Chapter-01

Introduction

1
1.0 Introduction
Manpower planning is the process of reviewing an organizations employee, or
manpower, needs and then selecting the best people for certain jobs. The end goal of
successful manpower planning is a smoothly running operation, and the long-term result
of manpower planning is a company able to achieve its goals, because its employees fill
the right places within the organization. Manpower planning typically falls under the
human resources department and it's not something that occurs quickly. Instead, it is a
process that requires careful analysis and consideration to achieve the desired outcome.
Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to retaining,
training, developing, and compensating the employees in organization. It is also
applicable to business organizations, such as acting, news presenters and Models etc.
Human Resource Management is defined as the set of activities, programs, and functions
that are designed to maximize both organizational as well as employee effectiveness.
Scope of HRM without a doubt is vast. All the activities of employee, from the time of his
entry into an organization until he leaves, come under the horizon of HRM. The divisions
included in HRM are Recruitment, Payroll, Performance Management, Training and
Development, Retention, Employee Relation, etc.

1.1 Statement of the Problems

In this age of modern globalization the importance of banking is beyond description.
Banking sector is going ahead with the improvement of new technologically and
innovation. Introduction to modern technology has made banking sector user friendly and
more competitive. The banks of Bangladesh are not lagging behind in this regard.
Banking is one the most competitive industries of Bangladesh that has seen a huge
amount of growth during the last decade. A large number of new banks have made their
places in the industry and yet there are more to register in the list. In this modern era of
business, banking activities have spread out in many areas like merchant banking, share
trading, giving lease and so on. This report is a requirement of the internship program
which is an important part of the BBA degree requirement. As the supervisor has advised
me to develop a thorough understanding of the Manpower Planning of Grameen Bank
this report will be prepared on those aspects of the HR practices of Grameen Bank.

2
Review of Literature

Manpower has to be wisely exploited for the steadfast growth of an economy. This is the
reason why there is Ministry Of Human Resources, the aim is to implement plans to
utilize the human resources available throughout the country for their growth and
countrys Development. This is given as much an importance as any other discipline as
economics, psychology, law and public administration, industrial relations, computer
science and operations research. All the disciplines stated above are themselves in a
tremendous state of flux. Manpower planning requires a keen study, this has necessitated
the coming up of lot of literature. New ways and means are suggested for optimum usage
of manpower through Economics, Operations Research and Mathematical Models.
Research is going on in every field for their growth and manpower planning does not lag
behind. Manpower planning is historically rooted in the gathering of manpower statistics
dating from the times of the Roman census to the accounting of slaves, and eventually to
population census towards the end of the eighteenth century Morton.
Historically, origin of the models of manpower systems could be traced back to Seal.
However, simple models have been reported by Edwards to have been used by manpower
planners long before then. Mehlmann has developed an optimal recruitment and transition
strategies for manpower systems using dynamic programming recursion with the
objective of minimizing a quadratic penalty function which reflects the importance of
correct manning of each grade under preferred recruitment and transition patterns.

Lane and Andrew has developed a lognormal model in which the distribution of wastage
was related to length of services and proposed two methods of analysis. Cohort analysis,
in which the wastage characteristics of an initial homogeneous groups are observed over
longer periods of time; census analysis in which two sample points in time are used to
determine the wastage rates.
As alternative, approach to manpower planning is based on optimization theory, the
theoretical foundations of the optimization approach have been developed in Holt et al.
Holt developed a cost model that includes both the costs of maintaining and changing the
work force. Holt uses a quadratic cost model that allows closed form solution to be
developed and finds that optimal staffing levels are based on the weighted values of
forecast demand.

3
A general description of the models and the methods for developing mathematical models
for manpower studies have been discussed in a broad way by Dill et al. In this paper the
authors have explored some results in manpower and the development of some simple
stochastic models to take note of such issues in manpower planning. Direct mathematical
methods have been used for structuring such models and the simulation methods have
been used to a large extent in such models.
Morton presents a concise historical summary of forecasting techniques starting from
demographers modified exponentials through to renewal theory, stochastic processes,
moving average ad exponential smoothing. In recent years there has been a swing away
from demographically based forecasts towards econometric and input / output models as
well as Monte Carlo simulation.
Moreover, recognition that long lead time in manpower development makes planning
particularly vulnerable to changes in policy variables. It has simulated research into
teleological or target related forecasting in which the study of explicitly stated
achievable future goals are undertaken through futurist speculation or expert consensus in
order to restrict the range of the exogenous variables.

1.2 Objectives of study:

The Broad objective are: A Study on Manpower Planning of Grameen Bank
Specific Objectives
1. Analyzing the current manpower inventory.
2. Making future manpower forecasts.
3. To analyze the functionalities of human resources department.
4. To evaluate the overall working environment of Grameen Bank
5. To put some suggestions & recommendations for the development and polishing
of the human resource department.
6. To get experience from the overall HRM of Grameen Bank.

1.3 Importance of the Study

It is also known to all of that than is no alternative of practical knowledge and the
practical knowledge are much more durable and useful than the theoretical knowledge.
The main reason of this internship report study is that to complete a part of mission of my
career. Because every student to meet the extreme challenges. This study will help me to
get a tree picture of practical business in the world.

4
1.4 Organization of the Study
Overview of Grameen Bank:
The Grameen Bank is a Nobel Peace Prize-winning microfinance organization
and community development bank founded in Bangladesh. It makes small loans (known
as microcredit or "grameen credit") to the impoverished without requiring collateral. The
name Grameen is derived from the word gram which means "rural" or "village" in
the Bengali Language. Grameen Bank originated in 1976, in the work of
Professor Muhammad Yunus at University of Chittagong, who launched a research
project to study how to design a credit delivery system to provide banking services to the
rural poor. Based on his results, in October 1983 the Grameen Bank was authorized by
national legislation as an independent bank. In 2006, the bank and its founder, Professor
Muhammad Yunus, were jointly awarded the Nobel Peace Prize. In 1998 the Bank's
"Low-cost Housing Program" won a World Habitat Award. In 2011, the Bangladesh
Government forced Yunus to resign from Grameen Bank, saying that at age 72, he was
years beyond the legal limit for the position. Muhammad Yunus earned a doctorate in
economics from Vanderbilt University in the United States. He was inspired during
the Bangladesh famine of 1974 to make a small loan of US$27 to a group of 42 families as
start-up money so that they could make items for sale, without the burdens of high
interest under predatory lending. Yunus believed that making such loans available to a larger
population could stimulate businesses and reduce the widespread rural poverty in
Bangladesh. Yunus developed the principles of the Grameen Bank (literally, "Bank of the
Villages" in Bengali) from his research and experience. He began to expand microcredit as
a research project together with the Rural Economics Project at Bangladesh's University of

Chittagong to test his method for providing credit and banking services to the rural poor. In
1976, the village of Jobra and other villages near the University of Chittagong became the
first areas eligible for service from Grameen Bank. Proving successful, the Bank project,
with support from Bangladesh Bank, was extended in 1979 to the Tangail District (to the north
of the capital, Dhaka). The bank's success continued and its services were extended to
other districts of Bangladesh. The Grameen Bank staff not only work in harsh, grueling
conditions but are an "elite brigade of poverty fighters". Required to have a passion for
changing the lives of the poor, the Grameen staff must be willing to step out of their
comfort zones on a daily basis. Potential employees receive 6 months of on-the-job
training while shadowing qualified and experienced individuals from various branches of

5
Grameen. The goal of this training is for the trainee to "appreciate the unexplored
potential of the destitute" and to discover new ways to solve problems that arise within
the Grameen branch. After completing the 6-month period, trainees return to Dhaka
headquarters for a time of review and critique. Ultimately these new staff are appointed to
a new branch of the Grameen bank. By a Bangladeshi government ordinance on 2
October 1983, the project was authorized and established as an independent
bank. Bankers Ron Grzywinski and Mary Houghton of Shore Bank, a community development
bank in Chicago, helped Yunus with the official incorporation of the bank under a grant
from the Ford Foundation. The bank's repayment rate suffered from the economic disruption
following the 1998 flood in Bangladesh, but it recovered in the subsequent years. By the
beginning of 2005, the bank had loaned over USD 4.7 billion and by the end of 2008,
USD 7.6 billion to the poor.
A Short History of Grameen Bank
The origin of Grameen Bank can be traced back to 1976 when Professor Muhammad
Yunus, Head of the Rural Economics Program at the University of Chittagong, launched
an action research project to examine the possibility of designing a credit delivery
system to provide banking services targeted at the rural poor. The Grameen Bank
Project (Grameen means rural or village in Bangla language) came into operation
with the following objectives:
Extend banking facilities to poor men and women;
Eliminate the exploitation of the poor by money lenders;
Create opportunities for self-employment for the vast multitude of
unemployed people in rural Bangladesh;
Bring the disadvantaged, mostly the women from the poorest households,
within the fold of an organizational format which they can understand and
manage by themselves; and
Reverse the age-old vicious circle of low income, low saving & low
investment, into virtuous circle of low income, injection of credit,
investment, more income, more savings, more investment, more income.
The action research demonstrated its strength in Jobra (a village adjacent to Chittagong
University) and some of the neighboring villages during 1976-1979. With the
sponsorship of the central bank of the country and support of the nationalized
commercial banks, the project was extended to Tangail district (a district north of
Dhaka, the capital city of Bangladesh) in 1979. With the success in Tangail, the project
was extended to several other districts in the country. In October 1983, the Grameen

6
Bank Project was transformed into an independent bank by government legislation.
Today Grameen Bank is owned by the rural poor whom it serves. Borrowers of the Bank
own 90% of its shares, while the remaining 10% is owned by the government.

Nature of the organization:

Grameen Bank is micro-credit lending organization. It is an independent and separate
bank under Bangladesh Bank. Although Grameen Bank authority claims it is not a fully
bank or NGO. It is different in characteristics. Actually it is different from other banks
and acts like NGO.

Number of employees:
Grameen Bank is a bank with 2568 branches and covering 81,390 villages of 86,000
villages in Bangladesh. Numbers of Grameen Bank staffs is now 22,750. Among them
3,350 are female staffs. In Gorai Branch 8 employees working as manager, second officer,
and 6 chanter manager.
Head of the organization:
Managing Director is the head of the organization. Currently Mr. Mohammad Ratan
Kumar Nag is Acting Managing Director. Then board of directors will appoint a new
M.D. Dr. Yunus might be the honorary chairman of the bank. Chairman has no power in
decision making procedure.
Gender Policy:
Grameen Bank started working to bring economic freedom for the women who are most
vulnerable in society. Grameen Bank in human resource management and recruitment
system it has no especial gender policy. Any eligible candidate whether male or female
will be allowed to apply in Grameen Bank.

Lending Model of grameen bank: Grameen Bank follows subsidized credit model,
where it does well in lending but poorly in mobilizing savings. It is funded by
government and donor agencies. It covers all type of economic activities including
housing. The bank lends through a group of 5. This called solidarity lending. The initial
loan size is Tk.3000. Grameen Bank's interest rate is lower than government rate.

The Grameen Generalized System

7
This system was introduced in 2000 to overcome the financial constraints of the
borrowers to tide over the bad days that seriously impair their capacity to repay their bank
loans. The system is simple and customer friendly that provides a leeway to the member
to remain in the Banks mainstream rather than opting out of Bank. The Grameen Bank
has four important windows for lending money--basic loan, housing loan, higher
education loan and struggling members (beggars) loan programme. A basic loan is
converted into a flexible loan or reschedule loan, if the borrower finds it difficult to pay
the weekly installments. Flexible loan reduces the installment size to a tolerable level. At
the end of 2015, nearly 7 per cent of the borrowers were on flexible loans. Flexible loan is
not an independent loan. It is only a temporary detour from the basic loan. The borrower
tries his or her best to go back to the basic loan. If a borrower fails to repay the basic loan
and is unwilling to go into flexible loan, s/he is reckoned as a defaulter. In that event, 100
per cent provision is made against his/her outstanding dues. If a Flexible loan is not paid
back in two years it is considered as overdue; after three years, it is entirely written off.
The rate of recovery of Basic Loan is close to one hundred per cent.

Structure of Human Resource Department:

HRM

Manager

Assistant

Senior Junior HRM

Officer
Manager manager manager

1.5 Limitation of the Study

8
1. Time limitation: To complete the study time was limited by three months. It was
really very short time to know about an organization like Grameen Bank.
2. Inadequate Data: The unwillingness of the busy key persons, necessary data
collection became hard.
3. Lack of Record: Large scale research was not possible due to constrains and
restrictions posed by the organization. Unavailability of sufficient written documents
as required making a comprehensive study. In many cases up to date information was
not available.
4. Lack of Experiences: Lack experiences have acted as constraints in the way of
meticulous exploration of the topic. Being the temporary member of the organization,
it is not possible on my part to express some of the sensitive issues
5. During the project there was the time constraint that did not allow me to observe the
actual Manpower Planning procedure being carried out.

9
 Chapter-02
Methodology of the Study

10
2.0 Methodology of the Study
Methodology of the study is an essential part of the study. It is designed in a way so that it
correspondent to achieve the objectives of the study. It includes designing samples,
sources of data, collection procedure of data, analysis techniques data, etc. It was an
exploratory study. So the methodology of this study the internship has used was
observation and sometimes discussion with the executives of the bank. Besides the
internship have talked with various clients of the bank. For more clarification the
internship have discussed with top management of the bank. Beside the internship, the
internship has taken help from various papers made by Garmeen Bank.

2.1 Sources of Data

The data used to furnish this report has been collected from the Primary sources &
secondary sources.

2.1.1 Secondary Sources

Procedure manual published by the Grameen Bank.
Files and documents of the branch.
Annual report of Grameen Bank.
Unpublished data.
Different text books.
Web sites.

2.1.2 Primary Sources

Primary data are measurements observed and recorded as part of an original study. When
the data required for a particular study can be found neither in the internal records of the
enterprise, nor in published sources, may it become necessary to collect original data. For
the completion of this report, the primary sources of data are-
Face-to-face conversation with the respective officers and staffs of Grameen Bank.
Informal conversation with the clients.
Practical work exposures from the different desks of the departments of the Grameen
Bank.
Study of the relevant files as instructed as instructed by the officers concerned
Experts opinion and comments.

11
2.2 Sample Design
A study design provides guidelines, logical and systematic plan for the detailed study. It
specified the objectives of the study. The methodology and techniques to be adopted for
achieving the objectives. It constitutes the blue print for the collection, measurement and
analysis of the data.
2.2.1 Selection of the Study Area
Every researcher has a Study area. My study Area is Tangail.

2.2.2 Selection of the Sample

For this study, the sample size that I have taken consists of 5
0 respondents.

2.2.3 Questionnaire Design

Questionnaire has been designed with the semi-structured questions with likert scale of
questionnaire is used in the questionnaire and average administer time is 5 minutes.7
questions

2.2.4 Sampling Technique

I have used convenient sampling method among the Grameen Bank.

2.2.5 Data Collection Instrument

Different types of computer software are used for reporting the gathered information from
analysis, such as Microsoft Word, Microsoft Excel and Data are analyzed using my own
judgment.

12
 Chapter-03
Main Chapter of the Study

13
3.1 About Manpower Planning
Manpower planning is the process of reviewing an organizations employee, or
manpower, needs and then selecting the best people for certain jobs. The end goal of
successful manpower planning is a smoothly running operation, and the long-term result
of manpower planning is a company able to achieve its goals, because its employees fill
the right places within the organization. Manpower planning typically falls under the
human resources department and it's not something that occurs quickly. Instead, it is a
process that requires careful analysis and consideration to achieve the desired outcome.
1. Analyze each department within the company to determine its needs. Review the
departments carefully and consider the current manpower situation within each, as well as
the manpower goals that each has. It is impossible to forecast of future goals without first
considering the current state. An effective manpower analysis will include details, such as
the specific number of departments and the purposes of each and the number of
employees within each department, with clear details about each employees role in that
department.
2. Complete manpower forecasts that take the companys goals into account. Line the
manpower needs up with the company objectives to create the most effective forecast. Of
course, this is not so simple as just making a side-by-side chart. Human resources
professionals compile extensive analyses that consider such elements as the opinions of
other industry experts on manpower needs, long-term trend consideration for manpower
changes, examinations of the work load in connection with projected changes, and, of
course, budget requirements.
3. Create training programs for current employees. Because manpower planning
usually results in a shift of manpower activities, current employees will need training for
any adjustments to their jobs. The training programs can be on-the-job experience or
separate seminars that employees attend to help them embrace the changes.
4. Create training programs for new employees. Any employees entering the company
will also require training to take on their new positions, and because these positions might
be recently created or adjusting to new changes in the organization, the human resources
department will need to establish new-hire training. Effective training guarantees that
employees understand their role and that the organization continues to run smoothly.

14
3.2 Manpower Planning and Development Process
Manpower planning and development is also known as human resource planning. This
process is an essential cornerstone in the efficient management of personnel in an
organization. Manpower planning entails getting the right number and type of personnel
to do the required tasks for the fulfillment of the goals and objectives of the organization.
The manpower planning process is an ongoing and continuous strategy which is
undertaken through a systematic set of procedures.

ANALYSIS
Analysis entails assessing the current status of the manpower within the organization. The
analysis is done by taking an inventory of the skills, competencies and abilities of all
personnel in the organization. It is also entails accounting for the number of departments
and the sizes of these departments within the organization. The analysis helps the human
resource (HR) managers to make informed forecasts about the human resource needs of
the organizations.

FUTURE PROJECTIONS
Forecasting entails making future projections with regard to an organizations human
resources needs. This is done through employee brainstorming and input from experts,
such as human resource management consultants. Other methods of forecasting include
using past trends and statistics to project the future, and analyzing the workload in each
department to determine how many personnel are needed to undertake the work.
Forecasting helps the HR managers answer questions such as how many employees are
needed to recruit, and how should the departments be restructured for efficiency.

GAP ANALYSIS
The gap analysis is a comparison of the current status of an organizations manpower and
the projected manpower needs. The gap analysis entails detailing the specific numbers of
employees needed, how restructuring will be done, the steps which will be taken to train
employees, and the types of skills and competencies needed to undertake various tasks in
the organization. The gap analysis is taken as a preparatory step for the development and
implementation of programs that will assist the organization to meet its human resources
needs.

15
STRATEGY DEVELOPMENT
Strategy development entails establishing programs to facilitate in the actual
implementation of the results of the gap analysis. Thus, HR managers develop training
programs to impart skills needed by the employees for better performance. The managers
also develop strategies on how to restructure the departments, how to recruit the most
competent personnel, and how to outsource various services or skills to cut costs.
Through monitoring and continuous improvement of these strategies, an organization can
efficiently manage its human resources.

3.3 Objectives of Manpower Planning

Proper utilization of your workforce can help you save money now, and as you plan for
your company's future. Manpower planning requires the interaction of departmental
managers with your human resources professionals to maintain current staff levels and
plan for future workforce needs. Use manpower planning to provide a framework by
which your company can prepare for and monitor future growth.

STAFFING LEVELS
Staffing levels can change based on company growth, losses due to layoff or temporary
and seasonal employment needs. The objective of manpower planning is to forecast
staffing level needs and work with company managers to make sure each department is
properly staffed. The human resources group plans for seasonal rises in employment
needs to insure that production levels and customer service quality are not affected. This
includes working with temporary agencies to supply seasonal staff and running
employment advertisements that bring in part-time candidates.

FUTURE NEEDS
One of the functions of manpower planning is to anticipate the future skill set needs of the
company and begin the process of finding qualified candidates. The human resources
department needs to be involved in all aspects of business planning to prepare for
recruiting in job duties that the company has not dealt with in the past. For example, a toy
manufacturer decides to get into the radio-controlled toy market and needs to hire
technicians and engineers to design and make the toys that the company has never made
in the past.

16
SKILL MATCHING
It is less expensive to utilize existing personnel than to hire new employees to fulfill job
needs within the organization. Hiring new employees requires recruiting costs, training
expenses and the cost of low productivity as the new employee settles into his job.
Manpower planning involves tracking each employee's skill set, which allows the
company to move employees around within the company to prevent having to look
outside the company. For example, an accounts payable employee who has payroll skills
can be moved into the payroll department with a high level of competence.

EFFICIENCY
A company needs to efficiently utilize its workforce to maintain productivity and also
keep employee morale high. Developing part-time positions, creating different work
shifts, offering overtime to compensate for increased production needs and maintaining a
pertinent training program are ways that manpower planning maximizes workforce
efficiency. Shift options and offering employees the tools they need to do their job, such
as training, help to maintain employee morale.

3.4 Importance of Staffing Management

Effective staff management is essential to ensuring your workplace runs smoothly and
efficiently, and that the right employees are in the right positions. Employees who are
well-managed and receive continuing training and evaluation are better prepared to do
their jobs and to serve your customers. This can lead to better profits, more satisfied
clients and an increase in repeat business. On the other hand, poor staffing can result in a
chaotic, unorganized work environment, which has the potential to make your company
lose valuable business.

GOOD EMPLOYEES = GOOD SERVICE

Efficient staffing management begins by hiring the right people for open positions. When
you conduct in-person interviews and ask potential employees pertinent questions as they
relate to your industry, you get a better feel for who will best represent your company.
Hiring efficient, knowledgeable employees will help your business attain a reputation for
quality products and service. Hiring undependable or unknowledgeable employees can
turn off customers and make you lose business.

17
SHORT LINES BENEFIT CUSTOMERS
Hiring enough people to efficiently run your business will make customers feel like you
respect their time and are committed to giving them efficient, timely service. Even the
best employees wont perform to their full potential if they are overworked or are trying
to do the job of several people, which can lead to irritability and impatience with both
employees and customers. Evaluating your staffing needs and making sure you have
enough trained professionals in place to cover regular shifts will help you deliver smooth,
customer-friendly service.

TRAINED EMPLOYEES PERFORM BETTER

When you train employees on all aspects of their job and give them insight into other
positions in your business, you develop well-rounded individuals who have a working
knowledge of their positions and those of their colleagues. Knowledgeable employees are
better able to answer customer questions, handle problems and deliver better quality
service. Untrained employees who have to find a manager or send people away without
help or information can create frustrated customers.

SMART SCHEDULING STREAMLINES SERVICE

Selecting the right people to work together can create an effective team dynamic that
leads to more efficient delivery of products and services. Scheduling all new employees
together can create havoc and scheduling all veteran employees together can create a
struggle for leadership. Creating a schedule with a complementary mix of personality
types will set a balance for harmonious work flow and result in a more efficiently
operated shift.

POOR STAFFING LEADS TO BUSINESS DECLINE

Untrained and unsupervised staffers can wreak havoc on your business. An employee
unfamiliar with your products can sell customers items they don't want or need, creating
animosity and resentment; an employee without basic safety knowledge can cause an
accident resulting in liability for your company; and too few employees staffing a shift
can create long waits for customers who then decide to take their business elsewhere.
Effective staffing management can eliminate many of these issues and improve the
overall quality of business operations

18
3.5 What is HR?
Human resources (HR) are the people who are ready, willing, and able to contribute to an
organizations success.
Human resources (HR): Hiring activities, including recruitment, interviewing, training,
layoff planning, including out placement, and counseling.
Human resources (HR) segment contains the full set of capabilities needed to manager,
schedule. Pay, and hire the people who make a company run. It includes payroll, benefits
and ministration, applicant data administration, personal development planning,
workforce planning, schedule and shift planning, time management, and travel expense
accounting.

3.6 What do you mean by Human Resources Planning?

Human Resource Planning is a process of deciding in advance what is to be done in
future regarding human resource of an organization. It deals with the activities and steps
to be taken in regard to demand for and supply of human resources as well as their proper
utilization.
Human Resource Planning includes the determination of existing human resource needs
and finding out the ways of the human resource to be needed for the organization. That is
Human Resource Planning is a blue print of existing human resources and required
number of human resources in future.
Human resource planning is the key between a firms strategic plan and its overall human
resource management function. The human resource plan is a projection of how the fire
plan acquires and utilizes human resource.
Human resource planning is the sum total of the plan formulated for the recruiting,
screening, compensation, training, job designing, and work rules of an organizations
human resource. It is a process deigned to translate the corporate plans and objective into
future quantitative and qualitative employment requirement, together with plans to fulfill
that requirement.

19
3.7 Definition of Human Resource Planning?
1. Robbins(1998) defines HRP as The process by which an organization ensures
that it has the right number and kind of people at the places, at the right time,
capable of effectively and efficiently completing these tasks that will help the
organization achieve its overall objectives.
2. According to Tripathi Human resource planning may be defined as a strategy for
the procurement, development, allocation, and utilization of an enterprises human
resources.
3. In the words of Coleman Bruce, HRP is the process of determining manpower
requirements and the means of meeting those requirements in order to carry out
the integrated plan of the organization.
4. According to William F. Glueck, Human resource planning is the process by
which management attempts to provide human resources to achieve organization
objectives.
It then translates the organizations objective and plans into number of people needed to
meet those activities. Through planning management makes balance between demand for
and supply of right number and kinds people at the right time. It is a supply and demand
calculation. Manpower is an asset; it is asset which appreciates- which grows over day by
day. Machines depreciate as time goes on.

By consulting the above definitions, we can get some elements of HRP. These elements
are listed in the following points:
1. Establishing and recognizing the future jobs requirements.
2. Identifying deficiency in terms of quantity
3. Identifying deficiency in terms of quality and specification
4. Identifying the sources of right type of man
5. Developing the available manpower and
6. ensuring the effective utilization of work force.
A manpower plan must be a set of two plans: a manpower demand plan and manpower
supply plan.

20
3.8 Why adopt HR Policies?
Every organization should have human resource policies as they ensure the following
benefits.
1. The work involved in formulating human resource policies requires that the
management give deep thought to the basic needs of both the organization and the
employees the management must examine its basic convictions as well as give
full consideration to the prevailing practices in other organizations.
2. Established human resource policies ensure consistent treatment of all human
resource throughout the organization. Therefore favoritism and discrimination are
minimized.
3. Continuity of action issued even though top management human resource change.
The manager of a company may possess a very sound human resource
management philosophy. The tenure of office of any manger is finite. But the
organization continues. Policies promote stability.
4. Sound human resource polices help resolve intrapersonal, interpersonal and inters
group conflicts.
5. Human resource polices serve as a standard of performance. Actual results can be
compared with the policy to determine how well the members of the organization
are living up to the professed intentions.

3.9 Benefits of Human Resource Planning.

By formulating a well-conceived HRP, some benefits can be accrued by the organization
as well as by the human resource management. These benefits can be summarized in the
following points:
1. Better view of business decision: Upper management has a better view of the
human resource dimensions of business decisions.
2. Minimum cost: HR costs may be lower because management can anticipate
imbalances before they become unmanageable and expensive.
3. Anticipated talent: More time is available to locate talent because needs are
anticipated and identifies before the actual staffing is required.
4. Management development: Proper HRP can ensure the development of managers
through proper training programs.

21
5. Improved utilization: HRP improve the methods of Utilization of human resource
of an organization.
6. Economy in hiring: Effective HRP can set a system of hiring human resource for
the organization with minimum cost and efforts.
7. Information base: HRP helps in expanding the human resource management
information base to assist other human resource activities and other organization
units.
8. Coordination: Coordination of different human resource management programs
and activities is possible with the help of a well-established human resource
planning.
9. Technological change: Rapid technological changes make human resource
planning more important as the demand for new skills is increasing.
10. Reduction of wastage: Proper manpower policy will reduce wastage rate. There
are two of wastage a. voluntary(marriage, pregnancy, immigration, early
retirement) and b. incidental( death, retirement and dismissal).
11. Corporate asset: Manpower planning stresses the value of human resource as
corporate assets.
12. Gradual growth: Interest in manpower planning is increasing because the size of
the organization is gradually increasing.
If human resource manager makes a good plan all activities are expected to be performed
timely and properly and then organization may be benefited in many wags.

3.10 Human Resource Planning Method.

There are four methods of formulating human resource planning. These methods are used
to determine the requirements of personnel. By using these methods, human resource
planning unit can formulate an effective human resource plan for the organization.
1. Annual estimate of expected vacancies: By using this method requirements of
human resource for the whole year can be estimated. Thus organization can also
make necessary arrangement for procuring suitable human resources.
2. Long range estimate of expected vacancies: This method helps the human
resource manager to make a long range estimate of human resources for the next
few years(usually for more than 3 years).

22
3. Man specification requirements: By resorting the third method of human
resources planning, human resources needs can be specified for the departments.
Not only that human resource with specific qualification can also be identified by
this method.
4. Job requirements: Every job requires separate type of human resource for proper
functioning. This method helps HRP unit/manager in determining job
requirement for the organization.
Human resource manager will examine the organizational structure regularly to
anticipate its manpower requirements. A job analysis must be made to know the
requirements of a particular job.

3.11 Components of Human Resource Planning.

Human resource planning has several components. Anthony and his associates have
identified three component of HRP. These components can help the human resource
planner to know the nature of economic forces available in the business and industrial
area, latest position of demand and supply of labor in the market and lastly possibility of
skills change and shortage or surplus of human resources. In the following paragraphs
these three components are briefly discussed:
1. Economic forces
2. The labor market
3. Skill change and human resources shortage
1. Economic forces: National employment and economic policy planning influence
human resource planning. National economic policy planning set the stage for
national policy in training and education and level of economic activity though
monetary and fiscal policy.
2. The labor market: Labor market is the pool of qualified applicants from which a
company can line. The relationship between organizations goes requirements and
the available pool of skill and abilities is typically viewed by manager is as a
sequential process whereby the organization first establishes the best goes
structure in terms of job content and task assignments determine each goes worth
in the production process and proceed to hire develop is a resources that retch this
requirement.

23
3. Skill change and personnel shortage: Change in the labor market have led in skill
shortages as well as over supply. When the human resources educational skill min
differ significantly from one skill required by employers, personnel shortage
develop. Employment have to be open but cannot find people with the skill
needed. Many people who want goes are not hired because they do not have skill
demanded.

3.12 Human Resource Planning Model.

Human resource planning model organizations are more or less formulated up to the
mark. They do not usually follow the model of process developed in the foreign
countries. Human resource planning model can be proposed for Bangladeshi
organization, which can be glanced in following diagram:
1. Mission
2. Objective and goal
3. Policy and Strategy
4. Organization Structure
5. Manpower
6. Follow up
1.Mission: Every organization should set it mission to improve the Human resource to
reach the mission.
2. Objectives and Goal: After setting the mission objectives, goal must be established
reasonably to reach the mission.
3. Strategy: Some action steps for the fulfillment should be undertaken in order to make
the organization goal oriented.
4. Structure: A structure design showing the function relationship of executive and
employees in the organization should be made.
5. People: A group of people should be deployed for implementing the strategy and
achieving the goal.
6. Follow Up: This is the last stage of Human resource planning system in Bangladesh.
In this stage manpower activities should be properly supervised and following up in
accordance with the mission established. This stage can further help in re-designing the
organization mission.

24
3.13 Management System:
Since its journey as Commercial Bank in 1983 Grameen Bank (GB) has been laying great
emphasis on the use of improved Technology. It has gone to Online Operation System
since 2003. And the new Banking Software FLORA was installed. As a result, the Bank
will able to give the services of international standards. As per Bangladesh Banks
instruction BASEL II Implementation Team has been formed which will be responsible
for proper implementation of Basel II capital adequacy guidelines in the Bank. The
guidelines have been issued by Bangladesh Bank.

Planning:
Free enterprise and a competitive market system.
Long-term Profitability Plans.
Follow business- Plans, development Programs, Marketing Plans for
their day-to Day activities.
Organizing
Organizing process under the supervision of CEO
Management Activities of the top Management is organized by the CEO.
Account rules and procedure, business Process & safeguarding Assets are secured
and Observed.
Leading:
1.GB is leaded by its management team Namely MANCOM
2. The Management team are unique
Controlling
The regulatory authorities of the bank is designed & Operated.

25
3.14 Functions of The Grameen Bank:
The HRM function includes a variety of activities, and key among them is deciding what
staffing needs the 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 that the personnel and
management practices conform to various regulations. Activities also include managing
the organizations approach to employee benefits and compensation, employee records
and personnel policies (McNamara, 2006).

3.15 Responsibilities of Human Resource Management:

HRM manager responsibility:
HRM planning
Training
Appraisal
Salary Management
Staffing
Interviewing
Recruiting
Grievance
Managerial/ professional compensation
HRM Senior officer responsibility
Total staffing
word processing
Recording
Interviewing
HRM officer responsibility
Salary
Bonus.
Incentive
Staff loan
Job evaluation
Training
Suggestion plan
Employee service.

26
 Testing.
HRM assistant responsibility
Assists HRM manager.
Different types responsibilities of HRM related.

3.16The HR Function of Grameen Bank:

The Grameen Bank have adopted similar forms of administrative HR provision such as
shared services, HR intranets, self service HR and to a lesser extent, outsourced HR, all
enabled by significant advances in administrative process and information-capture
technology. These moves have been made in the interests of efficiency gains and also for
the purpose of enabling a smaller core of HR staff to pursue sore strategic activity. For
this strategic work, there are a number of examines of HR as internal consultants, aiming
to add value through thought leadership, particularly around issues of change and also
process expertise. The HR director is a member of the executive committee of the
organization, which is an important structural signifier for the value of HR. There is
recognition in the organizations that change readiness in employees is important for the
revitalization of the firm. Therefore, the centrality of the HR function is crucial. Talent
management as an overarching concern, ensuring the linkages between component parts
of staffing, performance of management and development are aligned, shoes the
importance of managing the system of practices. The understanding of employees power
demographics and the implications for the talent pool is held to be crucial for long term
and long term trends in usually downstream from the business strategy, and one issue that
consistently emerges is the lack of real depth in viewing the long term, particularly in
terms of job market scanning.

3.17 Human Resource Division in Grameen Bank:

This department manages recruitment, training and career progression plan. Grameen
Bank highlights the importance of developing its people to create a culture of customer
service, innovation teamwork and professional excellence.

27
3.18Chain of Command:
Grameen Bank follows a hierarchy pattern of command. The chief executive officer is
authorized to receive all reports from departmental heads. 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 manager assigns
tasks to the subordinate personnel and supervises their performance.
An organ-o-gram of different division of the Grameen Bank is given below

CHAIN OF COMMAND

(Head Office)

Chief Executive Officer

Corporate Head Head of

& Institutional Consumer
Banking banking Head of Global Chief Operating
Market officer

Head of Head of Human Senior Credit Head of Legal &

Finance & Resources Officer Compliance
Administration

Head of Head of Head of

Institutional Information Corporate &
Head of GSAM Banking Technology External Affairs

28
 Figure : Chain of Command
3.19 Grameen Bank HRM Planning:
1. Free enterprise and a competitive market System.
2. Long-term Profitability Plans.
3. Follow business- Plans, development Programs, Marketing Plans for their day-to Day
activities.
4. Promoting internal talent and potential, optimal, and effective process, and closeness
to Grameen Bank staff are decisive factors in the ever changing, complex world in
human resources that help us identity and retain the right the right people take to the
bank forward into the future by transforming human resource to human capital.
5. More particular times is to win new talented people and create an attractive
environment for high achievers, so that they can remain successful in the fiercely
contended financial services marketplace.
6. HR activities pursuer a long term approaches that is in line with the market and
employee driven.
7. The clear separation strategy from operational task, and advice that is professional
and specific to the target group.
8. Attracting to keeping young, talented and highly potential people is essential to
conserve Grameen Banks ability to thrive to the future.
9. Fill the vacant positions even better in future, and above all as quickly as possible, the
bank will keep a precise record of all employees capability and potential as well as
their goals and carriers aims by way of creating of talent management wing.
10. Grameen Bank will also able to show employees development prospects and carrier
path that make bank as a branded employer over the long time in the market. These
included the planning of carrier steps but also ensure achieving the organizations goal
and objective as a team Grameen Bank in the days to come.

29
3.20 Recruitment of Grameen Bank:
Grameen Bank recruits people by two ways. One is a Management Trainee that has a
probation period of six months and after the probation period the trainees will be counted
as officers and they will do the different kinds of managerial works. Second one 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 ways of recruitment is taken place. They are taken by signing a contract with
some outside organization for three months and after three months the contract mat be
renewed or not depending upon the employees performance. These people coming
through outside contract are called Out Source.
They are 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 the performance. These people
coming through bank contract are called In Source.

Reference:
As like other organization Grameen Bank values those candidates whose reference is
better persuasive that other candidates. Reference helps deferent way such as, an
employee is referred by the top level manager or even officer, and as a result the
employee will be liable for the entire performance. In that case the employee is self
controlled.
Advertisement:
Whenever the Bank needs an employee or somehow the Bank discovers the vacancy for
the new one, advertisement is another way to encourage much more candidates to drop
CV to the head office. Grameen Bank publishes its advertisement campaign on the dailies
and on its web site.

3.20.1 Recruitment Process of Grameen Bank.

There are various methods which a company can select the right people for the right post.
However, Grameen Bank. do not apply all the methods that exist in the books of
Management. The sources of man power have a great influence on the method of
selection.
Grameen Bank recruit its employees from both internal & external sources.
External sources:
GB follow the procedure for staff recruitment process:
Staff will have appointed as per authority catalogue authorize by managing director,
It explains how to appoint staff in head office. At the start of each year; head of every
branch send their needs of employee to the human resources division. It has a chance to

30
examine the staff demand after every three months. Human resources division will make
its annual staff recruit plan on the basis of staff division. Staff should recruit through
advertise in newspaper or other media. The applications for job are in specific form. The
interview card will send before 15 days of recruitment examination through mail or
courier service. The recruitment examinations are in written, viva form. The human
resources division must authorize the final result.
Internal sources:
Internal recruiting seeks application for vacancies from those who are currently
employed. Grameen Bank usually accept recommendation from
(a) Present employers this refers to promotion and transfers of present employees to high
positions. Grameen Bank encourage ambitions of their staffs and welcome competent
persons to perform
(b) Employee referrals this involves appointing family members or friends of the existing
employees. but of course the candidates have to be well qualified for the post
(c) Previous application although this is not truly on internal sources, the applicants who
have previously applied for job can be contacted by mail and vacancies can be filled
quickly without spending to much.
The interview allows the interviewer to the candidates oral communication skills
physical appearance and personal attributes, such as confidence. Also the interviewee can
asses the physical working conditions and future prospects and working atmosphere. The
interview is usually handled by the administrative officer and at times for higher level
directors and other out side personals are invited.
Staff Recruitment Board:
The representative authorized by the human resource division and nominated by the
program will take the viva of the applicants. To ensure the quality and subject oriented
staff recruitment, the orientation of board member may be held if it is necessary. If any
relative applicant applies, then it should avoid from being the board member. At least one
member of board should come from the human resource division.
Joining of New Staff:
The staff will join on his/her specific joining date specified by the Grameen Bank. In case
of head office or branch office, each staff should have joined his/her work before 9.00 am.
Staff can join on his work within seven days of his/her joining date and local authority
can accept the joining report. After seven days it is not possible to join without the
permission of human resource division. The new staff will submit the following papers or
documents when he/she joins:
Interview Card: Issued by the HRD. Joining related all information are given in
the interview card.

31
 Bond of Security: Before joining the new staff has to sign the bond of security.
Rules of this paper are if he/she leaves the job before three years then she/he must
return 30% of his total salary.
Identity Card (Certificate issued by Chairman): name, residence-address,
organizations name, designation, blood group are given in the card.
Blood test report: The new employee should have to place his blood group,
HIV& Hepatitis test report to the authority two days before joining.
Time Table of work:
The working day of Grameen Bank head office & in AD branches is Saturday to
Thursday. The Friday is the weekend holiday. But in non AD branches, working day is
from Sunday to Thursday.
Record of Attendance:
All staff should have to sign in the attendance register in attendance book which kept in
workplace to record his attendance. Every employee has to sign in the attendance register
before starting work. Every one should attend in office timely. If any staff attends after 15
minute of scheduled time, then he/she will consider as late. If any employee comes lately
3 times in a month, then it will consider as his 1-day casual leave. If any staff comes
lately seven times in a month, then the manager of the branch will give him a warning
notice. One copy of that warning notice will send in human resource division. If any
employee gets continuous 3 warning notice, then the staff may be terminated. If any
employee is on leave then it should have a clear description of his leave and types of
leave in the register book.
Period of Probation:
All the regular staff has to work one & half year as a trainee before his/her job
confirmation. In Grameen Bank if any employee shows better performance then his
probation reduces to one year.
Confirmation of Service:
If regular staff passes his/her period of probation in satisfactory level, then his/her service
will confirm after one & half year. In branch, manager or second manager will approve
the confirmation employees. The employee will get an increment during the confirmation
of service.

3.21 Selection of Grameen Bank:

Selection is the process of matching between the skills of the individual and the
requirements of the job. The selection is the process plays a pivotal role in the entire
human resource issue.

32
Amongst all the factors that combines to contribute towards the success of an
organization, none counts as much as people. Grameen Bank believes it in letter and
spirit. As such in order to select right type or people the bank maintaining a very
transparent and neutral mood operation as regards recruitments. Recruitments are usually
done through open invitation of the applications by advertisement in the national dailies.
Candidates are required to go through stringent examination and tests, some of which are
conducted by Institute of Business Administration of Dhaka University.
Selection process of Grameen Bank contents six steps.
6. Final Selection to
provide appointment
letter

5. Medical Test

4. Realistic job
preview

3. Reference &
Background Check

2. Interview

1. Sorting CV

Out of Selection Process

33
1. Sorting CV
Applicants Curriculum Vitae will be sorted out by the human resource official to find out
appropriate candidate.
2. Interview
The organization may take a viva test or written test or both for testing the capacity of the
chosen candidates. Accept the selected other will be sorted out from the process.
3. Reference and background Check
People who pass the interview, their family and past background will be checked to verify
that they are from good culture and society.
4. Realistic job preview
A typical work exercise is simulated so that a candidates ability to do the work
effectively can be assessed.

34
5. Medical Test
Any job requires basic physical fitness of the candidate. A part from this, certain jobs
demand greater physical stamina, clear vision, etc.
6. Final selection
After all the above steps are completed, the management makes the final decision as to
hire the candidate. This is the past step of the selection process. Here the management
issues an appointment latter in the name of the candidate and with offering the job.

3.22 Classification of staff of Grameen Bank:

There are four types of Grameen Bank staff. Those are as:
Regular Staff
There are levels of Employee. The employee will work one year as a trainee before being
permanent. After being permanent the staff may be come under the shade of provident
fund. Assistant Officer, Junior Officer, Probationary Officer, Executive, vice president,
senior assistant vice president, senior vice president, Executive senior vice president all
are regular staff. The total number of regular staff is five hundred thirty-two.
Project Staff
During a running project; the staff is appointed on the basis of project duration. Posting
from the appointed project is not possible. Project staff will get benefit and opportunity
on the basis of rules and regulation of the project and terms and condition of appointment
letter. Managing Director, Deputy Managing Director, Secretary is the project staffs.
Service Staff
Service Staffs are graded staff. Period of probation is not applicable for the service staff.
Service staff can be the member of provident fund after they join in the job. Office
assistant, Guard, Cleaner is treated as service staff. There is seventy-five service staff in
Grameen Bank.
Contract Staff
The duration of employment depends on the contracted time -limit. Job benefit and
opportunity will determine by contract. The time-lime of contract can be renovated.
Period of probation is not applicable for the contract staff. Contract staff will not get the
benefit of provident fund, gratuity for service and festival allowance. Example-Chartered
accounts.

35
3.23 Training & Development:
As jobs in todays dynamic organizations have become more complex, the importance of
employee education has increased. When jobs were simple, easy to learn & influenced to
only a small degree by technological changes, there was little need for employees to
upgrade their skills. But the situation has changed because of rapid job changes are
occurring, requiring employee skills to be transformed & frequently updated. In
organizations this takes place through what we call employee training.
Training is the act of increasing the knowledge and skill of an employee for doing a
particular job.
Employee Development means future oriented training, focusing on the personal growth
of the employee.
By training program, the management of Grameen Bank aims at attaining the following
objectives:
1. To impart to new entrants, the basic knowledge and skills they need for an
intelligent performance of definite tasks.
2. To assist employees to function more effectively in their present position by
exposing things to the latest concepts, information and techniques and
developing the skills needed in their fields.
3. To build up a second line of competent officers and prepare them to copy
more responsible positions.
4. To broaden the minds of senior managers by providing them with
opportunities for an inter-change of experience within and outside with a
view to correct the narrowness of the outlook that may arise from over-
specialization.
By giving the training to the Employees the management of Grameen Bank found some
positive outputs:
1. It encourages self-developing and increase self-confidence.
2. It helps the employees handle stress, tension, frustration and conflict.
3. It helps individuals in making better decisions and effective problem solving.
4. It provides information for improving leadership knowledge, communication
skills and attitudes.
Grameen Bank Training Process:
Pre-Service Training
After primary selection; all selected staffs have to attain in a pre-service training for their
final selection. Ninety percent of the participants are select considering their skill.
PBL arranges two types of trainings:
1. on the job training.
2. off the job training.
The advantage of Grameen Banks on the job training is:

36
 Easy to organize.
Affordable.
Job-specific and not general.
The advantages of Grameen Banks off the job training are that
Specialist trainers are employed
Training can be intensive
Training takes place away from workplace distraction
More general theories and ideas can be considered.
1. On the job training are mainly for all employees of the Grameen Bank. They learn
through practical works. I found the best part of my study here, because when a newly
appointed employee come to the bank, from the first day the authority invites him/her to
work directly with customers. In this procedure the new employee becomes expert in a
few days & his confidence level gets higher than he can do his work very effectively &
efficiently. The department in charge & the seniors are the mentors in this procedure.
2. In off the job training program standard bank ltd. Arranges two types of training
program. One for the assistant officers & another for the probationary officers. The
training program for the assistant officers is conducted by the Head office.
Time duration of this training is seven days.
Job Design:
To increase job satisfaction for the benefit of both the organization and its works
management should consider job design. This can be defined as the application of
motivational theories to the structure of work so as to improve productively and the sense
of satisfaction.
A well designed job will:
(a) Use the skills and abilities of the individual to their full potential
(b) Be reasonable & challenging
(c) Provide some variety
(d) Be considered worthwhile and meaningful by employees
(e) Provide some degree of autonomy.
(f) Provide opportunities for work as a team.

37
 Chapter-04
Analysis and Findings

38
4.1 Analysis
Que.1 Are you able to fulfill present project requirement with the present
work force?

Valid No of respondents Percent (%)

Yes 42 84%
No 8 16%
Total 50 100%

Interpretation
42% agree that they are able to fulfill present project requirement with the present work
force where as 8 % agree they are not able do it up to some extent.

39
Que.2 Which objectives of your company do you satisfy by doing
manpower planning?
Valid No of Percent (%)
respondents
Availability of manpower at right time 11 22%
Placing right person at right time 22 44%
Increase productivity of organization 9 18%
Overall development of organization 8 16%
Total 50 100%

Interpretation:
11% people feel that manpower planning is important for Availability of manpower at
right time 22% feel it is for Placing right person at right place 9 % fill for increasing
productivity of organization 8 % feel for over all development of organization.

40
Que.3 How do you forecast demand?

Valid No of respondents Percent (%)

Managerial estimate 10 20%
skill inventories requirement 26 52%
Replacement charts 8 16%
Demographic changes 6 12%
Total 50 100%

Interpretation
10% people say they do manpower forecasting on the basis of managerial estimate 26%
say on the basis of Skill inventory requirement 8 % says on the basis of Replacement
Charts, however 6 % believe on Demographic changes.

41
Que.4 What is present percentage of KSA (Knowledge/Skills/Ability) available
internally?

Interpretation:-
15%people says that present set of KSA (Knowledge/Skills/Ability) available internally is
50%,whereas 25% says it is 60%,however 65% thinks that the availability is 80%.

42
Q.5 What percentage of KSA (Knowledge/Skills/Ability) is required to
achieve future goal?

Interpretation:
5% of people says that 50% of KSA (Knowledge/Skills/Ability) is required to achieve
future goal, however 39% says that 60% KSA is required , whereas 55% thinks that 80%
KSA is required and only 1% believe that 100% KSA is required to achieve future goals.

43
Que 6. I think my job is allocated to me according to my potential?

Valid No of respondents Percent (%)

Strongly agree 7 14%
Agree 23 46%
Neutral 2 4%
Disagree 10 20%
Strongly Disagree 8 16%
Total 50 100%

Interpretation:
7 % of people strongly agree that job allocated to them is according to their potential,
however 23% people are agree with it, whereas 2 % of people are neutral, however 10%
disagree and 8% are strongly disagree.

44
Que. 7 Did manpower planning help you during recession

Valid No of respondents Percent (%)

Yes 40 80%
No 10 20%
Total 50 100%

Interpretation:
40% people thinks that manpower planning help them during recession, however 10%
disagree with it.

45
4.2 SWOT Analysis
Strength
Grameen Bank has already established a favorable reputation amongst the people
in the banking industry of the country. It is one of the leading specialized banks in
Bangladesh.
Grameen Bank has provided its banking service with a top leadership and
management position.
GrameenBank has gained enough confidence of the poorer section of the country.
They feel quite comfortable to make any transaction with the bank as it is fully
Government owned specialized bank.
Grameen Bank lending rate is lower than any other private commercial banks.

Weaknesses
Grameen Bank has less manpower than needed. The bank failed to provide a
strong quality-recruitment policy in the lower and some mid level position. The poor
service quality has become a major problem for the bank. The quality of the service at
Grameen Bank is lower than the other private commercial banks.
Profit making is not the prime objective of Grameen Bank. So in some sector of
Grameen Bank there is no or slow growth..
The bank is not fully computerized so the banking procedure is time consuming.

Opportunities
Grameen Bank can improve the quality of service by introducing automation and
online banking.
Opportunity in retail banking lies in the fact that the countrys increased
population is gradually learning to adopt consumer finance. The bulk of our population
is lower class and middle class. Different types of retail lending products have great
appeal to this class. So a wide variety of retail lending products has a very large and
easily pregnable market.

Threats
Grameen Bank performs commercial banking activities. So all sustaining
multinational banks and upcoming foreign and private banks pose significant threats
to Grameen Bank. If that happens the intensity of competition will rise further and
banks will have to develop strategies to compete against these local and foreign
banks.
If Grameen Bank cannot provide sufficient help and support to the poorer section
than the development of the country will not be possible.
Grameen Bank is financing in the poor people sector of the country. And we all
know that this sector is one of the most uncertain and risky sector to invest. These
uncertainties are considered as one of the major threats for Grameen Bank

46
4.3 Findings
1. In Grameen Bank the employees seen to be satisfied about Manpower Planning
system.
2. The employees are able to fulfill present project requirement with the present
work force.
3. The employees are satisfied by availability of manpower at right time by doing
manpower planning.
4. Man power planning places right person at right place.
5. The employees think that Manpower planning also increase the productivity of
organization.
6. A healthy percent of knowledge/skill/ability is available in the organization due to
Manpower Planning.
7. Man power also helps in job allocation of employees according to their potential.
8. Management will have to concern about the satisfaction of the employee.

9. The organization has a human resource management.

10. The training department has needs more trainers. They have to recruit
technologically sound people for their future project.

11. The training department has needs more trainers. They have to recruit
technologically sound people for their future project.

47
 Chapter-5
Recommendations and Conclusion

48
5.1Recommendations
1. Grameen Bank is one of the third generation banks of Bangladesh and paying a vast
role for developing the banking sector and also economy of Bangladesh.
2. Grameen Bank management is not bad but they should reach the standard level,
especially Grameen Bank should emphasize on HRM and they should develop HR
department.
3. The employees are satisfied by availability of manpower at right time by doing
manpower planning.
4. Grameen Bank HRM department have some lack for their operation so top
management should recover that problem.
5. Grameen Bank performance appraisal process should follow some updated method
to satisfy the present employee.
6. The recruitment process should be combined such as internally and outside
recruitment. Grameen Bank job design should be updated; they should follow some
specific method for the job analysis and the job description and job specification.
7. The Grameen Bank top management should arrange sufficient staffs for the HRM
department.
8. Grameen bank has its entrenched root in village level what is needed is to make it
stronger and deep in the ground so why it become closer to the project poor.
9. Need for more efficient and faster services.
10. Need regular training to the employees.
11. The members of the Grameen bank should be acquainted with the right based
approaches so why they can easily approach to governmental agency to achieve
their right and services from

49
5.2 Conclusion:
The one of the most important part of assignment is gaining the practical knowledge
through dissertation worked and practices as well as theoretical knowledge. The main
objective of this report is to fulfill the academic requirements of all courses and gather
some practical knowledge. So I have entailed of the report HRM practice of Grameen
Bank I have tried to focused Grameen Bank staffing process, performance appraisal
process and job design policy.
I also tried to introduce other function of the HRM department of Grameen Bank.
Grameen Bank HRM follows modern policy for their operation. But they did not reach
higher standard level for their HRM practice yet. The HRM department management is
not efficient as well as multinational company HRM practice. For some of the operation
they follow traditional policy, they do not follow proper HRM practice. Grameen Bank
HR department recruit people from inside of the bank by only employee reference and
skill inventory. They should follow other extra other method. Only these two methods are
not proper for the internal recruiting for any organization. Grameen Bank HRM does
follow any method for job analysis and job design.
They follow tradition policy for the job analysis and job design. They follow tradition
policy for the job analysis and job design. They follow tradition policy for the job
analysis and job design. Grameen Bank internal staffing management quality is also not
good as multinational company. Grameen Bank selection process is very simple; the
selection process is not extra ordinary or standard quality. Grameen Bank has not
sufficient staffs for their HRM operation and individual staff faces more pressure for their
daily operation. But HRM department of Grameen Bank is trying to improve to reach
standard level. The top management and HRM manager believes that their HRM
department is updating and will reach multinational level. But HRM department of
Grameen Bank is trying to improve to reach standard level. The top management and
HRM manager believes that their HRM department is updating and will reach
multinational level

50
 Bibliography:
1. Adams, D W & D A Fitchett, eds. 1992, Informal Finance in Low-Income
Countries, Westview, Boulder.
2. Adams, D W and J D Von Pischke, 1992, 'Microenterprise credit programs: deja
vu', World Development, Vol. 20, #10, p. 1463-70.
3. Alexander M. Counts (ed.) Worm's Eye View: Interviews with Women of the
Grameen Bank, Results Educational Fund, Washington D.C. 1992.
4. Atiur Rahman, Demand and Marketing Aspects of Grameen Bank: A Closer Look.
Grameen Bank, Dhaka, 1986.
5. Banker to the Poor: Micro-Lending and the Battle Against World Poverty by Muhammad Yunus.
6. Bouman, FJA and Hospes, eds. 1994, Financial Landscapes Reconstructed: the
Fine Art of Mapping Development, Westview Press, Boulder, CO.
7. Buechler, Simone, Third World Rural Women and Credit: Changing Conceptual
Frameworks, State Policies, Financial Institutions, and Development Organizations
Thesis. Cornell University, January, 1992.
8. Calavan, Kay, HI Latifee and Muhammad Yunus, 1989, The Grameen Bank
Project, in Mann, Charles K, Merilee S Grindle and Parker Shipton, eds, 1989,
Seeking Solutions: Framework and Cases for Small Enterprise Development
Programs, Kumarian Press, W Hartford, CT., p. 239-71
9. Chua, Ronald, & Gilberto M. Llanto, 1995, Assessing the Efficiency and Outreach
of Microfinance Schemes, ILO, Geneva
10. Cooperation South, "The Grameen Bank: Replicating a Success Story".
Cooperation South, December 1991, pp. 3-7.
11. Count, Alexander M, 1996, Give Us Credit, Research Press, New Delhi.
12. Prospectus of Grameen bank.
13. Annual report of Grameen bank (year ended 2016)

Web site:

www.bangladesh-bank.com
www.grameen.com
http://www.grameen-info.org
http://atm.web.com.bd/grameen-bank-limited/
http://www.grameen-bank.net/grameen-bank-helps-you-to-get-small-business-
unsecured-loans/

51
 Appendices
Manpower Planning Research Survey
QUESTIONNAIRE

Name: (Optional/ Will be kept confidential)

________________________________________
Age-Group: 1) 18-25 2) 26-35 3) 36-45 4) 46 and above
Trade: ___________________________________________ No of years in
service: ________
No of family members: ________ No of dependents:
________________________________
Marital Status: Married Unmarried Other

Q.1Are you able to fulfill present project requirement with the present work force?
a) Yes --------------- b) No --------------------

Q.2Which objectives of your company do you satisfy by doing manpower planning?

a) Availability of man power at right time
b) Placing right person at right place
c) Increase productivity of organization
d) Over all development of organization.

Q.3How do you forecast demand?

a) Managerial estimate b) Skills Inventories requirement
c) Replacement charts d) Demographic changes.

Q.4What is present set of KSA (Knowledge/Skills/Ability) available internally?

a) 50% b) 60% c) 80% d) 100%

Q.5 What set of KSA (Knowledge/Skills/Ability) is required to achieve future goal?

a) 50% b)60% c) 80% d)100%

Q.6I think my job is allocated to me according to my potential?

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree.

Q.7 Did manpower planning help you during recession?

a) Yes b) No

52