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Executive Summary



A Bank is an economic institution whose main aim is to earn profit through exchange of money
& credit instruments. It is a service oriented as well as profit oriented organization. To perform
those two functions simultaneously, the Bank divides its operation into several parts. HRM is the
most important part of a Bank. Southeast Bank Limited is a scheduled commercial bank in
Bangladesh. It established in Bangladesh under the Banking Companies Act, 1991.Southeast
Bank Limited (SEBL) is one of the leading private commercial Banks having a spread network
64 branches,15 SME services, 1offshore across Bangladesh and plans to open few more branches
to cover the important commercial areas in Bangladesh. The bank has been operating in
Bangladesh since 1995 and has achieved public confidence as a sound, stable and trustworthy
Bank. This report includes how HRM policies and practices are implemented, what are the
possible divisions and work distribution in an HRD, recruitment process, training and
development initiatives, how to keep employees motivated as well as how to control
insubordinations, compensation and benefits planning, how to lead etc. Southeast Bank has a rich
Human Resource Policy. It maintains the organizational responsibilities successfully. The HR
team of Southeast Bank is completely organized and well reputed team. My personal views
about the HRM Planning and Policy, my value addition to the HRP are also included in the
report. With limited knowledge and study I tried my best to make this report as much
understandable as possible. The various boundaries to process improvement and maintaining
ethical standards in a corporate environment have also been experienced. But even so, how those
policies and practices are In-Line with the corporate strategy are discussed in this report. Before
drawing any conclusion based on this report it may be noted that the report was prepared in a
very short term and there is lack in data. But still the report may be useful for designing any
further study to evaluate the HR facilities provided by the Bank.







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Banking sectors in Bangladesh

2.1 Introduction


The Jews in Jerusalem introduced a kind of banking in the form of money lending before the
birth of Christ. The word 'bank' was probably derived from the word 'bench' as during ancient
time Jews used to do money -lending business sitting on long benches.

First modern banking was introduced in 1668 in Stockholm as 'Svingss Pis Bank' which opened
up a new era of banking activities throughout the European Mainland.

In the South Asian region, early banking system was introduced by the Afgan traders popularly
known as Kabuliwallas. Muslim businessmen from Kabul, Afganistan came to India and started
money lending business in exchange of interest sometime in 1312 A.D. They were known as
'Kabuliawallas'.




2.2 Number and Types of Banks in Bangladesh


The number of banks in all now stands at 49 in Bangladesh. Out of the 49 banks, four are
Nationalized Commercial Banks (NCBs), 28 local private commercial banks, 12 foreign banks
and there stfive are Development Financial Institutions (DFIs).

Sonali Bank is the largest among the NCBs while Pubali is leading in the private ones. Among
the 12 foreign banks, Standard Chartered has become the largest in the country. Besides the
scheduled banks, Samabai (Cooperative) Bank, Ansar-VDP Bank, Karmasansthan
(Employment) Bank and Grameen bank are functioning in the financial sector. The number of
total branches of all scheduled banks is 6,038 as of June 2000. Of the branches, 39.95 per cent
(2,412) are located in the urban areas and 60.05 per cent (3,626) in the rural areas. Of the
branches NCBs hold 3,616, private commercial banks 1,214, foreign banks 31 and specialized
banks1,177.

Bangladesh Bank (BB) regulates and supervises the activities of all banks. The BB is now

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carryingout a reform program to ensure quality services by the banks.

Bangladesh Bank(BB)
Nationalized Commercial Banks (NCBs )
Private Commercial Banks ( PCBs)
Foreign Banks
Development Banks
Other

BangladeshBank

Bangladesh Bank (BB) has been working as the central bank since the country's independence.
Its prime jobs include issuing of currency, maintaining foreign exchange reserve and providing
transaction facilities of all public monetary matters. BB is also responsible for planning the
government's monetary policy and implementing it thereby.

The BB has a governing body comprising of nine members with the Governor as its chief. Apart
from the head office in Dhaka, it has nine more branches, of which two in Dhaka and one each in
Chittagong, Rajshahi, Khulna, Bogra, Sylhet, Rangpur and Barisal.

Nationalized Commercial Banks (NCBs)

1. Sonali Bank
2. Janata Bank
3. Agrani Bank
4. Rupali Bank
Private Commercial Banks (PCBs)
1. Pubali Bank
2. Uttara Bank
3. National Bank Ltd.
4. The City Bank Ltd.
5. United Commercial Bank Ltd.
6. IFIC Bank Ltd.
7. Islami bank Bangladesh Ltd.
8. Eastern Bank Ltd.
9. National Credit & Commerce Bank Ltd.
10. Prime Bank Ltd.
11. South East Bank Ltd.
12. Dhaka Bank Ltd.
13. Al-Arafah Islami Bank Ltd.
14. Dutch-Bangla Bank Ltd.
15. Mercantile Bank Ltd.
16. Standard Bank Ltd.

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17. One Bank Ltd.
18. EXIM Bank
19. Shah Jalal Bank Limited (Based on Islamic Shariah)
20. Mutual Trust Bank Ltd.
21. First Security Bank Ltd.
22. The Premier Bank Ltd.
23. Bank Asia Ltd.
24. The Trust Bank Ltd.
Foreign Banks
1. HSBC Ltd.
2. Standard Chartered Grindlays Bank
3. Habib Bank Ltd.
4. State Bank Of India
5. Credit Agricole Indosuez (The Bank)
6. National Bank of Pakistan
7. City Bank NA
8. Hanvit Bank Ltd.
9. Standard Chartered Bank
10. American Express Bank
Development Banks
1. Bank of Small Industries & Commerce Bangladesh Ltd
2. Bangladesh Krishi Bank
3. Bangladesh Development Bank Ltd. (The bank came into effect with the merger of ailing
Shilpa Bank and Shilpa Rin Sangstha.)
Other
1. Karmasansthan Bank
2. Bangladesh Samabai Bank Ltd. (BSBL)
3. Grameen Bank












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2.3 Southeast Bank Limited Profile


Southeast Bank Limited is a second-generation bank that was established in 1995 with a dream
and a vision to become a pioneer banking institution of the country and contribute significantly
to the growth of the national economy. SEBL is a scheduled Bank under private sector
established under the ambit of bank Company Act, 1991 and incorporated as a Public Limited
Company under Companies Act, 1994 on March 12, 1995. The Banking License for the Bank
was issued by Bangladesh on 23, 1995. The Bank & its first branch at the busiest commercial
hub of the country at 1, Dilkusha Commercial Area, Dhaka were opened on May 25, 1995.
During this short span of time the Bank had been successful to position itself as a progressive
and dynamic financial institution in the country. The Bank had been widely acclaimed by the
business community, from small entrepreneur to large traders and industrial conglomerates,
including the top rated corporate borrowers for forward-looking business outlook and innovative
financing solutions. Thus within this very short period of time it has been able to create an image
for itself and has earned significant reputation in the countrys banking sector as a Bank with
vision.

The Bank was established by leading business personalities and eminent industrialists of the
country with stakes in various segments of the national economy. The incumbent Chairman of
the Bank is Mr. Alamgir Kabir, FCA, a professional Chartered Accountant. Mr. M. A. Kashem a
member of the Board and Mr. Yussuf Abdullah Harun, FCA were past Presidents of the
Federation of Bangladesh Chamber of Commerce and Industries (FBCCI).

The Company Philosophy A Bank with Vision has been preciously the essence of the
legend of banks success.

Southeast Bank Limited has been awarded license by the Government of Bangladesh as a
Scheduled Bank in the private sector in pursuance of the policy of liberalization of banking and
financial services and facilities in Bangladesh. In view of the above, the Bank within a period of
15 years of its operation achieved a remarkable success and met up capital adequacy requirement
of Bangladesh bank.

It has been growing faster as one of the leaders of the new generation banks in the private sector
in respect of business and profitability as it is evident from the financial indicators. Today
Southeast Bank Limited is one of the leading and most successful banking institutions in
Bangladesh with a total asset of Tk. 1, 12,676.98 million as on December 31, 2009. The Bank
had 1,419 staff of which 113 were Executives, 1,141 were Officers & 165 were other staff as on
December 31, 2009. Presently it has fifty six (56) branches in operation.


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Southeast Bank takes pride for bringing women into the banking profession in a significant
number for gender equality. At present, 32% of SEBL's employees are women that will rise to
45% over the next five years.



2.3.1 Mission, Vision , Commitment to Clients & Strategies

Mission
High quality financial services with the help of latest technology.
Fast and accurate customer service.
Sustainable growth strategy.
Follow ethical standard in business.
Steady return on shareholders equity.
Innovative banking at a competitive price.
Deep commitment to the society and the growth of national economy.
Attract and retain quality human resource.

Vision
To stand out as a pioneer banking institution in Bangladesh and contribute significantly
to the national economy.

Commitment to Clients
Provide service with high degree professionalism and use of modern technology.
Create long term relationship based on mutual trust.
Respond to customer needs with speed and accuracy.
Share their values and beliefs.
Grow as bank customer grows.
Provide product at service at competitive pricing.
Ensure safety and security of customer valuables in trust with us.

Strategies
Synchronized and steady growth of the bank.
Utilize all available resources to develop various plans, policies and procedures in
each of the objective and goal areas.
Implement plans, policies and procedures.
Utilize a team of professional employees.

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Search for a total customized solution of I.T. for the purpose of full automation
step.

2.3.2 Core Objectives
The bank's overall objective is to have a higher profitability than that of the weighted average of
other banks. As such the main focus of the Bank is on highly profitable business with convincing
growth potential. Vision for the future is the characteristic that differentiates Southeast Bank
from other competitors.

2.3.3 Main Operational Area

As a commercial bank, Southeast Bank does all traditional banking business including the wide
range of savings and credit scheme products, retail banking and ancillary services with the
support of modern technology and professional excellence. The bank has launched a number of
financial products and services since its inception. Among them different types of monthly
savings schemes have achieved wide acceptance among the people.

2.3.4 General Banking

General Banking is designed to provide financial service to the general people in saving their
money, smoothing transactions for businessman and ensure security of the precious wealth of the
clientele. Under general banking the Southeast Bank Ltd. provides offers varies kind of accounts,
remit funds, issue demand draft, telegraph transfer, pay order etc. since bank is confirmed to
Provide the services everyday general banking is also known as Retail Banking.

Deposit Schemes:
Bank has the following customer friendly deposit schemes:
Current Deposit Scheme (CD)
Savings Deposit scheme (SB)
Short Term Deposit Scheme (STD)
Millionaire Deposit Scheme (MDS)
Pension Savings Scheme (PSS)
Education Savings Scheme (ESS)
Monthly Savings Scheme (MSS)
Double Benefit Deposit Scheme (SBDS)
Fixed Deposits (1, 2, 3, 6 & 12 months).

SEBL Services:

1) Small & Medium Enterprise (SME) Banking:

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Bank provides credit facilities to the small and medium entrepreneurs to be more
productive and stable.

Purpose
Working capital.
Fixed assets.

Delivery Van / Transport for business purpose.
Renovation of shop / office / business premises.

Mode of Finance

Overdraft.
Hire Purchase.
Term Loan.
Lease Finance.
Period of Loan

Continuous Loan: 01 (one) year.
Term Loan: Maximum 05 (five) years.

2) Dual Currency VISA Credit Card

Features and Benefits : Apply now & enjoy the spectacular facilities of Southeast Bank
Visa Credit Card ,Single Card-Dual Use (Local & International):

SEBL Visa (Dual) Credit Card has unique feature of allowing limits both for local and
international usage in a single card. However, one may opt for separate cards if he / she
finds the same convenient for him / her. SEBL Visa (Dual) Credit Card is accepted at any
merchant locations or payment counters displaying Visa logo in any part of the world.

20 - 50 Days Interest Free Credit Facility:
SEBL Visa Credit Card allows free credit facility on purchase up to minimum 20 days
and maximum 50 days without any interest if there is no outstanding amount on the card
account in the previous month's bill.

50% Cash Drawing Facility at ATMs and any Southeast Bank Branch: SEBL Credit
Cardholder can draw cash up to 50% of the credit limit against his / her card. Cash may
be drawn from all ATMs or payment counters having Visa logo. Cash withdrawal facility
is also available from any of our branches across the country. No interest free grace
period is available for any cash advance.

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Easy Repayment: Cardholder has also the option of paying a minimum of 5% of his /
her bill amount every month and thus can enjoy the flexibility to plan repayment in
installment basis.
Auto Payment facility: If a cardholder maintains an account with any of the SEBL
branches, he / she can instruct us to realize the monthly bill against his / her credit card
from his / her SB/CD/STD account automatically.

Payment of International Roaming Bill of Mobile Phone: Cardholder can pay his / her
international roaming bill of cell phone through Credit Card.Auto Debit Facility of
Mobile Phone Post Paid Subscribers

Free Supplementary Cards: Supplementary cards are issued against a Principal Card.
While each supplementary cardholder will have his / her own independent usage within
the principal card - holder's credit limit, the expenses will be charged to the principal card
- holder's account. Separate limit but not exceeding the principal may be fixed for each
supplementary card.
SMS Push - Pull Service:
Cardholder can enquire about his / her credit card status through his / her cell phone.

Push services:
o Transaction alert
o Bill status

Pull services:
o Balance enquiry
o Statement status
o Minimum due status
o Last transaction enquiry
o 24 hours Customer Service.

3) Southeast Bank ATM / Debit Card

o 24/7 accessibility across the country;
o Accessibility through DBBL ATM Network
o Its free for the first year
o Renewal fee is Taka 500 (Five Hundred) only;

4) Southeast Bank Virtual Card : Virtual Card will only be used for online payment on
internet against the fees as under
o Membership Fees of Foreign Professional and Scientific Institutions

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o Fees for Application, Registration, Admission, Examination (TOEFL, SAT etc.) in
connection with admission into foreign educational institutions

5) Remittance Business: We deliverer money to the beneficiaries without service charges. We
assure confidentiality in transactions. Additional features of our one - stop remittance delivery
service are:
o Home delivery of remittance business where necessary and possible.
o Initiate Remittance Card Service for use in ATM booths.
o Register data for later use for instant cash payment over the counters.
o On line account credit to those who have accounts with branches of Southeast Bank.

6) SWIFT Services: The Society for Worldwide Inter Bank Financial Telecommunication
("SWIFT") operates a worldwide financial messaging network. Messages are securely and
reliably exchanged between banks and other financial institutions. Southeast Bank Limited has
SWIFT services. The Bank's SWIFT address is SEBD BD DH.

7) Locker Services
8)ATM Services
9)Internet Banking Services
10)Bill Payment Services
11)E-Statement Services

2.3.5 Loans and Advance:
It is generally believed that confidence is the basis of all credit transaction. The fundamental
principle upon which credit is generally based on character, capacity, capital, Responsibility,
reliability and resources of borrower. Lending is a function that is crucial to the banker, because
of the associate risk and profit potential. Quality of lending depends on safety, liquidity, yield,
diversity, productivity, purpose national and social interest, management ability, borrower
analysis and business analysis.

Foreign Trade : Foreign Trade based on two parts

1) Import: Southeast Bank Limited offers comprehensive range of Import services.
Southeast Bank Limited is highly respected in the world of international finance and
cross border transactions.
Import Letters of Credit: We issue Import Letters of Credit on behalf of our
customers. Our experts can advise in drafting the LC terms and conditions so as to
protect customers' interests.

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Import Collection Bill Services: Documentary Collections are a common and flexible
method of payment for goods purchased from suppliers in abroad. Rely on our expertise
in efficient and prompt handling of Import collection documents.

2)Export :
Southeast Bank Limited offers a wide range of export services. Routing all export related
transactions through Southeast Bank Limited could eliminate many of exporting hassles.
With our expertise and experience, we can structure and customize solutions for specific
requirements.

2.3.6 Islamic Banking Window
The Bank started its Islamic Banking Operations on July 28, 2003. The Bank opened 03
(Three) Islamic Banking Branches in the year 2003 and 02 (two) Islamic Banking
Branches in the year 2004. At present, the Bank has 05 (five) Islamic Banking Branches
out of total 64 branches, 15 SME Service Centers and 1 offshore Banking Unit. To
further streamline Islamic banking operations of the Bank within the purview of
Bangladesh Bank BRPD Circular No. 15 dated November 09, 2009, the Islamic Banking
Wing of the Bank has already been converted into a full-fledged Islamic Banking
Division from December 27, 2009. A separate account with Bangladesh Bank for
maintaining CRR/SLR of Islamic banking fund of the Bank has also been opened to
comply with the guidelines of Bangladesh Bank. The Bank provides all kinds of Islamic
Banking services to the customers within the provisions of the Bank Company Act 1991,
Bangladesh Banks Directives and the principles of Islamic Shariah. The funds and
accounts of Islamic banking branches are completely separate from those of the
conventional ones.

Deposits offered by the SEBL under Islamic Banking are:

Al-Wadia Current Account.
Mudaraba Saving Deposits.
Mudaraba Saving Deposits staff.
Mudaraba Short Term Deposits.
Mudaraba Term Deposit.
Mudaraba Fixed Deposit Receipt.
Mudaraba Double Benefit Scheme.
Mudaraba Hajj Shanchy Prokolpo.
Mudaraba Millionaire Deposit Scheme.




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2.3.7 Organogram of Southeast Bank Limited:

Board of Directors:



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Executive Committee:


Management Team:



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Management Aspects

The SouthEast Bank Limited Management Team comprises of a group of people and each them
comes with an international working background and is committed in leveraging their experience
to take SEB to greater heights by ensuring top line revenues with dynamic capabilities. This
Management Team is unique in being able to envision the need of the business by bringing in
admixture of advanced technology solutions know-how and revamping the organizational make-
up for maximum profitability. Other than the President and Managing Director, the remaining
Management Team Members each lead a functional Department.

This mix of people is persistent to provide unparallel services to its customers, come up with
timely and innovative products and services and to enhance the capabilities of its people of its
people while emphasizing on the latest technology. This they believe will take the bank to a
foremost position in the country by the turn of the year 2008. This team is to drive the business
to maximize the operational excellence and efficiency through acquisition of talent, developing
systems, processes and people and through blending of these to let customers revel in with
fulfillment and permanency.

Like any other business organization, all the major decisions in SEB are made by the top
management committee. The board mainly establishes the objectives and policies of the bank.
There are three committees of the board for different purpose.

a) Executive Committee

This committee is comprised of Chairman, four members of the bank and one member secretary.
The functional and responsibilities of this committee is to establish and periodically review the
banks overall credit and lending policies and procedures, development and implement uniform
and minimum acceptable credit standards for the bank, new credit proposal assessment and
approval etc.

b) Audit Committee

The main objective of this committee is to assist Board of Directors with regard to the audit of
financial reports, management reports by the external auditors, internal controls and internal
audits. SOUTHEAST have four members in audit committee.

c) Management Committee

The main objective of this committee is to ensure business operations are in line with the Banks
policies, strategies and objectives, the bank has set up. This committee consists of the Managing
Director, Deputy Managing Director and different business unit heads.

Types of Accounts

a) Investors Discretionary Account (IDA):
This leveraged account is managed by the account holder through us. By this the investor bears
the risk of investment and also its gain or loss.


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b) Banks Discretionary Account (BDA):
With this account the Bank, on behalf of the account holder, uses its discretion in managing the
account. The investor lays down his/her investment objectives and the Bank designs a portfolio
aligning the investors' risk-return profile.

2.3.8 Services

Application, Transfer and Collection of Shares and/ or Dividends: Arranged by SouthEast bank
limitedon behalf of the clients.

a) Safe Custody of Securities:
Securities are kept in the SouthEast bank limitedvault.
b) IPO and Private Placement:
SouthEast bank limitedfurnishes the account holders, information about forthcoming IPOs and
Private Placement through FAX, e-mail and letters upon request.
c) Statement of Accounts:
MBW of SouthEast bank limitedsends portfolio information to the account holders every 6
months. Besides, the account holders may also obtain information on their portfolios any time
upon request. Investors can access their portfolio any time from any part of the country through
SMS and Phone Service.

d) Fees and Charges:

Criteria IDA BDA
Minimum deposit BDT 10,00,000 BDT 10,00,000
Loan Facility (optional) Max BDT 5.00 crore Max BDT 5.00 crore
Documentation charge BDT 500.00 BDT 500.00
Brokerage Commission* 0.35% on transaction value 0.35% on transaction value
Portfolio Management Fee* 1.50% p.a., on Portfolio
value, charged quarterly
2.00% p.a., on Portfolio
value, charged quarterly
Service Charge on Portfolio
Certificate*
Tk. 200.00 per year Tk.300.00 per year
Rate of

These are the main divisions the structures and functions of each of these divisions are described
below:

a) Internal Control and Compliance
The main function of this division is to provide legal assistance to the branches and implement
recovery strategy for stuck-up loan and to ensure strict adherence of rules and policies by all
connected of the bank through routine and surprise inspection and audit.


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Efficiency and effectiveness of activities
Reliability, completeness and timelines of financial and management information.
Laws, Regulations, Internal Policies and Procedures are meticulously followed
Compliance with applicable law and regulation.
Accountability to the Board
Adequate safeguards are taken for Bank's physical /operational / IT security
b) Financial Institutions and Treasury
Treasury unit is a core banking unit with its leading-edge technology and steadily growing
volume of activity in the markets, SOUTHEAST BANK LIMITEDs treasury unit and currency
dealing desks have consolidated its position as a well-known and well establish counterpart in
the newly transformed Free Floating rate, dealing daily with a wide circle of both bank and non-
bank customers all over Bangladesh. Our everyday business evolves around participation in
Money Market and Foreign Exchange Market in a substantial volume.

c) Human Resources Division

The employees of SouthEast bank limitedLimited are the most valuable asset for the bank.
Having competent and professional employees is becoming increasingly important in todays
competitive world, and SOUTHEAST BANK LIMITED has a significant competitive advantage
in this respect. Many of its employees have worked here from the beginning of the bank and
therefore have vast experience in their respective field. Also the new employees are recruited
with high academic background and given proper training after recruitment to groom up for their
responsibilities. At present around 24,000 people are employed with SOUTHEAST BANK
LIMITED. All aspects of the employees looked after by the Human Resource Division. HR
division is responsible mainly for recruitment, Development, Rewarding and Benefits of the
staffs. The mission statement of HR division is we will ensure the skilled employments where
we will work with fun and pride.

d) Board Division
In Board Division works the company secretary. They take decision and run the organization
properly.

e) Share Division

The Customer authorizes SouthEast bank limitedLimited to exchange, share, part with all
information related to the details and transaction history of the Customers to its Affiliates / banks
financial institutions / credit bureaus / agencies/participation in any telecommunication or
electronic clearing network as may be required by law, customary practice, credit reporting,
statistical analysis and credit scoring, verification or risk management and shall not hold
SouthEast bank limitedLimited liable for use or disclosure of this information.

f) Finance Division

Finance division is very significant division for any Bank, the main objectives of Finance
Division are:

o Maintain daily liquidity positions, treasury bills, call money, debentures, placement of
fund etc.

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o Monthly-accrued interest assessment of all interest bearing accounts, inter-branch
assessment, and amortization of all fixed and other assets.

o

o

o Fulfilling reporting requirements of Bangladesh Bank.

o Maintenance of accounts, income and expenditure posting, salaries, Provident Fund etc.



3 HRM Policies and Practices: Theoretical Perspective


3.1 Human Resource Management

Human Resource Management (HRM) is concerned with the people dimension in
management. Since every organization is made up of people, acquiring their services, developing
their skills, motivating them to high level of performance and ensuring that they continue to
maintain their commitment to he organization are essential to achieving organizational
objectives. This is true regardless of the type of organization-government, business, education,
health, recreation, or social action. Getting and keeping good people is critical to the success of
every organization, weather profit or nonprofit, public or private.
Human resource management can be defined as a process of procuring, developing &
maintaining competent human resource in the organization so that goals of an organization are
achieved in an effective and efficient manner.
Human Resource Management The policies and practices involved in crying out the people or
human resource aspects of a management position, including recruiting, screening, training,
rewarding, and appraising.



3.2 Human Resource Division (HRD) of AB Bank Limited

Human Resource Division of ABBL is performed is one of the most valuable departments with
the responsibilities of staffing, training and development, organization development,
performance appraisals, rewarding, control and maintenance etc. with the start of ABBLs
banking operation the Human Resource Division (HRD) was not a strong position and structured
it is now. The HRD of ABBL is consists fourteen competent and experienced executives to carry
out the whole responsibilities. The Human Resource Division of ABBL stands in its Head Office
at BCIC Bhaban under the direct supervision of the top management.


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3.3 Objective of Human Resource Division (HRD)
Make employee relation.
Improve the employee efficiency.
Creating and enabling environment through information sharing
Introducing a better par package.
Performance evaluation of the employee.
Ensure the skill employment.
Encouraging cross functional teaming as and when possible.

3.4 Recruitment & Selection

Recruitment is a linking function joining together those with jobs to fill those seeking jobs .It
is a joining process in that it is tries to bring together job seekers and employer with a view to
encourage the former to apply for a job with latter. The objective of recruitment is to develop a
group of potentially qualified people. To this end, the organization must project the position in
such a way that job seekers respond. To be cost effective, the recruitment process should attract
qualified applicants and proved enough information for nonqualified persons to self-select
themselves out.
To select is choose. Selection is a screening process of picking individuals who have relevant
qualifications to fill jobs in an organization. The basic purpose is to choose the individuals who
can most successfully perform the job from the pool of qualified candidates. Selection starts after
the recruitment process is over and job applications have been received. Core HR Process
Recruitment and Selection Training and Development Compensation and Benefits Head of
HRD Operations Remuneration Management Information SystemTraining and Development .

Classification of Post
The employees of the Bank shall be classified and designated as shown below. Any change,
addition, alteration, in the classification and designation shall require prior approval of the
Board/any committee assigned for this task.

a) Executives & Operational Officers

Managing Director.
Deputy Managing Director.
Senior Executive Vice President
Executive Vice President
Senior Vice President.
Vice President
Senior Assistant Vice President.
Assistant Vice President.
Senior Principle Officer

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Management Trainee Officer (Entry Level)
Principle Officer
Senior Officer.
Officer
Trainee Officer (Entry Level)

b) Non-Officers

Sr. Computer Operator/Stenographer Cash
Typist
Telephone Operator
Electrician

c) Members of Staff

Driver

Recruitment needs
Planned
The needs arising from changes in organization and retirement policy.
Anticipated
Anticipated needs are those movements in personnel, which an organization can predict by
studying trends in internal and external environment.
Unexpected
Resignation, deaths, accidents, illness give rise to unexpected needs.
Purposes of Recruitment
Attract and encourage more and more candidates to apply in the organization.
Create a talent pool of candidates to enable the selection of best candidates for the
organization.
Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.
Recruitment is the process which links the employers with the employees.
Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly under
qualified or overqualified job applicants.

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Help reduce the probability that job applicants once recruited and selected will leave the
organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition of its
workforce.
Begin identifying and preparing potential job applicants who will be appropriate
candidates.
Increase organization and individual effectiveness of various recruiting techniques and
sources for all types of job applicants.
Recruitment Process
Recruitment process involves a systematic procedure from sourcing the candidates to arranging
and conducting the interviews and requires many resources and time. A general recruitment
process is as follows:
Identifying the vacancy:
The recruitment process begins with the human resource department receiving
requisitions for recruitment from any department of the company. These contain:
Posts to be filled
Number of persons
Duties to be performed
Qualifications required
Preparing the job description and person specification.
Locating and developing the sources of required number and type of employees
(Advertising etc).
Short-listing and identifying the prospective employee with required characteristics.
Arranging the interviews with the selected candidates.
Conducting the interview and decision making


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1. Identify vacancy
2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview and decision making
The recruitment process is immediately followed by the selection process i.e. the final interviews
and the decision making, conveying the decision and the appointment formalities.
Sources of Recruitment
Every organization has the option of choosing the candidates for its recruitment processes from
two kinds of sources: internal and external sources. The sources within the organization itself
(like transfer of employees from one department to other, promotions) to fill a position are
known as the internal sources of recruitment. Recruitment candidates from all the other sources
(like outsourcing agencies etc.) are known as the external sources of recruitment.


Sources of Recruitment

Factors Affecting Recruitment
The recruitment function of the organizations is affected and governed by a mix of various
internal and external forces. The internal forces or factors are the factors that can be controlled
by the organization. And the external factors are those factors which cannot be controlled by the
organization. The internal and external forces affecting recruitment function of an organization
are:



22

Factors Affecting Recruitment

Recruitment Budget:

Managing Director & CEO will determine and analyze the necessity of manpower
based on recruitment required by the Departments and projected budget based on the
year after discussing with different department heads. Therefore, it is the
responsibility of the management to examine the work load and carry out the job
analysis and as well as looking into the real requirement of employees under various
categories, to see whether an additional hand is really necessary

Board of directors holds the authority to finally decide any matter regarding any sort
of recruitment. Besides they are the supreme authority to create any kind of new
position.

Southeast Bank must recognize the importance of manpower estimation and accordingly an
organization structure should be prepared for the Bank and for each Division & Branch. The
organization structure shall however, not be rigid, it may be reviewed and revised when
necessary from time to time. Subject to review from time to time, the competent authority as per
power delegated by the Board will make the appointments


3.5 Job Analysis

Job analysis is the procedure through which you determine the duties and nature of the jobs and
the kinds of people who should be hired for them. You can utilize the information it provides to
write job descriptions and job specifications, which are utilized in recruitment and selection,
compensation, performance appraisal, and training.
I. Steps in Job Analysis
Job Analysis process has following steps:
a. Identify how the information will be used because that will determine what data will be
collected and how it should be collected. Interviewing and position analysis questionnaire
are some examples of data collection techniques.

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b. Review relevant background information, such as organization charts, process charts, and job
descriptions.
c. Elect representative positions to analyze because there may be too many similar jobs to
analyze, and it may not be necessary to analyze them all.
d. Analyze the job by collecting data on job activities, required employee behaviors, working
conditions, and human traits and abilities needed to perform the job.
e. Review and verify the job analysis information with job incumbents to confirm that it is
factually correct and complete.
f. Develop a job description and job specification from the job analysis information.
II. Job Analysis Methods
Job analysis traditionally has been conducted in a number of different ways. Also, firms differ in
their needs and in the resources they have for conducting job analysis.

Methods of Collecting Job Analysis Information
Introduction
An HR specialist (an HR specialist, job analyst, or consultant), a worker, and the
workers supervisor usually work together in conducting the job analysis.
Job analysis data is usually collected from several employees from different departments,
using interviews and questionnaires. The data is then averaged, taking into account the
departmental context of the employees, to determine how much time a typical employee
spends on each of several specific tasks.
The I nterview
1. The three types of interviews managers use to collect job analysis data are: individual (to get
the employees perspective on the jobs duties and responsibilities, group (when large
numbers of employees perform the same job), and supervisor (to get his/her perspective on
the jobs duties and responsibilities).
2. The pros of using an interview are that it is: simple, quick, and more comprehensive because
the interviewer can unearth activities that may never appear in written form.
3. The following questions are some examples of typical questions. What is the job being
performed? In what activities do you participate? What are the health and safety
conditions? Figure 3-3 gives an example of a job analysis questionnaire.
4. The following are interview guidelines: a) the job analyst and supervisor should identify the
workers who know the job best and would be objective; b) establish a rapport with the
interviewee; c) follow a structured guide or checklist; d) ask worker to list duties in order of
importance and frequency of occurrence; and e) review and verify the data.

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b. Questionnaire
1. Structured or unstructured questionnaires may be used to obtain job analysis information
2. Questionnaires can be a quick, efficient way of gathering information from a large
number of employees. But, developing and testing a questionnaire can be expensive and
time consuming.
c. Observation
1. Direct observations are useful when jobs consist of mainly observable physical activity as
opposed to mental activity.
2. Reactivity can be a problem with direct observations, which is where the worker changes
what he/she normally does because he/she is being watched.
3. Managers often use direct observation and interviewing together.
d. Participant Diary / Logs
1. The employee records every activity he/she engages in, in a diary or log along with the
amount of time to perform each activity to produce a complete picture of the job.
2. Employees may try to exaggerate some activities and underplay others.
e. Quantitative J ob Analysis Techniques
1. Position Analysis Questionnaire (PAQ) is a questionnaire used to collect quantifiable
data concerning the duties and responsibilities of various jobs, see Figure 3-5, on five
basic activities: a) having decision-making/communication/social responsibilities, b)
performing skilled activities, c) being physically active, d) operating vehicles/equipment,
and e) processing information.
2. Department of Labor Procedure (DOL) is a standardized method for rating, classifying,
and comparing virtually every kind of job based on data, people, and things. Table 3-1
shows a set of basic activities, and Figure 3-6 gives a sample summary.
3. Functional job analysis: 1) rates a job on data; people; things; the extent to which specific
instructions are necessary to perform the task; the extent to which reasoning and
judgment are required to perform the task; and mathematical ability required to perform
the task; and 2) identifies performance standards and training requirements.
f. Using Multiple Sources of I nformation Likely, no one job analysis method will be used
exclusively. A combination is often more appropriate.
1. Where possible, collect job analysis data using several types of collection techniques and
respondents.
2. Potential inaccuracies in peoples judgments could lead to inaccurate conclusions
III. Source of Data
Main sources of collection of data for job analysis are as following:

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Employees
Supervisor
Manager
Job Analyst
Job Analyst (HR)
Outside consultant
Supervisor/Manager
IV. Problems with Job Analysis
Too lengthy
Time consuming and requires much patience
Might be a reflection of stereotypes
V. Job analysis outcomes
a. Job description
The job description is a document that provides information regarding the tasks, duties, and
responsibilities of the job. Job description takes on an even greater importance under the
Americans with Disabilities Act because the description of essential job functions may be critical
to a defense regarding reasonable accommodation.
1. Job Identification contains the job title, the FLSA status, date, and possible space to indicate
who approved the description, the location of the job, the immediate supervisors title,
salary and/or pay scale.
2. Job Summary should describe the general nature of the job, and includes only its major
functions or activities.
3. Relationships occasionally a relationships statement is included. It shows the jobholders
relationships with others inside and outside the organization.
4. Responsibilities and Duties The Department of Labors Dictionary of Occupational Titles
can be used for itemizing the jobs duties and responsibilities.
5. Standards of Performance states the standards the employee is expected to achieve under
each of the job descriptions main duties and responsibilities.
b. Job specification
Minimum acceptable qualifications that a person should possess to perform the job are
included in the job specification. Some of the items often included are requirements for
education, experience, personality, and physical abilities.

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c. Job evaluation
In Job Evaluation process the worth of job is identified based upon job comparability and
according to worth, importance of job and relative value Compensation is designed and
selected


3.6 Selection Process

Employee Selection is the process of putting right men on right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people.
Effective selection can be done only when there is effective matching. By selecting best
candidate for the required job, the organization will get quality performance of
employees. Moreover, organization will face less of absenteeism and employee turnover
problems. By selecting right candidate for the required job, organization will also save
time and money. Proper screening of candidates takes place during selection procedure.
All the potential candidates who apply for the given job are tested.
But selection must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates
more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing
of data. While selection is a negative process as the inappropriate candidates are rejected
here. Recruitment precedes selection in staffing process. Selection involves choosing the
best candidate with best abilities, skills and knowledge for the required job.
The Employee selection Process takes place in following order-
1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the
minimum eligibility criteria laid down by the organization. The skills, academic and
family background, competencies and interests of the candidate are examined during
preliminary interview. Preliminary interviews are less formalized and planned than the
final interviews. The candidates are given a brief up about the company and the job
profile; and it is also examined how much the candidate knows about the company.
Preliminary interviews are also called screening interviews.
2. Application blanks- The candidates who clear the preliminary interview are required to
fill application blank. It contains data record of the candidates such as details about age,
qualifications, reason for leaving previous job, experience, etc.
3. Written Tests- Various written tests conducted during selection procedure are aptitude
test, intelligence test, reasoning test, personality test, etc. These tests are used to
objectively assess the potential candidate. They should not be biased.
4. Employment Interviews- It is a one to one interaction between the interviewer and the
potential candidate. It is used to find whether the candidate is best suited for the required
job or not. But such interviews consume time and money both. Moreover the
competencies of the candidate cannot be judged. Such interviews may be biased at times.
Such interviews should be conducted properly. No distractions should be there in room.
There should be an honest communication between candidate and interviewer.

27

5. Medical examination- Medical tests are conducted to ensure physical fitness of the
potential employee. It will decrease chances of employee absenteeism.
6. Appointment Letter- A reference check is made about the candidate selected and then
finally he is appointed.
Trainee Officer
On need basis, whenever a vacancy arises by various reasons or new business need;
recruitment will be made through a basic job related written test and an interview session
commanding by the Head of Human Resources. Suitable candidates are selected from the
dropped application for various post and high recommendations. Minimum qualification for
this level is graduation from any reputed university.

Question for trainee officer is prepared by the officers of the HR division and paper is
also checked by them.

If candidates are selected as TO then they have to work in cash minimum 2 years.
For TO viva is done internally by the HR division.

If TO want to be SPO than they have to give an examination.

Management Trainees
Management trainees are required on planned basis to develop a team of young potential
fresh graduates to develop them as future leaders of the bank. The numbers of selection
determined every year depending on the changes in business and turnover. The selection
process is done through a stiff competing method. The candidates are expected to be with
high academic performance from any reputed foreign or local University. Written exam
covers information technology, mathematical aptitude, English, general knowledge,
economics and general questions. After primary selection candidates have to face a long
interview session with the top management. After all procedure there is few candidates
can convince the higher management and appointed as Management Trainee of ABBL.
For MT recruitment following guideline is go behind.

Qualification for MT is required minimum musters pass/ MBA from any reputed/listed
University.
o Candidate CGPA must be 3.25
o No third class would be allowed.
o Question for Management Trainee Officer is prepared by IBA and paper is
checked by the recruitment agency E-Zone.
o Viva is also done by E-Zone
o MT recruitment is done once in a year and around 60 qualify candidates are select
for this post.
o If candidates are select as MT then he or she will send for BIBM training


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Lateral Entry

External recruitment at any level made only when, internal successor is not available or totally a
new position created for the business need or/and a technical job arises. This may done by
publicizing the position opening through newspaper advertisements in leading national dailies or
throughout the online job portal as ABBL is the corporate client of BD Jobs. Here candidates
are recruited base on their previous experience and performance. Candidate must have at least 3
years or more work experience.

3.7 General Recruitment Guidelines

The Bank entertains a discrimination free hiring policy. All recruitment policies within the
organization are in line with the statutory employment laws of Bangladesh and as per approval of
the Bank's Board of Directors.
The following are some basic guidelines followed for recruitment:

For Members of Officer

Have to be Graduate/ Post Graduate.

Have to maintain service rule.
He has to be knowledgeable Employee must be maintain discipline.
Regarding office work one has to be very particular.
He has to be experience in 3 years or more (For lateral employee).
Have to be able to decision making & solving the problem Approach should be
confidential.
Female is concerned respectable dress.
Male is concerned ware light color shirt & tie

For Members of Staff

Recruit to him in reference

S.S.C level of education might be required for all staff without cleaner.

Supervisory staff be able to read & write comfortably .HR division should approve all
expectations.

The candidate must be over 18 yrs old as per employment laws in Bangladesh.

Specific tests might be taking as per the job requirements such as Hand Eye coordination
test & test for reflexes for driver. Also take field test & room test for driver.
Any other physical attributes that might be required for a specific job that would be
considered while selecting an individual, for Example good eyesight for driver.




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Media used for Vacancy Announcement

The Bank is committed to providing equality of opportunity for all and welcomes applications
from all individuals for advertised job that match skill & interests. All job application's complete
a Bank application from when applying for a vacancy rather than sending a CV. It's the policy to
advertise vacancies in publications that are relevant to the nature & level of the job. Vacancies
are advertised in the newspaper & on the internet for the post of probationary officer (PO),
management trainee officer (MTO), trainee officer.

Application in Response to Advertisement

The Human Resources Department will prepare an appropriate recruitment advertisement for the
position and submit it for review and approval by the appropriate Manager. The Human
Resources Department will administer the placement of the advertisement and monitor
applications received. Generally HR Department follow the education level and reference of the
candidates who appear to fulfill the job requirements as per the Recruiting Department are short-
listing and HR Division calls him or her for selection test and interview.

For Members of Operational Officer & Non Operational Officer

Applications are received by the Head of HR Division from the candidate and short-listed
by HR Department based on the following process:
Verifies and ensures that all relevant documents are submitted.
Verifies their education level that should be Graduate and Masters.
Verifies their References.
If candidate are fulfill their job requirement HR Department takes written test and interview
for selecting employee.

For Members of Staff
Staff is selected by the reference but takes the room test and field test by the HR Division for
candidate selection.
The Employee selection Process takes place in following order-
1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the
minimum eligibility criteria laid down by the organization. The skills, academic and
family background, competencies and interests of the candidate are examined during
preliminary interview. Preliminary interviews are less formalized and planned than the
final interviews. The candidates are given a brief up about the company and the job
profile; and it is also examined how much the candidate knows about the company.
Preliminary interviews are also called screening interviews.
2. Application blanks- The candidates who clear the preliminary interview are required to
fill application blank. It contains data record of the candidates such as details about age,
qualifications, reason for leaving previous job, experience, etc.

30

3. Written Tests- Various written tests conducted during selection procedure are aptitude
test, intelligence test, reasoning test, personality test, etc. These tests are used to
objectively assess the potential candidate. They should not be biased.
4. Employment Interviews- It is a one to one interaction between the interviewer and the
potential candidate. It is used to find whether the candidate is best suited for the required
job or not. But such interviews consume time and money both. Moreover the
competencies of the candidate cannot be judged. Such interviews may be biased at times.
Such interviews should be conducted properly. No distractions should be there in room.
There should be an honest communication between candidate and interviewer.
5. Medical examination- Medical tests are conducted to ensure physical fitness of the
potential employee. It will decrease chances of employee absenteeism.
6. Appointment Letter- A reference check is made about the candidate selected and then
finally he is appointed.
3.8 Employee Orientation
Orientation programs are more than just an opportunity to tell the employee what is expected. It's
also a great way to show where he or she fits in to the group as a whole. The various components
of the bank officer orientation program ensure that the introduction in to the organization & in to
the specific department happens smoothly. After joining the employee 2 or 3 days will be given
workshop to the employee about money laundry & accounts opening in the head office of Arab
Bangladesh Bank. Than HR Department has been taken decision which employee is going to
which branch?

3.9 Probation period and Confirmation

Employees appointed from trainee officer to officer level will be on probation; normally one
year. The probation period for the management trainee is six month from the date of joining.
During the probation period the new incumbents suitability for the job will appraised. This
period will also provide the new employees the opportunity to appreciate whether the job is
suitable for him/her. The problem period may be extended if management thinks additional
raining or period is required to review the performance of the management.

For Management Trainee Officer Probation Period is 2 years. After 2 years he or she will
be principal officer.

For Trainee Officer Probation Period is 1 year. After 1 year he or she will be officer.

On satisfactory completion of probation period and recommendation by the functional head the
incumbent will be confirmed as the permanent employees of ABBL.

The Branch Manager evaluates the employee & makes a report about such employee who
performs during probationary period. The report will be submitted to the HR Division. If
the performance is better during probationary period of employee HR Division will be
confirm as a permanent job. Generally TO conform after 1 years and MT conform after 2
years.


31

HR Division review & issues confirmation letter to the employee as a permanent job. If any
employee can not get better performance during his or her probationary period then
probationary time is extent for that employee.

Employee will get special increment after confirmation as a permanent job.

3.10 Resignation

A confirmed employee may resign from the services of the bank giving three months notice in
writing through a proper channel or three months basic salary in lieu thereof. The management
may also ask to resign an employee giving him/her a three months notice or three months basic
salary in lieu. Any partial or full waiver of notice period will be at the discretion of the managing
director.

3.11 Termination

If any employee are out of the job in some cases is called termination. There are certain
circumstances where-even though complaint is within our jurisdiction- we can dismiss it without
considering its merits. This is sometime called early termination.

Termination process
The bank may terminate the services of permanent employees by giving him/her notice in
writing or salary in lieu thereof for the period as under

120 days notices in case of subordinate-staff or salary in lieu thereof.

90 days notice for all other grades or salary in lieu thereof.

During probation, the management may terminate the employment at any time without
notice. Similarly, an incumbent may terminate his/her employment with the bank at any time
during probation on intimation in writing it the management.

Discharge on Medical Ground
If an employee is incapable to continue his/her service for continue ill health, mental abnormality
and disorder, then the management may discharge him/her from service on medical ground.
He/she may be paid as ex-gratuity with other benefits with the approval of the managing director.

Entry level for new employee:

He/she will be on training for one year & during the period he/she will be treated as
temporary employee.
On successful completion of one year training he-she will absorbed as "Officer".
If his /her performance during the period is not found to be satisfactory, his/her services
may be terminated without serving any notice.
He/she will be entitled to two 'Festival Bonus' per annum (50% of consolidated Pay), as &
when declared by the management.

32

It is a condition of his /her employment with the Bank that his/her service is transferable
anywhere in Bangladesh to any branch of the Bank.

3.12 Maximum working hours & breaks

Guidelines for Maximum Working Hours

For Staff
I. An employee may work a maximum of 8 hours per day with an hour lunch break.

II. An employee may work a maximum of 40 hours in a week where the definition of a week
is specified by the Bank and is limited to rolling 5 days

Supervisors, Officers and Above

Due to the need of the organization, it may require for a Supervisor or an Officer to work more
than their normal hours of duty. As longer hours may not mean higher productivity, the Bank
encourages employees to organize their work and execute tasks efficiently, so the maximum
hours worked per day do not cross 10 hours or weekly total hours do not cross 60 hours.

Hours Work during Ramadan
Working hours during the holy Islamic month of Ramadan for all will be decided and announced
by the Managing Director as per instruction issued by Bangladesh Bank.

Holidays
The employees at the Bank observe holidays as per Government Holidays circulated by the
Government of Bangladesh and the Central Bank.

Officer protocol Staff Attendance
All stuff must report to work every official working day on time.

i. Employees when unable to report to work due to unavoidable circumstances should
inform their Line Manager, HR and/or Front Desk as quickly as possible on the same day
(before 9:00 a. m).
ii. Habitual tardiness and unauthorized absence will not be permitted and the
employee will be warned for such acts.

iii. All staff must sign in the attendance register kept in a convenient place. Division,
department, branch will update the attendance register monthly.

Leaving office during working hours
No staff will leave office during office hour without informing from his manager.

Telephone
Office Phones are for official use only. Personal call should be limited to 1-2 per day & kept
short.

33

Identity Card
All Bank staff will be provided with Identity Cards at the cost of the Bank at the time of
confirmation and during any changes of job title. The photograph will be supplied by the staff.
In the event that an employee losses his/her ill card, for a replacement, he/she shall inform HR
Division through his/her line manager & complete the form.

Transfer
To cater for the needs of the Organization as well as to provide opportunities to employees for a
well-rounded career development, it is sometimes necessary to transfer employees between jobs,
locations, departments & branches. The objective is to implement management decisions relating
to employee transfers in an efficient and effective manner and with the minimum amount of
inconvenience and hardship to the employees concerned. All transfers must be business driven
within budget and must be approved by the Managing Director.

Business Travel
The Bank supports the following two types of business travels for which the guidelines and
benefits are documented below:

Business related local travel

Business related overseas travel
Bank is bearing travel expense for business related local travel & business related overseas
travel. Travel expense fur local travel depends on how many days will be expended there.
Generally bank settles Tk. 200,000 for expense of overseas travel.
3.13 Training & Development

Training involves the change of skills, knowledge, attitudes, or behavior of employees. Although
training is similar to development in the methods used to affect learning, they differ in the time
frames. Training is more present day oriented; its focus is on individuals current jobs,
enhancing those specific skills and abilities to immediately perform their jobs. Training is job
specific and is designed to make employees more effective in their current job. Employee
development, on the other hand, generally focuses on future jobs in the organization.

3.13.1 Training & Development policy

The Bank believes that appropriate forms of training and enabling opportunities contribute to
Human Resources Development (HRD) by way of upgrading the job skills, existing potentials
and growth which benefit employee and the organization. For this purposes, the Bank helps
employees to develop their skill and knowledge therefore improving their contribution to the
Bank. It is recommended that each employee should have opportunity to upgrade their
knowledge and skill through HRD interventions which could include training, workshops,
exposures, exchange visits and any other form of development opportunity provided by the
Bank. The best officers will be given regular internal! External training helps to groom up their
leadership quality including skill and knowledge in Banking.

34

The main objective is general Banking. In every month minimum numbers of 40 employees
among two batches to be provide training. Organization provide orientation and foundation
course for probationary employee and advance or follow up course are below:

Environmental behavior
Mannerism
Foreign exchange training Management and IIR training
Interactional finance & credit (Loan & Advances, Recovery) Money laundry
BIBM training
Account opening training
Consumer training

a) Employee Development Need Assessment

Employee's development need areas should be identified and agreed with the manager during the
Performance Management system (Through annual appraisal) each year and monitoring of the
work of the employee. All training using the Bank's funds or time is subject to the organizational
need and should. Be within the budgetary level.

b) Employee Development plan & budget

Employee Development/training Need Assessment is a continuous process and should be done
prior to formulation of yearly budget. Each Unit and Department will draw up a yearly Training
Plan and Budget at the time of budget preparation. The training plan includes the training of
employee at individual and organization level.
Each Unit/Department will submit a copy of their yearly training plan to HR Training &
Development Division to incorporate in the Bank's Annual Training Plan.

Selection of Employees for Training and Authority of Selection
It is the responsibility of the branch manager to decide when or who should receive training. For
local level training, respective branch manager will recommend nomination to the concerned
Director for approval through HR.
For overseas training/visit, final selection and approval will be made by the Managing Director
with endorsement from the Board within the approved plan and budget.

Selection of employee for training should be based on:

Employee's desk performance/ drivel commitment to job.
The training will benefit the organization
Skill, knowledge and attitude enhancement in present job
Additional skills for foreseen expansion of job or increase in responsibility
Need of organization to create special cadre of employees
Equal opportunity provided for all including a gender balance


35

Probationary employees are normally not eligible for a long workshop or training courses (longer
than one week) except for the orientation and Foundation training provided by the Bank. Any
exception to this should be agreed by the MD. All overseas visit/training must have the MD's
approval. International training, workshop or visits will be managed by the Head of HR after it
has been proposed by the branch manager and approved by the MD.

3.13.2 Categories of Employee Development Interventions

Training

Internal Training (In House)

Generic training will refer to general training areas that are applicable to a large number of
organization's employees. The generic need areas will be identified from strategic plans and
individual development programs and evolving internal need.
This could include in house training to the employees by using the skills and experience of any
senior employee, in house trainers or consultants. In-house training will be designed and
managed by the concerned section, or office in collaboration with HR Training & Development
Division of the Bank. The Training Process Flow (Functional) is as follows:

In-house Training Process Flow

1. Confirmation of training date in consultation with the respective divisional head.

2. Sending mails to the branches/ divisions for nomination of the participants

3. Preparing session schedule and contact with the resource persons for conducting session in
the training program.

4. Prepare training budget for approval.

5. Upon approval of the budget collection of fund through an IBCA from Finance Division
for the training program.

6. Circulation and notification of the program prior to the commencement of the training.

7. Commencement of training at the designated day.

8. Concluding the program

9. After conclusion, adjustment of the training budget and adjusted amount sent to FD
through an IBCA.





36

External Training

This is especially valuable if the external training can provide expertise or sharing of experiences
that is not available in the organization. When HR Division is proposed of the employee's name
then BIBM (Bangladesh Institute of Bankers Management) arrange training to the employee for
their specific develop skill.

External Training Process Flow

1. Receive invitation from the external institution for nominating participants.

2. Sending mails to the branches/ divisions for nomination of the participants

3. Prepare training budget for approval.

4. Upon approval of the budget, pay order is issued as training fees through Finance Division
for the training program.

5. Nomination letter along with the pay order is sent to respective institution

6. Circulation and notification of the program prior to the commencement of the training to
participants and respective persons concerned.

Overseas Training

This will refer to those events and interventions that will enable further growth and development
of employees and may require travel out of the country. This will be coordinated and arranged by
Head of HR and its budget will be located in the HRD Budget and approved by the M.D.

Training Evaluation

The HR Division & BIBM (Bangladesh Institute of Bankers Management) arrange test about the
training for evaluating training. The test will be held after 7 days and 15 days and marking to the
relevant position in below:

Training Report

Upon completion of training an employee must submit a complete Training Report to the branch
manager with a copy to HR. This includes participation in workshops, seminars, conferences,
any overseas visit (training, workshop, seminar, country program visits etc).The content of this
report will include only the main points of the training. If asked by the branch manager, a
detailed visit report for field trips, and especially visit to other banks or financial institutions in
country or outside the country, should be submitted. Any senior employee who participates in
meeting, workshops, and discussion session will share with all other employees on return to their
office. All employees should submit their report in English. All Offices/Units/ Departments will
provide data of their employee who have completed training on a yearly basis to HR to update
the Human Resources information in the employee's personal file.

37

3.13.3Trainer

Who actually conducts the training depends on the type of training needed and who will be
receiving it. On-the-job training is conducted mostly by supervisors; off-the-job training, by
either in-house personnel or outside instructors.
In-house training is the daily responsibility of supervisors and employees. Supervisors are
ultimately responsible for the productivity and, therefore, the training of their subordinates.
These supervisors should be taught the techniques of good training. They must be aware of the
knowledge and skills necessary to make a productive employee. Trainers should be taught to
establish goals and objectives for their training and to determine how these objectives can be
used to influence the productivity of their departments. They also must be aware of how adults
learn and how best to communicate with adults. Small businesses need to develop their
supervisors' training capabilities by sending them to courses on training methods. The investment
will pay off in increased productivity.
There are several ways to select training personnel for off-the-job training programs. Many small
businesses use in-house personnel to develop formal training programs to be delivered to
employees off line from their normal work activities, during company meetings or individually at
prearranged training sessions.
There are many outside training sources, including consultants, technical and vocational schools,
continuing education programs, chambers of commerce and economic development groups.
Selecting an outside source for training has advantages and disadvantages. The biggest
advantage is that these organizations are well versed in training techniques, which is often not
the case with in-house personnel.
The disadvantage of using outside training specialists is their limited knowledge of the
company's product or service and customer needs. These trainers have a more general knowledge
of customer satisfaction and needs. In many cases, the outside trainer can develop this
knowledge quickly by immersing himself or herself in the company prior to training the
employees. Another disadvantage of using outside trainers is the relatively high cost compared to
in-house training, although the higher cost may be offset by the increased effectiveness of the
training.
Whoever is selected to conduct the training, either outside or in-house trainers, it is important
that the company's goals and values be carefully explained.
Training Administration
Having planned the training program properly, you must now administer the training to the
selected employees. It is important to follow through to make sure the goals are being met.
Questions to consider before training begins include:
Location.
Facilities.

38

Accessibility.
Comfort.
Equipment.
Timing.
Careful attention to these operational details will contribute to the success of the training
program.
An effective training program administrator should follow these steps:
Define the organizational objectives.
Determine the needs of the training program.
Define training goals.
Develop training methods.
Decide whom to train.
Decide who should do the training.
Administer the training.
Evaluate the training program.
Following these steps will help an administrator develop an effective training program to ensure
that the firm keeps qualified employees who are productive, happy workers. This will contribute
positively to the bottom line.
3.13.4 Evaluation of Training

Training should be evaluated several times during the process. Determine these milestones when
you develop the training. Employees should be evaluated by comparing their newly acquired
skills with the skills defined by the goals of the training program. Any discrepancies should be
noted and adjustments made to the training program to enable it to meet specified goals. Many
training programs fall short of their expectations simply because the administrator failed to
evaluate its progress until it was too late. Timely evaluation will prevent the training from
straying from its goals.

3.13.5 Leave System:

The policies followed for employee leaves management based on the types of leaves and their
criteria are given below:

Annual Leave:
All officers will become eligible for annual leave of 24 working days after completion of one-
calendar year. Of these 24 days 15 days must be taken as consecutive leave each year. Any
pending leave may be carried forward to the next year.
Annual leave encashment facilities may be allowed to the person for a maximum of 90 days at
the time of Employees leaving the bank. Any leave taken in advance to be adjusted during the
final settlement period.

39


Casual/Sick Leave:
Casual leave up to 10 calendar days can be granted per year to an employee who may be unable
to attend duty due to sudden illness or urgent private affairs. Not more than 3 days casual leave
can be taken at a time in a month. Casual Leave more than 3 days will be considered as sick
leave and has to be supported by medical reports. In case of prolonged illness the Managing
Director may grant medical leave in excess of sick/casual leave with full pay and allowances for
a period up to one month.

Maternity Leave:
Female (confirmed) employees will enjoy 4 months maternity leave. One employee will be
entitled to avail this leave for 2 times in her entire service period.

Study Leave:
Study leave of maximum 2 years can only be granted to an employee without pay and
allowances provided he/she has put in at least three years of service. This Leave is only granted
to those employees who have achieved a minimum of 3 years of service record with the bank and
also to those who are due to retire within 5 years of the date on which he/she is likely to return
from the study leave. This leave shall, however be allowed in the entire period of service.

Leave without Pay: Leave without pay may be granted to an employee in special circumstances
where no other leave is admissible under these rules. In case of Leave without Pay, the period
does not exceed 60 days.

Leave during Probation Period: For sick leave in the probation period, the leave has to be
specially mentioned by the department. Casual leave will be granted to probationary employees
after completion of 6 months. Any leave taken prior to completion of 6 months will be adjusted
against the casual leave.

Encashment Facilities of Annual Leave: Annual leave encashment facilities may be allowed to
the employees for a maximum of 90 days (based on last basic) at the time of employees
leaving the bank.

3.13.6 Compensation and Benefits

a) Salaries

Salaries are confidential between the employees concerned and the management. Employees
joining against a post will be receiving the salary as per the grade they join in. the employees
who are in probation will be eligible to join the PF only after their confirmation. Management
trainee alone will receive a monthly consolidated salary during the provision period.

40

Salaries increase which is linked the performance of the individual employee per calendar year
takes effect from 1
st
march of the years.
The annual salary revision is decided by the managing director with approval of the Board of
Directors based on:

Individual performance

Market movement

The Banks affordability

Individuals relative position in a particular salary range

COLA (cost of living adjustment )

Any request for information relating to salary should be directed to the Human Resources
Department.


Break-Up of Monthly Salary in Southeast Bank Limited

Head of Accounts Taka per Month
Basic Pay
House Rent Allowance
Conveyance Allowance
Medical Allowance
Utility Allowance
Entertainment Allowance
Leave Fare Concession
Personal Pay



Salary Structure

Refer to the Salary Structure for details regarding the structure of salary and allowances for
different positions in the Bank.
The Salary Structure of the Bank will be reviewed after every two years to allow for adjustments
in the Cost of Living and market forces pertaining to the Banking industry. The HR Department
will undertake the review and make recommendations to the Board or its nominated Committee
for approval.
Salary structure is in below:




41



Salary Structure of Southeast Bank Limited
CHAIRMAN CONTRUCT BASIS
VICE CHAIRMAN CONTRUCT BASIS
BOARD OF DIRECTORS CONTRUCT BASIS
MANAGING DIRECTOR CONTRUCT BASIS
SENIOR EXECUTIVE VICE TK. 2,50,000
PRESIDENT
EXECUTIVE VICE PRESIDENT TK. 1,65,000
SENIOR VICE PRESIDENT TK. 1,15,000
VICE PRESIDENT TK. 87,000
SENIOR ASSISTANT VICE TK. 62,000
PRESIDENT
ASSISTANT VICE PRESIDENT TK. 37,000
SENIOR PRINCIPLE OFFICER TK. 30,000
PRINCIPLE OFFICER TK. 24,000
SENIOR OFFICER TK. 12,000
OFFICER TK. 10,000
TRAINEE OFFICER TK. 8,000

Group insurance
All permanent employees are to be member of Group Insurance. The organization contributes
health & dead benefits for yearly basis under the group insurance.

b) Provident fund

The Organization's Provident Fund is a funded scheme. All confirmed and permanent employees
are entitled to be members of the Provident Fund. The employee contribution, equal to 10% of
the basic salary, is deducted each month through the payroll. The organization contributes an
equal amount and both the employees and the organizations contributions are paid into the Fund
each month. In the Provident Fund, both the employees and the organizations' contribution are
credited to the individual employees account.

c) Bonuses

All permanent employees of the Bank are entitled to two Festival Bonuses and Incentive
Bonuses. And in 2010 all the employee was got 8 bonuses base on their performance. No
employees are allowed to get bonus if their service life time is bellow 6 month.

d) Accommodation

Accommodation is provided for those employee of the Bank who doing job during 10 years in
the Bank according to his/her performance.

e) Maternity Benefit


42

Employee they are getting medical benefit as well as 5000 tk for their newly born child.

f) Mobile Telephone

Based on organization's need, a mobile telephone and sim may be provided to the Desk Head of
the Bank.

g) Medical Benefits

In case of where an employee is injured and become sick, some cost of treatment is bear by the
organization.
Hospitalization I nsurance:
In the event where hospitalization or surgery is required for a member of the officers (confirmed
employee) dependent (Spouse and Children) including hospitalization on account of maternity -
the Bank will reimburse the officer (Group C) up to a maximum of Tk.35,000/- per annum, for
executives (Group B) Tk.100,000/- per annum and 200,000/- per annum for MANCOM (Group
A).

Types of allowances under travel policy:
- Traveling Allowance (Mode of Transport)
- Accommodation Allowance (Hotel Rent)
- Daily Allowance

Travel allowance:
An employee of the Bank may be allowed to draw traveling allowance in respect of journeys
performed for the purposes authorized by the competent authority which include:
- On officially assigned tour
- To give evidence in a court of law
- On transfer
- On compulsory recall from leave
- To appear at a departmental/professional examination as authorized by the competent
authority
- To attend a course of training sponsored by the Bank
- To bear the cost of travel of deceased employee
Gratuity:
The Gratuity Fund is a terminal benefit that an employee receives at the time of
retirement/resignation.

Gratuity Calculation:
Last months basic Salary multiplied by the year of service completed e.g., if an employee serves
The Bank for 6 years and then resigns/retires his Gratuity Calculation shall be (Lets assume his
Basic Salary is Taka 20,000.00): Taka 20,000.00 x 6 years = Taka 1, 20,000.00 The custody,
management, investment and control of the fund shall be vested in the board of trustees.


43

Southeast Bank Employees Provident Fund:
The Southeast Bank employees provident fund requires the employer i.e. BRAC Bank Limited
to contribute to the fund 10% of basic salary for all regular confirmed employees. Every member
of this fund on retirement is provided with a sum of money as determined by the established
rules for the fund on retirement or resignation from his or her services. This fun has been
effective from the 1st of January 2003

Transportation Facilities for Staff
The transportation facilities are provided to the SAVP and above from the Bank. The MD of the
Bank is entitled to full time transportation with full time driver. The organization also pays for
the fuel at actual and for all necessary maintenance/repair and administrative cost of the vehicle.

Pay for leave

Bank pay for casual leave in 10 days, pay for earned leave in 30 days, pay for sick leave in 14
days & pay for woman maternity leave 120days.

Other service

Social & recreational event 'Pohela Baishakh' is held in every year. All employees can be
attending this program.

Promotional Benefits

In the event of promotion/up-graduation to a higher job grade, the employee will receive
an increase of his/her previous basic salary and all other allowances applicable in the
higher grade. However, the performance will receive the minimum range of the level
where he/she has been promoted.

In case the revised basic salary still remains below the starting scale of the new job grade,
the employee is then given the differential needed to place him/her at the starting basic
salary of the new job grade.


Increments
Salary increases are awarded once a year on the basis of increment policy to all employees who
have performed satisfactory in the given year for a minimum period of 180 days after
confirmation of service. One may not receive any increment on a given year as a penalty on
account of any offence/disciplinary measure. The confirm employee who is in service with the
Bank less than 180 days will receive the COLA (cost of living adjustment) portion of the
increment, which is determined by rate of inflation and CPI (consumer price index) during that
financial year. The portion of COLA in each year will be decided by Management committee of
the bank.



44

Increments are awarded to the employees as per rating of the annual performance Appraisal at
variable percentage of their existing respective basic salary as under excluding the COLA
portion. 62

Promotion

Promotion means rising up of an employee from his present position to the next higher position.
Promotion is vertical movement of an employee within the organization. In other word,
promotion refers to the upward movement of an employee from one job to another higher one,
with increase in salary, status and responsibilities. Promotion may be temporary or permanent,
depending upon the needs of the organization.
Promotion depends on the availability of a position in the higher grade and a proven track record
of an individuals capabilities of taking over the management committee decides to upgrade the
job.
Promotion to the rank and status of executive level depends on the management committee.
All promotions, other than the above, have to be recommended by the function heads and shall
be approved by the management committee. A minimum service of two years in a similar
position is the prerequisite for promotion, but for any exceptional case the promotion may be
awarded at the full discretion of the managing director.
However, there is no guarantee that all recommended cases will be promoted and the managing
director may at his description promote a few exceptional cases.

Bonuses
other provisions of the terms of the terms of service headlines declared by the management from
time to time bonus shall only be payable to the employees who would. At the time of declaration
of bonus, be in the service of the bank and entitled to the same at that time.

Performance Bonus
The bank may award performance bonus from time to time depending on the actual profit made
in a given year. This bonus is subject to payment only upon approval.

This bonus will only be awarded to those who have completed 180 days confirmed service with
the bank and made significant contribution towards achieving the profit target over and above the
normal target. The contribution measurement will be coming from the performance appraisal
system.

3.13.7 Functional/Departmental Strategy or HRD

As mentioned earlier that Southeast Bank has its eyes fixed at one single mission
currently,which is Breaking Barriers 2010. By the end of year 2010 Southeast Bank wants to see
Excellence 18%
Very Good 16%
Good 12%
Average 8%

45

itself in the position of the largest Bank in Bangladesh. The minimum margin is 2
nd
position.
Through rapid expansion and wide coverage Southeast Bank is sure to achieve that target since
their portfolio analysis shows that they have way over exceeded their target for year 2009. We
know that Corporate Strategy must be communicated with the departments of an organization
and thus, it must be in line with the Departmental Strategy. So in a manner of speaking, the
departmental strategy for the HRD of Southeast Bank is also to break all the barriers to becoming
the No. 1 Bank in Bangladesh by the end of Year 2010. The HRDs mission is to ensure that
Southeast Bank can expand the way it should be with the best manpower at its disposal.


Linking Departmental Strategy with Corporate Strategy
How the Corporate Strategy has been linked with the Departmental Strategy of HRD is
discussed in this section. HRD also made the promise that the Department will do everything
possible to realize Southeast Banks ambition to become the largest bank of Bangladesh by the
end of Year 2010. In an interview with Head of HR, it has been confirmed that HRD of
Southeast Bank is fully in line with their Corporate Strategy. Heavy recruitment is first choice of
the HRD now. Without recruitment it will not be possible to cover all the expansions in different
districts done by the Business Teams. For example, it has been seen that the newly opened Coxs
Bazar Branch was not yet fully decorated and furnished due to bad weather but all the employees
assigned to that branch were reporting for duty on the tentative day of opening.
The Head of HR also mentioned with utmost importance that rigorous training and
development is compulsory. Employees must show satisfactory performance at least on average
within their respective departments.

But to perform well and being target oriented, employees must be communicated the message of
the organization, the corporate strategy. The message of Breaking Barriers 2010 is conveyed in
every scope possible, through market gimmicks, in speeches, department meetings, MANCOM
meetings, through internal mails, in Town Hall Meetings, even at lunch. The message must be
communicated; the strategy must be incorporated in every department. The Head of HR as well
as all the staff in HRD is now fully aware of this short term plan and they are all trying to give
output at their peak performance level.

When it comes to performance measurement and monitoring, it is also true that different
departments in Banks can easily project their performance in numerical figures. When asked how
HRD staffs project their performance, the answer was setting short term goals for each staff and
monitoring how much they achieved in a Bi-monthly meetings. As the department is still small
this method is working perfectly. Later on, when HRD will also grow, then also this method has
a good chance of being successful if Senior Managers can communicate and utilize it
successfully.

Performance Appraisal System (PAS)
Performance appraisal system (PAS) is the tool by which we measure the performance of an
individuals and identify the gaps and plan future development in order to enable a better feet
between the jobs and the incumbent.

46

It is an HR process for driving business results. It is defining in advance what we must do as an
individual to win in the market place and later on assessing the performance based on the extent
to which we achieve result.
Performance appraisal system is quite structured that it can measure of assess both goal (What)
and the management competencies (How).
Goals-Key Result Areas (KRA) is the specific major objectives to be set at the beginning of the
year through consultation with the reporting manager. These need to be aligned to the objectives
of the function and consequently to overall objectives of the bank.
A management competency is a skill, ability or trait that predicts success to perform a job.
The Performance Appraisal needs to be implemented as per PAS format which will be circulated
by HR at the beginning of the year. The definition of rating in performance appraisal is given
below for reference:

Performance Standard

Excellent (4.6-5.0)
Very Good (3.6-4.5)
Good (2.6-3.5)
Average (1.6-2.5)
Below Average (1.0-1.5)

Here consider the following term for Appraisal-

Indication key job responsibilities/ Targets/ Work plan of the employee for the year.

o Performance on the job.

o Knowledge level.

o Behavioral competence level.
Excellent= 91- 100, Very Good= 71-90, Good= 51-70, Average= 31-50 and Below Average= 0-
30 Consider on the Job Performance and see results delivered by employee (Judge Quantity and
Quality) - anyone of the following:

o A Strongest all around performer, Exceptionally Exceeded targets/ given what plan
for above expectation.
o A Stronger all performer, Reasonably Exceeded or target/ given work plan above
expectation.
o A Strong performer Met targets/ given work plan satisfactorily within expectation.
o A Reasonable performer, Closely Met target/ given work plan, but not fully
satisfactory.
o Performance standard is Well Below, targets/ given work plan, needs serious tanning
and serious efforts to improve.

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Those who are rated in Excellent, Very Good, Good, Average and Below Average are eligible
for incentive bonus.
If any appraise feels that his/her performance evaluation by the line managers is influenced by
discrimination or unfair and biased judgment then appraise may appeal to Head of HR with
his/her grievance in writing. In such cases the Head of HR will be the first point contract. If the
issue remain unresolved than it will referred to the MD for his/her review and decision and in
that case the decision of MD will be final.




















48

Research Design




4.1 Research design: Research design involves specifying your philosophical assumptions, your
research method, which data collection techniques you will use, your approach to qualitative data
analysis, your approach to writing up, and, if applicable, how you plan to publish your findings.
A research design provides a road map for the entire project.

The first step is deciding upon a topic .How do you decide upon a research topic?

The Research Process



49





4.2 Types of Research Designs:
Exploratory research to gain ideas and insights = Usually conducted during the initial
stage of the research process.
Purposes
o To narrow the scope of the research topic, and
o To transform ambiguous problems into well-defined ones
o Newspaper facing decreasing sales to generate possible explanation.

Secondary Data Analysis
-Secondary data are data previously collected & assembled for some project other than the
one at hand

Pilot Studies
o A collective term for any small-scale exploratory research technique that uses sampling
but does not apply rigorous standards
o Includes with ,Focus Group Interviews
o Unstructured, free-flowing interview with a small group of people

50


Projective Techniques:
Indirect means of questioning that enables a respondent to project beliefs and feelings
onto a third party or an inanimate object .Word association tests, sentence completion
tests, role playing.
Case Studies
Intensively investigate one or a few situations similar to the problem situation
Experience Surveys
Individuals who are knowledge about a particular research problem are
questioned

4.3 Descriptive research obtain summary measures to address research questions (research
objectives are clearly defined). It also involves gathering data that describe events and then
organizes, tabulates, depicts, and describes the data. And use description as a tool to organize
data into patterns that emerge during analysis. Often it is used visual aids such as graphs and
charts to aid the reader.
o Trends in lifestyle with respect to age, sex, etc.
o Build on previous information
o Show relationships between variables
o Representative samples required
o Structured research plans
o Require substantial resources


4.4 Conclusive findings
Causal research used for cause-and-effect connection between managerial decisions and
market outcome.
o Logical Time Sequence -For causality to exist, the cause must either precede or
occur simultaneously with the effect
o Concomitant Variation - Extent to which the cause and effect vary together as
hypothesized
o Control for Other Possible Causal Factors
Also focus on following below :
o How people react to a newspapers topic selection and space allocation.
o Provide specific information that aids the decision maker in evaluating
alternative courses of action
o Sound statistical methods & formal research methodologies are used to
increase the reliability of the information
o Data sought tends to be specific & decisive
o Also more structured & formal than exploratory data



51

4.5 Data collection methods
Primary Data : Primary data are collected afresh and for the first time original in character
we collect primary data during the course of doing experiment in an experimental Research, but
for Descriptive Research ,we can obtain primary data either through observation or through
direct communication with the respondents.

o Observation method : Commonly used in studies relating to behavioral sciences we all
observe many things, but it is not a scientific observation it will become scientific when
it serves a formulated research purpose, is systematically planned and recorded and is
subjected to checks and controls on validity and reliability eg. investigator himself
looking at the wrist watch the respondent is using instead of asking with him the brand of
wrist watch, child behavior
o Data can be collected in a variety ways ,data sources can be primary or secondary.
o Data collection methods such as:
o interview(face-to-face,telephone,computer-assisted interviews),
o Questionnaires
o Observation
o Motivational techniques



4.6 Sampling techniques :
A sample is a subset of the population. Sample is the process of selecting a sufficient
number of elements from the population. Studying a sample rather the entire population
is sometimes to lead to more reliable results, mostly because fatigue is reduced, resulting
in fewer errors on collection data. (time, cost, human resources) .Surveys are useful and
powerful in finding answers to research question but if data are not collected from the
people or objects that can provide the correct answers to solve the problem, the survey
will be in vain.

Sampling Methods :
1.Probability Sampling methods : Simple random sampling Stratified
random sampling(proportionate and disproportionate) - Cluster
sampling

52

2.Non-probability Sampling methods : Quota sampling Purposive
sampling ( judgement sampling ) Systematic sampling ( every nth element is chosen)
Multistage Random Sampling
Sample Size optimum is desirable optimum is one which fulfils the Efficiency,
representativeness, reliability & flexibility of data.

For selecting Sampling we havw to gouce on :
Who or what is the source of the data?
Can the target population be identified?
Is a sample necessary?
How accurate must the sample be?
Is a probability sample necessary?
Is a national sample necessary?
How large a sample is necessary?
How will the sample be selected?


4.7 Information needs by Southeast bank

o Almost every bank has to engage in research at some level to stay competitive.
o SouthEast Bank Limited gather data both from within and outside the organization.
o The methods used to gather, analyze,and synthesize information from the external and
internal environments are becoming increasingly sophisticated to the immense scope of
computer technology.
o
Questionnaires Administered by trained interviewers. Self-administered. The former are
considered as STRUCTURED interviews.
. Info elicited from a questionnaire gives/covers : [ What people __________. ] Attitudes
______ say they want Behavior _______ do Beliefs _______ think is true Attributes
_______ are There may be areas of overlap & other areas as well.

Types of question

1) Open Organizational Dichotomous Scaled Check-list Funnel Filter Grid Ranking Freedom
in way of responding the nature of the expected answer is indicated Responses are built up based
on the first response .Example : . Which department do you work in? How many people work in
that department? How long have you been working in that department? FUNNEL Do you
practice yoga? [ If YES, go to 2; If NO, go to 3 ] How long have you been practicing? Do you
practice any technique, thought to increase relaxation? FILTER Directs responses?

2) Closed Questions- Answers are (to be) in a specified format. --
YES/NO Main disadvantage does not allow shades of grey Eg. Has your ailment been treated
(/managed) with yoga therapy? VERSUS Do you feel there is an improvement in your condition
following yoga? Here wording of the questionnaire allows shades of grey .


53

3) Scaled- A scale is provided and the response is scaled. Do you take care to eat a healthful
diet? OR Please show which (of the faces) indicates you
Never

4) Checklist Multiple Choice-
sometimes one/more. Eg. Why did you choose yoga therapy? No other option nothing else has
worked! Your doctor suggested it Read about it and felt curious You know the importance of
Mind-Body medicine today. [ Usually, no right or wrong ]

5) Grid/Matrix- More than one cell may have to be filled in, as relevant. Eg. Which of the
following do you practice? MEDITATION KRIYAS PRANAYAMA ASANAS How many
min(s)/day Tick if you practice

6) Ranking- Subjects are asked to rank a list of things Eg. Arrange the following practices based
on the amount of relaxation you feel, after them: Most / Midway / Least Cyclic meditation
Bhramari (Py) OM meditation Breathing exercises

4.8 Scaling techniques : A scale is a technique to measure some thing. Scaling is used in
ordering a series of items along sort of continuumthey are methods of turning a series of
qualitative facts into a
quatitative series.

Scaling : It is defined as the procedure for the assignment of numbers ( or symbols) to a
property of objects in order to impart some of the characteristics of numbers to the properties in
question.
It describes the procedure of assigning numbers to various degrees of opinion, attitudes and other
concepts.

Paired Comparison: A comparative scaling technique In which a respondent is presented with
two objects at a time and asked to select one object in the pair according to some criteria. The
data obtained are ordinate in nature.

Rank Order Scaling: Respondents are presented with several objectives simultaneously and
asked to rank them according to some criteria.

Rating Scale :
1)Simple category scale : I plan to purchase HP laptop in next 12 months.
2.)Multiple choice single balance : What news paper do you read most often for finance news?
No Yes
3) Staple Scale : -1 -1 -1 -2 -2 -2 -3 -3 -3 -4 -4 -4 -5 -5 -5 Reputation Exciting product
Technology leader +1 +1 +1 +2 +2 +2 +3 +3 +3 +4 +4 +4 +5 +5 +5
4) Likert scale : Summated Rating The internet is superior to traditional libraries for
comprehensive searches S D A Disagree Undecided Agree Strongly




54


4.9 Field Works :

a)Personal Interviews : Face to face Interviewee may also ask questions direct personal
investigation on the spot and meet the people Govt committees and Commissions usually
carried out in a structured way ( known as Structured interviews)
o with structured questions is a rigid procedure
o Unstructured interviews are flexible do not follow a predetermined set of questions
interviewer has much freedom to ask questions it lacks comparability of one interview
with another it requires greater skill and knowledge
How to conduct fieldwork

The planning phases of fieldwork














Phase Description
Planning SEB decide what they want to do, why they
want to do it, what resources they need, and
what research may have already been done on
the same subject
Collecting SEB gather the information, make notes and
observations about the information, its character,
and the collecting events
Analyzing They need to index the field-collected materials
for an archive, summarize them, and write them
up

55


SWOT Analysis

SWOT Analysis of Human Resources Division

a) Strength

Open HR Manual:
The Human Resources Manual of ABBL limited is open to all of its entire employee give total
understanding of the terms and condition of the organization to its entire employees to assist the
benefits and growth they can ever achieve and the role of Human Resources Department with all
other departments/division of the organization. This HR manual is uploaded in the internal
website of ABBL.

Empowered Work Force:
The Human Resource of ABBL is exactly well thought and perfectly managed. As from the very
first, top management beloved in empowered employees, where they refused to put their finger
in every part of the pie. These employees are not suffocated with authority but are able to grow
as the organization matures.

Strong Bonding and Belongingness:
ABBL employees are one of the major assets. The employees of ABBL have a strong sense of
commitment towards organization and also feel proud and a sense of belonging towards ABBL.
This strong organizational culture of ABBL is a main strength of the organization.

Information Technology:
Online banking, email, Update software, personal computer for all employee enabled the
employees work easier and faster with full of professionalism. All kinds of Benefits, salaries,
monetary rewards directly given to employees bank account through flex cube.

Employee Evaluation:
Employee evaluation process by Human Resources Division became strength for its fair
judgment and put trust among the employees of other department on Human Resources
Department.

Centralized Banking:
Centralized banking means the core function of business coordinated by the head office give an
immense effect for reducing the internal conflicts among the branches and Head office.




56


b) Weakness
Job Description:
Job description is a necessary accomplishment should have for each position for recruiting the
most suitable candidate on the basis of skill and experience required. Still hundred percent job
descriptions on the basis of skill and experience required. Still hundred percent job descriptions
is not prepared or collected by the HR Division.

HR Accounting:
Human Resources accounting is a strong tool for matching the benefits of each and every new
recruitment done in the organization, calculation turnover, etc. Human Resources Division of
ABBL is not yet established this practice.

Compensation and Benefits:
Compensation and benefits of ABBLs employees is provided by the Human Resources Division
through two different software, Named EZHR and flex cube. Both of that software is not flexible
to use and has lot of limitations.

c) Opportunity
Management Information System:
In recent business practices the importance of MIS is unavoidable. Human Resources
Department is not out of it. HRD of ABBL has every potential capability to establish new MIS
and use it in various manpower reporting.

Human Resources Information System:
Human Resources Information System is must for a corporate environment like ABBL. ABBL is
going to establish a new HRIS very soon.

Salary Survey:
ABBL is going to start its salary survey with the most reputed consultant of Bangladesh for its
salary survey.

Training and Learning:
Training and learning is the core function for making the executives cope with the new scenario
and make then update and knowledgeable. ABBL is going to utilize its fullest capacity and
enthusiasm in this regards by establishing a library, arranging extensive element etc very soon.

d) Threats
Completive Salary and Turnover:
The salary package of ABBL is not as competitive as the market demands, so the turnover of
manpower is increasing day by day.

New/Multinational Companies/Bank Policy:

57

New multinational companies and bank policy as threat to ABBL in respect of increasing the
salary expectation of the employees and new HR practices that turning the existing employees
dissatisfied.



Conclusion, Findings
&
Recommendation

Conclusion
Southeast bank Limited, the pioneer private Bank of the country has created a sense of mass
participation through its diversified activities over the last 27 years. Their numbers of clients
service recovers and supporters have been increase rapidly. For its diversified banking service, it
has got a wide range of publicity and created a special image the banking area in the country.
SOUTHEAST BANK has stared making profit from 1985 to still now. Now the position of
Southeast bank limited in the market is second.

The report is aimed at the Human Resource Division. Southeast bank Limited operating in the
market with the ambition of becoming the Bank of choice for its clients and all its stakeholders.
It is just natural for SOUTHEAST BANK to pitch its customer service benchmarks high, at a
level where the local standard are far exceeded and global standards are embraces and met.
SOUTHEAST BANK is committed to focus to all its energy on its customer as well as its
employees. This is sure a strong Human Recourse practices will help SOUTHEAST BANK pave
the way leading to outmost destination. Human Resources Division in SOUTHEAST BANK is
under massive reconstruction program ensures the future benefits and high corporate culture and
the secured place of contribute and dedicate the experience and exposure of high
professionalism.


Findings

There are no transportation systems to the employee

By research the salary structure of the Southeast bank is so poor than other bank.


Recommendations


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Identical Human Resource Policy:
There should be a unique HR policy in the organization immediately; through the recognition of
HR policy is under progress supervised by the Manager and the head of HR.




Human Resource Development:
There should be all kinds development activities as individual, career and organizational by the
Human Resource Department for enhancing the employees growth as well as achieve
organizational hierarchy.

Training Need Assessment:
SOUTHEAST BANK has all the potential capabilities to make its employee more efficient and
help being the future leader. Training is a common practice for the employees of any bank. This
training should be organized by the human resource department only through need assessments.
It can be examines through the performance evaluation process by which HRD will determine
where he/she should have some more exposure.

Performance Appraisal System:
The existing appraisal system can be changed or modified and new system could be developed
which will articulate the accurate picture. The criteria of evaluation should cover more
competencies of an employee. The system could cover criteria as individual, social along with
the core business competencies. The result can be used for training need assessment and help
taking proper development initiatives.

Linkage among Other Division:
A department like HRD cannot perform in isolation where Human Resource Department is in the
core of all other department with the responsibilities of maximizing the employees benefits as
well as achieving organizational objectives. For better services, HRD must establish a proper
linkage within the other functional departments.

Reward and Recognition:
Only higher salary package cannot satisfy a self motivated and exposed employee in higher
level. The employee wants recognition and reward for their self actualization. There are few
reward and recognition options is available in SOUTHEAST BANK should review for deals
with employee turnover. The workforce should be structured and the standard functional
designation should be in act.

Salary System:
The salary of the trainee officer should be increase then the employees motivation will be
strong.


59

Research Team:
Form a research team who will continuously involve in collecting information about the
employee position of the other bank that the SouthEast bank limited can involve competition
with the other bank.


Annual Performance Appraisal & Standard Performance Distribution (SPD)
Each employee will be appraised by the immediate supervisor annually against targets/given
work plan/responsibilities within the meaning of the policy guideline and as per standard format
designed & developed. HR in coordination with the Divisional / Departmental Heads will
monitor, educate & guide and ensure policy compliance. As a matter of policy, we will ensure
compliance of the following Standard in Performance Distribution amongst population in a
department / section / branch. Each Head of the function in joint consultation with HR will
ensure that the given principles as far as practicable are in place so as to keep consistency.





The normal performance distribution curve :( approximation )




GOOD
VERY GOOD
AVERAGE
50%+ - EXCELLENT
20% + -
BELOWAVERAGE
5%+ - 10%+ -
15%+ -


NORMAL DISTRIBUTION OF PERFORMANCE IN AN
ORGANZATIONBELOWAVERAGE5%







60


Appendix



References
Books

1) Decenzo A. David & Robbin P. Stephen & Sons Wiley Johe, Human Resource
Management, Inc, Singapur, Copyright 203.

2) Dessler Gary, Human Resource Management, Pessonns Education Pte Ltd. India.

3) Khan Dr. Awal Abdul, Human Resource Management & Industrial Relations, Abir
Publication, 1
st
edition.

Report

Southeast Bank Annual Report 200.

Southeast Annual Report 200.

Internet

http://www.southeastbank.com.bd, 7/01/2012, 9/01/2012/, 10/01/2012

http://banglapedia.search.com.bd/HT/A_0281.htm, 06/01/2012, 1.30pm.

http://en.wikipedia.org/wiki/SWOT_analysis, 04/01/2012, 12.45pm.

http://en.wikipedia.org/wiki/Corporate_social_responsibility, 04/01/2012, 11.30am.

http://en.wikipedia.org/wiki/Product_(business), 05/01/20120, 11.00am.

http://en.wikipedia.org/wiki/Service_(economics), 5/01/2012, 12.15pm.

http://en.wikipedia.org/wiki/Credit_risk, 09/01/2012, 1.45pm.

http://www.google.com


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