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Role of Training in the Development of Employee Skills in Reference to Indian NBFCs

Trilok Singh1 and Dr. Sapna Singh2
1Research Scholar, Department of Management, SRK University Bhopal, INDIA 
2Assistant Professor, Department of Management, SRK University, Bhopal, INDIA


Abstract
Indian Banks & Financial Institutions have been focusing on branch expansion and financial inclusion. However, the main challenge for the banking industry is scarcity of skilled manpower to meet the growing needs of the economy. NBFCs play very vital role in financial sector in India, in fulfilling the credit needs especially in un-banked areas; this has resulted in increase in the workforce recruitment by NBFCs. The HRDs of the NBFCs try to keep up with the training needs of this increased work force, by conducting more and more training programs. Any training to be effective should be based on first identifying the gaps in the skill requirement for performing a function and those actually existing. However the increased no of training program are more a result of fulfilling their own targets, rather than actually identifying the training need and how they would affect the performance of the employees� and their operational excellence, Our study is aimed at identifying the key performance area in some of the functions of a NBFCs and finding out what all training would be most suitable to achieve performance excellence. For this we have collected data on the training programs conducted by an NBFC in some of the key functional areas. We have analysed the impact of these programs on the performance of the target group

Keywords
Loan Credit Cycle, Service Quality, Professional Development Skill, Customer Delight, CRM, Key Performance Areas, Staff Training

1. Introduction
In India, many companies other than multi-nationals are not meeting the employee demands with reference to training and development and ultimately the gaps found in the required skills vis-a-vis attained skills have become so wide that inter-relationships of training and performance are badly disturbed. There is still a big gap between the knowledge and skills imparted and acquired in the institutions and its applications as seen in the industrial / corporate environments. As per Vinesh [1], Due to this gap, companies now feel that there should be a close liaison between such institutions and the industry so that employee development programs are made more purpose oriented. There are training institutions which offer customized as well as off-the-shelf programs based on their client�s business operations but yet, there is much to be improved. Therefore, training and development cannot be disconnected from the business activities of the organizations; on the contrary, this is the area that clearly illustrates positive relationships between training activities and the organizational performance. In particular it is recognized that an effective training and development policy can be a crucial factor in addressing inequalities in employment in relation to race, gender and disabilities. It is recommended that organization produce a training and development plan, the aim of which shall be to empower all employees to carry out their roles to the highest standards, and deliver high quality services to customer. In these guidelines, training and development are broadly defined as those activities aimed at raising the standards of employee practice and thus lifting the quality of the employees, and customers learning and organization experiences. 

2. Financial Service Sector & Indian NBFC

2.1. Financial Service Sector in India [2]
Financial sector is the backbone of the economy and it is indeed critical to nurture the growth of this important sector in order to ensure sustained growth rate. When the Indian economy was liberalized in the year 1991, a road map was also set forth for financial sector reforms.
The financial services sector contributed 15% to India�s GDP in FY09
2nd largest component after trade, hotels, transport and communication all combined together in GDP

2.1.1. Financial Sector Includes [2]
Financial Services:
Capital Market
FOREX Market
Asset Management
NBFC s (Non-Banking Financial Institutions)
MFI s (Microfinance Institutions)
Banking Sector
Insurance Sector

2.1.2. Governing & Regulator Bodies [2]
Ministry of Finance
Ministry of Corporate Affairs
RBI
SEBI
IRDA � Insurance Regulatory & Development Authority
AMFI � Association of Mutual Funds in India
IDRBT � Institute for Development & Research in Banking Technology
IBA � Indian Banks� Association

2.2. Where NBFCs stands in Indian Financial Market [2] [3]
Financial ServicesCapital MarketsPortfolio / Asset MgmtNBFC & MFI s
Capital MarketsRetail BrokerageMutual FundsNBFC sMicrofinanceIndia has more than 20 stock exchange, the NSE & BSE are the main exchanges, with the NSE contributing over 70% of turnoverthere are more than, 8,000 brokers in addition to about 44,000 sub-brokers registered with SEBIMF in India has assets under mgmt to the tune of US$ 165 billion (INR 7,944 billion) as of Dec 2009.As on March 2015, more than 11,781 NBFCs are registered with the RBI. More than 80% of the equipment hire purchase segment is financed by them.The microfinance segment in India is witnessing rapid growth. These institutions reach out to the grass-root level and have fewer defaults in comparison to commercial banks.Fig. 1. Present trends of financial sector in India [2] [3] 

2.3. Indian NBFC � at glance [4]
There are 11,682 Non-Banking Financial Companies (NBFCs) registered with the Reserve Bank of India out of which a lion's share of 98% are non-deposit accepting with the balance 2% being deposit accepting NBFCs. Around 220 non-deposit accepting NBFCs have been classified as systemically important. The major NBFCs in India have their relative specializations, for e.g. HDFC (mortgage loans), Mahindra Finance (agri loans), Power Finance Corporation (power finance) & Shriram Transport Finance (preowned commercial vehicle loans). The trend of segmental monopoly is changing as banks are entering long-term finance and FIs also meeting the medium and short - term needs of the business masses.
NBFCs are present in the competing fields of vehicle financing, housing loans, hire purchase, lease and personal loans. NBFCs have emerged as key financial intermediaries particularly for small-scale and retail sectors. With easier sanction procedures, flexibility, low operating cost and focus on core business activity, NBFCs stand on a surer footing vis-a-vis banks.

2.3.1. Opportunities for NBFCs
Large proportion of India�s population has limited access to bank credit
Unorganised money lending is a general practice in micro-credit. High level of professionalism, more transparency and low interest rates brought in by organised microfinance firms, is expected to expand the market.

2.4. Classification of NBFCs by their Principal Business [5] 

Non- Banking financial Companies (NBFCs)Principal BusinessEquipment Leasing Co. (EL)Equipment leasing of financing of such activityHire Purchase Finance Co. (HP)Hire purchase transaction or purchasing or such transaction.Investment Company (IC)Acquisition of securities and trading in such securities to earn a profitLoan Company (LC)Making loans or advances for any activity other than its own; EL/HP; housing FinanceResiduary Non- Banking Companies (RNBCs)Receives deposits under any scheme or arrangement , by whatever name called, in one lump-sum or in instalment by way of contributions or subscriptions or by sale or units or certificates or other instruments , or in any mannerMutual Benefit Financial Companies (MBFC) i.e. Nidhi CompanyAny company which is notified by the central Government as a Nidhi Company under section 620A of the companies Act, 1956. It is a NBFC doing the business of lending and borrowing with its members or shareholders.Miscellaneous Non- Banking Company (MNBC) i.e. Chit fund CompanyManaging conducting or supervising as a promoter, foreman or agent of any transaction or arrangement by which the company enters into an agreement with a specified number of subscribers that every one of them shall subscribe a certain amount in instalments over a definite period and that every one such subscribers shall in turn, as determined by lot or by auction or by tender or in such manner as may be provided for in the arrangement. Be entitled to the prize amount.
2.5. List renowned NBFC with work classification [6]

Different NBFC Companies In India
Key Players in Indian Banking Industry and their products offeringConsumer & Commercial Vehicle FinancersMahindra Finance, Sundaram Finance, 
Shriram transport, Bajaj Finserv etc.Gold Lending CompaniesManappuram, Muthoot etcMortgage FinanceHDFC, Gruh, Repco, Canara Finance etc.Micro Finance CompaniesSatin Credit Care, Ujjavan, Equitas etc.
2.6. Products and Services carried by NBFCs [7]
2.6.1. Vehicle Financing
Vehicle Financing: Auto and utility vehicles, tractors, cars, commercial vehicles and construction equipment Pre-owned vehicle financing: Loans for pre-owned cars, multi-utility vehicles, tractors and commercial vehicle
		Tractor Loan
		Utility Vehicle Loans
		Car Loan
	Three wheeler loans
	Commercials vehicle loan
	Two Wheeler loan
	Used Vehicle Loans2.6.2. SME Financing
Loans for varied purposes like project finance, equipment finance and working capital finance
	Project Finance
	Equipment Finance
	Corporate Loans
	Secured Business Loans
	Working Capital Loans
	Bill Discounting
	Lease Rental Discounting
	Financial Advisory
	Insurance Solutions2.6.3. Housing Finance
Finances, rural and semi-urban population to build self-sustaining houses, pukka houses and ensure their upliftment in society2.6.4. Insurance Broking
Insurance solutions to retail customers as well as corporations through their subsidiary Mahindra Insurance Brokers Limited2.6.5. Asset Management Company (Mutual Fund)
An asset management company (AMC) is a company that invests its clients' pooled funds into securities that match declared financial objectives. Asset management companies provide investors with more diversification and investing options than they would have by themselves.2.6.6. Mutual Fund distribution
Advises clients on investing money through AMFI certified professionals 2.6.7. Fixed Deposits
A fixed deposit (FD) or term deposit is a type of financial instrument offered by banks and it allows individuals to deposit sums of money for fixed periods of time, like 1 month, 6 months, 1 year, 5 years etc. In general, fixed deposit accounts offer a higher interest rates than savings accounts.3. Operational Work Credit Cycle Process in an NBFC)

3.1.  HYPERLINK "http://www.bseindia.com/downloads/ipo/2015130161221IM%20M%26M.pdf" Various Functions in an NBFC [8]
Operations work starts from Lead Generation, which is part of Marketing Dept, and the last function is Recovery.
Credit Processing/Appraisal;
Credit Approval/Sanction;
Credit Documentation;
Credit Administration;
Disbursement;
Monitoring and Control Of Individual Credits;
Monitoring the Overall Credit Portfolio (Stress Testing)
Credit Classification; And
Managing Problem Credits /Recovery

3.1.1 MarketingAn NBFC needs customers to offer loans; marketing department�s major focus is to generate & capture leads thru various activities
Training Required:
Product knowledge
Marketing techniques uses in NBFC 

3.1.2  HYPERLINK "https://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwjN6eTb5tnUAhVMsY8KHYmrBXIQFggjMAA&url=http%3A%2F%2Fwww.ijird.com%2Findex.php%2Fijird%2Farticle%2Fdownload%2F58548%2F45774&usg=AFQjCNEtYpWYLoyDaBiQHudQIdCq-5P4eg" Credit Processing/Appraisal;
Credit processing is the pre-qualification screening criteria where all required information on credit is gathered and applications are screened. The criteria may include collecting KYC and other personal/financial information and rejecting applications from blacklisted customers. In this connection, financial institutions should have a checklist to ensure that all required information is, in fact, collected. This would help institutions avoid processing and screening applications that would be later rejected.

The next stage to credit screening is credit appraisal where the assesses the customer�s ability to meet his obligations. NBFCs should be equipped with well-designed credit appraisal criteria to ensure that facilities are granted only to creditworthy customers who can make repayments from reasonably determinable sources of cash flow on a timely basis.
Financial institutions usually require collateral or guarantees in support of a credit in order to mitigate risk. Banks must have a policy for valuing collateral, taking into account the RBI guidelines dealing with the matter. Such a policy shall, among other things, provide for acceptability of various forms of collateral, their periodic valuation, process for ensuring their continuing legal enforceability and realization value.

The appraisal criteria look into the following issues while granting loan:
Determining the amount and purpose of lending
Determining credit worthiness of the applicant to assume the credit obligation;
Understanding risk profile of the borrower
Forecast operating environment/cash flows of the borrower
Inspection of the borrower�s business premises as well as the facility that is the subject of the proposed financing
Ensuring goodwill of applicant
Ensuring adequacy and enforceability of collateral or guarantees
Collecting information on shareholders, directors and beneficial owners for corporate customers; and management capacity of corporate customers.



Training Required:
Product knowledge
Processing and Appraisal Skills
Customer relationship management
Company credit policy and regulator�s guidelines
Dealing with customer complaints 
Basic computer skills like Excel
Application trainings like Vyaas.

3.1.3 Credit Approval/Sanction;
Approval authorities sanctioned by the board of directors are prudent credit practitioner. Who will cover new credit approvals, renewals of existing credits, and changes in terms and conditions of previously approved credits, particularly credit restructuring, all of which should be fully documented and recorded. Approval authorities of individuals should be commensurate to their positions within management ranks as well as their expertise. The approval process should be based on a system of checks and balances. Depending on the size of the financial institution, it should develop a corps of credit risk specialists who have high level expertise and experience and demonstrated judgment in assessing, approving and managing credit risk. An accountability regime should be established for the decision-making process, accompanied by a clear audit trail of decisions taken, with proper identification of individuals/committees involved. All this must be properly documented.

Training Required:
Product knowledge
Company credit policy
Overall vision & mission of company
Risk assessment management
Leadership quality development


3.1.4 Legal Documentation & Disbursal:
Credit Documentation is an essential part of the credit process and is required for each phase of the credit cycle, including credit application, credit analysis, credit approval, credit monitoring, collateral valuation, impairment recognition, foreclosure of impaired loan and realization of security. Credit applications must be documented regardless of their approval or rejection. It is the responsibility of credit administration to ensure completeness of documentation (loan agreements, guarantees, transfer of title of collaterals etc) in accordance with approved terms and conditions. Outstanding documents should be tracked and followed up to ensure execution and receipt.
Documentation establishes the relationship between the financial institution and the borrower and forms the basis for any legal action in a court of law. Institutions must ensure that contractual agreements with their borrowers are vetted by their legal advisers.
For security reasons, banks should create and maintain separate credit file and maintained for each customer Copies of critical documents i.e., those of legal value, facility letters, signed loan agreements, should be available in credit files while retaining the originals in more secure custody. Credit files should also be stored ensuing safe custody measures such as securing them in fire-proof cabinets and should not be removed from the institution's premises.
A checklist should be maintained for identity of individual(s) and/or committee(s) involved in the decision-making process acknowledging them, the policies and procedures ranging from receiving the credit application to the disbursement of funds have been complied with.

Disbursement Once the credit is approved, the customer should be advised of the terms and conditions of the credit by way of a letter of offer. The duplicate of this letter is duly signed and returned to the bank by the customer. The Disbursement should be effected only after completion of covenants, and receipt of collateral holdings, insurance cover in the institution�s favour and the vetting of documents by a legal expert. In case of exceptions funds are to be released after prior approval from competent authorities to compliance with pre-disbursement conditions and approval by the relevant authorities in the financial institution.

Training Required:
Credit manager should have product
and documentation knowledge
Behavioural trainings like business etiquette

3.1.5 Loan Administration, Monitoring & Control of Individual Credits:
Credit administration policies and procedures shall provide guidance to the bank�s staff on various types of lending including corporate, SME, consumer, agriculture, etc. Banks must ensure that their credit portfolio is properly administered and regulated i.e. loan agreements are duly prepared, renewal notices are sent systematically and credit files are updated on regular basis. An institution may allocate its credit administration function to a separate department or to designated individuals in credit operations, depending on the size and complexity of its credit portfolio. A financial institution�s credit administration function should, as a minimum, ensure that:

Training Required:
Product knowledge
Regulator guidelines
Default consequences 
Business etiquette

3.1.6 Monitoring the Overall Credit Portfolio (Stress Testing)
An important element of sound credit risk management is analysing what could potentially go wrong with individual credits and the overall credit portfolio if conditions/environment in which borrowers operate change significantly. The results of this analysis should then be factored into the assessment of the adequacy of provisioning and capital of the institution. Such stress analysis can reveal previously undetected areas of potential credit risk exposure that could arise in times of crisis.

Each stress test should be followed by a contingency plan as regards recommended corrective actions. Senior management regularly reviews the results of stress tests and contingency plans. The results must serve as an important input into a review of credit risk management framework and setting limits and provisioning levels. This would involve a stress-test on the debt-servicing ability of a portfolio of borrowers under alternative scenarios.

3.1.7 Credit Classification
Credit classification process grades individual credits in terms of the expected degree of recoverability by banks. Financial institutions must have in place the processes and controls to implement the RBI and board approved policies, which will, in turn, be in accord with the guidelines amended. They should have appropriate criteria for credit provisioning and write off.
Banks establishes and ensures appropriate systems and processes to identify credits with similar characteristics in order to assess the degree of their recoverability on a portfolio basis and to control the collateral securities. This is particularly important for any delinquent credits, before netting off the collateral�s value against the outstanding amount of the credit for determining provision.

3.1.8 Managing Problem Credits /Recovery
The loan recovery procedure should be well-suited to rural and semi-urban markets, and should be reflected by high loan recovery ratios. The entire collection process may administer in house or may be outsourced. If a customer misses instalment payments, the field executives should identify the reasons for default and initiate action pursuant to internal guidelines. 

In the event of default under a loan agreement, the lender may initiate the process for re-possessing collateral. 
We typically use External agencies are typically used to re-possess collateral. Where appropriate, the loan asset re-construction department coordinates with the legal team and external lawyers to initiate and monitor legal proceedings. 



 Training Required:
Soft skills
Legal aspect knowledge
Handling customer complaints
CRM

IV. Trainings Role of Trainings in an NBFC [9]

4.1.  HYPERLINK "http://www.bseindia.com/downloads/ipo/2015130161221IM%20M%26M.pdf" Employees Training
Training and development is simply defined as �the formal, on-going efforts that are made within an organization to improve the performance of its employees�. Training and development can also be described as �an educational process which involves the sharpening of skills, concepts, changing of attitude and gaining more knowledge to enhance the performance of employees. While new methods are under continuous development, several common training methods have proved to be highly effective. Some notable examples include orientations, class room lectures, case studies, role playing, simulations and computer based training. Training and development programs may be focused on individual performance or team performance. In order to maximize the effectiveness of training and development program, organizations must constantly assess and identify their employees� current training and development needs to prepare them for their next positions to achieve higher growth. Organizations have to recognize that different employees will have different needs and these needs will change over the time as these workers continue in their careers. When the organization invests in improving the knowledge and skills of its employees, the investment is returned in the form of more productive and effective employees. In nutshell Training is crucial for organizational development and its success which is indeed fruitful to both employers and employees of an organization. Here are some important benefits of training and development.

4.2. Usefulness of PDS in an Organization:
 Increased productivity: Training and development directly improves efficiency and productivity of employees. Employees remain up to date with new technology and thus use existing ones in a better way. Well trained employees show both quantity and quality performance. There is less wastage of time, money and resources when employees are properly trained.Less supervision: Training improves necessary skill sets in employees and empowers them to address tasks independently. In other words a well-trained employee will be well acquainted with the job and hence they need less of supervision.Reduction of errors & accidents: Most of the errors occur because of many employees lack the desired knowledge and precise skills required for doing a particular job. Continuous Training and development ensures that employees get the right skills at right time .The more trained an employee is, the less are the chances of committing errors in job.�Talent pool: Creating a pool of cross-trained employees helps to bridge gaps when someone unexpectedly leaves the company - or if they accept a transfer or a promotion. Employees can be trained on a minor additional skill in sales, customer service, administration and operations. Cross-training also fosters team spirit, as employees appreciate the challenges faced by co-workers.Uncover employee potential: Most of the companies overlook the hidden talent of their employees, Training and development provides a catalytic platform for employees to share their ideas with management. It has been proved that some employees might be yearning for a leadership role within the business, but because there is no leadership development program in place, these individuals don�t get the chance to prove their ability or further develop these hidden skills. Allowing employees to attend these programs helps to spot the leaders of tomorrow within current work force.Job satisfaction: Training and development makes the employees feel more satisfied with the role they play in the company or organization. This is driven by the great ability they gain to execute their duties. They feel they belong to the company or the organization that they work for and the only way to reward it is giving the best services they can.Reduction of turnover and absenteeism: Employee turnaround costs time and money. Training creates a feeling of confidence in the minds of the employees. It gives them a security at the workplace. As a result, labour turnover and absenteeism rates are reduced.�Address employee weaknesses: �Most of the employees have certain weaknesses in their workplace, which hinder them from giving the best outputs. Training assists in eliminating these weaknesses, by strengthening workers skills and dissolving inner barriers. A well-organized development program helps employees gain analogous skills and knowledge, thus bringing them all to an advanced uniform level. This simply means that the whole workforce is reliable, so the company or organization doesn�t have to rely only on specific employees.Increased consistency: A well-organized training and development program gives employees constant knowledge and experience. Access to regular training ensures that all employees have a consistent experience and consistent knowledge of tasks and procedures, something which is particularly important when it comes to basic company policies and procedures. Ensuring that all employees have consistent knowledge also helps to ensure that tasks are completed on time and without issues, and there are no questions to be asked about how things should be done. Safety, discrimination and administrative chores should be crucial tasks which require training. This mostly includes administrative procedures and ethics during execution of duty.Reduction in learning time: Systematic training through trained instructors is essential to reduce the training period. If the employees learn through trial and error, they will take a longer time and even may not be able to learn right methods of doing work. Here training takes care of all these things in a compact manner and reduces the time frame of self-learning significantly.�Team spirit: Training and Development helps in instilling the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.Skills Development: Training and development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.Optimum resource utilization: Training and Development significantly helps to provide an opportunity and broad structure for the development of human resources' technical and behavioral skills in an organization which ultimately results in optimum resource utilization, moreover it also helps the employees in attaining personal growth.
In addition to above scenarios training and development leads to improved profitability and more positive attitudes towards profit orientation, it also aids in organizational development i.e. organization gets more effective decision making and problem solving. Training and development helps in understanding and carrying out organizational policies thereby developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful employees and managers usually display. Training and development demonstrates a commitment to keeping employees on the cutting edge of knowledge and practice


4.3. Types of trainings required in an organisation:
Management and Leadership
Entrepreneurship
Accounting and Finance
Legal
Research and Product Development
Marketing
Human Resources
Information and Technology (IT)
E-Commerce (on-line work with clients and suppliers, access to web-based information)
Job-specific Technical Training
Language courses
Social skills development
Green skills development
Organisational health and Safety

4.4. Measuring the impact of trainings on employee skill development of NBFC
Performance Criteria such as:
Market share or growth of business 
Recovery Ratio 
NPA level
User defined ranking, such as customer complaints
Few others are like COST, SALES, PROFITABILITY, TURN-OVER


V. Research Methodology

5.1. How this study is different from earlier studies:
No comprehensive study on this area is conducted earlier which clearly describes the gaps between the skills required for operational excellence and those actually provided by the existing training system in financial sector organisation. My report states the case of an NBFC, where still Operational Excellence is a major challenge, although Learning & Development are well established there, working under HR Guidelines, 
In today�s competitive world, where we have recently seen De-monetization phase, GST roll-out, new Payment Bank licences issued by RBI, Rural development is key projects for all players in financial sector. In such a competitive environment, keeping turnover intact and going steadily, keeping NPA under control, are some big real challenge for an NBFC.
Some articles/research papers that have appeared in different journals, highlight the significance of Trainings in banks or employee retention or motivation. Not specifically for an NBFC and that too focusing on Operational Excellence.
The lack of comprehensive studies in specified sector inspired to study:
Use of e-Learning in customized way for cost saving and real effectiveness.
Shifting focus on highly customized syllabus preparations with multi-channels discussion by using Top 2 bottom approach.
Continuous feedback mechanism for pre and post training sessions at all concerned level.
Selection of participants among all the concerned departments, to be done effectively, irrespective of designations.

5.2. Objective of the Study:
Aligning the business goals, user expectations and trainings methodology selection and its planning
Emphasising on the fact that organisation must now have close liaison between outside education institutions and the industry so that employee development programs are made more purpose oriented. There are training institutions which offer customized as well as off-the-shelf programs based on their client�s business operations
Emphasizing on use of blended learning methodology then just classroom based which require more recurring cost and no better results.
Use of new teaching technologies, which might increase the capital cost, would save huge in operational cost
Emphasising on pre-training and post-trainings assessments and holistic feedback mechanism via BI tools
A perfect employee training and development program must be the mixture of knowledge, career development and goal setting.
TNA � Training Need Analysis, highly customized syllabus rather than pitching old patterns, trainer/instructor selection procedure for each workshop,
Finding ways for low cost but effective and less time consuming trainings methods.
What all tools n techniques are being followed in industry currently, and how it is useful for a Financial Sector, especially for Rural environment. 
How above can helps in inculcating the sense of team work, team spirit, and inter-team collaborations.

5.3. Conclusion: [21]
This research study is supposed to provide precious information and knowledge to NBFCs, and trying to analyse the business critical aspects for an NBFC, i.e. �role of trainings� which is expected to give positive impact on their performance and growth. it can be foreseen that if trainings provided to their employees in an appropriate manner, where each phase is considered minutely, shall result  in substantial improvement in performance and productivity and employees can deal more number of customers with satisfaction. Trainings are compulsory for staff to enhance knowledge, skills and abilities, that provide extensive support to increase the performance of an NBFC.

In this global age of technology, training has become very essential as the organisations introduce new and advance technologies in their workplace. So it is compulsory for all the NBFCs to provide advanced trainings to their employees for the betterment of their performance.

References: 
[1] Vinesh (2014):  HYPERLINK "http://www.ripublication.com/ijmibs-spl/ijmibsv4n2spl_13.pdf" Role of Training & Development in an Organizational Development, International Journal of Management, 2014, ISSN 2277-3177 Volume 4, Number 2, pp. 213-220
 
[2] Nitin Kirnapure (2011):  HYPERLINK "https://www.slideshare.net/nitin5062/present-trends-of-financial-sector-in-india-final" Present trends of financial sector in India, slideshare.net, Jan�2011

[3] RBI (2017):  HYPERLINK "https://www.rbi.org.in/Scripts/PublicationReportDetails.aspx?UrlPage=&ID=866" \l "2" Present banking and non-banking scenario in India, 07 Apr 2017, Point no. 2.2.2
 
[4] Equity Master(2016):  HYPERLINK "https://www.equitymaster.com/research-it/sector-info/finance/Investment-Finance-Sector-Analysis-Report.asp" Investment & Finance Sector Analysis Report, www.equitymaster.com, Feb, 2016

[5] HYPERLINK "http://www.bankexamstoday.com/2016/02/nbfc-types.html"Types of Non-Banking financial Companies (NBFCs), Feb.�2016

[6] Sanjay Meena (2016) :  HYPERLINK "http://sanjaymeena.io/investing/analyze_banks_nbfcs/" How to Analyze Banks and Non-Banking Finance Companies (NBFC),  Aug� 2016

[7] Wikipedia,  HYPERLINK "https://en.wikipedia.org/wiki/Mahindra_%26_Mahindra_Financial_Services_Limited" MMFSL, July 2016

[8] Srisai Chilukuri (2014):  HYPERLINK "http://www.ijird.com/index.php/ijird/article/download/58548/45774" Effective Credit Approval and Appraisal System: Loan Review Mechanism of Commercial Banks, International Journal of Innovative Research & Development, Nov'2014, ISSN 2278-0211,Vol3, Issue 12.

[9] Hamid Qureshi (2016):  HYPERLINK "https://kashmirobserver.net/2016/opinions/benefits-training-development-organization-3983" Benefits of Training & Development in an Organization, Kashmir Observer, Mar�2016

[10] National Skill Development Corp.() :  HYPERLINK "http://glpc.guj.nic.in/pride/ADMINUI/Resourcefiles/Res66Banking%20Finance%20Services%20Insurance.pdf" Human Resource and Skill Requirements in the Banking and Financial Services Sector, Pg 13,


[11] RAIHANATH.MP et.al'(2014):  HYPERLINK "http://www.borjournals.com/a/index.php/jbmssr/article/viewFile/1704/1067" Role Of Commercial Banks In The Financial Inclusion Programme, Journal of Business Management & Social Sciences Research (JBM&SSR),May'2014, ISSN No: 2319-5614 Volume 3, No.5

[12] K. Jehanzeb, Dr. Nadeem A (2013):  HYPERLINK "http://www.dcvmn.org/IMG/pdf/3947-5999-1-pb.pdf" Training and Development Program and its Benefits to Employee and Organization, European Journal of Business and Management, 2013, ISSN 2222-2839, Vol.5, No.2

[14] Mrs. Malathi R. (2014) :  HYPERLINK "http://tmgt.lsrj.in/SeminarPdf/286.pdf" Importance of skill development in banking sector, Tactful Management Research Journal, 2014, ISSN: 2319-7943

[15] Ganesh M. (2015) :  HYPERLINK "http://goo.gl/5QMDdT" Importance and Effectiveness of Training and Development, Mediterranean Journal of Social Sciences,  2015, ISSN 2039-2117, Vol 6 No 1

[16] Daniel W G, Dr. Simon T. K, Dr. Rukangu (2015):  HYPERLINK "http://goo.gl/FNDPw4" Role of Training staff in customer satisfaction in the banking sector, strategic journals, 2015, Issn. 2 (125) Vol. 2, pp 2078

[17] Reindolf Y, Dr. Oliver D, Victor Y (2015):  A HYPERLINK "http://www.ijern.com/journal/2015/March-2015/54.pdf" ssessing the Mutual Benefits of Investing In Staff Training and Development, International Journal of Education and Research, 2015, ISSN: 2201-6740Vol.3 No.3

[18] Raghvendra Kumar Sharma(2015):  HYPERLINK "https://goo.gl/OIkxUz" EMPLOYEES TRAINING AND ITS IMPACT: A CASE STUDY OF PRIVATE AND PUBLIC BANKS AT BARODA, Abhinav Publication, Volume 4, Issue 12 (December, 2015) Online ISSN-2277-1166

[19] Dun&Bradstreet (2016):  HYPERLINK "http://www.dnb.co.in/Publications/IndiasLeadingBFSICompanies_2016/NBFCs&FIs.asp" Non-Banking Financial Companies, India's Leading BFSI Companies, 2016

[20] RBI (2017) :  HYPERLINK "https://www.rbi.org.in/Scripts/FAQView.aspx?Id=92" All you wanted to know about NBFCs,  January 10, 2017

[21] Rida Athar et�al (2015):  HYPERLINK "http://www.iosrjournals.org/iosr-jbm/papers/Vol17-issue11/Version-1/J0171115867.pdf" Impact of Training on Employee Performance (Banking Sector Karachi), IOSR Journal of Business and Management, (Nov. 2015), e-ISSN, 2278x, Vol. 17, Issue 11. Ver. I, PP 58-67.












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