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HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT

SUBMITTED TO: MISS SHUMAILA SUBMITTED BY: DARK HORSES

NAMES: MUHAMMAD USMAN AMIR YASIN SHAOIB HASSAN ALI FARASAT MAZHAR HUSSAIN

ROLLNUMBERS: MC10225 MC10239 MC10211 MC10229 MC10210

HUMAN RESOURCE MANAGEMENT

ACKNOWLEDGEMENTS
In the making of this project of HRM on the topic of training and development we would like to thank ALLAH ALMIGHTY without whose blessings we would have ever been able to complete this project and acknowledge the efforts of the group members of dark horses group. We would also like to thanks our course incharge for human resource management Miss Shumaila for her sincere cooperation and assistance and guidance that she has given us during the making of this project.

HUMAN RESOURCE MANAGEMENT

We dedicate our project to Allah Who has created us as crown of creation and enable us to learn. Our Parents Who always appreciate us in every step? To our teachers at all stages of study specially;

Who always guided us in right direction and developed our personality as a useful citizen for the society and beyond them, to all of our friends from whom we learned much and complete of our tasks. And finally,

Our Class Fellows

We are really thankful to our class fellows who always give us their favors and motivate us in right direction. It was great fortune for us to study with so competent students. What we learn in this whole program they contribute as much as our teachers.

HUMAN RESOURCE MANAGEMENT

EXECUTIVE SUMMARY
This project relates to the subject of human resource management and purpose of this project is to develop the report on the human resource management systems and policies of two banking companies in Pakistan. The reason for choosing service sector for this report is that importance of human resource management in service sector is more important than any other sector. The two companies selected for this report of HBL and standard chartered bank. The report shows the detail of the human resource of two banks and shows how the different functions of human resource management are performed in these organizations. For the sake of research the human resource management departments of the companies were visited and unstructured interviews with the human resource managers were conducted. The information collected was then put forward in the form of the report that shows the comparative analysis of the two companies. The assignment also shows the chart of comparative analysis human resource department in the companies and conclusion and recommendation for the companies are also provided

HUMAN RESOURCE MANAGEMENT

Table of contents
Executive summary Chapter 1: Habib bank limited 1. Introduction and history 2. Human resource of HBL 3. Human resource department of HBL Functions of human resource department at HBL 4. Staffing 4.1 Human resource planning 4.2 Recruitment 4.3 Selection 5. Training and development 5.1 Orientations 5.2 Employee training 5.2.1 Training process 5.2.2 Training methods 5.2.3 Training programs 5.3 Employee development 5.3.1 Development programs

HUMAN RESOURCE MANAGEMENT

6. Motivation 6.1 Performance management 6.1.1 Performance appraisals 6.2 Compensation management 6.2.1 Compensation management at HBL 6.2.2 Compensation strategy 6.3 employee benefits 7. Maintenance 7.1 Health and safety 7.2 Employee relation 7.2.1 Interpersonal communication 7.2.2 Conflict management 8. Conclusion Chapter 2: Standard chartered bank 1. Introduction and history 2. Human resource of SCB 3. Human resource department of SCB 4. Staffing 4.1 Human resource planning 4.1.1 Strategic human resource planning 4.1.2 Functional human resource planning 4.2 Recruitment

HUMAN RESOURCE MANAGEMENT

4.3 Selection 5. Training and development 5.1 Employee training 5.2 Employee development 6. Motivation 6.1 Performance management 6.2 Compensation management 6.3 Employee benefits 7. Maintenance 7.1 Health and safety 7.2 Employee relation 8. Conclusion Chapter 3 Comparative analysis chart Conclusion and recommendations References

HUMAN RESOURCE MANAGEMENT

CHAPTER 1

HABIB BANK LIMITED

HUMAN RESOURCE MANAGEMENT

SECTION I
1. INTRODUCTION AND HISTORY
HBL established operations in Pakistan in 1947 and moved its head office to Karachi. The first international branch was established in Colombo, Sri Lanka in 1951 and Habib Bank Plaza was built in 1972 to commemorate the banks 25th Anniversary. With a domestic market share of over 40%, HBL was nationalized in 1974 and it continued to dominate the commercial banking sector with a major market share in inward foreign payments (55%) and loans to small industries, traders and farmers. International operations were expanded to include the USA, Singapore, Oman, Belgium, Seychelles and Maldives and the Netherlands. On December 29, 2003 Pakistan's Privatization Commission announced that the Government of Pakistan had formally granted the Aga Khan Fund for Economic Development (AKFED) rights to 51% of the shareholding in HBL, against an investment of PKR 22.409 billion (USD 389 million). On February 26, 2004, management control was handed over to AKFED. The Board of Directors was reconstituted to have four AKFED nominees, including the Chairman and the President/CEO and three Government of Pakistan nominees.1 The top management or the board of directors is constituted of 7 members who are headed by the Zakir Mahmood who is the president and also the chief executive officer (CEO) followed by the chairman Sultan Ali Allana and 5 other board members or directors. Furthermore, the management is composed of 22 members including the CEO and these members head the various departments of HBL. The HBL also has an audit committee which has three members. HBL has 4 kinds of business which include retail banking, investment banking, commercial banking and consumer banking. HBL has the largest branch network in Pakistan with largest consumer deposit base. It has total of 1437 branches throughout Pakistan. It also provides advisory services in investment banking and handles over 80% of all transactions taking place in Pakistan. In consumer banking it provides housing finance VISA debit card, credit card and it is a primary dealer in government paper.

http://hbl.com/about-us-history.php

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The HBL has also a very active human resource department which is responsible for all the human resource management practices and for performing the human resource management functions. In the next section we will discuss the performance of the human resource management functions by the HR department at HBL.

SECTION II
2.1 HUMAN RESOURCE OF HBL
The human resource of any organization is a very important role in the functioning of an organization. The importance is further increased in case of service organization like a bank and employees than become more important for the organization. The human resource department of HBL is very active and is one of the best human resource departments in Pakistan as well as worldwide. Now we show the details of the workforce at HBL and the structure of human resource at HBL. HBL is headed by the president and the CEO followed by 10 senior executive vice presidents and 29 executive vice presidents which are followed by 154 senior vice presidents and 420 vice presidents, 831 assistant vice presidents and then there are 2350 officers in grade I and 4108 officers in grade II, 3364 officers in grade III and other 10658 clerical or non clerical employees. The total staff is 23022.

2.2 DISTRIBUTION OF HUMAN RESOURCE

HUMAN RESOURCE OF HBL

PRESIDENT /CEO PPPPPPPPPPPP

SENIOR EXECUTIVE VICE PRESIDENTS 10

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EXECUTIVE VICE PRESIDENTS

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SENIOR VICE PRESIDENTS 154

VICE PRESIDENTS 420

ASSISTANT VICE PRESIDENTS 831

OFFICERS GRADE I 2350

OFFICERS GRADE II 4108

OFFICERS GRADE III 3364

CLERICAL AND NON CLERICAL STAFF 10658

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This is the detail of the workforce at HBL and it shows how the workforce is spread at the different levels of the organization and it also shows that the volume of the workforce at HBL is very huge and this factor also increases the importance of the human resource department for the organization.

SECTION III
3 THE HUMAN RESOURCE DEPARTMENT OF HBL
HBL has a very active human resource department which is headed by Dr. Fareed Moeen Ud Din. The human resource department is dedicated to performing the functions of human resource management in the organization that includes recruitment, selection and hiring of employees. It then also ensures performance management and provides compensation and other benefits to the deserving employees. Similarly for the training and development of the employees it has a separate department by the name of learning and development which is headed by Mirza Saleem Baig.In this part of the assignment we are going to see how are the functions of HR performed by the human resource department of Habib bank and what kind of systems and practices are being used for performing these functions.

3.1 MISSION STATEMENT OF HR DEPARTMENT:

To be recognized as the leading financial institution of Pakistan and a dynamic international bank in the emerging markets, providing our customers with a premium set of innovative products and services, and granting superior value to our stakeholders shareholders, customers and employees.

3.2 MISSION
To make our customers prosper, our staff excel and create value for share holders

3.3VALUES AND CULTURE:

HBLs values are the fundamental principles that define its culture and are brought to life in its attitudes and behavior. It is companys values that make its unique and unmistakable. Company values are defined below: 1. Excellence 2. Integrity 1. Customer focus 2. Meritocracy 3. Progressiveness

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FUNCTIONS OF THE HR DEPARTMNT:

The human resource department at Habib bank performs the following functions which are discussed below.

4. STAFFING
Staffing at the HBL includes recruitment and selection process. The staffing function at the HBL is based on meritocracy and it is made to provide equal opportunities to all the employees of the organization. The same procedure is followed for all the jobs from top to bottom in the organization that is from the CEO to the clerical staff.

STAFFING

PLANNING

RECRUITMENT

SELECTION

4.1 HUMAN RESOURCE PLANNING

Human resource or personnel planning is a very important function of the HR department in any organization. It provides the base for effective and efficient recruitment, selection and hiring and if an organization gives importance to this practice it can save time and reduce the costs of staffing. . The recruitment and selection process at the HBL starts with the human resource planning in which the demand and supply of the work force is analyzed and job analysis is done to develop the specifications for each job. This function includes 1. 2. 3. Process of job analysis development of job descriptions development of job specifications

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Now we will see how the process of job analysis is done by Habib bank 4.1.1 JOB ANALYSIS: The job analysis is the base of HR planning as it can guide the HR department on the kind of qualifications that are required for a particular job, the kind of environment that is required and also the kind of training and development programs that are to be provided. In HBL the job analysis is not done by the bank internally rather it employees the services of Sidat Haider Morshid association (SHMA) which is one of the largest HR consultancy in Pakistan. The methods used for job analysis are as follows: 4.1.2 METHODS USED FOR JOB ANALYSIS AT HBL:
(a) INTERVIEWS:

Interviews are a very effective tool for gathering information about a job. The experts of a particular job or employees with vast experience on their jobs are interviewed either individually or in the form of a group to gather information on a particular job. The interviews may be structured, semi structured or unstructured.
(b) QUESTIONNAIRE:

Another method used for the job analysis by HBL is questionnaire. The information may be collected from the same source i.e. Job experts or highly experienced employees on a particular job who are provided with forms to be filled by them and indicate the Job relevant SKAs. The questionnaire may also be open or close ended regarding the nature of job.
(c) POSITION ANALYSIS QUESTIONNAIRE METHOD:

In this method the data is collected through questionnaires but the data is then coded into numerical form and quantitatively analyzed for the process of job analysis.
(d) DEPARTMENT OF LABOR METHOD:

This is another method used at the HBL for job analysis in which different jobs are rated and compared against each other using quantitative techniques. This method is also useful in deciding the compensation or pricing the job.

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3.3.3 DEVELOPMENT OF JOB DESCRIPTIONS AND JOB SPECIFICATIONS: After the analysis of the job by the methods shown above the next stage is to develop the job description and job specifications for each job. Job descriptions are the task, duties and responsibilities and the job specification are the skills, knowledge and abilities that are required for performing the tasks and duties. After the proper job analysis is done for each job and the job descriptions and the job specifications are developed for each job. The process of personnel planning or human resource planning is complete and now the next step is RECRUITMENT.

4.2 RECRUITMENT:
Recruitment is the process of identifying the potential candidates for a job. At HBL the process is done strictly on the bases of merit and the same rule is followed from top to bottom. This ensures the selection of most suitable candidates. The parameters for recruitment at HBL are educational background, skills, and attitude, experience and communication skills. Now we will look at the recruitment process at the HBL and see which methods are followed by the human resource department for recruitment of work force. 4.2.1 ANALYSIS OF POSITIONS AND JOB REQUIREMENT: The process of recruitment starts with the analysis of vacant positions if there are any then the requirement of employees is analyzed that is who are the most suitable persons for the job. This process is done by the help of information collected through job analysis. 4.2.2 IDENTIFYING THE CANDIDATES: The next stage of the recruitment process at HBL which is the actual process of recruitment process is to identify the suitable candidates for vacant positions. For this part of the process t6he again uses the job descriptions and job specifications for each job. 4.2.3 SOURCE OF RECRUITMENT USED: For the recruitment process the following sources are used
(a) EXTERNAL SOURCES:

1. 2.

Advertising in newspapers (Jang, Khabrain, Dawn) Trade magazines (Arora magazines)

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Job sites Out sourcing done by Sidat Haider Morshad Association (SHMA) Job fairs Walk in interviews

3. 4. 5. 6.

(b) INTERNAL SOURCES:

1. 2.

Transfers and Promotions Rehiring of former employees

4.2.4 PRESCREENING AND SHORT LISTING: The last step of the recruitment process at HBL is the short listing of the candidates which are qualified for the job. This process is again done in the light of job analysis and only those candidates are shortlisted which are fulfilling the recruitment of the job. In this way the recruitment process is completed at the HBL, the next phase of this staffing is selection we will now discuss the phase in detail.

4.3 SELECTION:
Selection is the process of identifying the most suitable candidates for a job after a pool of qualifies candidates is identified by recruitment. At HBL the selection process starts after short listing the candidates qualified for a particular job. 4.3.1 INTERVIEWS AND TESTS: The first step in the selection process is tests or interviews of the short listing candidates who have been short listed by the selection board. It depends on the nature of the job whether a candidate will have to give interview or take the test or both at this stage.
1. SELECTION INTERVIEW

Selection interview is conducted for the shortlisted candidates. This is used to judge the skills and abilities of the person only.

FORMAT OF SELECTION INTERVIEW:

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The selection interviews may be in any form i-e 1. 2. Structured Unstructured

MODES OF INTERVIEW:

There can be several modes selection interviews at HBL. These includes 1. 2. Penal interview Structured sequential interview

TYPES OF QUESTIONS:

Many types of questions can be asked in the interviews but at the HBL the interview is divided into four kinds of questions. Situational: To judge the behavior of the candidate at a given situation. Job related: To determine how much the candidate knows about the job. Stress questions: These are targeted at the candidate to judge their tolerance level. Puzzle questions: Questions which are thrown at a candidate so that they get confused.
3. REFERENCE CHECKING:

Another very important part after the selection interviews is the reference checking so to confirm that the information given by the candidate is correct.
4. SELECTION TEST:

Two types of test are conducted at HBL for selection of employees. These are 1. Cognitive ability test

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Physical test
COGNITIVE ABILITY TEST:

2.
3.

It includes two types of test that is intelligence test and aptitude test which are aimed at measuring the intellectual are mental abilities of employees.
1. PHYSICAL TEST:

The physical tests on the other hand measure the health and medical condition of the candidate to ensure that the physical health is good enough for the job. 4.3.2 FINAL SELECTION: After following the procedure about the HBLs selection board is able to select the best available candidate in the final selection.

5. TRAINING AND DEVELOPMENT

Training and development is also very important function of the HR department. HBL has separate learning and development department.

TRAINING AND DEVELOPMENT

ORIENTATION

EMPLOYEE TRAINING

EMPLOYEE DEVELOPMENT

TRAINING PROCESS

SUCCESSION PLANNING

TRAINING METHODS

DEVELOPMENT PROGRAM

5.1 ORIENTATION:

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Just after the final selection of the candidate the orientation is given to the candidate in HBL. The basic objective of this exercise is to provide the candidates or the newly selected employees information about the company and the 1. Employee benefits in the company 2. Personnel or Human recourse management 3. Daily work routine 4. Rules and regulations This is how staffing is done at HBL now we will see how the next HR function. Training and development is practiced at HBL.

5.2 EMPLOYEE TRAINING

The employee training is considered very important at HBL where the employees are trained using different training programs. The section below discusses the process of training at HBL. 5.2.1 PROCESS OF TRAINING: The training process at the HBL comprises of the following steps.
1. Need analysis:

In this stage the job performance skills required employees are analyzed and compare with the actual skills of the employer
2. 3. Instructional design:

It is a schedule of what how, when and where the training is going conducted.
Validation:

In this stage the training program and the instructional design is approved after testing it with a sample.
4. 5. Implementation of the program:

In this stage the program is implemented and training is given to the employee
Evaluation stage:

In this stage the program and process is evaluated to measure its success. 5.2.2 TRAINING METHODS: HBL uses various training method to train it employees these include.

1.

ON THE JOB TRAINING:

In on the job training the employee is trained for the job by during the job. The methods of on the job training at HBL are 1. 2. Coaching or understudy. Transfers or job rotation.

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Special Assignment. Action learning.

3. 4.

(b) OFF THE JOB TRAINING METHODS:

In this case the employee is trained other than his job. Special arrangements are made for this purpose. Off the job training methods used are (1) Case study session (2) Seminars
(c) APPRENTICESHIP TRAINING:

This is a structured process in which skills are improved by a combination of on the job training and lectures to employees. Lectures are provided and practical implementation in observed.
(d) INFORMAL LEARNINIG:

Employees are made to learn about their jobs by informal methods.

(e) EFFECTIVE LECTURES:

To let the employees know more about the jobs lectures are delivered to the employees about the job.

5.3 EMPLOYEE DEVELOPMENT:

The third component of this function is employee development that is important for succession planning and making the employees ready for their future jobs in the organization for their purpose succession planning is done. 5.3.1 SUCCESSION PLANNING: Succession planning is very important for any organization to develop managerial skills in its employees. The main purpose of succession planning is to anticipate management needs and develop replacement charts now we will look some of the development programs use at HBL.

5.3.2 DEVELOPMENT PROGRAM AT HBL:

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Following are some of the development programs use at HBL for employee development and succession planning.
(a). MANAGEMENT TRAINEE:

This program looks for motivated individuals who seem to have to potential in them to be future leader in the organization. They are provided with assignments and classroom trainings to allow them to develop a successful career.
(b). MANAGEMENT ASSOCIATE:

This program is developed and used to be with branch banking requirements. It provides the development opportunity in retail, corporate and commercial banking. In this program employees are given situation to analyze and develop their critical skills.
(c) CASH OFFICERS:

This program in which the successful candidates are brought into the frontline of the organization. They are made as banks ambassadors. The period of this program is 1 month.
(d) INTERENSHIPS:

In the internship program the students of various institutions are provided with practical experience to implement the education and knowledge they have.

6- MOTIVATION
Motivation is another very important function of the HR department. Motivation is necessary for the employees to perform better. At HBL motivation includes

MOTIVATION

6.1 PERFORMANCE MANAGEMENT:

PERFORMANCE MANAGEMENT

COMPENSATION MANAGEMENT

EMPLOYEE BENEFITS

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HBLs performance management and reward systems ensure that the goals are met in the organization in an effective manner. At HBL growth is not a function of time but it is a function of performance. Because only when you perform in the organization you can grow in the organization. The first and foremost things related with performance management are performance appraisals. 6.1.1 PERFORMANCE APPRAISAL: HBL uses bars methods for performance appraisal for this purpose. A performance appraisal form has been designed by the department. The form has two sheets. The first form contain appraisal for junior and clerical staff usually at branch officers. It focuses on two main factors of the performance of clerical staff. The first is area and other is level of achievement. It contains 5 rating points. The first factor area contains 5 subheadings which are 1. 2. 3. 4. 5. Productivity Attributes Technology Customer service Personal` Each area is further categorized into following parts Area A Productivity Job knowledge Ledger posting Volume of work handled Accuracy and attention to detail Area B Attributes Sense of responsibility Communication ability Performing under pressure Manner of speech Area C Technology Speed of work Knowledge of computer Knowledge of internet and e mail Area D Customer service Courtesy to customer Creative response Customer relation

1. 2. 3. 4. 1. 2. 3. 4. 1. 2. 3. 1. 2. 3.

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Area E Personal 1. Health 2. Appearance 3. Integrity and loyalty Each factor is marked with tick with on one of the rating point according to the achievement level. FORM 3 This form contains two big boxes the first box is for the supervisor to give his comments on the appraisal of the clerical employees. The supervisor gives comments and the employees also give comments about the appraisal. The second box is for the overall assessment of the employee performance. In the end the appraisal form is signed by the rater and the appraise. This is how the performance appraisal is done in HBL. Now we will look at the other component of motivation which is compensation management.

6.2 COMPENSATION MANAGEMENT:

The salaries reward and other incentives provided to the employee on the basis of his performance of tasks and duties are called compensation. 6.2.1 COMPENSATION MANAGEMENT AT HBL: HBL focuses on attractive developing and retaining the best employees that are available in the business. 6.2.2 COMPENSATION STRATEGY: HBL compensation strategy combines the need to maintaining high performance. The compensation is provided according to market standards and for this purpose bench marking exercises are conducted to stay with the market standards the employees get compensation and benefits according to performance. Compensation is provided in 2 ways: 1. Financial payments 2. Non financial payments

6.3 BENEFITS TO EMPLOYEES:

Various benefits are provided to the employees with high performances. These benefits include 1-Medical allowance 2-Insurance 3-Residence 4-Vehicle and fuel allowance

7- MAINTENANCE

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The functions of maintenance at HBL include health and safety of the employees and maintain good employee relations. In this section we will discuss that what are the health and safety measures for employees at HBL and how does the bank manage employee relations.

MAINTENANCE

HEALTH AND SAFETY MEASURES 7.1 HEALTH AND SAFETY:

EMPLOYEE RELATIONS

Health and safety is component of the maintenance function is to ensure that the environment at HBL is workable and ethical and keeps the employee in good condition for working. The environment at HBL is cultural ethical and challenging that encourages creativity and commitment among employees where the employees can realize potential with the locally or international arena.

7.2 EMPLOYEE RELATION:

In employee relation HBL focuses on the factors: 7.2.1 INTERPERSONAL COMMUNICATION: At HBL the managers have to understand the interpersonal communication as it is foundation it actions in the workplace. Working with the diverse work force requires tremendous amount of interaction for which interpersonal communications is very necessary for the managers. Hence it is important for the managers to have interpersonal communication skills for better management of employees and to have good relations with them. 7.2.2 CONFLICT MANAGEMENT:

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In HBL importance is also given to conflict management between the employees so that the employees can work in a healthy environment and be cooperative with one another for betterment of their own performance as well as the performance of the organization as a whole because if only the performance of employees is improved and healthy environment is provided to the employees so that they can work in a positive competition which leads to growth of the individual as well as the organization.

SUMMING UP:
In the end we can sum up that the HR department of HBL performs various functions for the personnel management and uses methods of performance appraisal and training that are effective and efficient and lead to the growth of organization.

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CHAPTER 2

STANDARD CHARTERED BANK

SECTION I

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HUMAN RESOURCE MANAGEMENT 1-INTRODUCTION AND HISTORY

SCB is one of the world's most international banks in terms of the diversity of their people. The bank opened its first branch in Karachi in 1863. The largest international bank in Pakistan with 162 branches in 41 cities. One of the largest multinational corporations in the country and the first international bank to get an Islamic banking license and to open the first Islamic banking branch in Pakistan. Standard Chartered was formed in 1969 through a amalgamation of two banks: The Standard Bank of British South Africa, founded in 1863, and the Chartered Bank of India, Australia and China, founded in 1853. Both companies were keen to make the most of on the massive extension of trade and to earn the good-looking profits to be made from financing the association of products between Europe, Asia and Africa.2 The chartered bank founded by the James Wilson and the Standard bank founded by the John Paterson in the Cape Province of South Africa in 1862 and started business in Port Elizabeth, in January 1863.

SECTION II
2-THE HUMAN RESOURCE OF STANDARD CHARTERED BANK:
The human resource of standard chartered bank is very diversified and large. The human resource includes nearly 73800 out of which almost half a woman. This is a factor that ensures workforce diversity in the organization. Another factor that shows the level of workforce diversity in the organization is that workforce or the human resource is represented by 125 nationalities so the merge of so many different cultures in one organization presents a challenge to the human resource management team of standard chartered bank. The distribution of workforce at the standard chartered bank is represented by the diagram below.

2.1 DISTRIBUTION OF WORKPLACE OF STANDARD CHARTERED BANK:

http://www.standardchartered.com/about-us/history/en/index.html

HUMAN RESOURCE OF STANDARD CHARTERED BANK

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TOTAL STAFF OF 73800 EMPLOYEES

ALMOST HALF OF HUMAN RESOURCE IS FEMALE

THE HUMAN RESOURCE IS REPRESENTED BY 125 NATIONALITIES

ONE OF THE BANKS WITH MOST DIVERSE WORKFORCE

AMERGER OF CULTURES DUE TO A MULTINATIONAL WORKFORCE EXTRAORDINARY GROWTH PROVIDES INTERNATIONAL CAREER OPPORTUNITIES

COMMITED FOR

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So, reviewing this diagrammatical breakdown of the human resource is very large in numbers as well as very high diversified more than a 100 country nationals so it seem a challenge for the human resource department at standard chartered bank to manage the human resource of the bank.

3-HUMAN RESOURCE DEPARTMENT STANDARD CHARTERED BANKS:

The standard chartered bank has very effective human resource department which is responsible for performing the human resource functions of the organization and to ensure that the best HR practices are implemented in the organization so that the condition provided to the employees make them perform at their best. At the standard chartered bank the human resource department is need by Mr. Malik Shahid Ahmad Mr.Nabeel is assistant human resource manager at the standard chartered bank. The efficiency of human resource department at standard chartered bank can be realized when we see the diversity of the human resource and its size. The principles of standard chartered bank are given below followed by values of the organization and its employees.

1.1 PRINCIPLES:
Foremost by example to be the right partner for its stakeholders, the Group is committed to building a maintainable business over the long term that is trusted global for upholding high standards of corporate supremacy, social responsibility organic protection fortification and employee variety. It employs over 75,000 people, nearly half of whom are women; The Group's employees are of 125 races, of which about 70 are represented amid senior administration.

1.2 VALUES:
Values are 1. 2. 3. 4. Courageous Responsive International Creative

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Trustworthy

5.

FUNCTIONS OF HUMAN RESOURCE DEPARTMENT:

The functions that the human resource department performs at the standard chartered bank include human resource planning, recruitment, hiring, and performance and compensation management. Benefits, training of employees, ensuring of health and safety of employees at workplace. The department puts a lot of emphasis on performing all these activities effectively yet the greatest challenge is to manage such large and diverse workforce. Now we will have a look at how the functions are performed. First of them is staffing.

4-STAFFING:
At the standard chartered bank the staffing of the employees is given Very much importance. Staffing at the standard chartered bank starts with human resource planning and than recruitment of candidates is done followed by the selection resulting in the selection of best available candidates for the organization. STAFFING

HUMAN RESOURCE PLANNING

RECRUITMENT

SELECTION

4.1 HUMAN RESOURCE PLANNING: At standard chartered bank the human resource planning is the start of the staffing function. The human resource planning at standard chartered bank involves two kinds of planning which are 1. 2. Strategic Human Resource Planning Functional Human Resource Planning

4.1.1 STRATEGIC HUMAN RESOURCE PLANNING:

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The strategic human resource planning at standard chartered bank involves long term planning that is done to predict the future requirements of the work force, keeping in mind the growth and expansion of its business. It involves to further steps
1. FORECASTING:

Forecasting means prediction of the future requirements of the work force. At the standard chartered bank it is done by analyzing the demand and supply situation of the organization and the demand and supply gap for recruitment and hiring decisions.
2. WAYS OF RECRUITMENT:

Another important phase of the strategic HR planning at the standard chartered bank is also to find out the best ways of recruitment. If employees are required recruitment needs to be done. The decision to be taken at this stage depends upon the results of the forecasting. The decision to be made is: 1. 2. Will internal recruitment be able to fulfill the requirements? Will external recruitment be required for hiring?

4.1.2 FUNCTIONAL HUMAN RESOURCE PLANNING: It involves human resource planning for the present and focuses on how the present human resource of the company be used in a better way. It includes:
1. MAINTAING PRACTICES FOR EMPLOYEE RETENTION:

In this part of the HR planning policies are developed to give the current employees such condition and facilities which make them stay in the organization, reduce the employee turnover and increase employee retention. It also improves the performance of the employee. After the human resource planning the next stage is recruitment

4.2 RECRUITMENT:
The process of identifying a pool of candidates that is suitable for a particular job in the organization. At the standard chartered bank the recruitment process is backed by the HR planning in which the methods of recruitment of the employees are decided. The standard chartered bank uses various kinds of recruitment methods that include

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Internal recruitment External recruitment Online recruitment

1. 2. 3.

4.2.1 INTERNAL RECRUITMENT: The internal recruitment methods that are used by the standard chartered bank include
1. EMPLOYEE REFERRALS:

The employee referral method in which a candidate is recruited on the reference of an employee already working in the organization is used as a source of internal recruitments by the bank.
2. POSTINGS:

In this process vacancies are filled by promotion and transfer of employees within the organization. 4.2.2 EXTERNAL RECRUITMENT: The external recruitment is done by the following method
1. OUTSOURCING:

The bank has a tie up with the manpower services consultancy which is a consultancy firm which provides recruitment services for standard chartered bank. 4.2.3 INTERNET SOURCES: The third recruitment method used by the standard chartered bank is internet and it uses employee website.
1. EMPLOYEE WEBSITE:

The employee website for standard chartered bank is carrier standard chartered.com. at this link the wishful candidates can post their resumes according to the vacancies available.
2. GLOBAL GRADUATE PROGRAM:

In this program graduate from all ones the world are identified by the organization After recruitment the next phase of staffing is selection.

4.3 SELECTION:

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Selection at the standard chartered bank is a process of fairness and equality. The selection process is shown below.

4.3.1 SELECTION PROCESS: The selection process at the standard chartered bank includes following steps
1. SUBMISSION OF APPLICATION:

At the first stage the candidates submit their job application forms along with their resumes that certain basic information about them.
2. TESTING:

This is the stage of the verification and confirmation of the candidates information provided in the resumes.
3. SHORTLISTING:

After the testing the candidates that best fulfill the requirements of the job are than short listed by the selection panel.
(d) INTERVIEW:

After this step the short listed candidates are called for interviews which might be one to one interviews or panel interview.
(e) HIRING:

The last step of process is hiring in which after all these steeps the best candidate is selected for the job. 4.3.2 SELECTION PARAMETERS: The following three parameters of selection at standard chartered bank are 1. 2. 3. Knowledge Skills Talent

4.3.3 FAIRNESS OF SELECTION: The fairness of selection is ensured by no discrimination on the basis of equal employee opportunity and no Gender Race

4. 5.

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Nationality Age Disability Marital status

6. 7. 8. 9.

5 -TRAINING AND DEVELOPMENT:

Training and development is a very important function of the HR department at the standard chartered bank. It not only makes performance of employees better but also provides future managers to the organization. It involves three components which are shown in the diagram below.

TRAINING AND DEVELOPMENT

ORIENTATION

EMPLOYEE TRAINING

EMPLOYEE DEVELOPMENT

PRODUCT AND SKILL TRAINING

TALENT AND LEARNING PRACTICES

SELF LEARNING

INTERNAL TALENT DEVELOPMENT

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5.1 ORIENTATION:
The orientation is the process where the new employees at standard chartered bank are made aware of the organizational environment, the vision and mission of the company, objectives, values and benefits to the employees. The process of orientation at standard chartered bank includes making employees aware of the: 1. 2. 3. 4. 5. 6. Vision and Mission of the Company Company Objectives Values Culture and Environment Human Resource Policies Employee Benefit

The next phase of the function is employee training

5.2 EMPLOYEE TRAINING:

The employee training at the bank is considered very important to improve the skills and abilities of the employee for current jobs. The employees at the bank are provided two kinds of training: 5.2.1 PRODUCT AND SKILL TRAINING: In this type of training the employee are provided information about the new products of the bank or the new kinds of services that the bank is going to provide to its customers. The employee are trained so that they should be able to introduce the new products or services to the customers. 5.2.2 SELF LEARNING: This is a form of training methods in which the employees learn the job after looking at the experts or experienced employees doing the job so by this they learn the appropriate way of performing the job by observing the performance of experts.

5.3 EMPLOYEE DEVELOPMENT:

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At standard chartered bank appropriate training and learning practices are adopted to identify talent and develop managerial skills in the employees of the organization. Employee development includes two processes. 5.3.1 TRAINING AND LEARNING PRACTICES: The website www.vir.us.com contains an attractive learning program which provides a very attractive edutainment experience. The standard chartered bank won the best in Staff Training Development Award in 2009. The standard chartered bank has also been recognized for the talent and learning practices by Harvard Business Review 2008 (HBR). 5.3.2 TALENT DEVELOPMENT: The Great Manager Program is the internal talent development program for all people managers, providing the tools and support to engage their teams. In 2008, we launched a talent exchange program between China and India to forge stronger working relationships and cultural understanding between these two strategically important markets. The next function that is perform by the HR department of standard chartered bank is Motivation

6. MOTIVATION:
The motivation function at the standard chartered bank involves performance management of the employees, compensation management and employee benefits that are provided according to performance.

MOTIVATION

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PERFORMANCE MANAGEMENT

COMPENSATION MANAGEMENT

EMPLOYEE BENEFITS

PERFORMANCE APPRAISAL
6.1 PERFORMANC

REWARDS, RECOGNITION AND INCENTIVES

CASH AND NON-CASH BENEFITS

PERFORMANCE MANAGEMENT:
Performance management at the standard chartered bank includes performance appraisals which are conducted to measure the performance of the employees. The performance appraisals are conducted not only for the junior staff but also for the senior staff in the organization. 6.1.1 PERFORMANCE APPRAISALS: At the standard chartered bank regular performance appraisals and performance reviews are conducted to measure and rate the performance of the employees both at the senior and the junior level.
1. PERFORMANCE APPRAISAL FOR JUNIOR STAFF:

Performance appraisals for junior staff are conducted by the supervisors and the managers under whom the junior staff works.
2. PERFORMANCE APPRAISAL FOR SENIOR STAFF:

The performance appraisal for senior staff is also conducted and for this feedback is collected from the junior staff.

6.2 COMPENSATION MANAGEMENT:

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The second component of motivation at standard chartered bank involves compensation management in which the fact is made sure that compensation provided is according to the performance of a person. For compensation management the information from performance appraisal is also used. 6.2.1 REWARD, RECOGNITION AND INCENTIVES: At the standard chartered bank the employees are provided rewards for their performance after conducting performance reviews after definite intervals. These rewards are for the recognition of the extra ordinary performance of an employee. The reward and incentives may be cash or noncash.

6.3 EMPLOYEE BENEFITS:

An important part of the motivation function is to provide benefits to the employees in order to keep them motivated and working at their best for the organization. Employee benefits include cash and non-cash benefits. 6.3.1 CASH BENEFITS: The cash benefits include bonuses after performance review. The fund for bonuses is discretionary and bonus can be provided at any time after performance period. 6.3.1 NON CASH BENEFITS: In the form of non cash benefits the employees are provided with deferred shares and travelling and medical facility according to the nature of their job and working hours.

7-MAINTAINENCE:
The maintenance function at the standard chartered bank includes ensuring health and safety and provide healthy environment to the employees to work in by good employee relation policies and conflict management in the organization.

MAINTANENCE

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HEALTH AND SAFETY 7.1 HEALTH AND SAFETY:

EMPLOYEE RELATIONS

Standard chartered bank give focus on employee health, well-being and safety. It is the world leader in HIV education by UNAIDS in 2008- The Bank decided to spread the message externally as well and pledged to educate million people on HIV/AIDS by 2010. All new employees are required to complete an online module on HIV and AIDS within three months of joining the bank.

7.2 EMPLOYEE RELATIONS:

This component of maintenance is performed very well by the HR department. The department focuses on healthy employee relations between the employees and the higher management and the managers and the lower managers. It lies emphasis on conflict handling and smooth communication between the employees of the organization at all the levels of the organization.

SUMMING UP:
To sum up the report we can say that the HR department at the standard chartered bank performs the various functions effectively and efficiently and manages a diverse workforce very effectively.

CHAPTER 3

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COMPARATIVE CHART ANALYSIS

COPARTIVSE CHART OF HUMAN RESOURCE POLICIES AT HBL AND SCB HR PRACTICES AND POLICIES VALUES STANDARD CHARTED BANK Courageous, Responsive, Trustworthy HABIB BANK LIMITED Excellence, Integrity, Customer focus, Responsibility

HUMAN RESOURCE FUNCTIONS Staffing Human resource planning Strategic and functional human resource planning Employee referrals, outsourcing and employer websites Short listing, interviews, tests and final selection Job analysis and JD and JS

Recruitment

Employee referrals, job posting, walk ins

Selection

Submission of forms, tests, interviews and hiring

Training and development Training methods Product and skill training, self learning Off the job, on the job, apprenticeship and informal

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learning Training programs Edutainment Training and learning, talent development Internships Management trainee and management associate

Development programs Motivation Performance management Compensation management

Performance appraisals Objective setting, using bars method performance appraisals Rewards for performance, bonuses and shares Travelling allowances Rewards, indirect financial payments

Benefits

Medical allowances and insurance fund

Maintenance Health and safety Providing environment keeping health standards in mind Conflict management Focus on health and safety of employees

Employee relation

Conflict management and interpersonal communication

CONCLUSION AND RECOMMENDATIONS

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At the end of this report and the comparative analysis of the HR policies of both the companies we come to the conclusion that both the companies have vey effective HR departments which are committed to perform at their level best for the organization. Both the departments have their strength and weakness keeping which in mind we give the following recommendations for the companies.

RECOMMENDATIONS FOR HABIB BANK:

The following recommendations are given for HBL: 1. 2. 3. 4. The bank should develop a system for strategic human resource planning and forecasting the number of employees needed in the far future. HBL should develop its own system of job analysis in the company rather than outsourcing this activity. The selection process of the HBL is very long due to which it becomes very costly so the HR department must develop a relatively shorter system of selection. There is no system of performance appraisal in the higher management of the HBL. The procedure of performance appraisal at the junior level is very good. It should be implemented at every level of the organization. The bank should develop better health and safety system for its employees and provide them a healthy environment to work in.

5.

RECOMMENDATIONS FOR STANDARD CHARTERED BANK:

The following recommendations are given for standard chartered bank: 1. 2. 3. 4. The bank should adopt more sources of requirement rather than relying on employee referrals and job posting. The nature and scope of its training programs is not very large. The bank should develop more training programs for its employees. The compensation management of the standard chartered bank should be made better for its employees. The standard chartered bank should adopt better employee relation management policies.

REFERENCES:
Mr. Malik Shahid

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HR manager of standard chartered bank Mr. Nabeel Assistant HR manager of standard chartered bank Mr. Muzammil Branch manager of standard chartered bank Mr. Dr. Fareed Moeen Ud Din HR manager of HBL Mr. Muhammad Asadullah Branch manager of HBL Mr. Muzammil Branch manager of standard chartered bank WEBSITES: www.Hbl.com www.standardcharteredbank.com