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Focus on Icici Bank’s Initiatives

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Published: Oct 23, 2018

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Home » Job Tips » Interview Guide » ICICI Bank Interview Questions and Answers

ICICI Bank Interview Questions [For Freshers & Advanced Professionals]

ICICI Bank is the dominant force in the banking sector due to its vast network across India. As one of the largest banks in the country, it offers exciting career opportunities for banking aspirants across all educational backgrounds. With its robust growth and expansion plans, ICICI Bank recruits only the best talent who can assist in realizing its goal of becoming a world-class Indian bank. However, the recruitment process at ICICI Bank is highly competitive, and clearing the interview round is crucial for getting hired. In this blog post, we have shared the top ICICI bank interview questions and answers that are commonly asked in ICICI bank interviews. The questions are structured across three levels – freshers, mid-level candidates, and experienced professionals. Going through these interview questions and answers will help you prepare better for the ICICI bank job interview.

Table of Contents

Top 45 ICICI Bank Interview Questions and Answers

ICICI Bank interviews test your technical knowledge, problem-solving skills, and core competencies required for various roles. So, let’s talk about the various ICICI bank job interview questions and answers that are asked from freshers, mid-level, and advanced professionals.

ICICI Bank Interview Questions and Answers for Freshers

For freshers and entry-level candidates, questions are asked about your academics, internships, strengths, weaknesses, and more. Here are the common ICICI bank interview questions for freshers:

Q1. Please tell us about your educational background and work experience.

Sample Answer: I am a recent college graduate with a bachelor’s degree in finance. Throughout my academic career, I performed very well in different finance courses and participated in extracurriculars that enhanced my leadership and teamwork abilities.

Q2. What appeals to you about working at ICICI Bank specifically?

Sample Answer: ICICI Bank’s reputation as a leading private sector bank and its commitment to innovation and customer satisfaction makes it very appealing to me. I believe ICICI Bank offers the ideal environment for professional growth and a chance to make a real difference in the financial industry.

Explore more ways to answer the question, “ Why do you want to work here? ”

Q3. What do you know about ICICI Bank’s products and services?

Sample Answer: ICICI Bank provides a wide range of products including savings accounts, loans, credit cards, and digital banking. Their services are designed to meet diverse customer needs, from everyday banking to specialized financial solutions.

Q4. How do you stay updated with the latest developments in the banking sector?

Sample Answer: To remain informed about the most recent trends and changes in banking, I regularly read industry publications, watch relevant webinars, and follow financial news. This helps me stay current and updated with the latest trends.

Q5. What motivated you to pursue a career in banking?

Sample Answer: My interest in finance and economics led me to choose banking as a career path. I believe my skills and strengths align well with this field, and I enjoy creating financial solutions that truly help people.

Q6. What would you consider your strengths and areas for improvement?

Sample Answer: My strengths include data analysis and proactive problem-solving. I always try to understand different aspects of a problem and its cause before moving on to find proper solutions to it.

An area I am working on improving is delegation skills. Initially, I was afraid of a mismatch between the tasks assigned and the skill set of team members, but with prior research and communication, I am now better at delegating tasks.

Q7. How do you ensure accuracy in your work?

Sample Answer: To guarantee accuracy, I double-check my work, carefully follow instructions, and use tools like checklists and financial calculators. I understand that accuracy in banking duties is fundamental and take appropriate measures to prevent errors.

Q8. What is your approach to building and maintaining relationships with colleagues and customers?

Sample Answer: I value listening actively and being open to different viewpoints. By being approachable, empathetic, and attentive to the needs of coworkers and clients, I can cultivate beneficial connections.

Q9. How do you respond to constructive feedback and apply it to your work?

Sample Answer: I appreciate constructive criticism because it presents an opportunity for improvement. I carefully evaluate feedback and adjust my work accordingly. I believe ongoing learning and self-development are very important.

Q10. Could you explain the concept of a savings account?

Sample Answer: A savings account is a safe place for people to deposit money and earn nominal interest. It provides liquidity for day-to-day transactions and is a core retail banking product.

Q11. What is your understanding of KYC in the context of banking?

Sample Answer: KYC, or Know Your Customer, refers to the process used by banks to verify the identity of customers. It is essential for preventing fraud, money laundering, and complying with regulations.

Q12. How do banks generate profits?

Sample Answer: Banks earn profits primarily through the income they generate from interest on loans and other credit products provided to customers. They also collect fees for various services like transactions, wealth management, and advisory offerings.

Q13. Please explain the repo rate and its significance.

Sample Answer: The Repo Rate is the interest rate at which the central bank lends to commercial banks. It impacts borrowing costs, overall economic activity, inflation, and interest rates.

Q14. What is a fixed deposit account?

Sample Answer: A Fixed Deposit is an investment product where a person deposits a lump sum for a fixed period in the bank and earns an interest on it. It ensures capital preservation and guaranteed returns.

Q15. How would you handle an upset customer dissatisfied with the bank’s services?

Sample Answer: I would actively listen to their concerns, express empathy for their situation, and assure them of a swift resolution. If needed, I would escalate the issue while maintaining open communication.

Also Read: ICICI Bank PO Job Interview Questions

ICICI Interview Questions for Mid-Level Candidates

With significant work experience, mid-level candidates are asked more in-depth, technical questions to assess their expertise. ICICI Bank interviews evaluate your technical knowledge, previous work in banking, and ability to handle challenges. Here are some mid-level ICICI bank interview questions with answers:

Q16. Describe a time when you effectively collaborated with a team to solve a problem.

Sample Answer: For a college project, I was part of a team with students from different linguistic backgrounds. Therefore, we faced some coordination challenges. I initiated regular meetings, assigned roles based on strengths, and promoted open dialogue. This approach led to successful project completion.

Q17. How do you handle work pressure and meet deadlines?

Sample Answer: I manage my workload under pressure by prioritizing projects, setting realistic deadlines, and maintaining open communication with my team. I stay focused, organized, and motivated to ensure the timely completion of assignments.

Q18. Share an example of when you demonstrated strong problem-solving skills.

Sample Answer: My team hit a major roadblock on a college project. I took the initiative to gather information, analyze the facts, and provide a creative solution. My problem-solving skill and approach was valued, and together we completed the project successfully.

Q19. Tell us about a time you displayed effective teamwork.

Sample Answer: On a collaborative project, I worked with teammates to assign tasks based on individual strengths. We communicated regularly, worked through challenges together, and achieved remarkable results. Our professor appreciated the fact that we exceeded expectations with our efforts.

Q20. How do you build and maintain strong customer relationships?

Sample Answer: I value understanding my client’s needs and practicing active listening. Regular correspondence and prompt follow-ups are critical. Additionally, I ensure every interaction is transparent and honest, which helps build trust with clients.

Q21. How do you handle challenging clients or difficult situations?

Sample Answer: I manage challenging clients by staying composed and empathetic. I aim to address their concerns quickly and find mutually agreeable solutions. To ensure smooth resolution, I also consult relevant teams and supervisors as needed.

Q22. What strategies do you employ to achieve sales targets?

Sample Answer: I identify prospective customers and their needs to create a robust sales plan. Also, I leverage my extensive network and market research to target the right customers and meet sales goals.

Q23. What steps do you take to proactively identify potential risks for clients?

Sample Answer: I assess my clients’ risk tolerance and conduct in-depth financial health checks to proactively uncover issues. To ensure clients are adequately protected from any market swings, I regularly review portfolios and provide tailored risk management solutions.

Q24. Can you share an example where you successfully upsold a financial product to a client?

Sample Answer: During a client review, I identified a need for comprehensive wealth management. I upsold a high-value investment plan, generating additional revenue by outlining the benefits and customizing it to their needs.

Q25. How do you manage multiple clients and prioritize their needs?

Sample Answer: I take a systematic approach by segmenting clients based on their importance and potential. I utilize management tools like Salesforce Financial Services Cloud and Dynamic 365 for sales. This allows me to address urgent requests while ensuring no client feels neglected, leading to higher customer satisfaction.

Q26. How do you handle sensitive client information?

Sample Answer: I uphold the highest standards of confidentiality and fully comply with the bank’s data protection policies. All customer data is securely stored and accessed only by authorized personnel.

Q27. How do you stay motivated to meet targets in a challenging market?

Sample Answer: I put effort into setting achievable short-term goals and celebrating small wins. Strong self-discipline and my commitment to continuous improvement keep me motivated even in difficult conditions.

Q28. What role does customer relationship management play in sales success?

Sample Answer: For sales success, customer relationship management is critical. Trust is built, and loyalty is gained by understanding clients’ needs. Fostering lasting relationships enables me to upsell relevant products and strengthen the bank’s brand recognition.

Q29. How do you approach potential customers to generate leads?

Sample Answer: I identify prospective clients through market research and referrals. I engage potential customers in conversation, highlighting the benefits of our financial services, and build rapport to establish enduring partnerships.

Q30. How do you meet sales targets and handle rejection?

Sample Answer: I make a sales plan, set achievable goals, and prospect relentlessly. I take rejection as a learning opportunity, listen to the feedback, and make necessary adjustments to improve my sales strategy.

ICICI Bank Job Interview Questions for Advanced Professionals

For senior roles, ICICI Bank interviews test leadership skills, strategic thinking, and ability to drive business growth. Here are some advanced-level ICICI interview questions:

Q31. Describe a successful sales pitch you have delivered.

Sample Answer: I proposed a customized investment strategy during a consultation after thoroughly assessing the client’s financial needs. I demonstrated how our solution could enhance their portfolio, resulting in a sale and a satisfied customer.

Q32. How do you stay motivated and maintain enthusiasm in a competitive sales environment?

Sample Answer: I stay motivated by setting personal goals and celebrating small wins. I enjoy a challenge and my passion for selling fuels my drive to succeed even in an aggressive environment.

Q33. How do you handle customer objections during the sales process?

Sample Answer: I listen attentively to my client’s concerns and address them with empathy. I alleviate doubts by emphasizing the product’s unique benefits and demonstrating how it can meet a customer’s specific financial needs.

Q34. Can you share a situation where you turned a dissatisfied customer into a repeat client?

Sample Answer: A client initially complained about a product’s poor performance. I promptly responded to their issues with extra support and an improved solution. My timeliness was appreciated, and the customer continued to do business with us.

Q35. How do you manage your time effectively to balance sales activities and administrative tasks?

Sample Answer: I prioritize my daily responsibilities and allow sufficient time for customer and sales meetings. I use tools like calendars and to-do lists to ensure administrative work does not detract from the effectiveness of my sales efforts.

Q36. How do you handle challenging sales targets?

Sample Answer: I break down the goals into achievable milestones and create detailed action plans during challenging situations. I collaborate with the team to leverage collective expertise while seeking guidance from senior colleagues and mentors.

Q37. Share an example of when you identified and successfully closed a new sales opportunity.

Sample Answer: Through an industry event focused on the latest investment technologies, I reached out to a prospective client looking for investment opportunities. I conducted thorough research, proposed a tailored solution, and closed the lucrative deal, adding a major client to our portfolio.

Q38. Tell us about your most complex assignment and how you successfully executed it.

Sample Answer: As project lead for a core banking system upgrade, I had to coordinate extensively to plan the rollout, provide staff training, pilot-test processes, and seamlessly execute the transition. The project’s success demonstrates my ability to handle multifaceted initiatives.

Q39. How do you ensure compliance with banking regulations and internal policies?

Sample Answer: I stay updated on policy and regulatory changes to realign processes timely. Internal audits help assess operational risk, and staff training reinforces adherence to policies. Also, encouraging employees to voice concerns creates a culture of accountability.

Q40. Tell us about a time you spearheaded a new initiative to improve a process or enhance productivity.

Sample Answer: When I noticed inefficiencies in our loan approval process, I took the initiative to develop a new automated workflow using robotic process automation (RPA). This reduced approval time from five days to one day, improving customer satisfaction and employee productivity.

Q41. How would you go about reducing the bank’s non-performing assets?

Sample Answer: I would thoroughly analyze distressed accounts to identify remedy options, work closely with clients to restructure loans, and closely monitor accounts through early warning systems. Writing off irrecoverable loans swiftly also limits further capital erosion.

Q42. What strategies would you employ to expand the bank’s retail customer base?

Sample Answer: I would drive digital transformation to serve tech-savvy customers, utilize data analytics for personalized offerings, and improve brand awareness through social media. Tapping into underserved segments and building a strong referral program could also help expand retail reach.

Q43. How would you manage stakeholder interests during a potential bank merger?

Sample Answer: I would engage stakeholders early through transparent communications. Addressing concerns, defining merger benefits, and ensuring continuity of customer service are vital. I would also get team buy-in and closely track integration progress across management, employees, shareholders, and regulators.

Q44. Tell us about a time you successfully led a complex project with cross-functional teams.

Sample Answer: As project lead on a core banking software upgrade, I coordinated across IT, operations, business units, and vendor teams. With clear plans, open communications, and progress tracking, we implemented the system on time and under budget, minimizing business disruption.

Q45. How do you identify and develop high-potential employees?

Sample Answer: I assess performance data to spot standout talents. Providing exposure to strategic projects, self-development opportunities, and mentoring enables me to groom such employees into future leaders.

Landing a job at ICICI Bank can be a rewarding and prestigious career opportunity. Preparing well for ICICI Bank job interviews will take you one step closer to your dream job. So, make sure you go through the common ICICI Bank interview questions discussed in this blog post. Thorough preparation using these interview questions will help you demonstrate your suitability for the role you are applying for.

Have you recently interviewed at ICICI Bank? Share your experience in the comments below. Let us know which questions you faced and any other tips that can help candidates succeed in the ICICI Bank interview process. Also, check out these important tips for maintaining professional body language in an interview .

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Shobha Saini, the Head of Human Resources at Internshala, has maintained a stellar track record in employee relations and talent acquisition. With eight exceptional years of experience, she specializes in strategic planning, policy-making, and performance management. A multi-talented individual, she has played a major role in strategizing HR practices in the organization.

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ICICI Banking Corporation is renamed as 'ICICI Bank Limited' 1999 ICICI becomes the first Indian company and the first bank or financial institution from non-Japan Asia to list on the NYSE. 2002 The Boards of Directors of ICICI and ICICI Bank approve the merger of ICICI, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. After receiving all necessary regulatory approvals, ICICI integrates the group's financing and banking operations, both wholesale and retail, into a single entity. Also, ICICI Bank bought the Shimla and Darjeeling branches that Standard Chartered Bank had inherited when it acquired Grindlays BanK 2003 ICICI opens subsidiaries in Canada and the United Kingdom (UK), and in the UK it establishes alliance with Lloyds TSB...

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Bank Essays-Part 2-Previous Year Essay Writing Topics

By Asad Yar Khan

Most of the Bank aspirants find the English Section one of the most critical yet scoring sections of all, especially all in all the Bank PO Exams like SBI PO, NABARD Grade-A & IBPS PO Exams Etc. There are no mathematical solutions required to tackle the questions. Good command over basic concepts of Grammar coupled with good writing skills will surely make you a winner in any upcoming Bank exam in 2021. Essay writing is a crucial part of the descriptive English of mostly the Mains phase of these Exams.

Most of the major Bank Exams like SBI PO Main and NABARD Grade-A Exams consists of both Objective and Descriptive paper. For instance, if you want to appear for the SBI PO interview, you have to qualify for the written exam as well as the SBI PO descriptive paper. In case, you perform well in the written but fail in the descriptive paper, you may not be eligible for an interview process.

Hence, we are providing you with Previous Year Essay Writing Topics to help you understand the types of Essays that often come in the Exams with slight changes.

SBI PO Exam-2020-21

• Women Empowerment.
• Ethical problems of e-commerce.
• Is election commission right in banning election symbols during casting of votes?
• Roll of uneducated people in Indian Economy.
• Over-dependence on monsoon.
• Pros and cons of ‘one rank one pension’ scheme.
• Women’s Safety – It is our responsibility.
• Is a presidential form of government is suitable for India?
• Is the generation gap a myth?
• Enslavement of man by technology.
• Those who saved More Taxed More. Justify
• The Viability of Presidential Form of Govt in India.
• Benefits of Mutual fund investments.

RBI Grade B Essay (2018)

• Financial Literacy
• Positives and Negatives of Demonetization
• Unified Payment Interface
• Micro Finance Institutions

IBPS PO 2019 – Descriptive English  

The descriptive test carried 25 marks. Questions were asked from Letter and Essay. 

Essay Writing Topics (word limit 250 words)

• Ethical Banking
• Influence of social media 
• Contribution of Unorganised Sector in Indian Economy
• Pros and Cons of 4 days working in a week
• FDI in retail sector

IBPS PO 2018 – Descriptive English

This section was of 25 marks with a time limit of 30 minutes.  Candidates were asked to write a 200-word essay on any one of the 5 topics given below:

• Does India I;pids a universal Health Care System? 
• What is Fake news? How to Identify and avoid them? 
• Pros & Cons of a NOTA while voting in an election. 
• Advantages of learning foreign languages. 
• Many magazines have stopped the printing physical copy and switched to the Digital Mode due to the lack of readership – Discuss

IBPS PO 2017 – Descriptive English

• English Language (Letter & Essay Writing) for 25 marks, time limit 30 minutes. 
• There were 3 Essays and 3 Letter Writing Topics from which a candidate has to choose:

Essay topic

• Which reform in Indian education can be compared with international level
• Advantages and Disadvantages of Cashless economy
• Effects of gadets on intellectual capabilities of humans

The essay topics mentioned in this article will give you an idea about the types of essays that frequently come in the Bank exams. You need to read the newspaper to get up-to-date and practice writing daily to enhance your writing skills if you want to fetch maximum marks in the descriptive writing part.

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ICICI Bank has grown six-fold since its KM strategy was established in 2000, making it the second biggest in India today. But that strategy has been robust enough to grow with it. Central to ICICI Bank’s success has been its flexible, innovative methods, and a plethora of KM tools that were cannily marketed to staff from the very start.

By Deepa Prabhu

ICICI was founded in the mid-1950s at the behest of the World Bank, the Indian government and various ‘captains of industry’ in India. Its purpose back then was to provide medium and long-term development finance for Indian business.

In the mid-1990s its business strategy shifted to take advantage of the opening up of the Indian economy. The idea? To create a diversified financial-services supplier offering a range of products, instead of concentrating purely on project finance. ICICI Bank was, therefore, established in 1994 to provide retail banking facilities across India.

The idea was well timed and proved wildly successful. Today, it is the second largest bank in India with assets of almost $40bn and can boast a network of more than 570 branches and a steadily growing international business, with branches in the UK, Russia and Canada.

First steps

ICICI Bank’s knowledge management (KM) strategy was established in 2000. Back then, the company was very much smaller than it is now – just 1,200 staff compared to the 30,000 that work for ICICI Bank today.

However, the programme was started at a time when the company’s growth was starting to go into overdrive. Initially, the organisation developed a broad technology-linked infrastructure, including a corporate intranet, ICICI Universe, intended to provide a platform where, for instance, employees could check the human resources (HR) system for vacation entitlements, book days off or view their personal pension details.

By putting these simple, but necessary activities on the intranet, it encouraged employees to get familiar with using web-based applications, to overcome any fear of technology as well as providing them with a good reason for using the portal on a regular basis.

What began more as an idea and less as a project, was simply the belief that staff should have a space on the intranet where they could participate in collaborative activities, such as contribute or find documents, engage in discussions and post or answer queries. That idea, in essence, first converted the bank to KM.

Initially, the organisation was motivated to act due to the upheaval caused by the tail-end of the dot-com boom, which was depriving the bank of many good staff as they left in significant numbers to join dot-com start-ups – taking their knowledge and know-how with them. We therefore developed WiseGuy, ICICI’s KM intranet portal – easily accessible from the main staff portal – to provide a way of capturing and disseminating the knowledge of departing staff.

To develop WiseGuy, a team was put together encompassing KM, HR, technology and research with a brief to ‘just do it’. Indeed they did and a beta version was ready within just three months.

Before the year was out, faced with the prospect of a reverse merger of ICICI Bank with its parent ICICI, which went through in 2002, the KM team had to restructure to meet the needs of the new corporate entity. Some issues articulated at the time included:

How to connect this vast new pool of employees with each other; How to share business-related information about clients, deals and ideas; How to manage staff through the change process via communication, messages, channels and so on; How to overcome the problems caused by staff turnover;

How to ensure that every person in the company is adequately equipped with the skills and training required for their jobs and for lifelong learning and development.

The deeper question was, quite simply, how do we create a hunger among staff to acquire and share knowledge? That is to say, how do we create the culture? The aim was to ensure that employees stayed permanently aware of the external competitive challenges of the business, and to persuade them to remain constantly open to new thoughts, ideas and ways of working.

Satisfied users

In our view, employee satisfaction drives usage and we wanted to use this as the delivery vehicle to support three major information-handling behaviours: sharing, collaboration and self-help. In essence, the workplace is no longer just a physical location. It has become a blend of physical and virtual spaces in which work is undertaken.

The KM programme is now deeply embedded in the bank, but not as a result of any directive from top management. Employees work with the KM programme because they see its benefits and realise the value it brings to them on a day-to-day basis. This is what makes it vibrant and engaging.

It is significant that a small project originally designed for about 1,200 employees in few locations has been flexible and scalable enough to cater for more than 30,000 employees in more than 600 locations, most of whom are customer-facing staff.

Everything they need should be at their fingertips, whether getting an answer to a problem, checking a policy or accessing standard templates and formats such as letters, agreements or guidelines.

The importance of scalability cannot be underestimated. In 2005, usage increased more than six times compared to the year before and the portal marked a record one-million logins in November 2004 after the site was redesigned. The number of staff using the KM portal doubled in the same period.

On average today, about 6,000 users visit the site daily, of which 95 per cent come from ICICI Bank’s retail branches. And more than 40 business divisions actively participate in the KM effort to contribute and publish content. Today, there are more than 14,000 individual items, about 1,000 daily searches for information and more than 16,000 interactive postings.

The WiseGuy KM portal also encompasses a variety of sections including: document management; news inside and outside the organisation; digital resources such as trade and news journals, research reports, maps, directories, currency and time calculators; information on the various business groups and group companies, complete employee information; and, interactive sections such as discussion forums, query boards, book reviews, online quizzes, the rewards and recognition scheme, and so on.

Wise Wednesdays

Early on, we realised that several senior people were reluctant to type and post submissions to the portal. So we invited them to share their tacit knowledge in an informal manner and the WiseGuy Knowledge Leader Series (KLS) was born.

Guest speakers included experts on various topics, such as advanced finance, and internal business heads who were delighted to be invited and were willing to give it a try. KLS evolved to include even chief the financial officers and CEOs of renowned companies in India, who have spoken on the topics of leadership and strategy.

Called ‘Wise Wednesdays’, we have conducted more than 60 KLS in various formats over a period of three years from 2001 to 2004. It contributed immensely to our WiseGuy brand and really helped to build the popularity of KM in ICICI Bank and, overall, gave our KM efforts huge visibility.

In another experiment, we set aside some time once a week for a knowledge café in the canteen of our Mumbai headquarters. Similarly, we tried a variety of other formats, including informal ‘brown bag’ concepts, in which staff would be invited to bring their lunch along to a presentation on a particular subject by a notable individual, to web conferences and live webcasts, so that any user in any location could participate. KLS encouraged face-to-face, live interaction and KM was therefore not seen purely as a portal activity.

Not all of these were successful. For example, our knowledge cafes had to be abandoned because the noise in the canteen proved too distracting, while some of our speakers for the brown-bag presentations felt offended that staff were tucking into their lunches while they were presenting about weighty topics.

Corporate learning

The ability to learn across the group and from team mates is a very powerful tool. We aim to build a learning environment by encouraging collaboration and push mechanisms, including a webzine e-mail to every employee before 9.30am. The Daily Dose, as it is called, is a summary of what is new in the outside world and on the portal. It features headlines, opinions, polls, happenings, customer appreciations, newsletters and other regular updates.

Again, one of the main benefits of the Daily Dose is the high profile it lends to our various KM initiatives. When we polled staff, almost 97 per cent said that The Daily Dose represents an important part of their working day. By delivering it direct to their mailbox, it helps the KM team to capture the ‘mind space’ of employees as soon as they sit down to work in the morning.

Other tools we use include Newsroom, a space on the intranet where daily news headlines are published. Here, staff can look up all the newsletters published by internal business groups, media releases, as well as tracking what our competitors are up to. Then there are ‘K-mailers’, which are short, one-page reviews on any one of 33 topics in six categories; internal newsletters from various domain specialists; online quizzes; ‘word power’ articles or glossaries; training modules; and, a whole library of online research tools.

Query Board, a central, interactive frequently asked questions repository by and for staff, is where they can post any work-related queries, such as the number of cheques that can be deposited at any one time, customer credit questions, cheque returns and so on.

Indeed, anything work-related that demands authoritative responses from colleagues and in-house experts. It serves as the fastest and most reliable source for feedback on queries or doubts related to workplace rules, policies and procedures, technical know-how and much more. Remarkably, the average response time to a query ranges from five to 15 minutes, but never more than one day from the time the query was posted.

In addition to Query Board, we also offer a more general discussion forum on the intranet where staff can talk about finance, business and economy-related topics. Discussions on our forum revolve around topics highly relevant to the work in the bank, such as the automatic cheque book re-order system and solutions for detecting fake bank notes.

Managing documents on WiseGuy

The digital assets on WiseGuy represent a vital element of our KM programme. WiseGuy’s document-management system offers a managed view into otherwise overwhelming enterprise content and provides users access to personalised content with team-specific interfaces to improve collaboration.

Centralised and distributed publishing capabilities mean that users are empowered and can contribute their own documents, define them, schedule updates and so on. Furthermore, the portal manager enables business groups to generate their own template-based, database-driven mini-websites using an extremely flexible front end, point-and-click tool.

The content is classified and organised by use of a simple tree view for easy navigation, supplemented by a search tool for easy retrieval. Information can be located within two or three clicks, or less than a minute of searching. Other key features include easy identification of documents by author, date, posted comments and even queries.

The system helps to preserve the organisation’s intellectual capital, as it is able to capture information so that it is not lost even when a person leaves the organisation. To encourage participation, ‘sticky’ features on the portal include opinion polls, cartoons, tips, word of the day and tools available to business teams to conduct surveys and online quizzes.

Technology platforms

Much of what is deployed to support our various KM initiatives is custom-developed, but the tools are supported on a variety of standard hardware and software platforms, particularly Microsoft Windows, Linux, Microsoft Office, OpenOffice (the open-source alternative to Microsoft Office), and a host of other off-the-shelf and custom applications.

Implementation was eased by the fact that it was not one single mega project, but a combination of many experiments and modular launches. This means that we nurtured what worked and discarded along the way any elements that plainly did not work.

One early project was a ‘Yellow Pages’-style directory for the entire corporate group. These, of course, are quite common KM tools, helping put staff in direct contact with one another. The result, Peoplefinder, is the experts’ directory that employees use to locate others and update their own profile with interests, areas of expertise where they can help colleagues and other relevant information. Creating it was like opening the doors and windows in a dusty house shut for many months as people who did not even know who was sitting on the same floor as them suddenly got ‘connected’ and it continues to be one of the most-used sections.

Many implementations began as line-of-business pilots. ‘At your Service’ is one such example in which employees who are also customers of the bank can talk directly with the product and process teams for personal banking issues. With a back-end plug-in to the call centre it serves the dual purpose of learning while solving problems. It was so effective that it was replicated for other teams too.

Compliance, quality and customer service

In 2002, the bank launched its quality programme to achieve the relevant certification levels throughout the organisation. Naturally, KM’s role was to support the quality team and we did this by building a KM mini-portal on quality. This quality ‘portlet’ maintains the background material, documents on Six Sigma methodology, international quality standards, certifications and everything else that relates to the organisation’s endeavours in maintaining quality levels. Staff can also post and respond to queries and interact with the quality experts.

KM tools and techniques are also deployed so that customer-service teams and those staff who deal directly with the public can share almost everything related to customer complaints and service quality issues, from branch and customer satisfaction with cash machines, to standard templates, letters, tools, to recognising and celebrating customer satisfaction benchmarks and people who have achieved it. The various activities, contributions and postings help spread the good practices throughout the bank.

Of course, banks today have to deal with growing regulatory demands, including circulars and notices from the regulatory authorities that must be followed to the letter. We therefore created E-Circulars to inform and educate staff on regulatory and compliance matters. It is used by designated senior managers who have a duty to inform employees on guidelines issued by various regulatory authorities as they affect the bank’s policies, products and processes. It is not all one-way. Recipients can also be tested with four or five key questions to ensure that they broadly understand the content.

Beyond the surface to the soul

This is a phrase from a very useful book on the topic. It states that KM is not just a set of techniques or practices. If that were so, it would not have been difficult for other manufacturers to copy the Toyota Production System, for example, even though the details have been relayed in books and Toyota even gives tours of its manufacturing facilities – it is no secret. The difference is in its philosophy and perspective about such things as people, processes, quality, continuous improvement and other factors that represents not just the surface – what you can see – but the inner soul.

This has become increasingly relevant with the realisation that few jobs are well structured or well defined. Instead, knowledge work is defined at the point of need by the issues, problems or opportunities that arise. Researchers and authors Pfeffer and Sutton asked why it was that with so much education and research, management consulting, books and articles, that the little change that does occur often happens with such great difficulty. They concluded it was because knowledge of what needs to be done frequently fails to result in action or behaviour consistent with that knowledge.

This is what they called the ‘knowing-doing gap’. Their study analysed how some organisations are consistently able to turn knowledge into action while others fail. Their findings suggest that it is management practices that either create or reduce the knowing-doing gap. In our work, the KM team used their insights as a guiding philosophy.

Rather than waiting for culture to change, we banked on change impacting the culture. We tried to make it fun and prestigious and persuaded leaders to champion our KM efforts. In experimenting with so many new things and new ways of doing old things, risk taking was encouraged and mistakes were not considered fatal.

Marketing, it is frequently said, is absolutely key to encouraging the use of KM systems. At ICICI Bank, employees are encouraged to participate and contribute by way of rewards and recognition. First, the very fact that contributions are published on the portal along with ownership details gives employees a sense of recognition for everything they do.

Every contributor earns ‘K-Points’ for contributing anything from an article to documents, queries, responses to queries, initiating a discussion and even just rating discussions. A separate section on the intranet is dedicated to the ‘knowledge champions’, displaying the top contributors based on their ‘knowledge quotient’. This KQ is also prominently displayed on their home page next to a personalised welcome message. ‘K-Cash’, an earlier version of the rewards scheme, enabled employees to redeem gift vouchers online for the points they earned. And knowledge leaders who spoke in the Knowledge Leader Series, as well as knowledge champions, were given certificates signed by the managing director and CEO of the bank.

Marketing KM, we found, is all about making connections, so we didn’t hold back. Early on, we moved to win over senior management to help us evangelise our work. Then there were mailers, posters, group presentations, off-site meetings, open house sessions on KM, regular publishing on the portal, surveys, a KM newsletter, even bare-faced gimmicks. When, for instance, WiseGuy completed its first year, employees who logged on to their machines in the morning were surprised by a short 40-second video embedded in an e-mail with bank director Chanda Kochar delivering

a message on the value of KM, congratulating them and urging them to use it more. It had the whole company talking about it for days and successfully generated further interest in KM at ICICI Bank. However, user tools were kept relatively free of catchy, gimmicky names in favour of simple, explanatory terms that explained their purpose. For instance, we eschewed names like Guru, Oracle, Solomon, Answer Point and any number of catchy acronyms in favour of the simpler Query Board, Discussion Forum and E-Circulars.

This helped us to stand out from the crowd. Users, we feel, appreciated having something plain vanilla whose purpose they could understand and relate to. The care we took in marketing was reflected in other ways. For instance, early on the KM team would use internal marketing campaigns inspired by topical themes, but this was stopped when we realised that it would not be relevant to everyone throughout India – let alone in London, Moscow and Toronto.

The short history of KM in ICICI Bank has not been plain sailing. Having a director throw his weight behind the project certainly provided an initial thrust. It sent a positive signal across the organisation that the top brass were serious about KM, but it also ran the risk of being perceived as a pet project or flavour of the month.

While many employees actively use the portal, there are gaps in pockets among mid-level managers. ‘I know best’ and ‘not invented here’ attitudes remain a barrier. Knowledge sharing is not tightly linked to staff appraisal and neither are knowledge management activities mentioned in ICICI Bank’s balanced score card index – if it were, it may be a different matter.

Certain measures can be a double-edged sword. For instance, one team started an internal initiative in which they asked team members to submit suggestions, linking their participation to performance indicators and making it a part of an employee’s mandatory goals. However, it was soon observed and reported that some staff were taking ideas from WiseGuy and submitting them to their group system. Such instances undermine or detract from the overall process and can stoke internal conflict.

From a technical perspective, the KM initiatives have done a better job of capturing internal and external unstructured information, such as documents and ideas and in harnessing external structured data such as content and databases versus internal structured data, such as data warehouses, enterprise resource-planning applications and databases. Disparate systems can create fatigue and/or confusion among users about which one to use.

First-generation KM revolved around creating processes to capture, codify and organise knowledge for retrieval. In second-generation KM, knowledge flows becomes more important than the knowledge itself. The third generation of KM involves easing the creation of new knowledge, innovation and improving organisational performance. Maturity levels vary according to the applications within each teams.

At ICICI Bank, the business leadership team, by sponsorship and example, has outlined principles of action that stipulate that employees must actively share knowledge and seek out colleagues’ expertise to solve problems and/or improve processes. KM at ICICI Bank was started in a non-dictatorial manner and its use is voluntary, but a programme of this nature cannot be expected to continue on momentum. But to the average employee in the bank, KM now is no longer strange or a novelty, but has become the ‘way we work’.

So while we build for scale, we design for the soul. The KM team is encouraged to be open-minded, to bring in outside resources and to avoid being ego-driven – to find solutions within only. When this is done, it is a value arbitrage and a not cost arbitrage.

On many occasions it is not about KM strategy, but survival strategy. Simply ensuring that the proposals and projects see the light of the day, ensuring they are nurtured and survive initial skepticism and hiccups.

Finally, it is about speed, about the youth and their energy, about collaboration and co-operation.

Deepa Prabhu is the head of knowledge management at ICICI Bank. She can be contacted at [email protected]

WiseGuy contributions

WiseGuy has assisted the organisation in a number of ways. It has helped:

In the creation of a common storehouse of knowledge; Staff identify sources of in-house expertise; In the development of a sense of ‘belonging’ among staff; Save the bank money; Improve our employee’s decision-making ability; Empower staff; Provide a means for staff to upgrade their skills; Staff to plan their career movements; Provide a platform for recognition of contributions made to the bank.

What really continues to work in favour of WiseGuy is the way that it helps to engage employees. This is the result of the philosophy and management practices and small decisions taken on a day-to-day, case-by-case basis. Some insights may be capsulated as follows:

Listen, listen, listen. Then listen some more; Speed is of the essence – lead, don’t follow; Maintain the intrinsic organic nature and growth versus design and diktat; Don’t kill any idea – however small; Tap the collective energy; Compassion and caring – most employees are struggling with personal issues of work-life balance and stress. If KM helps decrease this, you have a convert; Sensing underlying concerns; Team work, every time.

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