CAIIB Human Resources Management Syllabus 2025 And Exam Pattern

CAIIB Human Resources Management Syllabus 2025: The Indian Institute of Banking and Finance (IIBF) has outlined the syllabus for the Certified Associate of Indian Institute of Bankers (CAIIB) Course. The CAIIB Syllabus 2025 has recently been revised to enhance the course’s relevance and to stress a more profound comprehension of concepts. The CAIIB 2025 Exam Schedule for both cycles for the Financial Year 2025-26 will be revealed shortly. The syllabus is an important tool for effective exam preparation, so we have included a comprehensive analysis of the CAIIB Human Resources Management Syllabus 2025, organized module-wise.

CAIIB Human Resources Management Syllabus 2025

CAIIB Human Resources Management Syllabus

Module A: Human Resource Management

• Fundamentals of HRM Fundamentals of HRM; New Insights into HR Management; Ethics in Human Resource Management (HRM)
• Organisational Behaviour Behavioural Dynamics in Organisations; The Person – Job Fit; Group Dynamics; Leadership and Team Effectiveness; Some Contemporary Approaches to Leadership; Transformational Leadership; Human Resource Implications of Benchmarking; Quality Initiatives in Organisations; ‘Quality Circle’: A HR Strategy to Quality Improvement; ‘Six Sigma’: A Model for Improving in Business Processes; Positive Attitude: The Core Behavioural Capital of Organisations; Stress Management; Business Etiquettes
• Organisational Change Change and Development; Change Agent; Managing Change; John P Kotter’s eight step to successful change; ‘Responsibility Charting’
• HRM in Indian Banks Traditional Role of HRM in Indian Banks; Expectations from HR Department; Changing Profile of ‘HRM’ in Banks; Major HRM Challenges Facing Banks; Core Banking and People Challenges
• Knowledge Management Concept of Knowledge Management (KM); Significant Features of Knowledge Management; Knowledge Management in Banks; IT & Database Management

Module B: Building an HR Strategy

• HR as a Strategic Player HR as a Strategic Player & Strategic HRM; HR Strategy Formulation and Implementation; Need for a Distinctive HR Strategy; Creating Business Value Through HR Strategy; ‘Factor Analysis’ in HRM; Connecting ‘Strategy’ to Organisations; Strategy Execution; Aligning HR System with Decision Framework
• CEO and his/her Team Roles and Responsibilities of CEO; CEO and Talent Management; Executive and Line Managers; Succession Planning; ‘Job Family’: An Integrated Model for sustained Succession Planning & Talent Management; Human Resource Audit
• Communication Organisational Communication; Types of Communication; Barriers to Effective Communication; Steps for Effective Communication; HR and Communication
• HR Functions Human Resource Planning (HRP); Recruitment and Selection; Impact of Technology on Critical HR Functions; ‘Social Media Policy’ for Organisations : Need and Contents thereof; Compensation; Incentive Based Compensation; Attrition/Turnover Management; Employee Risk Assessment Systems in Banks
• Performance Management Performance Management System (PMS); Performance Appraisal System; 360-Degree Appraisal; Competency Mapping; Key Result Areas (KRAs)

Module C: Motivation, Training and Skill Development

• The Learning Process Human Implications of Organisations; The Learning Theory; The Learning Process; Employee Behaviour
• Employee Motivation Types of Motivation; Motivational Theories; Employee Attitude Development; Practical Applications of Motivation; Job Enrichment; Job Enlargement; Job Rotation; Job Satisfaction
• Employee Development Basic Objectives of ‘Training’; Training & Development: Its Need; Concepts and differences of ‘Training’, ‘Development’ and ‘Learning’; ‘Training Need’: Methods for Identification of Training Needs; Role and Impact of Training; Changing Face of Banking in India; Future of Bank Education in India
• Training Methodology Subject Matter of Training: ‘Learning Organisations’; Training Methodology; Current Trends in Training; Types of Training; Benefits of Training; Training & Career Development; Soft Skills Training; Challenges in Training in Banks; Training Infrastructure in Banks; Talent Management; Creative Talents & Dynamic Leadership: A Winning Combination; Strategies to hone up Leadership Skills; Training for the New Generation; Return on Investment (RoI) on Training; Measuring the Success of Training; Best Practices in Training to Help Organisations

Module D: Personnel Management and Industrial Relations

• Industrial Relations (Part A) Personnel Function; Legal Aspects of Personnel Function; Legislation on Working Conditions; Industrial Relations Code 2020; Legislation on Wages; Legislation on Social Security; Legislation on Employment and Training; The Changing Scenario
• Industrial Relations (Part B) Historical Background of Trade Union Movement; Trade Unions in Banks; Industrial Relations; Collective Bargaining
• Employee Discipline (Grievance Redressal and Discipline) ‘Grievance’: Concept and Definition; Causes & Effects of ‘Grievance’; Grievance Redressal Mechanism; Conflict Management; Management Dilemma
• Workers’ Participation in Management (WPM) ‘Participation’: Concept & Definition, Types; Methods of Participation; Indian Banking Experience on Workers’ Participation in Management (WPM)
• Employee Discipline (Discipline Management) Discipline at Workplace; Discipline Management; Disciplinary Rules in Banks; Domestic Enquiry; Frauds in Banks; The Risk Attached to Delegation of Financial Powers; Need for Vigilance Department in Banks; Diversity and Gender Issues; Dealing with Cases of Sexual Harassment; The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 (POSH ACT)

Module E: Emerging Scenario in HRM

• Contemporary Practices in Employee Engagement Concept and Definition of ‘Émployee Engagement’; Various features and characteristics of ‘Employee Engagement’; Drivers of ‘Émployee Engagement’; Need for creative strategies for engaging Gen ‘Y’ Employees; Contemporary ‘Employee Engagement’ strategies; ‘Work From Home’: Emerging New Normal in Organisations; Strategies to Keep Employees Engaged When They are Working From Home (WFH); ‘Hybrid Model’ of working: Unifying the Physical and Virtual; ‘U-Work’ & ‘Ópen2u’: New and Novel Employment Models; Legal Frame-Work in India to Regulate New Models of Work
• Organisational Culture & Creativity: New Imperatives Definition and Characteristics of ‘Individual Culture’ and ‘Organizational Culture’; Concept and Features of ‘Individual Creativity’ and ‘Organisational Creativity’; Distinction between ‘Creativity’ & ‘Ínnovation’; Impact of ‘Culture’ on ‘Creativity’ and Vice-Versa in Organisations; Essential Qualities of a ‘Creative Leader/Manager’; Strategies to Create ‘Ethical Organizational Culture’
• ‘Corporate Sustainability’ & ‘Green HRM’: A Social & Environmental Approach to People Management Concept of ‘Corporate Sustainability’; Evolution from ‘Strategic HRM’ to ‘Sustainable HRM’; Various Forms of ‘Sustainable HRM’; ‘Green HRM’: An Environmental Approach to HRM; ‘Green HRM’ Practices in Banking Industry: Possibilities and Prospects; The Way Forward
• ‘HR Analytics’, ‘HR Entrepreneurship’ & ‘AI-Based HR Solutions’: New HR Trends for Future ‘HR Analytics’: Conceptual Understanding; ‘HR Metrics’ vs ‘HR Analytics’; Advantages and Disadvantages of ‘HR Analytics’; ‘HR Entrepreneurship’: The future Buzzword; Introduction to ‘Artificial Intelligence’; Role of ‘Artificial Intelligence’ in HR Functions
• Leading in a ‘VUCA’ & ‘BANI’ Scenarios: New Approaches in ‘Crisis Management’ ‘Crisis’: Concept, Definition, Features & Sources; ‘Crisis Management’: Concept, Features & Need; Four Levels of ‘Uncertainty’: Strategies to Manage; ‘VUCA’: Gravity-Driven Approach to ‘Uncertainty’ and ‘Crisis Management’ in Organizations; Evolution of ‘BANI’ Approach in Crisis Management; ‘VUCA’ or ‘BANI’: Which is to be the Vision for Organisations to Deal with the Crisis?; Typical Models of ‘Crisis Management’ Process; Role of HR in ‘Crisis Management’ Process; Leadership Role in ‘Crisis Management’; Role of Employees in ‘Crisis Management’
• ‘Business Ethics’, ‘Corporate Governance’ & ‘Corporate Social Responsibility’: A Winning Combination for Organisational Excellence ‘Business Ethics’: A Treasure of Trust; Areas of ‘Business Ethics’; Theories of ‘Business Ethics’; Characteristics of an ‘Ethical Organisation’; ‘Corporate Governance’: Shareholders’ Primary; Major Best Practices for Improving ‘Corporate Governance’; Ethical issues in ‘Corporate Governance’; ‘Corporate Social Responsibility’(CSR): A Resolve Towards Commitment to ‘Business Ethics’ & ‘Social Wellbeing; Various Models of ‘Corporate Social Responsibility’; ‘Corporate Social Responsibility’: Indian Experience

CAIIB Human Resources Management Exam Pattern 2025

• CAIIB Human Resources Management Exam Pattern 2025 consists of 100 objective type multiple choice questions based on case studies and each question carries 1 mark. The Institute may however vary the number of questions to be asked for a subject.
• There may be some numerical questions in some of the CAIIB Elective subjects where no options will be provided. These questions will not be in the MCQ pattern and the answer has to be keyed in by the candidate.
• The CAIIB Human Resources Management Exam is held via Online Mode only
• There will be no negative marking for wrong answers.
• Questions for the examination will be asked for: i. Knowledge testing ii. Conceptual grasp iii. Analytical/ logical exposition iv. Problem solving v. Case analysis

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