CITIZEN TEAM MOMENTS FROM NORTH EAST

NAME OF THE BRANCH : RACPC GUWAHATI

WHY THE NEED OF THE PROJECT AROSE

“When I joined RACPC, GUWAHATI as AGM on 12.08.2008, I found that there was no file numbers in documents. It was very difficult to locate a file for disbursement.(second/ third instalments) .When accounts were closed, it was very difficult to deliver the security documents to customers immediately.

There was all-round procrastination (Please come on next Monday, Thursday, after 3 days etc) prevalent in the unit. . There was one Mr Anand (outsourced) who used to locate the files and the unit was totally dependant on Mr Anand. The general customers, dealers, promoters of flats etc were highly dissatisfied with service provided. Customer complaints were a regular feature. The customers were mostly directed to the AGM’s chamber as the CM (Maintenance) was afraid to face the customers.

HOW THE PROJECT WAS IMPLEMENTED

DID IT INVOLVE MANY PEOPLE AND WHAT KIND OF TEAMING /TEAM EFFORTS TOOK PLACE?

Before coming to Guwahati, I was Chief Manager of Burdwan University branch, in Bengal circle. During my tenure there, RASMECCC, Burdwan was set up. As a CM of the branch I was skeptical about the whole process as I felt that the Official of RAMECCC would not be able to locate security documents of the Professors and lecturers which would lead to complaints. So in RASMECCC Burdwan, we gave a specific number to every customer file and created an excel file with numbers. So it became very easy to locate the file inside the FRFC (Fire resistant file cabinet)

Now, my job was to replicate the success of RASMECCC, Burdwan in RACPC, Guwahati. I called a staff meeting to discuss the matter. Some of the officials felt that numbering and creating an excel file of 40000 files was an impossible task. The Storage officials also said that the unit did not have enough FRFCs. One person told that one Mr Kalita( staff) had tried and failed. I told them that “Gentlemen, it’s not possible for one Mr Kalita, but if we have 10 Kalitas’ then we will be able to reach the goal. If we don’t do it, the customers will shout, and will be dissatisfied. The branches will have to face customers wrath”. A few young officers immediately agreed that they would have to do something to avoid humiliation at the hands of the customers. I overheard some officials talking that a mad AGM has come to change RACPC. We went ahead with the task of numbering the documents. We formed a core group of 8 (eight) staff to start the job. Initially we targeted all education and housing loan documents which we required for future disbursals of loan amounts. The disbursing officials who initially had shown no interest found out the benefit. These officials spread the good news amongst others and 2(two) more officers volunteered. Within 3 months, our vision of being able to locate files in few minutes became a reality. In the process we purchased 10 new FRFCs.

FULFILMENT OF CUSTOMERS AS WELL AS STAFF:

On completion of the project, everybody in RACPC became very happy. Customers felt very happy as they were no longer required to visit RACPC again and again for disbursal of 2nd, third 4th etc installment in future.

SUSTAINED RESULTS:

On completion of the project, RACPC took up another project of arranging Post Dated Cheques in order and in joint custody of two officials in maintenance wing. We recorded all the PDCs in a register and kept them in custody of two officials. Here also we achieved success within 2 months. Today any body visiting RACPC will find that the PDCs are not kept in the loan documents, but kept separately in 3 FRFCs.

Our third project was to improve Inspection rating. The team members worked hard and result was the improvement in rating. The total marks in the central inspection and and audit report improved from 707 to 812 marks in April – May 2009.

During this period, the staff was so motivated that many milestones were reached. One of which was record business achieved in cross selling ,and as , AGM RACPC , I felt a tremendous sense of fulfillment .

SUBMITTED BY SHRI SAILEN SAHA, AGM, RASMECCC-CUM-SARC, SILCHAR

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PBB GANESHGURI

BRIEF DESCRIPTION OF THE PROJECT

It is briefly about how active and collective contribution of te entire branch leads to overall improvement in the functioning thus enabling it to retain A+ rating in the Central Office Inspection , achievement of stipulated business targets and reduction in N P A.

HOW IT WAS IMPLEMENTED

SOME OF THE ACTIVE STRATEGIES WHICH RESULTED IN THE EXCELLENT IMPROVEMENT ARE ILLUSTRATED

Regular monthly meetings were held with staff members and discussions centered on how to achieve the business targets, and finding of solutions for problems encountered.

Each staff member including sub staff were given specific targets on deposits and advances and the same was recorded and reviewed.

Similar targets were given to staff members for reduction of N P A

The branch had 4 single window counters and it was agreed upon by all the staff members to manage the branch with 2 counters and the additional staff members were assigned the task of marketing and reduction of N P A.

Each staff member was also given a specific list of HNI/VIP customers and it was their responsibility to take care of their needs apart from Unit Head. The staff felt very satisfied of getting an opportunity to build relationship with the HNI customers. The customers also felt delighted as they were recognized and offered service by each member of the branch. The staff learnt the value of providing personalized services for increasing business in terms of deposit and advances of the branch.

Every day at least 30-40 elite customers were called telephonically or met at their residences for enquiring about their needs which contributed to remarkable business growth as the branch was able to snatch away many customers many customers from other private sector banks like ICICI /HDFC and Axis bank.

FULFILLMENT OF THE COLLECTIVE

The constant interaction with customers resulted in them becoming great brand ambassadors of the branch which added to building of good reputation of the branch.

Excellent rapport was established with top officials of the State Government which resulted in branch getting good deposits. Any good deposit and advances mobilized were conveyed to Controlling Authority who visited the branch and appreciated every staff member individually. This motivated the staff to work hard to reach every goal.

SUSTAINED RESULT

The branch retained A + rating in RFIA

Achievement of steep business target

Reduction of NPA

SHARED BY SHRI AKSHAY KUMAR

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AMMTALI BRANCH

BRIEF DESCRIPTION OF PROJECT:

After taking charge of the branch on 21/11/2008, the BM made a survey of the service area of the branch and observed as under:

i)The service area is not big enough as there are 4 branches of different banks (including two branches of SBI) within radius of 4 kms.

ii)The people of the locality are mostly below poverty line due to insufficiency of cultivable land in the area. Whatever loan were given, due to high level of NPA, further increase in loan portfolio in SIB/ AGRI was not possible. Therefore it was a great challenge for the unit leader to achieve the growth in business.

HOW THE PROJECT WAS IMPLEMENTED AND RESULTS:

When we came to know that the management of Tripura jute Mills is planning to arrange payment of salary for their employees through a commercial bank, we called on THE MD of the Mill and requested him to open their accounts at our branch. Initially they were of the opinion to open the accounts in UBI which is nearer to the mill. Moreover they were skeptical about our ability to open 1200 accounts in a short period of time and serve them well in future with our 3 nos of staff. But we convinced them to open the accounts with us as we have many ATMs in the city.

We have discussed the matter in a staff meeting and the all the staff members assured to extend their cooperation in opening the accounts. In the meeting we also discussed that as the job of the employees were not transferable, we can explore the possibility of per segment loans.

We had only one month in hand to open the accounts. It was not possible to withdraw even a single SWO from the counter as we had NREGA etc payments so as a team leader; the BM took the major burden of opening of the accounts. All staff members were inspired by the efforts of BM and they also started opening of accounts in addition to their normal duties. They wrote registers and books related to account opening . The messenger also took part in the project and pasted photographs in passbooks and maintained serial numbers etc.

Within the target period of one month. 1200 accounts were opened, passbooks were issued and ATM cards were distributed by visiting the JUTE Mill.

FULFILLMENT OF THE COLLECTIVE

The employees of JUTE mill never thought that they would be able to get hassle free loan to meet their urgent financial needs. Many customers expressed their deep gratitude for getting loans without any hassle for marriage of their daughters, for repair of their old house. This was the real recognition of our hard work.

We as staff of the branch were delighted when we achieved a sizeable growth in our personal segment deposit and advances.

i) By opening accounts of Jute Mill we grew by 2 crores in personal segment.

ii)here was growth in C& I segment as we opened current account of the Jute

Mill.

iii) We achieved remarkable growth in cross selling.

iv) The profit of the branch doubled

SUSTAINED RESULTS:

i) It has increased our customer base

ii) The accounts will remain with our bank for a long term even after retirement.

iii) A small branch became profitable.

Laughter Yoga

Laughter lowers blood pressure, relaxes muscles, improves blood circulation, increases oxygen level in the body, elevates mood, brings hope, enhances communication and boosts immune system. Dr Madan Kataria has contributed to the happiness of mankind by successfully blending free laughter with yogic breathing and evolving the unique concept of Laughter Yoga.

 Laughter Yoga is a revolutionary idea – simple and profound. It is a breakthrough laughter delivery system that enables a person to laugh continuously for fifteen to twenty minutes. It is a powerful exercise routine and a complete wellbeing workout which is fast sweeping the world.

 Dr Madan Kataria, an Indian physician, along with his wife Madhuri, started the first laughter club in a park in Mumbai on 13^th March 1995 with just five members. Today it is a worldwide phenomenon with more than six thousand social laughter clubs in sixty countries.

 It combines unconditional laughter with pranayama – yogic breathing. Laughter is simulated in a group exercise with childlike playfulness and eye contact, which soon turns into real and contagious laughter, without relying upon jokes or comedy. The concept is based on a scientific fact that the human body cannot differentiate between fake and real laughter – one gets the same physiological and psychological benefits from both types of laughter.

 Natural laughter comes just for a few seconds here and there but to get scientifically proven health benefits of laughter, we need to laugh continuously for ten to fifteen minutes at least - loud and deep from our diaphragm - which is possible only in social laughter clubs. They are non-political, non-religious and non-profit social clubs run by volunteers trained as laughter teachers and have no membership fee, no forms and no fuss.

 A typical laughter yoga session includes clapping and warming up, deep breathing exercises, childlike playfulness and laughter exercises which may be yoga based, playful or value based exercises. Laughter yoga exercises are sometimes followed by laughter meditation where laughter may flow spontaneously like a fountain. The session ends with guided relaxation and grounding exercises.

 Clinical research on laughter yoga methods has shown that laughter lowers the level of stress hormones in the blood. It fosters a positive and hopeful attitude and one is less likely to succumb to depression and helplessness. The regular club members say it makes them happy, healthy and energized. In effect, it has changed their lives.

 Laughter yoga is an effective cardio workout and helps in staying fit. It increases blood circulation and relaxes muscles. Laughter yoga changes your mood within minutes by releasing endorphins in your brain. One feels energized and fresh throughout the day and can work more without getting tired. Laughter clubs provide a rich social network of people who care about one another. One learns to handle difficult situations effectively without losing composure by imbibing the essence of laughter yoga.

 In India, laughter yoga has been introduced in many schools in Baroda, Surat and Bangalore. It has recently been included as a subject in the curriculum in one of the universities in the United States. Scientific research shows that laughter can help to resolve many workplace issues and is gaining popularity in companies and corporations across the globe. Laughter yoga is being practiced among seniors in many aged care facilities in Canada, USA, Israel and Europe. There are hundreds of people in laughter clubs all over the world who are suffering from cancer but laughter has brought a new hope into their lives.

 The ultimate objective is to bring good health, joy and world peace through laughter. This innovative concept has been widely accepted and reported in Time magazine, National Geographic, BBC, CNN and many others.

 www.laughteryoga.org

CoolBisht / Indore

Financial Inclusion by "MANREGA Plus"

Financial Inclusion by "MANREGA Plus" 

Proposed Micro finance scheme for MANREGA account holders

Financial inclusion is the availability of banking services at an affordable cost to disadvantaged and low-income groups. In India the basic concept of financial inclusion is having a saving or current account with any bank. In reality it includes loans, insurance services and much more.

The Finance Minister had announced in Budget 2010-11 that, "To reach the benefits of banking services to the 'Aam Aadmi' (common man), the RBI had set up a high-level committee on the lead bank scheme."The bank under financial inclusion initiative has planned to cover 50,000 unbanked villages during 2010-11 which will take total reach to 1,50,000 villages," a senior official of SBI said.

The bank plans to do so with the help of business correspondents. It has planned to hire 15,000 business correspondents for the same. These correspondents would aid the villagers in opening bank accounts.

Subject of Idea-

Financial Inclusion by "manrega plus" 

Proposed Micro finance scheme for MANREGA account holders 

Details of Idea-

- -Personal loan scheme to weaker section of society (manrega a/c holders) for our bank. - rate of intt.- 4 percent P.A.( PRIORITY SECTOR LENDING ) 
 ---loan amt.- Rs 5000/ (for purches of solar cooker,solar lalten ) micro insurance for items, and life insurance of borrower included in loan amt.(amt.insured-Rs 5000/ for items and borrower life) 
 -- -Repayment in 5 years(instalment amt.comes about Rs70/ to 80/ p.m. IF MP govt.grant 50 percent subsidy in items then its comes to Rs35/ to 40/)
 - -mode of payment to suppliers-by draft or B.C.

-process fees-nil

-inspection charge-nil

-documents-simple application with agrement and arrengment letter

How the Idea will bring improvement in India-

To achieve financial inclusion target ,Priority sector lending ,Micro credit ,Micro insurance target. 
To resolve Energy crisis, carosin crisis,LPG crisis.
Easy loan to manrega a/c holders.and its generate new employment opportunity.
By this scheme we get training opportunity for machanic of this field. 
To increse profitabilty and image building of our Bank
Implimentation of 100% financial inclusion in sbi.

To promote p-segment loan by personel loan to weaker section of society.

Automatic application generation for sbi-Rseti .

Growth in profibility with less formality.

Easily and reliable asset creation.

MANREGA PLUS scheme will change the social dynamics of India through SBI 

Proposed by Jai Prakash Pandey

Director, Rural Self employment Training Institute, Umaria

Mob- 9425852221

Teacher's day

कबीर ने कहा है-

गुरु पारस को अन्तरो ,जानत है सब सन्त । वह लोहा कंचन करे, ये करि लेय महन्त॥

गुरु और पारस पत्थर में क्या अन्तर है ,इस बात को सब सन्त जानते हैं ।पारस लोहे को कंचन बना देता लोहे को पारस नहीं बना सकता ; लेकिन गुरु शिष्यको अपने समान महान बनाने का विशिष्ट कार्य करता है.

Happy Teachers' / Facilitators' Day!

Wishing all Citizen SBI Facilitators..

Happy Teachers' / Facilitators' Day !

CoolBisht

Change

Organisations and their managers must recognize that change, in itself, is not necessarily a problem. The problem more often than not is less than competent management of the change situation. Why is this the case ? Possible, and many pratcising managers would concur, the problem is related to managers’ growing inability to appropriately develop and reinforce their role and purpose within complex, dynamic and challenging organizations. This problem can be compounded by failing to address and adapt working environments in the face of impending change: the organization exhibits inertia which in turn leads to the direct targeting of working practices for change. According to Burns change is now an ever-present feature of organizational life, at both an operational and strategic level. Managers must realize that one cannot separate strategic change management from organizational strategy, both must work in tandem. The importance of the human side of change cannot be underestimated, one must identify and manage the potential sources and causes of potential resistance and ensure that “motivators” are built into new processes and structures.

COMPETENCY AND CHANGE:

Throughout the 1980s and 1990s organizations, both national and international have striven to develop sustainable advantage in both volatile and competitive operating environments. Those that have survived, and/or developed, have often found that the creative and market driven management of their human resources can produce the much needed competitive “cushion”. This is not surprising. People manage change, and well-managed people manage change more effectively. Buchanan and Hucynski identify the key managerial competence of both the 1990s and 2000s as being the ability to handle change, which in turn creates an increasing demand for the development of associated competencies. This once again places change at the centre of today’s managerial competency framework. Change leaders are seen as being a key feature in organizations. They both set the tone and are indeed part of it, they create and live within the social dynamics of the enterprise placing change at the heart of the organization

Managing change is a multi-disciplinary activity. Those responsible, whatever their designation, must possess, or have access to a wide range of skills, resources support, and knowledge, for example:

- Communication skills are essential and must be applied both within and outside the managing team

- Maintaining motivation and providing leadership to all concerned

- The ability to facilitate and orchestrate group and individual activities is crucial

- Negotiation and influencing skills are invaluable

- It is essential that both planning and control procedures are employed

- The ability to manage on all planes, upward, downward and within the peer group must be acquired

- Knowledge of and the facility to influence the rationale for change is essential

The list of competencies, or attributes, could be further subdivided, or indeed extended, as there is no such thing as a standard change event

CHANGE AND THE HUMAN RESOURCE:

Organisations over the past few decades have been moving towards flatter, leaner and more responsive structures. This has undoubtedly made many of them more efficient, in terms of their resource utilization and more effective in terms of their responsiveness to market demands. Technology has played a major role in ensuring that a coherent business approach and managerial performance can be maintained from a reduced resource base. The key to success in such moves has been the mobilization of the human resource. The revolution in organization design has been achieved by creating responsive working environments which emphasise the need to cooperate across and within functions; focus on service and quality, and search for holistic and integrated responses to trigger events; while encouraging participation, ownership and shared accountability

Will the 2000s be any different ? One would expect not. Managers and the organizations they serve will continue to strive to remain competitive in an increasingly global and complex market place. They will achieve sustainable growth only by embracing the power of communications technology, developing devolved supply chains and strategic alliances, and maximizing the return they receive from their accumulated knowledge base-their human capital. The knowledge they seek to exploit will be embedded across their supply chain and the barriers will be many, but ultimately success will depend upon their ability to tap into the human resource and release the potential. As ever the 2000s will place the leadership and the human resource, in particular their alignment with organizational vision and strategy at the heart of successful change management. Employees must be on “top form” and this can be achieved by considering their well being, stress levels, motivation and organizational loyalty. In today’s complex and challenging environment only by considering the employees “well-being” will organizations ensure productivity and alignment of interests during periods of change.

Responsibilities increase as the team matures and gains confidence. Teams are being asked to participate in the process of innovation and change, employers are seeking, and ensuring that they get, enhanced performance through greater involvement and empowerment.

For the manager this has led to an increasing emphasis being placed on project and teamwork, communications, customer awareness, auditing and quality procedures. The need to supervise, provide individual direction, motivate and control has diminished. Managers and leaders are being asked to facilitate events rather than direct; share responsibility and accountability rather than shoulder the burden; shape behaviours while building trust; and, develop and administer participative planning and control systems that build capacity.

There may be a danger that managers, amidst all this activity, lose track of their key responsibility and reason for being there in the first place. Managers are there to ensure that both they, and the processes and activities, for which they are responsible, add value to the organization as a whole. Managers of the twenty-first century are busy; they face challenging operating environments, multiple tasks and cross-functional responsibilities. In addition, they are increasingly encouraged to empower others and facilitate success. Ford and Greer suggest that we now may be in a situation in which organizations are failing to fully utilize traditional formal controls when managing change. It is becoming less clear who is actually responsible for adding value. Is it the organization as a whole? Is it systems ? Is it a combination ? Is it the manager ?

Successful change requires adherence to three key managerial rules – the holy trinity. The religious metaphor is merely intended to convey the importance of adhering to the rules. Those at the centre of significant change events must “buy in” to the process, without of course losing their objectivity , and believe with passion in the course of action about to be undertaken. If they don’t approach their task with commitment others are unlikely to be convinced, resulting in apathy and discord. Senior Management’s role in ensuring visible commitment and direction is pivotal. It is their role to set the tone and show belief

All so often the process, or the activities associated with a change, assume more importance than the change itself. It is often far easier to “talk good game” and plan for a future event than to focus the mind on ensuring successful implementation. The first rule of the “trinity”, maintain your focus, highlights the need to address such questions as: Why are we changing and what do we expect in return ? It takes effort to maintain the focus in a dynamic managerial and business environment. Attention and commitment will diminish as time elapses. Interest can be maintained by forcing the pace, organizing special interest events, recognize the core management team, employing “creative” communications strategies, and above all else ensuring continued senior management support.

No less important than maintaining focus within the “trinity” is the second rule of role awareness. Understanding the nature of the term “value added” assists not only in clarifying managerial roles but also in maintaining the focus. Change for change’s sake seldom results in any meaningful improvements. Change is costly, disruptive and potentially dangerous; it would be unwise to embark on the journey without first establishing that success would be both probable and beneficial.

The third rule of the “trinity”, maintain your goal, may seem obvious but it is often overlooked. Given that both the focus is maintained and roles remain clear, why raise the issue of goals ? The effective development and achievement of business strategies, as described in numerous texts, depends upon successful implementation, which in turn is dependent upon the effective management of the resulting change. Focus and roles apply to the change at hand, but by considering goals the discrete change is placed in the wider context of policy and strategy. There is little point adding value to a system that is at odds with the strategic direction of the enterprise, or in maintaining focus on a target set between moving “goal posts”. Change, whether strategic, tactical or operational, must be set in the context of general corporate strategy.

Excerpted from CHANGE MANAGEMENT – a guide to effective implementation by Robert A Paton and James McCalman / Courtesy: Jai Prakash Pandey, Umaria

ADB Damoh se Dhamangaonkar..

CITIZEN SBI : INTERVENTION – 2

Programme at SBLC, Jabalpur
25-08-2010 to 31-08-2010 :

Moments of Collective Fulfillment :

An experience of collective fulfillment shared by SHRI MILIND DHAMANGAONKAR, Branch Manager, ADB Damoh on the 1st day of I-2 at SBLC, Jabalpur.

THE SITUATION :

When Shri Dhamangaonkar joined ADB Damoh during 2009, he found that out of 3600 KCC accounts at the branch about 2500 were due for renewal. Most of them were not renewed for last 5-6 years and old SOF was still applicable for them. This was also pointed out in CO Insp. report for which compliance was to be sent within 2 months.

THE MEETING :

A meeting with all the staff members was held and the problem was put forth and various ideas emerged. Members were doubtful initially seeing the Herculean task and that had to be finished within a specified time. Shri Dhamangaonkar kept his cool and advised them on the lines “When the work is tough – the tough get going”. The whole work was divided up between FOs, OMR and other staff members and we began in right earnest.

THE ACTION :

OMR was given the task of processing the cases and all FOs went to villages for collection of papers in their area of operation. The work was successfully completed within the specified time, all eligible KCC were opened with enhanced SOF and there was a growth of Rs. 2.5 Crores in Agr. Advances on account of this only.

THE RESULT :

The Team members felt very elevated. All team members devoted their time and made it happen by sitting late/on Holidays/on Sundays – actually we all forgot that there is Holiday/Sunday in between. The whole team has been knit together and the positively generated is an inspiration for all of us till now.

Courtesy: Dilip Guha / Team SBLC, Jabalpur

From the banks of river Narmada..

CITIZEN SBI: INTERVENTION – 2

Programme at SBLC, Jabalpur 
25-08-2010 to 31-08-2010

Moments of Collective Fulfillment :
An experience of collective fulfillment shared by Shri Milind Pagare, BM Bina branch. The incident relates to the period when he was posted as Mgr. PBD at Hoshangabad branch.

Project :

Financing for a 250 sets of kitchen, Latrine/bath under ‘Gram Niwas Yojna’ in the rural area.

Problem :

It was difficult to ensure end use of the funds. Chief Manager of the branch was worried because many loans given previously under GNY had gone bad.

Solution :

A meeting was called for gathering of collective intelligence and an idea came forth that a NGO was doing good work in this direction who can be made a stakeholder in the scheme. The NGO was already constructing low cost Lat/bath (rural sanitation) and had good credentials. Further analysis/detailed appraisal depicted that for around Rs. 40,000/- NGO would be able to construct sets of kitchen and Lat/Bath in the villages. A tripartite agreement was drawn and it was agreed that payment was to be made directly to the NGO after verification.

A team was put in place that included the Chief Manager, Shri Pagare (Mgr. PBD), 2 Field Officers and OMR. Duties and responsibilities were allotted.

End Result :

Two villages were selected in the beginning and then it was implemented at the other villages. Members of the team began to visit the villages and soon the scheme became very popular. The farmers coined a name for the scheme i.e. “Swachhata Loan”.

The team on one hand marketed the loan and ensured that payment was released only after the unit became operational and hence made sure of the end use. When 250 units were completed we went again for 250 units more. Since a social cause was being addressed the District Administration sent an appreciation letter to the branch. Due to frequent visits to the villages and interaction with the farmers a close relationship also developed.

The team felt a great sense of satisfaction on completion of the job. They now know that any job can be completed with energy and dedication.

Courtesy: Dilip Guha / Team SBLC, Jabalpur