Training and development: A tool to enhance employees’ performance

The biggest challenge in the new millennium of liberalization and globalization for a business is to serve and maintain good relationship with employees. It is fundamental in building an employee's centric organization. It is a key element of differentiation that allows a bank to develop its employee base and service oriented capacity. With the advent of various reforms in the banking industry, the banks find themselves in a fiercely competitive and market-driven environment. In this context, developing and nurturing human resources are a must for survival in the emerging banking scenario (Kennedy, 2007).

The banks, facing competitive pressure, today require such employees whose knowledge and ideas are current, and whose skills and abilities can deliver results. As organizations compete and change training becomes even more critical than before. Therefore, in banks, employees must adapt to the myriad of changes continually in order to maintain and update their skills. Moreover, managers should have training to enhance their leadership skills and abilities. In a number of situations, employees have documented that effective training produces productivity gains more than offset the cost of the training.

In this article, the perception of the employees on the existing training, development policies and practices are analyzed as well as interpreted. This study is expected to achieve one of the objectives of the study namely, evaluation of the perceptions of the employees with regard to training and development programmes.