way of office life). HRpractices ensure alignment of staffwith the vision, mission and values ofthe organization.

George W Bohlander, 2015 explainsmajor employee concerns like jobsecurity, healthcare issue, generationgap, work issues and gender issues.Educational level, employee right andprivacy issues, work attitude andfamily matters are other concerns. HRpractices addressing above employeeconcerns will impact the employeeproductivity to a great extent.

Importance of Best HR Practicesand Policies in Banks

Good HR practices will result inbuilding a great work place which willensure freedom of work, good workculture, leadership opportunity,recognition for good work.Opportunity for learning, careergrowth, challenges and responsibility,job security, better work atmosphereand social life balance are few otheroutcomes of good work placeenvironment.

Brief Profile of Our Banks StaffWhile assessing importance of HRpractices it is advisable to have alook at our banks’ staff profile.

have put in a service of <10 years andthey fit into the tech savvy youngergeneration .Average age of the staffis 32 years which is very low comparedto industry level. This young profile isideal for innovation, leadershipdevelopment and growth andtransformation of the bank.

Need to have HR excellence modelHR excellence model will enable thebank to ensure high level of leadershipdevelopment, HR strategy, learningand development of staff. HRexcellence model will ensure the bestHR process and practice, targeting thewellbeing of people and employeeengagement. The model will definetools for staff perception measure-ment and performance measurement.

HR practices of (CarburundumUniversal, 2018) was recognized forbest national HR excellence. Few oftheir innovative HR practices are givenbelow.

Knowledge transferKnowledge transfer involves recordingat the time of transfer/exit, the audio/video of the lessons learned by thestaff, his key contacts, problems faced,troubleshooting skills etc. are storedfor future company use.

Talent identificationTalent identification process identifiescore talents of the employee andcompany will take special effort toposition the staff accordingly on theladder to the top.

You made a differenceThose staff members who have maderemarkable contribution or valueaddition to the organization will berecognized and awarded in thequarterly meetings.

let us talkA two way communication programmein which the employee and one topexecutive will have a one to one

(figure 1)

The staff demographic profile (figure1) of our bank (South Indian Bank,2018) investor presentation showsthat there is no significant generationgap as compared to industry level. Outof the current total staff strength,75 % of them belong to the group who

C. J. DavisChief ManagerStaff Welfare Dept.

16

discussion on the aspirations andfuture plans of the employee.

On BoardingA Trainee who has joined will beplaced under a dedicated mentor, aseasoned staff for grooming and thementor’s contribution is later onevaluated by the trainee.

Digital environmentDigital environment conducive to theyounger generation is ensured fortheir better talent development.

(Infosys, 2017) HR practices in Infosys: few of them are as follows:

“Pulse”Employee engagement reviewmechanism with continuouscustomized feed back to ensure clearownership and real time analyticsdashboards to take swift action basedon feedback.

“Influencer group”Identifying influencer group withinthe organization whose net work isleveraged to spread ideas ofinnovation and collaboration.

“Internal Process Simplification”To ensure employees are at theirproductive best and ensure that highperforming employees are driventowards higher purpose and goal.

HR mission of InfosysTo help staff to realize their

potential-to develop, grow andachieve their purpose.

To build the right culture andcapabilities in the staff to enablethem to delight their clients.

To make the company the best placeto work for passionate, innovativepeople who want to make adifference.

South Indian Bank Best HR practicesWhile assessing HR practices ofreputed companies, it is imperative to

have a look at our banks’ prevalentunique HR practices.

Staff Welfare Leave Scheme in ourbank has helped so far more than 500staff members to take care of theirchildren. Through the new studysupport scheme more than 400children have benefitted.

The Group insurance cover facility,ESOP, robust HRMS for staff data andinformation management, deputationto Hadi Exchange , Training & capacitybuilding, Performance linked incentivescheme are some of the other staffbenef its. On time f inalization oftransfer and promotion process byApril 1st every year is one of the uniqueHR practices of our bank.

ConclusionBest HR practices hence enhance staffengagement and commitment thuscreating value addition at the time of

service delivery to various stakeholders of the bank. Good HR practiceswill make the workplace moremotivating to the staff. Considering thechanges in work environment, HRpractices may be modif ied andredefined to inspire the staff to deliverin line with the objectives of the bank.

ReferencesCarburundum Universal. (2018). HR

Excellence model. In C. U. HR dpt (Ed.),National Institute of personal management,Annual conference 22 May 2018. Thrissur.

George W Bohlander, S. A. (2015). Principlesof human resources management. Part1. Chapter1. page 6

Infosys. (2017). Human resources management.Infosys. bengaluru: Infosys Annualfinancial Report 2016-17.

South Indian Bank. (2018). Inverstorpresentation 2017-18. Thrissur.www.southindianbank.com

Xavier, J. J. (2014). In I. I.Banking& Finance(Ed.), Human Resources Management.Mumbae: Macmillan Pu b l i s h e r sIndia limited.

Mr. Naveen Bathla, General Manager, Channel Finance and DBD, Automotive Division, Mahindraand Mahindra Ltd. exchanging MoU with Mr. Sanchay Kumar Sinha, Country Head, RBD in thepresence of Mr.Shelly Joseph, GM, Ernakulam Region, Mr, Nandakumar JGM, RBD Liabilities andMarketing, Mr. John C.A. DGM Sales, Mr. Sreekumar Chengath, DGM, TBD and Suresh Kumar ES,DGM, Mahindra and Mahindra Limited.

OEM (Original Equipment Manufacturer) tie up with Mahindra & MahindraSouth Indian Bank signs MOU with Original Equipment Manufacturer (OEM)Mahindra & Mahindra Ltd. as a preferred Financier for vehicle finance fromany of the branches of the Bank.

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Are you emotionally intelligentworking in your branch/office ? Weoften speak about our Intelligencelevel in our work place and it is mostlyrelated to our ability to do a particularwork in a specif ied time whichrequires our various analytical,technological and other knowledgeskills to perform the task. But do weactually consider the variousEmotional skills an employee/individual should possess whileperforming a particular task at thework place?

Emotional Intelligence is a widelyaccepted concept in European andAmerican countries but was not verypopular in India. Of late variousstudies in HR policies in many of thereputed organisations includingbanks do show that EmotionalIntelligence is gaining importance inIndia nowadays.

What really is Emotional Intelligence?We can simply script an EQ(Emotional Quotient) as “Knowingwhat feels good, what feels bad, and

how to sail from bad to good, knowingyour emotions and recognising theemotions of others and it refers toemotional management skills whichprovide competency to balanceemotions and reason so as tomaximise long term happiness”.

Modern HR gurus state EmotionalIntelligence as the ability to executeaccurate reasoning with emotions andthe ability to use emotions andemotional knowledge to enhancethought process.

Reasons for Emotional BreakdownA. Psychological Reasons : Emotional

breakdown can be the result ofserious stress the employee/individual is undergoing, the strainand pressure he is being subjected

EMOTIONAL INTELLIGENCE– Managing Emotions

to at work place and the anxietyabout the results of hisperformance.

B. Physical Reasons : Overloading ofwork, long hours of travelling - toand fro between workplaces,health issues, competition withcounter parts etc. can be thereasons for emotional breakdown

C. Other Reasons : Various family/personal issues, fear of terminationfrom the job, non co-operation ofcolleagues.

Social Intelligence : It is a conceptwhich can be related with EmotionalIntelligence and this is the ability ofan individual to get along with otherpeople/employees in the office. HighSocial intelligence skills results inoverall happiness of the employee’sself being.

“EQ is the strongest predictor ofperformance and 20% of the companiesare now measuring EQ in the hiring orpromotion process”

Arun ChandranAsst. ManagerCredit Monitoring

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Components of Emotional Intelligence

EMOTIONAL INTELLIGENCE

Motivation

Self Awareness

Empathy

Social Skills

How to identify your low EI ?Different individuals possess differentEQ levels and some of the points of alow Emotionally Intelligent personcan be listed as below :- Does not take responsibility for his

feelings, but blames others- Over sensitive to the feelings of

self- Has no empathy, no compassion- Is insecure and defensive and finds

it hard to admit mistakes, expressremorse, or apologize sincerely

- Is a poor listener. interrupts,invalidates, misses the emotionsbeing communicated. Focuses onfacts rather than feelings.

- Does not consider your feelingsbefore acting

Why EQ matters more than IQ ?In the current scenario in most of theorganisations, there exists varioushighly increased complexities of thework the employee is doing. Nowcustomer is treated as the King andhis emotions and needs should begiven prior importance. In such aphase, along with IQ, the employeeshould have a good EQ level.Emotionally imbalanced employeesfind it hard to achieve targets. Theway a person feels affects the way hebehaves and the way he behaves will

not only impact his performance, butalso affect the performance of thosearound him.

How to enhance EmotionalIntelligence ?

1. Emotional Literacy : It refers toconverting the feeling of fear,aggression and anger into Hope,Courage and Willing Cooperation.Thinking positively will helpreduce the emotional anxiety ofthe individual. Every problemshould have a positive outcomewhether it is personal or officialand that outcome will definitelybenefit you sooner or later.

2. Effective Conflict Resolution :Choosing the words carefullyduring official communications,keeping the conversation centredon the present issue, being readyto forgive or otherwise end theconflict peacefully etc can be doneas part of Effective ConflictResolution at work place and thiswill help enhance the EmotionalIntelligence of an individual/employee.

3. EQ Boosters : There exists some EQboosters like indulging in light

refreshments or break in betweenthe work schedule, getting yourselfengaged in things you like to dobest during leisure time (HearingMusic, Watching Movies, SportsActivities etc) , Being more sociallyintelligent (getting along withyour counterparts), physicalexercises (Going to the Gym,Ground exercises, Running/Jogging daily for a few minuteshave all been proved to be goodto increase your EmotionalIntelligence along with yourphysical well being), attendingmotivational classes and training,engaging in charitable activities(this proved fruitful in someselected cases only).

4. The Artificial Wall Theory : This isa tip which will help an individualto keep his emotions stable inunfavourable situations. One canimagine that there is an ArtificialWall built in front of him/herwhich will block all negativethoughts or actions from gettinginside. This can be practiced byindividuals in their day to day lifeto avoid emotional distress orbreak down..

Every organisation aims at optimumproductivity and skilful HR is the mostimportant source that helpsorganisations to achieve their goals.Emotionally Intelligent individuals aremore equipped to cope up with lifesituations and they are tuned toproductive thinking.

IQ v/s EQ

A COMPARISONIQ EQAbility to Think Ability to FeelMeasures Cognitive Intelligence Measures Emotional IntelligenceConvince by Facts alone Convince by reasons and EmotionsLess to do with Success &Happiness More to do with Success & HappinessRefers to knowing What Refers to know How and WhyNot possible to raise IQ level Possible to raise EQ levelIQ is brain related EQ is heart related

“Researches shows you that IQ can helpyou to be successful to the extent of 20percent only in Life. The rest of 80percent success depends on your EQ”

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The landscape of the banking industryunderwent considerable changesduring the last decade. The industrywitnessed:• Deregulation of lending and

deposit rates.• Entry of new private sector banks• Extensive use of technology for

product innovation and delivery.• Emergence of retail banking and

new derivative products.• Stricter provisioning and asset

classification norms• Raising capital adequacy

requirements.• Requirements for better risk

management practices and capitalallocation of various risks

• Increased disclosure requirements.• Introduction of risk-based

supervision.

In any industry, among the variousresources available, human resourcesare the most valuable. It is more so inthe case of service industry likebanking where the human factor isvitally important to render theexpected customer service.Competitive advantage can beachieved through harnessing thepotential available in the employeesby creating a positive work culture andenlisting the support of all theemployees to the organizationalgoals. To this end, the HR policy orHRM model should be so devised asto promote mutuality – mutual goals,mutual influence, mutual respect,mutual rewards, mutual responsibility,etc. Mutuality will elicit commitmentwhich, in turn, will yield both bettereconomic performance and greaterhuman development.

The HR management has assumedstrategic proportions on account ofthe following:• Changing business environment.• Consumer demands and the need

for flexibility• Impact of technology.• Changing organizational

structures. The ultimate aim is todevelop a well trained work force,flexible and responsive tocustomer as well as organizationaldemands. HRM, therefore, shouldfocus on developing skills, values,and behaviour consistent with ahigh level of personaleffectiveness in the following fivebroad areas

1. Technical skills which are specificto a job.

2. Behavioural skills which covertraits like motivation, judgement,resilience, and initiative as well asgeneric skills like communication,team working, and selfmanagement.

3. Business awareness whichincludes wider knowledge relatingto the organization, its keyproducts, competitors, etc.

4. IT skills which includeunderstanding and exploitation ofIT systems to enhance businessperformance.

5. Risk management skills whichrelate to the identification of risk

and mitigation thereof. With theabove backdrop on HRmanagement, some of the HRrelated issues which have greatsignificance and which need to beaddressed as part of the strategyto achieve optimum utilization ofmanpower are discussed.

Although banks have designateddivisions as HRD divisions, theycontinue to perform personneladministration. On the basis of currenttrends, it is difficult to envisage anyparadigm shift in HR policy in banksin the next five years. Ideally, banksshould adopt the framework ofStrategic Human ResourceManagement (SHRM) which aims ataligning HR strategy with businessstrategy. Notwithstanding this, it canbe envisaged that due to pressures ofbusiness, banks would focus ondeveloping skills in areas like riskmanagement, technology, marketing,etc. They could outsource trainingfunctions totally thereby saving oncosts. Training could also be deliveredon-line instead of the currentemphasis on lecture-based inputs. Theemphasis will be on developing cross-functional knowledge. The banker asknown till now will have to transforminto a versatile, marketing-savvyprofessional with suff icientknowledge about the products andservices (e.g., mutual funds, insuranceproducts, pension funds, smart cards,loans, private banking, etc) competitorcharges, customer preferences, andmodes of delivery. The regulatoryregime has undergone signif icantchanges in the recent period.Prudential regulation has given placeto structural regulation and theemphasis has shifted from micro-management of banks to risk-basedsupervision. The emphasis on self-regulation by banks will continue. Risk-based supervision provides for suchadvantages as it is based on themapping of the risk profile of eachbank and the required supervisory

Strategic HRM- Linking HR Policywith Business Strategy

Sandeep SinghManagerKolkata RO

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responses. Progressive tightening ofprudential norms will occur andadoption of the InternationalStandards and Codes will automa-tically bring the prudential norms atpar with the international bestpractices.

The future of any organization hingeson the efficiency and effectiveness ofits man management policies. Atransparent management with a highdegree of corporate governance can

HR : A Dynamic Organ of theBanking System & Its Initiatives

Human Resource commonly called asHR is a quintessential organ for thesurvival of any industry. It is not justbeing an engine for growth but it isabout being a steady custodian. Itenvisages an individual to work withthe organization in perfect synergywith his/her goals and theorganisational goals.

The banking industry is going througha tumultuous era with NPAs (NonPerforming Assets) growing by leapsand bounds that is taking thedomestic economy way too far frombeing developed. The industry beingan epitome of perfect competitivemarket needs a HR system which cansteer it through and give it an edgeover the other players. The old schooldefinition of the HR department hasseen a radical change. It is no moreabout the traditional personnelmanagement or administrative tasks.It is about the strategic utilization ofthe human capital and ensuring thatthe policies rolled out are impactingthe business in a positive andquantifiable way.

Human Capital: It is well defined asan asset as it acts as a pool of mentalacuity and intelligence which resultsin efficient and effective outcome.

Role of HR (An Overview) : It is one ofthe dynamic organs of the bankingsystem which reinvigorates the entireorganization. It is responsible for theholistic welfare of its people. It

set in them so that they canachieve individual as well as theorganizational goals runningparallelly.

• Compensation & Benefits –Compensation is the adhesive thatbinds the employee and theemployer together. It is a tool thathelps an organization maximizethe returns on the available talent.Compensation may be monetary ornon monetary.

• Superannuation – It is referred toas the retirement benefit extendedto employees for their unstinteddedication , time and commitmenttowards the benef it of theorganization.

HR Initiatives in Bank: As we aredwelling in an open market which issusceptible to rapid changes in thesocio, economic and political scenarioit is the job of the HR executives tomaintain harmony between the

Animita ChakrabartyClerkBr. Kolkata Brabourne Rd.

21

alone motivate the workforce to keepperforming at the highest levels ofeff iciency over a long period. Toachieve the employee loyalty to theorganization, the mutuality ofobjectives described earlier should bedeveloped. This can be successfullyachieved only if a proper commu-nication channel exists among thevarious tiers of the organization.People should be encouraged to sharetheir views, problems, fears, dreams,etc. so that they feel that they are being

cared for and their emotionsrespected.

Attitude is a vital emotional trait thattriggers self-development andperformance. The success of the topmanagement depends on its ability toget the people with the right attitudeor bringing in attitudinal changes inthe existing team to form a cohesiveteam that ceaselessly works for thegoals of the organization.

facilitates a two way communicationup and down the hierarchy.

• Recruitment & Staffing – It is thefirst step towards building a talentpool for the organization. Itinvolves the acquisition of the righttalent which can seamlessly pairup with the corporate DNA. It is aHerculean task which involvesforecasting of the quantum ofpeople required and reducing thechances of hiring incompetent andunmotivated people therebymanaging the budget of theorganization.

• Placement & Orientation – Oncethe recruitment is done it isimportant to provide a properorientation so that the employeecan understand the workplacegoals and its culture. The employeeshould be able to f ind a linkbetween his goals andorganizational goals. The HR teamthen understands the set ofqualities and the strengths of anindividual and places them wherethey befit the most.

• Training & Development – Afterthe successful acquisition it isimportant to train the people inorder to develop and hone the skill

employee and the employer, so thatthe organization’s ultimate goal doesnot suffer.

• Hiring & Selection – The primaryand the most crucial step inbuilding a strong team that canhold true the mission and visionof the organization. Outsourcingthis process results in a costeffective outcome.

• Management DevelopmentPrograms – These are designed toequip the staff, especially in themanagement level with theevolving management practices,policies, approaches andperspectives. It is a future orientedHR tool that aims to build a strongtalent pool and makes way for ahassle free succession plan.

• Incentives for self development –Knowledge management is key toface any challenges ofcompetition and keep ahead ofothers. As knowledge is power,constant updation is essential. Soemployees must be motivated andincentivized for their selfdevelopment.

• Performance Appraisal – The 360degree platform of appraisal givesa better picture of an employee.

• Employee Suggestion Scheme –As the employees are in constanttouch with the customers they

know their demands. It isappreciable to take suggestionsfrom employees while innovatingproducts. This aims at kindlinginnovative spirit in them andimparts a sense of belongingnessin them.

• Staff Meeting – It is a participativeforum which facilitates bilateralcommunication. These meets,result in individual developmentand organizational effectiveness.

• Brainstorming Session – This is atime tested technique whichbrings along people from allcadres to generate the maximumpossible solution to a problem.This stimulates thinking and theimaginative power of employees.

• Build ing the capabilities ofmanagers and staff –Strengthening the capability ofmanagers and holding themaccountable to enable employeesthrive and meet their potential isof paramount importance. Propertraining session should bearranged for honing the leadershipqualities and styles within amanager.

• Balanced Talent Acquisition –Diversity is a key enabler to longterm success. It relies both onleveraging the skill and experiencealready available within theorganization and bringing innecessary talents from outside.

• Sustainable Retirement Benefit –Apart from statutory benefits givento employees the employer shouldalso design some insurancescheme for the retirees and theirfamily.

• Transparency – It erodes theoccasions of favouritism andnepotism and affirms the trust inthe system.

• Forbearance allowances

• Delegation of power

• Employee Stock Option Plan –These plans are a contract betweenthe company and the employeethat gives an employee the rightto buy company’s shares at apredetermined price. This helps toretain and attract the talent.

• Exit Interviews – It is a surveyconducted with an individual whois separating from theorganization. The feedbackreceived from these employeeshelp the HR team to re-evaluateand redesign their policies andmethods. This safeguards theorganization from reputationalrisks.

Human Resource department is not acost to the company but an investmentwhich scales up the mercury ofprofitability.

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“Human Resources to Human Recreation”- A day out by Personnel Department at Eco Gardens, Cheruthuruthy

An organization is defined at thestructural level by its core persona i.e.human capital. The ISO 9001 set ofstandards have time and againproven to be the industry benchmarkin quality recognition. Following the“Plan, Do, Check, Act(PDCA)philosophy” in its implementation, theISO 9001:2015 certif ication hasestablished international standardsand practices for an effective qualitymanagement system.

Human resource management is anintegral facet of quality planning atthe organizational level. It is nothingshort of a remarkable feat for ourBank in achieving the ISO 9001:2015certification for services rendered andpractices followed in the PersonnelDepartment. We have been upgradedfrom the existing ISO 9001:2008certification to the newest standard.With yet another feather in our cap,we have demonstrated that with theadoption of superior practices andprocesses at par with internationalstandards, our Bank has elevated itsoverall standing in terms of qualityof processes and services undertaken,thereby reinforcing its position as aforce to reckon with.

In the industry, HR departments beingrecipients of coveted ISO certificationis an achievement in itself due to therarity of its occurrence. The PersonnelDepartment of South Indian Bank,with its latest accomplishment,stands only second to HDFC Bank inthe country for its achievement. Thistriumph validates our continuedefforts towards conforming tointernational standards in tune withthe unified vision of the Bank.

One of the primary areas of focus is aparadigm shift from a person orientedapproach to a system centric one. This

ISO 9001:2015-The Dawn of a New Era

Grace Rebeca VergheseProb. OfficerPersonnel Department

offers a competitive advantage interms of ensuring process continuityin the event of a transfer or sectionchange. Detailed work instructionshave been defined and implementedin view of guaranteeing a smoothtransition with minimal downtime.Another key area of focus is theincreased prominence on risk based

thinking and mitigation incomparison with the 2008 version.

We have a robust target basedrequest management and disposalprocess implemented in HRMSS inwhich performances are reviewed atregular intervals vis-a-vis targetsallotted. In addition, control andindexing of records have beenstreamlined to align with ISO qualitystandards. Continued improvementand conformity to norms areenvisaged by way of quality auditsand abundant redressal mechanisms.

Our intrepid approach to total qualitymanagement has made certain thatwe are setting benchmarks of asuperior standard and indeed stayingwell ahead of the curve.

Mr. V.L. Paul, SGM(Admin) receiveing ISO Certfication from Mr. Sureshnathan, South India BusinessHead of IRQS(Indian Register Quality Systems). Mr. Baboo Anto, AGM is also seen.

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AchievementsAssociate Member -

Indian Institute of Banking & Finance

M.T. JoseDGM, Personnel Dept.

Dr. Davis C.J. ,Chief Manager-HO Staff Wel-fare Dept. se-cured Ph.D. fromChrist Univer-sity, Banglorefor the study in"Determinantsof profitabilityof private sector

Doctorate from Christ University

Banks in India" and qualified IBC-IBBI lim-ited insolvency examination.

Today is going to be just like any otherday. That woman would be there togreet me first thing in the morning.The freedom enjoyed by the emptychairs would be disrupted by her atexactly 9:30 a.m. The moment I reachthe counter, she would come up andhand over the passbook as if she waswaiting for me. I would print and givethe passbook back. I have never seenmore than Rupees 500 or 1000 beingcredited into this account. Oncollecting the printed book, herattention would shift to thewithdrawal slip. She wanted towithdraw all the money but did notknow how to fill up the details on theslip. Since she was a regular customer,an intangible bonding had formedbetween us and she would seek myhelp in filling the form. I would fillthe slip and hand it back to her forher signature. She would carefully signit and I would collect it and hand herthe first token of the day. This hadbecome a routine for me for the pastone month. As soon as the cashiercalled for her token, she would rushto the counter and collect the cash.She would then disappear into thecrowd. Since this monotonous workcontinued for days, I started to get a

little bored. By and by I developed anindifference to this woman. As dayspassed by, this indifference gottransformed into a thin hatred. Thislimited my social customer relationstowards the woman to a mere passingof passbook and token without evenmaking eye contact.

It was during one of my train journeysback home that I happened to noticea poster pasted outside the Railwaystation which read “Child SeekingHelp”. A two year old boy was sufferingfrom blood cancer and his parentswere seeking financial help for histreatment. The bank details werewritten on the bottom of the posterand I instantly recognised it. It was thesame account number that I have beenwriting on the slip for my f irstcustomer for over a month now.Throughout my journey back home, asense of heaviness engulfed my heart.My mind was continuously revolvingaround the image of that woman andthe child I saw on the poster. I got backto work after the weekend. The womanwalked up to my counter as soon as Ireached. For the first time I carefullylooked at the face of the woman. Allalong I had been judging peopleaccording to the balance they had intheir accounts. I guess the mind-set ofmost bank employees is the same. Theonly place where figures assume agreat deal of importance is the bank.But on that particular day my eyeswent beyond the numbers andpassbook and saw the woman. She wasextremely thin. There was no piece ofjewellery on the woman except a blackbeaded rosary on her neck. Her facewas full of expectations andanticipations.

I too shared the same sense ofanticipation that day. An amount of Rs2200 was credited into the accountprobably during the long weekend. Inoticed a faint smile sprouting on herface when she saw the amount printedon the passbook. I f illed the

withdrawal slip for her and handed herthe first token. Her face reflectedhappiness, gratitude and prayers forthe people who helped her when shecollected the money from the counter.This continued for weeks. Onemorning, to my astonishment,somebody else came up to my counterto collect the first token. I consoledmyself thinking that the woman mighthave been busy with other work. I didnot see her for the next few days. Onmy way back home at the end of theweek, I found that the poster hadvanished from the railway station. Isearched for it everywhere butcouldn’t find it. A strange chill grippedmy heart. Questions started arising inmy mind. What could have happened?I couldn’t f ind the woman nextMonday and gradually the transactionsin her account also started to wane. Ilooked for the mobile numberregistered in her account and I savedit onto my phone. I walked outside thebank and started to dial the number.But I couldn’t get through it. I wasuncertain of what might havehappened and unsure of what I wouldask or say. I feared that something badmight have happened to the child andthis fear made me change my mind.

I made myself believe that no harmhas befallen the child and I slippedthe phone back into my pocket. I feltthat the uncertainty of the situationwas much more comforting. I sat onmy chair at the counter with the firsttoken of the day searching forsomething in the faces of the crowdthat slowly started to flow into thebank...

Linto AbrahamClerkBr. Kunnamkulam Main

24

First Token

Branch Name : THANJAVUR Br. Code 0076Date of Opening : 22.11.1965No. of ATMs : Onsite 1 & Off-site 1Specialty of the Location Considered as “Rice bowl of Tamil Nadu”. Tourist spot: UNESCO World

Heritage Monuments - Brihadeeshwara Temple, Gangaikondacholapuram etc. Tanjore painting, Thanjavur doll (Thalayatti Bommaimade of terracotta material) are famous.

Nearest Railway Station : Thanjavur- 2 kmNearest Airport : Tiruchirapalli Airport-61 kmNearest Bus Station : Thanjavur Old Bus stand(0.5 kmLocation of ATMs : 1. Adjacent 2. 941, Savithiri Swagath Building, East Main Street

Branch: TATTAMANGALAM Br. Code 0077Date of Opening: 16.09.1964No. of ATMs: Onsite – 1, Offsite – 1Specialty of the Location: Every alternate year Traditional Festival like Angadi Vela (Kuthira

Ottam), Kongan Pada (Temple Festival) are celebrated. Nelliampathyhill staion is 49 km and Malampuzha garden is 30 km away

Nearest Railway Station: Palakkad Railway Station 15 kmNearest Airport: Coimbatore Domestic – 78 kmNearest Bus Station:) Tattamangalam Bus Stand (100 mts)Location of ATM Offsite ATM

Branch Name: TELLICHERRY Br. Code 0078Date of Opening 02.04.1959No. ofATM 1Specialty of the Location: Known for food items, Tellicheny biriyani is very famous. Major tourist

spots are Fort, Muzhuppilangad drive in beach, etc. All majorcommunities are living together here harmoniously.

Nearest Railway Station : Tellicherry 2 kmNearest Airport Kannur 25km ( Will be functional shortly)Nearest Bus Station Tellicherry 1 k mLocation ofATM On site 1

Branch Name: THIRUVALLA Br. Code 0079Date of Opening: 24.06.1970No. of ATMs: Onsite 2 Offsite 1Specialty of the Location: Land of NRIs, Thiruvalla town in Pathanamthitta dist., Kerala lies on

the banks of the rivers Manimala and Pamba. Branch located nearto headquarters of Malankara Marthoma Syrian Church on TK road

Nearest Railway Station: Thiruvalla 1kmNearest Airport: Cochin 105 kmNearest Bus Station Thiruvalla 300metersLocation of ATM Offsite at Believers Church Medical College Hospital

Branch Name: THIRUVANKULAM Br. Code 0080Date of Opening: 13.05.1964No. of ATM 2Specialty of the Location: Hill Palace, Tripunithura, largest Archaeological Museum is about

1.5 km from our branchNearest Railway Station: Tripunithura Railway station 3.5 kmNearest Airport: Cochin International Airport, Nedumbassery 34 kmNearest Bus Station: Tripunithura 3.5 kmLocation of ATM: Thiruvankulam Junction

Know Your Branch

25

Branch Name : TRICHY MAIN Br. Code 0082Date of Opening: 12.05.1955No. of ATM: One (Offsite)Specialty of the Location: On the banks of Cauvery and Kollidam, Trichy the Temple Town is

also known as Tiruchirappalli, 4th largest city in Tamil Nadu. In thevicinity of Srirangam Temple, Rock-Fort Temple, BHEL, NIT-Trichy,Colleges like St..Joseph’s, Bishop Heber, Holy Cross and schools likeMontfort, Campion Anglo-Indian are worth to mention.

Nearest Railway Station: Trichy Fort Railway Station 3 kmNearest Airport: Trichy International Airport 16 kmNearest Bus Station: Chathram Bus Stand Trichy 0.20 kmLocation of ATM Near to Raja Theatre, Madurai Road, Trichy

Branch Name : THRISSUR MAIN Br. Code 0084Date of Opening: 29.01.1929No. of ATM: On site 2 Offsite 1Specialty of the Location: In the proximity of Basilica of Our Lady of Dolours, Lourdes Cathedral,

Chaldean Church, Paremaekavu -Thiruvambadi -VadakumnadhanTemples, Dist. Hospital, Municipal Bus Stand. Branch is facing ThrissurRound and the First Business Centre of the bank.

Nearest Railway Station: Thrissur 1 kmNearest Airport: Cochin International Airport, Nedumbassery 53 kmNearest Bus Station : KSRTC 1 kmLocation of ATM 1&2 Round South, SIB RO Building 3. Behind Shrine Basilica of Our

Lady of DoloursBranch Name THRISSUR BAZAR Br. Code 0085Date of Opening 04. 11. 1964No. of ATMs: 2Specialty of the Location Thrissur flexes its economic muscle in India as the headquarters of

three major scheduled banks, South Indian Bank, Catholic Syrian Bank,Dhanalakshmi Bank and a Small Finance Bank ESAF and KSFE.

Nearest Railway Station: Thrissur 1 kmNearest Airport: Cochin International Airport, Nedumbassery 53 kmNearest Bus Station : KSRTC 1 kmLocation of ATM : 1. BSNL Premises 2. Hotel Palace Tower Premises

Branch Name : THIRUVILWAMALA Br. Code 0081Date of Opening: 09.04.1964No. of ATM: One Onsite & One OffsiteSpecialty of the Location: Thiruvilwamala is a hilly village in the northern terrain of Thrissur

District. Kuthampully Handloom Silk Sarees and Dothis are famous.Thiruvilwamala Temple and Festivals are also famous

Nearest Railway Station: Ottapalam Railway Station 14 kmNearest Airport: Karippur International Airport 105 kmNearest Bus Station: ThiruvilwamalaLocation of ATM 1. Adjacent to Br. 2.Kuthampully

Branch Name: TIRUPPUR MAIN Br. Code 0083Date of Opening: 05.02.1947No. of ATMs: 4 Nos. (incl.CRM)Specialty of the Location: TIRUPUR –The Dollar city is the exporter’s palace. The main business

is manufacturing and export of textiles garments. Exporting of knittedgarments and hosiery is the major activity

Nearest Railway Station: Tiruppur-0.5 kmNearest Airport: Coimbatore-60 kmNearest Bus Station : Tirupur Old Bus Stop-1.5 kmLocation of ATM 1. Ajacent 2. Kumaran Road 3. Anuppar palayam 4. Parapalayam

26

Know Your Branch

Branch Name : THRISSUR HIGH ROAD Br. Code 0086Date of Opening: 20-12-1965No. of ATMs: Onsite -1 ,Offsite -1Specialty of the Location: Business centre adjacent to High Road. Thrissur, the Cultural Capital

of Kerala contains the Kerala Sangeetha Nataka Academy, KeralaLalithakala Akademi and Kerala Sahitya Academy.

Nearest Railway Station: Thrissur Railway Station 1 kmNearest Airport: Cochin International Airport 53 kmNearest Bus Station: Thrissur KSRTC Bus Station 1 kMLocation of ATM 1. Sun Medical Rearch Centre, ST Nagar 2. Adjacent

Branch Name : TRIPUNITHURA Br. Code 0088Date of Opening 13.05.1964No. of ATM 3Specialty of the Location: Located about 8 km from Kochi city, was the capital of the

erstwhile Kingdom of Cochin. The town is also a prominent centreof learning for Carnatic music, Kathakali and Mohiniyattam besidespercussion instruments like mridangam, chenda and maddalam.

Nearest Railway Station: 0.7 kmsNearest Airport (Km) 24 kmsNearest Bus Station (Km) 1 kmLocation of ATM Onsite : Opp. St. Mary’s Forane Church, Vaikkom Road Offsite:

1. Kerala Ayurveda College, Puthiyakavu 2. Irumpanan Junction

Branch Name : TRIVANDRUM CHALAI BRANCH Br. Code 0089Date of Opening: 01.08.1964No. of ATMs: 1 Onsite & 2 OffsiteSpecialty of the Location: Chalai Bazaar is the Main Market. Sree Padmanabhaswamy Temple,

Pazhavangadi Ganapathi Temple is nearby.Nearest Railway Station: Trivandrum Central-Railway station 0.4 kmNearest Airport : International Airport Trivandrum 5.5 kmNearest Bus Station : Thampanoor KSRTC 0.5 kmLocation of ATM 1. Opposite To Big Bazaar in MG Road, 2. Near PRS Hospital, Killipalam

3. Power house road, Near Handloom House, Chalai (On Site)

Branch Name: TUTICORIN Br. Code 0090Date of Opening: 12-09-1966No. of ATMs: 3Specialty of the Location: Tuticorin, port city is an emerging energy and industrial hub. Shiva

temple in the centre of the town and the ‘Our Lady of Snows Basilica’are the major religious attractions in the city.

Nearest Railway Station: Tuticorin Railway station 600 mtrNearest Airport: Tuticorin Airport 18 kmNearest Bus Station: Tuticorin old bus stand 2.4 kmLocation of ATM 1. Onsite 2. Palayam Kotai Road 3. Near Nila Sea foods.

Branch Name: THRISSUR M G ROAD Br. Code 0087Date of Opening: 11.05.1964No. of ATM: 1Specialty of the Location: Vadakkunnathan Temple is a Tourist place nearby. Internationally

famous Thrissur Pooram, Pulikkali are festivals of this place.Nearest Railway Station: Thrissur, 1 kmNearest Airport: International Airport, Nedumbassery, 53 kmNearest Bus Station: KSRTC, Thrissur, 1 kmLocation of ATM : Near to branch

27

Know Your Branch

Branch Name: VAIKOM Br. Code 0091Date of Opening : 02.04.1976No. of ATMs: 2Specialty of the Location: Main attraction is Vembanadu Lake, Solar Boat, Vaikom Beach,

Vaikom-Sathyagraha Memmorial Hall. Famous Vaikom Temple is verynearby.

Nearest Railway Station: Vaikom Road 16 kmNearest Airport: Nedubasserry 60 kmNearest Bus Station: Vaikom 200 mtsLocation of ATM: West gate , Vaikom

Branch Name: VALANCHERRY Br. Code 0092Date of Opening: 23.11.1970No. of ATMs: 1 onsiteSpecialty of the Location: Valancherry is located on Kuttippuram-Kozhikode route. Branch is

near to historic Nila Lake and Kadampuzha Bhagavathy Temple.Famous amusement Park “Flora Fantasy” is also nearby.

Nearest Railway Station: Kuttippuram 7 kmNearest Airport: Kozhikode International Terminal 48 kmNearest Bus Station: Valanchery Bus Stand 100 mtr, Edappal bus depot 11 kmLocation of ATM: Valanchery

Branch Name : VANDITHAVALAM Br. Code 0093Date of Opening : 10.03.1971No. of ATMs: 1 onsiteSpecialty of the Location: A smal village in the Palakkad district, state of Kerala as of 2001

India census, has a population of 12,160 with 6,006 males and 6,154female.

Nearest Railway Station: Muthalamada-7 kmNearest Airport: Coimbatore-60 kmNearest Bus Station: Tattamangalam-7 kmLocation of ATM: Branch Premises

Branch Name: VELUR Br. Code 0094Date of Opening: 20.04.1964No. of ATMS: 1. onsiteSpecialty of the Location : Rural area. Jesuit priest from Germany Fr. Johann Ernst Hanxleden,

known as Arnos Pathiri, who wrote the first Malayalam - PortugueseEncyclopedia has given his energy not only to Velur but to the wholeworld through his literary works. Velur church was founded by ArnosPathiri on 3 Dec. 1712 in honour of St. Francis Xavier.

Nearest Railway Station: Thrissur 20 kmNearest Airport: Nedumbassery 60 kmNearest Bus Station: Kunnamkulam 13.5 kmLocation of ATM : Velur

Branch Name: WADAKKANCHERY Br. Code 0095Date of Opening: 19.02.1932No. of ATM: 1Specialty of the Location: Wadakkanchery is the oldest branch of SIB and Wadakkancherry the

famous tourist sopt Vazani Dam and Poomala are nearby.Nearest Railway Station : Wadakkanchery R S 1 kmNearest Airport : Nedumbassery 71 kmNearest Bus Station: Wadakkanchery 0.1 kmLocation of ATM Onsite

28

Know Your Branch

Krishnan K.R.ClerkTBD

Livin K. SabuProb. Officer

Dimapur

Mary Teresitta A.C.Assistant Manager

Chellanam

Rajan VargheseManager

Palakkad-Melamuri

Saran Krishna RManager (CA)

Credit Department

Shaik AkhilaAssistant Manager

Almasguda

Shikha VermaAssistant Manager

Noida

Yusuf AhmedManager

Perambalur

Anand SwaminathanProbationary Officer

Tuticorin

Deepthi PanoliAssistant Manager

Delhi RO

Jisna SebastianClerk

Puduppady

Joel Varghese TAssistant Manager

Kechery

Mithula SreenivasanClerk

Poonoor

Pradeepkumar KProbationary Clerk

Trichy

Reshma JoseProbationary Officer

Mullassery

Revathy MProbationary Officer

Chalakudy

Sherin SebastianAssistant ManagerThrissur M G Road

Sonia JosephAssistant ManagerCBE Big Bazar St

Soumya V. SivaramanClerk

Palakkad - Chandra Nagar

Steena JosephClerk

Mattannur

Tisa JacobAssistant Manager

Retail Banking Dept.

Vidya Menon CClerk

Karthikapally

CAIIB Sibians

JAIIB Sibians

Soumya ChatterjeeClerk

Kolkata G.C.Avenue

Painting bySajnu Jose Poothokaran, Aranattukara Br.

29

SudokuEmail us the right answer on or before 15th Nov,2018 and you could be the lucky one to befeatured in the next issue!

Joemon Johnson, Assistant Manager, RBD &Riya Jose

Mr Krishnaraj K .,Asst. Manager, Br. Kozhikode SM Street& Gayathri R Krishnan.

Nidhin B Mathew, Clerk, Br. Sakkimangalam &Stephy Steephen, Clerk, Br. Kottayam Medical College

Roshan Kumar, Clerk, Br. Puttur & Lavanya

Sreejith D Shenai, Manager, Br. Belthangady &Archana Ashokkumar Kamath

Jean J Neelamkavil, Clerk Kanjany br. &Tinu Abraham, Clerk, SBI Thodupuzha

Wedding Bells

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Manuel Thomas George, Clerk, Panachipara br.& Jemy K Jacob

Vishnu Harikumar S/o Geetha Devi E.Asst. Mgr., EKM NRI & Reshma

Aishwarya Chandran, Ernakulam MarketRoad & Akhil S. Nair

Siblink Wishes a Happy &Prosperous Married life

Sreeram, S/o Shyma M.P., Manager KannurRO & Swetha Premraj

Radhanagar Beach, Andamans,Animita Chakrabarty Br. Kolkata Brabourne Road

Mom's ancestral houseSaiganesh. PAssistant Manager, Asian Christian Academy EC-Hosur

Nubra Valley, Leh Ladakh, KashmirNahab N, Retail Banking Dept.

CLICKZ !!!

On the banks of Ganges in the City of Joy Kolkata

- Anshu KejriwalManager

Inspection & Vigilance Department