ICICI Bank 2003 Annual Report Download - page 32
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and experience and giving them a holistic view of the organization while ensuring that the
bank leverages its human capital optimally. During fiscal 2003, ICICI Bank recruited over
4,000 employees. ICICI Bank also leveraged icicibankcareers.com, its career website, with
a view to build a strong alternative recruitment channel to the traditional channels.
Continuous enhancement of knowledge and skill sets is vital, given the rapidly changing
business environment and the constant challenges it poses to organizations. ICICI Bank
believes that building a learning organization is critical for being competitive in products and
services and meeting customer expectations. ICICI Bank has built strong capabilities in
training and development to build competencies. Training on products and operations is
imparted through web-based training modules. ICICI Bank achieved approximately 1.5 web-
based learning mandays per employee in fiscal 2003. Special programmes on functional
training and leadership development to build knowledge as well as management capability
are conducted at a dedicated training facility. ICICI Bank also draws from the best available
training programmes and faculty, both international and domestic, to meet its training and
development needs and build globally benchmarked skills and capabilities.
The performance management system at ICICI Bank is based on clearly defined performance
parameters and employee empowerment for achievement of goals, reinforcing the Bank’s
achievement-oriented culture. ICICI Bank also has a structured process of identifying and
developing leadership potential.
ICICI Bank’s constant endeavour to implement innovative human resource practices has
resulted in the creation of an exceptional pool of talent and a performance-oriented
organizational culture and has imparted agility and flexibility to the organization.
ORGANIZATIONAL EXCELLENCE
ICICI Bank recognizes the importance of excellence in its business. Developing and deploying
world-class skills in a variety of areas such as technology, financial engineering, transaction
processing and portfolio management, credit evaluation, customer segmentation and product
design, and building and maintaining deep and enduring relationships of trust with our retail
and wholesale customers are two essential elements of our strategy.
In recognition of the critical importance of excellence in internal processes and delivery to
customers, the Organizational Excellence Group was set up in fiscal 2002 to focus on quality