Introduction

HRM is the focal point of all the organizations in the present day competitive
environment. It is not possible for any organization to achieve its objectives without
proper management of human resources because it focuses on “Human Approach”
while managing people in the organization. HRM is a people oriented management
policy which deals with acquisition, development, motivation and maintenance of
human resource to gain competitive advantage inter-alia HRM is a management
function that entails “planning, organizing, directing and controlling of activities
relating to the development of employees in terms of getting them to acquire traits
or skills required to perform their tasks with ease and enthusiasm”. The HR function
in banks is not different from that in other organizations. It is a continuous process
that seeks to ensure the development of employee competencies, dynamism,
motivation and effectiveness, in a systematic and planned manner .as banking
industry is also a service industry, human resource is one of the most important
factors. Human resource is regarded as blood of any organization without which
every other resource is of no use. Management of human resource and management
of risk are two key challenges facing banks. Efficient risk management is a failure
without efficient and skilled manpower. Banking industry is facing an acute
shortage of efficient manpower. Human resources are declining both in quality and
quantity. The purpose of this study is to find out the activities and initiatives taken
by HDFC bank in recent years. It is an admitted fact that HRM is a gentle approach
to ensure that skill of people in an organization should be utilized not only to
achieve objectives of the organization but also for growth, development, satisfaction
and benefit of its people.

CONCEPT OF HUMAN RESOURCE MANAGEMENT (HRM)

Present concept of Human Resource Management has emerged out of the synthesis
of several thoughts. In the history of the management there is no clear and reliable
record to throw light on how and when human resource management came in to
being. Regarding its origin, the only thing that can be said is that personnel
problems must have its birth at the same time when the people have attempted to
work collectively. A new class, called manager class came in to being along with
employer- employee class in the wake of industrialization. These managers
supervise and control the labourers and also function as intermediaries between
employers and employees inter-alia the Trade unions was the result of
industrialization. Personnel management was the result of efforts put by managers
and industrialists in the Western countries. The evolution of personnel management
in India was not for the welfare activities but for redressal of grievances and
improvement of recruitment system. Thus we can say that HRM is the process of
recruitment, selection of employee, providing proper orientation, providing proper
training and, assessment of employee (performance of appraisal), providing proper
compensation and benefits. Moreover it is the process of maintaining proper
relations with labour and with trade unions, maintaining employee’s safety, welfare
and health by complying with labour laws of concern state or country. Human
resource management is the process of proper and maximizes utilization of available
limited skilled workforce. The core purpose of the human resource management is
to make efficient use of existing human resource in the organisation. The Best
example at present situation is, construction industry has been facing serious
shortage of skilled workforce. It is expected to triple in the next decade from the
present 30 per cent, will negatively impact the overall productivity of the sector,
warn industry experts. Every organization’s desire is to have skilled and competent
people to make their organisation more effective than their competitors. Humans are
very important assets for the organisation rather than land and buildings, without
employees (humans) no activity in the organisation can be done. Machines cannot
produce more goods of good quality without the skilled staff and for that recruiting
the right people cannot be ignored inter-alia the evaluating performance, resolving
disputes, and communicating with all employees at all levels.

In HRM we must treat our employees with respect and dignity because in the most
automated factory in the world, we need the power of human mind and for the high
quality of minds to work for us we must protect the respect and dignity. Johan F.
Kennedy has rightly said that “Our progress as a nation can be no swifter than our
progress in education. The human mind is our fundamental resource.”

NATURE OF HRM
 1. It involves procurement, development, maintenance of human resource.
2. It helps to achieve individual, organizational and social objectives
3. Human Resource Management is a multidisciplinary subject. It includes the
study of
management, psychology, communication, economics and sociology.
4. It involves team spirit and team work because HRM is all about people.
5. It should be action oriented approach and deals with polices or practices for
the
management people to resolve their problems by balanced polices.
6. HRM is universal in nature and it is present in all types of management i.e.
government, business, education, health, recreation or social etc.
7. HRM is directed towards attainment of organization goals by strategic
deployment of
capable work force and personnel techniques.
8. It is a continuous process. It has to regularly assess the human resources
requirement
of the organization and plan to meet human resources needs of the
organization.

HRM-FUNCTIONS

A.) Managerial Functions: The Human Resource Manager is a part of the

organizational management. So he must perform the basic managerial functions of
planning, organizing, directing and controlling in relation to his department.

1. Planning: To get things done through the subordinates, a manager must plan
ahead. Planning is necessary to determine the goals of the organisation and lay
down policies and procedures to reach the goals. For a
resource manager, planning means the determination of personnel programs that
will contribute to the goals of the enterprise, i.e., anticipating vacancies, planning job
requirements, job descriptions and determination of the sources of recruitment. The
process of personnel planning involves three essential steps. Firstly, a supply and
demand forecast for each job category is made. This step requires knowledge to both
labour market conditions and the strategic posture and goals of the organisation.
Secondly, net shortage and excess of personnel by job category are projected for a
specific time horizon. Finally, plans are developed to eliminate the forecast shortages
and excess of particular categories of human resources.

2. Organizing: Once the human resource manager has established objectives and
developed plans

and programs to reach them, he must design and develop organisation structure to
carry out the various operations. The organisation structure basically includes the
following:

(i) Grouping of personnel activity logically into functions or positions;

(ii) Assignment of different functions to different individuals;

(iii) Delegation of authority according to the tasks assigned and responsibilities

involved;

(iv) Coordination of activities of different individuals.

3. Directing: The plans are to be pure into effect by people. But how smoothly the
plans are implemented depends on the motivation of people. The direction function
of the personnel manager involves encouraging people to work willingly and
effectively for the goals of the enterprise. In other words, the direction function is
meant to guide and motivate the people to accomplish the personnel programs. The
personnel manager can motivate the employees in an organization through career
planning, salary administration, ensuring employee morale, developing cordial
relationships and provision of safety requirements and welfare of employees. The
motivational function poses a great challenge for any manager. The personnel
manager must have the ability to identify the needs of employees and the means and
methods of satisfy those needs. Motivation is a continuous process as new needs and
expectations emerge among employees when old ones are satisfied.

4. Controlling: Controlling is concerned with the regulation of activities in

accordance with the plans, which in turn have been formulated on the basis of the
objectives of the organization. Thus, controlling completes the cycle and leads back
to planning. It involves the observation and comparison of results with the
standards and correction of deviations that may occur. Controlling helps the
personnel manager to evaluate the control the performance of the personnel
department in terms of various operative functions. It involves performance
appraisal, critical examination of personnel records and statistics and personnel
audit.

B.) Operative Functions: The operative functions are those tasks or duties which are
specifically entrusted to the human resource or personnel department. These are
concerned with employment, development, compensation, integration and
maintenance of personnel of the organisation.

1. Employment: The first operative function of the human resource of personnel

department is the employment of proper kind and number of persons necessary to
achieve the objectives of the organisation. This involves recruitment, selection,
placement, etc. of the personnel. Before these processes are performed, it is better to
determine the manpower requirements both in terms of number and quality of the
personnel. Recruitment and selection cover the sources of supply of labour and the
devices designed to select the right type of people for various jobs. Induction and
placement of personnel for their better performance also come under the
employment or procurement function.

2. Development: Training and development of personnel is a follow up of the

employment function. It is a duty of management to train each employee property to
develop technical skills for the job for which he has been employed and also to
develop him for the higher jobs in the organisation. Proper development of
personnel is necessary to increase their skills in doing their jobs and in satisfying
their growth need. For this purpose, the personnel departments will device
appropriate training programs. There are several on- the-job and off-the-job methods
available for training purposes. A good training program should include a mixture
of both types of methods. It is important to point out that personnel department
arranges for training not only of new employees but also of old employees to update
their knowledge in the use of latest techniques.
3. Compensation: This function is concerned with the determination of adequate
and equitable remuneration of the employees in the organisation of their
contribution to the organisational goals. The personnel can be compensated both in
terms of monetary as well as non-monetary rewards. Factors which must be borne in
mind while fixing the remuneration of personnel are their basic needs, requirements
of jobs, legal provisions regarding minimum wages, capacity of the organization to
pay, wage level afforded by competitors etc. For fixing the wage levels, the
personnel department can make use of certain techniques like job evaluation and
performance appraisal.

4. Maintenance (Working Conditions and Welfare): Merely appointment and

training of people is not sufficient; they must be provided with good working,
conditions so that they may like their work and workplace and maintain their
efficiency. Working conditions certainly influence the motivation and morale of the
employees. These include measures taken for health, safety, and comfort of the
workforce. The personnel department also provides for various welfare services
which relate to the physical and social well-being of the employees. These may
include provision of cafeteria, rest rooms, counseling, group insurance, education for
children of employees, recreational facilities, etc.

5. Motivation: Employees work in the organisation for the satisfaction of their needs.
In many of the cases, it is found that they do not contribute towards the
organisational goals as much as they can. This happens because employees are not
adequately motivated. The human resource manager helps the various departmental
managers to design a system of financial and non-financial rewards to motivate the
employees.

6. Personnel Records: The human resource or personnel department maintains the

records of the employees working in the enterprise. It keeps full records of their
training, achievements, transfer, promotion, etc. It also preserves many other records
relating to the behaviour of personnel like absenteeism and labour turnover and the
personnel programs and policies of the organisation.
7. Industrial Relations: These days, the responsibility of maintaining good industrial
relations is mainly discharged by the human resource manager. The human resource
manager can help in collective bargaining, joint consultation and settlement of
disputes, if the need arises. This is because of the fact that he is in possession of full
information relating to personnel and has the working knowledge of various labour
enactments. The human resource manager can do a great deal in maintaining
industrial peace in the organisation as he is deeply associated with various
committees on discipline, labour welfare, safety, grievance, etc. He helps in laying
down the grievance procedure to redress the grievances of the employees. He also
gives authentic information to the trade union leaders and conveys their views on
various labour problems to the top management.

8. Separation: Since the first function of human resource management is to procure

the employees, it is logical that the last should be the separation and return of that
person to society. Most people do not die on the job. The organisation is responsible
for meeting certain requirements of due process in separation, as well as assuring
that the returned person is in as good shape as possible. The personnel manager has
to ensure the release of retirement benefits to the retiring personnel in time.

C. Advisory Functions:

Human resource manager has specialized education and training in managing

human resources. He is an expert in his area and so can give advice on matters
relating to human resources of the organization.

1. Advised to Top Management: Personnel manager advises the top management in

formulation and evaluation of personnel programs, policies and procedures. He also
gives advice for achieving and maintaining good human relations and high
employee morale.

2. Advised to Departmental Heads: Personnel manager offers advice to the heads of

various departments on matters such as manpower planning, job analysis and
design, recruitment and selection, placement, training, performance appraisal, etc.
a.) Facilitates professional growth:- Due to proper Human Resource policies
employees are trained well and this makes them ready for future promotions. Their
talent can be utilized not only in the company in which they are currently working
but also in other companies which the employees may join in the future.

b) Better relations between union and management:- Healthy Human Resource

Management practices can help the organization to maintain co-ordinal relationship

with the unions. Union members start realizing that the company is also interested
in the workers and will not go against them therefore chances of going on strike are
greatly reduced.

c) Helps an individual to work in a team/group:- Effective Human Resource

practices teach individuals team work and adjustment. The individuals are now very
comfortable while working in team thus team work improves.

d) Identifies person for the future: - Since employees are constantly trained, they
are ready to meet the job requirements. The company is also able to identify
potential employees who can be promoted in the future for the top level jobs. Thus
one of the advantages of HRM is preparing people for the future.

e) Allocating the jobs to the right person: - If proper recruitment and selection
methods are followed, the company will be able to select the right people for the
right job. When this happens the number of people leaving the job will reduce as the
will be satisfied with their job leading to decrease in labour turnover

HRM: A CASE STUDY OF HDFC BANK

The HR function in banks is not different from that in other organizations. It is a

continuous process that seeks to ensure the development of employee competencies,
dynamism ,motivation and effectiveness, in a systematic and planned manner .Being
a service industry, human resource is one of the most important factors in the
banking industry .Human resource is the life blood of any organization without
which every other resource is of no use. Management of people and management of
risk are two key challenges facing banks .Efficient risk management may not be
possible without efficient and skilled manpower. Banking industry is facing an acute
shortage of skilled manpower. Human resources are becoming scarce both in quality
and quantity.

MILESTONES IN THE HISTORY

HDFC Bank began its operations in 1995 with a simple mission to be a "World-
class Indian Bank" .They realized that only a single-minded focus on product quality and
service excellence would help us get there. Today, they are proud to say that they are well on
our way towards that goal. It is extremely gratifying that their efforts towards
providing customer convenience  have been appreciated both nationally and
internationally.

HRM ( 2013-14)

Human Resources Development has been a key and constant focus area of the bank.
The human resources agenda, that includes within its gamut the attraction and
retention of talent, skills development, reward and recognition, performance
management and employee engagement are realized through a number of key
initiatives, systems and processes. Employee Development Performance
Management is one of the most critical dimensions pertaining to the management of
human resources and the organization has a comprehensive Performance
Management System (PMS) to assess performance. The PMS facilitates the
differentiation between the various categories of performance. Higher rewards for
higher levels of performance have been a fundamental philosophy of the bank.
Apart from rewards, the PMS also allows for identification of training and
development needs for employees. Employee development and growth is realized
through an array of functional and behavioural programs that the bank conducts
throughout the year as well as on the job training. Further the bank lays emphasis in
rotating key talent for professional development and growth and building a
leadership pipeline for the future. Rewards and Recognition Rewards and
Recognition play a key role to attract, retain and engage employees. Bank is
committed to ensure THAT EMPLOYEES ARE COMPETITIVELY POSITIONED VIS
Ë VIS MARKET with respect to both fixed as well as variable pay. The Bank also
grants employee stock options to a certain segment of the employee population in
order to align employee efforts to the creation of shareholder value. Apart from the
standard compensation the Bank also has a well institutionalized RECOGNITION
PROGRAM CALLED h3TAR! Wards TO RECOGNIZE THE contribution of
employees on an on going basis.

HRM (2012-2013)

Constant focus on the Human Resources dimension is an integral part of the Bank’s
values. Attracting, retaining and developing our workforce to meet the current and
future needs of our business is a key focus area. The organisation is committed to
achieve the above through comprehensive interventions in training and
development, providing career growth opportunities and creating an
entrepreneurial culture. Performance Management is one of the most critical
dimensions pertaining to the management of human resources and the organisation
has a comprehensive Performance Management System (PMS) to assess
performance. The PMS facilitates the differentiation between the various categories
of performance. Higher rewards for higher levels of performance have been a
fundamental philosophy of the bank. Apart from rewards, the PMS also allows for
identification of training and development needs for employees. Employee
development and growth is realized through an array of functional and behavioural
programmes that the bank conducts throughout the year as well as on the job
training. The bank lays emphasis in rotating key talent for professional development
and growth and building a leadership pipeline for the future. Development
interventions of the Bank are supplemented by the conducting of Development
Canters for high performing mid-level managers. Rewards and Recognition It is the
endeavour of the organisation to ensure that employees are competitively positioned
vis-à-vis market with respect to both fixed as well as variable pay. In order to align
employee efforts to the creation of shareholder value the bank also grants employee
stock options to a certain segment of the employee population. Apart from the
standard compensation the organisation also has a well institutionalized recognition
program called “Star Awards” to recognize outstanding achievement of individuals.
Fun at work is something the Bank feels should be an integral part of every HDFC
bank employee’s life. Keeping in mind the aforementioned statement, the
organisation believes in conducting activities that help individuals showcase their
talent or pursue their interests other than work. The Bank conducted comprehensive
sports activities like Josh Unlimited, a multicity, multi sports event, held across eight
cities, a pedometer based race event and online musical classes with an established
musical academy. The organization received a very strong participation for such
activities which is a testimony to their success.

HRM (2011-12)

People remain the most valuable asset of the Bank. The Bank continued to build on
its capabilities in getting the right talent to support different products and
geographies and is taking effective steps to retain the talent. During the year under
review, the total staff strength has increased to 4334 employees as compared to 2981
employees at the same time in previous year. Directors would like to record their
appreciation of the hard work and

commitment of the Company’s employees, which resulted in the good performance.

HRM (2009-2010)

The total number of employees of the bank was 51,888 as of March 31, 2010. The
Bank continued to focus on training its employees, both on-the-job as well as
through training programs conducted by internal and external faculty. The Bank has
consistently believed that broader employee ownership of its shares has a positive
impact on its performance and employee motivation. HDFC Bank lists ‘people’ as
one of its stated core values. The Bank believes in empowering its employees and
constantly takes various measures to achieve this. The Bank’s employees are
encouraged to volunteer time and skills through the ‘Corporate Volunteering
Program’. The Bank’s employees have engaged in activities such as academic
support classes, held English speaking courses and helped in organizing special
events in order to celebrate festivals with the underprivileged. Additionally the Bank
has facilitated employee donations to charities of their choice through ‘Give India’, a
donation platform that enables individuals to support social causes by donating to
over 200 charities that have been screened for transparency and credibility. The bank
makes a donation matching the amounts donated by its employees on a monthly
basis.
HRM (2008-2009)

The total number of employees of the bank increased from 37,836 as on March 31,
2008 to 52,687 as of March 31, 2009. The growth in the employee base was in line
with the growth in the banks businesses and distribution both inorganically as well
as organically. The Bank continues to focus on training its employees on a
continuing basis, both on the job and through training programs conducted by
internal and external faculty. The Bank has consistently believed that broader
employee ownership of its shares has a positive impact on its performance and
employee motivation. HDFC Bank lists 'people’ as one of its stated values. The Bank
believes in empowering its employees and constantly takes various measures to
achieve this.

HRM (2007-2008)

HUMAN RESOURCES The Bank’s staffing-needs continued to increase during the

year particularly in the retail banking and SME businesses in line with the business
growth. Total number of employees increased from 21,477 as of March 31, 2007 to
37,836 as of March 31, 2008. The Bank Directors' Report HDFC Bank Limited Annual
Report 2007-08 Rs. 10 lacs = Rs. 1 million 17 continues to focus on training its
employees on a continuing basis, both on the job and through training programs
conducted by internal and external faculty. The Bank has consistently believed that
broader employee ownership of its shares has a positive impact on its performance
and employee motivation. The Bank’s employee stock option scheme so far covers
around 6,535 employees.

SUGGESTIONS FOR BETTER HRM

The study suggests that HDFC Bank should review its polices from time to time for
the improvement of employee’s participation at middle level and senior level
management interalia with other practices like Training, Performance Appraisal,
Team Work and Compensation etc. which need to be maintained in order to achieve
high level of job satisfaction. The Management should create awareness at all levels
that HRM is everybody business and systems for creating such awareness for the
development of the organization. HDFC Bank should establish a high power HRM
Committee at the corporate level.

The HRM surveys should be carried out in the banks and findings of these surveys
should be interpreted and suitable HRM interventions should be made. The
suggestions emerging from these surveys need to be examined and followed up
seriously. Further the HDFC Bank should consider to re-examination the needs of
welfare measures like medical facilities, canteen facilities at branches, scholarships
for children of staff, holiday homes and library facilities at branches. The other
important polices like transfers, promotions, rewards and punishments should be
made more clear and transparent.

CONCLUSION

Human resource management is the process of proper and maximizes utilization of

available limited skilled workforce. The core purpose of the human resource
management is to make efficient use of existing human resource in the organisation.
The Best example at present situation is, construction industry has been facing
serious shortage of skilled workforce. Every organization’s desire is to have skilled
and competent people to make their organisation more effective than their
competitors. Humans are very important assets for the organisation rather than land
and buildings, without employees (humans) no activity in the organisation can be
done. Machines cannot produce more goods of good quality without the skilled staff
and for that recruiting the right people cannot be ignored inter-alia the evaluating
performance, resolving disputes, and communicating with all employees at all levels
Human Resources Development has been a key and constant focus area in HDFC
bank. The human resources agenda, that includes within its gamut the attraction and
retention of talent, skills development, reward and recognition, performance
management and employee engagement are realized through a number of key
initiatives, systems and processes. Employee Development Performance
Management is one of the most critical dimensions pertaining to the management of
human resources and the organisation has a comprehensive Performance
Management System (PMS) to assess performance. The PMS facilitates the
differentiation between the various categories of performance. Higher rewards for
higher levels of performance have been a fundamental philosophy in this bank.
Apart from rewards, the PMS also allows for identification of training and
development needs for employees. Employee development and growth is realized
through an array of functional and behavioural programs that bank conducts
throughout the year The Bank believes in empowering its employees and constantly
takes various measures to achieve this as well as on the job training. HDFC Bank
lists 'people’ as one of its stated values. The Bank believes in empowering its
employees and constantly takes various measures to achieve this.

It is an admitted fact that HRM is a gentle approach to ensure that skill of people in
an organization should be utilized not only to achieve objectives of the organization
but also for growth, development, satisfaction and benefit of its people. Hence, HRM
considers its people as the most important and valuable resource of the organization
and it stresses that organization should consider its people as an “asset” and not as
“cosT

REASON FOR SELECTING HDFC BANK

The financial sector is one of the booming and increasing sectors in India. The
Personal Banker are one of the most powerful, efficient and effective channel
through which the company sales its various types of financial products and
company takes operational work also. It is really difficult to convince customers and
sell a single product and accomplish operational work. Whereas in my entire project
work I found my interest in working in a team, dealing with customers and finally
convincing them to buy a product.

LEARNING FROM THE STUDY:

The process of bank related transaction, bank related various terms, work
environment of HDFC Bank. Different products and services provided by the
bank. Customers’ perception about the different products. The brand
image of the bank. What are the problems faced by customer on daily
basis. How to communicate with the customers. Different techniques of
dealing with the customers. How to convince and convert a customer into a real
customer. and at the last how to better response to the customer problem

ORGANIZATION PROFILE

COMPANYHISTORY:

The Housing Development Finance Corporation Limited (HDFC)was amongst the

first to receive an 'in principle' approval from the Reserve Bank of India (RBI)to set
up a bank in the private sector, as part of the RBI's liberalization of the
Indian BankingI n d u s t r y i n 1 9 9 4 . T h e b a n k w a s i n c o r p o r a t e d i n
A u g u s t 1 9 9 4 i n t h e n a m e o f   'HDFC Bank Limited' , with its registered office
in Mumbai, India. HDFC Bank  commenced operations as a Scheduled Commercial
Bank in January 1995

PROMOTER 

HDFC is India's premier housing finance company and enjoys an

impeccable track record in I n d i a a s w e l l a s i n i n t e r n a t i o n a l m a r k e t s .
S i n c e i t s i n c e p t i o n i n 1 9 7 7 , t h e C o r p o r a t i o n h a s maintained a
consistent and healthy growth in its operations to remain the market
leader in mortgages. Its outstanding loan portfolio covers well over a
million dwelling units. HDFC has developed significant expertise in retail
mortgage loans to different market segments and also has a large corporate client
base for its housing related credit facilities. With its experience in the
financial markets, a strong market reputation, large shareholder
b a s e a n d u n i q u e c o n s u m e r   franchise, HDFC was ideally positioned to
promote a bank in the Indian environment.

BUSINESS FOCUS

HDFC Bank's mission is to be A World-Class Indian Bank  .The objective is to

build soundcustomer franchises across distinct businesses so as to be the
preferred provider of bankingservices for target retail and wholesale customer
segments, and to achieve healthy growth in  profitability, consistent with the
bank's risk appetite. The bank is committed to maintain thehighest level of
ethical standards, professional integrity, corporate governance and
regulatorycompliance. HDFC Bank's business philosophy is based on
four core values - OperationalExcellence, Customer Focus, Product Leadership and People

CAPITALSTRUCTURE

The authorized capital of HDFC Bank is Rs550 crore (Rs5.5 billion). The
paid-up capital isRs424.6 crore (Rs.4.2 billion). The HDFC Group holds
19.4% of the bank's equity and about17.6% of the equity is held by the ADS
Depository (in respect of the bank's American Depository Shares (ADS) Issue).
Roughly 28% of the equity is held by Foreign Institutional Investors (FIIs)a n d t h e
bank has about 570,000 shareholders. The shares are listed on the
S t o c k E x c h a n g e , Mumbai and the National Stock Exchange. The bank's
American Depository Shares are listed on the New York Stock Exchange (NYSE)
under the symbol 'HDB'.

DISTRIBUTION NETWORK 
HDFC Bank headquartered is in Mumbai. The Bank at present has an enviable
network of over 1229 branches spread over 444 cities across India. All branches are linked
on an online real-time basis. Customers in over 120 locations are also serviced through
Telephone Banking. The Bank'se x p a n s i o n p l a n s t a k e i n t o a c c o u n t t h e n e e d t o
h a v e a p r e s e n c e i n a l l m a j o r i n d u s t r i a l a n d commercial centers where its
corporate customers are located as well as the need to build a strong retail customer
base for both deposits and loan products. Being a clearing/settlement bank to various leading
stock exchanges, the Bank has branches in the centers where the NSE/BSE hasa strong and
active member base. The Bank also has a network of about over 2526
networkedA T M s   a c r o s s   t h e s e   c i t i e s .   M o r e o v e r ,   H D F C   B a n k ' s
A T M   n e t w o r k   c a n   b e   a c c e s s e d   b y   a l l domestic and international Visa/MasterCard,
Visa Electron/Maestro, Plus/Cirrus and AmericanExpress Credit/Charge cardholders.
STRONGNATIONALNETWORK
FIVE“S”PARTOFKAIZENFocus on effective work place organization
 
believe in
“Small changes lead to large improvement”
Every successful organization have their own strategy to win the race in the competitive
market.They use some technique and methodology for smooth running of business. HDFC
BANK
alsoa c q u i r e d   t h e   J a p a n e s e   t e c h n i q u e   f o r   s m o o t h   r u n n i n g   o f   w o r k   a
n d   e f f e c t i v e   w o r k   p l a c e organization.
Five ‘S’
Part of 
Kaizen
is the technique which is used in the bank for easy and systematic work  place and
eliminating unnecessary things from the work place.
BENEFIT OF FIVE “S”
•
It can be started immediately.
•
Every one has to participate.
•
Five “S” is an entirely people driven initiatives.
•
Brings in concept of ownership.
•
All wastage are made visible. 
FIVE ‘S’S-1
S O R T S E
I R I
S-2
S Y S T E M A T I Z E S E I T
O N
S-3
S P I C - N -
S P A N S E I R O
S-4
S T A N D A R D I Z E S E I K E T S
U
S-5
S U S T A I N S H I T S
U K E
1
.
SORT:
It focus on eliminating unnecessary items from the work place. It is excellent
way to free upvaluable floor space. It segregate items as per “require and wanted
SYSTEMATIZE
:Systematize is focus on efficient and effective Storage method. That means it identify,
organizeand arrange retrieval. It largely focus on good labeling and identification practices.
Objective: “A place for everything and everything in its place”.3. SPIC- n - SPAN
:Spic-n-Span focuses on regular clearing and self inspection. It brings in the sense of
ownership.
4. STANDERDIZE
:It focuses on simplification and standardization. It involves standard rules and
policies. Itestablish checklist to facilitate autonomous maintenance of workplace. It assigns
responsibilityfor doing various jobs and decides on Five S frequency.
5.SUSTAIN:
It focuses on defining a new status and standard of organized work place. Sustain means
regular training to maintain standards developed under S-4. It brings in self- discipline and
commitmenttowards workplace organization.
COLOR CODING
In the HDFC BANK each department has their different color coding apply on the different
file.Due to this everyone aware about their particular color file which is coding
on it and they savetheir valuable time. It is  a part of Kaizen and also included in
the system of the Five ‘S’. Logic behind it that, the color coding are always differentiate
the things from the similar one