A RESEARCH ON UNDERSTANDING AND EXPLORING JOB DESCRIPTION IN STANDARD CHARTERED BANK

by

Navid Hasan ID: 0720367

An Internship Report Presented in Partial Fulfillment Of the Requirements for the Degree Bachelor of Business Administration

INDEPENDENT UNIVERSITY, BANGLADESH April 2012

A RESEARCH ON UNDERSTANDING AND EXPLORING JOB DESCRIPTION IN STANDARD CHARTERED BANK

by

Navid Hasan ID: 0720367

has been approved April 2012

Mr. Monzoor Morshed Lecturer School of Business Independent University, Bangladesh

29th April, 2012 To Mr. Monzoor Morshed Lecturer School of Business Independent University, Bangladesh (IUB)

Subject: Submission of the report on A Research on Understanding and exploring Job Description in Standard Chartered Bank Dear Sir: It is a great pleasure for me that I have the opportunity to submit the internship report on the A Research on Understanding and exploring Job Description in Standard Chartered Bank The internship program gave me an opportunity to have an exposure to the working environment and on-the-job experience at Human Resource Department in Standard Chartered Bank. I have acquired a good understanding on the recruitment process, about the payroll process, preparing the offer letter, managerial functions etc. I have tried my level best to put in meticulous effort for the preparation of this report. Any shortcomings may arise. I will wholeheartedly welcome any clarification and suggestion about any view and conception disseminated through this report. Thanking you Sincerely yours

Navid Hasan ID # 0720367

ACKNOWLEDGEMENT
We are grateful to many individuals for the completion of the report successfully. They are both from Standard Chartered Bank and Independent University, Bangladesh who provided us with guidance and information for this study. First of all, I would like to take this opportunity to express my heartfelt gratitude to my honorable instructor Mr. Monzoor Morshed, Lecturer, School of Business, Independent University, Bangladesh. I would like to extend my gratitude to him for his expert supervision, constant guidance, and inspiration during the preparation of the report. I also like to thank Ms. Fabiha Ashekeen, Talent Acquisition Specialist Human Resource Standard Chartered Bank who helped me a lot by providing all the necessary internal information about Standard Chartered Bank. The Human Resource Relationship Manager Ms. Jacqueline Tina Gomes and Mr. Amirul Mizan, Manager, Service delivery also, has done a lot for me by giving me all kind of information possible to make my task easier. Lastly, my heartiest thanks go to others who were involved and helped directly and indirectly in preparing this report. Without them this report would not be made possible.

Executive Summary

According to the universalistic perspective, organizations from different sectors, across industries, and through different time periods should use a series of select human resource management practices (HRMP). The main principle of this paper is to investigate whether there is any Job Description in Standard Chartered Bank and how important is it; This study aims to investigate the problems of rehiring process of Standard Chartered Bank under contractual employment. This study is an Action research in nature and it will examine a problem in the bank. A single set of sample will be considered for this study and that will be the employees of Standard Chartered Bank. A set of structured questionnaire will be distributed among 50 respondents. Action Research analysis will be conducted for the purpose of questionnaire/data analysis and will be given possible solution for the specific problem.

TABLE OF CONTENTS

Chapter- 1 1.1.1 1.1.2 1.1.3

Introduction 8 8 9

Origin of the report Purpose of the Study Scope of the report Literature Review

Chapter- 2 2.1.1 2.1.2 2.1.3 2.1.4 2.1.5 2.1.6 2.1.7 2.1.8 2.1.9 2.1.10 2.1.11 2.1.12

Review of the Literature Training Relationship between Training and Perceived Organizational Performance Employee Participation Relationship between Employee Participation & Organizational performance Relationship between Compensation & Organizational Performance Employee Selection Relationship between Employee selection & organizational performance Developing of Conceptual Framework Research Questions Action Research Questions Hypothesis Methodology

9 10 11 12 12 13 13 14 14 16 16 17

Chapter- 3 3.1 3.1.1 3.1.2 3.1.3 3.1.4 3.1.5 3.1.6 3.1.7 3.1.8 3.1.9

Methodology of the Report Sample information Primary Source of Data Observation method Group Interview/questionnaire survey Other primary sources are Secondary sources of data Secondary sources are Data collection Limitations Organizational overview

17 17 17 17 18 18 18 18 18 19

Chapter-4 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9

Business Activities of the Global Standard Chartered Bank Global consumer finance Personal banking Global corporate and Institutional banking Global Custodial Service International Trade Management Global cash management Global Institutional banking Global presence of Standard Chartered Bank Introducing Standard Chartered in Bangladesh

20 20 20 21 21 21 21 21 22

Chapter- 5 5.1.1 5.1.2 5.1.3 5.1.4

Standard Chartered in Bangladesh Major Business Units Corporate Banking group Treasury Division

26 25 25 26

5.1.5 5.1.6 5.1.7 5.1.8

Financial Institution Department Consumer banking division Card Division Custodial and clearing service Human Resource Division

26 26 27 27

Chapter- 6 6.1.1 6.1.2 6.1.3 6.1.4 6.1.5 6.1.6 6.1.7

Human Resources Division Controlling Structure at SCB Broad strategic objectives Personnel Policies Recruiting, Training, and Career Progression Planning, Organizing, directing and controlling Chain of Command Job Description

28 29 29 30 30 31 31

Chapter- 7 7.1.1 7.1.2 7.1.3 7.1.4 7.1.5 7.1.6

Job description in Standard Chartered Bank Creating a job description Roles and responsibilities Goals Limitations Job Description of Standard Chartered Bank Re-hire Process

34 34 34 34 34 35

Chapter- 8 8.1.1

Rehire Process of Standard Chartered Bank Action Research

38-39

Chapter- 9 9.1.1 9.1.2 9.1.3 9.1.4 9.1.5 9.1.6

Problems regarding Re-hire process of Standard Chartered Bank Methods used during Action Research Research Design Research Instrument used Sample Size Analytical tools used

40 41 41 42 42 42

Chapter- 10 10.1

Data analysis and Interpretation 43-48

Data analysis and Interpretation Solution, Recommendation & Conclusion

Chapter- 11 11.1.1 11.1.2 11.1.3

Findings Recommendations Conclusion

49 50 51 53-56 57 58-59

References Bibliography Appendix

Chapter-1

1.1 INTRODUCTION

1.1.1 Origin of the Report: This report has been prepared as a requirement of the internship program. The report was based upon the Standard Chartered Banks Human Resource department on Job description. My organization supervisor was Ms. Fabiha Ashekeen, Talent Acquisition Specialist and my Institution supervisor is Mr. Monzoor Morshed of Independent University, Bangladesh. The topic, which was decided for doing the report, was duly approved by my supervisor and my organization supervisor. This report will definitely increase the knowledge of other students to know about the Job description under Human resource department also know about the Hiring procedure under recruitment of contractual employees.

1.1.2 Purpose of the Study: This literature is written on Job description of various jobs in Standard Chartered Bank and different category of employees hiring procedure. Apart from the overall organization part of SCB, the project part is divided into three phases. On the first phase, it focused on the Recruitment procedure of Human Resource of SCB and on the next phase, it focused about the hiring process of Contractual employees and how the contract period end and renew and on the third phase questionnaire analysis and solution of questionnaire findings. In my report, I tried to show the questionnaire analysis of contractual employees based on the Re-hiring procedure. On the organization part, the objective was to find the Job description and the need of it for various job and other various activities of the bank. On the first phase of the project part, the effectiveness of Job description of SCB was studied and on the second phase the questionnaire analysis and recommendation were studied.

1.1.3 Scope of the Report: The scope of the report was to find the need for Job description of the bank. In addition, the report was done to find the effectiveness of Job description for various jobs and further more, the report also focused on the Re-hire process of contractual employees which is the main theme of Action Research. An infrastructure of organization has been detailed, accompanied by company corporate perspective and look into the future. The scope of this report is limited to the overall descriptions of the bank, its services, and its position in the industry, and its competitive advantage. The scope of the study is limited to organizational setup, functions and performance.

Chapter- 2

2.1 LITERATURE REVIEW

2.1.1 Review of the Literature Human resources management includes a variety of activities , and among them is deciding what staffing needs an organization has and whether to use independent contractors or hire employees to fill these needs , recruiting and training the best employees , ensuring they are high performers , dealing with performance issues and ensuring the personnel and management practices conforms to various regulations. Activities also include managing their approach to employee benefits and compensation, employee record and personnel policies. HRM practices have shown to be valuable to any companys success. Thus to be successful in a global market place, the challenge for all businesses regardless of size is to invest in human resources. They need to select and retain talented employees, undertake employee training and development programs and dismantle traditional bureaucratic structures that limit employees ability to be innovative and creative.

The commonly practices HR activities include the following:

HR Planning Recruiting Selection Training and Development Compensation Performance Management Employee Relation Employee Participation Literature review distills the existing literature in a subject field; the objective of the literature review is to summarize the state of the art in that subject field. From this review of earlier and recent work, it becomes possible to identify areas in which further research would be beneficial. Indeed, the concluding paragraphs of the literature review should lead impeccably to research propositions and methodologies. It is therefore important that the literature review is focused, and avoids the more comprehensive textbook-like approach.

2.1.2 Training: It is reasonable to suggest that training has been seen as a very functional part of HRM, dominated by technical questions which have restricted the capacity for wider alternative and critical perspectives Huselid (1996).

Training has always been recognition of the value it has to the national economy, however, this tended to be primarily as a response to skill shortages until the 1970s Barraud-Didier's (2004). Recent accounts have challenged assumptions about training;

10

first, it was simply functional in nature, second, the assumption that training was almost exclusively about skill development has been challenged. Third, the implication that employees generally benefited have been questioned, particularly in respect to their opportunity to transport skills and knowledge throughout external labor markets Hodson
(2002).

In a study MacDuffie (1995) said that, though training is a labor cost issue it is probably the most visible HRM function and the one most easily targeted by management. MacDuffie (1995) suggest that contrary to the conventional market view of training, a complex combination of institutional and market factors did not lead to a deep cutback in training. Some employers engage in cost reduction during recession, some appear to regard the continuation or expansion of training as crucial to their performance in their product market Kato and Morishima (2002).

2.1.3 Relationship between Training and Perceived Organizational Performance: One of the most common practices that appear in the different journal as a best HRMP practice is training. Pfeffer (1998) and Pfeffer and Veiga (1999) mentioned in their article that, training as one of seven practices of successful organizations. Harel and Tzafrir
(1999) found that the single HR practice that most influences perceived organizational

performance is training. Other studies have also viewed training activities as a potential universal best practice (Arthur, 1992; Delaney and Huselid, 1996; Huselid, 1995; MacDuffie,
1995; Youndt et al., 1996).

11

2.1.4 Employee Participation:

One of the key variable in this study is employee participation is managerial style. This is because the greatest opportunity for employees to get involved in issues that affect them is by developing a constructive relationship with their immediate boss W. David Rees, Christine Porter (1998 pp. 165-170). They also suggest that, formal schemes of employee participation, whether direct or indirect critically depend on the enthusiasm and ability of line management. In assessing the effectiveness of formal schemes of employee participation it is necessary to find out how they really operate in practice. In a study of
Hodson (2002) said that, if organizations really want employee participation, they need to

review the effectiveness and attitudes to involvement of their managers at all levels.

2.1.5 Relationship between Employee Participation and Perceived Organizational performance: Another HRM practice that many researchers believe increases organizational performance and decreases employees' negative behavior is employee participation (Arthur, 1992; Batt et al., 2002; Hodson, 2002; Kato and Morishima, 2002; Pfeffer, 1994). Batt's
(2002) study of customer call centers found that employee participation in decision-

making decreased the quitting rate. Hodson (2002) suggested in a study that employee involvement reduces workplace conflict and improves work life experiences. Kato and
Morishima (2002) found that employee involvement practices, after a long developmental

period, led to a significant 8-9 percent increase in productivity. Li (2004) found that participatory management has a positive effect on productivity of state-owned enterprises in China. Karami, A., Analoui, F., Cusworth, J. (2004) revealed the high positive

12

relationship between HR managers' involvement in formulation of business strategy and its implementation in the electronic manufacturing industry.

2.1.6 Relationship between Compensation and Perceived Organizational Performance: Traditionally, the most frequently used method for managing people has been by controlling their compensation. Pfeffer (1998) demonstrated in a study that how high compensation activities produce economic success. Thorley-Hill and Stevens (2001) examined 161 publicly traded firms from 1991 through 1998 and found that incentive compensation was tied to corporate performance. Welbourne and Andrews (1996) found that organizational-based rewards positively and significantly affect long-term organizational success. In addition, Delaney and Huselid (1996) found that incentive compensation is associated with both perceived high-quality organizational and performance.

2.1.7 Employee Selection:

The selection process determines the decisions as to which candidates will get employment offers. Throughout the history of Industrial, Work and Organizational

(IWO) Psychology, issues employee selection, and assessment have featured prominently in the scientific and pragmatic agendas that fuse our discipline (Neil
Anderson, Filip Lievens, Karen van Dam, and Ann Marie Ryan, 2004). Indeed

employee selection has been one of the central pillars of the scientific foundations of IWO psychology in North America, Europe, and the rest of the world (Neil
Anderson et. el). 13

2.1.8 Relationship between Employee selection and Perceived organizational performance: The aim of these practices is to improve the fit between employees and the organization, teams, and work requirements, and thus, to create a better work environment. In doing so, selection may be seen as an essential tool for organizational performance (Terpstra and Rozell, 1993; MacDuffie, 1995). For example, Delaney and Huselid
(1996) observed that staffing selectivity has a positive impact on perceived organizational

performance. Shipton, H., Fay, D., West, M., Patterson, M., Birdi, K. (2005), noted the role sophisticated HR practices such as selection have in predicting product innovation and in production technology innovation.

2.1.9 Developing of Conceptual Framework

Conceptual framework for Proposed Research Topic- A Research on Understanding and Exploring Job Description in Standard Chartered Bank.

Quality

Performance Job Description Appropriateness

Benefits
Independent Variables (IV) Dependent Variables (DV)

14

Conceptual framework for Action Research Paper: PROBLEMS IN REHIRING PROCESS IN STANDARD CHARTERED BANK.

Time frame

Benefits Rehiring process

Basic Salary

Compensation

Performance
Independent Variables (IV) Dependent Variables (DV)

15

Research Topic: A Research on Understanding and Exploring Job Description in Standard Chartered Bank Title of Action Research Paper: PROBLEMS IN REHIRING PROCESS IN STANDARD CHARTERED BANK

2.1.10 Research Questions:1. What are the criteria that a certain job needs? 2. What qualifications needed and is it really matters for a job? 3. Does Job description really need for hiring candidate? 4. Does it affect on hiring process? 5. What benefits do job descriptions creates or what is the significances/importance of job descriptions? 2.1.11 Action Research questions:1. How can the bank minimize the problems regarding rehiring process?? 2. What strategies/ policy should be implemented in order to minimize the Rehiring process? 3. How can software / program can ease the rehiring process? 4. What are the effects of having employees go through the current rehiring process? 5. How does it affect the salary/compensation of the employees in this rehiring process? 6. What practices should bank implement that have positive results on employees?

16

2.1.12 Hypothesis 1. Job description really matters for a job in Standard Chartered Bank 2. There is a significant relationship between Job description and Hiring process/ It affects on Hiring process. 3. There is a significant effect of having employees go through the current rehiring process in Standard Chartered Bank. 4. It affects the salary/compensation of the employees in this rehiring process in Standard Chartered Bank.

Chapter- 3

3.1 Methodology of the Report:

3.1.1 Sample information Samples are collected from the SCBs Consumer banking division. Here, the samples has been picked up on a group sampling basis. For the organizational part, much information had been collected from different published articles, journals, brochures and web sites. All the information incorporated in this report has been collected both from the primary sources and as well as from the secondary sources.

3.1.2 Primary Source of Data Collecting data directly from the practical field is called primary source of data. The method that was used to collect the primary data is as follows:

3.1.3 Observation method: Observation method may be defined as systematic viewing according to concise Oxford Dictionary accurate watching, nothing of phenomena as they occur in nature with regard to cause and effect and mutual relationship. I have observed many of the activities of Human resource department.

17

3.1.4 Group Interview/questionnaire survey: It is a process whereby individuals are interviewed as a group. The process can be used to solicit opinions or as a form of employment interview. I have interviewed a group of contractual employees for my survey of action research in Standard Chartered Bank.

3.1.5 Other primary sources are:

Discussion with officials of SCB Face to face conversation with clients and employees Discussion with HR personnel Discussion with employees over the telephone

3.1.6 Secondary sources of data The secondary data has been collected from the MIS of Standard Chartered Bank and Recruiting policy of the Bank. To clarify different conceptual matters, internet and different articles published in the journals & brochures have been used.

3.1.7 Secondary sources are:

Annual publication of HR promotion bureau Annual Report of SCB Other published documents of SCB Different hiring template for hiring

3.1.8 Data collection: Both secondary and primary data are used for preparing this report. But the research was mainly based on the inbound business bank. Information was collected directly from the candidates who are dealing with the Standard Chartered Bank through recruiting procedure of Human Resource department. In many times, the telephonic interview was handy for collecting data.

18

3.1.9 Limitations: Limitation, which I have face while doing my internship report are discussed below: As, I had more dependency on the primary sources, so there might be some level of inaccuracy with those collected information. Though, adequate verification and cross-checking was used to minimize the level of error.

Confidential information regarding hiring process was not 100% accurate. Alike all other banking institutions, SCB is also very conservative and strict in providing those information. In those cases, I have relied upon some assumptions, and different opinion of banks employee, which in result have created certain level of inaccuracy. Still, I have tried my best in obtaining that sensitive information as much as possible.

Time constraint was another limitation restricting this report from being more detailed or analytical. Head of the HR department were busy with meetings and different policy of resourcing. So it was very difficult for me to the free and obtains some practical ideas regarding their expectation and thoughts of current re-hire process regarding my action research topic.

Above all, this internship report was prepared during my internship period. So it was difficult for me to accommodate timer for preparing this report. Mostly our office timing at SCB is from early morning till 8 p.m. During office hours it was simply hard to manage time for working with the report.

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Chapter-4

4.1 ORGANIZATIONAL OVERVIEW Standard Chartered Bank derives its name after two banks Standard bank of British South Africa and the chartered bank of India, Australia and China. The merger took place in 1969. Standard Chartered Bank is regulated by the Bank of England and is a clearing Bank in the United Kingdom.

The new millennium brought with it two of the largest acquisition in the history of the bank- the acquisition of Grind lays Bank from the ANZ group for a consideration of $1.34 billion and acquisition of the chase consumer banking corporation in the Hong Kong for $ 1.32 billion. These acquisitions demonstrate Standard Chartered Banks firms commitment to the emerging markets.

4.1.1 Business Activities of the Global Standard Chartered Bank: The bank provides a full range of products and services all around the world, some of which are mentioned here:

4.1.2 Global consumer finance: There are seventy-six branches and finance centers under this division in about the countries with a workforce of 1616 employees. Some of the services provided by these divisions are unsecured personal loans, credit cards, and retail store cards, vehicle related leases, etc.

4.1.3 Personal banking: There are about 410 branches with a workforce of 12,000 employees working under this division in 28 countries. Some of the services provided by this division are various kinds of insurance and loans, account maintenance, travelers cheque and money exchange etc.

20

4.1.4 Global corporate and Institutional banking: There are 350 branches under this division. This division provides services in 42 countries. The services provided by this division are International Trade Management, Institutional banking, Treasury, Custody and Cash Management.

4.1.5 Global Custodial Service: There are 17 offices under this division and about 900 staff members, operating in 14 countries and head quartered in Singapore. Standard Chartered Equator fulfils Standard Chartered Banks strategic commitment to provide custody and clearing services in the Greater

4.1.6 International Trade Management: Principles services of this division are to the people are Import letter of Credits (L/C), Import bills for collection, back to back letter of credit, direct export bills for collection, bulk letter of credit collection, bonds and guarantees.

4.1.7 Global cash management: The division is operational in all countries where the group has corporate & Institutional banking division. Standard Chartered Bank recognizes the importance of cash management to corporate and institutional customers and offers a comprehensive range of services and liquidity management. Services provided worldwide by this division with stress on Asian delivery.

4.1.8 Global Institutional banking: Throughout Standard Chartered Banks network of more than 600 offices in over 40 countries, it is very well positioned to provide a wide range of services to institutional clients: commercial, merchant & central banks; broker and dealers; insurance companies; fund managers and others. Offices of emerging markets of Asia, Sub-Saharan, the middle east and Latin America are complemented by the branches in the developed countries such as USA, UK and Japan and banks membership of the clearing systems in those

21

countries. The Institutional banking group has a network of offices in 25 countries throughout Asia, North America, Europe, Africa and the Middle East. Standard Chartered Bank The History

4.1.9 Global presence of Standard Chartered Bank

Standard Chartered Bank has its prominence presence in total of 48 countries:

Africa Botswana Cameroon Gambia Ghana Kenya Sierra Leon South Africa Tanzania Uganda Zambia Zimbabwe Asia Pacific Australia Brunei Darussalam Cambodia China Hong Kong Indonesia Japan Laos Macao Malaysia Myanmar Philippines Singapore South Korea Taiwan Thailand Vietnam Latin America Argentina Brazil Colombia Mexico Peru Venezuela Middle East & South Africa Bahrain Bangladesh India Iran Nepal Oman Pakistan Qatar Sri Lanka UAE UK & USA Falkland Islands Jersey UK USA

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Chapter- 5

5.1 INTRODUCING STANDARD CHARTERED IN BANGLADESH

5.1.1 Standard Chartered in Bangladesh: The Chartered bank opened in Chittagong in 1948, which was at that time, the eastern region of the newly created Pakistan. The branch was opened mainly to facilities the post war re-establishment and expansion of south and south East Asia. The bank opened its first branch in Dhaka in 1966 and shifted its headquarters from Chittagong to Dhaka after the birth of the republic of Bangladesh in 1971.

At present the bank has ten branches in Dhaka, it also have on offshore banking unit inside the Dhaka export processing zone at Savar, one branch in Narayanganj, three branches in Chittagong one branch in khulna one branch in Sylhet one in Bogra. In the year 1999 standard chartered has acquired the operation of Grind lays bank in the Middle East and south East Asian countries. Former Grind lays Bank started its journey in Bangladesh in 1905 under the name of Grind lays Bank.

Standard Chartered bank took over the operation of ANZ Grind lays Bank in Bangladesh as a part of acquisition of the south East Asian and Middle East operation of the Australia and New Zealand banking group. Standard Chartered Bank become the highest bidder quoting about AU$2.5 billion after ANZ banking group decided to sell their subsidiary, the ANZ Grind lays Bank operating mostly in the Middle East and South East Asian countries.

The SC with its 18 branches and booths across Bangladesh has employed over more than 600 people. The acquisition has enabled standard chartered bank (SC) to access 500,000 new customer and 40 branches in India, and this made them one of the biggest bank in this region.

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Comaprison in terms of deposit among the foreign Banks

Bank of Ceylon 15%

Others 4%

HSBC 22%

Citi N.A. 23% SCB 36%

After acquisition, Grind lays bank is a part of standard chartered group. The bank presently has more than 18 outlets in 5 cities serving over 175,000 customers. At present standard chartered bank, as an international bank has the widest network in Bangladesh with its 26 branches, 57 ATMs and 7 financial kiosks. The network of SCB in Bangladesh includes:

16 branches in Dhaka city 1 branch in Savar EPZ 1 branch in Narayanganj 5 branches in Chittagong 1 branch in khulna 1 branch in Sylhet 1 branch in Bogra

The network of SCB engages itself for providing best quality banking service in retail, commercial and corporate banking segments. The countries to enterprises; Multinational, local corporation and financial institutions are served by SCB. With total asset based of BDT 17.5 billion and annual turnover of BDT 1.78 billion, SCB in Bangladesh is among the top performing multinational bank.

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5.1.2 Major Business Units

5.1.3 Corporate Banking group Standard chartered bank offers its local customers a wide variety of financial services. All the accounts of corporate clients, which mainly comprise the top local and multinational companies operating in Bangladesh, are assigned a Relationship Manager (RM) who maintains regular and close contact to cater to their needs. The objective of this department is to maintain a thorough knowledge of the clients business and to develop positive relationship with them. This is maintained through interactions to offer timely advice in an increasingly competitive business environment. The expertise of the financial institution and treasury groups is also available whenever required. The unique off shore banking unit in Savar offers a full range of facilities to overseas investors, and recently that Savar branch have expanded many of its activities. The corporate banking group in Bangladesh has displayed a spirit of community involvement by working with NGOs to underwrite soft loans. Standard Chartered Bank offers its corporate customers:

The wide varieties of lending needs are offered with skilled and responsive attention. Project finance and investment consultancy Syndicated loans Bonds and Guarantees Local and international treasury products

The trade finance of standard chartered bank takes care of the commercial activity related issues, particularly those related to import and export finance services. Some of the services are:

Trade finance facilities including counseling, confirming export L/Cs and issuing of import L/Cs, backed by its international branch and correspondent loan network bond and guarantees project finance opportunities for import substitution and export oriented project.

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5.1.4 Treasury Division The foreign exchange and money market operation of the standard chartered bank in the world is extensive. Exotic currencies happen to be one of its special areas of strength. A 24 hour services is provided to customers in Bangladesh through the banks network of dealing centers placed in the principal of the world. The banks treasury specializes in offering solutions to those who wish to manage interest rate and currency exposure that result from trade, investment and financing activities of other dynamic economies of the region. Treasury operations are developed in line with changing market conditions to provide the best services to its customers.

5.1.5 Financial Institution Department Financial Institution Department is a specialized banking unit of standard chartered, providing products and services to the specific needs of other banks and financial institutions. It assists the local banks by taking care of their cross border business through the worldwide standard chartered bank networking over 40 countries. It offers various services like L/C confirmation, negotiation, inter and intra bank guarantee, local bill discounting, L/C Advising, L/C transfer, L/C amendment advising, reimbursement undertaking and authorities, fund transfers, Export proceeds, BDT draft drawing, International payments, account service (Vostro account management).

5.1.6 Consumer banking division Superior retail banking division comprising a wide range of deposit and loan products are offered by the standard chartered bank to its individual customers. The consumer banking division constantly faces challenges and meets them by developing new products and services to fulfill the specific requirements of local and foreign customers. Bank offers a 24 hour service in Bangladesh through its Money link ATM network and Phone-link phone banking services. The below mentioned type of accounts are served by the consumer banking division.

Personal current account Personal savings account

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Personal access account Consumer fixed deposit account Personal call deposit account Non-resident foreign currency deposit account Resident foreign currency deposit account Convertible Taka Account Foreign currency accounts for Foreign nationals Foreign currency accounts for Bangladeshi nationals Escrow account Private Non-resident Taka account

5.1.7 Card Division Card is the latest area that has been identified for rapid development. The bank is one of the acquirers of three major cards in Bangladesh. Two of the credit cards are VISA and MASTER CARD and the one is the charge card known as Japan Credit Bureau (JCB). Standard chartered bank is the subsidiary or secondary agent of the credit cards and a primary agent of JCB. SCB started its cards operation in 1989 as a part of retail banking. Initially, SCBs card market was very small with only 30 merchants. But seeing the economies and the consumers attitude towards the credit card has given the opportunity to expand their market base by acquiring high quality merchants in the chosen segment.

5.1.8 Custodial and Clearing service Headquartered in Singapore, standard chartered equator fulfils the groups strategic commitment to the provision of custodial service in Asia. Equator s customers are primarily foreign global custodians and broker/dealers requiring cross border information as well as sub-custodian services. Standard chartered bank, Bangladesh is responsible for the planning in Bangladesh, but the overall management of the custody business is based on Equators international business strategy.

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Chapter- 6

6.1 HUMAN RESOURCES DIVISION

6.1.1 Human Resources Division This department manages recruitment, training, and career progression plan. Standard chartered bank highlights the importance of developing its people to create a culture of customer service, innovation, teamwork, and professional excellence. SCB recruits people by two ways, one is a Management Trainee that has a probation period of six months and after the probation period the trainee will be counted as an officer and they will do the different kinds of managerial works and another is Non Management trainee which does not have any fixed probation period. Time required for training is department on the recruited persons performance. In case of non management trainee, two of recruitment is taken place. They are (a) taken signing a contract with some outside organization for three months and after three months the contract may be renewed or not depending upon the employees performance. These people coming through outside contract are called outsource. (b) Taken by signing a contract with the bank for the three months and after three months the contract may be renewed or not depending on his/her performance. These people coming through bank contract are called In source.

There are two types of recruitment process in Standard Chartered Bank. One is external recruitment and the second one is internal recruitment. Employee that are hiring from other organization is called external recruitment. In this case, bank considers performance and experience of an individual. Internal recruitment occurs through Internal Job Watch procedure. The bank evaluates the performance of an internal employee and considers him/her upon the rating from the Human resource relationship manager (HRRM) & the Line manager. Under recruitment, there are two forms of employment. One is Full time employment (FTE) and other one is direct contract (DC) / HR contract.

Full time employment gets all the benefits and facilities of the bank. The salary is range is higher than direct contractual employee. The entry level position of FTE starts from

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grade 9 and gradually it downgrades. The lower the grades the higher the position holds the particular employee.

For HR contract, the period of contract is minimum 2 years. In this contractual employment, the employees wont get any facilities from the bank like, insurance coverage, lower interest facility and other benefits. Bank can recruit a DC to FTE. The bank evaluates the performance of an internal employee and considers him/her upon the rating from the Human resource relationship manager (HRRM) & the Line manager. This recruitment process is called Internal Job Watch.

6.1.2 Controlling Structure at SCB Alike all other big multi national companies, management in SCB consists of planning, organizing, directing, controlling all of the resources of an organization. The goal of standard chartered bank is to be the Bankers of First Choice. Towards t hat goal, the overall planning in the organizations is done at the headquarters level in Dhaka by Management Committee (MANCO), Headed by the CEO and consisting of the business heads like Corporate Banking, Consumer Banking, Treasury, Global Markets, and from the support divisions the heads of Human Resource, Operations and Finance Departments. They meet once a month or when special situations arise to plan the strategic decisions. The decision making although, apparently based on a top down approach, leaves room for participation down to the level of department heads, which are responsible for carrying out the planning of their department within the broad guidelines set by MANCOM.

6.1.3 among the broad strategic objectives are:

Creating a congenial work environment Modernization of the management information system to achieve full automation by drastically cutting down the paper works in long term. Focusing on service quality and consume needs Recruiting and maintaining top grade, efficient employees

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To invest in those technological systems which will upgrade and enhance financial services Creating an excellent brand image of the bank.

6.1.4 Personnel Policies: The number of officers exceeds the numbers of clerk, which is a straight contrast to local banks specially the nationalized commercial banks. Standard Chartered Bank pays great attention to recruiting high quality staff through proper evaluation and improving their skills through structure training. Reward and punishment base on strict performance evaluation and opportunities of promotion both in country and abroad are two important features of the personnel policy of Standard Chartered Bank.

6.1.5 Recruiting, Training, and Career Progression: The recruitment process is based on references, advertisements and internship. Entry point screening is done by the written test. The medical record of the potential employee is very important and those suffering from potentially life threatening and performance deterring diseases are not hired, even if they were otherwise qualified. The placement of the staffs is done in two ways. Either the employee undergoes a management trainee program with a probation period of nine months and is categorized as an officer leading to various managerial jobs, or is recruited at a non management level as banking assistance or support officer. There is a structured training framework for all the employees, and a channel for moving people from national to international positions. International graduate recruitment and personal skill development for entry level employees are a part of the human resource development efforts at Standard Chartered Bank.

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6.1.6 Planning, Organizing, directing and controlling: The top down planning approach is mostly followed at standard chartered bank. The top managers have the authority to decide how they will achieve their goal because SCB group worldwide decides the goal. The business bank mainly does planning and retail bank division, IT department provides all the assistance and information that is required to create and execute long term and short term planning. Planning and IR department provides all the assistance and IT and other infrastructure in order to reduce the paperwork IT has taken a plan to achieve the long term plan. One branch manager in each of it is managing SCB but every on has some assigned work to do for the day they cannot deny this. Sitting arrangement is created in such a way that co-workers can sit close to each other and have sharing of their work and at the same time can have easy contact with each department coordinator/ Head. The work environment is very friendly. The room contains sufficient amount of light and is always cooled by high capacity air conditioners.

6.1.7 Chain of Command: Standard Chartered Bank in Bangladesh follows a hierarchy pattern of command. The Chief Executive Officer (CEO) for the country reports to the regional manager, MESA in Dubai. All other departmental heads at the headquarters report to the CEO. A manager or Senior Manager reports to the divisional heads. The respective branch managers or branch sales and service managers (BSSM) are responsible for the performance of their unit. Each branch is organized functionally along line divisions with some support facilities and the assigns takes to his/her subordinate personnel and supervises their performance.

An organ gram of different division of the bank is given in the next few pages separately:-

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Chain of Command

Finance and Administration Division

32

Human Resource Division

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Chapter- 7

7.1 JOB DESCRIPTION

7.1.1 Job description in Standard Chartered Bank A job description is a list that a person might use for general tasks, or functions, and responsibilities of a position. It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, or a salary range. Job descriptions are usually narrative, but some may instead comprise a simple list of competencies; for instance, strategic human resource planning methodologies may be used to develop competency architecture for an organization, from which job descriptions are built as a shortlist of competencies.

7.1.2 Creating a job description A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis considers the areas of knowledge and skills needed for the job. A job usually includes several roles. The job description might be broadened to form a person specification or may be known as Terms of Reference.

7.1.3 Roles and responsibilities A job description may include relationships with other people in the organization: Supervisory level, managerial requirements, and relationships with other colleagues.

7.1.4 Goals A job description need not be limited to explaining the current situation, or work that is currently expected; it may also set out goals for what might be achieved in future.

7.1.5 Limitations Prescriptive job descriptions may be seen as a hindrance in certain circumstances.

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Job descriptions may not be suitable for some senior managers as they should have the freedom to take the initiative and find fruitful new directions; Job descriptions may be too inflexible in a rapidly-changing organization, for instance in an area subject to rapid technological change; Other changes in job content may lead to the job description being out of date; The process that an organization uses to create job descriptions may not be optimal.

Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work.

Job descriptions clearly identify and spell out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions.

The best job descriptions are living, breathing documents that are updated as responsibilities change.

The best job descriptions do not limit employees, but rather, cause them to stretch their experience, grow their skills, and develop their ability to contribute within their organization.

7.1.6 Job Description of Standard Chartered Bank Job description is very important for hiring a candidate in standard chartered bank. Standard chartered bank focuses highly on Job description before recruiting and employee. In standard chartered bank, different qualifications needed for various job types. For contractual employee, educational requirements should be minimum graduates with any division or results. For full time employment, minimum educational qualification should be graduates with second division or equivalent result. Candidates

35

who have third division in graduate degree wont be able to convert in permanent employment.

After selecting a candidate upon matching with the applied post with the educational qualifications and experience, the candidates must complete an online assessment test. If he/she failed to achieve the passing score then the candidates hiring process will be declined automatically.

Also, there are some specific Hiring programs of SCB that hires through online recruitment procedure. For example, International Graduate (IG) program, Fast track program, Management Trainee program. For IG program candidates must be a MBA graduate otherwise he/she will not be able to complete the application form.

So, Standard Chartered bank is highly disciplined with job description for selecting a candidate through job openings. And it gives much importance on job description, and follows the actual procedure for selecting an employee. If candidates qualification does not meet with the needed requirement of a job, then SCB decline the hiring process for that specific candidate.

Example of Job descriptions are given below:-

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JOB TITLE

: SALES TEAM MANAGER

DEPARTMENT

: BRANCH SALES AND SERVICE, CONSUMER BANK

REPORTS TO

: BRANCH SALES AND SERVICE MANAGER

Scope of Role: To lead a team of Sales Consultants to achieve the team sales target by maximizing existing customers / acquisition / referral opportunities and providing quality customer service.

Key Responsibilities/Challenges: 1. 2. 3. To manage the day to day planning, operations and problem solving of Salespersons; To ensure that salespersons achieve specified sales targets and service standard; To conduct staff meeting and provide support and updates for sales promotion and activities, procedural changes, management directives, etc. 4. 5. To ensure Salesperson meets with internal control, compliance and audit standards; to comply with all applicable money laundering prevention procedures and, in particular, report and suspicious activity to the unit money laundering prevention officer and line manager; 6. 7. 8. To train and develop new sales staff; To develop action plans to improve team performance; To provide coaching and monitoring to salesperson to facilitate staff retention.

SELECTION CRITERIA: 1. 2. 3. University / College degree, or equivalent / better. Good English speaking as well as in writing; Relevant experience in a sales in a financial services; Highly motivated and drove by number, strong interpersonal skills and demonstrate leadership attributes.

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Chapter- 8

8.1 RE-HIRE PROCESS

8.1.1 Rehire Process of Standard Chartered Bank The rehiring process of Standard Chartered bank is only applicable for Direct Contract (DC) employees. Employees who are hired through HR contract needs to renew their contract period every two years because the HR contract only valid for two years. So all the employees under this contract must renew their contract period, if the company wants him/her to continue work any further. The policy of Standard Chartered Banks contract renew process is refers to rehire process that is, after ending two years contractual period the candidates will have to rehire as a new employees and the candidate should go through the same procedures of a new hiring employee.

The rehire process is only applicable for Fixed Term Worker and Contingent workers (Agency worker, Management Consultant, and Independent Consultant & Outsourced Worker).

If the line manager wishes to extend the contractual period of an employee then the Line manager has to first terminate the fixed term contract in MSS and work with the Human resource relationship manager (HRRM) / recruiter through the re-hire process. An email notification will be sent to the Line manager to remind him of the upcoming end of a contract.

The system auto-terminates the worker on the last day of the contract if the contract has not been extended by the line manager before the contract end date. The effective date of termination will be the contract end date +1.

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When the contract staff is automatically terminated on the contract expiry date, all the system access will be de-activated. The salary of that particular employee will be stopped on that day of expiry. If and employees contract expires in the middle of the month then his/her salary will be given half based on the expiry date. The employee will no get any benefits and wages until the contract renews. Notification will not be sent to the line manager- HRRM after termination. It is the responsibility of the line manger to extend the contract period for fixed term and contingent workers.

Depending on whether there is an extension or a termination, the appropriate administrative work will be done by the HRAS team. It includes generation of letters, sending the payroll instruction form and other related activities. All line managers and HRRMs should have a valid email address in the system in order to receive the reminder emails.

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Chapter- 9

9.1 ACTION RESEARCH

9.1.1 Problems regarding Re-hire process of Standard Chartered Bank When the contract staff is automatically terminated on the contract expiry date, all the system access will be de-activated. The salary of that particular employee will be stopped on that day of expiry. If and employees contract expires in the middle of the month then his/her salary will be given half based on the expiry date. The employee will no get any benefits and wages until the contract renews.

The Rehire process takes approximately 14 days to complete. The firs step is for the line manager is to raise the Job requisition (JR) in the system. After raising the JR the candidates need to take approval of Department head and specific HRRM of the business. Then employee needs to submit all educational certificates and necessary documents to HR department.

From this step, the HR division will take over the rehire process for that particular employee. The HR personnel will conduct Contact point verification (CPV) which requires 5 working days to complete. After the CPV report the HR personnel generates the appointment letter. After accepting the appointment letter by the employee the HR division needs two days to create Bank ID for that employee. After compilation of bank ID, the HR personnel declare the joining date which is the new contract starting date for the employee. The employee needs to come on that specific date to HR department and fill up and submit a Joining documents.

So this whole process takes 14 days to complete. The problem arises where, if a employees contract expires at the first date of a month then the next contract renewal date will be in the middle of the that month. So the employee is losing half of a month salary.

40

Sometimes an employee fails to provide all the necessary documents on time to HR department which is needed for the rehire process. This will automatically delays the rehire process to be finished. Sometimes the bank fails to complete the CPV on time which also delays the process of rehire. In this type of cases the employees suffers for a month or over. This greatly hampers the employee in terms of banks benefits and salary. The employee may lose salary for a whole month or two. In this time, the employee cant use any system related work because of deactivation of bank ID.

9.1.2 Methods used during my Action Research:Interview method During the research I used personal & group interview method. I asked the questions generally face to face. Sometime only for the appointment I used the telephonic method.

Questionnaire method Mostly I used the proper sequencing of the questions I used rating scale method

Reason: - I think that this type of question is very easy and attractive to give the answer for respondent. I also used multiple choice type questions.

Reason: - because this type of question is also easy for the respondent to give the answer. This is also helpful for clear and reasonable analysis.

Open ended: - this type of question I also used in the form of personal interview.

9.1.3 Research Design The design that is used in this project is exploratory design. The reason for choosing this design was to get clear response from the employees. I also used descriptive research design.

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9.1.4 Research Instrument used In this research I used mainly the structured questionnaire for getting the different type of information.

9.1.5 Sample Size My sample size for this research report was of 50 individuals.

9.1.6 ANALYTICAL TOOLS USED Types of charts are used: 1) Pie

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Chapter- 10

10.1 DATA ANALYSIS AND INTERPRETATION

Data Analysis & Interpretation

Awareness of Job descriptions in Standard Chartered Bank

12% 18%

Unaware Aware Highly aware

70%

Interpretation: According to the above mentioned question, it was asked that whether the employees have knowledge about the Job description of Standard Chartered Bank or not. Therefore it can be interpreted from the above graph that 70% of the sample sizes (Which is 35 employees) are aware of Job description and 12% of the sample sizes (Which is 6 employees) are fully aware of it, whereas 18% of the sample sizes (Which is 9 employees) are unaware of job description in Standard Chartered Bank.

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 Importance of job description in Standard Chartered Bank for recruiting an employee

18%

14%

Low Nuetral 20% High Highly Important

48%

Interpretation: According to the above mentioned question, it was asked, how important is job description of Standard Chartered Bank for hiring an employee? Therefore it can be interpreted from the above graph that 48% of the sample sizes (Which is 24 employees) thinks the importance of Job description is high and 18% of the sample size (which is 9 employees) gives high importance on Job description, whereas 14% of the sample sizes (Which is 7 employees) thinks the importance of Job description is low and 20% of the sample size (which is 10 employees) stays neutral about the importance of Job description of Standard Chartered Bank.

Awareness of Re-hire process of Standard Chartered Bank

18%

Aware Not fully aware

82%

44

Interpretation: According to the above mentioned question, it was asked that whether the employees have knowledge about the re-hire process or not. Therefore it can be interpreted from the above graph that 82% of the sample sizes (Which is 41 employees) are aware of the process whereas 18% of the sample sizes (Which is 9 employees) are not fully aware of the procedure.

Problems regarding the current hiring process in Standard Chartered Bank

16%

12%

Yes No Understandable 72%

Interpretation: According to the above mentioned question, it was asked that whether the employees face problems regarding the current re-hiring process in Standard Chartered Bank or not. Therefore it can be interpreted from the above graph that 72% of the sample sizes (Which is 36 employees) face problems regarding Re-hire process whereas 12% of the sample sizes (Which is 6 emplo yees) havent faced any problems regarding re-hire process and 16% of the sample sizes (which is 8 employees) considers the procedure to be understandable.

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 Nature of Re-hiring process in Standard Chartered Bank

12%

Simple Complex

88%

Interpretation: According to the above mentioned question, it was asked that whether the employees think that the current re-hiring process of Standard Chartered Bank is simple or not. Therefore it can be interpreted from the above graph that 88% of the sample sizes (Which is 44 employees) thinks the Re-hire process as complex, whereas 12% of the sample sizes (Which is 6 employees) thinks the Re-hire process as simple. Does the procedure of re-hiring affect the salary/wage?

0%

Yes No

100%

Interpretation: According to the above mentioned question, it was asked that whether the Re-hiring process affect the salary/wage of an employee or not. Therefore it can be interpreted from the above graph that 100% of the sample sizes (Which is 50 employees) agrees that the Re-hire process of Standard Chartered Bank affect the salary/wage of an employee. 46

 Acceptance of losing salary that results due to current rehiring process

12%

Not Acceptable Acceptable

88%

Interpretation: According to the above mentioned question, it was asked that whether the employees has acceptance over losing their salary due to re-hire procedure or not. Therefore it can be interpreted from the above graph that 88% of the sample sizes (Which is 44 employees) do not accept, whereas 12% of the sample sizes (Which is 6 employees) has given their acceptance over losing salary due to re-hire process of Standard Chartered Bank and addresses it to as justifiable. Extent to which you feel that the bank should change the rehiring procedure

12% 14% High Low Very High Nuetral

6% 68%

Interpretation: According to the above mentioned question, it was asked that whether the employees feel that the bank should change the re-hiring procedure or not. Therefore it can be interpreted from the above graph that 68% of the sample sizes (Which is 34

47

employees) feels that the bank should change the procedure and rated the extent to be high and 14% of the sample size (which is 7 employees) rated the extent to be very high, whereas 6% of the sample sizes (Which is 3 emplo yees) feels low in terms of changing the procedure of re-hire and 12% of the sample size (which is 6 employees) stays neutral in terms of changing the re-hire process.

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Chapter- 11

Action Research Findings, Solutions and Recommendations

11.1.1 Findings After completing the questionnaire survey in the context of Standard chartered bank rehire process the following findings are found

More than 70% of the sample size have knowledge over job description in Standard Chartered Bank

Almost 70% of the sample size thinks that job description is important for different job opening in Standard Chartered Bank.

More than 80% of the sample size were aware of banks re-hire process

More than 70% of the sample size considers the re-hire process to be problematic and most of the contractual employees have faced problems during re-hire process.

More than 80% of the sample size considers the re-hire process is complex

100% of the sample size agreed on the fact that re-hire process does affect the salary

More than 80% of the sample size said Not acceptable regarding losing salary during re-hire process

More than 80% of the sample size thinks that the re-hire process of Standard Chartered Bank should be changed

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11.1.2 Recommendations The first solution would be- Standard Chartered Bank can introduce dedicated software to Human Resource department which can ease the re-hire process. The bank should set up such software which will hold all the records of a contractual employee starting from the first day of hiring till end of the contract period.

Whenever the contract period come to an end the system will automatically detect the ending date will renew the contract period automatically for next two years. The system will also give a notification to the line managers 1 month prior to end of contract so that the line manager can get enough time to arrange all the necessary approvals and documents.

Within the month the employee will prepare all the documents and provided the needed approval to HR division. HR personnel will only input the approval into the system and the system will only check the correct approval is there or not. After that it will automatically renew the date of the contract. So in this way, the employee wont lose any salary and feel the process to be user friendly. The second solution would be, Standard Chartered bank can compensate or give overtime bonuses to those employees who are losing the salary while following the current re-hire process. In the current re-hire process, employees continue their work with the bank even after the expiration of their contract.

After the expiration of contract the employee works for the bank at the same time he/she arranges and completes all the formalities that is needed for renewing the contract. Employee loses nearly half of a months salary because the re-hire process takes approximately 14 days to complete after the contract expire.

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The bank can compensate to the employees who are losing the salary. The bank can make system software that will remember the amount of days and employee working after expiration of the contract. So this will tell in the future that how many days the employee worked after his expiration of contract.

So if an employee works 15 days with the bank after ending the contract then after renewing the contract he/she will get the 15 days salary at the end of the month. By doing so, employee will not have any complaint against the re-hire process and feel the process to be hassle free.

11.1.3 Conclusion Standard Chartered Bank is the worlds leading emerging markets bank headquartered in London. Their businesses however, have always been overwhelmingly international.

Job description is very important for hiring a candidate in standard chartered bank. Standard chartered bank focuses highly on Job description before recruiting and employee. In standard chartered bank, different qualifications needed for various job types. For contractual employee, educational requirements should be minimum graduates with any division or results. For full time employment, minimum educational qualification should be graduates with second division or equivalent result. Candidates who have third division in graduate degree wont be able to convert in permanent employment.

Standard Chartered Bank currently giving training to the employee and they are focusing on creating knowledge about the job description among employees and candidates. Even though from the survey we got to know that few employees of the bank thinks that job description is not that important or it is not considered to be an important factor for selecting a candidate, SCB places high importance on Job description.

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Nowadays, candidates take this job description of Standard Chartered Bank very seriously because currently SCB hires candidate on basis of job description. Nowadays HR personnel first examine, whether job description matches with the candidates qualification and experience or not before hiring a candidate.

Because after selecting a candidate on the basis of his merit and qualification, the manager taken him/her for granted that the candidate will be able to do certain things on the specialized field.

The rehiring process of Standard Chartered bank is only applicable for Direct Contract (DC) employees. Employees who are hired through HR contract needs to renew their contract period every two years because the HR contract only valid for two years. So all the employees under this contract must renew their contract period, if the company wants him/her to continue work any further;

Currently HR division is conducting several meetings with overseas management team to solve/remake the process which will be easier and convenient for the candidates. HR division has recently recruited a Talent Acquisition coordinator especially to handle the direct contract employees and their related issues with re-hire process.

So nowadays the complaint against the rehire process is declining day by day. HR management is now more concerned about the DC employees and their problems with rehiring process.

The network of SCB engages itself for providing best quality banking service in retail, commercial and corporate banking segments. The countries to enterprises; Multinational, local corporation and financial institutions are served by SCB. With total asset based of BDT 17.5 billion and annual turnover of BDT 1.78 billion, SCB in Bangladesh is among the top performing multinational bank.

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Interviewer:

1. Fabiha Ashekeen Ahmed (Talent Acquisition Specialist, HR) Standard Chartered Bank 2. Md. Amirul Mizan (Manager, Service Delivery) Standard Chartered Bank 3. Md. Masud Parvez (Officer, Service delivery) Standard Chartered Bank 4. Jaquiline Gomes Tina (HRRM, Wholesale Banking) Standard Chartered Bank 5. Shahed Hasan Khan (Credit Manager, Consumer Banking) Standard Chartered Bank 6. Annual Report of Standard Chartered Bank 7. Software of Standard Chartered Bank 8. HR Documents and Hiring templates (Human Resource Department) 9. People Soft Portal - Standard Chartered Bank

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BIBLOGRAPHY

The additional helping sources for doing this report:

1. http://www.standardchartered.com/en/about-us/index.html 2. http://en.wikipedia.org/wiki/Standard_Chartered_Bangladesh 3. http://www.standardchartered.com/bd/about-us/en/ 4. https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRS. HRS_APP_SCHJOB.GBL?Page=HRS_APP_SCHJOB&Action=U 5. http://www.standardchartered.com/en/careers/index.html 6. http://annualreport.standardchartered.com/download-centre/index.html

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APPENDIX

The following questions were used to asses the survey:-

1. How aware are you about the Job descriptions of Standard Chartered Bank?

Highly unaware

Unaware

Neutral

Aware

Highly aware

2. What do you think how important is job description in Standard Chartered Bank for recruiting an employee? Very important Low Neutral High Highly important

3. Does JD affects on hiring process for specific jobs in Standard Chartered Bank? Very low Low Neutral High Very high

4. Do you face problems regarding the current hiring process in Standard Chartered Bank? ( ) Yes ( ) No

5. What do you think of our rehiring procedure? Simple 1 2 3 4 5 6 7 Complex

6. What do you think of rehiring process? Good 1 2 3 4 5 6 7 Bad

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7. Does the procedure of rehiring affect your salary/wage? ( ) yes ( ) No

8. Rate the level of your willingness to recommend the process of rehiring to continue further? Very low Low Neutral High Very high

9. Rate the extent to which you feel that the bank should change the rehiring procedure Very low Low Neutral High Very high

10. Rate the level of acceptance of losing salary that results due to current rehiring process Acceptable 1 2 3 4 5 6 7 Not acceptable

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