Main Body of The Report (M)

Human Resource Planning: A Study on The City Bank Limited
1. Introduction
1.1 Background of the Study
In the age of economic growth of the world business and commerce state is expanding. Scope of the business and commerce is growing larger in size and transactions relating to them are becoming more and more complex so that the range of competition is becoming wider with the changing economy of a country in particular and globe in general. Business changes are taking place very quickly and business firms have to take on the changing situation in very short period of time for their survival. With a view to adapting the new situation, the business firms require graduates and postgraduates in order to carry out their activities smoothly for success. Human resources planning are the process of identifying current and future human resources needs. When we talk about human resources planning, we are talking about how an organization identifies and deploys its human resources to achieve its business objectives, its mandate and high-level government priorities. Put simply, it involves securing the right people, building a supportive work environment and developing the capacity to ensure your organizations success and a confident future for the Public Service.
Human resources planning is an important building block in continuously improving and building your organizations capacity to deliver services to Canadians. It is an essential element of included planning, which also involves finance, information management and technology, procurement, accommodations, communications and other components.
Organizations have differing needs. Therefore, a one-size-fits-all approach to human resources planning is not appropriate. Organizations have to take into account their particular business and human resources realities to develop an appropriate plan.
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To manage human resources strategically, start by integrating human resources with business planning. Several key principles can help you tap into the advantages of a accurate human resources plan incorporated into your organizations business objectives. Theoretical knowledge increases eagerness to know anything and practical knowledge opens the eyes of men. Knowledge and practical training go hand to hand. It is crying need to us to acquire practical knowledge as well for the partial fulfillment of the requirement for the degree of MBA specialization in HRM.
1.2
Rationale of the Study
The main rationale of this project paper is to find out the current human resource planning of CBL and to review the strategy, policy and process of human resource planning where required for organizational development and for better business run as well. It will also help to review the human resource terms and conditions if necessary. The effective human resource planning can lead the smooth banking operation with satisfactory performance.
1.3
1.3.1
Objectives of the Study

Broad Objective To gather the overall knowledge and acquire practical knowledge about the Human Resource planning of City Bank Limited
1.3.2
Specific Objectives To find out the policies involved in the HR planning of a specific Organization.
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Ensuring optimum use of human resource in the organization. Determining training & development needs of the organization. Assessing skill requirement in future. Assessing manpower needs for future & making plans for recruitments & selection. This report is also to fulfillment of the requirement MBA internship Course.
Scope of the Study

This study will deal with the personnel of CBL and is restrained to CBL only. The entire research project will be focused on human resource planning of CBL.
1.4
Methodology
Methodology is a way to systematically solve the research problem. It concerned with identifying the relevant sources of data, application of appropriate data collection method and use of proper statistical tools and techniques for analysis the collected data.
Sampling Plan 1.4.1 Population: The population of this research project is defined as fallows: Element: Existing employees of CBL Unit: Only those employees who are working in different sections of CBL.
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Extent: Branches and different sections of CBL, Dhaka Time: Three Months.
1.4.2 Sample Frame: Only employees who are working in different sections of CBL 1.4.3
Sample size: 50 respondents (both male and female)

1.4.4
Sampling Procedure: Technique.
We
followed
Simple
Random
Sampling
Sample universe was the members of the HR Department and
respondents of various departments of CBL.

1.4.5
Data Sources: data sources are two types
Primary Data The primary data was collected from the HR department. We followed a specific
Open ended written Questionnaire format for accomplishing various topics. The
questionnaire contains: Location of Interview. Name of interviewee. Occupation of interviewee. Age of interviewee Educational level of interviewee. Level of understanding regarding HR. Secondary Data Moreover this study is based on secondary sources of data and information. The only source of secondary data was the official record of City Bank Limited. Other sources of secondary data were as follows:
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Some published and unpublished research reports. Books, Magazines and papers. Business and technical journals. Public records and statistics.
1.4.6
Data Collection Instruments
Data collection instrument are conducting personal interview through designed questions to the personnel of HR division and other respective divisions of CBL.
1.5
Techniques Data Analysis

For quantitative data, we used Descriptive.
Causal predictions. Relationship analysis
1.6
Limitations of the Study
To conduct the study properly we consult the HR department of CBL. The members could not provide us enough time because they were busy with their departmental scheduled job. Sometimes they did not provide me proper data due to their confidential state within them. Some confidential secondary data cannot be supplied and published in this report.
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HRM planning of a firm are a vast context to discuss we concise the descriptive subjects and explanations, which could be very much essential for, better understanding of the report. The web sites we visited regarding HRP were completely subjective to clarification. So it was not possible to take some lessons as a whole from the webs.
Theoretical Discussion
2.1 HRM Practices in Bangladesh: A Brief Statement

In Bangladesh, jobs are more complex and require significant interaction with sophisticated technology. We must ensure that we have the right people for those jobs, which, in most cases, will require us to continuously train and upgrade our employees skills. But let us keep in mind that, this will not be an easy task, all employees are not,
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alike-either in skill level or in their backgrounds. Thus we need to pay more attention to the diversity those exists in the work force. What do I mean by attention to diversity? By and large, I think that it means recognizing and respecting differences in people. We have employees from all walks of life. Accordingly, we need to be more sensitive to each persons background and their needs. In doing so, we can capitalize on their strengths they bring to us. Consequently, we must advocate more acceptances of one another in the organization as we work toward achieving our common goals by valuing differences as well as similarities.
2.2 What does HRM mean?

Human Resource Management is the set of organizational activities directed at attracting, developing and maintaining an effective workforce. Human resource management takes place within a complex and ever changing environmental context. Human resources are valuable means of improving productivity of human beings work within an organization. Human Resource Management is the part of the organization that is concerned with the people dimension. HRM can be viewed in one of two ways. First, HRM is a staff, or support, function in the organization. Its role is to provide assistance in HRM matters to line employees, or those directly involved in producing the organizations good and services. Second, HRM is a function of every managers job. Whether or not one works in a formal HRM department, the fact remains that to effectively manage employees requires all managers to handle the activities.
2.3
Why Is HRM Study Important?

2.3.1 Diversification: The environment of jobs has changed. They have become
more technical and require employees with greater skills. Furthermore, job
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boundaries are becoming blurred. In the past, a worker performed a job in a specific department, working on particular job tasks with others who did similar jobs. Todays workers are just as likely, however, to find themselves working on project teams with various people from across the organization. Others may do the majority of their work at home and rarely see any of their coworkers.
2.3.2 Attraction: Practices are needed to ensure that these employees maintain their
productive affiliation with the organization. The work environment must be structured to induce workers to stay with the organization, while simultaneously attracting new applicants.
2.3.3 Strategic: Attracting and keeping such employees require HRM to have policies
and practices that such employees desire. Being a strategic partner also involves supporting the business strategy.
2.3.4 Certification: The society of human resource management offers opportunities
for individuals to distinguish themselves in the field by achieving a level of proficiency that has been predetermined by the human resource certification institute as necessary for successful handling of human resource management affairs.
2.4
Functions of H.R.M
HRM is an approach consisting of four basic functions for getting and keeping effective and efficient people. 2.4.1 Staffing: getting people Strategic human resource planning Recruiting
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Selection
2.4.2
Training & Development: preparing them with the technology Orientation Effective training Employees development Career development
advances of
2.4.3
Motivation: stimulating them Motivational theories and job design Performance appraisal Rewards and compensation Employees benefits
2.4.4
Maintenance: keeping them-Safety and health Communications Employees relations
2.5
Goals of Human Resource Management

Locate and secure competent and adaptable Employees With updated skills and knowledge Abilities of their job responsibilities Provide them an environment that encourages them to exert energy Maintain their commitment and loyalty to their organization high level of
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Staffing Strategic HR planning Recruiting Selection
Maintenance
Safety and health Communication Employee relations HRM Goals
T&D
Orientation Employee training Employee development Career development
Motivation
Theories and job design Performance appraisals Rewards and compensation Employee benefits
Figure-1: HRM Functions
2.6
Importance of Human Resource Division

The human resource department should ensure the concept of TQM- total quality Management. This Department should ensure EEO- Equal Employment Opportunity. This department should mange the training system for the new recruitment employee, weak employee and if any new things will have to join. This department is looking take care about employees compensation and makes it.
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This department should look to the performance appraisal, promotion, and transfer. Establish and maintain management hierarchy. This department should try to improve the motivation level of employee. To establish all kinds of acts regarding employee, organization etc. To improve the employees skills To establish and ensure proper organizational behavior and environment. This department can speak out the Vacancy announcement This department also can recruit and make selection of candidate. It could also post on the position according on their position.
2.7
Human Resource Planning (HRP)

Human resource is the most important asset of an organization. The planning of human resources is an important function. It ensures adequate supply, proper quantity & quality as well as effective utilization of human resources. Human resource planning is the process by which a management determines how an organization should move from its current manpower position to its desire manpower position. Through planning a management strives to have right number & the right kind of people at the right place, at the right time to do things which results in both the organization & the individual getting long time benefits.
2.8
Objectives of Human Resource Planning

Assessing manpower needs for future & making plans for recruitments & selection. Assessing skill requirement in future. Determining training & development needs of the organization.
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Anticipating surplus or shortage of staff & avoiding unnecessary detention or dismissal. Controlling wages & salary casts. Ensuring optimum use of human resource in the organization. Helping the organization to cope with the technological development & modernization. Ensuring higher labor productivity. Ensuring career planning of every employee of the organization & making succession programmers.
2.9
Human Resource Planning Tools

Human Resource Planning is a relatively traditional discipline. However the world of business is changing rapidly and new tools are necessary if we in HR are to meet these new challenges. This is a list of "New Age" HR planning tools that HR department might consider adding to their HR "toolkit".
2.9.1 Corporate Head count Fat Assessment Plan Ever wonder why the decision that we need layoffs seems to come up as a surprise? Why not establish a set of assessment tools that will let you know in advance where head count and overhead costs are excessive.
2.9.2 Redeployment / Agility Plans
In this changing world it is not uncommon for new markets and products to open (and close) rapidly. Companies need to have a strategy to remain "agile" and to be able to move people, and resources rapidly from areas of low return to areas of a higher return.
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2.9.3 Smoke Detectors (Predictors) If HR is to be proactive it needs to be able to anticipate problems. Developing HR systems and metrics known as "smoke detectors" that indicate potential problems might give us sufficient time to develop plans and strategies to either avoid the problem or minimize its impact. 2.9.4 Bench Strength (Back Fill) Plan In this time of high turnover, it's increasingly essential to have a strategy of identifying and developing individuals that can take over if an employee leaves. A bench strength plan differs from traditional succession planning in that it only covers replacing key jobs within a single department. It is not a company-wide succession plan. Individual managers are held responsible for developing at least one individual to fill every key job. 2.9.5 Employee Challenge Plan One of the primary reasons employees leave their jobs is due to a lack of challenge. HR can dramatically increase retention rates if it gets managers to develop individual "Challenge Plans" for each worker. The plan is reviewed each month to ensure that the individual is constantly growing and feels challenged. 2.9.6 Retention Plan A retention plan is a corporate strategy to lower turnover. The first step is to identify key performers and hard to fill positions. Individuals that may be "at risk" are identified. Individuals or position -wide strategies are then developed to increase their retention rates. Additional efforts are made to identify why people stay in their jobs and why people leave. 2.9.7 Quality of Labor Supply Forecasts
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Identifying the "quality" of the future labor supply is a medium term strategy based on the assumption that the available labor force will not have the competencies and skills that our company needs. Accurate forecasting will allow a company to prepare training and development plans to upgrade the available talent. Adequate preparation will give us a competitive talent advantage over our rivals. 2.9.8 Horizontal Progression Plan Because most companies have delayered or eliminated many management positions there are fewer opportunities for promotion to stimulate workers. As a result, companies need to develop horizontal transfer and job rotation plans to ensure the continued development of both technical and managerial skills among our top employees. 2.9.9 Work/Life Balance Supply/Demand Forecasts New hires, as well as our current workers are demanding an increasing array of benefits and work life balance options. HR needs to develop strategies to accurately assess what those work life balance demands will be. It must also be able to forecast what percentage of our work force will choose to participate in work life balance programs like job sharing and sabbaticals. This forecast will enable us to be prepared for the decreased amount of hours our employees will be willing to put in. 2.9.10 Learning/Knowledge Plan Companies are becoming increasingly aware that a major competitive advantage occurs when a company can rapidly acquire information/solutions and swiftly share them throughout the company. HR can help by assisting managers in developing individual and corporate wide learning plans and strategies to increase our speed of learning and the application of that knowledge within our company.
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2.9.11 Skills/Complementary Inventories In order to rapidly redeploy resources and fill unexpected vacancies HR must develop computerized skill or competency inventories. Such inventories allow us to "throw" talent at a problem because we are aware of which individuals in our corporation have the needed skill or experience to solve that problem. These inventories do not require people to move between positions as they can also be used as sources for advice and benchmarking.
2.9.12 Interest Inventories In order to retain employees it is essential that we have a strategy for identifying and meeting the changing needs of our workers. By asking workers What projects they might like to work on? What skills they would like to develop? and What individuals or teams would they like to work with? managers can develop strategies for increasing a worker excitement and productivity levels. 2.9.13 Candidate Expectation (offer acceptance criteria) Forecast The increased number of job openings and the "unique" expectations of the current crop of generation Xer's and college hires makes it increasingly more difficult to get candidates to accept an offer. By using focus groups and surveys companies can identify and forecast the unique offer acceptance demands of it's recruits. Accurate forecasts can give the company sufficient time to develop the array of programs and benefits that are increasingly essential to get a candidate to say yes.
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2.9.14 HR Competitive Analysis As CEOs become increasingly aware of the value of strong HR programs they're demanding that each and every program we offer is superior to that of our direct competitors. This requires a side by side and program by program s assessment on how every HR program we currently have is superior to our competitors. In addition, in order to continually improve, HR must show an improvement each year in our "this year to last years" comparison. 2.9.15 Bad Management Identification Program One of the primary reasons that employees quit their jobs are the bad management practices of their direct supervisor. Companies often thrown managers into their jobs with little training or preparation Through the use of surveys, 360 degree assessments and interviews companies can identify "bad managers". The organization can then develop strategies for fixing these managers, transferring them back to more technical jobs or for releasing them. Because managers are responsible for meeting many employee needs that are cited as reasons for employee turnover (communicating with the worker, challenging them, recognizing their efforts etc.) fixing bad managers may be the single most important factor in increasing productivity and decreasing turnover. 2.9.16 Talent Acquisition Through Mergers & Acquisition Plan There are ways to acquire talent beyond traditional recruiting. Acquiring "intact" teams and large numbers of talented people (with similar values) rapidly is possible by having HR "scout out" target firms and then recommending their acquisition just for their employees.
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2.9.17 Targeted Succession Plans Targeted succession plans are narrowly focused strategies for ensuring that individuals are available to fill vacant key positions in project teams. Targeted areas often include major software implementations, year 2000 efforts and product development teams. Most succession plans have often failed because they were too broad. Targeted plans allow the focus and forecasting to be more narrowly applied with the goal of increasing the accuracy of the planning. 2.9.18 Turnover/Exit Forecast A strong economy coupled with large swings in the health of world economies makes predicting the supply of labor increasingly difficult. The other side of this issue is identifying where our company is likely to lose key talent through turnover and retirements. This turnover forecast is designed to predict short term vacancies in the next six months in order to prepare the appropriate recruitment or internal promotion strategies.
2.10 The Process of Human Resource Planning

2.10.1
The Mission & Vision of the Organization
The organization should be clear about its mission & objectives. The manpower planning must be integrated with other business policies such as profitability, production, sales & development. Any change in the business objectives would certainly affect the manpower planning. The ultimate aim of manpower planning should be to relate future human resource to future enterprise need so as to maximize the future return on investment. SWOT Analysis
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2.10.2
After organization has fixed the goals & objectives, the next step is the corporate assessment. The company now begins to analyze its goals, current strategies, external environment, strengths & weaknesses, opportunities & threat, to know whether they can be able to achieve with the current human resource. The SWOT (Strengths, weakness, opportunities, & threats). The SWOT analysis will give the clear picture about the organization resources such as capital & worker it will also indicate departmental abilities such as training & development, marketing, accounting, research and development & management information system. This SWOT analysis serves as the link between the organization goals & the way or direction in which the organization should go to meet its objectives. Man Power Forecasting
2.10.3
Forecasting of future manpower requirement is the most important part of manpower planning. It is done on the basis of production & sales budgets, workloads analysis, work force analysis, estimated absenteeism & turnover. The future manpower requirements should be forecasted quantitatively & qualitatively. There are several factors which need to be look upon before forecasting.
(a) Employment Trend:- The manpower planning committee should compare &
analyze the trend of last five year to forecast the manpower requirements.
(b) Productivity:- Manpower requirements are also influenced by improvement in
productivity. The important three aspects are Better utilization of existing manpower. Improvement in technology. Matching of skills with job requirement.
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(c) Absenteeism:- Absenteeism is a situation when a person fails to came for work
when he is scheduled to work while estimating demand for manpower the prevailing rate of absenteeism in the organization should be considered.
(d) Expansion & Growth:- Expansion & growth plans of the organization should be
carefully analyzed to judge their impact on manpower requirement in future. 2.10.4 Manpower Plan After forecasting about the right type & number of people required the next phase is to plan, how the organization can obtain these people. Programmers & strategies need to developed for recruitment, selection, training, internal transfers, promotions & appraisal so that the future manpower requirement can be met. Development plans are designed to ensure a continuing supply of trained people to take over jobs as they fall vacant either by promotion or recruitment or through training. In this way, shortages or redundancies can be avoided in the long run.
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2.10.5 Human Resource Planning Process Flowchart:
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2.11 Problems In Manpower Planning

2.11.1
Accuracy of Forecasts
If the forecast are not accurate, planning will not be accurate. Inaccuracy increases when departmental forecasts are merely prepared without critical review.
2.11.2
Identity Crisis
Many human resource specialists & the managers do not understand the whole manpower planning process. Because of this there is generally an identity crisis. 2.11.3 Support of Top Management
Manpower planning requires full & wholehearted support from the top management. In the absence of this support & commitment, it would not be possible to ensure the necessary resources & cooperation for the success of the manpower planning.
2.11.4
Resistance from Employees
Employees & trade unions resist manpower planning. They feel that this planning increases their overall workload & regulates them through productivity bargaining .They also feel that it would lead to wide spread unemployment, especially of unskilled labor.
2.11.5
Insufficient Initial Efforts
Successful human resource planning flourish slowly & gradually. Sometimes sophisticated technologies are forcefully introduced just because competitors have adopted them. These may not be successful unless matched with the need & environment of the particular enterprise.
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2.11.6
Management Information System
Effectiveness of the planning depends upon the reliability of the information system. In most of the Indian industries, human resource information system has not fully developed. In the absence of reliable data it would not be possible to have effective planning.
2.11.7
Expensive & Time Consuming
Manpower planning is an expensive & time consuming process .Employers may resist manpower planning feeling that it will increase the cost of manpower.
2.11.8
Coordination with Other Managerial Functions
There is generally a tendency on the part of the manpower planners to remain aloof from others operating managers & to become totally absorbed in their own world. To be effective manpower planning must be integrated with other management functions. 2.11.9 Unbalanced Approach
Many human resource people give more importance on the quantitative aspects of manpower to ensure that there is adequate flow of people in & out of the organization. They overlook the qualitative aspects like career development & planning, skill levels, morale.
3 Organizational Overview
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3.1
The Banking System in Bangladesh
The financial system of Bangladesh consists of Bangladesh Bank (BB) as the central bank, 4 nationalized commercial banks (NCB), 5 government owned specialized banks, 30 domestic private banks, 11 foreign banks (including 2 Islamic Bank) and 28 non-bank financial institutions including 1 Central bank. The financial system also embraces insurance companies, stock exchanges and co-operative banks. The Financial sector of Bangladesh is dominated by the commercial bank. A number of national, private, foreign, specialized commercial bank and non-banking financial institutions having a network of correspondents and branches are operating all over the country and abroad to center to the people and business of the country. After the reform program, the financial institutions are more systematic and borrowing and lending through formal markets is increasing. Apart form normal commercial banking, banks are now providing consumer credit scheme, and financing in industrial credit and development project. Electronic commerce gives the banking industry a real competitive edge. The banking industry of our country has started its journey soon after the liberation war in 1971. The early 70s, immediately after liberation, banking industry started its journey without any participation of the private sector in a very restrictive financial system. In early 80s few privet commercial banks were allowed to start functioning. Due to lack of experience and absence of supervisory as well as controlling environment, 1st generation private banks faced various problems in the next few years. During the late 80s and early 90s, with the passage of Financial Sector Reform program, Banking Regulation
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Structure suggested by BIS and followed by developed countries began to start incorporation into the banking regulations of Bangladesh. The following table shows a few snapshots that indicates a brief history of the banking industry of Bangladesh.
3.2
Banking Industry Milestones

1972: Nationalization of All Banks 1982: Introduction of 1 st Generation Privet Banks
1983: Privatization of Some Banks (Pubali-1984, Uttara-1983) 1990: Artha Rin adult Act classification Rule
1991: Financial Sector Reform Program 1992: Introduction of 2 nd Generation Private Banks 1996: Bank Reform Committee for Policy and Regulations 1997: Bankruptcy Act
1998: Introduction of 3 rd Generation Privet Banks 2003: Amendment of Banking Act, More Central Bank Autonomy Bangladesh Bank (Central Bank of the country)
Commercial N ZCM Current Structure ofSpecialized Banks and Banking Industry Banks Credit Agencies
Co-Operative Banks
Banks in Bangladesh can be classified into the following categories:

Nationalized Banks Privet Banks Foreign Banks Page 24
Traditional Banks
Islamic Banks
Figure 3: structure of banking industry
3.2.1
Central Bank and its Policies:
Bangladesh Bank is the central bank in
Bangladesh. It was established on 16th December 1971 under the Bangladesh Bang (Temporary) Order 1971. Bangladesh Bank (BB), as the central bank, has legal authority to supervise and regulate all the banks. It performs the traditional central banking roles of note issuance and of being banker to the government and banks. It formulates and implements monetary policy manages foreign exchange reserves and supervises banks and non-bank financial institutions. Its prudential regulations include: minimum capital requirements, limits on loan concentration and insider borrowing and guidelines for asset classification and income recognition. BB has the power to impose penalties for non-compliance and also to intervene in the management of a bank if serious problems arise. It also has the delegated authority of issuing policy directives regarding the foreign exchange regime. The powers and functions of Bangladesh Bank are governed by Bangladesh Bank Order 1972 and Banking Companies Act 1991 to make provisions for streamlining the affair of banking companies to suite the present
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days socio-economic needs of the country. The function of this bank may be classified into traditional and non traditional.
3.2.2
Bank Licensing: Bank Company Act, 1991, empowers BB to issue licenses to
carry out banking business in Bangladesh. Pursuant to section 31 of the Act, before granting a license, BB needs to be satisfied that the following conditions are fulfilled: "that the company is or will be in a position to pay its present or future depositor in full as their claims accrue; that the affairs of the company are not being or are not likely to be conducted in a manner detrimental to the interest of its present and future depositors; that, in the case of a company incorporated outside Bangladesh, the Government or law of the country in which it is incorporated provides the same facilities to banking companies registered in Bangladesh as the Government or law of Bangladesh grants to banking companies incorporated outside Bangladesh and that the company complies with all applicable provisions of Bank Companies Act, 1991." Licenses may be cancelled if the bank fails to comply with above provisions or ceases to carry on banking business in Bangladesh.
3.2.3
Commercial Bank: The commercial banking system dominates Bangladesh's
financial sector with limited role of Non-Bank Financial Institutions and the capital market. The Banking sector alone accounts for a substantial share of assets of the financial system. The banking system is dominated by the 4 Nationalized Commercial Banks, which together controlled more than 54% of deposits and operated 3388 branches (54% of the total) as of December 31, 2004.
3.2.4
Specialized Banks: Out of the 5 specialized banks, two (Bangladesh Krishi
Bank and Rajshahi Krishi Unnayan Bank) were created to meet the credit needs of the agricultural sector while the other two (Bangladesh Shilpa Bank (BSB) & Bangladesh Shilpa Rin Sangtha (BSRS) ) are for extending term loans to the industrial sector.
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3.3
List of Banks
Scheduled Banks in Bangladesh
Organization National Commercial Bank Sonali Bank Janata Bank Agrani Bank Rupali Bank Limited Specialized Banks Bangladesh Krishi Bank Bangladesh Shilpa Bank Rajshahi Krishi Unnayan Bank Bangladesh Shilpa Rin Sangstha BASIC Bank Limited Privet Commercial Bank Pubali Bank Limited Uttara Bank Limited AB Bank Limited IFIC Bank Limited Islami Bank Bangladesh Ltd National Bank Limited The City Bank Ltd. United Commercial Bank Limited ICB Islamic Bank Ltd. Eastern Bank Limited National Credit & Commerce Bank Ltd Prime Bank Ltd SouthEast Bank Limited Dhaka Bank Limited Al-Arafa Islami Bank Limited Social Investment Bank Ltd. Dutch-Bangla Bank Limited Mercantile Bank Limited One Bank Limited EXIM Bank Limited
Web Link http://www.sonalibank.com.bd/ http://www.janatabank-bd.com/ http://www.agranibank.org/ http://www.rupali-bank.com/ http://www.krishibank.org.bd/ http://www.shilpabank.gov.bd/ http://www.rakub.org.bd/ http://www.basicbanklimited.com/ http://www.pubalibangla.com/ http://www.uttarabank-bd.com/ http://www.abbank.com.bd/ http://www.ificbankbd.com/ http://www.islamibankbd.com/ http://www.nblbd.com/ http://www.thecitybank.com/ http://www.ucbl.com/ http://www.oriental-bank.com/ http://www.ebl-bd.com/ http://www.nccbank-bd.com/ http://www.prime-bank.com/ http://www.sebankbd.com/ http://www.dhakabank.com.bd/ http://www.siblbd.com/ http://www.dutchbanglabank.com/ http://www.mblbd.com/ http://www.onebankbd.com http://www.eximbankbd.com/
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Premier Bank Limited First Security Bank Limited Standard Bank Limited The Trust Bank Limited Mutual Trust Bank Limited Bank Asia Limited Bangladesh Commerce Bank Limited Jamuna Bank Ltd Shahjalal Bank Limited BRAC Bank Limited Foregin Bank Commercial Bank of Ceylon Limited Standard Chartered Grindlays Bank Ltd. Habib Bank Ltd. State Bank of India National Bank of Pakistan Citibank N.A Woori Bank Bank Al-Falah Limited The Hong Kong and Shanghai Banking Corporation. Ltd.
http://www.standardbankbd.com/ http://www.trustbankbd.com http://www.mutualtrustbank.com/ http://www.bankasia-bd.com/ http://www.bcbl-bd.com/ http://www.jamunabankbd.com/ http://www.shahjalalbank.com.bd/ http://www.bracbank.com/
http://www.standardchartered.com/bd/ http://www.habibbankltd.com/ http://www.statebankofindia.com/ http://www.nbp.com.pk/ http://www.citi.com/domain/index.htm http://www.bankalfalah.com http://www.hsbc.com/
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3.4
A Historical Overview: The City Bank Limited (CBL)

City Bank is one of the oldest private Commercial Banks operating in Bangladesh. It is a top bank among the oldest five Commercial Banks in the country which started their operations in 1983. The Bank started its journey on 27th March 1983 through opening its first branch at B. B. Avenue Branch in the capital, Dhaka city. It was the visionary entrepreneurship of around 13 local businessmen who braved the immense uncertainties and risks with courage and zeal that made the establishment & forward march of the bank possible. Those sponsor directors commenced the journey with only Taka 3.4 crore worth of Capital, which now is a respectable Taka 330.77 crore as capital & reserve. The bank currently has 88 online branches and 10 SME service centers and 1 SME Agro center spread across the length & breadth of the country that include a full fledged Islami Banking branch. Besides these traditional delivery points, the bank is also very active in the alternative delivery area. It currently has 77 ATMs of its own; and ATM sharing arrangement with a partner bank that has more than 550 ATMs in place; SMS Banking; Interest Banking and so on. It already started its Customer Call Center operation. The bank has a plan to end the current year with 100 own ATMs. City Bank prides itself in offering a very personalized and friendly customer service. It has in place a customized service excellence model called CRP that focuses on ensuring happy customers through setting benchmarks for the bank's employees' attitude, behavior, readiness level, accuracy and timelines of service quality.
City Bank is one of the largest corporate banks in the country with a current business model that heavily encourages and supports the growth of the bank in Retail and SME Banking. The bank is very much on its way to opening many independent SME centers across the country within a short time. The bank is also very active in the workers'
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foreign remittance business. It has strong tie-ups with major exchange companies in the Middle East, Europe, Far East & USA, from where thousands of individual remittances come to the country every month for disbursements through the bank's large network of 99 online branches and SME service centers.
The current senior management leaders of the bank consist of mostly people from the multinational banks with superior management skills and knowledge in their respective "specialized" areas. The newly launched logo and the pay-off line of the bank are just one initial step towards reaching that point.
3.5
Philosophy behind the Logo of CBL
Its a simple logo. Its beauty is in its simplicity of arrangement which is truly bold. Since it is simple, it connects with people easily. 1. The red and silver shape may mean a chess board. Chessboard stands for wisdom & vision. Since we are 25 years old, we are expert, wise & experienced. Chess is the game of the smart people who knows all the moves. Our game is to deal with your money matters and as wise & experienced bankers, we are experts in that. 2. The red and silver shape may also mean something dynamic. It may mean the checkered flag of Formula One Racing. Then it signifies speed and agility & fast pace. 3. The red and silver shape may also mean a kite. Its a beautiful colorful kite, nose up, going to reach for the sky. In that case, it means the bank is soaring high into the skies of many possibilities in order to make customers financial dreams come true
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4. The red and silver shape may also mean its a flying chessboard. Its a chess-board that has taken wings and is flying. In that case it indicates to what extent this bank can go to serve its customers better The logo has a dynamic shape. Such dynamism stands for modernity, the 21st century. That signifies, this is going to be a techno-savvy bank, a state-of-the-art tech-powered modern bank The color red stands for emotion, passion, strength, vitality, action, confidence & courage. The color silver symbolizes riches, just as gold does. Silver is glamorous & distinguished. Silver is the traditional 25th anniversary color or Silver Jubilee color. Another thing is: Pieces of silver means money or coin. And our pay-off line is Making Sense of Money. Now the pay-off line Making Sense of Money. No money, no bank. We all know how important money can be for any of us. Money is a need all by itself. It is the most precious thing. Money is the port key to any destination. It is everything between a person and his / her dreams & hopes. So, the money which is almost synonymous to life, must make sense. And for your money to make sense, it must be handled by an expert. That is where we come in. We say, we make sense of your money. Because, at City, we are wise men of banking. With 25 years of experience, we know how to make your money more meaningful for you, how to lend you money in times of your needs or how to grow your money safely for you.
3.6
Vision and Mission of CBL

3.6.1 CBL Vision Statement To be the leading bank in the country with best practices and highest social commitment
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3.6.2 CBL Mission Statement To contribute to the socioeconomic development of the country To attain highest level of customer satisfaction through extension To maintain continuous growth of market share ensuring quality To maximize bank's profit ensuring its steady growth To maintain the high moral and ethical standards To ensure participative management system and empowerment of To nurture an enabling environment where innovativeness and
of services by dedicated and motivated team professionals
human resources performance is rewarded
3.7
Organogram of CBL
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Managing Director & CEO (MD)
Assistant Managing Director (AMD)
Deputy Managing Director (DMD) Senior Executive Vice President (SEVP) Executive Vice President (EVP) Senior Vice President (SVP) Vice President (VP)
Assistant Vice President (AVP) Senior Executive Officer (SEO) Executive Officer (EO)
Senior Officer (SO)
Officer
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Figure-4: Organ gram of CBL
3.8
Business Divisions of CBL

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City Bank is among the very few local banks which do not follow the traditional, decentralized, geographically managed, branch based business or profit model. Instead the bank manages its business and operation vertically from the head office through 4 distinct business divisions namely Corporate & Investment Banking Retail Banking (including Cards) SME Banking Treasury & Market Risks Under a real-time online banking platform, these 4 business divisions are supported at the back by a robust service delivery or operations setup and also a smart IT Backbone. Such centralized business segment based business & operating model ensure specialized treatment and services to the bank's different customer segments. 3.8.1 Corporate & Investment Banking
City Bank is providing big financial support to the corporate customers and the various industrial customers for their business through this business department. Financing through corporate and investment banking helps to establish a strong corporate growth, a stability of corporate houses in corporate sectors and also accelerate the economic growth of the country as well.
3.8.1.1
Products of Corporate & Investment Banking i. ii. iii. Working Capital Finance Trade Finance Short/Mid-Term Finance
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iv. v. vi. vii. viii.
Project Finance Islamic Finance Structured Finance Cash Management Investment Banking
3.8.2
Retail Banking Division
One of the most remarkable success stories of last 50 years banking industry globally has been the conceptualization and innovative execution of banking with individual customers, their friends & families. The industry has termed it as Retail Banking or Personal Banking or Consumer Banking; and it has now - at a very rapid pace become the major revenue line for most of the top banks in the world. Products of Retail Banking
3.8.2.1
A. Deposit a. b. c. d. e. f. g. B. Loan a. b. c. City Drive City Solution City Express Current Account Savings Account City Onayash City Shomridhdhi City Projonmo City Ichchapurun FDR
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C. NRB a. NRB
D. NFB a. b. c. d. e. E. Card a. b. Debit Card i. VISA Electron Credit Card i. The American Express Credit Card ii. VISA Classic Local iii. VISA Classic Dual iv. VISA Gold Local v. VISA Gold Dual Student File Medical File City Wallet i-Banking Locker Service
3.8.2.2
Islamic Banking
City Bank introduces City Manarah - Islamic Banking. City Manarah is here to guide you and manage your finances in a fully Islamic Shariah Compliant way. It offers a wide variety of deposit and investment products such as Manarah Savings, Manarah Current,
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Manarah Term Deposit and Manarah Monthly Deposit Schemes. Each account is designed to meet your financial needs with best value for your money. For your better understanding please take a closer look at all the Manarah deposit and investment products and also visit any of our Dhaka Branches and Agrabad, Bandar Bazar- Sylhet, Comilla, Rajshahi and Khulna branches for Islamic Banking services and products. 3.8.2.2.1 i. ii. iii. iv. v. vi. 3.8.2.3 Products of Islamic Banking Manarah Current Account Manarah Savings Account Manarah Term Deposit Receipt Manarah Monthly deposit Scheme Manarah Personal Finance Manarah Auto Finance City Global Foreign Currency
City Global is completely a foreign currency based service package for Resident and Non Resident Bangladeshi people, where we are offering three financially attractive products (City Global RFCD Account, City Global FCY Account & City Global NFCD Account) with value added bundle offers. Account holders will be benefited from different transactional services in the form of fee waivers. Account holders can purchase different government security bonds from their foreign currency accounts. 3.8.2.3.1 Products of City Global
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i. City Global FCY Account ii. City Global RFCD Account iii. City Global NFCD Account 3.8.3 SME Banking Division Small and Medium Enterprises are a large number in Bangladesh. The target customers of this business division are small and medium enterprises. The bank provides different types of financial support to SMEs through the designed SME products for successful run of their business as of their financial needs and meanwhile bank earn revenue. 3.8.3.1 i. ii. iii. iv. v. vi. Products of SME Banking City Muldhan City Sheba City Shulov City Munafa City Nokshi City Agro
3.8.4
Treasury & Market Risk Division City Bank Ltd. has a dedicated Treasury team who is capable of providing all treasury Solutions. Through our foreign correspondent business partners CBL is providing a wide range of Treasury products. In CBL Treasury, there are four teams who are specialized in their own area to ensure the best possible solution to our customer requirement. CBL has following teams in the Treasury:
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Foreign Exchange ( Local & G7) Money Market Corporate Sales 3.8.4.1 Products of Treasury & Market Risk A. Foreign Exchange i. ii. Local Currency spot & Forward* G7 Spot & Forward
B. Money Market i. ii. iii. iv. Call Money Term Deposits Securities ( T-Bills, T-Bonds) Repo & Reverse Repo
C. Foreign Exchange & FC Interest Rate SWAP D. Foreign Currency & Commodity Derivatives
3.9
Non Business Divisions of CBL
In besides of business divisions CBL also has few more non business divisions who are not bringing the business but involves with all business divisions as a supporting hand to accomplish the business goal. The non business divisions are Human Resources Division
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IT Division General & Administration Division Marketing Division Special Asset Management Division (SAMD) MIS Division
3.10
My Working Division: The Human Resource Division

I worked in Human Resource Division of CBL as a prerequisite to fulfill my Masters of Business Administration (MBA) as a student of MBA program specialization in HRM. The Human Resource Division of CBL ensures the availability of competent and willing workforce to the organization for successful business run and to meet the business objectives. HRD recruit new personnel as per manpower needed for the organization and train the existing employees as well and also ensures the right people in right position within the right time. This department specially deals with workforce forecasting, selection & recruitment, training & development, compensation & benefit, HR strategy, HR policy & communication and other HR services. More closely it also works for organization development. Beyond this, there are other objectives too. Specifically, objectives are: Societal, Organizational, Functional and Personal.
3.11
HRD Activities of CBL

To recruitment of new employee and placement. To arrange the training for employee: provide opportunities for learning skills, information and attitudes related to job. To transfer the employee To give the promotion
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To make employees job profile To ensure compensation and employee benefits To develop strategy, policy and process
To work on employee relation 3.12
Organogram of CBL Human Resource Division

Head of Human Resources
Head of HR Planning & Sourcing Sr. Manager, HR Planning & Sourcing Assistant Manager, HR Planning & Sourcing Officer, HR Planning & Officer, HR Sourcing Planning & Sourcing
Head of Organization Development Associate Manager, Organization Assistant Development Manager, Organization Development
Head of HR Services
Head of Compensation & Benefits
Sr. Manager, HR Services
Associate Manager, HR Services Assistant Manager, HR Services Head of Employee Relation s Associate Manager, Employee Relation Head of Strategy, Policy& Communication Assistant Manager, Assistant Strategy, Manager, Policy& Strategy, Communication Policy& Process
Assistant Manager, Employee Relation
Head of MIS
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Officer, MIS
Figure-5: Organ gram of City HR
3.13
3.13.1
SWOT Analysis of CBL

Strength
CBL is offering market leading wide product range for its customers among all competitors Only the issuer of world leading American Express Credit Card in Bangladesh Doing modernized banking with fully online branches Current winner of Strongest Bank of Bangladesh award by Asian Banker Association Leading merchant acquirer bank of Bangladesh Strong ATM network nationwide with a large number of ATMs
CBL first signed with world famous MoneyGramTM in the country to ensure quick
and safe delivery of remittance to the customer. A dynamic player in socio-economic development of the country by investing money. Excellent customer service throughout the banking industry A very good number of efficient and energetic personnel with continuous rapid business growth Only and first bank who has an exclusive lounge at Hazrat Shahjalal International Airport, Dhaka for its valued American Express card members.
3.13.2
Weakness
Provides less employee benefits comparing with its competitors Management is not that much good that is why it takes long time in taking crucial decisions and business risk.
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IT division does not have a good personnel and system backup where the business is highly related with this section The job satisfaction level of the employee is lower There are some common errors in taking managerial decisions which work as a roadblock of business growth The very old employee had not got enough training based on todays IT situation Motivation power is less which diminish the productivity Everybody of the bank is not equally aware with the system, software and application which sometimes make negative impact on service
3.13.3
Opportunity
Making sense of money to its customer by offering good financial products and services To become a rate leader and drive the rate growth Featuring the Islamic Banking for the customers considering the culture Capitalizing the strong brand image among the industry To come with innovative concept which will help to hold a strong position in the market and newly renovation might be establish.
3.13.4
Threats
Competitors always concentrating on innovation and modernizing banking There are more competitors in the market The other banks are providing better compensation and salary to their employees The competitors bank have better and well-timed training strategy then CBL The unstable political, social, economical conditions
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Analysis and Findings
Steps Includes Developing HRM Strategy in CBL

Step 1: Understand the Business Strategy

Highlight the key driving forces of CBL business Competition, the markets What are the implications of the driving forces for the people side of business? What is the fundamental people contribution to bottom line business performance?
Step 2: Develop a Mission Statement or Statement of Plan

That relates to the people side of the business.
What do your people contribute?
Step 3: Conduct a SWOT Analysis of the Organization

Focus on the internal strengths and weaknesses of the people side of the business.
Consider the current skill and capability issues
Vigorously research the external business and market environment. High light the opportunities and threats relating to the people side of the business.

What impact will/ might they have on business performance? Consider skill shortages? The impact of new technology on staffing levels?
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From this analysis you then need to review the capability of your personnel department. Complete a SWOT analysis of the department - consider in detail the department's current areas of operation, the service levels and competences of your personnel staff.
Step 4: Conduct a Detailed Human Resources Analysis

Concentrate on the organization's COPS (culture, organization, people, and HR systems)

Consider: Where you are now? Where do you want to be? What gaps exists between the reality of where you are now and where you want to be?
Step 5: Determine Critical People Issues
Identify the critical people issues namely those people issues that you must address. Those which have a key impact on the delivery of your business strategy. Prioritize the critical people issues. What will happen if you fail to address them?
Step 6: Develop Consequences and Solutions

Once you have worked through the process it should then be possible to translate the action plan into broad objectives. These will need to be broken down into the specialist HR Systems areas of: employee training and development management development organization development performance appraisal
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employee reward employee selection and recruitment manpower planning Communication
Develop your action plan around the critical issues. Set targets and dates for the accomplishment of the key objectives.
Step 7: Implementation and Evaluation of the Action Plans

The ultimate purpose of developing a human resource strategy is to ensure that the objectives set are mutually supportive so that the reward and payment systems are integrated with employee training and career development plans.
CBL Organizational Strategy for HR Planning

4.2.1
Forecasting Demand and Supply
HR Planning requires that we gather data on the Organizational goals objectives. One should understand where the Organization wants to go and how it wants to get to that point. The needs of the employees are derived from the corporate objectives of the Organization. They stern from shorter and medium term objectives and their conversion into action budgets in a short-term time horizon, demand and supply of human resources can be predicted with some certainty. Hue- man resources objectives follow logically from consider- action of any discrepancies between demand and supply. Demand refers to the number and characteristics (e.g., skills, abilities, pay levels, or experience) of people needed for particular jobs at a given point in time and at a particular place. Supply refers to both the number and characteristics of people available for those particular jobs. Salient questions are "What jobs need to be filled (or vacated) during the next and "How and
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where will we get people to fill (or vacate) those jobs?" What jobs need to be filled and vacated? Answering the demand question involves predicting who will leave jobs and creates vacancies, which jobs will be eliminated, and which new jobs will be created. One method for pre- dicing both vacancies and job growth is to project his- topical trends into the future. This is particularly relevant for organizations affected by regular, cyclical fluctuations in demand for their products or services. Establishing Objectives with a time horizon, objectives are often easy to state in quantifiable terms. Examples of short-term human resource objectives include increasing the number of people who are attracted to the organization and apply for jobs (increase the applicant pool); attracting a different mix of applicants (with different skills, in different locations, etc.); improving the qualifications of new hires; increasing the length of time that desirable employees stay with the organization; decreasing the length of time that undesirable employees stay with the organization; and helping current and newly hired employees quickly develop the skills needed by the organization. Such objectives can generally be achieved in a straightforward way by applying state-of-the-art human resource management techniques and working with line managers to ensure agreement with and understanding of the program objectives. Therefore, the HR Plan should have a mechanism to express planned Company strategies into planned results and budgets so that these can be converted in terms of numbers and skills required.
4.2.2
Assess Current Human Resource Inventory
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After knowing what human resources are required in the Organization, the next step is to take stock of the current employees in the Organization. The HR inventory should not only relate to data concerning numbers, ages, and locations, but also an analysis of individuals and skills. Skills inventory provides valid information on professional and technical skills and other qualifications provided in the firm. It reveals what skills are immediately available when compared to the forecasted HR requirements. The existing HR are being Assessed through development of a profile of the organizations current employees. This is an internal analysis that includes information about the workers and the skills they currently possess. HR inventory report is done by the modern computer based data processing system. Such inventory report would include a complete list of all employees by name, education, training, prior employment, current position, performance ratings, salary level, languages spoken, capabilities and specialized skills. Audit
4.2.3
HR resources can transform dramatically. HR inventory calls for collection of data; the HR audit requires systematic examination and analysis of this data. The Audit looks at what had occurred in the past and at present in terms of labor turn over, age and sex groupings, training costs and absence. Based on this information, one can then be able to predict what will happen to HR in the future in the Organization.
Organgram of CBL Organizational Strategy for HR Planning
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Demand for Human Resource
Define Organiza tion Mission
Establis h Corpora te Goals and Objectiv es
Forecast ing Demand and Supply
Assess current Human Resource s
Compar e for Demand and Supply of Human Resourc es
Dema nd Excee ds Suppl y Supply Exceeds Demand
Recruitm ent
HRM job analysis
Retrenchm ent
Supply of Human Resources
Figure-6: Organgram of CBL Organizational Strategy for HR Planning
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4.2.5 CBL has following categories of employees: 4.2.5.1 Permanent employees: who are confirmed after expiry of 6 months or more probation period and entitled to become member of Contributory Provident Fund and enjoy other service benefits. In some cases no probation period is given in case of ex-employee with good track record. 4.2.5.2 Contract employees: who are employed for a defined period of time
4.2.5.3
Trainee employees: who are employed for skill development and after
completion of training, he/she is deputed in a designated permanent position with a probation period of 6 months. This is applicable for the position of Security Guard, Driver, MLSS, Checker, Store Helper, Helper, and Cleaner. Moreover, there are casual workers and master roll workers employed
4.2.6 CBL relationship with its team members: The establishment and administration of policies that enable CBL to develop and implement equal employment opportunities related to recruitment, employment, promotion, remuneration, benefits, transfers, training opportunities and dismissals, without regard to age, sex, race, national origin, political belief, religion or physical disability. Assured of necessary resources to perform tasks, an adequate work environment, and other conditions conducive to effective work. Employees salary is determined on the basis of job classification, taking account also of experience and qualifications relevant to the job; and whereby a substantial proportion of salary increases is based on individual and team performance. Shall afford for team members the opportunity to acquire new skills and knowledge and/or to improve existing skills and knowledge, which are relevant to CBL requirements.
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HR Resource Plan
Here we look at career Planning and HR plans. People are the greatest asserts in any Organization. The Organization is at liberty to develop its staff at full pace in the way ideally suited to their individual capacities. The main reason is that the Organizations objectives should be aligned as near as possible, or matched, in order to give optimum scope for the developing potential of its employees. Therefore, career planning may also be referred to as HR Planning or succession planning. The questions that should concern us are: a) b) Are we making use of the available talent we have in the Organization, and have enough provision for the future? Are employees satisfied with organization care of their growth in terms of advancing their career?
Review Business Plans

After the collection of the relevant information as to the current state of HR management it is time to look specifically at what is required going forward. The starting point here should be the Strategic Plans of the business. A useful process here is to take each strategy, or objective, the business is to implement and check it against the following:
4.5
Implications of Each Strategy on HR Management

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(Yes, No /Action Plan Note)

4.5.1. Jobs: Do we have the right jobs designed and defined?
1) Yes 2) No
4.5.2. Numbers: Are there enough people?
1) Yes 2) No
4.5.3. Knowledge: Do the people know how to do the jobs required? 1) Yes 2) No 4.5.4. Experience: Is there enough at the required level? 1) Yes 2) No
4.5.5. Skills: Are additional technical skills required? 1) Yes 2) No
4.5.6. Competencies: Do our people have the right combination of knowledge, skills,
aptitude and motivation? 1) Yes 2) No

4.5.7. Management Styles: Is the current management style suitable for what has
to be achieved? 1) Yes 2) No
4.5.8. Location: Are the right people in the right place?
Can some people be moved if needed? 1) Yes 2) No

4.5.9. Conditions: Are people on appropriate terms and conditions (contracts) to
provide any required flexibility? Are pay and benefits (including any incentives) correct? 1) Yes 2) No
4.5.10. Other: Any other people related obstacles or challenges? Complete one
worksheet for each strategy or objective. 1) Yes 2) No
4.6 Assessing Demand for Human Resource

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It will be necessary to perform a year-by-year analysis for every significant job level and type. In effect, the result is a human resource inventory covering specified years into the future. Once an assessment of the organizations current human resources situation has been made and the future direction of the organization has been considered, a projection of future human resource needs can be developed. Organizations usually require a diverse mix of people. That is because employees are not perfectly substitutable for one another within an organization. It is necessary to know what types of employees, in terms of skills, knowledge, and abilities, are required. We should remember these skills, knowledge and abilities and determined based on the jobs required to meet the strategic direction of the organization. Accordingly, our forecasting methods must allow for the recognition of specific job needs as well as the total number of vacancies. In order to forecast the numbers and qualities of people who will be needed to perform the jobs that will exist in the organization's intermediate-term future (in two to three years), strategic planners, and attempt to predict organizational outputs, such as expected production, volume, and sales levels. The outputs that an organization intends to produce or deliver, in combination with the technology that the organization intends to use to generate the outputs, dictate the human resource needs of the organza- assumptions. An intermediary passes each expert's forecast and assumptions to the others, who then make revisions in their own forecasts. This process continues until a viable composite forecast emerges. The composite may represent specific projections or a range of projections, depending on the experts' positions. The technique appears to be particularly useful for generating solutions to unstructured and complex questions, such as those that arise during human resource planning.
4.7 Future HR Supply Condition
Page 54
Future HR supply can be made from internal or external sources. An increase in the supply of any units human resources can come from a combination of four sources: new hires, contingent workers, transfers in, or individuals returning from leaves. The task of predicting these new inputs can range from simple to complex. Decreases in the internal supply can come about through retirements, dismissals, transfers out of the unit, layoffs, voluntary quits, sabbaticals, prolonged illnesses, or deaths. Supply forecasts can be derived from both internal and external sources of information, but internal sources are generally most crucial and most available. As with forecasting demand, two techniques help forecast internal labor supply-judge- mental and statistical. One judgmental technique used to forecast supply is replacement planning. Replacement charts show the names of current position occupants and the names of likely replacements, providing a rough estimate of the "bench strength" of the organization. On the replacement chart the incumbents are listed directly under the job title. Those individuals likely to fill the potential vacancies are listed directly under the incumbent. Such lists can provide an organization with reason- able estimates of which positions are likely to become vacant, and they can indicate whether someone will be ready to fill the vacancy. Present performance levels, ages, and information about the loyalty of current employees can be used to predict future vacancies. For statistical forecasting, current supply information serves as a starting point. Figures describing the current work force, both within the organization and externally, are then transformed through statistical models to predictions of future supply levels. Such models require the human resource planner to provide information about how employees are likely to flow through the organization. Annual hiring levels, turnover rates, promotions, and within-firm transfers typically are considered. The result is a quantitative prediction of what the future work force would probably be like absent the implementation of programs designed to change the projected supply. The accuracy of statistical techniques for forecasting supply levels depends entirely on the accuracy of the-user-supplied figures
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about how employees are likely to flow through the organization and the accuracy of the statistical model used to transform current supplies into predicted future supplies.
4.8 Matching Demand and Supply

After projecting future human resource supplies and demands, intelligence, intermediateterm objectives are set and action plans are developed to meet' the objectives, through the joint efforts of the human resource planner and relevant managers throughout the organization. Differences in the types of objectives established` for the short and intermediate term reflect differences in the types of changes that are feasible with two or three additional years of time. Thus, whereas short-term objectives include attracting, accessing, and assigning employees to jobs, intermediate term objectives are more likely to include readjusting employees' skills, attitudes, and behaviors to fit major changes in the needs of the business, as well as adjusting human resource practices to fit changes in the needs of employees communication, another fundamental shift is the changing balance between goods-producing and service- related activities. Human resource planning is to bring together the forecasts of future demand for workers and the supply for human resources, both current and future. The result of this effort is to pinpoint shortages both in number and in kind, to highlight areas where overstaffing may exist. Special attention must be paid to determining shortages. Should an organization find that the demand for human resources will be increasing in the future, and then it will have to hire or contract with additional staff or transfer people within the organization or both, to balance the numbers, skills, mix, and quality of its human resources.
4.9
Monitoring and Control
This is the last stage of HR planning in the Organization. Once the programme has been accepted and implementation launched, it has to be controlled. HR department has to
Page 56
make a follow up to see what is happening in terms of the available resources. The idea is to make sure that we make use of all the available talents that are at our disposal failure of which we continue to struggle to get to the top.
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4.10
The HR Demand Format (Regular Departments)
Sl. No
Name of Dept.
Name of Unit
Demand for HR (Number)
Education
Experience
Ref. No.
Description
Comments
1 2 3 4 5 6 7 8 9 1 0 Grand Total
Figure-7: The HR Demand Format (Regular Departments)
4.11
Study Findings
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The seriousness and commitment given to the planning process and the evolution that has occurred in the short time that human resource plans have been prepared is evidence of the quality of the planning function in the department. Much is being learned as the process evolves, but the planning community across the department shows a serious commitment to moving the process along to maturity. In reviewing the integrated human resource plans of other departments, the auditors noted that many departments have three-year human resource plans, which are updated annually to reflect current priorities. Consideration could be given to the benefit of looking farther out beyond one year especially where human resource strategies of a more long-term nature may be appropriate. When accessing and addressing gaps in human resources, consideration should be given to risks. In that way, those areas of highest priority can be identified for earliest action given limited resources. Reporting on progress towards achievement of human resource plans has evolved, but can still be further refined. The department has not yet developed a standard template for reporting nor has it standardized reporting frequency. Although most regions do file a mid-year progress report, not all are doing that and reporting on progress varies from none to monthly reporting depending on the region. Although human resource planning is not new, full integration with business planning is relatively new. As a result, there is an evolution that is taking place in implementing new concepts. As with many new ideas, there is a learning curve and a time lag between inception and realization of the full benefits. Company did not set the strategic partners Company need to work with to achieve your goals
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Technological advancements having an impact on certain occupational groups company HR planning did not forecast this area. Information on gaps or shortfalls should not specific so that progress cannot easily measured Organization did not met its obligations related to official languages; diversity and employment equity; and learning, training and development Company human resources priorities and key human resources issues is not included in business objectives as part of your organizations Report on Plans and Priorities Company did not establish accountability for implementing human resources planning and ensure performance agreements for managers at all levels include this responsibility
Company did not ensure the process and the plan are well communicated to all
employees and stakeholders
5 Recommendations and Conclusion

5.1 Recommendations
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CBL should consider developing a multi-year integrated business and human resource plan for the department that is adjusted annually to reflect the priorities of the current year. CBL should consider risk-ranking human resource gaps as a means of setting priorities given limited resources and to maximize results.
CBL should formalize and standardize the performance reporting process on human resource plans in order that the results can inform subsequent plans or drive mid-year course corrections where warranted.
Planning takes place at all levels: For the best results, human resources planning
are integrated into business planning at all levels of an organization.
Planning is information-driven: Decisions are based on factual and timely
information about current and future needs (e.g. environmental scans, employee feedback).
Planning identifies risks and challenges: Challenges and key risks to delivering on
priorities are identified, and options to mitigate critical issues are outlined.
Planning is well communicated: Both the process to develop the plan and the plan
itself are shared with all employees and stakeholders to foster dialogue in a manner that is transparent, open and respectful of diverse values.
Regular reporting occurs: Planning efforts and results are reported annually.
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Planning efforts
are measured, monitored and evaluated: Processes are
established to monitor performance and progress in achieving the objectives outlined in the plan.
Planning is for the long term: Good human resources planning include succession
planning and management, which is a systematic approach to identifying, developing and retaining talent for key positions and functions in line with current and projected business objectives.
Ensure an appropriate governance structure is in place to foster dialogue between
the various stakeholders

Ensure the process and the plan are well communicated to all employees and
stakeholders
Ensure that the organization has the necessary staff and that an appropriate
balance of skills is maintained to deliver programs and services to the public in the official language of their choice
5.2 Conclusion
A modern HRM practice is nothing but establishing judgment in all the sectors of the organization. Scope of the business and commerce is growing larger in size and
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transactions relating to them are becoming more and more complex so that the range of competition is becoming wider with the changing economy of a country in particular and globe in general. Business changes are taking place very rapidly and business firms have to adopt the changing situation in very short period of time for their survival. With a view to adapting the new situation, the business firms like CBL should be fare and productive in taking any HR decision. Human resources planning is central to a healthy organization that attracts and retains competent, committed and engaged employees. A sound human resources plan can help you secure the right people, build a supportive work environment and develop the capacity to ensure your organizations success. Good human resources planning include succession planning and management, which is a systematic approach to identifying, developing and retaining talent for key positions and functions in line with current and projected business objectives. We sure CBL will establish a very effective HRM Planning in its arena very soon.
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Human Resource Planning: A Study on The City Bank Limited

Human Resource Planning: A Study on The City Bank Limited

Rationale of the Study

Objectives of the Study

Human Resource Planning: A Study on The City Bank Limited

Scope of the Study

Human Resource Planning: A Study on The City Bank Limited

Sample size: 50 respondents (both male and female)

Sampling Procedure: Technique.

Sample universe was the members of the HR Department and

respondents of various departments of CBL.

Data Sources: data sources are two types

Human Resource Planning: A Study on The City Bank Limited

Data Collection Instruments

Techniques Data Analysis

Causal predictions. Relationship analysis

Limitations of the Study

Human Resource Planning: A Study on The City Bank Limited

2.1 HRM Practices in Bangladesh: A Brief Statement

Human Resource Planning: A Study on The City Bank Limited

2.2 What does HRM mean?

Why Is HRM Study Important?

Human Resource Planning: A Study on The City Bank Limited

Human Resource Planning: A Study on The City Bank Limited

Maintenance: keeping them-Safety and health Communications Employees relations

Goals of Human Resource Management

Human Resource Planning: A Study on The City Bank Limited

Staffing Strategic HR planning Recruiting Selection

Figure-1: HRM Functions

Importance of Human Resource Division

Human Resource Planning: A Study on The City Bank Limited

Human Resource Planning (HRP)

Objectives of Human Resource Planning

Human Resource Planning: A Study on The City Bank Limited

Human Resource Planning Tools

Human Resource Planning: A Study on The City Bank Limited

Human Resource Planning: A Study on The City Bank Limited

Human Resource Planning: A Study on The City Bank Limited

Human Resource Planning: A Study on The City Bank Limited

Human Resource Planning: A Study on The City Bank Limited

2.10 The Process of Human Resource Planning

The Mission & Vision of the Organization

Human Resource Planning: A Study on The City Bank Limited

Human Resource Planning: A Study on The City Bank Limited

Human Resource Planning: A Study on The City Bank Limited

2.10.5 Human Resource Planning Process Flowchart:

Human Resource Planning: A Study on The City Bank Limited

2.11 Problems In Manpower Planning

Resistance from Employees

Insufficient Initial Efforts

Human Resource Planning: A Study on The City Bank Limited

Management Information System

Expensive & Time Consuming

Coordination with Other Managerial Functions

Human Resource Planning: A Study on The City Bank Limited

The Banking System in Bangladesh

Human Resource Planning: A Study on The City Bank Limited

Banking Industry Milestones

Banks in Bangladesh can be classified into the following categories:

Human Resource Planning: A Study on The City Bank Limited

Figure 3: structure of banking industry

Central Bank and its Policies: