In its report, the central bank’s committee on capacity building in banks and non-banking financial entities said posts of chief learning officer should be created in commercial banks, adding those appointed to such posts should develop a ‘learnability index’, a measure of an individual’s ability to learn. This would be applied as an input to judge “promotability”, disseminate knowledge across the organisation and monitor and augment learning and sharing, it said.
| LEARNING: NO FULL STOP HERE |
Some key recommendations:
|
The panel also suggested a stronger and more competitive human resource framework for the overall skill development of banks and non-banking financial entities regulated by RBI.
The committee was set up with the objective of implementing non-legislative recommendations of the Financial Sector Legislative Reforms Commission (FSLRC) related to capacity building in banks and non-banking financial companies (NBFCs), streamlining training intervention and suggesting changes to address the increasing challenges in these sectors. The committee is chaired by G Gopalakrishna, former executive director of RBI.
The panel was also tasked with evolving an appropriate certification mechanism for training by examining possible incentives for undertaking certification programmes and covering all levels — from the lowest rung to the board-level.
The committee made exhaustive recommendations, after examining feedback from the banking sector and inputs from member-experts, academicians and various training/consulting institutions. In its report, it spoke about entry-point qualifications at the recruitment stage and the development of competency standards and certification/accreditation in various areas of training. It also recommended a common banking aptitude test at entry levels.
On capacity building, the report said banks should strive to expand the enrolment of select internal employees as part-time faculty to provide adequate internal support for training initiatives. “In the event of a talent crunch at middle or senior management levels, banks may consider the possibility of outsourcing various training activities, including management of their training institutes,” it said.
The committee added banks must avoid transfers for the sake of preset norms. “Job rotation in banks especially public sector banks, should not be done in a mechanical manner, but through well laid-down criteria,” it said.
It also suggested ways to address replacement of talent within banks. The panel said the lack of replacement talent was one of the biggest challenges, adding to address this, banks should develop an internal expert pool and allow free movement of talent within the organisation.
The committee has sought suggestions and comments on the recommendations by October 31.
You’ve reached your limit of {{free_limit}} free articles this month.
Subscribe now for unlimited access.
Already subscribed? Log in
Subscribe to read the full story →
Smart Quarterly
₹900
3 Months
₹300/Month
Smart Essential
₹2,700
1 Year
₹225/Month
Super Saver
₹3,900
2 Years
₹162/Month
Renews automatically, cancel anytime
Here’s what’s included in our digital subscription plans
Exclusive premium stories online
Over 30 premium stories daily, handpicked by our editors


Complimentary Access to The New York Times
News, Games, Cooking, Audio, Wirecutter & The Athletic
Business Standard Epaper
Digital replica of our daily newspaper — with options to read, save, and share


Curated Newsletters
Insights on markets, finance, politics, tech, and more delivered to your inbox
Market Analysis & Investment Insights
In-depth market analysis & insights with access to The Smart Investor


Archives
Repository of articles and publications dating back to 1997
Ad-free Reading
Uninterrupted reading experience with no advertisements


Seamless Access Across All Devices
Access Business Standard across devices — mobile, tablet, or PC, via web or app
)