A

PROJECT
SYNOPSIS
ON
A STUDY ON TRAINING AND DEVELOPMENT
AT
HDFC
SUBMITTED BY
NAMA
ARCHANA
1175-23-672- 014

Department Of Business Management

SAROJINI NAIDU VANITA MAHA VIDHALAYA
(Affiliated to Osmania University)
Exhibition Grounds, Nampally,
Hyderabad – 500001
(2023-2025)
 DECLARATION

I, NAMA ARCHANA, hereby declare that this project synopsis titled "A STUDY ON

TRAINING AND DEVELOPMENT in “HDFC.” submitted by me to the Department of

Business Management, Osmania University is a bonafide work undertaken by me and it is not

submitted to any other University or Institution for the award of any degree/diploma/certificate

or published any time before.

NAMA ARCHANA Signature of the Student

1175-23-672-014

HYDERABAD
 CERTIFICATE

This is to certify that MS. NAMA ARCHANA (H.T. No: 1175-23-672-014), D/o MR. NAMA

YADAGIRI is a bonafide student of this college for the academic years 2023-2025. She has

submitted the project synopsis titled “A STUDY ON TRAINING AND DEVELOPMENT”

undertaken at “HDFC”.

GUIDE SIGNATURE DIRECTOR SIGNATURE

 INDEX

S.NO TABLE OF CONTENT PAGE NO

CHAPTER-1 INTRODUCITON
1.1 INTRODUCITON
1.2 NEED OF THE STUDY
1.3 SCOPE OF THE STUDY
1.4 OBJECTIVES OF THE STUDY
1.5 RESEARCH METHODOLOGY
1.6 LIMITATIONS OF THE STUDY
CHAPTER-2 REVIEW OF LITERATURE
CHAPTER-3 COMPANY PROFILE
CHAPTER-4 DATA ANALYSIS AND INTERPRETATION
CHAPTER-5 FINDINGS, CONCLUSIONS AND
SUGGESTIONS
5.1 FINDINGS
5.2 CONCLUSIONS
5.3 SUGGESTIONS
BIBLIOGRAPHY
ANNEXURE
 Page
Sl. No. Table Title No.
1 Education
2 Tenure at HDFC
3 Awareness of Training Development
4 Importance of Training and Development for Growth
5 Participation in a Training and Development Program in the Organization
6 Training Programs Held in the Organization
7 Training and Development is Essential for Career Advancement in Your Department
8 Most Common Training and Development Methods
9 The Rate of Effectiveness of the Training Methods Used by HDFC
10 Received Any Training Related to Leadership Skills
11 Preferred Training and Development Method for Your Development
12 The Training Programs Are Aligned with the Job Requirements
13 Satisfaction with the Training Programs Offered by Your Organization
14 The Training Programs Improve Your Performance at Work
Feel Motivated to Participate in Future Training Programs After Your Experience at
15 Your Organization
16 The Relevant Topics Covered in the Training Programs to Your Daily Tasks
17 The Training Programs Help Improve Your Skills and Knowledge
18 To Improve the Programs at HDFC
19 Suggesting to Improve the Delivery of Training Programs at HDFC
20 Improvements to Recommend in HDFC’s Training and Development Programs
LIST OF TABLES
 CHAPTER – I

INTRODUCTION
 INTRODUCTION

Training and development have become a key component of the educational system in India

over the past two decades, gaining widespread recognition as an essential factor in

enhancing managerial performance and organizational efficiency. For an organization to

function effectively, it must have skilled and experienced personnel to carry out required

tasks. If the current employees can meet these demands, training may not be necessary.

However, when they fall short, it becomes crucial to enhance their skill levels and improve

their versatility and adaptability. Poor job performance, a drop in productivity, changes due

to job redesign, or advancements in technology all necessitate some form of training and

development.

Training development and education are three terms frequently used. Training is a

process of learning sequence of programmed behavior. I am application of knowledge. It

gives people an awareness of rules and procedure to guide their behavior development is

related process. It covers not only those activities which improve job performance, but also

those which bring about growth of personality and potential capacity so that they not only

become good employees including operatives, supervisor and executive/manager in every

organization. Employees will enhance their skills, knowledge and attitude for meeting the

present as well as future job needs. Operatives, superiors and managers who occupy higher

responsibilities have key tasks to be performed in the organization. Training helps them to

perform those tasks effectively.

Meaning

Training and Development refers to the process of improving the skills, knowledge, and

abilities of employees in an organization. It involves two main components:

1. Training: This is a short-term process aimed at enhancing the specific skills and

knowledge needed for employees to perform their current jobs more effectively. It

focuses on improving their technical or functional skills, such as learning how to use new

software, machinery, or understanding specific job-related processes.

2. Development: This is a long-term, broader process aimed at preparing employees for

future roles and responsibilities within the organization. It focuses on improving overall

capabilities, including leadership, decision-making, and interpersonal skills, and is often

linked to career growth and personal development.

Together, training and development help employees grow professionally, increase their

productivity, improve organizational performance, and adapt to changes in the workplace, such

as technological advancements or changes in job requirements.

Definition

 According to Black (1961), “Training is defined as imparting job knowledge to

employees so that they can carry out orders smoothly, efficiently and cooperatively”.

 Oatey (1970) defines training as any activity which deliberately attempts to improve a

person’s skill at a task.

 According to Hesseling (1971), “training as a sequence of experiences or opportunities

designed to modify behavior in order to attain a stated objective”.

Importance of Training and Development

Training and development play a critical role in enhancing the effectiveness of both

employees and organizations. Here are some key reasons why training and development

are important:

 Improved Performance and Productivity:

Training equips employees with the necessary skills and knowledge to perform their jobs

efficiently, leading to improved productivity and performance. Well-trained employees

can execute tasks more effectively and contribute to higher overall organizational output.

 Enhanced Employee Skills and Competencies:

Training and development programs help employees acquire new skills, update existing

ones, and adapt to changes in the industry. This is particularly crucial in sectors that

experience technological advancements or evolving job roles, ensuring that employees

remain relevant and capable.

 Increased Employee Motivation and Job Satisfaction:

Employees who participate in training programs feel valued and supported by their

employer, which boosts morale and job satisfaction. Training provides employees with

opportunities for growth, making them more motivated and engaged in their work.

 Retention of Talented Employees:

Organizations that invest in training and development are more likely to retain talented

employees. When employees see that their employer is committed to their personal and

professional growth, they are less likely to seek opportunities elsewhere.

 Adaptation to Change:

Training helps employees adapt to changes such as new technologies, processes, or

 industry regulations. This ability to manage change enhances the organization's resilience

and ensures that employees are always equipped to handle new challenges.

 Organizational Growth and Innovation:

A well-trained workforce is a driving force for innovation. Employees who are

continuously learning bring new ideas, solutions, and approaches to the table,

contributing to the organization’s growth and competitive advantage.

Methods Used for Training and Development

There are various methods used by organizations to train and develop their employees. These

methods can be broadly classified into on-the-job and off-the-job training methods, each suited

to different learning needs and organizational goals. Here are some of the commonly used

methods:

1. On-the-Job Training (OJT) Methods

On-the-job training methods are those where employees learn while performing their actual job

tasks. It allows employees to gain hands-on experience and immediate feedback in a real work

environment.

 Job Rotation

 Coaching

 Mentoring

 Apprenticeship

 Understudy
2. off-the-Job Training Methods

Off-the-job training involves learning that takes place outside the normal work

environment. These methods are used to impart theoretical knowledge, develop

broader skills, or introduce employees to new concepts or technologies.

 Classroom Training:

Traditional instructor-led training where employees attend sessions in a classroom setting.

This allows for focused teaching and is often used for technical training or to introduce

new systems, policies, or regulations.

 Workshops/Seminars:

Interactive training sessions that typically focus on specific skills or knowledge. Workshops

are often short-term and allow employees to engage in group activities, case studies, and

discussions.

 E-Learning/Online Training:

Digital training programs that employees can access at their convenience. This includes

video tutorials, online courses, webinars, and virtual simulations. It is cost-effective

and offers flexibility for employees to learn at their own pace.

 Case Studies:

Employees are given real-world scenarios or problems and asked to analyze and come up

with solutions. This method helps to develop problem-solving and critical thinking skills.

 Role-playing:

In this method, employees act out scenarios to learn how to handle various situations.
 Role-playing is particularly effective for training in interpersonal skills, such as customer

service, conflict resolution, and leadership.

Benefits of Training

1. Improves the job knowledge and skill at all levels of the organization.

2. Improves the morale of the workforce.

3. Helps people identify with organizational goals.

4. Fosters authority, openness and trust.

5. Aids in organizational development.

6. Learns from the trainee.

7. Improves labor management relations.

8. Reduces outside consulting costs by utilizing competent internal consulting.

9. Stimulates preventive management as opposed to putting out fires.

10. Eliminates sub-optional behavior (such as hiding tools).

 1. OBJECTIVES OF THE STUDY

The following are the objectives of the study:

1. To study the conceptual theory on training and development.

2. To study the training methods adopted in the company.

3. To study and examine the perception of employees towards training programs in

the company.

4. To suggest measures for improvement.

 2. NEED FOR THE STUDY
Employees are the key drivers of production, and the success of an organization largely

depends on their performance. As employees' contributions are crucial in shaping modern

organizations, it is the responsibility of the organization to nurture their skills, abilities,

and overall performance. By developing employees in a way that aligns with their

potential, the organization indirectly benefits. Employees can improve their performance

only when they receive training to address the specific skills they lack.
 3. SCOPE OF THE STUDY

The scope of this study limits to Training and Development focuses on understanding the

processes and impact of training programs within organizations. It aims to evaluate how training

initiatives improve employee performance, enhance skill sets, and contribute to overall

organizational growth. The study will examine various training methods such as on-the-job and

off-the-job training, leadership development, and the use of technology in modern learning

approaches. It will assess the effectiveness of these programs in boosting productivity, employee

satisfaction, and retention, while also identifying challenges such as budget constraints or

resistance to change.

The present is undertaken at HDFC BANK LTD., Saleem Nagar branch located at Saleem Nagar

Colony, Malak Pet, Hyderabad, 500060, Telangana State.

 4. METHODOLOGY
Research Design:

The present study is descriptive in nature.

Sources Of Data:

The researcher has adopted both primary and secondary data sources.

1. Primary Data: Primary data is collected with the help of a well-structured questionnaire.

2. Secondary Data: For the present study, data is collected from secondary sources namely,

 Journals, magazines and newspapers.

 Internet.

 Academic text books.

 Company website and company internal records.

Sampling Technique:

For this study convenient sampling technique is used to select respondents.

Sample Size:

The sample size refers to the number of sampling units chosen from the population. In this

study, a sample of 100 respondents will be selected.

Tools and Techniques of Data Analysis:

The instrument used in this study is structured questionnaire. The data thus collected will be

coded, tabulated, analyzed and systemized in the form of tables, pie charts and diagrams. The

data collected is analyzed further by calculating simple percentages. Accordingly, findings will

be summarized and recommendations will be made to the organizations.

 5. LIMITATIONS OF THE STUDY

1. The time period given for the study is very limited.

2. The sample size is very small compared.

3. The study pertains to only employees of the HDFC.

4. Respondents may not provide accurate information because of various reasons.

 CHAPTER-II

REVIEW OF LITERATURE
 Author: Noe, R. A.

Title: Employee Training and Development

Journal: McGraw-Hill Education

Year: 2017

Abstract: This book offers a comprehensive examination of the principles, methods, and

practices of employee training and development. It explores the key elements of

designing effective training programs, from needs assessment to evaluation. Noe

emphasizes the importance of aligning training programs with organizational goals and

the increasing role of technology in training, such as e-learning platforms. The author

also discusses how companies can measure the effectiveness of their training efforts and

the ongoing trends in corporate learning.

 Author: Swanson, R. A., & Holton, E. F.

Title: Foundations of Human Resource Development

Journal: Berrett-Koehler Publishers

Year: 2009

Abstract: This book outlines the theoretical foundations of Human Resource

Development (HRD) and its role in employee development. The authors explore how

HRD practices, particularly training and development, contribute to organizational

success. They discuss the relationship between individual learning, organizational

culture, and performance. The text emphasizes the importance of an integrated HRD

strategy that combines training, career development, and performance management to

foster employee growth and organizational effectiveness.

 Author: Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A.

Title: The Science of Training and Development in Organizations: What Matters in

Practice

Journal: Psychological Science in the Public Interest

Year: 2012

Abstract: This article reviews the latest scientific research on training and development,

providing insights into the factors that contribute to successful training programs. The

authors highlight key aspects such as learner characteristics, training methods, and

organizational support. The paper provides evidence-based recommendations on how

training programs can be designed and implemented to maximize employee learning and

organizational performance. It also discusses the role of feedback, motivation, and

transfer of training in the workplace.

 Author: Kumar, R., & Arora, A.

Title: Training and Development Practices in Indian Organizations

Journal: Journal of Management Research

Year: 2013

Abstract: This study focuses on the training and development practices in Indian

organizations, with an emphasis on how companies in India design and implement

employee training programs. The research highlights the challenges faced by

organizations in terms of skill gaps, budget constraints, and evolving workforce needs. It

also examines the use of various training methods, including in-house programs, external

training providers, and digital learning solutions. The paper concludes that organizations
 must continuously innovate and adapt their training strategies to keep up with changing

business demands.

 Author: Agarwal, N., & Sharma, D.

Title: Impact of Employee Training and Development on Organizational Performance

Journal: International Journal of Human Resource Management

Year: 2016

Abstract: This paper examines the relationship between employee training and

organizational performance in various sectors. The authors argue that training not only

enhances individual skills but also positively impacts organizational productivity and

competitiveness. The research presents a survey of employees and managers, showing

that companies that invest in training programs have better employee retention rates,

increased job satisfaction, and enhanced overall performance. The study suggests that

training programs should be tailored to meet both organizational and individual learning

needs to achieve optimal results.

 CHAPTER-III
INDUSTRY PROFILE
&
COMPANY PROFILE
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 RBI's liberalization of the Indian Banking Industry in 1994. The bank was incorporated in
August 1994 in the name of 'HDFC Bank Limited', with its registered office in Mumbai, India.
HDFC Bank commenced operations as a Scheduled Commercial Bank in January 1995.
HDFC Bank Limited is an Indian banking and financial services company headquartered in the city
of Mumbai, India.
It is India's largest private sector bank by assets and world's 10th largest bank by market
capitalization as of April 2021. It is the third largest company by market capitalization of $122.50
billion on the Indian stock exchanges. It is also the fifteenth largest employer in India with nearly
120,000 employees.
History
HDFC Bank was incorporated in 1994 as a subsidiary of the Housing Development Finance
Corporation, with its registered office in Mumbai, Maharashtra, India. Its first corporate office and a
full-service branch at Sandoz House, Worli were inaugurated by the then Union Finance Minister,
Manmohan Singh.
As of 30 June 2019, the bank's distribution network was at 5,500 branches across 2,764 cities. It has
installed 430,000 POS terminals and issued 23,570,000 debit cards and 12 million credit cards in FY
2017. It has a base of 1,16,971 permanent employees as of 21 March 2020.
Vision, Mission and Values
HDFC Bank’s mission is to be a world class Indian bank. We have a two-fold objective: first, to be
the preferred provider of banking services for target retail and wholesale customer segments. The
second objective is to achieve healthy growth in profitability, consistent with the bank’s risk
appetite.
The bank is committed to maintaining the highest level of ethical standards, professional integrity,
corporate governance and regulatory compliance. HDFC Bank’s business philosophy is based on
five core values: Operational Excellence, Customer Focus, Product Leadership, People and
Sustainability.
Promoter
HDFC is India's premier housing finance company and enjoys an impeccable track record in India as
well as in international markets. Since its inception in 1977, the Corporation has 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, strong market reputation, large shareholder base and unique consumer
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 sound customer
franchises across distinct businesses so as to be the preferred provider of banking services 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 the highest level of ethical standards, professional integrity,
corporate governance and regulatory compliance. HDFC Bank’s business philosophy is based on
five core values: Operational Excellence, Customer Focus, Product Leadership, People and
Sustainability.
Capital Structure
As on 30-June-2019, the authorized share capital of the Bank is Rs. 650 crores. The paid-up share
capital of the Bank as on the said date is Rs. 546,56,24,542 /- which is comprising of 273,28,12,271
equity shares of the face value of Rs 2/- each. The HDFC Group holds 21.31% of the Bank's equity
and about 18.81% of the equity is held by the ADS / GDR Depositories (in respect of the bank's
American Depository Shares (ADS) and Global Depository Receipts (GDR) Issues). 31.37% of the
equity is held by Foreign Institutional Investors (FIIs) and the Bank has 6,53,843 shareholders.
The shares are listed on the BSE Limited and The National Stock Exchange of India Limited. The
Bank's American Depository Shares (ADS) are listed on the New York Stock Exchange (NYSE)
under the symbol 'HDB' and the Bank's Global Depository Receipts (GDRs) are listed on
Luxembourg Stock Exchange under ISIN No US40415F2002.
Amalgamation of Times Bank & CBoP with HDFC Bank
On May 23, 2008, the amalgamation of Centurion Bank of Punjab with HDFC Bank was formally
approved by Reserve Bank of India to complete the statutory and regulatory approval process. As
per the scheme of amalgamation, shareholders of CBoP received 1 share of HDFC Bank for every
29 shares of CBoP.
The amalgamation added significant value to HDFC Bank in terms of increased branch network,
geographic reach, and customer base, and a bigger pool of skilled manpower.
In a milestone transaction in the Indian banking industry, Times Bank Limited (another new private
sector bank promoted by Bennett, Coleman & Co. / Times Group) was merged with HDFC Bank
Ltd., effective February 26, 2000. This was the first merger of two private banks in the New
Generation Private Sector Banks. As per the scheme of amalgamation approved by the shareholders
of both banks and the Reserve Bank of India, shareholders of Times Bank received 1 share of HDFC
Bank for every 5.75 shares of Times Bank.
HDFC Bank Financial Results
Financial Year 2021 – 2022
Analyst Invite : Earnings Call Q3 FY22
1. Financial Results for Quarter and Nine months ended December 31, 2021

2. Press Release to announce Financial Results for Quarter and Nine months ended December
31, 2021

3. Key Parameters Financial Results for Quarter ended December 31, 2021

January
Replay of Analyst Conference Call held on 15th January, 2022
Quarter 2
September
Analyst Invite: Earnings Call Q2 FY22
1. Financial Results for Quarter and Half Year ended September 30, 2021

2. Press Release to announce Financial Results for Quarter and Half Year ended September 30,
2021

3. Key Parameters Financial Results for Quarter ended September 30, 2021

October
Replay of Analyst Conference Call held on 16th October,2021
Distribution Network
HDFC Bank is headquartered in Mumbai. As of September 30, 2019, the Bank's distribution
network was at 5,314 branches across 2,768 cities. All branches are linked online on a real-time
basis. Customers across India are also serviced through multiple delivery channels such as Phone
Banking, Net Banking, Mobile Banking, and SMS based banking. The Bank's expansion plans take
into account the need to have a presence in all major industrial and 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 centers where the NSE / BSE have a strong and active member base. The
Bank also has a network of 13,514 ATMs across India. HDFC Bank's ATM network can be accessed
by all domestic and international Visa / MasterCard, Visa Electron / Maestro, Plus / Cirrus and
American Express Credit / Charge cardholders.
Management
HDFC Bank's Board of Directors comprises eminent individuals with a wealth of experience in
public policy, administration, industry and commercial banking. Senior executives representing
HDFC Ltd. are also on the Board.
Various businesses and functions in the Bank are headed by senior executives with work experience
in India and abroad. They report to the Managing Director. The Bank is focused on recruiting and
retaining the best talent in the industry as it believes that its people are a competitive strength.
Technology
HDFC Bank operates in a highly automated environment in terms of information technology and
communication systems. All the bank’s branches have online connectivity, which enables the bank
to offer speedy funds transfer facilities to its customers. Multi-branch access is also provided to retail
customers through the branch network and Automated Teller Machines (ATMs).
The Bank has made substantial efforts and investments in acquiring the best technology available
internationally, to build the infrastructure for a world class bank. In terms of core banking software,
the Corporate Banking business is supported by Flex cube, while the Retail Banking business by Fin
ware, both from I-flex Solutions Ltd. The systems are open, scalable and web-enabled.
The Bank has prioritized its engagement in technology and the internet as one of its key goals and
has already made significant progress in web-enabling its core businesses. In each of its businesses,
the Bank has succeeded in leveraging its market position, expertise and technology to create a
competitive advantage and build market share.
Businesses
HDFC Bank caters to a wide range of banking services covering commercial and investment
banking on the wholesale side and transactional / branch banking on the retail side. The bank has
three key business segments:
Wholesale Banking
The Bank’s target market is primarily large, blue-chip manufacturing companies in the Indian
corporate sector and to a lesser extent, small & mid-sized corporates and agri-based businesses. For
these customers, the Bank provides a wide range of commercial and transactional banking services,
including working capital finance, trade services, transactional services, cash management, etc. The
bank is also a leading provider of structured solutions, which combine cash management services
with vendor and distributor finance for facilitating superior supply chain management for its
corporate customers. Based on its superior product delivery / service levels and strong customer
orientation, the Bank has made significant inroads into the banking consortia of a number of leading
Indian corporates including multinationals, companies from the domestic business houses and prime
public sector companies. It is recognized as a leading provider of cash management and transactional
banking solutions to corporate customers, mutual funds, stock exchange members and banks.
Treasury
Within this business, the bank has three main product areas - Foreign Exchange and Derivatives,
Local Currency Money Market & Debt Securities, and Equities. With the liberalization of the
financial markets in India, corporates need more sophisticated risk management information, advice
and product structures. These and fine pricing on various treasury products are provided through the
bank’s Treasury team. To comply with statutory reserve requirements, the bank is required to hold
25% of its deposits in government securities. The Treasury business is responsible for managing the
returns and market risk on this investment portfolio.
Retail Banking
The objective of the Retail Bank is to provide its target market customers a full range of financial
products and banking services, giving the customer a one-stop window for all his/her banking
requirements. The products are backed by world-class service and delivered to customers through
the growing branch network, as well as through alternative delivery channels like ATMs, Phone
Banking, Net Banking and Mobile Banking.
The HDFC Bank Preferred program for high-net-worth individuals, the HDFC Bank Plus and the
Investment Advisory Services programs have been designed keeping in mind needs of customers
who seek distinct financial solutions, information and advice on various investment avenues. The
Bank also has a wide array of retail loan products including Auto Loans, Loans against marketable
securities, Personal Loans and Loans for Two-wheelers. It is also a leading provider of Depository
Participant (DP) services for retail customers, providing customers the facility to hold their
investments in electronic form.
HDFC Bank was the first bank in India to launch an International Debit Card in association with
VISA (VISA Electron) and issues the MasterCard Maestro debit card as well. The Bank launched its
credit card business in late 2001. By March 2015, the bank had a total card base (debit and credit
cards) of over 25 million. The Bank is also one of the leading players in the “merchant acquiring”
business with over 235,000 Point-of-sale (POS) terminals for debit / credit cards acceptance at
merchant establishments. The Bank is well positioned as a leader in various net based B2C
opportunities including a wide range of internet banking services for Fixed Deposits, Loans, Bill
Payments, etc.
HDFC Bank Board of Directors
The Board
HDFC Bank's Board of Directors is comprised of distinguished individuals with a wealth of
experience in public policy, administration, industry and commercial banking. Senior executives
representing HDFC Ltd. are also on the Board.
Various businesses and functions in the bank are headed by senior executives with work experience
in India and abroad. They report to the Managing Director. The Bank is focused on recruiting and
retaining the best talent in the industry as it believes that its people are a competitive strength.
Mr. Atanu Chakraborty is the Chairman of the Board of the Bank.
Mr. Chakraborty served the Government of India, for a period of thirty-five (35) years, as a member
of Indian Administrative Service (IAS) in Gujarat cadre. He has mainly worked in areas of Finance
& Economic Policy, Infrastructure, Petroleum & Natural Gas. In the Union Government, he held
various posts such as Secretary to Government of India in the Ministry of Finance (Dept. of
Economic Affairs) during 2019‐20. As Secretary (DEA), he coordinated economic policy making for
all ministries/departments and managed entire process of formulation of Budget making for Union of
India, including its passage in Parliament. He was responsible for fiscal management policies,
policies for public debt management and development & management of financial markets. Mr.
Chakraborty also handled financial stability and currency, domestic & foreign related issues as well.
He managed flow of funds with multilateral and bilateral financial institutions and had multiple
interfaces with them. He also headed a multi‐disciplinary task force that produced the National
Infrastructure Pipeline (NIP). He has also served as Secretary to the Union Government for
Disinvestment (DIPAM) wherein he was responsible for both policy as well as execution of the
process of disinvestment of Government of India’s stake in state owned enterprises.
During the period 2002‐07, Mr. Chakraborty served as Director and subsequently as Joint Secretary,
Ministry of Finance (Department of Expenditure). During this period, he appraised projects in the
Infrastructure sector as well as looked after subsidies of Government of India. He had also updated
and modernized the Government’s Financial & Procurement rules. Mr. Chakraborty has also
discharged varied roles in the Gujarat State Government including heading the Finance Department
as its Secretary. He had been responsible for piloting the private sector investment legislation in the
State. In the State Govt., he has worked on the ground in both public governance and development
areas.
Mrs. Renu Karnad, Non-Executive Director
Mrs. Renu Karnad is the Non‐Executive Director (Nominee of Housing Development Finance
Corporation Limited, promoter of the Bank) on the Board of the Bank.
Mrs. Karnad is the Managing Director of Housing Development Finance Corporation Limited since
2010. She is a Post Graduate in Economics from the University of Delhi and holds a degree in Law
from the University of Mumbai. She is also a Parvin Fellow‐Woodrow Wilson School of Public and
International Affairs, Princeton University, USA. Mrs. Karnad brings with her rich experience and
knowledge of the mortgage sector, having been associated with real estate and mortgage industry in
India for over 40 years. Over the years, she has been the recipient of numerous awards and
accolades, such as the ‘Outstanding Woman Business Leader’ award granted by CBNC‐TV18 India
Business Leader Awards 2012, induction in the Hall of Fame, Fortune India magazine’s most
powerful women from 2011 to 2018, ‘Top Ten Powerful Women to watch out for in Asia’ by Wall
Street Journal Asia in 2006, etc. She has been a Non‐Executive Director on the Board of the Bank in
the past.
Mrs. Karnad is a member on the following Committees of the Board of the Bank:
• Stakeholders' Relationship Committee (Member)
• CSR & ESG Committee (Member)
• Risk Policy and Monitoring Committee (Member)
• Premises Committee (Member)
• Credit Approval Committee (Member)
Dr. (Ms.) Sunita Maheshwari, Independent Director:
Dr. (Ms.) Maheshwari is a US Board certified Pediatric Cardiologist who grew up in Hyderabad,
completed her MBBS at Osmania Medical College followed by post‐graduation at AIIMS, Delhi and
Yale University in the US.
With over 30 years of experience, she has lived and worked in the US and India. In addition to being
a clinician, Dr. (Ms.) Maheshwari is a medical entrepreneur and co‐founder at (a) Teleradiology
Solutions (India’s first and largest teleradiology company that has provided over 5 million diagnostic
reports to patients and hospitals globally including for the Tripura state government), (b) Telrad
Tech which builds AI enabled tele health software and (c) RXDX healthcare – a chain of multi‐
specialty neighbourhood clinics in Bangalore. She has also incubated other start‐up companies in the
tele‐health space such as Healtheminds – a tele‐counselling platform. She is active in the social arena
in India where she runs two trust funds. ‘People4people’ has put up over 450 playgrounds in
government schools and Telrad Foundation provides teleradiology and telemedicine services to poor
areas in Asia that do not have access to high quality medical care. Her other interests include
teaching; she has been running India’s e‐teaching program for postgraduates in Pediatric Cardiology
for over a decade. In 2019, she helped the Kerala National health mission Hridayam launch e‐classes
in Pediatric cardiology for pediatricians in the state. She has over 200 academic presentations and
publications to her credit and is an inspirational speaker having given over 200 lectures, including
several TEDx talks. Dr. (Ms.) Maheshwari is the recipient of several prestigious awards and honours
including: WOW (Woman of Worth) 2019 award, Outlook Business; 50 most powerful women of
India, March 2016; Amazing Indian award‐ Times Now 2014; Top 20 women Health care achievers
in India, Modern Medicare 2009; Yale University‐ Outstanding Fellow Teacher of the Year Award,
1995, amongst others. She has been appointed in the Bank as a director having experience in small
scale industries, in terms of Section 10 A (2)(a) of the Banking Regulation Act, 1949.
Dr. Maheshwari is a member on the following Committees of the Board of the Bank:
CSR & ESG Committee (Member).

Mr. Sashidhar Jagdish an, Managing Director & CEO

Mr. Sashidhar Jagdish an is the Managing Director & Chief Executive Officer on the Board of the
Bank.
Mr. Jagdish an (Sashi) joined the Bank in the year 1996 as a Manager in the Finance function. He
became Business Head - Finance in 1999 and was appointed as Chief Financial Officer in the year
2008.
Sashi has played a critical role in supporting the growth trajectory of the Bank. He has led the
finance function and played a pivotal role in aligning the organization in achieving the strategic
objectives over the years. Prior to his appointment as Managing Director & CEO of the Bank, he
was the Strategic Change Agent of the Bank in addition to overseeing the functions of Finance,
Human Resources, Legal & Secretarial, Administration, Infrastructure, Corporate Communications
and Corporate Social Responsibility.
HDFC Bank Awards
Awards

HDFC Bank began operations in 1995 with a simple mission: to be a "World-class Indian Bank".
We realized that only a single-minded focus on product quality and service excellence would help us
get there. Today, we are proud to say that we are well on our way towards that goal.
It is extremely gratifying that our efforts towards providing customer convenience have been
appreciated both nationally and internationally.
Corporate Governance Rating
The bank was among the first four companies, which subjected itself to a Corporate Governance and
Value Creation (GVC) rating by the rating agency, The Credit Rating Information Services of India
Limited (CRISIL). The rating provides an independent assessment of an entity's current performance
and an expectation on its "balanced value creation and corporate governance practices" in future.
The bank has been assigned a 'CRISIL GVC Level 1' rating, which indicates that the bank's
capability with respect to wealth creation for all its stakeholders while adopting sound corporate
governance practices is the highest. We are aware that all these awards are mere milestones in the
continuing, never-ending journey of providing excellent service to our customers. We are confident,
however, that with your feedback and support, we will be able to maintain and improve our services.
Credit Rating
HDFC Bank has its deposit programmed rated by two rating agencies - Credit Analysis & Research
Limited. (CARE) and Fitch Ratings India Private Limited. The bank's Fixed Deposit programme has
been rated 'CARE AAA (FD)' [Triple A] by CARE, which represents instruments considered to be
"of the best quality, carrying negligible investment risk". CARE has also rated the bank's Certificate
of Deposit (CD) programme "PR 1+" which represents "superior capacity for repayment of short-
term promissory obligations". Fitch Ratings India Pvt. Ltd. (100% subsidiary of Fitch Inc.) has
assigned the "tAAA (ind)" rating to the bank's deposit programme, with the outlook on the rating as
"stable". This rating indicates "highest credit quality" where "protection factors are very high".
HDFC Bank also has its long term unsecured, subordinated (Tier II) Bonds of Rs.4 billion rated by
CARE and Fitch Ratings India Private Limited. CARE has assigned the rating of "CARE AAA" for
the Tier II Bonds while Fitch Ratings India Pvt. Ltd. has assigned the rating "AAA (ind)" with the
outlook on the rating as "stable". In each of the cases referred to above, the ratings awarded were the
highest assigned by the rating agency for those instruments.
2021

PWM Global Private Banking Awards 2021 Best Private Bank in India

Finance Asia Country Awards for Achievement

Best Bank in India
2021

Best for wealth transfer - succession

Asia money Asia Private Banking Awards 2021
planning in India 2021

Euromoney Awards for Excellence 2021 Best Bank in India

Business Today 19th 'India's Coolest Workplace' HDFC Bank Ranked Among 'India's
Survey Coolest Workplaces'

India’s Best Bank for SMEs 2021: HDFC

Asia money Best Bank Awards 2021
Bank

25th Business Today – KPMG Best Bank Study Best Large Bank - HDFC Bank

Finnoviti Awards 2021 for Warehouse

Finnoviti Awards 2021
Commodity Finance on Mobile

Euromoney Private Banking and Wealth HDFC Bank ranks No. 1 in Mass
Management Survey 2021 Affluent category

ICAI Award for Excellence in Financial HDFC Bank wins Gold Shield Award for
Reporting 2019-2020
2020

HDFC Bank’s WASH programme adjudged Best

ISC-FICCI Sanitation Awards
Corporate Initiative in Sanitation

CII-National Awards for Excellence in HDFC Bank Parivartan initiatives in East Khasi
Water Management 2020 Hills district in Meghalaya

Marketing and Brand Innovation of the Year

ET Innovation Awards 2020
Award

Asia money Asia's Outstanding

Most Outstanding Company - Financial Sector
Companies Poll 2019?

2020 Brand™ Top 75 Most Valuable HDFC Bank ranked India’s Most Valuable Brand
Indian Brands for the 7th consecutive year

Euromoney (Global) Awards for

Lifetime Achievement Award - Aditya Puri
Excellence 2020

Finance Asia Country Awards 2020 Best Bank in India

Euromoney Awards for Excellence

India’s Best Bank
2020

HDFC Bank certified as a ‘Great Place to Work’

Great Place to Work
for 2020

HDFC Bank adjudged Best Domestic Bank in

Asia money Best Bank Awards 2020
India

Business Today 18th Best Companies to HDFC Bank Among Top 10 Best Companies to
work for in India Survey work for in India

HDFC Bank voted ‘Best Managed’, Best Managed Company- Ranked 1st
 Best Corporate Governance- Ranked 1st
‘Best Governed’ Indian Company Best CEO- Aditya Puri, MD ranked 1st
Best Environmental Stewardship- Ranked 2nd

India’s Leading Private Bank – BFSI

Best Use of Banking Technology - Data
Dun & Bradstreet BancTec Awards
Analytics/BI/Big Data (Joint Winner with SBI)
2020
Best Use of Banking Technology - API Open
Banking

Bank of the Year - HDFC Bank jointly with SBI

Business Today – Money Today
Best Large Bank - HDFC Bank
Financial Awards 2019
Best Fintech Engagement - HDFC Bank

CNBC-TV18 India Business Leader HDFC Bank - Outstanding Company of the year
Awards (IBLA) 2019-20 award

2019

Outlook Money Awards 2019 Private Bank of the Year

Mr. Aditya Puri has been adjudged CEO of The

CNBC-AWAAZ CEO AWARDS 2019
Year

ICAI Awards for Excellence in

Winner - Gold Shield category
Financial Reporting for 2018-19

HDFC Bank MD Aditya Puri inducted in CA Hall

13th ICAI Awards 2019
of Fame

11th Inclusive Finance India Awards HDFC Bank adjudged winner in Innovation and
(IFI) 2019 Inclusiveness in Priority Sector Lending

The Advertising Club Marquees Awards Excellence in Marketing - HDFC Bank

2019

DSCI Excellence Award for Best Security

Practices in Banking Sector, 2019: HDFC Bank
NASSCOM DSCI Excellence Awards DSCI Excellence Award for Security Leader of
2019 the Year, 2019: Mr. Sameer Ratolikar
DSCI Facebook Privacy Application Challenge:
Runner-up Mr. Rahul Rajendra prasad

HDFC Bank adjudged Best MSE Bank (Private

2nd SIDBI-ET India MSE Awards 2019
Sector)

QIMPRO Platinum Standard Awards 2019 -

QIMPRO Awards 2019
National Statesman for Quality in Business

Outstanding Company among banks in India -

Asia's Outstanding Companies Poll
HDFC Bank

BrandZ Top 75 Most Valuable Indian HDFC Bank - India's Most Valuable Brand for
Brands 2019 6th year in a row

Institutional Investor All-Asia (ex-

Among The Most Honored Company List
Japan) Executive Team 2019 survey

Euromoney Awards for Excellence

India's Best Bank
2019
2018

The Economic Times Corporate Company of the Year

Excellence Awards 2018

Aadhaar Excellence Awards 2018 • Best Performing Private Bank in Total

Aadhaar Generation & Update
• Best Performing Private Bank in Total
Aadhaar Generation & Update - In House
Model
• Best Performing Branch of HDFC Bank in
Total Aadhaar Generation & Update for
Kidwai Nagar Branch, Kanpur, Uttar
Pradesh.

NASSCOM AI Game Changer Innovative Application in AI - Virtual Agent

Awards 2018 Engine

Institutional Investor 2018 All-Asia Ranked in four categories -

Executive Team - Survey • Best IR Professional: 2nd Rank among
banks in Asia (ex-Japan)

• Best CEO: 2nd Rank

• Best CFO: 1st Rank
• Best IR Company: 3rd Rank

National Payments Excellence HDFC Bank wins NPCI National Payments

Awards 2018 Excellence Awards
Dun & Bradstreet Corporate Award Best Bank
2018

Federation of Indian Export Best Bank: Export Finance - Non MSME

Organization (FIEO)

Business Today Best Bank Awards Bank of the Year

Best in Innovation
Best Large Bank
Fastest Growing Large Bank
SERVICES OFFERED BY THE COMPANY
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About HDFC BANK
For more information, please log on to: www.hdfcbank.com
 CHAPTER-IV
DATA ANALYSIS
AND
INTERPRETATION
1. What is your educational qualification?
a) Undergraduate b) Postgraduate
c) Professional Certification d) Other
Table 4.1. Education
Option Respondents %
Undergraduate 20 20%
Postgraduate 30 30%
Professional Certification 40 40%
Other 10 10%

Education

10%
20%

40% 30%

Undergraduate Postgraduate
Professional Certification Other

Figure: 4.1: Education

INTERPRETATION

The data reveals that the group of respondents is highly educated and skilled, with a significant
portion holding advanced qualifications. Most notably, 40% have professional certifications,
indicating a preference for specialized, career-focused credentials that can enhance job prospects or
expertise. Additionally, 30% have completed postgraduate studies, further demonstrating the group's
strong academic background. A smaller segment (20%) are undergraduates, suggesting a mix of
early-stage students and those still pursuing formal education. Only 10% fall into the "Other"
category, which could represent non-traditional or niche qualifications. This distribution indicates a
well-rounded group with a mix of formal education and professional development, highlighting a
trend towards advanced qualifications.
2. How Long Have You Been Working With HDFC?
a) Less than 1 year b) 1 - 3 years c) 4 - 6 years d) More than 6 years
Table 4.2. Tenure At HDFC
Option Respondents %
Less than 1 year 10 10%
1 - 3 years 9 9%
4 - 6 years 28 30%
More than 6 years 53 53%

Tenure at HDFC

10%
Less than 1 year
9% 1 - 3 years
4 - 6 years
More than 6 years
53%
30%

Figure: 4.2. Tenure At HDFC

INTERPRETATION

This data shows the distribution of respondents based on their years of experience. A majority, 53%,
have more than 6 years of experience, indicating that most respondents are highly experienced in
their field. 30% of respondents have 4 to 6 years of experience, suggesting a solid level of expertise
as well. A smaller portion, 10%, have less than 1 year of experience, reflecting newcomers or those
just starting their professional journey. Finally, 9% have between 1 to 3 years of experience,
indicating a relatively small group with moderate experience. Overall, the data indicates a
predominantly experienced group with a strong focus on individuals who have more than 4 years of
experience.
3. Are You Aware of The Concept of Training and Development in The
Workplace?
a) Yes b) No c) Somewhat
Table: 4.3. Awareness Of Training Development
Option Respondents %
Yes 90 90%
No 1 1%
Somewhat 9 9%

Awareness of Train-
ing&Development
1%
9%
Yes

No

Somewhat
90%

Figure: 4.3. Awareness Of Training Development

INTERPRETATION

The data shows that the vast majority of respondents, 90%, are aware of the concept of training and
development in the workplace. This indicates that most individuals are familiar with the idea of skill-
building and career growth opportunities offered by employers. Only 1% of respondents are not
aware of it, suggesting that awareness is quite high within this group. Additionally, 9% of
respondents indicate a partial understanding ("Somewhat"), which might imply they have some
knowledge but lack full clarity about the concept. Overall, the data reflects a strong awareness of
training and development, with a minimal portion lacking or only partially understanding it.
4. Do You Think Training and Development Is Crucial for Employees’ Growth?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
Table:4.4. Importance of Training and Development for Growth
Option Respondents %
Strongly Agree 67 67%
Agree 12 12%
Neutral 8 8%
Disagree 10 10%
Strongly Disagree 3 3%

Importance Of Training And Development For

Growth
10% 3%
8%

12%
67%

Strongly Agree Agree Neutral

Disagree Strongly Disagree

Figure: 4.4. Importance Of Training and Development for Growth

INTERPRETATION

The data indicates that the majority of respondents (79%) believe training and development are

essential for employee growth, with 67% strongly agreeing and 12% agreeing. A smaller portion of

respondents, 8%, are neutral, while 13% disagree, with 10% disagreeing and 3% strongly

disagreeing. This shows that while most people recognize the importance of training and

development for growth, there is a minority who either don’t see its value or are unsure about its

impact.
5. Have you ever participated in a training program in organization?
Option Respondents %
a) Yes b) No
Yes 82 82%
Table 4.5. Participated In a
Training and No 18 18% Development
Program in Organization

Participated In a Training and Development

Program in Organization
18%

Respondents %

Figure: 4.5. Participated In a Training and Development Program in

Organization

INTERPRETATION

The data shows that 82% of respondents have participated in a training and development program
within their organization, indicating that a majority of employees have access to professional growth
opportunities. This high percentage suggests that organizations prioritize skill development and offer
opportunities for employees to enhance their capabilities. However, 18% of respondents have not
participated in such programs, which points to a smaller group that may lack access to these
opportunities. This gap could be due to factors like limited availability of training, lack of awareness,
or different organizational priorities. Overall, the data suggests that while most employees benefit
from training programs, there is still a portion of the workforce that may not fully engage in or have
access to these development initiatives, highlighting areas for potential improvement in
organizational training efforts

6. How often do you think training programs should be held in an organization?

a) Monthly b) Quarterly c) Bi-annually d) Annually

Table 4.6. Training Programs Held in An Organization

Option Respondents %
Monthly 15 15%
Quarterly 30 30%
Bi-annually 25 25%
Annually 30 30%

Training Programs Held in An Organization

15% Monthly
30%
Quarterly

Bi-annually
30%
Annually
25%

Figure: 4.6. Training Programs Held in An Organization

INTERPRETATION

The data reveals the frequency with which respondents participate in training and development
programs. A significant portion of respondents, 30%, report attending training on a quarterly basis,
suggesting that regular training sessions are fairly common. Similarly, 30% also indicate they attend
training annually, showing a preference for less frequent but still periodic training. 25% participate
bi-annually, which reflects a more moderate training schedule, while a smaller group, 15%, engage
in training on a monthly basis, indicating a higher frequency of development activities for these
individuals. Overall, the data suggests that most organizations offer training on a quarterly or annual
basis, with a smaller proportion opting for more frequent or less frequent sessions.

7. Do You Think Training Is Essential for Career Advancement in Your

Department?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

Table:4.7. Training And Development Is Essential for Career Advancement In

Your Department

Option Respondents %
Strongly Agree 52 52%
Agree 14 14%
Neutral 30 30%
Disagree 4 4%

Training And Development Is Essential for

Career Advancement In Your Department
4%

Strongly Agree

30%
Agree
52%
Neutral

14% Disagree

Figure: 4.7. Training Programs Held in An Organization

INTERPRETATION
The data suggests that the majority of respondents believe training is essential for career
advancement in their department. 52% strongly agree that training plays a critical role in career
progression, while 14% agree, further emphasizing the importance of training for most individuals.
However, 30% are neutral, indicating that they either do not have a strong opinion or feel uncertain
about the link between training and career advancement. A small minority of 4% disagree with the
idea that training is essential, suggesting that for a few individuals, training might not be seen as a
crucial factor for Option Respondents % career growth. Overall,
the data shows a Classroom Training 22 22% strong positive sentiment
Online Training 34 34%
towards the role of training in career
On-the-Job Training 22 22%
advancement, with Mentorship/Coaching 12 12%
a notable portion of
respondents feeling Other 10 10% neutral on the matter.

8. Which Training Method Has Been Most Common At HDFC?

a) Classroom Training b) Online Training c) On-the-Job Training
d) Mentorship/Coaching e) Other
Table:4.8. Most Common Training and Development Methods

Most Common Training and Development

Methods
10%

22%
12%

22%

34%

Classroom Training Online Training

On-the-Job Training Mentorship/Coaching
Other

Figure: 4.8. Most Common Training and Development Methods

INTERPRETATION

The data reveals that Online Training is the most common training method at HDFC, with 34% of
respondents selecting this option, indicating its widespread use within the organization. Classroom
Training and On-the-Job Training each account for 22% of the responses, suggesting that these
traditional methods are also quite prevalent, providing a mix of structured learning and hands-on
experience. Mentorship/Coaching is used by 12% of respondents, highlighting its importance but as
a less common method compared to the others. Finally, 10% of respondents chose "Other,"
suggesting that there are Option Respondents % additional training
Very Effective 32 32%
methods in use, though Effective 41 41% they are less frequent.
Overall, the data shows Neutral 18 18% that online training is the
Ineffective 4 4%
dominant method, Very Ineffective 5 5% followed by classroom
and on-the-job training, with mentorship and other methods playing a smaller role.

9. How would you rate the effectiveness of the training methods used by HDFC?
a) Very Effective b) Effective c) Neutral d) Ineffective e) Very Ineffective

Table 4.9. The Rate of Effectiveness of The Training Methods Used By HDFC

The Rate of Effectiveness of The

Training Methods Used By HDFC
4%
5%

18% 32%

41%

Very Effective Effective Neutral

Ineffective Very Ineffective

Figure: 4.9. The Rate of Effectiveness of The Training Methods Used By HDFC
INTERPRETATION

The data shows that a significant portion of respondents view the training methods at HDFC as
effective. 41% of respondents rate the training as Effective, while 32% consider it Very Effective,
indicating that the majority feel the methods are
Option Respondents %
successful in a) Yes 72 72% achieving their intended goals. A
smaller group of b) No 28 28% 18% are Neutral, suggesting they
neither strongly agree nor disagree about the training’s effectiveness. However, 4% rate the training
as Ineffective, and 5% consider it Very Ineffective, reflecting a small minority who are dissatisfied
with the methods used. Overall, the data suggests that HDFC's training methods are generally
viewed positively, with the majority of respondents considering them effective, although there is a
small portion who feel they could be improved.

10. Have You Received Any Training Related to Leadership Skills In HDFC?
a) Yes b) No
4.10: Received Any Training Related to Leadership Skills

Received Any Training Related to Leadership Skills

28%

72

Respondents %
 Figure: 4.10. Received Any Training Related to Leadership Skills
INTERPRETATION

The data indicates that a majority of respondents have received training related to leadership skills at

HDFC. 72% of respondents answered "Yes", suggesting that most employees have had the

opportunity to develop leadership capabilities through the organization's training programs. On the

other hand, 28% of respondents answered "No", indicating that a smaller portion of the workforce

has not participated in leadership training. Overall, the data suggests that while leadership

development is a focus for many employees at HDFC, there is still a significant portion who have

not yet been exposed to such training.

11. Which of the following training methods would you prefer for your development?
a) Workshops b) Webinars c) One-on-One Mentorship
d) Group Activities e) None
Table 4.11. Preferred Training and Development Method for your development

Option Respondents %
Workshops 29 29%
Webinars 36 36%
One-on-One Mentorship 40 20%
Group Activities 16 16%
None 3 3%
 Preferred Training and Development Method for
your development
3%

16%
29%
20%
36%

Workshops Webinars One-on-One Mentorship

Group Activities None

Figure: 4.11. Preferred Training and Development Method for your development

INTERPRETATION
The data reveals the preferred training and development methods for the respondents. 40% of
respondents prefer One-on-One Mentorship, indicating a strong preference for personalized,
tailored development opportunities. 36% prefer Webinars, which suggests that many employees
value flexible, online training sessions that can be accessed remotely. 29% opt for Workshops,
highlighting a significant interest in structured, in-person learning sessions. 16% favor Group
Activities, pointing to a preference for collaborative and interactive learning experiences. Finally,
3% of respondents selected None, indicating a small group who may not feel the need for further
training methods. Overall, the data shows a clear inclination toward personalized mentorship and
flexible webinars, with workshops and group activities also being valued by a significant portion of
the respondents.

12. Do You Think the Training Programs Are Aligned with Your Job
Requirements?
a) Always b) Mostly c) Occasionally d) Rarely e) Never
Table: 4.12: The Training Programs Are Aligned with The Job Requirements
Option Respondents %
Always 23 23%
Mostly 37 37%
Occasionally 12 12%
Rarely 19 19%
 Never 9 9%

The Training Programs Are Aligned with The Job

Requirements

9%
23%

19%

12% 37%

Always Mostly Occasionally Rarely Never

Figure: 4.12. The Training Programs Are Aligned with The Job Requirements

INTERPRETATION

The data suggests that the majority of respondents feel the training programs align with their job
requirements, but not all employees share this view. 37% of respondents feel that the training
programs are mostly aligned with their job needs, while 23% believe they are always aligned,
indicating that a significant portion of employees find the training relevant and useful. However,
12% feel the training is occasionally aligned, suggesting that for some, the connection between
training and job requirements is not consistent. A smaller portion, 19%, find the training to be rarely
aligned, and 9% believe the training is never aligned with their job requirements. Overall, while
many respondents see value in the training programs, there is a notable group who feel the programs
do not consistently meet the specific needs of their roles, highlighting potential areas for
improvement in tailoring training to job requirements.

13. How Satisfied Are You with The Training Programs Offered by Your
Organization?
a) Very Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Very Dissatisfied

Table:4.13. Satisfied With the Training Programs Offered by Your Organization

Option Respondents %
Very Satisfied 32 32%
 Satisfied 28 28%
Neutral 14 14%
Dissatisfied 20 20%
Very Dissatisfied 6 6%

Satisfied With the Training Programs Offered by Your

Organization
6%
Very Satisfied
20% 32%
Satisfied

Neutral
14%
Dissatisfied
28% Very Dissatisfied

Figure: 4.13. The Training Programs Are Aligned with The Job Requirements

INTERPRETATION

The data indicates that a significant portion of respondents are satisfied with the training programs
offered by their organization. 32% of respondents are very satisfied, suggesting that they find the
training highly effective and beneficial. 28% are satisfied, indicating a generally positive view,
although not as strong as the "very satisfied" group. 14% are neutral, meaning they neither strongly
agree nor disagree with the quality of the training. On the other hand, 20% of respondents are
dissatisfied, and 6% are very dissatisfied, pointing to a portion of the workforce who feel that the
training programs could be improved. Overall, while a majority (60%) of respondents are satisfied to
some degree, there remains a notable group (26%) who are dissatisfied or very dissatisfied,
suggesting areas for improvement in the training offerings.
14.Do You Feel That the Training Programs Improve Your Performance at
Work?
a) Always b) Often c) Sometimes d) Rarely e) Never
Table: 4.14. The Training Programs Improve Your Performance at Work
Option Respondents %
Always 27 27%
Often 34 34%
Sometimes 19 19%
 Rarely 13 13%
Never 7 7%

The Training Programs Improve Your

Performance at Work

7%

13% 27%

19%

34%

Always Often Sometimes Rarely Never

Figure: 4.14. The Training Programs Improve Your Performance at Work

INTERPRETATION
The data indicates that a majority of respondents believe the training programs have a positive
impact on their work performance. 34% of respondents feel that the training programs improve their
performance often, while 27% believe they improve their performance always, suggesting that for a
significant portion of employees, the training is highly effective in enhancing their work output.
19% report that the training improves their performance sometimes, indicating that the impact may
not be consistent for everyone. A smaller portion, 13%, feel the training improves their performance
rarely, and 7% do not believe the training has any impact on their performance never. Overall, the
data shows that most employees find the training programs beneficial to some extent, though there is
a smaller group for whom the training appears to have little to no effect.

15. Do you feel motivated to participate in future training programs after your experience at
HDFC?
a) Very Motivated b) Motivated c) Neutral
d) Demotivated e) Very Demotivated
Table: 4.15: Feel Motivated to Participate in Future Training Programs After
Your Experience at Your Organization
Option Respondents %
 Very Motivated 46 46%
Motivated 28 28%
Neutral 12 12%
Demotivated 13 13%
Very Demotivated 1 1%

Feel Motivated to Participate in Future Training

Programs After Your Experience at Your Organiza-
tion
1%

13%

12%
46%

28%

Very Motivated Motivated Neutral

Demotivated Very Demotivated

Figure: 4.15. Feel Motivated to Participate in Future Training Programs After

Your Experience at Your Organization
INTERPRETATION

The data shows that a large majority of respondents feel motivated to participate in future training
programs at HDFC. 46% of respondents are very motivated, indicating a strong enthusiasm for
engaging in upcoming training opportunities. An additional 28% are motivated, reflecting a positive
outlook on future training, though not as strongly as the "very motivated" group. 12% are neutral,
meaning they have neither strong positive nor negative feelings about participating in future
programs. However, a smaller portion, 13%, feel demotivated, and only 1% are very demotivated,
suggesting that the majority of employees are keen on further training, with only a small minority
feeling indifferent or discouraged. Overall, the data indicates that the training programs have a
generally positive impact on motivation, with most respondents looking forward to future learning
opportunities.

16. How relevant are the topics covered in the training programs to your daily tasks?
a) Very Relevant b) Relevant c) Neutral d) Irrelevant e) Very Irrelevant

Table:4.16. The Relevant Topics Covered in The Training Programs to Your

Daily Tasks

Option Respondents %
 Very Relevant 46 46%
Relevant 34 34%
Neutral 8 8%
Irrelevant 7 7%
Very Irrelevant 5 5%

The Relevant Topics Covered in The Training Programs

to Your Daily Tasks
5%

7%
8%
46%

34%

Very Relevant Relevant Neutral Irrelevant Very Irrelevant

Figure: 4.16. The Relevant Topics Covered in The Training Programs to Your
Daily Tasks

INTERPRETATION
The data indicates that a significant majority of respondents find the topics covered in the training
programs to be highly relevant to their daily tasks. 46% of respondents feel the topics are very
relevant, suggesting that the training is closely aligned with their work responsibilities. An additional
34% consider the topics relevant, showing that most employees find the content useful, though
perhaps not as directly applicable as the "very relevant" group. A smaller portion, 8%, are neutral,
indicating that they may not have a strong opinion about the relevance of the topics. Only 7% find
the topics irrelevant, and 5% consider them very irrelevant, highlighting a small group who feel the
training does not align with their day-to-day tasks. Overall, the data suggests that the majority of
respondents find the training content highly applicable to their work, with only a small percentage
viewing it as irrelevant.

17. Do you think HDFC’s training programs help improve your skills and
knowledge?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
Table:4.17. The Training Programs Help Improve Your Skills and Knowledge
 Option Respondents %
Strongly Agree 38 38%
Agree 22 22%
Neutral 27 27%
Disagree 12 12%
Strongly Disagree 1 1%

The Training Programs Help Improve Your Skills

and Knowledge
1%

12% Strongly Agree

38% Agree

27% Neutral

Disagree

22% Strongly Disagree

Figure: 4.17. The Training Programs Help Improve Your Skills and Knowledge

INTERPRETATION

The data shows that a majority of respondents believe that HDFC's training programs help improve
their skills and knowledge. 38% of respondents strongly agree that the training programs have a
significant impact on enhancing their abilities, while 22% agree, indicating a positive view on the
effectiveness of the programs. However, 27% are neutral, suggesting that while they may not have a
strong opinion, they acknowledge some value in the training. A smaller portion, 12%, disagree, and
1% strongly disagree, indicating a very small group who feel that the training programs do not
contribute to their skill development. Overall, the data reflects a general consensus that HDFC's
training programs are effective in improving skills and knowledge, with only a small minority
feeling otherwise.
18. What Type of Training Content Do You Think Should Be Added to Improve
the Programs At HDFC?
a) Technical Skills b) Leadership Skills c) Soft Skills
d) Time Management e) Other
Table 4.18: To Improve the Programs At HDFC
Option Respondents %
Technical Skills 20 20%
Leadership Skills 15 15%
Soft Skills 20 20%
Time Management 25 25%
Other 20 20%

To Improve the Programs At HDFC

20% 20%

15%
25%

20%

Technical Skills Leadership Skills Soft Skills

Time Management Other

Figure:4.18: To Improve the Programs At HDFC

INTERPRETATION

The data reveals diverse preferences for improving HDFC's training programs. 25% of respondents
believe that time management training should be added, indicating a need for enhanced productivity
skills. Both technical skills and soft skills are favored by 20% of respondents, highlighting the
importance of specialized knowledge and interpersonal abilities. 15% suggest adding leadership
skills training, pointing to a desire for stronger managerial capabilities. Additionally, 20% selected
other, suggesting there may be additional training needs not covered by the options provided. This
indicates a broad interest in various skill areas to improve the overall training experience.
19. How Would You Suggest Improving the Delivery of Training Programs at
HDFC?
a) More interactive sessions b) shorter duration with more frequent sessions
c) More practical assignments d) Incorporating technology-based training
e) Other

Table:4.19. Suggesting To Improve the Delivery of Training Programs At HDFC

Option Respondents %
More interactive sessions 46 46%
shorter duration with more frequent sessions 34 34%
More practical assignments 5 5%
Incorporating technology-based training 8 8%
Other 7 7%

Suggesting To Improve the Delivery of Training

Programs At HDFC

7% More interactive sessions

5% 8%
shorter duration with more
frequent sessions
46%
More practical assignments
34% Incorporating technology-
based training
Other

Figure:4.19: Suggesting to Improve the Delivery of Training Programs At HDFC

INTERPRETATION
The data indicates that respondents have strong preferences for enhancing the delivery of training
programs at HDFC. 46% of respondents suggest more interactive sessions, emphasizing the desire
for engaging and participatory learning experiences. 34% recommend shorter duration with more
frequent sessions, indicating a preference for more concise, yet regular, training sessions to
maintain attention and retention. Only 5% of respondents favor more practical assignments, while
8% suggest incorporating technology-based training, reflecting interest in leveraging digital tools
for enhanced learning. Additionally, 7% selected other, implying there are additional suggestions
not captured by the options provided. Overall, the data shows a clear preference for more interactive
and frequent training sessions, with a smaller portion advocating for the use of technology or
practical assignments.
20. What Improvements Would You Recommend in HDFC’s Training and
Development Programs?
a) More customized programs for different job roles b) Improved trainers or instructors
c) better follow-up after training programs d) Enhanced employee participation incentives
e) No improvements needed
Table 4.20. Improvements To Recommend in HDFC’s Training and
Development Programs
Option Respondents %
More customized programs for different 80 40%
roles
Improved trainers/instructors 60 30%
better follow-up after training programs 50 25%
Enhanced employee participation incentives 20 10%
No improvements needed 10 5%

Improvements To Recommend in HDFC’s Train-

ing and Development Programs
5% More customized programs for
10% different roles

40% Improved trainers/instructors

25% better follow-up after training
programs

Enhanced employee participa-

tion incentives
30%
No improvements needed

Figure:4.20: Improvements to Recommend in HDFC’s Training and

Development Programs

INTERPRETATION

The data highlights several areas for improvement in HDFC’s training programs. 40% of
respondents suggest more customized programs for different job roles, indicating a need for more
tailored training. 30% recommend improving trainers or instructors, emphasizing the importance of
high-quality teaching. 25% believe that better follow-up after training programs would help
reinforce learning. 10% suggest enhanced employee participation incentives to encourage greater
engagement. Only 5% feel that no improvements are needed, showing that most respondents see
room for growth in HDFC's training programs. The focus is largely on customizing training and
improving the quality of instruction and follow-up.

FINDINGS:
 40% of respondents hold professional certifications, showcasing a high preference for

specialized qualifications.

 30% have completed postgraduate studies, indicating a highly educated group.

 20% are undergraduates, reflecting a mix of early-career individuals or those still in

the process of obtaining formal education.

 10% fall under "Other," possibly indicating non-traditional or niche qualifications.

 A majority (53%) have over 6 years of experience, highlighting a highly experienced

workforce.

 30% have between 4-6 years of experience, reinforcing the overall expertise within

the group.

 A small portion (10%) have less than 1 year of experience, suggesting some

newcomers or individuals at the beginning of their careers.

 Only 9% have 1-3 years of experience, pointing to a minor group of moderate-level

professionals.

 90% are aware of workplace training and development, with only 1% unaware and

9% having partial understanding.

 79% believe training and development are essential for employee growth, with a

significant 67% strongly agreeing.

 82% of respondents have participated in training programs, though 18% have not,

indicating room for improvement in accessibility or awareness of such opportunities.

 A majority (30%) attend training on a quarterly basis, with another 30% attending

annually, suggesting a fairly periodic training schedule within the organization.

 52% strongly agree that training is crucial for career advancement in their

department, with only 4% disagreeing.

 Online training is the most common method at HDFC (34%), followed by classroom

and on-the-job training (22% each), and mentorship/coaching (12%).

 Training methods at HDFC are seen as effective by a majority (41% effective, 32%

very effective).

 72% of respondents have received leadership training, though 28% have not.

 Preferred training methods include one-on-one mentorship (40%), webinars (36%),

and workshops (29%).

 A significant majority (80%) believe training is relevant to their daily tasks, with 46%

finding it highly relevant.

 A majority (60%) feel the training positively impacts their performance, with 34%

reporting frequent improvements.

 32% are very satisfied with the training, though 26% are dissatisfied to some extent,

highlighting areas for improvement.

 74% of respondents are motivated to participate in future training programs, with

only 14% feeling demotivated.

 Suggestions for improvement include more interactive sessions (46%) and shorter,

more frequent sessions (34%).

 Respondents suggest more customized training for different roles (40%) and better

follow-up after training (25%).

  Improving trainers (30%) and enhancing employee participation incentives (10%)

were also noted.

SUGGESTIONS:
 Improve communication about available training opportunities.

 Ensure better scheduling flexibility to accommodate different employees.

 Tailor training content to specific job roles to ensure relevance and applicability.

 Offer a mix of training methods such as one-on-one mentorship, webinars, and interactive

workshops to cater to various learning preferences.

 Consider more frequent, shorter training sessions to keep employees engaged and maintain

learning continuity.

 Provide better follow-up after training programs to reinforce learning and ensure application

in real-world scenarios.

 Focus on improving the quality of trainers and instructors to increase the effectiveness of

training.

 Offer more leadership development opportunities to support career growth, especially for

those in or aspiring to managerial roles.

 Introduce incentives to boost employee engagement in training programs.

 Ensure that training programs are consistently aligned with job requirements to increase their

relevance and impact.

CONCLUSION:
To enhance the training and development programs at HDFC, several steps can be taken. First, there
should be a greater focus on making training opportunities more accessible to all employees,
especially those who may not be aware or have not yet participated. This could involve clearer
communication, improved scheduling flexibility, and expanded access to training resources.
Additionally, customizing training programs to better align with specific job roles would help ensure
that the content is more relevant and immediately applicable to employees’ daily tasks.

Offering a variety of training formats, such as one-on-one mentorship, webinars, and interactive
workshops, will cater to different learning preferences and help keep employees engaged. The
organization should also consider introducing more frequent, shorter training sessions to maintain
attention and provide continuous learning opportunities. Furthermore, providing better follow-up
after training programs would reinforce learning and ensure that employees are able to apply what
they have learned in real-world scenarios.

Improving the quality of trainers and instructors should be a priority, as the effectiveness of training
heavily depends on the expertise and engagement of those leading the sessions. The addition of more
leadership training programs would also benefit employees seeking career advancement and those in
or aspiring to managerial roles. Lastly, focusing on increasing employee participation through
greater incentives and ensuring that training is consistently aligned with job requirements will help
foster a more motivated, skilled, and satisfied workforce.
ANNEXTURE:

1.NAME:
2.What is your gender?
a) Male b) Female c) Other
3. What is your age group?
a) Below 25 b) 25 – 35 c) 36 – 45 d) Above 45
4. What is your educational qualification?
a) Undergraduate b) Postgraduate
c) Professional Certification d) Other
5. How long have you been working with HDFC?
a) Less than 1 year b) 1 - 3 years c) 4 - 6 years d) More than 6 years
6. Which department do you work in?
a) Sales/Marketing b) HR c) Operations d) IT e) Other
7. Are you aware of the concept of Training and Development in the workplace?
a) Yes b) No c) Somewhat
8. Do you think Training and Development is crucial for employees’ growth?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
9. Have you ever participated in a training program in HDFC?
a) Yes b) No
10. How often do you think training programs should be held in an organization?
a) Monthly b) Quarterly c) Bi-annually d) Annually
11. Do you think training is essential for career advancement in your department?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
12. Which training method has been most common at HDFC?
a) Classroom Training b) Online Training c) On-the-Job Training
d) Mentorship/Coaching e) Other
13. How would you rate the effectiveness of the training methods used by HDFC?
 a) Very Effective b) Effective c) Neutral d) Ineffective e) Very Ineffective
14. Have you received any training related to leadership skills in HDFC?
a) Yes b) No

15. Which of the following training methods would you prefer for your development?
a) Workshops b) Webinars c) One-on-One Mentorship
d) Group Activities e) None
16. Do you think the training programs are aligned with your job requirements?
a) Always b) Mostly c) Occasionally d) Rarely e) Never
17. How satisfied are you with the training programs offered by HDFC?
a) Very Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Very Dissatisfied
18.Do you feel that the training programs improve your performance at work?
a) Always b) Often c) Sometimes d) Rarely e) Never
19. Do you feel motivated to participate in future training programs after your experience at
HDFC?
a) Very Motivated b) Motivated c) Neutral
d) Demotivated e) Very Demotivated
20. How relevant are the topics covered in the training programs to your daily tasks?
a) Very Relevant b) Relevant c) Neutral d) Irrelevant e) Very Irrelevant
21. Do you think HDFC’s training programs help improve your skills and knowledge?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
22. What type of training content do you think should be added to improve the programs at
HDFC?
a) Technical Skills b) Leadership Skills c) Soft Skills
d) Time Management e) Other
23. How would you suggest improving the delivery of training programs at HDFC?
a) More interactive sessions b) shorter duration with more frequent sessions
c) More practical assignments d) Incorporating technology-based training
e) Other
24. What improvements would you recommend in HDFC’s training and development
programs?
 a) More customized programs for different job roles b) Improved trainers or instructors
c) better follow-up after training programs d) Enhanced employee participation incentives
e) No improvements needed

BIBILOGRAPHY

REFERENCES
1. Noe, R. A, “Employee Training and Development”, McGraw-Hill Education, 2017.

2. Swanson, R. A., & Holton, E. F; “Foundations of Human Resource Development”,

Berrett-Koehler Publishers, 2009

3. Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A.; “The Science of

Training and Development in Organizations: What Matters in Practice”, Psychological

Science in the Public Interest, 2012

4. Kumar, R., & Arora, A, “Training and Development Practices in Indian Organizations”,

Journal of Management Research, 2013

5. Agarwal, N., & Sharma, D, “Impact of Employee Training and Development on

Organizational Performance”, International Journal of Human Resource Management,

2016

6. https://trainingindustry.com

7. https://Thetrainingworld.com

8. https://gscen.shikshamandal.org/wp-content/uploads/2022/sp/MBA-2022/32.pdf