Module A: Human Resource Management
Fundamentals of HRM
Fundamentals of HRM; New Insights into HR Management; Ethics in Human Resource Management (HRM)
Organisational Behaviour
Behavioural Dynamics in Organisations; The Person – Job Fit; Group Dynamics; Leadership and Team Effectiveness; Some Contemporary Approaches to Leadership; Transformational Leadership; Human Resource Implications of Benchmarking; Quality Initiatives in Organisations; ‘Quality Circle’: A HR Strategy to Quality Improvement; ‘Six Sigma’: A Model for Improving in Business Processes; Positive Attitude: The Core Behavioural Capital of Organisations; Stress Management; Business Etiquettes Organisational Change
Change and Development; Change Agent; Managing Change; John P Kotter’s eight step to successful change; ‘Responsibility Charting’
HRM in Indian Banks
Traditional Role of HRM in Indian Banks; Expectations from HR Department; Changing Profile of ‘HRM’ in Banks; Major HRM Challenges Facing Banks; Core Banking and People Challenges
Knowledge Management
Concept of Knowledge Management (KM); Significant Features of Knowledge Management; Knowledge Management in Banks; IT & Database Management
Module B: Building an HR Strategy HR as a Strategic Player
HR as a Strategic Player & Strategic HRM; HR Strategy Formulation and Implementation; Need for a Distinctive HR Strategy; Creating Business Value Through HR Strategy; ‘Factor Analysis’ in HRM; Connecting ‘Strategy’ to Organisations; Strategy Execution; Aligning HR System with Decision Framework
CEO and his/her Team
Roles and Responsibilities of CEO; CEO and Talent Management; Executive and Line Managers; Succession Planning; ‘Job Family’: An Integrated Model for sustained Succession Planning & Talent Management; Human Resource Audit
Communication
Organisational Communication; Types of Communication; Barriers to Effective Communication; Steps for Effective Communication; HR and Communication
HR Functions
Human Resource Planning (HRP); Recruitment and Selection; Impact of Technology on Critical HR Functions; ‘Social Media Policy’ for Organisations : Need and Contents thereof; Compensation; Incentive Based Compensation; Attrition/Turnover Management; Employee Risk Assessment Systems in Banks Performance Management
Performance Management System (PMS); Performance Appraisal System; 360-Degree Appraisal; Competency Mapping; Key Result Areas (KRAs)
Module C: Motivation, Training and Skill Development The Learning Process
Human Implications of Organisations; The Learning Theory; The Learning Process; Employee Behaviour
Employee Motivation
Types of Motivation; Motivational Theories; Employee Attitude Development; Practical Applications of Motivation; Job Enrichment; Job Enlargement; Job Rotation; Job Satisfaction
Employee Development
Basic Objectives of ‘Training’; Training & Development: Its Need; Concepts and differences of ‘Training’, ‘Development’ and ‘Learning’; ‘Training Need’: Methods for Identification of Training Needs; Role and Impact of Training; Changing Face of Banking in India; Future of Bank Education in India
Training Methodology
Subject Matter of Training: ‘Learning Organisations’; Training Methodology; Current Trends in Training; Types of Training; Benefits of Training; Training & Career Development; Soft Skills Training; Challenges in Training in Banks; Training Infrastructure in Banks; Talent Management; Creative Talents & Dynamic Leadership: A Winning Combination; Strategies to hone up Leadership Skills;
Training for the New Generation; Return on Investment (RoI) on Training; Measuring the Success of Training; Best Practices in Training to Help Organisations
Module D: Personnel Management and Industrial Relations Industrial Relations (Part A)
Personnel Function; Legal Aspects of Personnel Function; Legislation on Working Conditions; Industrial Relations Code 2020; Legislation on Wages; Legislation on Social Security; Legislation on Employment and Training; The Changing Scenario
Industrial Relations (Part B)
Historical Background of Trade Union Movement; Trade Unions in Banks; Industrial Relations; Collective Bargaining
Employee Discipline (Grievance Redressal and Discipline)
‘Grievance’: Concept and Definition; Causes & Effects of ‘Grievance’; Grievance Redressal Mechanism; Conflict Management; Management Dilemma
Workers’ Participation in Management (WPM)
‘Participation’: Concept & Definition, Types; Methods of Participation; Indian Banking Experience on Workers’ Participation in Management (WPM)
Employee Discipline (Discipline Management)
Discipline at Workplace; Discipline Management; Disciplinary Rules in Banks; Domestic Enquiry; Frauds in Banks; The Risk Attached to Delegation of Financial Powers; Need for Vigilance Department in Banks; Diversity and Gender Issues; Dealing with Cases of Sexual Harassment; The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 (POSH ACT)
Module E: Emerging Scenario in HRM Contemporary Practices in Employee Engagement
Concept and Definition of ‘Émployee Engagement’; Various features and characteristics of ‘Employee
Engagement’; Drivers of ‘Émployee Engagement’; Need for creative strategies for engaging Gen ‘Y’ Employees; Contemporary ‘Employee Engagement’ strategies; ‘Work From Home’: Emerging New Normal in Organisations; Strategies to Keep Employees Engaged When They are Working From Home (WFH); ‘Hybrid Model’ of working: Unifying the Physical and Virtual; ‘U-Work’ & ‘Ópen2u’: New and Novel Employment Models; Legal Frame-Work in India to Regulate New Models of Work Organisational Culture & Creativity: New Imperatives
Definition and Characteristics of ‘Individual Culture’ and ‘Organizational Culture’; Concept and Features of ‘Individual Creativity’ and ‘Organisational Creativity’; Distinction between ‘Creativity’ & ‘Ínnovation’; Impact of ‘Culture’ on ‘Creativity’ and Vice-Versa in Organisations; Essential Qualities of a ‘Creative Leader/Manager’; Strategies to Create ‘Ethical Organizational Culture’
‘Corporate Sustainability’ & ‘Green HRM’: A Social & Environmental Approach to People Management
Concept of ‘Corporate Sustainability’; Evolution from ‘Strategic HRM’ to ‘Sustainable HRM’; Various Forms of ‘Sustainable HRM’; ‘Green HRM’: An Environmental Approach to HRM; ‘Green HRM’ Practices in Banking Industry: Possibilities and Prospects; The Way Forward
‘HR Analytics’, ‘HR Entrepreneurship’ & ‘AI-Based HR Solutions’: New HR Trends for Future
‘HR Analytics’: Conceptual Understanding; ‘HR Metrics’ vs ‘HR Analytics’; Advantages and Disadvantages of ‘HR Analytics’; ‘HR Entrepreneurship’: The future Buzzword; Introduction to ‘Artificial Intelligence’; Role of ‘Artificial Intelligence’ in HR Functions
Leading in a ‘VUCA’ & ‘BANI’ Scenarios: New Approaches in ‘Crisis Management’
‘Crisis’: Concept, Definition, Features & Sources; ‘Crisis Management’: Concept, Features & Need; Four- Levels of ‘Uncertainty’: Strategies to Manage; ‘VUCA’: Gravity-Driven Approach to ‘Uncertainty’ and ‘Crisis Management’ in Organizations; Evolution of ‘BANI’ Approach in Crisis Management; ‘VUCA’ or ‘BANI’: Which is to be the Vision for Organisations to Deal with the Crisis?; Typical Models of ‘Crisis Management’ Process; Role of HR in ‘Crisis Management’ Process; Leadership Role in ‘Crisis Management’; Role of Employees in ‘Crisis Management’
‘Business Ethics’, ‘Corporate Governance’ & ‘Corporate Social Responsibility’: A Winning Combination for Organisational Excellence
‘Business Ethics’: A Treasure of Trust; Areas of ‘Business Ethics’; Theories of ‘Business Ethics’; Characteristics of an ‘Ethical Organisation’; ‘Corporate Governance’: Shareholders’ Primary; Major Best Practices for Improving ‘Corporate Governance’; Ethical issues in ‘Corporate Governance’; ‘Corporate Social Responsibility’(CSR): A Resolve Towards Commitment to ‘Business Ethics’ & ‘Social Wellbeing; Various Models of ‘Corporate Social Responsibility’; ‘Corporate Social Responsibility’: Indian Experience