Manuscript Number : GISRRJ258335

The success of any banking institution in the modern era heavily depends on the strength and agility of its workforce. In this context, training and development serve as critical pillars for fostering organizational effectiveness, individual performance, and sustained competitiveness. This study titled “Strategic Evaluation of Training and Development Practices in Canara Bank: A Pathway to Performance Excellence and Employee Empowerment” aims to evaluate the design, delivery, relevance, and impact of training and development initiatives at Canara Bank based on a sample size of 142 employees across diverse branches and job functions. The research employed a structured questionnaire segmented into demographic and analytical sections to collect data on employee experiences and perceptions related to training programs. The sample covered respondents across age groups, genders, educational qualifications, and varying lengths of professional experience. The analysis revealed a generally positive attitude toward Canara Bank’s training ecosystem, with a majority of participants recognizing its influence in improving technical and interpersonal skills, customer handling capabilities, and role clarity. It was found that nearly 62.7% of the employees agreed or strongly agreed that training positively impacted their job performance, indicating the effectiveness of the current practices. Additionally, the study highlighted that 58.4% of the respondents felt the training programs were aligned with their job requirements, affirming the strategic relevance of content delivery. However, around 20.4% of employees remained neutral, and 21.2% expressed dissatisfaction with the alignment, suggesting a need for enhanced customization of training modules. A key observation was the inconsistency in training frequency, where 38.7% of respondents said training was conducted occasionally and only 34.3% noted frequent sessions. This reflects variability in program accessibility and emphasizes the need for a more standardized, consistent training schedule. The research also underlines the importance of content clarity and structured planning. A significant portion of employees reported that the training objectives were communicated effectively, which enabled them to engage better during sessions. Furthermore, training was perceived not only as a medium of knowledge acquisition but also as a stepping stone for career advancement. Employees linked their participation in training sessions to internal promotions, rewards, and performance evaluations. Despite these strengths, the study also pointed to certain gaps. Participants suggested a stronger role for the Human Resources (HR) department in continuously evaluating the effectiveness of training modules and ensuring timely delivery. It was observed that training formats such as simulations, practical case studies, and real-life problem-solving exercises were more appreciated than theoretical lectures, implying a preference for experiential learning approaches. Looking toward the future, the paper identifies emerging areas of improvement and innovation. With the banking sector undergoing digital transformation, technologies like Artificial Intelligence (AI), Augmented Reality (AR), Virtual Reality (VR), and Learning Management Systems (LMS) present immense potential for personalized, immersive, and adaptive training experiences. Introducing microlearning platforms and gamified learning models can further enhance engagement, especially among younger, tech-savvy employees. The study recommends adopting such forward-looking tools to position Canara Bank as a digitally agile and learning-oriented institution. In conclusion, this research affirms that Canara Bank has laid a strong foundation in the domain of employee training and development. Its initiatives have positively influenced performance, motivation, and employee satisfaction. However, to further strengthen its human capital strategy, Canara Bank must focus on real-time feedback mechanisms, content customization, technological integration, and a culture of continuous learning. By aligning training initiatives more closely with individual growth paths and organizational goals, the bank can build a resilient, future-ready workforce that thrives amidst industry challenges and opportunities.