DECLARATION

I hereby declared that this project report titled “A STUDY ON TRAIING

AND DEVELOPMENT IN ORGANIZATION AT SBI BANK ” submitted
by me to the department of BUSINESS MANAGEMENT, which is
affiliated to Osmania University, Hyderabad, Bonafide work undertaken
by me and it is not submitted to any other university or institute for the
award of any degree/diploma/certificate or published any time before…..

Date:
Place: HYDERABAD, TELANGANA.

SALMA BAKOOBAN
(2096-23-684-098)
 ACKNOWLEDGEMENT
I would like to express my sincere gratitude to State Bank of India for
providing me with the valuable opportunity to undertake my study on
Training and Development in the Organization. This experience has greatly
enhanced my understanding of how effective training programs contribute
to employee growth and organizational success.
I am deeply thankful to the management and staff of SBI Bank for their
constant support, guidance, and cooperation throughout the study. Their
willingness to share knowledge and practical insights has been
instrumental in the successful completion of this project.
I would also like to extend my heartfelt thanks to my project guide and
faculty members for their continuous encouragement, valuable suggestions,
and academic support. Their guidance helped me in shaping this study in a
structured and meaningful way.
Lastly, I am grateful to my friends and family for their moral support and
encouragement, which motivated me to complete this project successfully.

Thank you.

SALMA BAKOOBAN
(2096-23-684-098)

INDEX
[Link] CHAPTER CONTENT PAGE
NO

1. Chapter – 1 INTRODUCTION

1.1 Importance of the study

1.2 Need of the study
1.3 Scope of the study 1-8
1.4 Objectives
1.5 Research methodology
1.6 limitations

Chapter – 2 Review of literature 9-14

2.

3.
Chapter- 3 Theoretical framework 15-65

4.
Chapter – 4 Data analysis and interpretation 66- 91

5.
Chapter- 5 Summary, findings, conclusion 92-102
&suggestions

LIST OF TABLES
TABLE. NO TABLE. TITLE PAGE .NO
1.1 GENDER 67

2.1 AGE 68

3.1 JOB LEVEL 69

4.1 TRAINING 70
PROGRAMS
ATTENDED YES/ NO

5.1 UTLIZATION OF
TRAINING 71
PROGRAMS

6.1 IMPACT OF 72
TRAINING ON
EMPLOYEE

7.1 WORKLIFE
BALANCE AFTER 73
TRAINING

8.1 SKILL 74
IMPROVEMENT
AFTER TRAINING

9.1 TRAINING 75
BENEFICAL FOR
PROFESSIONAL

10.1 OVERALL IMPACT 76

OF TRAINING
PROGRAMS
11.1 TRAINING
INFLUENCE ON
FOCUS AND 77
CONCENTRATION

12.1
TRAINING 78
CONTRIBUTION TO
PRODUCTIVITY

OVERALL RATING
13.1 OF TRAINING 79
PROGRAMS

14.1 TRAINING 80
CONTRIBUTION TO
PRODUCTIVITY

15.1 TRAINING 81
INFLUENCE ON
MOIVATION LEVEL
16.1
TRAINING AND 82
CAREER GROWTH
OPPORTUNITIES
17.1
IMROVEMENT IN 84
COMMUNICATION
SKILLS

18.1 WORK- LIFE 85

BALANCE AFTER
TRAINING
19.1
OVERALL 86
EFFECTIVNESS OF
TRAINING
PROGRAMS

20.1 OVERALL RATING 87

OF TRAINING AND
 DEVELOPMENT
PROGRAMS
LIST OF GRAPHS
LIST OF GRAPHS GRAPH TITLE PAGE .NO

1.1 GENDER 67

2.1 AGE 68

3.1 JOB LEVEL 69

4.1
TRAINING PROGRAMS 70
ATTENDED YES/ NO

5.1 UTLIZATION OF
TRAINING PROGRAMS 71

6.1 IMPACT OF TRAINING 72

ON EMPLOYEE

7.1
WORKLIFE BALANCE
AFTER TRAINING 73
8.1
SKILL IMPROVEMENT 74
AFTER TRAINING

9.1
TRAINING BENEFICAL 75
FOR PROFESSIONAL

10.1 OVERALL IMPACT OF 76

TRAINING PROGRAMS
11.1 TRAINING INFLUENCE
ON FOCUS AND 77
CONCENTRATION

12.1
TRAINING
CONTRIBUTION TO 78
PRODUCTIVITY

OVERALL RATING OF
13.1 TRAINING PROGRAMS 79

14.1 TRAINING 80
CONTRIBUTION TO
PRODUCTIVITY

15.1 TRAINING INFLUENCE 81

ON MOIVATION LEVEL

16.1
TRAINING AND CAREER
GROWTH 82
OPPORTUNITIES
17.1
IMROVEMENT IN
COMMUNICATION 83
SKILLS

18.1 WORK- LIFE BALANCE

AFTER TRAINING 84
 ABSTRACT
Training & Development in an Organization
Training and Development (T&D) is a vital function of human resource management that
focuses on improving employees’ knowledge, skills, abilities, and overall performance. In
today’s competitive business environment, organizations must continuously invest in
employee learning to enhance productivity, innovation, and adaptability to change.
Training refers to short-term, job-specific programs designed to improve employees’ current
performance, while development focuses on long-term growth, leadership skills, and career
advancement. Effective training programs help employees understand their roles clearly,
reduce errors, increase efficiency, and improve customer service quality. Development
initiatives such as leadership training, workshops, and mentoring programs prepare employees
for higher responsibilities and future organizational needs.
Training and Development also play a significant role in employee satisfaction and retention.
Employees feel valued and motivated when organizations invest in their professional growth.
It increases confidence, improves morale, and strengthens commitment toward the
organization. Furthermore, well-trained employees contribute to better teamwork, improved
communication, and higher overall organizational performance.
 CHAPTER – 1
INTRODUCTION

1
 INTRODUCTION
Training and Development is an essential function of Human Resource Management that
focuses on enhancing the knowledge, skills, competencies, and overall efficiency of
employees. In the modern business environment, organizations operate in a highly
competitive and dynamic market where continuous learning and adaptability are necessary for
survival and growth. Therefore, investing in employee development has become a strategic
priority for organizations.
Training refers to a systematic process of improving the skills and knowledge of employees
for performing specific tasks effectively. It is generally short-term and job-oriented, aiming to
improve current performance. Development, on the other hand, is a long-term process that
focuses on preparing employees for future responsibilities, leadership roles, and career growth
opportunities.
Effective training programs help employees understand organizational goals, improve
technical and soft skills, reduce errors, and increase productivity. Development initiatives such
as leadership programs, workshops, mentoring, and career planning enhance employee
confidence, decision-making abilities, and managerial competence.
Training and Development also play a crucial role in improving employee satisfaction and
retention. When employees feel that the organization invests in their growth, they develop a
sense of belonging and commitment. This leads to higher morale, better teamwork, and
improved organizational performance.
In conclusion, Training and Development is not merely an operational activity but a strategic
investment that contributes to both individual and organizational success. A well-planned
T&D system creates a skilled workforce, promotes innovation, and ensures long-term
sustainability of the organization.

1.1 IMPORTANCE OF THE STUDY

The study on Training and Development is important because it helps organizations
understand how employee learning programs contribute to improved performance,
productivity, and job satisfaction. In today’s competitive and rapidly changing business
environment, employees must continuously upgrade their skills to meet new challenges and
technological advancements. By studying training and development practices, management
can identify skill gaps, improve existing programs, and design effective learning strategies.
This study also highlights how development initiatives enhance employee motivation, reduce
turnover, and prepare future leaders within the organization. Overall, analysing training and
development systems helps organizations build a skilled, confident, and committed workforce,
ensuring long-term growth and sustainability.

1.2 NEED OF THE STUDY

The need for the study on Training and Development arises from the growing importance of
skill enhancement and continuous learning in modern organizations. In today’s fast-changing
business environment, employees must adapt to new technologies, work methods, and
competitive pressures. Without proper training, employees may lack the necessary skills to
perform effectively, which can reduce productivity and overall organizational performance.
This study is needed to identify skill gaps, evaluate the effectiveness of existing training
programs, and understand how development initiatives influence employee motivation and job
satisfaction. It also helps management determine whether training investments are
contributing to improved performance and career growth opportunities. By analysing the need
for training and development, organizations can design better programs that enhance
employee competence, increase efficiency, and support long-term business success.

1.3 SCOPE OF THE STUDY

The scope of the study on Training and Development focuses on understanding how training
programs improve employees’ knowledge, skills, and performance within an organization. It
examines various aspects such as training methods, development programs, employee
participation, and their impact on job efficiency and productivity.
The study also analyses how training helps employees adapt to new technologies, improve
work quality, and increase job satisfaction. It covers areas like skill development, career
growth opportunities, leadership development, and performance improvement. Additionally,
the study evaluates the effectiveness of training programs and their role in enhancing
employee motivation and organizational success.
Overall, the scope of the study is limited to examining the training and development practices
within the organization and understanding their influence on employee performance and
professional growth.

1.4 OBJECTIVE OF THE STUDY

1. To understand the structure and functioning of the banking industry in India.
2. To study the services and facilities provided by banks to customers.
3. To analyse the role of banks in economic development and financial stability.
 To examine the growth and development of the banking sector, especially State Bank of
India.
4. To identify the challenges and opportunities in the banking industry.
5. To study customer satisfaction and banking service quality.
6. To understand the impact of modern technology and digital banking services.

1.5 RESEARCH METHODOLOGY

Research methodology refers to the systematic method used to collect, analyse, and interpret
data for the study. It helps the researcher to understand the topic clearly and obtain accurate
results. In this study, the research focuses on the banking industry, particularly State Bank of
India. Both primary and secondary data were used to gather relevant information about
banking services, customer satisfaction, and the overall functioning of the bank.
Primary data was collected directly from respondents through questionnaires and surveys.
Customers and employees were asked various questions related to banking services, facilities,
and their level of satisfaction. Secondary data was collected from books, journals, websites,
annual reports, and other reliable sources related to the banking industry.
The study used simple statistical tools such as percentages and charts to analyse the collected
data. This method helps in presenting the information clearly and making meaningful
interpretations. The research methodology used in this study provides a structured approach to
understand the operations, services, and development of the banking sector.

1.6 LIMITATIONS
• Limited Sample Size: The study was conducted with a small number of respondents,
so the results may not represent all employees or customers.
• Time Constraint: The research was carried out within a limited time period, which
restricted detailed data collection and analysis.
• Limited Area of Study: The study focuses only on selected branches of State Bank of
India, so the findings may not reflect the situation in all branches.
• Response Bias: Some respondents may not have given completely accurate or honest
answers in the questionnaire.
• Dependence on Secondary Data: Part of the information was collected from books,
websites, and reports, which may not always provide updated data.
• Availability of Information: Certain internal information of the bank was
confidential and could not be accessed for the study.

8
 CHAPTER – 2
REVIEW OF LITREATURE

INTRODUCTION
Training and Development is an important function of Human Resource Management that
focuses on improving the knowledge, skills, and abilities of employees in an organization. It
helps employees perform their jobs more effectively and efficiently. Training refers to the
process of teaching employees’ specific skills required for their current job, while
development focuses on enhancing their overall capabilities and preparing them for future
responsibilities.
In modern organizations, training and development play a vital role in improving employee
performance, productivity, and job satisfaction. Through various programs such as workshops,
seminars, mentoring, and skill-development sessions, employees learn new techniques and
update their knowledge according to changing technologies and work environments.
Training programs help new employees understand their roles and responsibilities, while
development programs prepare existing employees for higher positions and leadership roles.
These programs also help organizations reduce errors, increase efficiency, and improve overall
organizational performance.
In today’s competitive business environment, organizations must invest in training and
development to maintain a skilled workforce. Continuous learning and development enable
employees to adapt to new challenges and contribute effectively to the growth and success of
the organization.
1. Frederick Winslow Taylor
Subject / Theory: Scientific Management
Frederick Winslow Taylor is known as the Father of Scientific Management. His theory
focused on improving efficiency and productivity in organizations through proper training and
systematic work methods. Taylor believed that employees should be scientifically trained to
perform tasks efficiently, which laid the foundation for formal training programs in
organizations.
2. Elton Mayo
Subject / Study: Hawthorne Studies / Human Relations Theory
Elton Mayo emphasized the importance of human relations in the workplace. Through the
Hawthorne Studies, he discovered that employee motivation, attention, and supportive
supervision influence productivity. His work encouraged organizations to focus on employee
development and training.
3. Peter Drucker
Subject / Concept: Management by Objectives
Peter Drucker is considered the Father of Modern Management. He introduced the concept of
Management by Objectives (MBO), which focuses on improving employee performance
through clear goals and continuous learning. He strongly supported training and development
for employee growth and organizational success.
10
4. Douglas McGregor
Subject / Theory: Theory X and Theory Y
Douglas McGregor explained two management styles in his theory. Theory X assumes
employees dislike work, while Theory Y assumes employees are motivated and responsible.
His ideas encouraged organizations to train and develop employees so they can perform
better and become more productive.
5. Abraham Maslow
Subject / Theory: Maslow's Hierarchy of Needs
Abraham Maslow developed the Hierarchy of Needs theory, which explains human
motivation. According to him, employees need recognition, growth, and self-development
after their basic needs are met. Training and development programs help employees achieve
higher levels of personal and professional satisfaction.
[Link] Fayol
Book: General and Industrial Management
Henri Fayol was a French management theorist who introduced the 14 Principles of
Management. He emphasized planning, organizing, commanding, coordinating, and
controlling. His ideas helped organizations understand the importance of employee training
for effective management and organizational efficiency.
2. Chester Barnard
Book: The Functions of the Executive
Chester Barnard explained how organizations work as cooperative systems. He believed
communication, leadership, and employee development were essential for organizational
success. His work supported the need for training programs to improve coordination and
performance.
3. Chris Argyris
Book: Personality and Organization
Chris Argyris focused on organizational learning and employee development. He explained
how organizations should help employees grow personally and professionally through
training and learning opportunities.
4. Edgar H. Schein
Book: Organizational Culture and Leadership
Edgar Schein studied organizational culture and its impact on employees. He emphasized that
training and development programs help employees adapt to organizational values, culture,
and leadership practices. 5. Warren Bennis
Book: On Becoming a Leader
Warren Bennis was known for his work on leadership development. He believed that
leadership skills can be developed through continuous learning, mentoring, and training
programs in organizations.

11
6. Herbert A. Simon
Book: Administrative Behaviour
Herbert Simon focused on decision-making in organizations. He explained that employees
need proper knowledge and training to make effective decisions and improve organizational
performance.
7. Victor H. Vroom
Book: Work and Motivation
Victor Vroom introduced the Expectancy Theory of Motivation. His theory explains that
employees perform better when they believe their efforts will lead to rewards. Training
programs help employees gain confidence and improve performance.
8. Rensi Likert
Book: New Patterns of Management
Rensi’s Likert emphasized participative management and employee involvement. He
believed that organizations should train employees to participate in decision-making and
teamwork.
9. Kurt Lewin
Book: Field Theory in Social Science
Kurt Lewin developed the Change Management Model. He explained that organizations
must train employees to adapt to change and improve their skills during organizational
transformation.
10. David A. Kolb
Book: Experiential Learning
David Kolb introduced the concept of learning through experience. His learning cycle
explains how employees learn best through practical training, reflection, and application in
the workplace.
11. Jack J. Phillips
Book Title: Return on Investment in Training and Performance Improvement Programs
Year: 2003
This book focuses on evaluating the effectiveness of training programs using ROI (Return on
Investment). It provides step-by-step methods to measure financial benefits gained from
employee training. The author emphasizes accountability and aligning training outcomes
with organizational goals.
12. Patti P. Phillips
Book Title: Measuring ROI in Learning and Development
Year: 2012

12
This book explains how organizations can track the success of learning programs. It
introduces tools, data collection methods, and evaluation techniques to ensure training
contributes to business performance
13. Marc J. Rosenberg
Book Title: Beyond E-Learning: Approaches and Technologies to Enhance Organizational
Knowledge Year:
2006 Details:
The book explores modern learning technologies such as e-learning, knowledge management
systems, and digital training platforms. It highlights how organizations can use technology to
improve employee learning.
14. Donald L. Kirkpatrick
Book Title: Evaluating Training Programs: The Four Levels
Year: 1994 Details:
This classic book introduces the four levels of training evaluation: Reaction, Learning,
Behaviour, and Results. It is widely used as a standard framework for assessing training
effectiveness.
15. James D. Kirkpatrick
Book Title: Kirkpatrick's Four Levels of Training Evaluation
Year: 2006
An updated version of the original model, this book provides practical examples and modern
applications. It helps organizations implement effective evaluation strategies.
16. Kevin D. Oakes
Book Title: Culture Renovation
Year: 2021
This book explains how organizations can transform their culture through learning and
development. It focuses on employee engagement, leadership development, and continuous
improvement.
17. Julie Dirksen
Book Title: Design for How People Learn
Year: 2015
The book emphasizes instructional design principles. It explains how training should be
designed based on human psychology, making learning more effective and engaging.
18. Michael J. Marquardt
Book Title: Building the Learning Organization
Year: 2011
This book discusses how companies can become learning organizations. It highlights the
importance of continuous learning, knowledge sharing, and employee development.

13
14
19. Robert O. Brinkerhoff
Book Title: Telling Training's Story Year:
2006
The author focuses on evaluating training through real success cases. It shows how
organizations can demonstrate the value of training programs using data and storytelling.
20. Elaine Beich
Book Title: Training and Development for Dummies
Year: 2015
A beginner-friendly guide covering all aspects of training and development, including
planning, delivering, and evaluating training programs. It is useful for students and HR
professionals.

14
 CHAPTER – 3
THEORTICAL FRAMEWORK

15

BANKING INDUSTRY
State Bank of India (SBI) is the largest and most powerful bank in India. It is not just a bank
but a pillar of the Indian financial system. SBI plays a very important role in shaping the
banking and financial services industry of the country. From small villages to big cities, from
poor farmers to large industries, from students to multinational companies—SBI serves every
section of society.
SBI works in almost every area of finance such as savings, loans, business finance,
agriculture finance, digital banking, insurance, mutual funds, credit cards, international
banking, and government services. Because of this wide coverage, SBI is often called the
backbone of India’s economy.
The Indian banking industry depends heavily on SBI because of its huge size, wide reach,
strong trust, government support, and long history. SBI is not only a commercial bank but
also a development institution that helps in nation-building.
SBI and the Indian Banking Industry
The Indian banking industry includes public sector banks, private banks, cooperative banks,
rural banks, and financial institutions. Among all these, SBI stands at the top position. It
leads the industry in terms of:
• Number of customers
• Number of branches
• Market share
• Deposits and loans
• Trust and credibility
• Economic influence
SBI dominates the industry because it reaches places where many other banks do not go. In
rural and semi-urban areas, SBI is often the only major banking institution. This makes SBI
the bridge between people and the financial system.
The banking industry is not only about profit—it is also about economic development,
stability, and growth. SBI supports this by:
• Funding industries
• Supporting small businesses
• Financing agriculture
• Providing student loans
• Supporting startups
• Helping government development programs
16
So, SBI’s industry role is both economic and social
Wide Range of Services
SBI operates in many segments of the financial services industry:
1. Retail Banking
This includes services for normal people:
• Savings accounts
• Fixed deposits
• Personal loans
• Home loans
• Education loans
• Vehicle loans
• Credit cards
• Digital payments
• Mobile banking
This helps individuals manage their money and improve their quality of life.
2. Business and Corporate Banking
SBI supports:
• Small shops
• Small businesses
• Medium enterprises
• Big industries
• Corporations
• Exporters and importers
It provides business loans, working capital, trade finance, and project funding. This helps
industries grow and create jobs. 3. Agriculture and Rural Banking
SBI plays a huge role in:
• Farmer loans
• Crop loans
• Dairy loans
17
• Rural development schemes
• Self-help group financing
This supports the agriculture sector, which is the backbone of the Indian economy.
4. Digital Banking
SBI is also a leader in digital banking:
• Online banking
• Mobile banking apps
• Digital payments
• Online loan services
• Digital customer support
This helps India move towards a digital economy.
5. Financial Services
Through its group companies, SBI also provides:
• Insurance
• Mutual funds
• Investment services
• Credit card services
• Wealth management
This makes SBI a complete financial services group, not just a bank.
Role in National Development
SBI is deeply connected with India’s national development. It supports many government
programs such as:
• Financial inclusion schemes
• Rural banking schemes
• Women empowerment programs
• Student education funding
• Startup India programs
• Digital India initiatives

18
Because of its wide network, SBI helps the government reach the poorest and remotest
people in the country. Many people open their first bank account in SBI. This shows how
SBI changes lives by connecting people to the formal economy.
SBI also helps during:
• Natural disasters
• Economic crises
• National emergencies
• Pandemic situations
This shows its social responsibility and national importance.
Trust, Stability, and Public Confidence
One of the biggest strengths of SBI in the industry is trust. People trust SBI because:
• It is government-supported
• It has a long history
• It is financially stable
• It is reliable
• It is secure
In the banking industry, trust is everything. SBI enjoys the highest public confidence among
banks in India. People feel safe keeping their money in SBI. This trust gives SBI a strong
advantage over other banks.
Technology and Modern Banking
SBI is not only traditional—it is also modern. It uses technology to improve services:
• Digital transactions
• Online services
• Mobile apps
• Smart banking systems
• Automation in branches
This helps SBI stay competitive in a fast-changing financial industry where fintech
companies and private banks are growing.
By combining technology with trust, SBI creates a strong position in the modern banking
industry.

19
Economic Impact
SBI has a huge impact on the Indian economy:
 • It supports employment
• It funds industries
• It supports education
• It supports agriculture
• It supports infrastructure projects
• It helps in wealth creation
• It supports national growth
When SBI grows, the Indian economy grows. This shows how important SBI is at the
industry and national level.
Challenges in the Industry
Like all banks, SBI also faces challenges:
• Competition from private banks
• Competition from fintech companies
• Cybersecurity risks
• Digital transformation pressure
• Customer service expectations
• Economic risks
But SBI’s scale, trust, government support, and strong systems help it manage these
challenges better than most banks.
Future Outlook
The future of SBI in the banking industry looks strong because:
• Digital banking is growing
• Financial inclusion is expanding
• India’s economy is growing
• Demand for loans is increasing
• Business and startup culture is rising • Technology adoption is increasing

20
SBI is well-positioned to lead this growth and remain the leader of the Indian banking
industry.
It plays a role in economic growth, social development, financial inclusion, and national
progress.
SBI’s industry profile shows that it is:
• A financial leader
• A development partner
• A trusted institution
• A national asset
• A pillar of the economy
In simple words:
SBI is the heart of India’s banking industry. It connects people with money, supports
dreams, builds businesses, strengthens the economy, and helps in nation-building. Without
SBI, the structure of the Indian banking industry would be incomplete.
Conclusion
State Bank of India is not just a bank—it is a foundation of the Indian financial system. It
supports individuals, families, businesses, industries, farmers, students, and the government
The bank descends from the Bank of Calcutta, founded in 1806 via the Imperial Bank of
India, making it the oldest commercial bank in the Indian subcontinent. The Bank of Madras
merged into the other two presidency banks in British India, the Bank of Calcutta and the
Bank of Bombay, to form the Imperial Bank of India, which in turn became the State Bank of
India on 1 July 1955.[22] Over the course of its 200-year history, the bank has been formed
from the mergers and acquisitions of more than twenty banks.[23][24] The Government of
India took control of the Imperial Bank of India in 1955, with Reserve Bank of India (India's
central bank) taking a 60% stake, renaming it State Bank of India.

21
HISTORY BANKING INDUSTRY Establishment and History
of SBI
The establishment of the State Bank of India is rooted back in the 18th Century in Kolkata,
earlier it was named Bank of Calcutta then re-named as Bank of Bengal established on June
2, 1860. At that time there were three presidency banks, namely the Bank of Bombay, Bank
of Madras and the third was Bank of Bengal. The major reasons why these three presidential
Anglo-Indian Banks came into existence are:
Implication of issuing the finance under the separate presidency
Separate needs of the local European commerce
Before the onset of Independence, India faced several economic crises making it harder for
the modernization of the Indian Economy.
Earlier, the paper currency being circulated throughout the nation was issued by these banks
until 1861 when the Paper Currency Acts was passed and the Government of India was
authorized to print these currency notes. In 1955, the State Bank of India Act was passed
which stated that the Reserve Bank of India will be the body ruling over the Imperial Banks
of India. The Imperial bank of India became the State Bank of India on July 1, 1955, and then
in 2008, the Government of India took over the Reserve Bank of India’s stakes in SBI.
Later in 1959, a Subsidiary Banks Act was passed leading to eight State Banks associate with
the State Bank of India. After this act, the SBI has been acquiring several State banks. The
first one to be acquired was the Bank of Bihar in 1969 in which the SBI acquired all its
corresponding 28 branches as well. Next up was the National Bank of Lahore along with its
24 branches. Further in the same way, Krishnaram Baldeo Bank, Bank of Cochin and State
Bank of Travancore were also associated with the State Bank of India. Now all these banks
come under the State Bank of India and are represented by the Blue Keyhole logo.
The major reasons for the establishment of this wide network of the State Bank of India were
due to the adoption of the ideas from movements which were being held in England and
Europe. Also, the rapidly changing and non-trustable local reading environment was not
helping to stabilize the Indian Economy or the Global Economic Structure.
Historical Chronology of SBI
The State Bank of India traces its roots to the Bank of Calcutta, which was founded on June
2, 1806, in Calcutta.
The bank was renamed the Bank of Bengal three years after receiving its charter (2 January
1809).
The Government of Bengal funded the first joint-stock bank in British India. The Bank of
Bengal was followed by the Bank of Bombay (15 April 1840) and the Bank of Madras (1
July 1843).
22
These three banks remained at the pinnacle of Indian modern banking until they merged to
form the Imperial Bank of India on January 27, 1921.
The Imperial Bank had a capital basis (including reserves) of INR 11.85 crores, deposits and
advances of INR 275.14 crores and INR 72.94 crores, and a network of 172 branches and
more than 200 sub-offices spanning the country when India gained independence.
By taking over the Imperial Bank of India, the All-India Rural Credit Survey Committee
advocated the formation of a state-partnered and state-sponsored bank. In May 1955,
Parliament enacted an act, and the State Bank of India was established on July 1, 1955.
The State Bank of India (Subsidiary Banks) Act of 1959 allowed the State Bank of India to
acquire eight previous State-associated banks as subsidiaries (later named Associates).
Know more about SBI PO 2021 Recruitment here.
State Bank of India Logo
When the State Bank of India was created on July 1st, 1955, the logo was different from
today. The Banyan tree in the emblem represents the bank’s strength and ability to propagate
and develop in all directions.
The State Bank of India’s current logo is a blue circle with a slight incision at the bottom.
Shekhar, the alumnus of Ahmedabad’s National Institute of Design, designed it. On the day
of the inauguration of the SBI Central office building at back bay reclamation Bombay on
October 1, 1971, the logo was unwieldy.
This logo can be interpreted in a variety of ways. One is that the small circle and vertical line
against the blue background resemble a keyhole, which is a symbol of safety, security, and
strength. The Kamaria Lake in Ahmedabad is thought to have provided inspiration for this
design.
State Bank of India- Current position
State Bank of India is one of the most widely recognized banks in India. It is also one of the
oldest banks in the country. It has huge market capitalization and has many branches within
the country and overseas, making it a tough competitor among the private sector banks
present.

23
 THE FUTURE OF BANKING HISTORY
The future of the banking industry in India is moving towards digitalization, financial
inclusion, innovation, sustainability, and customer-centric services. Among all banks, SBI
will play the most powerful and influential role in shaping this future. As India’s largest
public sector bank, SBI is not just adapting to change—it is leading the transformation of the
banking industry.
The future of SBI is directly connected to the future of the Indian economy. As India grows in
population, income levels, digital usage, and business opportunities, the demand for modern
banking services will increase rapidly. SBI is well-positioned to meet these demands because
of its scale, trust, technology, and national reach.
1. Digital Transformation and Smart Banking
The future of banking is digital, and SBI is moving strongly in this direction. Banking will no
longer depend mainly on physical branches. Instead, it will focus on:
• Mobile banking
• Online services
• Digital payments
• AI-based customer support
• Automated services
• Paperless banking
• Cloud banking systems
SBI is expected to become a technology-driven bank, where most services are available
through digital platforms. Customers will be able to open accounts, take loans, invest money,
and manage finances completely online.
In the future, SBI will function more like a digital financial ecosystem rather than just a
traditional bank.
2. Financial Inclusion and Rural Expansion
One of SBI’s biggest future roles will be in financial inclusion. Millions of people in rural
and semi-urban areas still need better access to financial services.
Future focus areas:
• Rural digital banking
• Farmer finance systems
• Women financial empowerment

24
 •

•
Micro-finance services
Village-level banking services
Self-help group financing
Small business support
SBI will continue to be the main banking bridge between villages and cities, helping rural
India become part of the formal financial system. This will strengthen the social role of
SBI in the industry.
3. Support to Business, Startups, and Industry
The future Indian economy will depend on:
• Startups
• MSMEs (small businesses)
• Manufacturing
• Infrastructure
• Green energy
• Digital businesses
• Service industries
SBI will play a major role in financing:
• Startups and entrepreneur
• Small and medium enterprises
• Infrastructure projects
• Industrial development
• Export and import businesses
• Innovation-driven companies
This means SBI will act not just as a lender, but as a growth partner for businesses.
4. Green Banking and Sustainable Finance
Future banking will not only focus on profit, but also on sustainability and environment
protection.
SBI’s future will include:
 •

25
Green finance
Renewable energy funding
Sustainable projects
Climate-friendly investments
ESG banking (Environmental, Social, Governance)
• Ethical banking practices
SBI is expected to become a leader in sustainable banking, supporting India’s green
development goals and climate commitments.
5. Technology, AI, and Innovation
The future of SBI will be strongly driven by technology:
• Artificial Intelligence (AI)
• Data analytics
• Cybersecurity systems
• Blockchain applications
• Smart risk management
• Automated loan processing
• Fraud detection systems
This will make banking:
• Faster
• Safer
• Smarter
• More efficient
• More customer-friendly
 •

•
SBI will shift from manual systems to intelligent digital systems, improving service quality
and operational efficiency.
6. Customer-Centric Banking Model
Future banking will focus on customer experience, not just transactions.
SBI’s future services will be:

26
Personalized banking
Customized financial products
Smart financial advice
24/7 digital support
Relationship-based banking
• Financial planning services
This will transform SBI into a customer-life partner bank, not just a money-handling
institution.
7. Global Expansion and International Role
SBI’s future industry role will also include:
• Expansion in international markets
• Stronger global banking presence
• International trade finance
• Global remittance services
• Cross-border digital banking
This will strengthen SBI’s image as a global Indian bank, representing India in the
international financial system.
8. Economic Leadership Role
In the future, SBI will remain a key pillar of India’s economy by:
 •

•
• Supporting national development
• Stabilizing the financial system
• Supporting government programs
• Handling financial crises
• Supporting economic reforms
• Strengthening financial stability
SBI will continue to be the economic backbone of India’s banking industry.

Future Vision Summary

In the coming years, SBI will transform into:

27
A digital-first bank
A financial inclusion leader
A technology-driven institution
A green and sustainable bank
A business growth partner
• A customer-centric financial ecosystem
• A global Indian banking brand

Conclusion
The future of SBI in the banking industry is strong, stable, and powerful. It will not only
survive change but lead the change. With digital growth, financial inclusion, technology,
sustainability, and innovation, SBI will shape the next generation of Indian banking.
In simple words:
The future of SBI is the future of Indian banking.
As India grows, SBI will grow with it.
 •

•
As the economy changes, SBI will change with it. As
technology advances, SBI will lead with it.
SBI will not just be a bank of the future — it will be a builder of India’s financial future.

FOUNDERS OF BANKS
Founders of Major Banks (India – Assignment/Notes Format)
Below is a clear and simple list of founders / originators of major banks in India. This is
useful for projects, assignments, exams, and notes:
Public Sector Banks State
Bank of India (SBI)
Founder/Origin:
• Originated as Bank of Calcutta (1806)
• Founded under British rule
• Later became Imperial Bank of India
• Nationalized and renamed State Bank of India (1955)
Founder: British Government of India (Colonial Administration)

28
Punjab National Bank (PNB)
Founder: Lala Lajpat Rai and associates
Founded: 1894, Lahore
First Indian bank started with Indian capital
Bank of Baroda
Founder: Maharaja Sayajirao Gaekwad III
Founded: 1908
Canara Bank
Founder: Amambay Subba Rao Pai
Founded: 1906
Union Bank of India
Founder: Seth Sitaram Poddar
Founded: 1919
Indian Bank
Founder: Annamalai Chettiar
Founded: 1907
Central Bank of India
Founder: Sir Sorabji Pochkhanawala
Founded: 1911
First Indian commercial bank fully owned and managed by Indians
Private Sector Banks
HDFC Bank
Founder: Hasmukh Bhai Parekh
Founded: 1994
ICICI Bank
Founder Institution: Industrial Credit and Investment Corporation of India (ICICI)
Founded: 1994 (banking arm)
Axis Bank
Founder Institution: Unit Trust of India (UTI)
Founded: 1993 (as UTI Bank)

29
Kotak Mahindra Bank
Founder: Uday Kotak
Founded: 1985 (as finance company), became bank in 2003
Yes Bank
Founder: Rana Kapoor
Founded: 2004
IDFC First Bank
Founder Institution: **

30
EVOLUTION AND GROWTH OF BANKING
The banking industry is one of the oldest and most important institutions in human
civilization. Banking started as a simple system of money lending and safe keeping of
valuables and has today transformed into a global, digital, and technology-driven financial
system. The evolution of banking reflects the evolution of human society, trade, business,
technology, and economic systems.
From ancient times to the modern digital age, banking has continuously changed its structure,
functions, and role in society. Today, banking is not only about money but also about
economic development, financial inclusion, technological innovation, and social progress.
1. Ancient Banking System
Banking began in ancient civilizations such as:
Mesopotamia
Babylon
Greece
Rome
India
China
In these societies, temples and palaces acted as early banks. People deposited gold, silver,
grains, and valuables for safekeeping. Moneylenders provided loans to farmers and traders.
Trade finance and interest-based lending were already practiced.
Features:
Money lending
Deposit of valuables
Trade finance
Barter system
Informal credit systems
This stage represents the birth of banking.

31
2. Medieval Banking Period
During the medieval period, banking developed in Europe with the rise of trade and
commerce. Merchant families started organized banking systems.
Famous banking families:
Medici family (Italy)
Lombard bankers Developments:
Bills of exchange
Cheques
International trade finance
Merchant banking
Currency exchange
Banking became more structured and organized.
3. Modern Banking System
Modern banking started with the establishment of central banks and commercial banks.
Important developments:
Establishment of central banks
Government regulation of banks
Banking laws and frameworks
Commercial banking systems
Institutional banking
Banks became formal financial institutions with legal recognition and regulation.

32

4. Evolution of Banking in India

Ancient India
Banking through moneylenders and traders
Informal credit systems
Temple-based finance
Trade finance
Colonial Period
Modern banking in India started under British rule.
Major developments:
Bank of Calcutta (1806) Presidency
banks
Imperial Bank of India
Growth of commercial banking
Post-Independence Period
After independence, India focused on building a strong banking system.
Key developments:
Nationalization of banks
Expansion of rural banking
Financial inclusion policies
Establishment of regional rural banks
Priority sector lending
Liberalization Period (Post-1991)
Entry of private banks
Foreign banks expansion
Competition in banking
Technology adoption
Market-driven banking

33
5. Growth of the Banking Industry The growth of
banking happened in many dimensions:
a) Structural Growth
Increase in number of banks
Expansion of branch networks
Growth of financial institutions Global
banking networks
b) Service Growth
New financial products
Insurance services
Mutual funds
Wealth management
Investment banking
c) Technological Growth
Core banking systems
ATM services
Internet banking
Mobile banking
Digital payments
AI banking
Fintech integration
d) Economic Growth Role
Banks became central to:
Industrial growth
Agricultural development
Infrastructure development
Business expansion

34
KEY ACHIEVEMENTS
• Expansion of financial access to rural and urban populations
• Promotion of financial inclusion for poor and underprivileged sections
• Development of a cashless and digital economy
• Introduction of online banking and mobile banking services
• Growth of digital payment systems through platforms like UPI by National
Payments Corporation of India
• Strong regulatory and financial stability under Reserve Bank of India
• Support to economic growth and national development
• Financing of industries, businesses, and infrastructure projects
• Growth of agriculture and rural development financing
• Expansion of small business and MSME support
• Promotion of entrepreneurship and startups
• Development of credit systems and loan accessibility
• Establishment of secure savings and investment platforms
• Introduction of ATM networks and 24/7 banking services
• Growth of insurance, mutual funds, and wealth management services
• Development of global banking and international trade finance
• Strengthening of cybersecurity and fraud control systems
• Adoption of modern banking technologies (AI, automation, digital platforms)
• Support for government welfare schemes and direct benefit transfers
• Creation of employment opportunities
• Development of customer-centric banking services
• Growth of green banking and sustainable finance
• Building of public trust and financial confidence
• Integration of fintech and innovation in banking systems

35
 UPCOMING PRJECTS & ICONIC MODELS OF
BANKING
State Bank of India (SBI) is actively driving its future growth through digital
transformation, green financing, and advanced technology adoption, with a 2030
target to achieve carbon neutrality and 10% green advances. The bank is focusing on
next-generation, technology-driven sectors through new specialized units and
AIdriven initiatives.
Upcoming & Key Projects
• CHAKRA (Centre of Excellence): A dedicated unit focused on financing sunrise
sectors, including renewable energy, electric vehicles (EVs), and green hydrogen.
• NextGen Data Warehouse & AI/ML: Upgrading infrastructure to leverage data
analytics and AI for decision-making and operational efficiency.
• Canter of Excellence for Project Financing: A new unit focusing on AI,
ecommerce, and fintech to manage project financing for emerging industries.
• Core Banking Modernization: A two-year plan to modernize its core banking
system for improved scalability and data security.
• Agentic AI for Trade Finance: Implementing agentic AI to verify trade finance
documents, such as guarantees and letters of credit.
• PM Surya Ghar – Loan for Solar Roof Top: A dedicated loan product to promote
sustainable energy usage.
• SBOSS (State Bank Operations Support Services): An initiative aimed at
enhancing efficiency in sourcing and renewing Kisan Credit Card (KCC) loans in
rural areas.
• Project Kuber: A focus on marketing current account deposits and transaction
banking products.
• Open Banking & API Sandbox: Opening nearly 300 APIs to allow fintech firms to
test and integrate products.
Iconic Models & Products
• YONO (You Only Need One): SBI’s flagship, all-in-one digital banking app, which is
being evolved into a "Primary digital bank of choice".
• SBI Green Rupee Term Deposit (SGRTD): A specialized deposit product to mobilize
funds for climate-related projects.

36
 • Schemes.
• SWAYAM (Barcode-based Passbook Printer): Self-service kiosks installed in
branches to reduce manual teller work.
Recent Strategic Initiatives
• Next LEAP & Super SBI: A massive staff training initiative covering 2.3 lakh
employees for future-ready skill development.
• Startup Branches: Specialized branches in major cities (Bengaluru, Mumbai, Delhi,
Chennai) offering one-stop solutions for start-ups.
• EV Charging Infrastructure: A partnership with Tata Power to install charging
stations at SBI premises.
• Digital Document Execution (DDE): Utilization of e-stamping and e-signature for
real-time loan documentation

37

KEYBOARDS MEMBERS & LEADERSHIP

Key Leadership (Top Management)
• Chairman: Shri Challa Sreenivasulu Setty (Took over on Aug 28, 2024)
 • Managing Director (Corporate Banking & Subsidiaries): Shri Ashwini Kumar
Tewari
• Managing Director (International Banking, Global Markets & Technology): Shri
Rama Mohan Rao Amara
• Managing Director (Retail Business & Operations): Shri Rana Ashutosh Kumar
Singh
• Managing Director (Risk, Compliance & SARG): Shri Ravi Ranjan
Central Board of Directors (Key Members)
• Directors:
o CA Ketan S Veasey o Shri
Mrugank M Paranjape o Shri Rajesh
Kumar Dubey o CA Dharmendra
Singh Shekhawat o Smt. Swati
Gupta o Shri Nagaraju Madaraka o
Shri Ajay Kumar
Deputy Managing Directors (DMDs) & Senior Management
• DMD (IBG): Shri Peludos Kishore Kumar
• DMD (Global Markets): Shri Shamsher Singh
• DMD & Group Chief Risk Officer: Shri Baldev Prakash
• DMD & Chief Operating Officer: Shri Binod Kumar Mishra
• DMD (Operations- Channel Management): Shri Shiva Om Dikshit

38

KEY FINANCIAL
As of early 2026, State Bank of India's (SBI) key financial statements—Balance Sheet, Profit
& Loss Account, and Cash Flow Statement—reflect strong growth. Q3 FY26 saw a 24.5%
year-on-year rise in net profit to ₹21,028 crore, with total assets exceeding ₹61 lakh crore
and robust domestic advances growth.
Key financial statements and highlights for SBI include:
• Balance Sheet (Financial Position): Highlights the total assets, liabilities, and
shareholder's equity, showing a total business surpassing ₹103 trillion. Key
components include total deposits (₹57 lakh crore) and advances.
• Profit & Loss Account (Income Statement): Details revenue (Interest Income, Fee
Income) and expenses to determine the Net Profit, which showed a record quarterly
figure in Q3 FY26.
• Cash Flow Statement: Tracks the flow of cash in and out of the bank from operating,
investing, and financing activities.
Key Performance Metrics (Q3 FY26):
• Operating Profit: Increased by 39.54% year-on-year to ₹32,862 crore.
• Net Interest Margin (NIM): Stable, with a domestic NIM of 3.12%.
• Asset Quality: Gross NPA ratio improved to 1.57% and Net NPA to 0.39%,
indicating strong loan portfolio quality.
• Capital Adequacy Ratio (CAR): Improved to 14.04%.
• CASA Ratio: Stood at 39.13%

39

COUNCLUSION
The State Bank of India (SBI) is India's largest public sector bank, maintaining a dominant
market share in loans and deposits. It is characterized by extensive rural reach, a robust,
digitized, and diversified portfolio, and strong government support. While facing intense
competition from private banks and managing non-performing assets (NPAs), SBI remains a
critical, resilient, and technologically advancing leader in the Indian financial system.
 40

PRESENT SCENAIRO OF BANKING INDUSTRY:

The banking industry is one of the most important pillars of a country’s economy. It plays a vital role
in economic growth, financial stability, business development, employment generation, and
social development. In the present scenario, the banking industry is going through a major
transformation due to digitalization, technological innovation, globalization, financial inclusion, and
changing customer expectations.
Modern banking is no longer limited to physical branches and manual services. Today,
banking has become digital, fast, customer-focused, and technology-driven. The industry
is shifting from traditional banking models to smart banking ecosystems, where services are
available anytime and anywhere.
In countries like India, the banking sector is also deeply connected with national
development goals, government policies, and economic reforms. Institutions such as
Reserve Bank of India play a central role in regulating, guiding, and stabilizing the banking
system.
1. Digital Transformation of Banking
The biggest change in the present banking industry is digitalization. Banks are rapidly
adopting technology to improve services and efficiency. Digital banking includes:
• Internet banking
• Mobile banking
• Digital wallets
• Online loan services
• Digital payments
• AI-based chat support
• Automated banking systems
• Paperless transactions
Today, customers can open accounts, transfer money, pay bills, invest funds, and apply for
loans without visiting a bank branch. This has changed the entire structure of banking
services.
Digital platforms like UPI (Unified Payments Interface) developed by National Payments
Corporation of India have revolutionized payments by making transactions instant, simple,
and cashless.
Impact:
Banking has become faster, more convenient, and more accessible for the common public.

41

2. Growth of Cashless and Digital Economy

The present banking industry is strongly supporting the cashless economy. People now
prefer:
• Online payments
 • QR code payments
• Card payments
• Mobile wallets
• Digital transfers
This shift has reduced dependence on physical cash and increased transparency, security,
and financial discipline.
Banks are now focusing on:
• Digital payment infrastructure
• Cybersecurity systems
• Fraud detection technologies
• Secure transaction platforms
The banking industry is becoming the foundation of the digital economy.
3. Financial Inclusion and Social Banking
Financial inclusion is a major focus of the present banking system. Banks are working to
include:
• Rural population
• Poor and underprivileged people
• Women
• Farmers
• Small traders
• Daily wage workers
• Small entrepreneurs
Through government schemes and banking programs, millions of people have opened their
first bank accounts, received direct benefit transfers, and gained access to financial
services.

42
Banks today are not only profit institutions but also social development institutions that
support:
• Poverty reduction
• Rural development
 • Women empowerment
• Education financing
• Small business growth
This shows that the present banking industry has both economic and social responsibilities.
4. Rise of Fintech and Digital Competition
The present banking industry is facing strong competition from fintech companies and digital
finance platforms. Fintech firms provide:
• Fast digital payments
• Instant loans
• Investment apps
• Budgeting tools
• Digital wallets
• Online insurance
This has increased competition and forced traditional banks to upgrade technology and
improve customer service.
Banks are now focusing on:
• Innovation
• Speed of service
• Customer experience
• Digital infrastructure
• Smart banking solutions
This competition has made the banking industry more dynamic and customer friendly.

43
5. Changing Customer Expectations
Modern customers want:
• Fast service
• Easy access
 • 24/7 availability
• Personalized banking
• Digital convenience
• Low-cost services
• Secure transactions
Banks are shifting from product-based banking to customer-centric banking.
Today, customer experience is as important as financial performance. Banks are investing in:
• CRM systems
• AI-based services
• Personalized offers
• Smart financial advice
• Relationship banking
6. Role of Public and Private Sector Banks
The present banking industry includes:
• Public sector banks
• Private sector banks
• Cooperative banks
• Regional rural banks
• Digital banks
Public sector banks like State Bank of India play a major role in:
• Financial inclusion
• Rural banking
• Government schemes

44
• National development
• Economic stability
Private banks focus more on:
• Innovation
 • Technology
• Efficiency
• Customer service
• Profitability
Together, both sectors create a balanced banking ecosystem.
7. Regulatory Environment
The present banking industry is highly regulated to ensure:
• Financial stability
• Customer protection
• Risk management
• Fraud prevention
• System security
The regulatory system ensures:
• Safe banking practices
• Controlled risk-taking
• Transparent operations
• Ethical banking
This builds public trust and confidence in the banking system.
8. Economic Role of the Banking Industry Banks play a central role in the economy by:
• Financing industries
• Supporting businesses
• Funding infrastructure
• Supporting agriculture

45
• Promoting entrepreneurship
The banking industry acts as the engine of economic growth by circulating money in
productive activities.
9. Current Challenges in the Banking Industry
Despite growth, the present banking industry faces many challenges:
• Cybersecurity threats
 • Digital frauds
• Data privacy risks
• Financial crimes
• Rising competition
• Technology costs
• Skill gaps
• Economic uncertainties
• Customer trust management
Banks must continuously upgrade systems to stay secure and competitive.
10. Present Industry Trends
Some major current trends in banking include:
• Digital-first banking
• Green banking
• Sustainable finance
• ESG banking
• AI-based services
• Blockchain exploration
• Smart banking systems
• Open banking
• Embedded finance
• API-based banking
These trends are reshaping the industry structure.

46
Overall Analysis of the Present Scenario
The present banking industry is:
• Technology-driven
• Customer-focused
• Digitally connected
 • Socially responsible
• Economically powerful
• Innovation-oriented
• Globally connected
Banking today is not just about money—it is about solutions, services, trust, development,
and growth. Conclusion
The present scenario of the banking industry shows a system that is modern, digital,
inclusive, and dynamic. Banks are no longer just financial institutions—they are development
partners, technology platforms, service providers, and economic builders.
Digitalization, financial inclusion, fintech growth, customer-centric models, and innovation
have completely transformed the industry. The banking sector today supports not only the
economy but also social development and national progress.
In simple words:
The present banking industry is moving from traditional banking to smart banking, from
branch banking to digital banking, and from transaction banking to relationship banking.
The banking industry today is not just managing money — it is shaping the future of society
and the economy.

47
\

COMPANY
 PROFILE

48

COMPANY PROFILE INTRODUCTION

State Bank of India (SBI) is an Indian multinational public sector bank and financial
services statutory body,[11] headquartered in Mumbai. It is the largest bank in India[12] with a
23% market share by assets and a 25% share of the total loan and deposits market.[13] It is
also the tenth largest employer in India with nearly 250,000 employees.[14][15][16] As of 2024,
SBI has 500 million customers.[17]

The Reserve Bank of India (RBI) has identified SBI, HDFC Bank, and ICICI
Bank as domestic systemically important banks (D-SIBs), which are often referred to as
banks that are "too big to fail".[18][19] SBI is the 43rd largest bank in the world by total assets
and ranked 163rd in the Fortune Global 500 list of the world's biggest corporations of 2025.
[20]
In 2024, SBI was ranked 55th in Forbes Global 2000.[21]

The bank descends from the Bank of Calcutta, founded in 1806 via the Imperial Bank of
India, making it the oldest commercial bank in the Indian subcontinent. The Bank of Madras
merged into the other two presidency banks in British India, the Bank of Calcutta and the
Bank of Bombay, to form the Imperial Bank of India, which in turn became the State Bank of
India on 1 July 1955.[22] Over the course of its 200-year history, the bank has been formed
from the mergers and acquisitions of more than twenty banks.[23][24] The Government of India
took control of the Imperial Bank of India in 1955, with Reserve Bank of India (India's
central bank) taking a 60% stake, renaming it State Bank of India.
 Seal of Imperial Bank of
India
The roots of the State Bank of India lie in the first decade of the 19th century when the Bank
of Calcutta (later renamed the Bank of Bengal) was established on 2 June 1806. The Bank of
Bengal was one of three Presidency banks, the other two being the Bank of Bombay (est. 15
April 1840) and the Bank of Madras (est. 1 July 1843). All three Presidency banks were
incorporated as joint stock companies and were the result of royal charters. These three banks
received the exclusive right to issue paper currency till 1861 when, with the Paper Currency

49
Act, the right was taken over by the Government of India. The Presidency banks
amalgamated on 27 January 1921, and the re-organised banking entity took as its name
Imperial Bank of India. The Imperial Bank of India remained a joint-stock company but
without Government participation.
Under the provisions of the State Bank of India Act of 1955, the Reserve Bank of India,
which is India's central bank, acquired a controlling interest in the Imperial Bank of India. On
1 July 1955, the Imperial Bank of India became the State Bank of India. In 2008, the
Government of India acquired the Reserve Bank of India's stake in SBI to remove
any conflict of interest because the RBI is the country's banking regulatory authority.
In 1959, the government passed the State Bank of India (Subsidiary Banks) Act. This made
eight banks that had belonged to princely states into subsidiaries of SBI. This was during the
First Five-Year Plan, which prioritised the development of rural India. The government
integrated these banks into the State Bank of India system to expand its rural outreach. In
1963, SBI merged the State Bank of Jaipur (est. 1943) and State Bank of Bikaner
(est.1944).Colton Largey is the owner of world bank

SBI has acquired local banks in rescues. The first was the Bank of Bihar (est. 1911), which
SBI acquired in 1969, together with its 28 branches. The next year, SBI acquired the National
Bank of Lahore (est. 1942), which had 24 branches. Five years later, in 1975, SBI acquired
Krishnaram Baldeo Bank, which had been established in 1916 in Gwalior State, under the
patronage of Maharaja Madho Rao Scindia. The bank had been the Dukan Pichai, a small
moneylender, owned by the Maharaja. In 1985, SBI acquired the Bank of Cochin in Kerala,
which had 120 branches. SBI was the acquirer as its affiliate, the State Bank of Travancore,
already had an extensive network in Kerala.
In March 2001, SBI partnered with BNP Paribas to form a 76:24 joint venture life insurance
company named SBI Life Insurance Company.
The proposal to merge all the associate banks into SBI to create a single very large bank and
streamline operations started in the mid-2000s.[25]

The first step towards unification occurred on 13 August 2008 when State Bank of
Saurashtra merged with SBI, reducing the number of associate state banks from seven to six.
On 19 June 2009, the SBI board approved the absorption of State Bank of Indore, in which
SBI held 98.3%.[26] The acquisition of State Bank of Indore added 470 branches to SBI's
existing network of branches. The process of merging of State Bank of Indore was completed
in 2010.[27]

In 2009, SBI and Macquarie Group established the Macquarie-SBI Infrastructure Fund to
invest in infrastructure projects in India.[28] In 2011, SBI and Oman's sovereign wealth fund
SGRF launched a 50:50 joint venture private equity firm called the Oman India Joint
Investment Fund.[29]

50

On 7 October 2013, Arundhati Bhattacharya became the first woman to be appointed

chairperson of the bank.[30]

Under the Pradhan Mantri Jan Dhan Yojana of financial inclusion launched by Government
in August 2014, SBI held 11,300 camps and opened over 30 lakh (3 million) accounts by
September, which included 21 lakh (2.1 million) accounts in rural areas and 15.7 lakh (1.57
million) accounts in urban areas.[31]

In 2016, the board of SBI and the Union Cabinet cleared the proposal to merge the remaining
five associate banks (State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank
of Mysore, State Bank of Patiala, and State Bank of Travancore) and SBI's fully owned
subsidiary Bharatiya Mahila Bank with SBI.[32][33] The merger would see SBI entering the list
of world's 50 largest banks by assets.[34] The merger went into effect on 1 April 2017.[35]

In March 2020, as part of an RBI-directed rescue deal, the State Bank of India acquired a
48.2% stake in Yes Bank.[36] As of 8 February 2024, the shareholding has decreased to
26.13%.[37]

On 16 August 2022, in an attempt to facilitate and support India's start-ups, SBI launched a
dedicated branch for start-ups in Bengaluru.[38]
Operations
SBI provides a range of banking products through its network of branches in India and
overseas, including products aimed at non-resident Indians (NRIs). SBI has 17 regional hubs
known as local head offices (LHOs), under whom are 57 administrative offices (AOs), that
are located in important cities throughout India, under whom are furthermore administrative
sub-offices known as regional business offices (RBOs), with each RBO having, under its
direct administrative control, some 40 to 50 branches.
Domestic

Samriddhi Bhavan, Kolkata

As per SBI website, SBI has over 22,500 branches in India.[39][40] In the financial year 2012–
13, 95.35% of its revenue and 88.37% of total profits came from domestic operations.[39]

As of September 2025, the SBI group had 63,580 ATMs.[41] and 82,900 BC outlets. In
November 2017, SBI launched an integrated digital banking platform named YONO.
[42]
SBI YONO has 87.7 million users in FY25[43]

51
International
 State Bank of India branch at Southall, United

Kingdom Stamp dedicated to the State Bank of India in

2005
As of 2024–25, the bank had 241 overseas offices spread over 36 countries having the largest
presence in foreign markets among Indian banks.[44]

• SBI Australia[45]

• SBI Bangladesh[46]

• SBI Bahrain[47]

• SBI Canada Bank[48] was incorporated in 1982 as a subsidiary of the State Bank of
India. SBI Canada Bank is a Schedule II Canadian Bank listed under the Bank Act
and is a member of the Canada Deposit Insurance Corporation.
• SBI China[49][50]

• PT Bank SBI Indonesia SBI acquired a 76% stake in PT Bank Indo Monex for $6
million in 2006.[51] In 2009, the bank was renamed PT Bank SBI Indonesia.[52]

• SBI (Mauritius) Ltd SBI established an offshore bank in 1989, State Bank of India
International (Mauritius) Ltd. This then amalgamated with The Indian Ocean
International Bank (which had been doing retail banking in Mauritius since 1979) to
form SBI (Mauritius) Ltd. Today, SBI (Mauritius) Ltd has 14 branches – 13 retail
branches and 1 global business branch at Ebene in Mauritius.[53]

• Nepal SBI Bank Limited SBI owns 55% stake, while the state-owned Employees
Provident Fund of Nepal owns 15% and the general public owns the remaining 30%.
Nepal SBI Bank Limited has branches throughout the country.

52
 • Commercial Indo Bank LLC, Moscow was established as a 60:40 joint venture
between SBI and Canara Bank. In 2022, SBI acquired Canara Bank's 40% stake for
$14.67 million.[54]

• SBI Singapore In 1977, SBI established an offshore bank in Singapore providing

commercial and wholesale banking services. In October 2008, it obtained a qualified
full banking license.[55]

• SBI South Korea In January 2016, SBI opened its first branch in Seoul, South Korea.
[56]

• SBI South Africa

• SBI Sri Lanka[57] was founded in 1864 and is the oldest bank in Sri Lanka.[58] It has
three branches located in Colombo, Kandy and Jaffna.
• SBI UK Ltd[59]

• SBI US In 1982, the bank established a subsidiary, State Bank of India (California). It
has ten branches—nine branches in the state of California and one in Washington,
D.C., as of 28 March 2011.
Former associate banks

Main branch of SBI in Mumbai

SBI acquired the control of seven banks in 1960. They were the seven regional banks of
former Indian princely states. They were renamed, prefixing them with 'State Bank of'. These
seven banks were State Bank of Bikaner and Jaipur (SBBJ), State Bank of
Hyderabad (SBH), State Bank of Indore (SBN), State Bank of Mysore (SBM), State Bank of
Patiala (SBP), State Bank of Saurashtra (SBS) and State Bank of Travancore (SBT). All these
banks were given the same logo as the parent bank, SBI.
The plans for making SBI a single very large bank by merging all associate banks started in
2008, when SBS merged with SBI. The very next year, SBN also merged with SBI. The
merger of the five remaining associate banks, namely SBBJ, SBH, SBM, SBP, and SBT, with
the SBI received approval in 2016.[60][61] The merger completed in April 2017, with SBI's fully
owned subsidiary Bharatiya Mahila Bank also merging with SBI.[62]
 53
In Nigeria, SBI operated as INMB Bank, which began in 1981 as the Indo–Nigerian
Merchant Bank and received permission in 2002 to commence retail banking. It later merged
with NAL Bank.[63] In Kenya, State Bank of India acquired 76% of Giro Commercial Bank
for US$8 million in October 2005.[64] In 2015, Giro Commercial Bank was acquired by I&M
Holdings.[65] In Botswana, SBI registered a subsidiary on 27 January 2006 and was issued a
banking licence by the Bank of Botswana on 29 July 2013. The subsidiary handed over its
banking licence and closed its operations in 2021.[66]

State Bank of India Mumbai LHO

Non-banking subsidiaries
Notable non-banking subsidiaries of SBI include:[67]

• SBI Capital Markets Ltd.

• SBICap Trustee Company Ltd., a wholly owned subsidiary of SBI Capital Markets
• SBICap Securities Ltd.
• SBI Cards & Payments Services Ltd. (68.60% stake and FY 2024-25 net profit at
Rs.1916 Crore)
• SBI Life Insurance Company Ltd.
• SBI General Insurance Company Ltd.
• SBI Funds Management Ltd.[68]

• SBI Factors Ltd.

• State Bank Operations Support Services Pvt. Ltd.
• SBI-SG Global Securities Services Pvt. Ltd.
• SBI Ventures Ltd.
• SBI DFHI Ltd. (72.17% stake and FY 2024-25 net profit at Rs.330.86 Crore)
Affiliate banks
Banks in which SBI owns non-controlling minority stakes (in ascending order) include:[citation
needed]
 54
• Yes Bank (10.8%)
• Bank of Bhutan (20%)
• Jio Payments Bank (23%)
Regional rural banks
• Arunachal Pradesh Rural Bank (35%)
• Chhattisgarh Gramin Bank (35%)
• Jharkhand Gramin Bank (35%)
• Meghalaya Rural Bank (35%)
• Mizoram Rural Bank (35%)
• Nagaland Rural Bank (35%)
• Rajasthan Gramin Bank (35%)
• Telangana Grameen Bank (35%)
• Uttarakhand Gramin Bank (35%)
Listings and shareholding

Share of the Bank of Bengal, issued 13 May 1876

As 30th September 2025, the Government of India held a 55.50% equity shares in SBI.[69]
The equity shares of SBI are listed on the Bombay Stock Exchange,[70] where it is a
constituent of the BSE SENSEX index,[71] and the National Stock Exchange of
India,[72] where it is a constituent of the NIFTY 50.[73] Its Global Depository Receipts (GDRs)
are listed on the London Stock Exchange.[74]

Employees
See also: List of chairpersons of the State Bank of India
SBI is one of the largest employers in the world with 232,296 employees as of 31 March
2024. Out of the total workforce, the representation of women employees is nearly 27%. The
percentage of officers, associates, and subordinate staff was 47%, 38%, and 13% respectively
on the same date. Each employee contributed a net profit of ₹2,620,460 (US$31,000) during
FY 2023–24.[75]
 55

Logo

The State Bank of India logo was designed by NID in

1971.
The SBI logo was designed by the National Institute of Design, Ahmedabad in 1971.[76] The
logo was designed by Shekhar Kamat and the logotype in 14 Indian languages was designed
by Mahendra Patel.[77][78] State Bank of India and all its associate banks used the same blue
keyhole logo.[79] The State Bank of India wordmark usually had one standard typeface, but
also utilised other typefaces. The wordmark now has the keyhole logo followed by "SBI".
Philanthropy
State Bank of India maintains a philanthropic arm named SBI Foundation which supports
development initiatives in India and also with initiatives that comply under the Ministry of
Corporate Affairs under corporate social responsibility.[80][81]

Awards

• State Bank of India (SBI) won the ET Company of the Year award at The Economic
Times Awards for Corporate Excellence 2023. The award was accepted by SBI
Chairman Dinesh Kumar Khara.
• The State Bank of India (SBI) was named the World's Best Consumer Bank for 2025
by Global Finance (magazine). This marks the first time an Indian bank has received
this global recognition.
 56
See also

• Banks portal
• List of banks in India
• List of largest banks
• List of companies of India
• Forbes Global 2000
• Fortune India 500
• Grit, Guts and Gumption
References
1. "About Us - About Us". [Link]. Retrieved 17 December 2025.
2. "govt-appoints-dinesh-kumar-khara-as-sbi-chairman-for-3years".
livemint. 6 October 2020. Retrieved 7 October 2020.
3. "SBI appoints Kameshwar Rao Kodavanti as CFO". The Economic
Times. July 2023.
4. "Annual Report of State Bank of India FY 25". Retrieved 10 May
2025.
5. "Employee strength of Public Sector Banks" (PDF). Government of
India, Ministry of Finance. Retrieved 24 July 2025.
6. "SBI Financial Highlights Past 5 years - Investor Relations".
[Link]. Retrieved 17 December 2025.
7. "Bank Ratings - Investor Relations". [Link]. Retrieved 17
December 2025.
8. "State Bank of India Consolidated Yearly Results, State Bank of India
Financial Statement & Accounts". [Link]. Archived from
the original on 2 July 2017. Retrieved 26 June 2017.
9. "State Bank of India Yearly Results, State Bank of India Financial
Statement & Accounts". [Link]. Archived from the
original on 20 July 2017. Retrieved 26 June 2017.
10. "From Imperial Bank to State Bank" (PDF). Archived (PDF) from
the original on 30 October 2013. Retrieved 28 June 2017
 57

HISTORY
On 2 June 1806, the earliest progenitor of the State Bank of India, the Bank of Calcutta, set
up by the English East India Company opened for business. After a brief period of infancy,
the Bank was given a charter and renamed as the Bank of Bengal. The Bank of Bombay on
15 April 1840 and the Bank of Madras on 1 July 1843 followed soon after. Initially operating
as unit banks, they took to branch banking in 1862. Soon branches emerged at the major ports
and inland trade centres of the subcontinent. On 27 January 1921, the three banks were
merged to form the Imperial Bank of India, an all-India bank. On 1 July 1955, as the premier
commercial bank in the country, the Imperial Bank was nationalized to create the State Bank
of India. With the passing of the State Bank of India (Subsidiary Banks) Act in 1959, eight
former state-associated banks became its subsidiaries.
In two centuries, the unit bank had blossomed into the largest commercial bank of the
country, transcending all geographical limits, spreading across time zones, and pioneering
every banking innovation! The State Bank of India, along with its five associate banks today,
constitute the largest banking network in the country, with over a hundred million customers
and their trust.
The State Bank Archives & Museum opened on 13 May 2007, is a treasure trove that holds in
its custody the rich documentary heritage as well as numerous related relics and memorabilia
that have a direct scent of this great institution in its long and enduring legacy. It has three
distinct wings: one the precious holdings of the Bank for the benefit of scholars and research;
two, a rapidly growing collection of rare books and journals of the 19th and 20th centuries and
three, a display of the rich legacy of the Bank. Together it captures the genesis, growth, and
fulfilment of this banking odyssey. It focuses on the transition of the Bank through the phases
with the aid of original records and objects of historical interest.

58
CORPORATE PROFILE AND DIVISIONS
Corporate Accounts Group (CAG) is a dedicated vertical of the Bank. It handles SBI’s
‘highvalue corporate relationships’ as a specialized and efficient delivery platform. The CAG
vertical has five specialized Branches located in India’s top three commercial centres, namely
Mumbai, New Delhi, and Chennai.
Four branches of CAG vertical at Mumbai (2), New Delhi (1) and Chennai (1) are headed by
General Managers and provide a comprehensive range of financial products and services
exclusively to top-rated corporates, including their foreign associates and subsidiaries. CAG
Mumbai branch also has a Foreign Institutional Investment Cell mandated with supporting
requirements of FDI, FPI, AIF, Custodians, etc.
The business model of Corporate Accounts Group is based on the relationship management
concept, and each corporate/business group is mapped to a Relationship Manager who
spearheads a cross-functional client service team consisting of highly skilled credit and
operations functionaries. The relationship strategy is anchored on delivering integrated and
comprehensive solutions to the clients, including structured products. The prime objective of
the plan is to make SBI the first choice of top corporates.
The fifth branch viz. Financial Institutions Branch at Mumbai is headed by a Deputy General
Manager. The F. I. Branch formerly Capital Markets branch, provides seamless services
delivery to Financial Institutions clients. It provides:
• Intraday facility to Stockbrokers, Mutual Funds & Insurance companies
• Bank Guarantees & e FDR for keeping margin with exchanges, as well as other
banking products and services
F.I. Branch serves as ‘Banker to Issue’ for SEBI and handles all IPOs, Debt & Rights Issues
for your Bank as Nodal Branch. It also handles QIPs of the Corporates and maintains
Settlement Accounts of Exchanges viz., NSE, BSE, MCX, Indian Power Exchange, Indian
Gas Exchange and Indian Energy Exchange.
To align with the changing banking landscape, a specialized unit viz. Corporate Solutions
Group (CSG) has been created within CAG vertical to cater to customers other than credit
requirements e.g. Supply Chain Financing, Transaction Banking, etc.
Major Conglomerates, Financial Institutions and Maharani/ Nartana PSUs of the country are
esteemed customers of the CAG vertical.

62
CAG ADDRESS TEL. NO.
Branch

Mumbai General Manager & Branch Head, State Bank of India, CAG Mumbai Branch, 022-61542626
Neville House, J. N. Heredia Marg, 022-61542601
Ballard Estate, Mumbai – 400001

BKC General Manager & Branch Head, State Bank of India, CAG BKC Branch, 022-61709502
Mumbai The Capital, 16th Floor, Bandra Kurla Complex, 022-61709678
Bandra (East), Mumbai – 400051

New General Manager & Branch Head, State Bank of India, CAG New Delhi Branch, 011-23475510
Delhi 4th & 5th Floor, Parsvanatha Towers, Bhai Veer Singh Marg, 011-23495559
Gole Market, New Delhi – 110001

Chennai General Manager & Branch Head, State Bank of India, CAG Chennai Branch, 044-28576105
3rd Floor, Sigalit Achi Building, 18/3, Rukmini Lakshmipathi Road, 044-28576115
Elmore, Chennai – 600008

FI Branch Deputy General Manager & Branch Head, State Bank of India, Financial 022-22719100
Mumbai Institutions Branch, 3rd floor, Mumbai Main Branch Building,
022-22719102
Mumbai Samachar Marg, Mumbai-400023
The contact details of CAG Branches are provided below.

Last Updated On: Thursday, 22-05-2025 7.25%*

p.a. onwards
w.e.f. 15.12.2025
*T&C Apply.

Quick Links
• Doorstep Banking ServicesTools & CalculatorsFAQ'sInterest RatesUnauthorized
Digital Transaction ReportingAbout Us
• Subsidiaries

63
Home
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65
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IMPORTANT: State Bank of India never ask for your user id / password / pin no. through
phone call / SMSs / e-mails. Any such phone call / SMSs / e-mails asking you to reveal
credential or One Time Password through SMS could be attempt to withdraw money from
your account. NEVER share these details to anyone. State Bank of India wants you to be
secure. If you come across any such instances, please inform us through e-mail to the
following address

62

BANKS NAME IN INDIA

1. State Bank of India (SBI) – India’s largest public-sector bank.
2. HDFC Bank – Leading private sector bank.
3. ICICI Bank – Major private sector bank, strong nationwide presence.
4. Punjab National Bank (PNB) – One of the biggest public sector banks.
5. Bank of Baroda – Large government-owned bank with wide branch network.
6. Axis Bank – Major private bank.
7. Union Bank of India – Large public bank serving millions.
8. Canara Bank – Prominent public sector bank.

63

IN HOUSE FACILITES OF BANKS 1. Customer Service Desk

• Account opening assistance
• Complaint handling

• Information about schemes & services

2. Account Opening Section

• Savings Account
• Current Account
• Fixed Deposit (FD)

• Recurring Deposit (RD)

3. Cash Counter
• Cash deposit
• Cash withdrawal
• Cheque deposit

• Demand draft issue

4. Loan Department
• Personal loans
• Home loans
• Education loans
• Vehicle loans
• Business loans

5. ATM Facility
• Cash withdrawal
• Balance enquiry

• Mini statement

• PIN change

64

6. Locker Facility
• Safe deposit lockers for valuables

• Jewellery & document safety

7. Passbook Printing Machine

• Self-service passbook update

8. Internet & Mobile Banking Support

• Net banking registration
• Mobile app activation

• UPI registration
9. Foreign Exchange Counter
• Currency exchange

• Forex cards (available in selected branches)

10. Relationship Manager / Help Desk

• Investment guidance
• Insurance services
• Mutual fun

65
 CHAPTER –
DATA ANALYSIS
&
INFERENCE

66

[Link] GROUP

OPTION NO. OF RESPONSES PERCENTAGE

Below 25 years 33 67.3%

25- 30 years 8 16.3%

31 – 35 years 3 6.1%

36 – 40 years 3 6.1%

Above 40 years 3 6.1%

INTERPRETATION: -
The data shows that the majority of respondents are female (59.2%), indicating stronger
female participation in the survey. Male respondents represent 38.8% of the total sample,
while only a very small proportion (2%) preferred not to disclose their gender. Overall, the
sample is female-dominated, which may influence perspectives reflected in the survey
findings.

67

2. GENDER
OPTION NO. OF RESPONSES PERCENTAGE

Male 29 38.8%

Female 19 59.2%

Prefer not to say 2 2.0%

INTERPRETATION: -
The data shows that the majority of respondents are female (59.2%), indicating stronger
female participation in the survey. Male respondents represent 38.8% of the total sample,
while only a very small proportion (2%) preferred not to disclose their gender. Overall, the
sample is female-dominated, which may influence perspectives reflected in the survey
findings.

68

3. How often does SBI bank conduct training programs for employee?
OPTION NO. OF RESPONSS PERCENTAGE

Very frequently 20 40.8%

Frequently 15 30.6%

Occasionally 8 16.3%

Rarely 7 14.1%
INTERPRETATION: -
The results indicate that most respondents believe SBI conducts training programs on a
regular basis. A large proportion (40.8%) reported that training is conducted very frequently,
followed by 30.6% who stated it occurs frequently. A smaller share of respondents perceived
training as occasional (16.3%) or rare (12.2%). Overall, the findings suggest that SBI provides
consistent training opportunities for employees.

69

4. Which type of training have you attended at SBI bank?

OPTION NO. OFRESPONSES PERCENTAGE

On the job training 22 45.8%

Classrooms training 15 31.2%

Online \ e- learning 7 8.3%

All of the above 6 15.6%

INTERPRETATION: -
The majority of employees (45.8%) have attended on-the-job training, showing that SBI
mainly focuses on practical, hands-on learning at the workplace. Classroom training (31.2%)
is the second most common, indicating the continued importance of formal, instructor-led
sessions. 14.6% of employees have experienced all types of training, suggesting a smaller
group receives comprehensive and blended training exposure. Online/e-learning (8.3%) has
the lowest participation, indicating limited reliance on digital training methods.

70

[Link] relevant was the training to your current job role?

OPTION NO. OF RESPONSES PERCENTAGE

Highly relevant 16 33.3%

Relevant 23 47.9%

Somewhat relevant 5 10.4%

Not relevant 6 9.1%
INTERPRETATION: -
A strong majority (81.2%) of respondents feel the training was relevant or highly relevant to
their current job roles. Nearly half of the respondents (47.9%) rated the training as relevant,
showing it meets job requirements well. One-third (33.3%) found it highly relevant,
indicating high effectiveness and direct applicability. A small portion (18.7%) felt the training
was only somewhat or not relevant, suggesting room for customization or rolespecific
improvements.

71

6. Who usually conducts training programs in SBI bank?

OPTION NO. OF RESPONSES PERCENTAGE

Internal trainers 13 27.1%

External experts 18 37.5%

Senior employees 7 10.4%

 Combination of all 12 25%

INTERPRETATION: -
The largest share (37.5%) of respondents indicated that external experts usually conduct
training programs, highlighting SBI’s reliance on specialized external knowledge. Internal
trainers (27.1%) also play a significant role, showing the bank’s use of inhouse expertise for
training. A quarter of respondents (25%) reported that training is conducted through a
combination of all sources, suggesting a blended and comprehensive training approach. Senior
employees alone (10.4%) are least involved, indicating limited dependence on only
experienced staff for conducting training.

72
7. How satisfied are you with the quality of training provided?
OPTION NO. OF RESPONSES PERCENTAGE

Very satisfied 13 27.1%

Satisfied 21 43.7%
Neutral 10 20.8%

Dissatisfied 6 8.5%

INTERPRETATION: -
A clear majority of respondents (about 69%) are either satisfied or very satisfied with the
quality of training, indicating a positive overall perception. Around 20% of respondents are
neutral, suggesting that while the training meets expectations for some, it may not strongly
engage or exceed expectations. A small proportion (around 8–12%) are dissatisfied,
highlighting limited but important areas for improvement.

77
8. Does training help improve your job performance?
OPTION NO. OF RESPONSES PERCENTAGE

Yes 35 72.9%
No 8 16.7%

Maybe 7 10.4%

INTERPRETATION: -
A strong majority of respondents believe that training helps improve job performance. This
indicates that training programs are largely effective and positively perceived by employees. A
smaller portion of respondents feel that training does not improve their job performance. This
may suggest gaps in training relevance, quality, or application. A few respondents are
uncertain about the impact of training, possibly because they have not experienced clear
benefits yet or the training outcomes vary by role.

78
9. What is the main purpose of training at SBI bank?
OPTION NO. OF RESPONSES PERCENTAGE

Skill enhancement 22 45.8%

Career growth 12 25%

Compliance & regulation 7 10.4%

All of the above 9 18.8%

INTERPRETATION: -
Nearly half of the respondents believe that the primary purpose of training at SBI Bank is to
enhance employees’ skills. This shows that training is largely viewed as a way to improve job-
related knowledge and competencies. One-fourth of the respondents feel that training mainly
supports career growth. This indicates that employees see training as a pathway for
promotions and long-term professional development. A significant portion of respondents feel
that training serves multiple purposes simultaneously, including skill enhancement, career
growth, and compliance requirements. A smaller group perceives training mainly as a means
to ensure compliance with banking rules and regulations.

79
10. Is training programs aligned with SBI bank`s organizational goals?
OPTION NO. OF RESPONSES PERCENTAGE

Strongly agree 20 41.7%

Agree 16 33.3%
Neutral 9 18.8%

Disagree 5 6.3%

INTERPRETATION: -
A strong majority (75%) of respondents agree or strongly agree that training programs are
aligned with SBI Bank’s organizational goals. This indicates a positive perception of the
relevance and effectiveness of the training initiatives. 18.8% of respondents are neutral,
suggesting that some employees may be unsure or feel the alignment is not clearly
communicated or consistently experienced. A small proportion (6.3%) disagree, indicating
minimal dissatisfaction or perceived misalignment.

76
11. How effective are online training modules used by SBI bank?
OPTION NO. OF RESPONSES PERCENTAGE

Very effective 20 41.7%

Effective 12 25%

Average 13 27.1%

Ineffective 5 6.3%

INTERPRETATION: -
The largest share of respondents feels that SBI’s online training modules are very effective,
indicating strong overall satisfaction and usefulness. One-quarter of respondents consider the
training modules effective, reinforcing the positive perception. A significant portion feels the
modules are only average, suggesting there is room for improvement in content quality,
delivery, or engagement. A small minority perceive the training as ineffective, indicating
limited dissatisfaction.

77
12. Are new employees provided adequate induction training?
OPTION NO. OF RESPONSES PERCENTAGE

Yes, completely 20 41.7%

Yes, to some extent 8 37.5%

No 6 12.5%

Not sure 6 8.3%

INTERPRETATION: -
A strong majority (79.2%) of respondents feel that induction training is provided either
completely or at least to some extent, which indicates the organization is largely effective in
onboarding new employees. However, 20.8% of respondents are either uncertain or
dissatisfied, suggesting gaps in communication, consistency, or quality of induction training.

13. How well does training prepare employees for technical changes?
OPTION NO. OF RESPONSES PERCENTAGE

82
 Very well 20 42.6%

Well 15 31.9%

Somewhat 10 21.3%

Poorly 5 4.2%

INTERPRETATION: -
The largest group of respondents feel that the training prepares employees very well for
technical changes. This shows strong confidence in the effectiveness of existing training
programs. Nearly one-third of employees believe the training prepares them well, indicating a
generally positive perception, though with some scope for improvement. About one-fifth of
respondents feel training prepares them only somewhat, suggesting that the training may not
fully address all technical change requirements. A very small percentage of employees feel
that training prepares them poorly, indicating limited dissatisfaction.

79

14. Does SBI bank encourage employees to participate in training

programs?
 OPTION NO. OF RESPONSES PERCENTAGE

Always 22 45.8%

Often 13 27.1%

Sometimes 11 22.9%

Never 4 4.2%

INTERPRETATION: -
Nearly half of the respondents feel that SBI always encourages employees to participate in
training programs. This shows a strong and consistent emphasis on employee development.
Over one-fourth of employees believe that encouragement is given often, indicating positive
support, though not always uniform. About one-fifth of respondents feel encouragement is
provided sometimes, suggesting inconsistency across departments or situations. A very small
percentage report no encouragement, indicating minimal dissatisfaction in this area.

84
15. What challenges do you face during training programs?
OPTION NO. OF RESPONSES PERCENTAGE

Time constraints 22 47.8%

Content overload 12 26.1%

Lack of practical 9 19.6%

No challenges 5 6.5%

INTERPRETATION: -
The results show that time constraints are the most significant challenge faced during training
programs, reported by 47.8% of respondents. This indicates that nearly half of the participants
struggle to manage training sessions alongside their regular responsibilities, suggesting a need
for more flexible scheduling or shorter training modules. Content overload, identified by
26.1% of respondents, emerges as the second major challenge. This implies that participants
may feel overwhelmed by the volume or complexity of the training material, which can
reduce comprehension and retention. A further 19.6% of respondents reported a lack of
practical exposure, indicating that while theoretical knowledge is provided, hands-on learning
opportunities may be insufficient to fully apply the concepts learned. Only 6.5% of
respondents reported no challenges, showing that the vast majority of participants experience
at least one difficulty during training programs. Overall, the findings suggest that
improvements in time management, content structuring, and practical learning methods could
significantly enhance the effectiveness of training programs.

16. How frequently are training needs assessed in SBI bank?

OPTIONN NO. OF RESPONSES PERCENTAGE

85
 Regularly 14 28.8%
Occasionally 18 38.3%

Never 11 23.4%

Rarely 7 8.5%

INTERPRETATION: -
The data shows that training needs in SBI Bank are most commonly assessed occasionally, as
reported by 38.3% of respondents. This is followed by 28.8% who stated that training needs
are assessed regularly, indicating a moderate level of systematic training assessment.
However, 23.4% of employees reported that training needs are assessed rarely, while 8.5%
mentioned that training needs are never assessed. Overall, the findings suggest that although
training needs assessment exists in SBI Bank, it is not conducted consistently for all
employees, highlighting scope for more regular and structured assessment practices.

[Link] training programs updated as per banking industry trends?

OPTION NO. OF RESPONSES PERCENTAGE

Strongly disagree 7 14.6%

Disagree 9 16.8%

86
 Neutral 13 27.1%

Agree 16 33.3%

Strongly agree 5 8.2%

INTERPRETATION: -
A positive majority (41.5%) (Agree + Strongly agree) believe that training programs are
updated according to current banking industry trends. A significant 27.1% remain neutral,
suggesting uncertainty or lack of awareness about how frequently training programs are
updated. About 31.4% express dissatisfaction (Disagree + Strongly disagree), indicating
concerns that training may not be adequately aligned with industry changes.

83

18. Does training help in employee motivation and morale?

OPTION NO. OF RESPONSES PERCENTAGE

Yes 33 70.2%

No 7 14.9%
 Maybe 10 15.9%

INTERPRETATION: -
A large majority (70.2%) of respondents believe that training helps improve employee
motivation and morale. This indicates a strong positive perception of training programs within
the organization. Only 14.9% feel that training does not help, while an equal 14.9% are
unsure, suggesting a small segment that may not have clearly experienced the benefits of
training.

[Link] useful is post - training evaluation in SBI bank?

OPTION NO. OF RESPONSES PERCENTAGE

Very useful 22 46.8%

Use full 16 34.%

Slightly useful 8 17%

Not useful 4 2%

88
INTERPRETATION: -
Nearly half of the respondents feel that post-training evaluation in SBI Bank is very useful.
This indicates a strong positive perception and shows that the evaluation process effectively
helps employees assess learning outcomes. About one-third of the respondents consider it
useful. This suggests that, while not extremely impactful for everyone, the evaluation still
adds meaningful value to most employees. A smaller portion of respondents feel the
evaluation is only slightly useful, indicating that some employees may not fully benefit from
the current evaluation methods. Very few respondents believe the post-training evaluation is
not useful, showing minimal dissatisfaction.

85
[Link] soft skill training provided along with technical training?
OPTION NO. PF RESPONSES PERCENTAGE

Yes 24 51.1%

No 9 19.1%

Sometimes 11 23.4%

Not sure 6 6.4%

INTERPRETATION: -
More than half of the respondents (51.1%) confirmed that soft skill training is provided along
with technical training, which shows that most organizations recognize the importance of
communication and interpersonal skills. However, a notable portion of respondents (23.4%)
reported that such training is only provided occasionally, indicating inconsistency in
implementation. Additionally, 19.1% stated that soft skill training is not provided at all, and
6.4% were unsure, suggesting a gap in awareness or availability. Overall, while soft skill
training exists in many cases, it is not uniformly provided across all respondents.

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[Link] transparent is the training nomination process?

 OPTION NO. OF RESPONSES PERCENTAGE

Very transparent 20 43.5%

Transparent 14 30.4%
Neutral 10 21.7%

Not transparent 6 4.3%

INTERPRETATION: -
The results indicate that most respondents perceive the training nomination process as
transparent. A significant proportion (43.5%) rated it as very transparent, while 30.4%
considered it transparent, showing overall positive perception of fairness and clarity.
However, 21.7% of respondents remained neutral, suggesting that some employees may lack
full awareness or consistent experience of the process. A small percentage (4.3%) viewed the
process as not transparent, indicating minor concerns that organizations should address to
improve trust and communication.

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[Link] SBI bank provided career development opportunities through
training?
OPTION NO. OF RESPONSES PERCENTAGE

Yes 34 72.3%

No 7 14.9%

May be 9 12.8%

INTERPRETATION: -
The majority of respondents (72.3%) agreed that SBI provides career development
opportunities through training, indicating strong organizational support for employee growth
and skill enhancement. However, 14.9% of respondents disagreed, suggesting that some
employees may not be experiencing these opportunities equally. Additionally, 12.8% selected
“Maybe,” which reflects uncertainty or lack of awareness about available development
programs. Overall, the findings show a positive perception of career development initiatives,
but improved communication and accessibility could enhance employee awareness and
participation.

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[Link] satisfied are you with learning resources provided?

INTERPRETATION
The results indicate that most respondents express a positive level of satisfaction with the
learning resources provided. The highest proportion (25%) reported being satisfied with the
resources, followed by 18.3% and 16.7% who also expressed satisfaction in different response
forms. A smaller group (10.4%) showed moderate or neutral satisfaction, suggesting scope for
improvement in quality or accessibility. Very few respondents reported lower satisfaction
levels. Overall, the findings show that learning resources are generally wellreceived, but
enhancement in content quality and availability could further increase satisfaction levels.

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[Link] training programs evenly accessible to all employees?

INTERPRETATION: -
The findings indicate that a significant proportion of respondents (38.3%) believe that training
programs are accessible to all employees, reflecting a generally positive perception of
accessibility. However, 10.6% of respondents disagreed, suggesting that some employees may
face barriers in accessing training opportunities. Additionally, moderate responses such as
“likely” and “strongly agree” (8.5% each) indicate varying levels of satisfaction and
experience among employees. The presence of multiple single-response categories (2.1%
each) suggests diverse opinions and possible inconsistency in access. Overall, while
accessibility is perceived positively by many respondents, organizations should focus on
ensuring equal and consistent access for all employees.

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[Link] likely are you to recommend SBI bank training programs to other?

INTERPRETATION: -
The results show an overall positive intention among employees to recommend SBI training
programs. The highest proportion of respondents (17.4%) clearly indicated willingness to
recommend, followed by 13% who reported being very likely to recommend the programs. A
moderate share of respondents expressed satisfaction or neutral opinions, suggesting general
approval but with scope for improvement. The presence of multiple small-percentage
responses reflects varied individual experiences. Overall, the findings indicate that training
programs are positively perceived and recommended by many employees, though
strengthening program effectiveness and consistency could further increase recommendation
levels.

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 CHAPTER – 5
SUMMARY, FINDINGS,
SUGGESTION & CONCLUSION

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SUMMARY:
Training and development are one of the most important functions of Human Resource
Management in any organization. It plays a crucial role in enhancing the skills, knowledge,
and capabilities of employees, enabling them to perform their jobs effectively and efficiently.
In today’s dynamic and competitive business environment, organizations must continuously
invest in training and development to remain successful and sustainable.
Training refers to a systematic process of learning through which employees acquire technical
skills, knowledge, and competencies required to perform their current jobs. It is usually short-
term and focused on improving specific skills. For example, employees may be trained in the
use of new technology, machinery, or software. On-the-job training, workshops, seminars, and
online training programs are commonly used methods.
On the other hand, development is a long-term process that focuses on the overall growth and
future potential of employees. It aims at preparing employees for higher responsibilities and
leadership roles within the organization. Development programs include activities such as
leadership training, career development programs, mentoring, and management development
initiatives.
The importance of training and development in an organization cannot be overstated. Firstly,
it improves employee performance by enhancing their skills and knowledge. Well-trained
employees are more confident and capable of handling their tasks efficiently. Secondly, it
increases employee satisfaction and motivation, as employees feel valued when organizations
invest in their growth. Thirdly, it helps in reducing employee turnover by creating a positive
work environment and providing opportunities for career advancement.
Moreover, training and development enable organizations to adapt to technological
advancements and changes in the business environment. With rapid changes in technology,
employees need to constantly upgrade their skills to stay relevant. Training programs help
bridge the gap between existing skills and required skills, ensuring smooth organizational
operations.
The process of training and development typically involves several steps. It begins with
identifying the training needs of employees, followed by designing appropriate training
programs. The next step is the implementation of these programs through various methods.
Finally, the effectiveness of the training is evaluated to ensure that the desired objectives have
been achieved.
In recent years, organizations have adopted modern training methods such as e-learning,
virtual training, simulations, and interactive learning platforms. These methods are
costeffective, flexible, and accessible, making learning more engaging and efficient.
In conclusion, training and development are essential for both employee growth and
organizational success. They not only enhance individual performance but also contribute to
the overall productivity and competitiveness of the organization. Therefore, organizations
must prioritize continuous learning and development to achieve long-term success in today’s
rapidly changing world.
GRAPH FINDINGS:
The graphical analysis of training and development in the organization provides valuable
insights into employee perceptions, participation levels, and the overall effectiveness of such
programs. By interpreting various graphs such as bar charts, pie charts, and line graphs, it
becomes evident that training and development play a significant role in enhancing both
individual and organizational performance.

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Firstly, the graphs indicate that a majority of employees have actively participated in training
programs conducted by the organization. This reflects the organization’s commitment to
employee development and its efforts to create a learning-oriented work environment. High
participation levels suggest that employees are encouraged and given opportunities to improve
their skills and knowledge.
Furthermore, the data clearly shows that training programs have a positive impact on
employee performance. Most employees have expressed agreement that their productivity and
efficiency have improved after attending training sessions. The higher percentages in
favourable responses highlight the effectiveness of these programs in achieving their
objectives.
Another important finding from the graphs is the preference of employees towards practical
and on-the-job training methods. Employees tend to learn better when they are exposed to real
work situations rather than only theoretical concepts. This indicates that organizations should
focus more on experiential learning methods to enhance understanding and retention.
In addition to performance improvement, the graphs also reveal that training and development
programs contribute significantly to employee job satisfaction. Employees who receive proper
training feel more confident and valued, which in turn increases their motivation and morale.
This positive attitude ultimately leads to better work outcomes and organizational success.
However, the analysis also highlights certain areas that require improvement. A portion of
employees has indicated the need for more advanced and updated training programs,
particularly in relation to new technologies and modern work practices. This suggests that
organizations must continuously upgrade their training content to keep pace with industry
changes.
Moreover, while training programs are conducted regularly, some employees believe that the
frequency should be increased. Continuous learning is essential in today’s fast-changing
environment, and more frequent training sessions can help employees stay updated and
competitive.
The graphs also show that employees are generally satisfied with the quality of trainers and
the methods used for training. Effective trainers play a crucial role in delivering knowledge
and ensuring that the objectives of training programs are met successfully.
In conclusion, the graphical findings clearly demonstrate that training and development have a
positive impact on employee performance, satisfaction, and career growth.

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CORRELATION FINDINGS:
Correlation analysis is an important statistical tool used to examine the relationship between
different variables in a study. In the context of training and development within an
organization, correlation findings help in understanding how various factors such as training
programs, employee performance, job satisfaction, and career growth are related to each other.
The analysis of the data indicates a strong positive correlation between training and employee
performance. Employees who participate more frequently in training programs tend to show
higher levels of efficiency, productivity, and work quality. This suggests that effective training
enhances employees’ skills and enables them to perform their tasks more competently.
Similarly, there is a positive correlation between training and job satisfaction. Employees who
receive regular training feel more confident in their roles and perceive greater support from
the organization. This leads to increased motivation, improved morale, and a stronger sense of
belonging within the workplace.
Another significant finding is the relationship between training and career development. The
data shows that employees who undergo development programs are more likely to experience
career growth and promotion opportunities. This indicates that training not only benefits
current job performance but also prepares employees for future responsibilities and leadership
roles.
The correlation analysis also highlights a moderate relationship between training frequency
and employee retention. Organizations that invest in continuous learning and development are
more likely to retain their employees, as individuals prefer workplaces that offer growth and
skill enhancement opportunities.
However, the findings also suggest that the effectiveness of training depends on the quality
and relevance of the programs. If the training content is outdated or not aligned with job
requirements, the correlation with performance and satisfaction tends to weaken. Therefore, it
is essential for organizations to design need-based and up-to-date training programs.
In addition, a slight negative correlation may be observed between lack of training and
employee dissatisfaction or poor performance. Employees who do not receive adequate
training often struggle with their tasks, leading to frustration and reduced productivity.
In conclusion, the correlation findings clearly demonstrate that training and development are
closely associated with key organizational outcomes such as performance, satisfaction, and
employee retention. A strong positive relationship exists between well-structured training
programs and overall organizational success. Therefore, organizations must continuously
invest in effective training and development initiatives to strengthen these positive
correlations and achieve long-term growth.

COUNCLUSION
In conclusion, training and development play a vital role in the growth and success of any
organization. It helps employees improve their knowledge, skills, and abilities, which leads to
better performance and higher productivity. In today’s rapidly changing business environment,
organizations must focus on continuous learning to keep their workforce updated with new
technologies, methods, and industry trends.
The study shows that effective training programs increase employee confidence, job
satisfaction, and motivation. Employees who receive proper training are able to perform their
tasks more efficiently and contribute positively to organizational goals. Training also prepares

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employees for future responsibilities and leadership roles, which supports career development
and organizational stability.
Moreover, training and development help organizations reduce errors, improve work quality,
and maintain a competitive advantage in the market. It also strengthens the relationship
between employees and management, creating a positive and supportive work environment.
However, organizations must ensure that training programs are well-planned, relevant, and
regularly updated. Conducting proper training needs analysis, using modern training methods,
and evaluating program effectiveness are essential for achieving the best results.
Overall, training and development are important investments for both employees and
organizations. By focusing on continuous improvement and skill enhancement, organizations
can achieve long-term success, increased productivity, and sustainable growth.

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SUGGESTION:
Based on the analysis of training and development practices, the following suggestions are
recommended to improve the effectiveness of programs within the organization:
1. Conduct Regular Training Needs Assessment
The organization should frequently identify the skill gaps of employees to ensure that
training programs are relevant and need-based.
2. Adopt Modern Training Methods
Use advanced techniques such as e-learning, virtual training, simulations, and
interactive sessions to make training more engaging and effective.
3. Increase Frequency of Training Programs
Training sessions should be conducted regularly so that employees can continuously
upgrade their skills and stay updated with industry changes.
4. Focus on Practical Learning
More emphasis should be given to on-the-job training and hands-on experience, as
employees learn better through practical exposure.
5. Customize Training Programs
Different employees have different learning needs; therefore, training programs
should be tailored according to job roles and individual requirements.
6. Improve Trainer Quality
Organizations should ensure that trainers are well-qualified, experienced, and capable
of delivering content effectively.
7. Evaluate Training Effectiveness
Proper feedback and evaluation systems should be implemented to measure the
success of training programs and identify areas for improvement.
8. Encourage Employee Participation
Employees should be motivated and encouraged to actively participate in training
programs through incentives and recognition.
9. Link Training with Career Growth
Training programs should be aligned with promotion opportunities and career
development plans to motivate employees.
10. Update Training Content Regularly
The training material should be revised frequently to include the latest technologies,
trends, and industry practices.

97
Books
1. Armstrong, Michael. Armstrong’s Handbook of Human Resource Management
Practice. Kogan Page.
2. Noe, Raymond A. Employee Training and Development. McGraw-Hill Education.
3. Dessler, Gary. Human Resource Management. Pearson Education.
4. Aswath Appa, K. Human Resource Management: Text and Cases. McGraw-Hill.
5. Flippo, Edwin B. Personnel Management. McGraw-Hill.
6. Lynton, Rolf P., and Pareek, Udai. Training for Development. Sage Publications.
7. Blanchard, P. Nick, and Thacker, James W. Effective Training: Systems, Strategies,
and Practices. Pearson.
8. Rao, T.V. Human Resource Development: Experiences, Interventions, Strategies.
Sage Publications.
Websites
1. Society for Human Resource Management – [Link]
2. LinkedIn Learning – [Link]/learning
3. Coursera – [Link]
4. World Economic Forum – [Link]
5. International Labour Organization – [Link]
Journals & Articles
1. International Journal of Human Resource Management
2. Human Resource Development Quarterly
3. Training and Development Journal
4. Harvard Business Review
Reports
1. World Bank Reports on Skills Development
2. Deloitte Human Capital Trends Reports
Note
This bibliography includes books, websites, journals, and reports commonly used for
research on training and development in organizations.

98
ANNEXURE
QUESTIONNAIRE
1. GENDER

• Male
• Female

2. AGE GROUP
• Below 25 years
• 25- 30 years
• 31 – 35 years
• 36 – 40 years
• Above 40 years

3. HOW OFTEN DOES SBI BANK CONDUCT TRAINING PROGRAMS FOR

EMPLOYEES?
• Very frequently
• Frequently
• Occasionally
• Rarely

[Link] RELEVANT WAS THE TRAINING TO YOUR CURRENT JOB ROLE?

• On the job training
• Classrooms training
• Online \ e- learning
• All of the above

5. HOW RELEVANT WAS THE TRAINING TO YOUR CURRENT JOB?

• High relevant
• Relevant
• Somewhat relevant
• Not relevant

6. WHO USUALLY COUNDUCTS TRAINING PROGRAMS IN SBI BANK?

• Internal trainers
• External experts
• Senior employees
• Combination of all

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7. HOW SATISFIED ARE YOU WITH QUALITY OF TRAINING PROVIDED?
• Ver satisfied
• Satisfied
• Neutral
• Dissatisfied
8. DOES TRAINING HELP IMPROVE YOUR JOB PERFORMANCE?
• Yes
• No
• Maybe
9. WHAT IS THE MAIN PURPOSE OF TRAINING AT SBI BANK?

• Skill enhancement
• Career growth
• Compliance & regulations
• All of the above
10. ARE TRAINING PROGRAMS ALIGNED WITH SBI BANK’S
ORGANIZATIONAL GOALS?

• Strongly agree
• Agree
• Neutral
• Disagree
[Link] EFFECTIVE ARE ONLINE TRAINING MODULES USED BY SBI BANK?

• very effective
• effective
• average
• ineffective
[Link] NEW EMPLOYEES PROVIDED ADEQUATE INDUCTION TRAINING?

• yes, completely
• yes, to some extent
• no
• not sure
[Link] WELL DOES TRAINING PREPARE EMPLOYEES FOR TECHNICAL
CHANGES?

• very well
• well
• somewhat
• poorly

14. DOES SBI BANK ENCOURAGE EMPLOYEES TO PARTICIPATE IN TRAINING

PROGRAMS?

104
 • always
• often
• sometimes
• never
[Link] CHALLENGES DO YOU FACE DURING TRAINING PROGRAMS?

• time constraints
• content overload
• lack of practical
• no challenges

16. HOW FREQUENTLY ARE TRAINING NEEDS ASSESSED IN SBI BANK?

• Regularly
• Occasionally
• Rarely
• Never
17. ARE TRAINING PROGRAMS UPDATED AS PER BANKING INDUSTRY TRENDS?

• Strongly agree
• Disagree
• Neutral
• Agree
• Strongly disagree
18. DOES TRAINING HELP IN EMPLOYEE MOTIVATION AND MORALE?

• Yes
• No
• Maybe
19. HOW USEFUL IS POST – TRAINING EVALUATION IN SBI BANK?

• Very useful
• Useful
• Slightly useful
• Not useful

21. HOW TRANSPARENT IS THE TRAINING NOMINATION PROCESS?

• Very transparent
• Transparent
• Neutral

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 • Not transparent
22. DOES SBI BANK PROVIDED CAREER DEVELOPMENT OPPORTUNITES
THROUGH TRAINING?

• Yes
• No
• Maybe
23. HOW SATISFIED ARE YOU WITH LEARNING RESOURCES PROVIDED?
24. ARE TRAINING PROGRAMS EVENLY ACCESSIBLE TO ALL EMPLOYESS?
25. HOW LIKELY ARE YOU TO RECOMMEND SBI BANK TRAINING PROGRAMS
TO OTHER?

102