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service levels for customer delight, Re-design of front andback office processes to reduce turnaround time and tosimplify processes and reduction in operating costs.Organizational Re-Structuring (OR) deals with creationof appropriate organizational structures and systemsto support BPR and be in line with future businessplans at Corporate, Zonal, Regional and Branches andSustainability of Change program through capabilitybuilding.The Baroda Next program is to modernize and makeBranches more customer centric by hiving off some ofthe back office operations to remote locations.HR INITIATIVESThe Bank relied heavily on the commitment anddedication of its work force for attaining businessgoals. Hence, bank evolved its HR MISSIONSTATEMENT “Creating Competence and Passion forBusiness Excellence”. The HR Mission statementreflects the integration of HR systems and policies withOperational strategies. The people development hasbeen a key focus area for HR function in the Bank. Bank'sHR philosophy is deep rooted in the belief that HRM is thestrategic and coherent approach to the management ofthe organization's most valued assets-the employeeswhoindividually and collectively contribute to theachievement of objectives of business. HR policy isbasically grounded on Transparency and EmployeeFirst Principle. HR activities mainly focused to inculcate amindset which facilitates business growth and delightedcustomer service. HR policy assists and encouragesemployees to innovate, think to do better, find newways to satisfy customers, develop commitment to wincustomer confidence with quick responsiveness whichcan work as differentiator, respect their valued views andleave an ineffaceable impression in the mind of thecustomers on account of pleasant experience.HR policies and programs focus on Transparency,Employee Growth and Development, TalentAcquisition, Retention and Management, ImprovedCommunication across the organization, and creating acongenial environment to enhance operational efficiencyand employee productivity.special featureAccording to Mr. M. D. Mallya, Chairman and ManagingDirector of the Bank “Talent is the USP of theorganization. Banks should build competenciesbased on six pillars: buying (source the right manpower); building (provide training and development);borrowing(bring in specialist resource persons fromoutside); bounding (provide the right environment);bouncing (weed out non-performers); and binding(retain talent).”Bank has inducted young bloods through lateral andcampus recruitments to facilitate future successionplanning. Bank has developed structured and progressiveinduction, mentoring and grooming programs, withperiodical exposure to various practical aspects ofbanking operations, for these new entrants through onthe-jobbranch banking programs to make them futurebusiness leaders and entrepreneurial managers.The bank launched various programs targeted atdifferent sections of employees like Young Managers'Program, Advanced Branch Management programetc. for their development and exposing them tolatest banking areas. Several other developmentalinitiatives were taken, the prominent among whichincluded Massive Talent hunting and Capabilitybuilding program - Khoj, Leadership Development -Project LEAP, Training in Sales and Soft skills,Knowledge Management, Employee Conclaves,Paramarsh - providing Counseling services, andSampark - The Chairman and Managing Director's HelpLine etc. Periodical Leadership programs are organised,with the collaboration of prominent business schools inIndia, for creating strong leadership pipeline.The Employee Performance Appraisal System hasbeen introduced for all categories of employees. ThePerformance Appraisal System of Officers is Businesslinked, highly objective, transparent and participative.The Goal setting and appraisal are made mutually with areview discussion to review previous performance andfor future improvement.Bank has a recordable Industrial Relations (IR)system founded in participative Management. Thecordial IR, on account of structured and periodicalThe Journal of Indian Institute of Banking & Finance July - September 2011 37