State Bank of Travancore

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State Bank of Travancore Reviews

11 Reviews
11 Reviews
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    Job security - Yes ; Job satisfaction - No.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Assistant Manager - Accounts in Thiruvananthapuram (India)
    Former Employee - Assistant Manager - Accounts in Thiruvananthapuram (India)

    I worked at State Bank of Travancore full-time (more than 3 years)


    Compensation - Meager (considering officers have no defined working hours). No annual bonus for officers. Financial perks such as fuel allowance, late sitting allowance (which one gets even if they hardly sit late), allowance for filling ATMs etc are the factors which make the salary from pea nuts to Meager. (Around INR 32000/month).

    Housing: The bank provides leased accommodation at place of posting but if you are posted at your home town with a house of your own or your parents this does not factor in and HRA is negligible.

    Work: Great place to learn everything about retail banking. In 3 years I learned pretty much to handle a branch with business of INR 200-250 crores. No fixed job description when it comes to type of job. All jobs need to be done, irrespective of whether it is in your profile or not (which is ok to learn but not in the long term).

    Co-workers: I have come across some of the most smartest people who love their job and love helping others. Though this cannot be generalized.

    Job security: If you are looking at a job where you never want to feel threatened about getting fired even if you come sit and have tea and leave. This is it. You may get sidelined but never fired.


    Compensation - Meager, considering one has to clear a national level exam to get recruited. It has be to borne in mind that any compensation aspect has to be negotiated between the IBA and the association. Thus, negotiation forms the basis of compensation and not any formal structure based on scientific study.

    Work: Variety in work is good to learn but if it continues in the long term it will clearly lead to errors and mistakes on the part of the employee and the loss is to be borne by the employee (financially). It is common for officers to handle daily business transaction, maintain ATMs, conduct gold pledging and release transactions, setup internet banking and related issues and handle customer relations. There is no organised separation of work and customer service usually depends upon the efficacy of the officer concerned.

    Promotion: Growth is time bound to an extent and irrespective of how good you are. You may be excellent and yet you will be considered as per the regulations laid down. The organisation does not identify individuals and groom them to be part of senior management (though it is usually considered, if one joins as a Probationary Officer, he would climb up to the level of at least AGM or DGM). Training of staff is not regular and mandatory once career kick starts.
    Work-Life Balance: Work life balance is good as long as you choose not to work. Not many can be like that. I have heard accounts of officers sacrificing family priorities to finish up work. On an average an officer works for 10-12 hours ( this may be willingly or unwillingly).

    Co-workers: To work with a clerical cadre in SBT, one needs flexibility like a jelly. Hierarchy and disciplinary action hardly matter to them. Majority of the work force are due to retire soon and have formed their own impressions of customer service which is not in sync with current generation. Management does not allow taking action against clerical members. This leads to over working of those clerical members who choose to work and this eventually leads to them becoming obstinate and unrelenting when work is delegated to them.

    HR management: Regular bankers are appointed in the HR department leading to unprofessional management of HR policies. Though i believe this is the case of most Public sector banks.

    Advice to ManagementAdvice

    Link between Management and Branch : I have hardly come across any member of the senior management visit branches, even when it is near to their place of residence. This is important as this not only motivates staff members but also creates a sense of responsibility among the staff members.

    HR management: Hire professional HR managers from the market or recruit as specialized cadres like IT or economists.

    Attrition rate: People with caliber will leave. This has to be checked. You can always replace him but at the cost of your company.

    Fast Channel promotions: Identify individual exemplary officers and chart out a career plan with them. This will make them stick to the organisation even if they will have to sacrifice on salary.

    Open branches : Open branches considering your staff position. Keeping small but providing excellent customer service will keep organisation alive. Stretching out far and making customer service worst will not fare well.

    Doesn't Recommend
    Negative Outlook

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