performance management system of icici bank ppt

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ICICI Bank rose six times compared to its strategy of KM was established in the year 2000, making it the second largest in India today. But such a strategy has been strong enough to grow along with it. Central to the success of the ICICI Bank was its flexible, innovative techniques and lots of km tools, which have been cleverly designed for staff from the start.
By Deepa Prabhu
ICICI was founded in the mid 1950 's at the behest of the World Bank, the Government of India and various "captains of industry" in India. Its purpose then was to provide in the medium and long term financing for development for the Indian business.
In the mid-1990 's, its business strategy is to use the opening of the Indian economy. the idea? To create a diversified financial services provider, offering a wide range of products, instead of focusing exclusively on project financing. ICICI Bank, thus, established in 1994 to provide retail banking services all over India.
The idea was both timely and proved wildly successful. Today it is the second largest bank in India with assets of almost $ 40 billion, and boasts a network of more than 570 branches and growing international business, with branches in the UK, Russia and Canada.
First steps
Knowledge management (km) strategy of Icici Bank was created in 2000, When the company was much smaller than now-just 1200 employees compared with 30000 working for Icici Bank today.
However, the program was started at a time when the growth of the company was starting to go into overdrive. Initially, the Organization has developed a technology-related infrastructure, including the corporate intranet, Icici Universe, designed to provide a platform on which, for example, employees can check the human resources (HR) System for the rest of the weekend, book or view their personal pension details.
Putting these simple but necessary action on the intranet, it encouraged staff to become familiar with Web applications, to overcome any fear of technology, as well as giving them a good reason to use a portal on a regular basis.
What started as an idea more or less as the project was simply convinced that staff should be on an internal network, where they could participate in joint activities, such as support or find documents, participate in discussions and post or respond to requests. This idea, in fact, is first converted into Bank KM.
Initially the organization motivated to act because of the turmoil caused by the tail end of the dot-com boom, which was depriving the Bank many good employees leaving in significant numbers to join the dot-com startups-taking their knowledge and know-how with them. We have therefore developed a wise guy, Ičići KM intranet portal is easily accessible from the main portal of personnel-provide a way to capture and disseminate knowledge about the departing employees.
For a wise guy, a team was assembled, spanning miles, HR, technology and research summaries to "just do it". Indeed they did, and the beta version was ready within three months.
It was not until the end of the year, faced with the prospect of reverse merger ICICI Bank parent Icici, which took place in the year 2002, the team had to restructure KM, to meet the needs of a new legal person. Some of the questions raised at the time included:
How to hook up this massive new pool of employees with each other;
How to share business information, deals and ideas;
How to manage human resources in the process of change through communications, communications channels and so on;
How to overcome the problems caused by staff turnover;
How to ensure that everyone in the company is equipped with appropriate skills and training necessary for their work and continuous learning and development.
A deeper question was, quite simply, as we create a hunger among employees to acquire and share knowledge? That is how we create culture? the goal is to ensure that employees are forever aware of external competitive business challenges, and convince them to stay permanently open to new thoughts, ideas and ways of working.
Satisfied users
In our view, the level of employee satisfaction drives use and we wanted to use it as a means of delivery to support three core information processing behavior: Exchange, cooperation and self-help. In fact, the workplace is no longer just a physical location. It was the combination of physical and virtual spaces in which works.
Program MILES now deeply rooted in the Bank, but not as a result of a directive from senior management.