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CHAPTER-1

CHAPTER-1
INTRODUCTION
INTRODUCTION
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1.1 BACKGROUND OF THE REPORT 1.1 BACKGROUND OF THE REPORT
Todays business world is dynamic and competitive therefore organizations looking for Todays business world is dynamic and competitive therefore organizations looking for
Talent, extrovert graduates who belong to high degree of adaptability quality. Todays business Talent, extrovert graduates who belong to high degree of adaptability quality. Todays business
graduates will be the core part of business organization. o business graduates need to have both graduates will be the core part of business organization. o business graduates need to have both
theoretical ! practical knowledge to manage the business activity properly. "n order to be theoretical ! practical knowledge to manage the business activity properly. "n order to be
familiar with organizational culture and to gain some practical knowledge about an organization familiar with organizational culture and to gain some practical knowledge about an organization
our #epartment provides a ninety days internship program as a part of the $$% program. %fter our #epartment provides a ninety days internship program as a part of the $$% program. %fter
completion of the program period a student must submit the report on the assigned topic to the completion of the program period a student must submit the report on the assigned topic to the
upervisor and the department. This program carries three &'( credit hours. upervisor and the department. This program carries three &'( credit hours.
" was assigned in the #utch)$angla $ank *imited &#$$*( through my "nternship supervisor. " " was assigned in the #utch)$angla $ank *imited &#$$*( through my "nternship supervisor. "
have selected #$$* to perform my internship program as my honorable supervisor inspired me. have selected #$$* to perform my internship program as my honorable supervisor inspired me.
" think, #$$* plays an important role for the economic growth of the country by providing its " think, #$$* plays an important role for the economic growth of the country by providing its
banking services through over the counter and the on)line services. +owever, now a day, #$$* banking services through over the counter and the on)line services. +owever, now a day, #$$*
is the most popular bank in $angladesh and the bank is providing its services to the clients at a is the most popular bank in $angladesh and the bank is providing its services to the clients at a
satisfactory level through innovative on)line services. "t seems to me that in #$$*, there is a satisfactory level through innovative on)line services. "t seems to me that in #$$*, there is a
sufficient opportunity to gain the practical knowledge about the ,eneral banking and -oreign sufficient opportunity to gain the practical knowledge about the ,eneral banking and -oreign
.xchange. The working environment is good and the employees are very much cooperative to .xchange. The working environment is good and the employees are very much cooperative to
provide practical knowledge about different functions of the bank, especially the e)banking provide practical knowledge about different functions of the bank, especially the e)banking
activities. +ere " worked in several #epartments that helped me a lot to gain some practical activities. +ere " worked in several #epartments that helped me a lot to gain some practical
knowledge. %fter completion of my /0 days "nternship period in consulting with the supervisor knowledge. %fter completion of my /0 days "nternship period in consulting with the supervisor
of the program, " have selected a topic of the program, " have selected a topic named named HRM Policy and Practic! in D"tc# Ban$la HRM Policy and Practic! in D"tc# Ban$la
Ban% &i'itd Ban% &i'itd & &DBB& DBB&( 1n the basis of this topic2 " have prepared my "nternship 3eport. ( 1n the basis of this topic2 " have prepared my "nternship 3eport.
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1.( O)*cti+! o, t# R-ort 1.( O)*cti+! o, t# R-ort
There are two main ob5ectives behind this report. The There are two main ob5ectives behind this report. The Pri'ary O)*cti+ Pri'ary O)*cti+ of the study is to of the study is to
fulfill the partial requirement of the $$% program. "n the final semester of our $$% program one fulfill the partial requirement of the $$% program. "n the final semester of our $$% program one
"nternship report is to be submitted, which is bearing some credit of our $$% program. "nternship report is to be submitted, which is bearing some credit of our $$% program.
The The !condary o)*cti+! !condary o)*cti+! of the study are to provide of the study are to provide
To demonstrate the experience of the ' month internship program at #$$*, To demonstrate the experience of the ' month internship program at #$$*,
To get a broader overview of ,eneral $anking and 6anagement 7ractices, To get a broader overview of ,eneral $anking and 6anagement 7ractices,
"mportance of +uman resources %ctivities from an organizational perspective, "mportance of +uman resources %ctivities from an organizational perspective,
To identify the activities serve by #utch)bangle bank to perform the +36 policies To identify the activities serve by #utch)bangle bank to perform the +36 policies
%ctivities. %ctivities.
The pecific ob5ectives of the pro5ect part are8 The pecific ob5ectives of the pro5ect part are8
To know deeply about +uman 3esources management of #$$*. To know deeply about +uman 3esources management of #$$*.
To learn about the procedure of maintaining 9ustomer satisfaction and charges related to To learn about the procedure of maintaining 9ustomer satisfaction and charges related to
the retail customers of #$$*. the retail customers of #$$*.
To make analysis of +uman 3esources practices of #$$*. To make analysis of +uman 3esources practices of #$$*.
To define the functions of departments of that bank. To define the functions of departments of that bank.
To identify strength, weakness, opportunity and threats of #$$*. To identify strength, weakness, opportunity and threats of #$$*.
To have an exposure on the financial institution, especially on banking environment of To have an exposure on the financial institution, especially on banking environment of
$angladesh $angladesh
To know about the 9orporate ocial 3esponsibility &93( of #$$*. To know about the 9orporate ocial 3esponsibility &93( of #$$*.
1.. /co- 1.. /co-
The scope of the study will be limited to the organizational setup, function and operation of the The scope of the study will be limited to the organizational setup, function and operation of the
#utch)$angla $ank *imited in the $angladesh. This report mainly encompasses the performance $ank *imited in the $angladesh. This report mainly encompasses the performance
of the of the #utch)$angla $ank *imited in comparison the +uman 3esources management. -or the $ank *imited in comparison the +uman 3esources management. -or the
purpose of my internship program, " was assigned in the :awran $azar $ranch at #$$* and this purpose of my internship program, " was assigned in the :awran $azar $ranch at #$$* and this
paved me the way to get myself familiarized with banking environment for the first time indeed. paved me the way to get myself familiarized with banking environment for the first time indeed.
" have an opportunity to gather experience by working in different departments of the $ranch. " have an opportunity to gather experience by working in different departments of the $ranch.
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1.0 Mt#odolo$y 1.0 Mt#odolo$y
"n order to make the study more meaningful and presentable, two sources of data and "n order to make the study more meaningful and presentable, two sources of data and
information will be used widely. The sources of data are as follows) information will be used widely. The sources of data are as follows)
The 7rimary ources8 The 7rimary ources8
-ace)to)face conversation with the respective officials. -ace)to)face conversation with the respective officials.
"nformal conversation as well as a direct interview with officials of #$$* "nformal conversation as well as a direct interview with officials of #$$*
7ractical work experience on different desks of the unit. 7ractical work experience on different desks of the unit.
3elevant file study as provided by the officers concerned. 3elevant file study as provided by the officers concerned.
T# /condary /o"rc!1 T# /condary /o"rc!1
%nnual report and periodical publications %nnual report and periodical publications
#ifferent publications, ;ewspapers and <ournals. #ifferent publications, ;ewspapers and <ournals.
The internet will also be used as a theoretical source of information. The internet will also be used as a theoretical source of information.
1.2 &i'itation! o, t# /t"dy 1.2 &i'itation! o, t# /t"dy
The following limitations are apparent in the report= The following limitations are apparent in the report=
The main *imitation of this report is that the officials did not disclose all data and The main *imitation of this report is that the officials did not disclose all data and
information for the reason of confidentiality. information for the reason of confidentiality.
The banks employees were very much busy in banking hour. o it was very The banks employees were very much busy in banking hour. o it was very
#ifficult to have them for equitable long time. #ifficult to have them for equitable long time.
6any personnel of #$$* were not co)operative to provide useful ! relevant 6any personnel of #$$* were not co)operative to provide useful ! relevant
information. information.
%s this report is based on information only, it does not include any research. o, any lack of %s this report is based on information only, it does not include any research. o, any lack of
adequacy or authenticity may hamper the contents of the report. #ifferent sources of data has adequacy or authenticity may hamper the contents of the report. #ifferent sources of data has
been using in this report, which may create the harmony of the writing ! presentation bias. been using in this report, which may create the harmony of the writing ! presentation bias.
Stamford University Bangladesh
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CHAPTER- (
CHAPTER- (
O3ER3IE4 OF THE
O3ER3IE4 OF THE
ORGANI5ATION
ORGANI5ATION

Stamford University Bangladesh
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(.1 Hi!tory
#utch @$angla $ank *imited is a second generation commercial private bank. #utch)$angla #utch @$angla $ank *imited is a second generation commercial private bank. #utch)$angla
$ank started operation is $angladeshAs first 5oint venture bank. The bank was an effort by local $ank started operation is $angladeshAs first 5oint venture bank. The bank was an effort by local
shareholders spearheaded by 6 ahabuddin %hmed &founder chairman( and the #utch company shareholders spearheaded by 6 ahabuddin %hmed &founder chairman( and the #utch company
-61.-rom the onset2 the focus of the bank has been financing high)growth manufacturing -61.-rom the onset2 the focus of the bank has been financing high)growth manufacturing
industries in $angladesh. The rationale being that the manufacturing sector exports $angladeshi industries in $angladesh. The rationale being that the manufacturing sector exports $angladeshi
products worldwide. Thereby financing and concentrating on this sector allows $angladesh to products worldwide. Thereby financing and concentrating on this sector allows $angladesh to
achieve the desired growth. #$$*As other focus is 9orporate ocial 3esponsibility &93(. .ven achieve the desired growth. #$$*As other focus is 9orporate ocial 3esponsibility &93(. .ven
though 93 is now a cliche, #$$* is the pioneer in this sector and termed the contribution though 93 is now a cliche, #$$* is the pioneer in this sector and termed the contribution
simply as Asocial responsibilityA. #ue to its investment in this sector, #$$* has become one of simply as Asocial responsibilityA. #ue to its investment in this sector, #$$* has become one of
the largest donors and the largest bank donor in $angladesh. The bank has won numerous the largest donors and the largest bank donor in $angladesh. The bank has won numerous
international awards because of its unique approach as a socially conscious bank. international awards because of its unique approach as a socially conscious bank.
#$$* was the first bank in $angladesh to be fully automated. The .lectronic)$anking #ivision #$$* was the first bank in $angladesh to be fully automated. The .lectronic)$anking #ivision
was established in 4004 to undertake rapid automation and bring modern banking services into was established in 4004 to undertake rapid automation and bring modern banking services into
this field. -ull automation was completed in 400' and hereby introduced plastic money to the this field. -ull automation was completed in 400' and hereby introduced plastic money to the
$angladeshi masses. #$$* also operates the nationAs largest %T6 fleet and in the process $angladeshi masses. #$$* also operates the nationAs largest %T6 fleet and in the process
drastically cut consumer costs and fees by B0C. 6oreover, #$$* choosing the low profitability drastically cut consumer costs and fees by B0C. 6oreover, #$$* choosing the low profitability
route for this sector has surprised many critics. #$$* had pursued the mass automation in route for this sector has surprised many critics. #$$* had pursued the mass automation in
$anking as a 93 activity and never intended profitability from this sector. %s a result it now $anking as a 93 activity and never intended profitability from this sector. %s a result it now
provides unrivaled banking technology offerings to all its customers. $ecause of this mindset, provides unrivaled banking technology offerings to all its customers. $ecause of this mindset,
most local banks have 5oined #$$*As banking infrastructure instead of pursuing their own. most local banks have 5oined #$$*As banking infrastructure instead of pursuing their own.
.ven with a history of hefty technological investments and even larger donations, consumer and .ven with a history of hefty technological investments and even larger donations, consumer and
investor confidence has never waned. #utch)$angla $ank stock set the record for the highest investor confidence has never waned. #utch)$angla $ank stock set the record for the highest
share price in the #haka tock .xchange in 400B. share price in the #haka tock .xchange in 400B.
#utch)$angla $ank *imited &#$$*( is $angladeshAs most innovative and technologically #utch)$angla $ank *imited &#$$*( is $angladeshAs most innovative and technologically
advanced bank. #$$* stands to give the most innovative and affordable banking products to advanced bank. #$$* stands to give the most innovative and affordable banking products to
$angladesh. %mongst all the banks, #$$* is the largest donor in to social causes in $angladesh. $angladesh. %mongst all the banks, #$$* is the largest donor in to social causes in $angladesh.
"t stands as one of the largest private donors involved in improving the country. #$$* is proud "t stands as one of the largest private donors involved in improving the country. #$$* is proud
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to be associated with helping $angladesh as well as being a leader in the countryAs banking to be associated with helping $angladesh as well as being a leader in the countryAs banking
sector. sector.
#utch)$angla $ank operates the largest %T6 network. #$$* clients have unlimited and free #utch)$angla $ank operates the largest %T6 network. #$$* clients have unlimited and free
access to all #$$* %T6s nationwide. 9lients of member banks &not #$$*(, may be charged a access to all #$$* %T6s nationwide. 9lients of member banks &not #$$*(, may be charged a
transaction fee as determined by the member bank. There are 1100 %T6 both ! ?0 -ast Track in transaction fee as determined by the member bank. There are 1100 %T6 both ! ?0 -ast Track in
across the $angladesh. There are 1/D branches presently running in around the $angladesh. across the $angladesh. There are 1/D branches presently running in around the $angladesh.
The +ead 1ffice of the #$$* is located at ena The +ead 1ffice of the #$$* is located at ena :alyan $haban, &>th -loor(, 1/?, 6oti5heel, :alyan $haban, &>th -loor(, 1/?, 6oti5heel,
9ommercial %rea, #haka)1000, $angladesh, Tel8 &BB04( E1ED'/0)/', -ax8 &BB04( /?D1BB/, 9ommercial %rea, #haka)1000, $angladesh, Tel8 &BB04( E1ED'/0)/', -ax8 &BB04( /?D1BB/,
website8 website8 www.dbbl.com.bd www.dbbl.com.bd. .
(.( /#ar#oldr In,or'ation




Fi$.611 /#ar#oldin$ /tr"ct"r o, DBB&
/o"rc1 Ann"al R-ort o, DBB& 77(6168
Stamford University Bangladesh
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(.. /tat"! and Nat"r o, D"tc#-Ban$la Ban% &td.
3I/ION 3I/ION
#utch)$angla $ank dreams of better $angladesh, where arts and letters, sports and athletics, #utch)$angla $ank dreams of better $angladesh, where arts and letters, sports and athletics,
music and entertainment, science and education, health and hygiene, clean and pollution free music and entertainment, science and education, health and hygiene, clean and pollution free
environment and above all a society based on morality and ethics make all our lives worth living. environment and above all a society based on morality and ethics make all our lives worth living.
#$$*As essence and ethos rest on a cosmos of creativity and the marvel)magic of a charmed life #$$*As essence and ethos rest on a cosmos of creativity and the marvel)magic of a charmed life
that abounds with spirit of life and adventures that contributes towards human development. that abounds with spirit of life and adventures that contributes towards human development.
MI//ION MI//ION
#utch)$angla $ank engineers enterprise and creativity in business and industry with a #utch)$angla $ank engineers enterprise and creativity in business and industry with a
commitment to social responsibility. F7rofits aloneF do not hold a central focus in the $ankAs commitment to social responsibility. F7rofits aloneF do not hold a central focus in the $ankAs
operation2 because Fman does not live by bread and butter aloneF. operation2 because Fman does not live by bread and butter aloneF.
CORE OB9ECTI3E CORE OB9ECTI3E
#utch)$angla $ank believes in its uncompromising commitment to fulfill its customer needs and #utch)$angla $ank believes in its uncompromising commitment to fulfill its customer needs and
satisfaction and to become their first choice in banking. Taking cue from its pool esteemed satisfaction and to become their first choice in banking. Taking cue from its pool esteemed
clientele, #utch)$angla $ank intends to pave the way for a new era in banking that upholds and clientele, #utch)$angla $ank intends to pave the way for a new era in banking that upholds and
epitomizes its vaunted marques FGour Trusted 7artnerF. epitomizes its vaunted marques FGour Trusted 7artnerF.
(.0 /TATU/ OF THE BANK
#utch)$angla $ank *imited &the $ank( is a scheduled commercial bank set up as a 5oint venture #utch)$angla $ank *imited &the $ank( is a scheduled commercial bank set up as a 5oint venture
between $angladesh and The ;etherlands. "ncorporated as a public limited company under the between $angladesh and The ;etherlands. "ncorporated as a public limited company under the
9ompanies %ct 1//>, the $ank obtained license from $angladesh $ank on 4' <uly 1//? and 9ompanies %ct 1//>, the $ank obtained license from $angladesh $ank on 4' <uly 1//? and
started its banking business with one branch on ' <une 1//D. The number of branches was 1E/ ! started its banking business with one branch on ' <une 1//D. The number of branches was 1E/ !
10 6. ervice 9entre as on '1 #ecember 4010 all over $angladesh. The $ank is listed with 10 6. ervice 9entre as on '1 #ecember 4010 all over $angladesh. The $ank is listed with
#haka tock .xchange and 9hittagong tock .xchange as a publicly quoted company. #haka tock .xchange and 9hittagong tock .xchange as a publicly quoted company.
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(.2 T# Board and it! Co''itt!
The Board
Chairman
Mr. Zahid Hossain Khan Mr. Zahid Hossain Khan
Directors
Mr. Sayem Ahmed Mr. Sayem Ahmed
Mrs. Frey-Tang Yuen Mei Bar!ara " #ominee of $%otrim Hong Kong &imited Mrs. Frey-Tang Yuen Mei Bar!ara " #ominee of $%otrim Hong Kong &imited
Mr. Md. Fa'hrul (slam " $le%ted from )eneral Shareholders* )rou+ Mr. Md. Fa'hrul (slam " $le%ted from )eneral Shareholders* )rou+
,r. (rshad Kamal Khan " (nde+endent ,ire%tor ,r. (rshad Kamal Khan " (nde+endent ,ire%tor
,r. Syed Fa'hrul Ameen " ,ire%tor from the ,e+ositors ,r. Syed Fa'hrul Ameen " ,ire%tor from the ,e+ositors
Mr. -ho.dhury M. Ashraf Hossain " ,ire%tor from the ,e+ositors Mr. -ho.dhury M. Ashraf Hossain " ,ire%tor from the ,e+ositors
Mr. K. Shamshi Ta!re/ " $0-o1%io ,ire%tor 2Managing ,ire%tor3 Mr. K. Shamshi Ta!re/ " $0-o1%io ,ire%tor 2Managing ,ire%tor3
The Committees of the Board
1. Executive Committee
Mr. Sayem Ahmed " -hairman Mr. Sayem Ahmed " -hairman
Mr. Zahid Hossain Khan " Mem!er Mr. Zahid Hossain Khan " Mem!er
Mr. K. Shamshi Ta!re/ " Mem!er Mr. K. Shamshi Ta!re/ " Mem!er
2. Audit Committee
Mr. Zahid Hossain Khan " -hairman Mr. Zahid Hossain Khan " -hairman
Mr. Sayem Ahmed " Mem!er Mr. Sayem Ahmed " Mem!er
,r. (rshad Kamal Khan " Mem!er ,r. (rshad Kamal Khan " Mem!er
Chairman, Dutch-Bangla Bank oundation !
ounder Chairman, Dutch-Bangla Bank
Mr. M. Saha!uddin Ahmed Mr. M. Saha!uddin Ahmed
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(.: MANAGEMENT COMMITEE


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Fi$.6(1 Mana$'nt Ta' o, DBB& /o"rc1 Ann"al R-ort o, DBB& 77(6168
(.; ORGANI5ATIONA& /TRUCTURE
MANAGING DIRECTOR
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ADDITIONAL MANAGING DIRECTOR
DEPUTY MANAGING DIRECTOR
SR. EXECUTIVE VICE PRESIDENT
EXECUTIVE VICE PRESIDENT
FIRST VICE PRESIDENT
VICE PRESIDENT
SENIOR ASSISTANT VICE PRESIDENT
FIRST ASSISTANT VICE PRESIDENT
ASSISTANT VICE PRESIDENT
SENIOR EXECUTIVE OFFICER
EXECUTIVE OFFICER
SENIOR OFFICER
OFFICER
ASSISTANT OFFICER
TRAINEE OFFICER
Fi$.6.1 Or$ani<ational /tr"ct"r o, DBB&
/o"rc1 Ban%in$ Man"al! o, DBB& Ban%in$ Man"al! o, DBB&
(.= D-art'nt! o, DBB&
"f the 5obs are not organized considering their interrelationship and are not allocated in a "f the 5obs are not organized considering their interrelationship and are not allocated in a
particular department it would be very difficult to control the system effectively. "f the particular department it would be very difficult to control the system effectively. "f the
departmentalization is not fitted for the particular works there would be haphazard situation and departmentalization is not fitted for the particular works there would be haphazard situation and
the performance of a particular department would not be measured. #utch)$angla $ank *imited the performance of a particular department would not be measured. #utch)$angla $ank *imited
has does this work very well. #epartments are as follows8 has does this work very well. #epartments are as follows8
+uman 3esources #epartment +uman 3esources #epartment
-inancial %dministration #epartment -inancial %dministration #epartment
%sset 1perations #epartment %sset 1perations #epartment
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9redit #ivision 9redit #ivision
6. #ivision 6. #ivision
"nternal 9ontrol ! 9ompliance #epartment "nternal 9ontrol ! 9ompliance #epartment
6arketing ! 7roduct #evelopment 6arketing ! 7roduct #evelopment
"mpaired %sset 6anagement "mpaired %sset 6anagement
Treasury -ront Treasury -ront
Treasury $ack Treasury $ack
,eneral "nfrastructure ervice ,eneral "nfrastructure ervice
"nformation Technology #epartment "nformation Technology #epartment
9ustomer ervice #elivery 9ustomer ervice #elivery
9ards #ivision 9ards #ivision
6obile $anking 6obile $anking
9ash 6anagement 9ash 6anagement
7ayment ervice 7ayment ervice
*oan %dministration #epartment *oan %dministration #epartment
(.> COMPAN? INFORMATION
3.,"T.3.# 1--"9. 3.,"T.3.# 1--"9. ena :alyan $haban ena :alyan $haban
1/?,6oti5heel 9ommercial %rea 1/?,6oti5heel 9ommercial %rea
#haka)1000, $angladesh #haka)1000, $angladesh
Tel8&BB)04(E1ED'/0)'&7%$H( Tel8&BB)04(E1ED'/0)'&7%$H(
-ax8&BB)04(/?D1BB/ -ax8&BB)04(/?D1BB/
.)mail8 dbblIbdmail.net .)mail8 dbblIbdmail.net
J"-T8#$$* $# #+ J"-T8#$$* $# #+
Jeb8 www.dbbl.com.bd Jeb8 www.dbbl.com.bd
T%TKT13G %K#"T13 T%TKT13G %K#"T13 +oda Lasi 9howdhury ! 9o. +oda Lasi 9howdhury ! 9o.
9hartered %ccountants 9hartered %ccountants
$T69 $haban &B $T69 $haban &B
th th
*evel( *evel(
E)/ :awran $azar E)/ :awran $azar
#haka )141?,$angladesh #haka )141?,$angladesh
T%H ! 9167%;G %--%"3 T%H ! 9167%;G %--%"3
91;K*T%;T 91;K*T%;T
%hmed Maker ! co. %hmed Maker ! co.
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9hartered %ccountants 9hartered %ccountants
+otel %l)+elal $uilding &' +otel %l)+elal $uilding &'
rd rd
-loor( -loor(
1BD, "nner 9ircular 3oad 1BD, "nner 9ircular 3oad
#haka)1000, $angladesh #haka)1000, $angladesh
Tel8&BB)04(E1010>0)>1,E101101 Tel8&BB)04(E1010>0)>1,E101101
.)mail8 azcIfsbd.net .)mail8 azcIfsbd.net
Ta)l 611 Co'-any In,or'ation o, DBB&
/o"rc1 @@@.d))l.co'.)d
(.16 ORGANI5ATION AT A G&ANCE
O,,icial Na'1 O,,icial Na'1 #utch)$angla $ank *imited &#$$*(. #utch)$angla $ank *imited &#$$*(.
/tat"! o, t# Ban%1 A /tat"! o, t# Ban%1 A 5oint venture scheduled commercial bank and a public limited company. 5oint venture scheduled commercial bank and a public limited company.
Nat"r o, B"!in!!1 Nat"r o, B"!in!!1 %ll kinds of commercial banking business in $angladesh. %ll kinds of commercial banking business in $angladesh.
A"t#ori<d Ca-ital1 A"t#ori<d Ca-ital1 Tk ?000 million. Tk ?000 million.
Paid "- Ca-ital1 Paid "- Ca-ital1 Tk 4000 million. Tk 4000 million.
Total R$"latory Ca-ital1 Total R$"latory Ca-ital1 Tk /,14D million &up to #ecember '1, 4010( Tk /,14D million &up to #ecember '1, 4010(
Total A!!t!1 Total A!!t!1 Tk 101,1B4 million &up to #ecember '1, 4010(. Tk 101,1B4 million &up to #ecember '1, 4010(.
Total D-o!it1 Total D-o!it1 Tk B',4>? million &up to #ecember '1, 4010( Tk B',4>? million &up to #ecember '1, 4010(
EAi!tin$ DBB& Branc#! Nt@or%1 1 EAi!tin$ DBB& Branc#! Nt@or%1 1/D /D
EAi!tin$ N"')r o, ,a!t Trac%1 161 EAi!tin$ N"')r o, ,a!t Trac%1 161
EAi!tin$ N"')r o, ATM Boot#1 EAi!tin$ N"')r o, ATM Boot#1 1D00 1D00
Ban%in$ O-ration1 Ban%in$ O-ration1 ,eneral $anking, 9redit ervices, and -oreign .xchange. ,eneral $anking, 9redit ervices, and -oreign .xchange.
Earnin$ -r !#ar1 Earnin$ -r !#ar1 Taka 100.14 Taka 100.14
Di+idnd 7Bon"! /#ar81 Di+idnd 7Bon"! /#ar81 '0C '0C
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(.11 FINANCIA& HIGH&IGHT/

Fi$.601 Financial Hi$#li$#t! o, DBB&
/o"rc1 DBB& Financial R-ort (616
(.1( Cor-orat /ocial R!-on!i)ility 7C/R8
"t is important that citizens of a society en5oy the full benefits that society offers. % society, in "t is important that citizens of a society en5oy the full benefits that society offers. % society, in
turn, flourishes when its citizen can contribute their fullest potential. The well)being of turn, flourishes when its citizen can contribute their fullest potential. The well)being of
individuals is 5eopardized when normal developmental processes are interrupted by personal individuals is 5eopardized when normal developmental processes are interrupted by personal
crisis, poverty, unemployment, poor health and inadequate education. crisis, poverty, unemployment, poor health and inadequate education.
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#utch)$angla $ank *imited has been playing a pioneering role in executing social and #utch)$angla $ank *imited has been playing a pioneering role in executing social and
philanthropic programs since its inception to redress the sufferings of the common man and philanthropic programs since its inception to redress the sufferings of the common man and
helping the disadvantaged people of the country. #utch)$angla $ank -oundation &#$$-( was helping the disadvantaged people of the country. #utch)$angla $ank -oundation &#$$-( was
established on 'rd <une, 4001 to carry out its activities under the overall supervision and funding established on 'rd <une, 4001 to carry out its activities under the overall supervision and funding
from the bank to perform humanitarian works like rehabilitation of the destitute and neglected from the bank to perform humanitarian works like rehabilitation of the destitute and neglected
portion of the society especially grassroots level poor in right track. portion of the society especially grassroots level poor in right track.
The ethos of #$$* for pursuing its activities in social arena has got further momentum with The ethos of #$$* for pursuing its activities in social arena has got further momentum with
peoples enthusiasm and support. #utch)$angla $ank -oundation &#$$-( is consistently peoples enthusiasm and support. #utch)$angla $ank -oundation &#$$-( is consistently
pursuing its ob5ective of being active in those social areas where it is needed most. The #utch) pursuing its ob5ective of being active in those social areas where it is needed most. The #utch)
$angla $ank -oundation carries out diverse social and philanthropic activities in the field of $angla $ank -oundation carries out diverse social and philanthropic activities in the field of
education, health, conservation of nature, creation of social awareness, rehabilitation of education, health, conservation of nature, creation of social awareness, rehabilitation of
distressed people and such other programs to redress human sufferings. "t also promotes different distressed people and such other programs to redress human sufferings. "t also promotes different
socio)cultural and sports activities. The $oard of #irectors in order to discharge its corporate socio)cultural and sports activities. The $oard of #irectors in order to discharge its corporate
social responsibilities in a greater perspective continued its contribution amounting to ?.00C of social responsibilities in a greater perspective continued its contribution amounting to ?.00C of
$ankAs profit after charging loan loss provision to #utch)$angla $ank -oundation &#$$-(. $ankAs profit after charging loan loss provision to #utch)$angla $ank -oundation &#$$-(.
Fi$.621 Contri)"tion
di,,rnt !ctor o, DBB&
/o"rc1 @@@.d))l.co'.)d

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1D

(.1. A4ARD/
#$$* was awarded with "9%$ ;ational %ward for best published %ccounts and reports for the #$$* was awarded with "9%$ ;ational %ward for best published %ccounts and reports for the
year 400B in the -inancial ector)$anking category. #$$* was also awarded "96%$ best year 400B in the -inancial ector)$anking category. #$$* was also awarded "96%$ best
9orporate 7erformance %ward for the year 400B in the category of 7rivate 9ommercial $ank. 9orporate 7erformance %ward for the year 400B in the category of 7rivate 9ommercial $ank.
#$$* was also awarded with best presented %ccounts and 9orporate ,overnance #isclosure #$$* was also awarded with best presented %ccounts and 9orporate ,overnance #isclosure
%ward for the year 400B -igure %ward for the year 400B -igure 1 1category of -inancial ector)$anking by outh %sian category of -inancial ector)$anking by outh %sian
-ederation of %ccounts. -ederation of %ccounts.
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1E


CHAPTER-.
Gnral Ban%in$
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1B

..1 Introd"ction
-inancial institution intermediary that mediates or stands between ultimate borrowers and -inancial institution intermediary that mediates or stands between ultimate borrowers and
ultimate lenders is knows as banking financial institution. $anks perform this function in two ultimate lenders is knows as banking financial institution. $anks perform this function in two
ways) taking deposits from K37*K K;"T i.e. from various areas in different forms and ways) taking deposits from K37*K K;"T i.e. from various areas in different forms and
lending that accumulated amount of money to the #.-"9"T K;"T i.e. to potential investors in lending that accumulated amount of money to the #.-"9"T K;"T i.e. to potential investors in
other different forms. ,eneral banking department aids in taking deposits and simultaneously other different forms. ,eneral banking department aids in taking deposits and simultaneously
provides some ancillaries services. provides some ancillaries services.
,eneral banking is the starting point of all the banking operations. ,eneral banking is the front) ,eneral banking is the starting point of all the banking operations. ,eneral banking is the front)
side banking service department. "t provides those customers who come frequently and those side banking service department. "t provides those customers who come frequently and those
customers who come one time in banking for en5oying ancillary services. "n some general customers who come one time in banking for en5oying ancillary services. "n some general
banking activities, there is no relation between banker and customers who will take only one banking activities, there is no relation between banker and customers who will take only one
service from bank. .veryday it receives deposits from the customers and meet s their demand for service from bank. .veryday it receives deposits from the customers and meet s their demand for
cash by honoring cheques. "t opens new accounts, remit funds, issues bank drafts and pay orders cash by honoring cheques. "t opens new accounts, remit funds, issues bank drafts and pay orders
etc. ince bank is confined to provide the services everyday, general banking is also known as etc. ince bank is confined to provide the services everyday, general banking is also known as
Nretail banking. 1n the other hand, there are some customers with who bank are doing its Nretail banking. 1n the other hand, there are some customers with who bank are doing its
business frequently. business frequently.
..( F"nction o, t# d-art'nt1

G E N E R A &
B A N K I N G
1.6 Acco"nt o-nin$ !ction
(.6 &ocal R'ittanc !ction
..6 Bill! and clarin$ !ction
0.6 D-o!it !ction
2.6 Ca!# !ction
:.6 Ot#r acti+iti!
Ta)l 611 Gnral Ban%in$ o, DBB&
... Acco"nt O-nin$ /ction
Acc-tin$ D-o!it Acc-tin$ D-o!it
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1/

The relationship between banker and customer begins with the opening an account by the The relationship between banker and customer begins with the opening an account by the
customer. 1pening an account binds the banker and customer into contractual relationship. "nfect customer. 1pening an account binds the banker and customer into contractual relationship. "nfect
all kinds of fraud ! forgery start by opening an account. o, the bank should take extreme all kinds of fraud ! forgery start by opening an account. o, the bank should take extreme
caution in selection customers. caution in selection customers.
$ank is a financial intermediary, which mobilizes fund from surplus unit and allocates it to $ank is a financial intermediary, which mobilizes fund from surplus unit and allocates it to
deficit unit deficit unit. . urplus unit means the people who have surplus money and willingness to save urplus unit means the people who have surplus money and willingness to save. .
#eficit unit means the people who need money for industry, trade, business, or for personal use #eficit unit means the people who need money for industry, trade, business, or for personal use
but dont have sufficient money of their own for such purposes but dont have sufficient money of their own for such purposes. . $ank mobilizes the fund by $ank mobilizes the fund by
accepting deposits from depositors and allocates the fund by providing loan to borrower accepting deposits from depositors and allocates the fund by providing loan to borrower. .
o accepting deposits is one of the two classic functions of commercial banks. "n #$$* account o accepting deposits is one of the two classic functions of commercial banks. "n #$$* account
opening section deal with opening section deal with
9urrent deposit &9#( 9urrent deposit &9#(
avings deposit &$( avings deposit &$(
hort term deposit &T#( hort term deposit &T#(
-ixed deposit &-#3( -ixed deposit &-#3(
$earer certificate deposit. $earer certificate deposit.
..0 C"rrnt D-o!it Acco"nt
Gnral C#aractri!tic!1 Gnral C#aractri!tic!1
9# accounts are unproductive in nature as banks loan able fund is concerned 9# accounts are unproductive in nature as banks loan able fund is concerned. .
ufficient fund has to be kept in liquid form, as current deposits are demand liability ufficient fund has to be kept in liquid form, as current deposits are demand liability. .
$usinessmen and companies are the main customers of this product $usinessmen and companies are the main customers of this product. .
Thus huge portion of this fund become non)performing Thus huge portion of this fund become non)performing. . -or this reason banks do not pay -or this reason banks do not pay
any interest to 9# %ccount holders any interest to 9# %ccount holders. .
There is no restriction on the number and the amount of withdrawals from a current There is no restriction on the number and the amount of withdrawals from a current
account account. .
ervice charge and incidental charges are recovered from the depositors since the bank ervice charge and incidental charges are recovered from the depositors since the bank
make payments and collect the bills, drafts, cheques, for any number of times daily make payments and collect the bills, drafts, cheques, for any number of times daily. .
The $anks through current accounts grant the loans and advances The $anks through current accounts grant the loans and advances
Stamford University Bangladesh
40

"n practice of #$$*, a minimum balance of T: "n practice of #$$*, a minimum balance of T:. .?000 has to be maintained ?000 has to be maintained. .
..2 /a+in$! D-o!it Acco"nt
Gnral C#aractri!tic!1
%s per $angladesh $ank instruction /0C of $ deposits are treated as time liability and %s per $angladesh $ank instruction /0C of $ deposits are treated as time liability and
10C of it as demand liability 10C of it as demand liability
"nterest is paid on this account "nterest is paid on this account. . #$$* offers a reasonable rate of interest &?C( for $ #$$* offers a reasonable rate of interest &?C( for $
%O9 %O9 on day basis. on day basis.
,enerally, banks require a E)day prior notice if the total amount of one or more ,enerally, banks require a E)day prior notice if the total amount of one or more
Jithdrawals on any date exceeds 4?C of the balance of the account unless is given Jithdrawals on any date exceeds 4?C of the balance of the account unless is given. .
$ut in #$$* there is no restriction about drawing money from savings account $ut in #$$* there is no restriction about drawing money from savings account. .
%ny time holders may draw money of any amount without prior notice %ny time holders may draw money of any amount without prior notice. .
,enerally householders, individuals and other small)scale savers are the clients of ,enerally householders, individuals and other small)scale savers are the clients of
this account this account
6inimum $alance of Tk 6inimum $alance of Tk. .?00 is to be maintained ?00 is to be maintained. . $ut initial deposit is Tk 4000. $ut initial deposit is Tk 4000.
Lery limited service charge &Tk.400 per year( as it is an interest bearing account Lery limited service charge &Tk.400 per year( as it is an interest bearing account. .
,ovt. charge 10C only on interest income of the customer. ,ovt. charge 10C only on interest income of the customer.
..: Acco"nt O-nin$ Proc!!1 ..: Acco"nt O-nin$ Proc!!1
Knder this section, #$$* $ank %ssistant 1fficer opens different types of accounts on the Knder this section, #$$* $ank %ssistant 1fficer opens different types of accounts on the
request of clients. The procedure of opening account is given is given below. request of clients. The procedure of opening account is given is given below.
/t- 1
3eceiving filled up application and signed by account holder in banks 3eceiving filled up application and signed by account holder in banks
prescribed form mentioning what type of account is desired to be prescribed form mentioning what type of account is desired to be
opened opened
Stamford University Bangladesh
41

/t- (
P The form is filled up by the applicant himself O herself. The form is filled up by the applicant himself O herself.
P Two copies of passport size photographs from individual are taken, in Two copies of passport size photographs from individual are taken, in
case of firms photographs of all partners are taken.&attested by the case of firms photographs of all partners are taken.&attested by the
introducer( introducer(
P%pplicants must submit citizenship certificates8 7hotocopy of valid %pplicants must submit citizenship certificates8 7hotocopy of valid
passport or ward commissioner certificate or ;ational "# 9ard passport or ward commissioner certificate or ;ational "# 9ard
P %pplication must sign in %Oc opening form and :G9 &:now Gour %pplication must sign in %Oc opening form and :G9 &:now Gour
9ustomer( form 9ustomer( form
P "ntroducers signature and accounts number @ verified by legal "ntroducers signature and accounts number @ verified by legal
officer. officer.
P ;ominee name, signature and photograph one copy. ;ominee name, signature and photograph one copy.
/t- . %uthorized 1fficer accepts the application %uthorized 1fficer accepts the application
/t- 0 6inimum balance is deposited @ only cash is accepted 6inimum balance is deposited @ only cash is accepted
/t- 2 %ccount is opened and a pay)in)slip book is given %ccount is opened and a pay)in)slip book is given
Ta)l 6.1 Acco"nt -rocd"r
Ban% acti+ity1 %fter fill up account opening form and :G9 by customer the assistant officer %fter fill up account opening form and :G9 by customer the assistant officer
done following 5ob8 done following 5ob8
Lerify all information by assistant officer then Lerify all information by assistant officer then
.ntry all customer information into #$$*s online server .ntry all customer information into #$$*s online server
%fter completion of entry assistant officer it sends to econd officerO6anager for %fter completion of entry assistant officer it sends to econd officerO6anager for
authorization. authorization.
"f econd officerO6anager satisfies with customer information heOshe gives authorization. "f econd officerO6anager satisfies with customer information heOshe gives authorization.
%ssistant officer gets new account number for certain customer after authorization. %ssistant officer gets new account number for certain customer after authorization.
%fter fulfilling the above formalities, #$$* $ank provides the customer pay)in)slip %fter fulfilling the above formalities, #$$* $ank provides the customer pay)in)slip
book that customer deposit their initial deposit. book that customer deposit their initial deposit.

C#c%)oo%1 "n online banking it is difficult to issue cheque book immediately that is why it "n online banking it is difficult to issue cheque book immediately that is why it
takes two or three days. takes two or three days.
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44

ATM Card1 %n account holder gets a ;.HK #ebit card after opening account. "t takes two or %n account holder gets a ;.HK #ebit card after opening account. "t takes two or
three weeks and sends him by mail. three weeks and sends him by mail.
/-cial Ca"tion '"!t ) ta%n ,or t# ,ollo@in$ c"!to'r!1
In t# na' o,
indi+id"alB
The client has to fill up an account opening form The client has to fill up an account opening form. . Terms and Terms and
conditions are printed on the back of the form conditions are printed on the back of the form. . The form The form
contains the declaration clause, special instructions etc contains the declaration clause, special instructions etc. .
In *oint na'
"n this type, the formality is same as individual account, but "n this type, the formality is same as individual account, but
in the special instruction clause, either or survivor or Nformer in the special instruction clause, either or survivor or Nformer
or survivor clause is marked or survivor clause is marked
Pro-ritor!#i-
"n addition, the customer has to submit the valid Trade "n addition, the customer has to submit the valid Trade
*icense and Tax 7aying "dentification ;umber *icense and Tax 7aying "dentification ;umber 7TIN8 7TIN8 along along
with the application with the application. .
Partnr!#i- Fir'
". ". % copy of notarized partnership deed certified by all % copy of notarized partnership deed certified by all
the partners or 3egistered partnership deed. the partners or 3egistered partnership deed.
"". 3esolution of the partners regarding account opening 3esolution of the partners regarding account opening. .
""". 7hotographs attested of those who will operate 7hotographs attested of those who will operate. .
"L. Trade license Trade license. .
L. 6andate as to operation of the account 6andate as to operation of the account. .
P")lic &i'itd
Co'-any
". ". 9ertificate of "ncorporation 9ertificate of "ncorporation
"". "". 9opy of 6emorandum and %rticles of %ssociation 9opy of 6emorandum and %rticles of %ssociation
duly certified by the 3egister of <oint tock duly certified by the 3egister of <oint tock
9ompanies. 9ompanies.
""". """. 9ertificate of 9ommencement 9ertificate of 9ommencement
"L. "L. -orm)xii and schedule H ) duly certified by the -orm)xii and schedule H ) duly certified by the
3egister of <oint tock 9ompanies. 3egister of <oint tock 9ompanies.
L. L. 9opy of 3esolution of the $oard of #irectors 9opy of 3esolution of the $oard of #irectors
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4'

Pri+at &i'itd
Co'-any
". ". 9ertificate of 9ommencement is not necessary 9ertificate of 9ommencement is not necessary
"". "". 9ertificate of "ncorporation 9ertificate of "ncorporation
""". """. 9opy of 6emorandum and %rticles of %ssociation 9opy of 6emorandum and %rticles of %ssociation
"L. "L. 9opy of 3esolution of the $oard of #irectors 9opy of 3esolution of the $oard of #irectors
Non-tradin$
Concrn!
7/ociti!C Cl")!C
A!!ociation!
". ". 3egistration 9ertificate under the ocieties 3egistration 9ertificate under the ocieties
3egistration %ct, 1/D4 3egistration %ct, 1/D4
"". 9ertified copy of $ylaws ! 3egulationsO 9ertified copy of $ylaws ! 3egulationsO
9onstitution 9onstitution. .
""". 9ertified copy of 3esolution for opening and 9ertified copy of 3esolution for opening and
operation of account operation of account. .
"L. "L. 7ower of attorney to borrow 7ower of attorney to borrow
9oint acco"nt in
t# na' o,
'inor
% minor cannot open an account in his own name due to the % minor cannot open an account in his own name due to the
incapacity to enter into a contract incapacity to enter into a contract. . +e can open an account in +e can open an account in
#$$* in 5oint name of another person who will be guardian #$$* in 5oint name of another person who will be guardian
of him of him. .
Ta)l 601 /-cial Ca"tion! o, GB
..; /#ort Tr' D-o!it Acco"nt 7/TD8
Gnral C#aractri!tic!1
9ustomers deposit money for a shorter period of time 9ustomers deposit money for a shorter period of time. .
T# account can be treated as semi)term deposit T# account can be treated as semi)term deposit
T# should be kept for at least thirty days to T# should be kept for at least thirty days to get interest.
The interest offered for T# is less than that of savings deposit. The interest offered for T# is less than that of savings deposit.
"n practice, #$$* offers ? "n practice, #$$* offers ?. .00 00C rate of interest &half yearly compounding( for T# C rate of interest &half yearly compounding( for T#
account account. . "t may increase depending on the fund "t may increase depending on the fund. .
Lolume of T# %O9 is generally high Lolume of T# %O9 is generally high. . "n #$$*, various big companies, organizations, "n #$$*, various big companies, organizations,
,overnment #epartments keep money in T# accounts ,overnment #epartments keep money in T# accounts. .
-requent withdrawal is discouraged and requires prior notice -requent withdrawal is discouraged and requires prior notice. .
..= Tr' D-o!it!
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4>

The fixed deposit account is repayable after the expiry of a predetermined period fixed by the The fixed deposit account is repayable after the expiry of a predetermined period fixed by the
customer himself. The period varies from three months to three years. The customer may open customer himself. The period varies from three months to three years. The customer may open
his Oher account for different time periods, which may be for three months, six months, one year, his Oher account for different time periods, which may be for three months, six months, one year,
two years and three years. The interest rates of -#3 accounts are as below8 two years and three years. The interest rates of -#3 accounts are as below8
"nterest rate for -ixed #eposit8 "nterest rate for -ixed #eposit8
Table 05: Intr!t rat ,or FiAd D-o!it o, DBB&
Gnral C#aractri!tic!1
7opularly, it is known as -ixed #eposit 3eceipt &-#3( 7opularly, it is known as -ixed #eposit 3eceipt &-#3(. . Term deposits are made with the Term deposits are made with the
bank for a fixed period of time bank for a fixed period of time. .
The bank needs not to maintain cash reserves against these deposits and therefore, the The bank needs not to maintain cash reserves against these deposits and therefore, the
bank offers high rate of interest on such deposits bank offers high rate of interest on such deposits. .
"n #$$*, fixed deposit account is opened in customer choice time. "n #$$*, fixed deposit account is opened in customer choice time.
..> O-nin$ o, FiAd D-o!it Acco"nt
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4?
Na' o, D-o!it Intr!t Rat
a( ' 6onths a( ' 6onths
&i($elow Tk. 1.00 6illion &i($elow Tk. 1.00 6illion
&ii(Tk. 1.0 6illion ! above &ii(Tk. 1.0 6illion ! above
11.4?C 11.4?C
11.E?C 11.E?C
b( D 6onths b( D 6onths
&i($elow Tk. 1.00 6illion &i($elow Tk. 1.00 6illion
&ii(Tk. 1.00 6illion ! above &ii(Tk. 1.00 6illion ! above
11.?0C 11.?0C
14.00C 14.00C
c( 14 6onths c( 14 6onths
&i($elow Tk. 1.00 6illion &i($elow Tk. 1.00 6illion
&ii(Tk. 1.00 6illion ! above &ii(Tk. 1.00 6illion ! above
&iii( Tk. ' 9rore and %bove &iii( Tk. ' 9rore and %bove
14.00C 14.00C
14.?0C 14.?0C
14.E?C 14.E?C
T# %ccount T# %ccount
?.00C ?.00C
T# %ccount &$ank( T# %ccount &$ank(
>.?0C >.?0C
avings %ccount avings %ccount
?.00C ?.00C

-ixed deposit is one, which is repayable after the expiry of a predetermined period fixed by him. -ixed deposit is one, which is repayable after the expiry of a predetermined period fixed by him.
The period varies form ' months to 1 year. These deposits are not repayable on demand but they The period varies form ' months to 1 year. These deposits are not repayable on demand but they
are withdrawal sub5ect to a period of notice. +ence, it is a popularly known as NTime #eposit or are withdrawal sub5ect to a period of notice. +ence, it is a popularly known as NTime #eposit or
NTime *iabilitiesQ. ;ormally the money on a fixed deposit is not repayable before the expiry of a NTime *iabilitiesQ. ;ormally the money on a fixed deposit is not repayable before the expiry of a
fixed period. fixed period.
$efore opening a -ixed #eposit %ccount a customer has to fill up an application form, which $efore opening a -ixed #eposit %ccount a customer has to fill up an application form, which
contains the followings8 contains the followings8
"n case of a deposit in 5oint name, #$$* also takes the instructions regarding "n case of a deposit in 5oint name, #$$* also takes the instructions regarding
7ayment of money on maturity of the deposit 7ayment of money on maturity of the deposit. .
The banker also takes the specimen signatures of the depositor&s( The banker also takes the specimen signatures of the depositor&s(. .
;ecessary entries are given on the -#3 register ;ecessary entries are given on the -#3 register and on line. and on line.
%n -#3 is then issued to the depositor acknowledging receipt of the sum of money %n -#3 is then issued to the depositor acknowledging receipt of the sum of money
mentioned therein mentioned therein. . "t also contains the rate of interest ! the date on which the deposit "t also contains the rate of interest ! the date on which the deposit
will mature will mature. .
Pay'nt o, Intr!t1
"t is usually paid on maturity of the fixed deposit "t is usually paid on maturity of the fixed deposit . . #$$* calculates interest at each #$$* calculates interest at each
maturity date and provision is made on that R6iscellaneous creditor expenditure payable maturity date and provision is made on that R6iscellaneous creditor expenditure payable
accountsQ is debited for the accrued interest accountsQ is debited for the accrued interest. .
$ut the $ank may pay interest to depositor every D months or credit the amount of $ut the $ank may pay interest to depositor every D months or credit the amount of
interest to his savings or current account, at his request interest to his savings or current account, at his request. .
Pr'at"r Enca!#'nt o, FDR1
% depositor has the right to claim for refund of his deposit before expiry of the fixed term % depositor has the right to claim for refund of his deposit before expiry of the fixed term
thereof. $ank may in special consideration allow premature encashment on application of the thereof. $ank may in special consideration allow premature encashment on application of the
depositors sub5ect to the under noted conditions8 depositors sub5ect to the under noted conditions8
-or -#3 which are ' months maturity no interest will be payable at the premature -or -#3 which are ' months maturity no interest will be payable at the premature
encashment, only the principle amount will be refunded. encashment, only the principle amount will be refunded.
Stamford University Bangladesh
4D

Jhen premature encashment is allowed of -#3 with tenure of over ' months, interest Jhen premature encashment is allowed of -#3 with tenure of over ' months, interest
will be paid if encashment before expiry of D months at the rate of ' months prescribed will be paid if encashment before expiry of D months at the rate of ' months prescribed
interest rate. interest rate.
7remature encashment is allowed of -#3 with tenure of over D months, interest will be 7remature encashment is allowed of -#3 with tenure of over D months, interest will be
paid if encashment before expiry of 14 months at the rate of D months prescribed interest paid if encashment before expiry of 14 months at the rate of D months prescribed interest
rate and the same theory will also be applicable for premature -#3 encashment of 4 rate and the same theory will also be applicable for premature -#3 encashment of 4
years and ' years. years and ' years.
&o!t o, FDR1
"f the instrument is lost from the possession of the holder, the holder is asked to fulfill the "f the instrument is lost from the possession of the holder, the holder is asked to fulfill the
following requirements8 following requirements8
7arty should inform it to the bank immediately2 7arty should inform it to the bank immediately2
-urnish an "ndemnity $ond2 -urnish an "ndemnity $ond2
1n fulfilling the above requirements a duplicate -#3 is then issued to the customer by 1n fulfilling the above requirements a duplicate -#3 is then issued to the customer by
the bank the bank. .
Rn@al o, FDR1 Rn@al o, FDR1
-#3 is automatically renewed within seven days after the date of its maturity if -#3 is automatically renewed within seven days after the date of its maturity if
the holder does not come to en)cash the instrument the holder does not come to en)cash the instrument. .
3enewal will be for the previously agreed maturity period 3enewal will be for the previously agreed maturity period. .
..16 Gnral Practic ,or All Ty-! o, Acco"nt!
7urchase of -#38 7urchase of -#38
1n 9ash8 1n 9ash8
9ash %O9 ))))))))))))))))))))))))))))))))#r 9ash %O9 ))))))))))))))))))))))))))))))))#r. .
-#3 %O9 )))))))))))))))))))))))))))))))))))))9r -#3 %O9 )))))))))))))))))))))))))))))))))))))9r. .
$y 71O##8 $y 71O##8 9learing )))))))))))))))))))))))))))))))))#r 9learing )))))))))))))))))))))))))))))))))#r. .
undry 9reditors )))))))))))))))))))))))))))))9r undry 9reditors )))))))))))))))))))))))))))))9r. .
Stamford University Bangladesh
4E

Jhen honored8 Jhen honored8
undry 9reditors ))))))))))))))))))))))#r undry 9reditors ))))))))))))))))))))))#r. .
-#3 %O9))))))))))))))))))))))))))))))))))))))9r -#3 %O9))))))))))))))))))))))))))))))))))))))9r. .
.ncashment of .ncashment of
-#38 -#38
.ncashment of .ncashment of
-#38 -#38
-#3 %O9 ))))))))))))))))))))))))))))))))#r -#3 %O9 ))))))))))))))))))))))))))))))))#r. .
"nterest on -#3 %O9 ))))))))))))))))))#r "nterest on -#3 %O9 ))))))))))))))))))#r. .
.xcise duty on -#3 ))))))))))))))))))))))))9r .xcise duty on -#3 ))))))))))))))))))))))))9r. .
10C "ncome Tax on "nterest ))))))))))))))9r 10C "ncome Tax on "nterest ))))))))))))))9r. .
9ash %O9 )))))))))))))))))))))))))))))))))))))9r 9ash %O9 )))))))))))))))))))))))))))))))))))))9r
Ta)l 6:1 Gnral -ractic ,or all ty-! o, acco"nt!
C#D" )oo%1 C#D" )oo%1
To facilitate withdrawals and payment to third parties by the customer, #$$* provides To facilitate withdrawals and payment to third parties by the customer, #$$* provides
cheque book to the customer cheque book to the customer. .
9# account cheque book contains 40 and ?0 leafs, while $ account cheque book has 40 9# account cheque book contains 40 and ?0 leafs, while $ account cheque book has 40
leafs leafs. . 7er cheque 9harge is Tk.D/. $ank maintains a separate register and also record in 7er cheque 9harge is Tk.D/. $ank maintains a separate register and also record in
online in this regard online in this regard. .
3equisition slip is provided to the customer in cheque book to issue new cheque book 3equisition slip is provided to the customer in cheque book to issue new cheque book. .
% new cheque book should be delivered only to the account holder % new cheque book should be delivered only to the account holder. . 1therwise 1therwise
authorization letter is needed from client for delivery to other person authorization letter is needed from client for delivery to other person. .
"ssuing cheque book after verification of signature ! photo and signature keep record in "ssuing cheque book after verification of signature ! photo and signature keep record in
register. register.
4#n c#D" )oo% i! lo!t1
% guarantee form is taken from the account holder when his book is lost, where he indemnifies % guarantee form is taken from the account holder when his book is lost, where he indemnifies
the bank in this regard the bank in this regard. . % new requisition sleep is given to him for a new cheque book % new requisition sleep is given to him for a new cheque book. . 1nly 1nly
verification of senior officer will approve in this case verification of senior officer will approve in this case. .
Incidntal c#ar$!1
T: T:. . 11?O) each for twice a year is debited from customers 9# account for rendering 11?O) each for twice a year is debited from customers 9# account for rendering
service to him. service to him.
%gain T: %gain T:. . 11?O) each is debited from customers account for providing him the solvency 11?O) each is debited from customers account for providing him the solvency
certificateO $ank tatementO $ank 9ertificate. certificateO $ank tatementO $ank 9ertificate.
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4B

ervice charge for avings %O9 is T:.>00.00 per year. "f the balance is below the ervice charge for avings %O9 is T:.>00.00 per year. "f the balance is below the
minimum amount &Tk.?00( then Tk.400.00 is charge additionally. minimum amount &Tk.?00( then Tk.400.00 is charge additionally.
T: T:. . ?0O) is charged from customer as penalty if his cheque is dishonored ?0O) is charged from customer as penalty if his cheque is dishonored. .
Co'-o"ndin$ o, intr!t1 Co'-o"ndin$ o, intr!t1
"n #$$*, interest)compounding period varies with products "n #$$*, interest)compounding period varies with products. .
"nterest on term deposit i "nterest on term deposit i. .e e. . -#3 is compounded at its maturity period -#3 is compounded at its maturity period. . uch as ' uch as '
monthly, D monthly, yearly etc monthly, D monthly, yearly etc. .
"nterest on savings bank &$( deposit is compounded on day basis "nterest on savings bank &$( deposit is compounded on day basis. .
"nterest on T# accounts is compounded yearly "nterest on T# accounts is compounded yearly. .
Crditin$ intr!t1
9rediting interest implies that so for interest accrued is attached with the principal amount 9rediting interest implies that so for interest accrued is attached with the principal amount . . "n "n
practice of #$$* practice of #$$*
-#3 interest is credited at the maturity date -#3 interest is credited at the maturity date. .
-or $ account the crediting season is six)month period -or $ account the crediting season is six)month period. .
"nterest of T# is credited after each year "nterest of T# is credited after each year. .
TaA1
Jhatever the amount of interest is accrued 10C tax is debited from the account at the time of Jhatever the amount of interest is accrued 10C tax is debited from the account at the time of
crediting interest. crediting interest.
Acco"ntin$ Trat'nt1
9redit voucher is made for this purpose8 9redit voucher is made for this purpose8
9ustomer %ccount 9ustomer %ccount .................................................. ..................................................#r #r. . HHH HHH
1?C "ncome Tax on interest in deposit 1?C "ncome Tax on interest in deposit .................. ..................9r 9r HHH HHH
Ta)l 6;1 Crdit +o"c#r
9losing of an %O98 9losing of an %O98
T# clo!in$ o, an acco"nt 'ay #a--n1 T# clo!in$ o, an acco"nt 'ay #a--n1
"f the customer is desirous to close the account "f the customer is desirous to close the account
"f #$$* finds that the account is inoperative for a long duration "f #$$* finds that the account is inoperative for a long duration. .
"f ,arnishee 1rder is issued by the court on #$$* "f ,arnishee 1rder is issued by the court on #$$*. .
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To close the account, the cheque book is to be returned to the bank To close the account, the cheque book is to be returned to the bank. . #$$* takes all the charges #$$* takes all the charges
by debiting the account and the remaining balance is then paid to the customer by debiting the account and the remaining balance is then paid to the customer. . ;ecessary entries ;ecessary entries
are given to the account closing register and computer are given to the account closing register and computer. .
Tran!,r o, an ABC1 Tran!,r o, an ABC1
%ccount holder may transfer his account from one branch to another branch %ccount holder may transfer his account from one branch to another branch. . -or this heOshe must -or this heOshe must
apply to the manager of the branch where he is maintaining account apply to the manager of the branch where he is maintaining account. . Then manager of :awran Then manager of :awran
$azar sends a request letter to the manager of the branch where the account holder wants to $azar sends a request letter to the manager of the branch where the account holder wants to
transfer his account transfer his account. . Jith his request he sends original copy of account opening application and Jith his request he sends original copy of account opening application and
specimen ignature 9ard and photocopy of application for transferring the account with the specimen ignature 9ard and photocopy of application for transferring the account with the
balance remained account. $ut now)a)days customer need not transfer their account from one balance remained account. $ut now)a)days customer need not transfer their account from one
branch to another branch. They can make transaction any #$$* branch with truly on)line branch to another branch. They can make transaction any #$$* branch with truly on)line
facility. facility.
..11 Bill Collction! and Clarin$ /ction
9ustomers do pay and receives bill from their counter party as a result of transaction 9ustomers do pay and receives bill from their counter party as a result of transaction. . #$$* #$$*
collects the bills on behalf of their customers collects the bills on behalf of their customers. . 9ollection mechanisms in #$$* are clearing, 9ollection mechanisms in #$$* are clearing,
1utward $ill for 9ollection &1$9(, "nward $ills for 9ollection 1utward $ill for 9ollection &1$9(, "nward $ills for 9ollection. .
Clarin$
Jhen the bill is within the range of the clearinghouse it is sent for collection through clearing Jhen the bill is within the range of the clearinghouse it is sent for collection through clearing
section section. . %s far as safety is concerned customers get crossed cheque for the transaction 9rossed %s far as safety is concerned customers get crossed cheque for the transaction 9rossed
check cant be encashment from the counter2 rather it has to be collected through banking check cant be encashment from the counter2 rather it has to be collected through banking
channel i channel i. .e e. ., clearing , clearing. . "f a client of #$$* received a check of another bank that is located within "f a client of #$$* received a check of another bank that is located within
the clearing range and deposit the instrument in his account at #$$*, then #$$* will collect the the clearing range and deposit the instrument in his account at #$$*, then #$$* will collect the
money through clearing house money through clearing house. . %fter received the check #$$* will credit client account %fter received the check #$$* will credit client account . .
+owever, the amount is credited in the customer aOc but he will not get the money until the check +owever, the amount is credited in the customer aOc but he will not get the money until the check
is honored is honored. .
Procd"r! ,or collction
R3eceivedQ seal is stamped on the cheque R3eceivedQ seal is stamped on the cheque
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9rossing of the cheques are done 9rossing of the cheques are done
7roper endorsement is given 7roper endorsement is given
R9learingQ seal with date is given R9learingQ seal with date is given
9heques are sorted bank wise and entries are given to the software) 9heques are sorted bank wise and entries are given to the software) NIKA/H( NIKA/H( &7rovided &7rovided
by $angladesh $ank( by $angladesh $ank(
F"nction in t# Clarin$ Ho"!1 F"nction in t# Clarin$ Ho"!1
The clearinghouse is an assembly of the locally operating scheduled banks for exchange The clearinghouse is an assembly of the locally operating scheduled banks for exchange
of checks, drafts, and other demand instruments drawn on each other and received from of checks, drafts, and other demand instruments drawn on each other and received from
their respective customers for collection their respective customers for collection. .
The house meets at the appointed hour on all working days under the chairmanship of the The house meets at the appointed hour on all working days under the chairmanship of the
central bank central bank. . The clearinghouse sits twice in a working day The clearinghouse sits twice in a working day. .
The members submit the claimable checks in the respective desks of the banks and vice) The members submit the claimable checks in the respective desks of the banks and vice)
versa versa. .
9onsequently, the debit and credit entries are given 9onsequently, the debit and credit entries are given. .
%t the end, the debit summation and the credit summation are calculated %t the end, the debit summation and the credit summation are calculated. . Then the banks Then the banks
clear the balances through the check of $angladesh $ank clear the balances through the check of $angladesh $ank. .
The dishonored checks are sorted and returned with return memo The dishonored checks are sorted and returned with return memo. .
"f the instruments are dishonored then they are sorted again and sent back to the returning "f the instruments are dishonored then they are sorted again and sent back to the returning
house along with their return memo house along with their return memo. .
*ater on all the instruments of #$$* which were claimed by other banks are sorted and *ater on all the instruments of #$$* which were claimed by other banks are sorted and
delivered to respective branches delivered to respective branches. .
Di!#onor o, C#D"1
"f the cheque is dishonored, #$$* sends &with cheque return memo( to the customer stating the "f the cheque is dishonored, #$$* sends &with cheque return memo( to the customer stating the
reason reason. . "f the cheque is dishonored due to insufficiency of funds, #$$* charges T: "f the cheque is dishonored due to insufficiency of funds, #$$* charges T:. .?EOS as ?EOS as
penalty penalty. .
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O"t@ard Bill! ,or Collction 7OBC81
"f the bill is beyond the clearing range then it is collected by 1$9 mechanism. 9ustomer deposit "f the bill is beyond the clearing range then it is collected by 1$9 mechanism. 9ustomer deposit
cheque, drafts etc cheque, drafts etc. . for collection, attaching with their deposit sleep, "nstrument within the range for collection, attaching with their deposit sleep, "nstrument within the range
of clearing are collected through local clearing house, but the other which are outside the of clearing are collected through local clearing house, but the other which are outside the
clearing range are collected through 1$9 mechanism clearing range are collected through 1$9 mechanism. . % customer of #$$* :awran $azar % customer of #$$* :awran $azar
#haka is depositing a cheque, of onali $ank 9oxs $azar #haka is depositing a cheque, of onali $ank 9oxs $azar. . ;ow as a collecting bank #$$* ;ow as a collecting bank #$$*
:awran $azar will perform the following task2 :awran $azar will perform the following task2
Procd"r1 Procd"r1
#epositing the cheque along with deposit)slip #epositing the cheque along with deposit)slip
9rossing of the cheques are done indicating :awran $azar as collecting bank. 9rossing of the cheques are done indicating :awran $azar as collecting bank.
.ndorsement R7ayees %O9 will be 9redited on realizationQ is given .ndorsement R7ayees %O9 will be 9redited on realizationQ is given
.ntries are given in the 1utward 9learing 3egister &1$9( .ntries are given in the 1utward 9learing 3egister &1$9(
9ollecting bank can collect it either by its branch or by the drawers bank 9ollecting bank can collect it either by its branch or by the drawers bank. . They will forward the They will forward the
bill then to that particular branch bill then to that particular branch. . 1$9 number will give on the forwarding letter 1$9 number will give on the forwarding letter. . ;ow ;ow
following procedures will take place in case of the following two cases. following procedures will take place in case of the following two cases.
Bill! collctd t#ro"$# Branc#1
"f the bill is forwarded to branch they will collect it through "$9 procedure. 9ollecting branch "f the bill is forwarded to branch they will collect it through "$9 procedure. 9ollecting branch
will receive an ".$.9.%. from that particular agent branch. "n this case commission will be will receive an ".$.9.%. from that particular agent branch. "n this case commission will be
charged by the collecting branch, not the agent branch and the drawers bank will send a ## to charged by the collecting branch, not the agent branch and the drawers bank will send a ## to
the collecting branch. +ere both the banks will charge for collection from the customer. "t should the collecting branch. +ere both the banks will charge for collection from the customer. "t should
be scrutinized that #.#. is containing the 1$9 number. &0.1?C commission of the instrument be scrutinized that #.#. is containing the 1$9 number. &0.1?C commission of the instrument
value, 1?C L%T and Tk. 40O) as postage charge in deducted. The minimum amount is Tk.>'.00 value, 1?C L%T and Tk. 40O) as postage charge in deducted. The minimum amount is Tk.>'.00
and maximum amount is Tk.'000.00( and maximum amount is Tk.'000.00(
Do'!tic Bill P"rc#a!d 7DBP81
$ank has to serve its customer by any means $ank has to serve its customer by any means. . $ut some customers are valued as far as deposit is $ut some customers are valued as far as deposit is
concerned concerned. . o banks give them some benefits depending on the situation o banks give them some benefits depending on the situation. . 9lients get bill that is 9lients get bill that is
as per agreement collected by the bank as per agreement collected by the bank. . This collection procedure takes usually 4)' days This collection procedure takes usually 4)' days. . $ut in $ut in
Stamford University Bangladesh
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many cases valued clients need money urgently many cases valued clients need money urgently. . "n this situation bank purchase the bill of the "n this situation bank purchase the bill of the
client paying him money then the then client paying him money then the then. . *ater on bank collects the bill and ad5ust accordingly *ater on bank collects the bill and ad5ust accordingly. .
This is kind of credit which is offered to the valued clients only This is kind of credit which is offered to the valued clients only. . +owever no credit line facility +owever no credit line facility
is needed for them is needed for them. . 9ommission is charged from them at a higher rate, which is equivalent to 9ommission is charged from them at a higher rate, which is equivalent to
lending rate of 1>)1?C for the collection period only lending rate of 1>)1?C for the collection period only. .
Ca!# /ction Ca!# /ction
9ash section demonstrates liquidity strength of a bank 9ash section demonstrates liquidity strength of a bank. . "t is also sensitive as it deals with liquid "t is also sensitive as it deals with liquid
money money. . 6aximum concentration is given while working on this section 6aximum concentration is given while working on this section. . %s far as safety is %s far as safety is
concerned special precaution is also taken concerned special precaution is also taken. . Tense situation prevails if there is any imbalance in Tense situation prevails if there is any imbalance in
the cash account the cash account. .
3a"lt1 3a"lt1
%ll cash, instruments &71, ##, cheque( and other valuables are kept in the vault %ll cash, instruments &71, ##, cheque( and other valuables are kept in the vault . . 7rincipal 7rincipal
branchs vault is incurred up to Tk branchs vault is incurred up to Tk. . 4 crore with a local insurance company 4 crore with a local insurance company. . "f cash stock goes "f cash stock goes
beyond its limit of Tk beyond its limit of Tk. . 4 crore, the excess money is transferred to $angladesh $ank 4 crore, the excess money is transferred to $angladesh $ank. . "f there is "f there is
shortage of cash during transaction period money is drawn from the central bank shortage of cash during transaction period money is drawn from the central bank. . There are three There are three
keys of the vault, which are given to three seniors most officer keys of the vault, which are given to three seniors most officer . . #aily, an estimated amount of #aily, an estimated amount of
cash is brought out from the vault, for transaction purpose cash is brought out from the vault, for transaction purpose. .
..1( F"nction! o, Ca!# D-art'nt
Ca!# Ca!#
Pay'nt Pay'nt
P 9ash payment is made only against cheque P 9ash payment is made only against cheque
P This is the unique function of the banking system which is known P This is the unique function of the banking system which is known
as Rpayment on demandQ as Rpayment on demandQ
P "t makes payment only against its printed valid 9heque P "t makes payment only against its printed valid 9heque
Ca!# Ca!#
Rci-t Rci-t
P "t receives deposits from the depositors in form of cash P "t receives deposits from the depositors in form of cash
P o it is the Rmobilization unitQ of the banking system P o it is the Rmobilization unitQ of the banking system
P "t collects money only its receipts forms P "t collects money only its receipts forms
Ta)l 6=1 F"nction! o, Ca!# D-art'nt
Ca!# -ay'nt or C#D" cancllation -roc!!1
/t- 1 /t- 1 3eceiving 9heque by the employee in the cash counter 3eceiving 9heque by the employee in the cash counter
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/t- ( /t- (
Lerification of the followings by the cash 1fficer in online. Lerification of the followings by the cash 1fficer in online.
#ate of the 9heque &it is presented within D month from issue date( #ate of the 9heque &it is presented within D month from issue date(
"ssued from this branch "ssued from this branch
%mounts in figure and sentence written does not differ %mounts in figure and sentence written does not differ
ignature of the drawer does not differ ignature of the drawer does not differ
v. 9heque is not torn or mutilated v. 9heque is not torn or mutilated
/t- . /t- .
,ives pay cash seal and sends to the payment counter &verified by an ,ives pay cash seal and sends to the payment counter &verified by an
officer( officer(
/t- 0 /t- 0 7ayment officer makes payment 7ayment officer makes payment
Ta)l 6>1 C#D" cancllation -roc!!
C#D" and Cro!!in$1
% R9hequeQ is a bill of exchange drawn on a specified banker and not expressed to be payable % R9hequeQ is a bill of exchange drawn on a specified banker and not expressed to be payable
otherwise than on demand. T%ccording into section)D, negotiable instrument %ct, and 1BB1.U otherwise than on demand. T%ccording into section)D, negotiable instrument %ct, and 1BB1.U
% cheque may be classified into8 % cheque may be classified into8
%n open cheque, which can be presented for payment by the holder at the counter of the %n open cheque, which can be presented for payment by the holder at the counter of the
drawers bank. drawers bank.
% crossed cheque, which can be paid only through a collecting banker. % crossed cheque, which can be paid only through a collecting banker.
Cro!!in$ c#D" Cro!!in$ c#D"8 % cheque is said to be crossed when two transverse parallel lines with or 8 % cheque is said to be crossed when two transverse parallel lines with or
without any words are drawn across the face. 9rossing may be general, special or restrictive. without any words are drawn across the face. 9rossing may be general, special or restrictive.
Ot#r Acti+iti!
1. Pin 'ailr o, ATM card dli+ry
%fter opening account an inactive %T6 card send to customer within two or three weeks. %fter opening account an inactive %T6 card send to customer within two or three weeks.
Then account holder come to the branch with card and fill up the form for requesting Then account holder come to the branch with card and fill up the form for requesting
activation of %T6 card. activation of %T6 card.
% secret 7"; number delivered the account holder. % secret 7"; number delivered the account holder.
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9oncern officer verify signature and photo of account holder. 9oncern officer verify signature and photo of account holder.
%T6 9ard will be activated with in one week and user can use it. %T6 9ard will be activated with in one week and user can use it.
(. 4!trn Union -ay! o"t to t# c"!to'r!
6oney receiver fill up the Jestern Knion -orm and also 10 digits number in the form. 6oney receiver fill up the Jestern Knion -orm and also 10 digits number in the form.
9oncern officer verifies the information and receive copy of citizenship certificate 9oncern officer verifies the information and receive copy of citizenship certificate
&passport( &passport(
Then receiver collects money from cash section. Then receiver collects money from cash section.
.. Acco"nt rlatd acti+iti!
canning photo and signature of new account holder canning photo and signature of new account holder
%nd linked with server %nd linked with server
7roper preservation of respective files 7roper preservation of respective files
9hange of account holder address & application from customer( 9hange of account holder address & application from customer(
9hange of $oard resolution of several limited company account 9hange of $oard resolution of several limited company account
"ssuing of thanks letter to %O9 holders ! introducers "ssuing of thanks letter to %O9 holders ! introducers
7rovide all information to the customer and also provide in phone 7rovide all information to the customer and also provide in phone
3eceiving 9haque, instrument, refund warrant etc. 3eceiving 9haque, instrument, refund warrant etc.
9hecking of daily outward clearing activity report with vouchers ! their proper 9hecking of daily outward clearing activity report with vouchers ! their proper
preservation and also "nward clearing, communication with client regarding inward preservation and also "nward clearing, communication with client regarding inward
cheque confirmation. cheque confirmation.
7osting or entry of salaries of different corporate client and transactions related to ,$. 7osting or entry of salaries of different corporate client and transactions related to ,$.
Clo!in$ o, an Acco"nt1 Clo!in$ o, an Acco"nt1
-or two reasons, one can be closed. 1ne is by banker and other is by the customer. -or two reasons, one can be closed. 1ne is by banker and other is by the customer.
By )an%r By )an%r1 1 "f any customer doesnt maintain any transaction within six years and the %O9 "f any customer doesnt maintain any transaction within six years and the %O9
balance becomes lower than the minimum balance, banker has the right to close an %O9. balance becomes lower than the minimum balance, banker has the right to close an %O9.
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By c"!to'r By c"!to'r1 1 "f the customer wants to close his %O9, he writes an application to the manager "f the customer wants to close his %O9, he writes an application to the manager
urging him to close his %O9. urging him to close his %O9.
#ifferent procedures are followed in cash of different types of %O9 to close. -ixed deposit %O9 is #ifferent procedures are followed in cash of different types of %O9 to close. -ixed deposit %O9 is
closed after the termination of the period. $9# %O9 is closed when the certificate is surrendered. closed after the termination of the period. $9# %O9 is closed when the certificate is surrendered.
Clo!in$ -roc!! ,or c"rrnt E !a+in$! ABC1 Clo!in$ -roc!! ,or c"rrnt E !a+in$! ABC1
%fter receiving customers application the officer verifies the balance of the %O9. +e then %fter receiving customers application the officer verifies the balance of the %O9. +e then
calculates interest and other charges accumulated on the %O9. "f it bears a credit balance, the calculates interest and other charges accumulated on the %O9. "f it bears a credit balance, the
officer writes advice voucher. +e gives necessary accounting entries post to accounts section. officer writes advice voucher. +e gives necessary accounting entries post to accounts section.
The balance is returned to the customer. %nd lastly the %O9 is closed. $ut in practice, normally The balance is returned to the customer. %nd lastly the %O9 is closed. $ut in practice, normally
the customers dont close %O9 willingly. %t times, customers dont maintain any transaction for the customers dont close %O9 willingly. %t times, customers dont maintain any transaction for
long time. "s this situation at first, the %O9 becomes dormant and ultimately it is closed by the long time. "s this situation at first, the %O9 becomes dormant and ultimately it is closed by the
bank. bank.



Stamford University Bangladesh
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CHAPTER-0
PRODUCT AND /ER3ICE/
OF THE ORGANI5ATION
0.1 PRODUCT/ AND /ER3ICE/ OFFERED B? DBB& 0.1 PRODUCT/ AND /ER3ICE/ OFFERED B? DBB&
3etail $anking 3etail $anking
3emittance and collection 3emittance and collection
"mport and export handling and financing "mport and export handling and financing
9orporate $anking 9orporate $anking
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7ro5ect -inance 7ro5ect -inance
"nvestment $anking "nvestment $anking
9onsumer credit 9onsumer credit
*ease finance *ease finance
%griculture *oan %griculture *oan
3eal time any branch banking 3eal time any branch banking
4> +ours $anking through %T6 4> +ours $anking through %T6
#$$*);.HK %T6 ! #ebit card #$$*);.HK %T6 ! #ebit card
#$$*)6aestroO9irrus %T6 ! #ebit card #$$*)6aestroO9irrus %T6 ! #ebit card
#$$* 9redit card #$$* 9redit card
"nternet $anking "nternet $anking
6 $anking 6 $anking
1n line $anking through all $ranches 1n line $anking through all $ranches
71 &7oint of ale( ;etwork 71 &7oint of ale( ;etwork
0.( E&ECTRONIC BANKING 0.( E&ECTRONIC BANKING
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1b5ectives of .lectronic $anking 1b5ectives of .lectronic $anking
-rom $ankers point of -rom $ankers point of view view -rom clients point of view -rom clients point of view
7rovide retail services at reduced cost through 7rovide retail services at reduced cost through
brace network. brace network.
3eduction of administrative expenses by 3eduction of administrative expenses by
reducing the number workers with the help of reducing the number workers with the help of
electronic banking. electronic banking.
3eduction of the volume of the paper work with 3eduction of the volume of the paper work with
the help of e banking. the help of e banking.
"ncrease of income through different types of "ncrease of income through different types of
fees like debit card fee, credit card fee etc. fees like debit card fee, credit card fee etc.
trengthening the position of in the competitive trengthening the position of in the competitive
environment. environment.
.xpanding the services in the remote areas. .xpanding the services in the remote areas.
3eceiving timely and instant informations, 3eceiving timely and instant informations,
such as @ such as @
$alance statement $alance statement
%ccount statement %ccount statement
Transaction statement Transaction statement
%bility to deposit and withdraw of money %bility to deposit and withdraw of money
flawlessly within short time and at lower flawlessly within short time and at lower
cost. cost.
%dvantageously making payments for the %dvantageously making payments for the
goods and services. goods and services.
taying at home or outside, availing the taying at home or outside, availing the
facility like opening *O9, making facility like opening *O9, making
investment, obtaining loan facility and investment, obtaining loan facility and
above all making fund transfer with the above all making fund transfer with the
help of e)banking. help of e)banking.
ecuring the advantage of maintaining ecuring the advantage of maintaining
secrecy of accounts of the clients. secrecy of accounts of the clients.
.n5oying utmost protection of the accounts .n5oying utmost protection of the accounts
maintained under e)banking maintained under e)banking


Fi$"r 6:1 Elctronic Ban%in$ o, DBB&
0.. T?PE/ OF E&ECTRONIC BANKING 0.. T?PE/ OF E&ECTRONIC BANKING
.lectronic banking system provides customer services by means of various techniques or .lectronic banking system provides customer services by means of various techniques or
products. Types of services offered are different for each single product. "n the following table, products. Types of services offered are different for each single product. "n the following table,
the basic types of electronic banking products are presented)))) the basic types of electronic banking products are presented))))
Stamford University Bangladesh
'/
3eceiving timely and instant informations, 3eceiving timely and instant informations,
such as @ such as @
$alance statement $alance statement
%ccount statement %ccount statement
Transaction statement Transaction statement
%bility to deposit and withdraw of money %bility to deposit and withdraw of money
flawlessly within short time and at lower flawlessly within short time and at lower
cost. cost.
%dvantageously making payments for the %dvantageously making payments for the
goods and services. goods and services.
taying at home or outside, availing the taying at home or outside, availing the
facility like opening *O9, making facility like opening *O9, making
investment, obtaining loan facility and investment, obtaining loan facility and
above all making fund transfer with the above all making fund transfer with the
help of e)banking. help of e)banking.
ecuring the advantage of maintaining ecuring the advantage of maintaining
secrecy of accounts of the clients. secrecy of accounts of the clients.
.n5oying utmost protection of the accounts .n5oying utmost protection of the accounts
maintained under e)banking maintained under e)banking
Types of .lectronic $anking
3etail electronic banking Jholesale electronic banking

%T6 9ash 6anagement
#ebit card Jire Transfer

9redit card 9orporate %utomated
7oint of ale
9heque Transaction

+ome $anking
3etail %utomated 9learing
Fi$"r 6;1 Ty-! o, Elctronic Ban%in$
0.0 DEBIT CARD/
% debit card is more advanced than a credit card. #$$* #ebit cards also have more features than % debit card is more advanced than a credit card. #$$* #ebit cards also have more features than
credit cards and are fully recognized by Lisa and 6aster9ard. #$$* #ebit cards are also more credit cards and are fully recognized by Lisa and 6aster9ard. #$$* #ebit cards are also more
secured, convenient and cheaper than any credit card or debit card in the market. #ebit cards can secured, convenient and cheaper than any credit card or debit card in the market. #ebit cards can
withdraw money from your account directly while a credit card has to issue a Nloan. withdraw money from your account directly while a credit card has to issue a Nloan.
#$$* is the market leader in #ebit 9ards. %ll #$$* debit cards will give you unlimited and #$$* is the market leader in #ebit 9ards. %ll #$$* debit cards will give you unlimited and
free access to all #$$* %T6 booths and 71 nationwide. There is no transaction or hidden free access to all #$$* %T6 booths and 71 nationwide. There is no transaction or hidden
costs associated with #$$* cards and accounts. $y default, when opening a #$$* account, all costs associated with #$$* cards and accounts. $y default, when opening a #$$* account, all
clients will receive the #$$* ;exus 9lassic card. clients will receive the #$$* ;exus 9lassic card.
#$$* debit cards come with the clientAs photo printed on it and requires a secret 7"; #$$* debit cards come with the clientAs photo printed on it and requires a secret 7";
verification by the client. % credit card only requires a signature &which can be forged( and no verification by the client. % credit card only requires a signature &which can be forged( and no
7"; verification for a transaction. That is why, for day)to)day banking, #$$* recommends debit 7"; verification for a transaction. That is why, for day)to)day banking, #$$* recommends debit
cards. .ach card comes with a 7"; number which must be protected at all times by the client. cards. .ach card comes with a 7"; number which must be protected at all times by the client.
The 7"; number is used as a password for withdrawing cash at #$$* %T6s and accessing The 7"; number is used as a password for withdrawing cash at #$$* %T6s and accessing
#$$* banking services. #$$* banking services.
0.2 CHARGE/ FOR DIFFERENT T?PE/ OF ATM CARD/
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ATM Card
I!!"anc F 71!t
yar8
Ann"al F 7(nd
yar on@ard!8
#$$* ;exus 9lassic -3.. 400
#$$* ;exus ilver 1000 1000
#$$* ;exus ,old 1?00 4000
#$$* ;exus
6aster9ard 6aestro
?00 ?00
#$$* ;exus Lisa
.lectron
?00 ?00
#$$* ;exus
6aster9ard
";T.3;%T"1;%*
K# V1? K# V1?

Fi$.6=1 Di,,rnt Ty-! o, ATM Prod"ct! o, DBB&
/o"rc1 DBB& Prod"ct O"tlt
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0.: CREDIT CARD/
#$$* offers the most secured credit card in the market. -or international traveling a credit card #$$* offers the most secured credit card in the market. -or international traveling a credit card
offers greater flexibility which is not accommodated by #$$* #ebit 9ards. $ut a credit card is offers greater flexibility which is not accommodated by #$$* #ebit 9ards. $ut a credit card is
inherently less secured unless it is a ;exus.6L credit card. The reason, #$$* entered the credit inherently less secured unless it is a ;exus.6L credit card. The reason, #$$* entered the credit
card market at a late stage because it did not want to compromise your security until #$$* itself card market at a late stage because it did not want to compromise your security until #$$* itself
implemented ;exus.6L technologies. %ll credit card #$$* issues are ;exus.6L credit cards. implemented ;exus.6L technologies. %ll credit card #$$* issues are ;exus.6L credit cards.
0.; /ME BANKING
6%3T 6. 9%+)93.#"T 6%3T 6. 9%+)93.#"T
7urpose 7urpose To meet up working capital requirement of $usiness To meet up working capital requirement of $usiness
Target 9ustomers Target 9ustomers
mall or 6edium .ntrepreneur like 8 an entity, ideally not a public limited mall or 6edium .ntrepreneur like 8 an entity, ideally not a public limited
company, does not employ more than 1?0 persons &if it is manufacturing company, does not employ more than 1?0 persons &if it is manufacturing
concern( and 4? persons &if it is a trading concern( and 4? persons &if it is a concern( and 4? persons &if it is a trading concern( and 4? persons &if it is a
service concern( and also fulfils the following criteria 8 service concern( and also fulfils the following criteria 8
% service concern with total assets at cost excluding land and % service concern with total assets at cost excluding land and
building from Tk. ?0,000O) to Tk. 10 crore building from Tk. ?0,000O) to Tk. 10 crore
% trading concern with total assets at cost excluding land and % trading concern with total assets at cost excluding land and
building from Tk. ?0,000O) to Tk. 10 crore building from Tk. ?0,000O) to Tk. 10 crore
% manufacturing concern with total assets at cost excluding land and % manufacturing concern with total assets at cost excluding land and
building from Tk. ?0,000O) to Tk. 40 crore building from Tk. ?0,000O) to Tk. 40 crore
*oan %mount *oan %mount
6inimum8T:.100,000O) 6inimum8T:.100,000O)
6aximum 8 T:. ?,000,000O 6aximum 8 T:. ?,000,000O
9lean8KptoTk.?00,000O) 9lean8KptoTk.?00,000O)
9ollateralized 8 Kp to Tk. ?,000,000O) 9ollateralized 8 Kp to Tk. ?,000,000O)
"nterest 3ate "nterest 3ate
&-loating( &-loating(
9lean8I1E.00C 9lean8I1E.00C
9ollateralized8I1D.00C 9ollateralized8I1D.00C
9ollateralizedwithW'0C9ashecurity8I1?.00C 9ollateralizedwithW'0C9ashecurity8I1?.00C
100C cash security 8 IT#X4C spread &considering #$$* T#( and I1>C 100C cash security 8 IT#X4C spread &considering #$$* T#( and I1>C
p.a. &considering other cash securityO other bank T#( p.a. &considering other cash securityO other bank T#(
7rocessing -ee 7rocessing -ee 1C of the anctioned *imit. 1C of the anctioned *imit.
3enewalO 3enewalO 0.?0C of the anctioned *imit. 0.?0C of the anctioned *imit.
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.nhancement -ee .nhancement -ee
Tenure Tenure 1 year 3enewable &if total credit turnover is at least > times of existing limit( 1 year 3enewable &if total credit turnover is at least > times of existing limit(
1verdue charge 1verdue charge
%dditional 'C p.a. %dditional 'C p.a.
;o .1* to be allowed without approval of the +ead 1ffice. ;o .1* to be allowed without approval of the +ead 1ffice.
tamp charges ! tamp charges !
L%T L%T
%ll relevant tamp charges ! L%T &as per ,ovt. rules( %ll relevant tamp charges ! L%T &as per ,ovt. rules(
.ligible .ligible
.ntrepreneur .ntrepreneur
O1wner O1wner
;ationality8$angladeshibybirth ;ationality8$angladeshibybirth
.xperience8 %s an entrepreneur must have experience at least 4 &Two( years .xperience8 %s an entrepreneur must have experience at least 4 &Two( years
%ge8 6inimum 41 years to maximum D? years %ge8 6inimum 41 years to maximum D? years
-or renewal purposes maximum age may be considered up to E0 years -or renewal purposes maximum age may be considered up to E0 years

Ta)l 161 /MART /ME Ca!#-crdit
6%3T 6. 6%** +17 -";%;9";, 9+.6. 6%3T 6. 6%** +17 -";%;9";, 9+.6.
7urpose 7urpose
The purpose of the loan may be easonal -inancing of inventory or Trade The purpose of the loan may be easonal -inancing of inventory or Trade
3eceivable or both to the business entity 3eceivable or both to the business entity
;ature of ;ature of
$usiness $usiness
Jholesalers, 6anufacturers O %ssemblers and 3etailers of machinery, Jholesalers, 6anufacturers O %ssemblers and 3etailers of machinery,
accessories, agriculture items, etc accessories, agriculture items, etc
*oan %mount *oan %mount 6aximum T:. ?00,000O) 6aximum T:. ?00,000O)
"nterest 3ate "nterest 3ate I 1EC p.a. with quarterly rests I 1EC p.a. with quarterly rests
7rocessing -ee 7rocessing -ee I 0.?C of the loan amount but not less than Tk. 1,000O) I 0.?C of the loan amount but not less than Tk. 1,000O)
Tenure Tenure 1 year 3enewable 1 year 3enewable
7rimary security 7rimary security ecured by marketable stocks ecured by marketable stocks
.stablishment .stablishment 6ust have hop .stablishment 6ust have hop .stablishment
*ease *ease
%greement %greement
6inimum three years of unexpired lease agreement of the shop 6inimum three years of unexpired lease agreement of the shop
*ocation *ocation Jithin the command area of the branch of #$$* Jithin the command area of the branch of #$$*
,ovt. ,ovt.
3ecognition 3ecognition
Trade *icense and T"; Trade *icense and T";
%ccount %ccount
relationship with relationship with
#$$*Oother #$$*Oother
$ank&s(, if any $ank&s(, if any
atisfactory deposit account with #$$* for minimum 0D months or atisfactory deposit account with #$$* for minimum 0D months or
account with any other bank for one year or more account with any other bank for one year or more
$usiness $usiness %t least 0' years of experience in this trade %t least 0' years of experience in this trade
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>'

.xperience .xperience
%verage %verage
"nventoryOstock "nventoryOstock
Lalue should be at least twice the proposed loan amount. Lalue should be at least twice the proposed loan amount.
Tripartite Tripartite
%greement %greement
*andlord has to be agreeable to sign tripartite agreement ! comply other *andlord has to be agreeable to sign tripartite agreement ! comply other
required formalities in case of leased property O position holding required formalities in case of leased property O position holding
Ta)l 111 /ME /'all /#o- Financin$ /c#'
0.= RETAI& BANKING
&IFE-&INE PRODUCT/
#utch)$angla $ank has a wide range of retail products to meet your needs.
CREDIT FACI&IT? FROM DEBIT CARD
.n5oy credit facility directly from your debit card. ,et access to the money in your own account
as well as extra money when you need it, even at %T6sYY.
Rc#ar$ &in 7O+rdra,tBOD ,ro' D)it Card8
%ccess the money in your account 7*K extra credit
facility when you need it
"nterest charged for only when you take out money
;o Kse ;o 9harge
Kse %T6 network to use credit facility anytime
anywhere
;o 9ash ecurity, ;o 7ersonal ,uarantee needed
Halt# &in
+ospitalization or other emergency medical needs
To purchase body fitness equipments
;o 9ash ecurity, ;o 7ersonal ,uarantee needed
Ed"cation &in
-or +igher education purposes
Tuition fees or other .ducational expenses O To purchase of
computer etc.
;o 9ash ecurity, ;o 7ersonal ,uarantee needed
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Pro,!!ional &in
7urchase of 7rofessional equipment
-or 1ffice renovationOdecoration
;o 9ash ecurity, ;o 7ersonal ,uarantee needed
Marria$ &in
To meet marriage expenses for himselfOherself
To budget for marriage
;o 9ash ecurity, ;o 7ersonal ,uarantee needed
Tra+l &in
-or -amily trip, abroad or in the country
-or +oneymoon trip, abroad or in the country
;o 9ash ecurity, ;o 7ersonal ,uarantee needed
F!ti+al &in
To en5oy the festive period and holidays
,ift for the family O in laws O relatives
;o 9ash ecurity, ;o 7ersonal ,uarantee needed
Dra'! Co' Tr" &in
To purchase TL, -ridge, -urniture, +ome Theatre, 6otor
9ycle, %9 etc.
To decorateOrenovate own +omeO9ar
;o 9ash ecurity, ;o 7ersonal ,uarantee needed
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Car &in
*oan for fulfillment of parents needOdream
To purchase economy car for the family
;o 9ash ecurity, ;o 7ersonal ,uarantee needed
Gnral &in
%ny other legitimate purposes which do not fall under the
above specific lines.
A"to &in
To purchase a new O re)conditioned car
3efinancing of availed car
Ho' &in
To purchase a flat, 3efinancing of owned house property
+ome renovation, .xtension O construction of building
F"ll /c"rd &in
*oans for family expenses
%ny other valid purposes
Fi$.6>1 Di,,rnt D)it Card Faciliti!
/o"rc1 DBB& Prod"ct O"tlt
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>D

FUTURE/-&INE PRODUCT/
#utch)$angla $ank has a wide range of retail products to meet your needs. #utch)$angla $ank has a wide range of retail products to meet your needs.
DEPO/IT P&U/ /CHEME 7DP/8 DEPO/IT P&U/ /CHEME 7DP/8
This deposit scheme returns a handsome amount through forced monthly saving without any cut This deposit scheme returns a handsome amount through forced monthly saving without any cut
in living style. in living style.

Ta)l 1(1 D-o!it -l"! /c#' 7DP/8
PERIODIC BENEFIT /CHEME 7PB/8 PERIODIC BENEFIT /CHEME 7PB/8
7$ provides monthly or quarterly returns for a fixed investmentOdeposit and pays back the 7$ provides monthly or quarterly returns for a fixed investmentOdeposit and pays back the
principal amount on maturity. 7$ ranges from $#T ?0,000O) to $#T ?,000,000O) principal amount on maturity. 7$ ranges from $#T ?0,000O) to $#T ?,000,000O)
Mont#ly Bn,it B,or T

Ta)l 1.1 Priodic Bn,it /c#' 7PB/8C Mont#ly Bn,it B,or TaA
F"artrly Bn,it B,
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Ta)l 101 Priodic Bn,it /c#' 7PB/8C F"artrly Bn,it B,or TaA
BOCHORE DERGUN /CHEME 7BD/8 BOCHORE DERGUN /CHEME 7BD/8
#$$* offers a unique savings scheme for its customers. The scheme returns 1.? times of the #$$* offers a unique savings scheme for its customers. The scheme returns 1.? times of the
principal amount after 1 year through initial deposit and monthly savings. $#T ranges from principal amount after 1 year through initial deposit and monthly savings. $#T ranges from
$#T ?0,000O) to $#T ?,000,000O). $#T ?0,000O) to $#T ?,000,000O).
Ta)l 121 Boc#or Dr$"n /c#' 7BD/8
CHI&DREN EDUCATION /A3ING/ /CHEME 7CHE//8
This scheme creates opportunity for individuals to save for their childrens future education.

Ta)l 1:1 C#ildrn Ed"cation /a+in$! /c#' 7CHE//8
0.> BANKING PRODUCT/
3ario"! D-o!it!
avings #eposit %ccount avings #eposit %ccount
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>B

9urrent #eposit %ccount 9urrent #eposit %ccount
hort Term #eposit %ccount hort Term #eposit %ccount
3esident -oreign 9urrency #eposit 3esident -oreign 9urrency #eposit
-oreign 9urrency #eposit -oreign 9urrency #eposit
9onvertible Taka %ccount 9onvertible Taka %ccount
;on)9onvertible Taka %ccount ;on)9onvertible Taka %ccount
.xporterAs -9 #eposit&-$7%3( .xporterAs -9 #eposit&-$7%3(
9urrent #eposit %ccount)$ank 9urrent #eposit %ccount)$ank
hort Term #eposit %ccount)$ank hort Term #eposit %ccount)$ank
Tr' D-o!it Tr' D-o!it

Ta)l 1;1 Tr' D-o!it!
&oan E Ad+anc! &oan E Ad+anc!
*oan against Trust 3eceipt *oan against Trust 3eceipt
Transport *oan Transport *oan
9onsumer 9redit cheme 9onsumer 9redit cheme
3eal .state *oan &3es. ! 9omm.( 3eal .state *oan &3es. ! 9omm.(
*oan %gainst %ccepted $ill *oan %gainst %ccepted $ill
"ndustrial Term *oan "ndustrial Term *oan
%gricultural Term *oan %gricultural Term *oan
*ease -inance *ease -inance
1ther Term *oan 1ther Term *oan
-61 *ocal currency *oan for 6. -61 *ocal currency *oan for 6.
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>/
Term #eposit ' 6onths
Term #eposit D 6onths
Term #eposit 14 6onths
Term #eposit 14 6onths
Term #eposit 4> 6onths
Term #eposit 4> 6onths 1 Gear 7ayout
Term #eposit 'D 6onths
Term #eposit 'D 6onths D 6onths 7ayout
Term #eposit 'D 6onths 1 Gear 7ayout
Term #eposit above 'D 6onths
6onthly Term #eposit $anks
Term #eposit ' 6onths $anks
Term #eposit D 6onths $anks
Term #eposit 14 6onths $anks

-61 -oreign currency *oan -61 -oreign currency *oan
9ash 9redit &+ypothecation8
D-o!it Acco"nt! D-o!it Acco"nt!
/a+in$ D-o!it /a+in$ D-o!it Acco"nt o-nin$ Acco"nt o-nin$
)alanc )alanc
Rat o, intr!t on Rat o, intr!t on
day )a!i! day )a!i!
Tk. 4000Z Tk. 4000Z D.?C p.a D.?C p.a
Ta)l 1=1 /a+in$ D-o!it!
Z6inimum balance is Tk. 4,000

Ta)l 1>1 Tr' D-o!it!
&oan! and Ad+anc!

Ta)l (61 &oan! and Ad+anc!
Stamford University Bangladesh
?0
Tr' D-o!it Tr' D-o!it
For . 'ont#! For . 'ont#! For : 'ont#! For : 'ont#! For 1( 'ont#! and For 1( 'ont#! and
a)o+ a)o+
$elow Tk. 1 million $elow Tk. 1 million
I 10.E?C I 10.E?C
$elow Tk. 1 million $elow Tk. 1 million
I 11.4?C I 11.4?C
$elow Tk. 1 million $elow Tk. 1 million
I 11.E?C I 11.E?C
Tk. 1 million and Tk. 1 million and
above I 11.E?C above I 11.E?C
Tk. 1 million and Tk. 1 million and
above I 14C above I 14C
Tk. 1 million and Tk. 1 million and
above I 14.4?C above I 14.4?C
&oan! and ad+anc! &oan! and ad+anc! Intr!t Rat Intr!t Rat
%griculture %griculture B.00C )))11.00C B.00C )))11.00C
mall ! 9ottage "ndustries mall ! 9ottage "ndustries 11.?0C )))1>.?0C 11.?0C )))1>.?0C
Jorking 9apital for "ndustry Jorking 9apital for "ndustry 14.?0C )))1?.?0C 14.?0C )))1?.?0C
mall hop -inance and 6. mall hop -inance and 6. 1'.00C )))1D.00C 1'.00C )))1D.00C
Transport *oan Transport *oan 1'.?0C )))1D.?0C 1'.?0C )))1D.?0C
9onsumer 9redit 9onsumer 9redit 1'.?0C ))) 1D.?0C 1'.?0C ))) 1D.?0C


CHAPTER-2
HRM
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?1

2.1 2.1 Manin$ o, H"'an R!o"rc! Mana$'nt Manin$ o, H"'an R!o"rc! Mana$'nt
+uman 3esource 6anagement &+36( is the function within an organization that focuses on +uman 3esource 6anagement &+36( is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the recruitment of, management of, and providing direction for the people who work in the
organization. +uman 3esource 6anagement is the organizational function that deals with issues organization. +uman 3esource 6anagement is the organizational function that deals with issues
related to people such as compensation, hiring, performance management, organization related to people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation, communication, administration, development, safety, wellness, benefits, employee motivation, communication, administration,
and training. "tAs an essential part of every managerAs responsibilities, but many organizations and training. "tAs an essential part of every managerAs responsibilities, but many organizations
find it advantageous to establish a special division to provide an expert service dedicated to find it advantageous to establish a special division to provide an expert service dedicated to
ensuring that the human resource function is performed efficiently. "n order to implement a ensuring that the human resource function is performed efficiently. "n order to implement a
successful business strategy to face this challenge, organizations, large or small, must ensure that successful business strategy to face this challenge, organizations, large or small, must ensure that
they have the right people capable of delivering the strategy. %s organizations vary in size, aims, they have the right people capable of delivering the strategy. %s organizations vary in size, aims,
functions, complexity, construction, the physical nature of their product, and appeal as functions, complexity, construction, the physical nature of their product, and appeal as
employers, so do the contributions of human resource management. $ut, in most the ultimate employers, so do the contributions of human resource management. $ut, in most the ultimate
aim of the function is to8 Fensure that at all times the business is correctly staffed by the right aim of the function is to8 Fensure that at all times the business is correctly staffed by the right
number of people with the skills relevant to the business needsF, that is, neither overstaffed nor number of people with the skills relevant to the business needsF, that is, neither overstaffed nor
understaffed in total or in respect of any one discipline or work grade. understaffed in total or in respect of any one discipline or work grade.
2.( Ba!ic Princi-l! o, HRM 2.( Ba!ic Princi-l! o, HRM
Treat people with respect ! dignity. Treat people with respect ! dignity.
Treat people as adults Treat people as adults
#eal with people as complete individuals. #eal with people as complete individuals.
Treat all employees with 5ustice Treat all employees with 5ustice
6ake people feel that they are most valuable asset for the organization 6ake people feel that they are most valuable asset for the organization
3ewards should be earned , not given 3ewards should be earned , not given
7rovide people with all relevant information 7rovide people with all relevant information
2.. I'-ortanc o, HRM 2.. I'-ortanc o, HRM
Today, professionals in the human resources area are important elements in the success of any Today, professionals in the human resources area are important elements in the success of any
organization. There 5obs require a new level of sophistication that is unprecedented in human organization. There 5obs require a new level of sophistication that is unprecedented in human
Stamford University Bangladesh
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resource management. ;ot surprisingly, their status in the organization has also been elevated. resource management. ;ot surprisingly, their status in the organization has also been elevated.
.ven the name has changed. %lthough the terms personal and human resources management are .ven the name has changed. %lthough the terms personal and human resources management are
frequently used interchangeably, it is important to note that the two connote quite different frequently used interchangeably, it is important to note that the two connote quite different
aspects. aspects.
1nce a single individual heading the personal function, today the human resource department 1nce a single individual heading the personal function, today the human resource department
head may be a vice president sitting on executive boards, and participating in the development of head may be a vice president sitting on executive boards, and participating in the development of
the overall organizational strategy. the overall organizational strategy.
T# 'ain $oal! B r!-on!i)iliti! o, HRM ar1
To retain low employee turnover rate by inspiring people to work for the company
To attract new employees
To contribute to employee development

To achieve these goals, +uman 3esources 6anagement trains and motivates the employees by To achieve these goals, +uman 3esources 6anagement trains and motivates the employees by
communicating ethical policies and socially responsible behavior to them. "n doing so, it plays a communicating ethical policies and socially responsible behavior to them. "n doing so, it plays a
significant role in clarifying the organizationAs problems and providing solutions, while making significant role in clarifying the organizationAs problems and providing solutions, while making
employees working more efficiently. employees working more efficiently.
6odern organizations can survive in the dynamic, competitive environment of today only if they 6odern organizations can survive in the dynamic, competitive environment of today only if they
capitalize on the full potential of each employee. Knfortunately, many companies have not capitalize on the full potential of each employee. Knfortunately, many companies have not
understood the importance of the human capital in successful operations. The recruitment and understood the importance of the human capital in successful operations. The recruitment and
selection of the best employees is a very difficult obligation. .ven companies that are voted in selection of the best employees is a very difficult obligation. .ven companies that are voted in
the top)ten places to work at, often endure long periods of hard work to realize that human the top)ten places to work at, often endure long periods of hard work to realize that human
element is all an organization should care about. element is all an organization should care about.
;ew challenges arise even now for the organization, and it is certain that new challenges will ;ew challenges arise even now for the organization, and it is certain that new challenges will
never cease to emerge. Therefore, the use of proper +uman 3esources techniques is a really never cease to emerge. Therefore, the use of proper +uman 3esources techniques is a really
powerful way for organizations to overcome these challenges, and to improve not only their powerful way for organizations to overcome these challenges, and to improve not only their
quantitative goals but also their organizational culture, and their qualitative, cognitive aspects. quantitative goals but also their organizational culture, and their qualitative, cognitive aspects.
+36 is the legal liaison between the organization and the employees, they are to uphold the +36 is the legal liaison between the organization and the employees, they are to uphold the
employment and safety laws &civil rights act( as well as follow the practices, which may differ employment and safety laws &civil rights act( as well as follow the practices, which may differ
within federal guidelines that the employer authorizes. within federal guidelines that the employer authorizes.
2.0 C#alln$! o, HRM
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The role of the +uman 3esource 6anager is evolving with the change in competitive market The role of the +uman 3esource 6anager is evolving with the change in competitive market
environment and the realization that +uman 3esource 6anagement must play a more strategic environment and the realization that +uman 3esource 6anagement must play a more strategic
role in the success of an organization. 1rganizations that do not put their emphasis on attracting role in the success of an organization. 1rganizations that do not put their emphasis on attracting
and retaining talents may find themselves in dire consequences, as their competitors may be and retaining talents may find themselves in dire consequences, as their competitors may be
outplaying them in the strategic employment of their human resources. Jith the increase in outplaying them in the strategic employment of their human resources. Jith the increase in
competition, locally or globally, organizations must become more adaptable, resilient, agile, and competition, locally or globally, organizations must become more adaptable, resilient, agile, and
customer)focused to succeed. %nd within this change in environment, the +3 professional has to customer)focused to succeed. %nd within this change in environment, the +3 professional has to
evolve to become a strategic partner, an employee sponsor or advocate, and a change mentor evolve to become a strategic partner, an employee sponsor or advocate, and a change mentor
within the organization. "n order to succeed, +3 must be a business driven function with a within the organization. "n order to succeed, +3 must be a business driven function with a
thorough understanding of the organizations big picture and be able to influence key decisions thorough understanding of the organizations big picture and be able to influence key decisions
and policies. "n general, the focus of todays +3 6anager is on strategic personnel retention and and policies. "n general, the focus of todays +3 6anager is on strategic personnel retention and
talents development. +3 professionals will be coaches, counselors, mentors, and succession talents development. +3 professionals will be coaches, counselors, mentors, and succession
planners to help motivate organizations members and their loyalty. The +3 manager will also planners to help motivate organizations members and their loyalty. The +3 manager will also
promote and fight for values, ethics, beliefs, and spirituality within their organizations, especially promote and fight for values, ethics, beliefs, and spirituality within their organizations, especially
in the management of workplace diversity. in the management of workplace diversity.
This will highlight on how a +3 manager can meet the challenges of workplace diversity, how to This will highlight on how a +3 manager can meet the challenges of workplace diversity, how to
motivate employees motivate employees
Jorkplace #iversity
6anagement of Jorkplace #iversity
7lanning a 6entoring 7rogram)
1rganizing Talents trategically)
9ontrol and 6easure 3esults)
6otivational %pproaches
2.2 F"nctional ara! o, HRM
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Fi$ 161 F"nctional ara! o, HRM


/o"rc1 H"'an R!o"rc Mana$'nt- 4ndll &. Frnc#. 7. /o"rc1 H"'an R!o"rc Mana$'nt- 4ndll &. Frnc#. 7.
rd rd
Edition8 Edition8

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/o' ,"nctional ara! o, HRM ar $i+n )lo@1 /o' ,"nctional ara! o, HRM ar $i+n )lo@1
a. E'-loy Moti+ation1

To retain good staff and to encourage them to give of their best while at work requires attention To retain good staff and to encourage them to give of their best while at work requires attention
to the financial and psychological and even physiological rewards offered by the organization as to the financial and psychological and even physiological rewards offered by the organization as
a continuous exercise. $asic financial rewards and conditions of service &e.g. working hours per a continuous exercise. $asic financial rewards and conditions of service &e.g. working hours per
week( are determined externally &by national bargaining or government minimum wage week( are determined externally &by national bargaining or government minimum wage
legislation( in many occupations but as much as ?0 per cent of the gross pay of manual workers legislation( in many occupations but as much as ?0 per cent of the gross pay of manual workers
is often the result of local negotiations and details &e.g. which particular hours shall be worked( is often the result of local negotiations and details &e.g. which particular hours shall be worked(
of conditions of service are often more important than the basics. +ence there is scope for of conditions of service are often more important than the basics. +ence there is scope for
financial and other motivations to be used at local levels. financial and other motivations to be used at local levels.
). E'-loy +al"ation1
%n organization needs constantly to take stock of its workforce and to assess its performance in %n organization needs constantly to take stock of its workforce and to assess its performance in
existing 5obs for three reasons8 existing 5obs for three reasons8
To improve organizational performance via improving the performance of individual To improve organizational performance via improving the performance of individual
contributors &should be an automatic process in the case of good managers, but &about annually( contributors &should be an automatic process in the case of good managers, but &about annually(
two key questions should be posed. two key questions should be posed.
Jhat has been done to improve the performance of a person last year[ %nd what can be done to Jhat has been done to improve the performance of a person last year[ %nd what can be done to
improve his or her performance in the year to come[(. improve his or her performance in the year to come[(.
To identify potential, i.e. to recognize existing talent and to use that to fill vacancies higher in the To identify potential, i.e. to recognize existing talent and to use that to fill vacancies higher in the
organization or to transfer individuals into 5obs where better use can be made of their abilities or organization or to transfer individuals into 5obs where better use can be made of their abilities or
developing skills. developing skills.
c. Trainin$ and D+lo-'nt1
"n general, education is Amind preparationA and is carried out remote from the actual work area, "n general, education is Amind preparationA and is carried out remote from the actual work area,
training is the systematic development of the attitude, knowledge, skill pattern required by a training is the systematic development of the attitude, knowledge, skill pattern required by a
person to perform a given task or 5ob adequately and development is Athe growth of the person to perform a given task or 5ob adequately and development is Athe growth of the
individual in terms of ability, understanding and awarenessA. individual in terms of ability, understanding and awarenessA.
Jithin an organization all three are necessary in order to8 Jithin an organization all three are necessary in order to8
#evelop workers to undertake higher)grade tasks2 #evelop workers to undertake higher)grade tasks2
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7rovide the conventional training of new and young workers &e.g. as apprentices, 7rovide the conventional training of new and young workers &e.g. as apprentices,
clerks, etc.(2 clerks, etc.(2
3aise efficiency and standards of performance2 3aise efficiency and standards of performance2
6eet legislative requirements &e.g. health and safety(2 6eet legislative requirements &e.g. health and safety(2
"nform people &induction training, pre)retirement courses, etc.(2 "nform people &induction training, pre)retirement courses, etc.(2
-rom time to time meet special needs arising from technical, legislative, and knowledge need -rom time to time meet special needs arising from technical, legislative, and knowledge need
changes. 6eeting these needs is achieved via the Atraining loopA. changes. 6eeting these needs is achieved via the Atraining loopA.
d. Rcr"it'nt and /lction o, E'-loy!1
3ecruitment of staff should be preceded by8 3ecruitment of staff should be preceded by8
%n analysis of the 5ob to be done &i.e. an analytical study of the tasks to be performed to %n analysis of the 5ob to be done &i.e. an analytical study of the tasks to be performed to
determine their essential factors( written into a 5ob description so that the selectors know what determine their essential factors( written into a 5ob description so that the selectors know what
physical and mental characteristics applicants must possess, what qualities and attitudes are physical and mental characteristics applicants must possess, what qualities and attitudes are
desirable and what characteristics are a decided disadvantage2 desirable and what characteristics are a decided disadvantage2
"n the case of replacement staff a critical questioning of the need to recruit at all &replacement "n the case of replacement staff a critical questioning of the need to recruit at all &replacement
should rarely be an automatic process(. should rarely be an automatic process(.
.ffectively, selection is AbuyingA an employee &the price being the wage or salary multiplied by .ffectively, selection is AbuyingA an employee &the price being the wage or salary multiplied by
probable years of service( hence bad buys can be very expensive. -or that reason some firms probable years of service( hence bad buys can be very expensive. -or that reason some firms
&and some firms for particular 5obs( use external expert consultants for recruitment and selection. &and some firms for particular 5obs( use external expert consultants for recruitment and selection.
.qually some small organizations exist to Ahead huntA, i.e. to attract staff with high reputations .qually some small organizations exist to Ahead huntA, i.e. to attract staff with high reputations
from existing employers to the recruiting employer. +owever, the AcostA of poor selection is such from existing employers to the recruiting employer. +owever, the AcostA of poor selection is such
that, even for the mundane day)to)day 5obs, those who recruit and select should be well trained to that, even for the mundane day)to)day 5obs, those who recruit and select should be well trained to
5udge the suitability of applicants. 5udge the suitability of applicants.
. Co'-n!ation and Bn,it1
9ompensation &payment in the form of hourly wages or annual salaries( and benefits &insurance, 9ompensation &payment in the form of hourly wages or annual salaries( and benefits &insurance,
pensions, vacation, modified sick days, stock options, etc.( can be a catch)44 because an pensions, vacation, modified sick days, stock options, etc.( can be a catch)44 because an
employeeAs performance can be influenced by compensation and benefits, and vice versa. "n the employeeAs performance can be influenced by compensation and benefits, and vice versa. "n the
ideal situation, employees feel they are paid what they are worth, are rewarded with sufficient ideal situation, employees feel they are paid what they are worth, are rewarded with sufficient
benefits, and receive some satisfaction &good work environment, interesting work, etc.(. benefits, and receive some satisfaction &good work environment, interesting work, etc.(.
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,. Pr,or'anc a--rai!al1
1ne way to assess performance is through a formal review on a periodic basis, generally 1ne way to assess performance is through a formal review on a periodic basis, generally
annually, known as a performance appraisal or performance evaluation. $ecause line managers annually, known as a performance appraisal or performance evaluation. $ecause line managers
are in daily contact with the employees and can best measure performance, they are usually the are in daily contact with the employees and can best measure performance, they are usually the
ones who conduct the appraisals. 1ther evaluators of the employeeAs performance can include ones who conduct the appraisals. 1ther evaluators of the employeeAs performance can include
subordinates, peers, group, and self, or a combination of one or more. subordinates, peers, group, and self, or a combination of one or more.
<ust as there can be different performance evaluators, depending on the 5ob, several appraisal <ust as there can be different performance evaluators, depending on the 5ob, several appraisal
systems can be used. ome of the popular appraisal methods include &1( ranking of all employees systems can be used. ome of the popular appraisal methods include &1( ranking of all employees
in a group2 &4( using rating scales to define above)average, average, and below)average in a group2 &4( using rating scales to define above)average, average, and below)average
performance2 &'( recording favorable and performance, known as critical incidents2 and &>( performance2 &'( recording favorable and performance, known as critical incidents2 and &>(
managing by ob5ectives. managing by ob5ectives.
$. Ind"!trial Rlation1
,ood industrial relations, while a recognizable and legitimate ob5ective for an organization, are ,ood industrial relations, while a recognizable and legitimate ob5ective for an organization, are
difficult to define since a good system of industrial relations involves complex relationships difficult to define since a good system of industrial relations involves complex relationships
between8 between8
7a8 7a8 Jorkers &and their informal and formal groups, i.e. trade union, organizations and their Jorkers &and their informal and formal groups, i.e. trade union, organizations and their
representatives(2 representatives(2
7)8 7)8 .mployers &and their managers and formal organizations like trade and professional .mployers &and their managers and formal organizations like trade and professional
associations(2 associations(2
7c8 7c8 The government and legislation and government agencies l and AindependentA agencies like The government and legislation and government agencies l and AindependentA agencies like
the %dvisory 9onciliation and %rbitration ervice. the %dvisory 9onciliation and %rbitration ervice.
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CHAPTER-:
Rcr"it'nt E /lction
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:.1 Manin$ o, Rcr"it'nt
%ccording to .dwin $. -lippo, R3ecruitment is the process of searching the candidates for %ccording to .dwin $. -lippo, R3ecruitment is the process of searching the candidates for
employment and stimulating them to apply for 5obs in the organizationQ. 3ecruitment is the employment and stimulating them to apply for 5obs in the organizationQ. 3ecruitment is the
activity that links the employers and the 5ob seekers. % few definitions of recruitment are8 activity that links the employers and the 5ob seekers. % few definitions of recruitment are8
% process of finding and attracting capable applicants for employment. The process begins when % process of finding and attracting capable applicants for employment. The process begins when
new recruits are sought and ends when their applications are submitted. The result is a pool of new recruits are sought and ends when their applications are submitted. The result is a pool of
applications from which new employees are selected. applications from which new employees are selected.
"t is the process to discover sources of manpower to meet the requirement of staffing schedule "t is the process to discover sources of manpower to meet the requirement of staffing schedule
and to employ effective measures for attracting that manpower in adequate numbers to facilitate and to employ effective measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient working force. effective selection of an efficient working force.
:.( Mt#od! o, Rcr"it'nt
% manager can recruit in two different ways8 % manager can recruit in two different ways8
Intrnal rcr"it'nt Intrnal rcr"it'nt is when the business looks to fill the vacancy from within its existing is when the business looks to fill the vacancy from within its existing
workforce. workforce.
EAtrnal rcr"it'nt EAtrnal rcr"it'nt is when the business looks to fill the vacancy from any suitable applicant is when the business looks to fill the vacancy from any suitable applicant
outside the business. outside the business.
Fi$ 111 /o"rc! o, Rcr"it'nt
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Sources of Recruitment

T# ,o"r 'o!t -o-"lar @ay! o, EAtrnal Rcr"itin$ ar1 T# ,o"r 'o!t -o-"lar @ay! o, EAtrnal Rcr"itin$ ar1

9o) cntr!1 9o) cntr!1 These are paid for by the government and are responsible for helping the These are paid for by the government and are responsible for helping the
unemployed find 5obs or get training. They also provide a service for businesses needing to unemployed find 5obs or get training. They also provide a service for businesses needing to
advertise a vacancy and are generally free to use. advertise a vacancy and are generally free to use.

9o) ad+rti!'nt!1 9o) ad+rti!'nt!1 %dvertisements are the most common form of external recruitment. They %dvertisements are the most common form of external recruitment. They
can be found in many places &local and national newspapers, notice boards, recruitment fairs( can be found in many places &local and national newspapers, notice boards, recruitment fairs(
and should include some important information relating to the 5ob &5ob title, pay package, and should include some important information relating to the 5ob &5ob title, pay package,
location, 5ob description, how to apply)either by 9L or application form(. Jhere a business location, 5ob description, how to apply)either by 9L or application form(. Jhere a business
chooses to advertise will depend on the cost of advertising and the coverage needed &i.e. how far chooses to advertise will depend on the cost of advertising and the coverage needed &i.e. how far
away people will consider applying for the 5ob away people will consider applying for the 5ob
Rcr"it'nt a$ncy1 Rcr"it'nt a$ncy1 7rovides employers with details of suitable candidates for a vacancy and 7rovides employers with details of suitable candidates for a vacancy and
can sometimes be referred to as Nhead)hunters. They work for a fee and often specialize in can sometimes be referred to as Nhead)hunters. They work for a fee and often specialize in
particular employment areas e.g. nursing, financial services, teacher recruitment particular employment areas e.g. nursing, financial services, teacher recruitment
Pr!onal rco''ndation1 Pr!onal rco''ndation1 1ften referred to as Nword of mouth and can be a recommendation 1ften referred to as Nword of mouth and can be a recommendation
from a colleague at work. % full assessment of the candidate is still needed however but from a colleague at work. % full assessment of the candidate is still needed however but
potentially it saves on advertising cost. potentially it saves on advertising cost.
4ay! o, Intrnal Rcr"itin$ ar1 4ay! o, Intrnal Rcr"itin$ ar1

Tran!,r!1 Tran!,r!1 The employees are transferred from one department to another according to their The employees are transferred from one department to another according to their
efficiency and experience. efficiency and experience.

Pro'otion!1 Pro'otion!1 The employees are promoted from one department to another with more benefits The employees are promoted from one department to another with more benefits
and greater responsibility based on efficiency and experience. and greater responsibility based on efficiency and experience.

U-$radin$ and D'otion U-$radin$ and D'otion of present employees according to their performance. of present employees according to their performance.

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Rtird and Rtrnc#d '-loy! Rtird and Rtrnc#d '-loy! may also be recruited once again in case of shortage of may also be recruited once again in case of shortage of
qualified personnel or increase in load of work. 3ecruitment such people save time and costs of qualified personnel or increase in load of work. 3ecruitment such people save time and costs of
the organizations as the people are already aware of the organizational culture and the policies the organizations as the people are already aware of the organizational culture and the policies
and procedures. and procedures.

The dependents and relatives of The dependents and relatives of Dca!d '-loy! and Di!a)ld '-loy! Dca!d '-loy! and Di!a)ld '-loy! are also done by are also done by
many companies so that the members of the family do not become dependent on the mercy of many companies so that the members of the family do not become dependent on the mercy of
others. others.
:.. Ad+anta$! and Di!ad+anta$! o, Intrnal and EAtrnal rcr"it'nt :.. Ad+anta$! and Di!ad+anta$! o, Intrnal and EAtrnal rcr"it'nt
Ad+anta$! and Di!ad+anta$! ar $i+n )lo@1 Ad+anta$! and Di!ad+anta$! ar $i+n )lo@1
Advantages Advantages Disadvantages Disadvantages
Intrnal Rcr"it'nt Intrnal Rcr"it'nt 9heaper and quicker to 9heaper and quicker to
recruit. recruit.
7eople already familiar 7eople already familiar
with the business and how with the business and how
it operates. it operates.
7rovides opportunities for 7rovides opportunities for
promotion with in the promotion with in the
business that can be business that can be
motivating also. motivating also.
$usiness already knows $usiness already knows
the strengths and the strengths and
weaknesses of candidates weaknesses of candidates
*imits the number of *imits the number of
potential applicants. potential applicants.
;o new ideas can be ;o new ideas can be
introduced from outside introduced from outside
the business. the business.
6ay cause resentment 6ay cause resentment
amongst candidates not amongst candidates not
appointed. appointed.
9reates another vacancy 9reates another vacancy
which needs to be filled which needs to be filled
EAtrnal Rcr"it'nt EAtrnal Rcr"it'nt 1utside people bring in 1utside people bring in
new ideas new ideas
*arger pool of workers *arger pool of workers
from which to find the from which to find the
best candidate best candidate
7eople have a wider range 7eople have a wider range
of experience of experience
*onger process *onger process
6ore expensive process 6ore expensive process
due to advertisements and due to advertisements and
interviews required interviews required
election process may not election process may not
be effective enough to be effective enough to
reveal the best candidate reveal the best candidate
Ta)l (11 Ad+anta$! and Di!ad+anta$! o, Intrnal and EAtrnal Rcr"it'nt
/o"rc1 +uman 3esource 6anagement) 6onica $elcourt +uman 3esource 6anagement) 6onica $elcourt
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:.0/lction
election is increasingly important as more attention is paid to the costs of poor selection, and as election is increasingly important as more attention is paid to the costs of poor selection, and as
reduced 5ob mobility means that selection errors are likely to stay with the organization for reduced 5ob mobility means that selection errors are likely to stay with the organization for
longer. election and evaluation techniques are explored that help you pick among qualified longer. election and evaluation techniques are explored that help you pick among qualified
candidates. uccessful selection activities entail a lot of careful planning and careful thought. candidates. uccessful selection activities entail a lot of careful planning and careful thought.
%ccording to 3.6. +odgetts Relection the process in which an enterprise chooses the applicants %ccording to 3.6. +odgetts Relection the process in which an enterprise chooses the applicants
who best meets the criteria for the available position.Q who best meets the criteria for the available position.Q
:.2 /lction Proc!! and Mt#od!
/lction -roc!!! ar $i+n )lo@1 /lction -roc!!! ar $i+n )lo@1
Fi$"r 1(1 Proc!!! Fi$"r 1(1 Proc!!!
o, /lction o, /lction
1. A--lication Blan%1 1. A--lication Blan%1 7rospective employees are requested to complete an application blank, 7rospective employees are requested to complete an application blank,
which provides the manager with information on the education and the experience of an which provides the manager with information on the education and the experience of an
applicant. applicant.
(. Prli'inary Intr+i@1 (. Prli'inary Intr+i@1 This steps attempt to screen out the obviously unqualified from the This steps attempt to screen out the obviously unqualified from the
pool of applicants. This interview may be conducted by the manager or a personnel specialist. pool of applicants. This interview may be conducted by the manager or a personnel specialist.

.. T!tin$1 .. T!tin$1 The purpose of employment testing is to determine the candidates ability to perform The purpose of employment testing is to determine the candidates ability to perform
the 5ob. the 5ob.
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Application Blank Application Blank
Preliminary Interview Preliminary Interview
Testing Testing
(If applicable (If applicable
In!Dept" Interview In!Dept" Interview
Reference #"eck Reference #"eck
P"ysical $%amination P"ysical $%amination
&ffer for $mployment &ffer for $mployment

0. In-D-t# Intr+i@1 0. In-D-t# Intr+i@1 The in)depth interview provides the applicants prospective manager or The in)depth interview provides the applicants prospective manager or
managers the opportunity to verify information on hand and to find out more about the managers the opportunity to verify information on hand and to find out more about the
applicants interests, aspirations, and expectations. applicants interests, aspirations, and expectations.
2. R,rnc C#c%1 2. R,rnc C#c%1 %pplicants normally are asked to supply personal or work reference on the %pplicants normally are asked to supply personal or work reference on the
application blank. Jork references have value, provided the reference feels free to communicate. application blank. Jork references have value, provided the reference feels free to communicate.
:. P#y!ical EAa'ination1 :. P#y!ical EAa'ination1 7rior to tendering a 5ob offer, some organizations require potential 7rior to tendering a 5ob offer, some organizations require potential
employees to take a physical examination. The purposes of the examination are to8 employees to take a physical examination. The purposes of the examination are to8
7revent insurance claims for illness or in5uries that occurred prior to employment by the 7revent insurance claims for illness or in5uries that occurred prior to employment by the
company. company.
#etect any communicable diseases #etect any communicable diseases
9ertify that the person can physically perform the work. 9ertify that the person can physically perform the work.
;. O,,r o, E'-loy'nt1 ;. O,,r o, E'-loy'nt1 %t this point, the top)ranking applicant is offered a 5ob by %t this point, the top)ranking applicant is offered a 5ob by
management. This may involve a series of negotiations on initial salary depending on the management. This may involve a series of negotiations on initial salary depending on the
organizations compensation philosophy. organizations compensation philosophy.
Mt#od! o, E'-loy /lction1 Mt#od! o, E'-loy /lction1
A8 /t-! Prior to /lction A8 /t-! Prior to /lction
\ 9ollecting #epartmental 3equisition \ 9ollecting #epartmental 3equisition
\ #etermination of ource \ #etermination of ource
\ erving ;otice \ erving ;otice
B8 /t-! In+ol+ in E'-loy /lction B8 /t-! In+ol+ in E'-loy /lction
\ 1btaining *etter of %pplicants and orting 1ut \ 1btaining *etter of %pplicants and orting 1ut
\ 9onducting Test \ 9onducting Test
\ .fficiency Test \ .fficiency Test
\ "ntelligence Test \ "ntelligence Test
\ %ptitude Test \ %ptitude Test
\ 7ersonality Test \ 7ersonality Test
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\ Taking "nterview \ Taking "nterview
\ 7rimary election \ 7rimary election
\ .nquiry of 7ersonal +istory \ .nquiry of 7ersonal +istory
\ 6edical Test \ 6edical Test
\ -inal selection \ -inal selection
C8 /t-! a,tr /lction C8 /t-! a,tr /lction
\ ending *etter of %ppointment \ ending *etter of %ppointment
\ 3eceiving 3eport of <oining \ 3eceiving 3eport of <oining
:.: Practic! o, Rcr"it'nt and /lction in D"tc# Ban$la Ban% &i'itd
-or employment of personnel +uman 3esource #epartment of #$$* performs 5ob analysis and -or employment of personnel +uman 3esource #epartment of #$$* performs 5ob analysis and
prepares 5ob description and 5ob specification for the posts. #$$* have corporate strategic plan prepares 5ob description and 5ob specification for the posts. #$$* have corporate strategic plan
&long term plan( and human resource plan &+37( and necessary update is done accordingly. "n &long term plan( and human resource plan &+37( and necessary update is done accordingly. "n
#$$* normally the +3 forecasting is done for the next three years. The principle of recruiting #$$* normally the +3 forecasting is done for the next three years. The principle of recruiting
and selection of #$$* is for the best interest of the organization. -or that, #$$* uses online and selection of #$$* is for the best interest of the organization. -or that, #$$* uses online
and newspaper advertisement for recruiting along with contacting with headhunters for some and newspaper advertisement for recruiting along with contacting with headhunters for some
specific top level positions. specific top level positions.
This companys +3 function looks by +uman 3esources #evelopment ! %ppeal #ivision. This companys +3 function looks by +uman 3esources #evelopment ! %ppeal #ivision.
The function of +3 department is all kind of recruitment, training, welfare, salary fixation and The function of +3 department is all kind of recruitment, training, welfare, salary fixation and
appeal settlement. appeal settlement.
$eside +3 function the department performed settlement of appeal application ! provides $eside +3 function the department performed settlement of appeal application ! provides
advance from the staff welfare fund for treatment. advance from the staff welfare fund for treatment.
The +3 manager report to the ,eneral 6anager of +36. The +3 manager report to the ,eneral 6anager of +36.
The manager consult with the ,eneral 6anager, #eputy ,eneral 6anager, 6anaging #irectors The manager consult with the ,eneral 6anager, #eputy ,eneral 6anager, 6anaging #irectors
! the 6anaging #irectors above all the $oard of #irectors in talking decisions relating to ! the 6anaging #irectors above all the $oard of #irectors in talking decisions relating to
personnel matters. personnel matters.

T"e total number of employees in t"e organi'ation
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Fi$ 1.1 In t# -ict"r @ !a@ t# total n"')r o, '-loy in or$ani<ation Fi$ 1.1 In t# -ict"r @ !a@ t# total n"')r o, '-loy in or$ani<ation
/o"rc /o"rc( ( Brochures of DBBL Brochures of DBBL
T"e si'e of t"e )R department
Fi$ 101 Fi$ 101 In t# -ict"r! @ !a@ t# !i< o, t# HR d-art'nt.
/o"rc /o"rc( ( Brochures of DBBL Brochures of DBBL
Stamford University Bangladesh
DD
(;6
=:00
0=10
Mana$r! and
Ac"ti+! 7To--
Mid l+l8
Non-AC/ 7Entry
l+l8
Ad'ini!trati+ Clint
/"--ort Gro"-
7AC/8

#utch $angla $ank has there own corporate strategic plan. They also prepare there own man #utch $angla $ank has there own corporate strategic plan. They also prepare there own man
power. The man power creates by the +3 departments. "f it is solely, the responsibility does take power. The man power creates by the +3 departments. "f it is solely, the responsibility does take
by the +3 departments. "t does have any specific time period to create or change. by the +3 departments. "t does have any specific time period to create or change.
"t depends on ,eneral 6anager of +36 ! the members of $oard. "t depends on ,eneral 6anager of +36 ! the members of $oard.
To forecast the +3 demand the organization used statistical analysis methods. To forecast the +3 demand the organization used statistical analysis methods.
+ead of +3# mention the human resource planning process of this organization +ead of +3# mention the human resource planning process of this organization
The organization have succession plan for the top management The organization have succession plan for the top management
The principals of recruitment of the organization are creative, trustworthy, international, The principals of recruitment of the organization are creative, trustworthy, international,
courageous, and responsive. courageous, and responsive.
3ecruitment ources 3ecruitment ources 6anagers 6anagers ;on)%9 ;on)%9 %9 %9
%dvertisement in the media %dvertisement in the media

%dvertisement in the web %dvertisement in the web

%dvertisement in the notice board %dvertisement in the notice board
.mployment %gencies .mployment %gencies
+ead +unters +ead +unters
7rofessional %ssociations 7rofessional %ssociations
.ducational "nstitutions .ducational "nstitutions
3ecommendations 3ecommendations
Knsolicited %pplicants Knsolicited %pplicants
.mployee 3eferrals .mployee 3eferrals
Jalk)ins Jalk)ins
9Ls in 9omputer #atabase 9Ls in 9omputer #atabase
Any Ot#r 7Pla! /-ci,y8 Any Ot#r 7Pla! /-ci,y8
Ta)l ((1 Ta)l ((1 T# c#art !#o@! t# rcr"it'nt -roc!!! "!d )y t# or$ani<ation T# c#art !#o@! t# rcr"it'nt -roc!!! "!d )y t# or$ani<ation
/o"rc1 /o"rc1 Brochures of DBBL Brochures of DBBL
-or selection they take initial screening, employees test, interview, background investigation and -or selection they take initial screening, employees test, interview, background investigation and
check references. $y testing all kinds of requirements the check references. $y testing all kinds of requirements the /lction Board /lction Board takes the final takes the final
decision. -inally, they make an orientation program for the new employees &except manager( and decision. -inally, they make an orientation program for the new employees &except manager( and
also arrange necessary training program. also arrange necessary training program.
-rom the financial statements for the last 1? years, it is evident that #$$* has been growing -rom the financial statements for the last 1? years, it is evident that #$$* has been growing
rapidly as one of the leaders of the new generation banks in the private sector in term of business rapidly as one of the leaders of the new generation banks in the private sector in term of business
and profitability. %nd for the reason #$$* needs a huge number of dedicated employees to run and profitability. %nd for the reason #$$* needs a huge number of dedicated employees to run
at the best interest of the bank. %nd for that reason #$$* follows the structured rules to recruit at the best interest of the bank. %nd for that reason #$$* follows the structured rules to recruit
best employees. best employees.
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-irst the +3# receives proposal from respective department for recruitment and analysis the -irst the +3# receives proposal from respective department for recruitment and analysis the
needs, then +3# makes circular for the postOs. %fter that the written test and viva are conducted. needs, then +3# makes circular for the postOs. %fter that the written test and viva are conducted.
-inally the -inally the /lction Board /lction Board takes the final decision. %nd the finally selected incumbentOs is takes the final decision. %nd the finally selected incumbentOs is
required to face the medical test. %fter the selection, +3# organizes the training for new required to face the medical test. %fter the selection, +3# organizes the training for new
employeeOs. This is the total procedures of recruitment and selection of .$*. "n case of employeeOs. This is the total procedures of recruitment and selection of .$*. "n case of
7robationary 1fficer the written test is conducted by 7robationary 1fficer the written test is conducted by IBA IBA of Kniversity of #haka. ;ormally for of Kniversity of #haka. ;ormally for
;on) %9 and %9, the +3# follows structured interview method and for 6anagers, +3# ;on) %9 and %9, the +3# follows structured interview method and for 6anagers, +3#
follows unstructured method. follows unstructured method. Mana$r indicat! t# to- l+l 'ana$'nt -o!ition li% 3ic Mana$r indicat! t# to- l+l 'ana$'nt -o!ition li% 3ic
Pr!idntC /nior 3PC /3PC E3PC and /E3P. Pr!idntC /nior 3PC /3PC E3PC and /E3P. "t has to be mentioned that #$$* has its own "t has to be mentioned that #$$* has its own
training center at the 7rincipal $ranch building. " have found that the below mentioned steps are training center at the 7rincipal $ranch building. " have found that the below mentioned steps are
followed by the +3# while selecting the candidates2 followed by the +3# while selecting the candidates2
Selection Steps Selection Steps *anagers *anagers +on!A#S +on!A#S A#S A#S
Initial !crnin$ Initial !crnin$
4 4

4 4
E'-loy'nt t!t! E'-loy'nt t!t!
4 4

4 4
Intr+i@ Intr+i@
4 4

4 4

4 4
Bac%$ro"nd in+!ti$ation E Bac%$ro"nd in+!ti$ation E
R,rnc c#c% R,rnc c#c%

4 4

4 4

4 4
P#y!icalB'dical Aa'ination P#y!icalB'dical Aa'ination
4 4 4 4 4 4
Hirin$ dci!ion Hirin$ dci!ion
4 4 4 4 4 4
Any ot#r 7-la! !-ci,y8 Any ot#r 7-la! !-ci,y8
Ta)l (.1 /lction /t-! in DBB&.
/o"rc1 /o"rc1 Brochures of DBBL Brochures of DBBL
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CHAPTER-;
Trainin$ E D+lo-'nt
;.1 Conc-t o, Trainin$
Training is a planned effort by an organization to facilitate employees learning of 5ob related Training is a planned effort by an organization to facilitate employees learning of 5ob related
knowledge and skills for the purpose of improving performance. knowledge and skills for the purpose of improving performance.
Training is the processes of teaching new employees the basic skills the need to perform their Training is the processes of teaching new employees the basic skills the need to perform their
5ob. 5ob.
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Training is a learning experience that seeks a relatively permanent change in individuals that will Training is a learning experience that seeks a relatively permanent change in individuals that will
improve their ability to perform on the 5ob. improve their ability to perform on the 5ob.
;.( /t-! o, Trainin$ Proc!!!
Fi$ 121 T# Ba!ic Trainin$ Proc!!,
;eeds analysis8 ;eeds analysis8 ;eeds analysis is the first step of the training process. "t identifies the ;eeds analysis is the first step of the training process. "t identifies the
specific 5ob performance skills needed, assesses the prospective trainees skills, and specific 5ob performance skills needed, assesses the prospective trainees skills, and
develops specific measurable knowledge and performance ob5ectives based on any develops specific measurable knowledge and performance ob5ectives based on any
deficiencies. deficiencies.
"ndustrial design8 "ndustrial design8 "n the second step instruction design, individuals decide on, compile "n the second step instruction design, individuals decide on, compile
and produce the training program content, including workbooks, exercises. and produce the training program content, including workbooks, exercises.
Lalidation8 Lalidation8 Lalidation is the third step, in which the bugs are worked out of the training Lalidation is the third step, in which the bugs are worked out of the training
program by presentation it to a small representative audience. program by presentation it to a small representative audience.
"mplement the program8 "mplement the program8 The fourth step is to implement the program, by actually training The fourth step is to implement the program, by actually training
the targeted employee group. the targeted employee group.
.valuation8 .valuation8 -ifth is an evaluation step, in which management assesses the programs -ifth is an evaluation step, in which management assesses the programs
successes of failures. successes of failures.
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Instructional
design

-alidation
Implement t"e
program

$valuation
+eed
analysis

;.. Mt#od! o, Trainin$
$asically there are two main types of training, they are followings2 $asically there are two main types of training, they are followings2
O,,-t#-9o) Trainin$
\ &ct"r! and D'on!tration1
The lecture is one of the oldest forms of training, second only to demonstrations. The lecture is The lecture is one of the oldest forms of training, second only to demonstrations. The lecture is
merely telling someone about something. 1n the other hand demonstration is a visual display of merely telling someone about something. 1n the other hand demonstration is a visual display of
how to do something or how something work. how to do something or how something work.

\ Co'-"tr-Ba!d Trainin$1
6any companies are implementing computer)based training &9$T( as an alternative to 6any companies are implementing computer)based training &9$T( as an alternative to
classroom)based training to accomplish goals. ome of the reasons for this shift are classroom)based training to accomplish goals. ome of the reasons for this shift are
demonstrated in the following beliefs many companies hold about 9$T. demonstrated in the following beliefs many companies hold about 9$T.

3educes trainee learning time 3educes trainee learning time
3educes the cost of training 3educes the cost of training
7rovides instructional consistency 7rovides instructional consistency
%llows the trainee to master learning %llows the trainee to master learning
"ncreases access to training "ncreases access to training
Ga'! and /i'"lation!1
,ames and simulations are designed to reproduce or stimulate processes, events and ,ames and simulations are designed to reproduce or stimulate processes, events and
circumstances that occur in the trainees 5ob. circumstances that occur in the trainees 5ob.

\ ED"i-'nt /i'"lator1
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.quipment simulators are mechanical devices that require trainees to use the same procedures, .quipment simulators are mechanical devices that require trainees to use the same procedures,
movements or decision processes they would use with equipment back on the 5ob. movements or decision processes they would use with equipment back on the 5ob.
\ B"!in!! Ga'!1
$usiness games are simulations that attempt to represent the way an industry, company, or $usiness games are simulations that attempt to represent the way an industry, company, or
subunit of a company functions. subunit of a company functions.

\ In-Ba!%t Tc#niD"1
The in)basket technique provides trainees with a packet of written information and requests, such The in)basket technique provides trainees with a packet of written information and requests, such
as memos, messages and reports. as memos, messages and reports.
Ca! /t"di!1
9ase studies attempt to simulate decision)making situations that trainees might find on the 5ob. 9ase studies attempt to simulate decision)making situations that trainees might find on the 5ob.

\ Mntorin$1 Mntorin$1 ;ormally it is done for expatriate personnel. ;ormally it is done for expatriate personnel.
On-t#-9o) Trainin$1
The most frequently used training method is on)the)5ob training &1<T(. 1<T uses more The most frequently used training method is on)the)5ob training &1<T(. 1<T uses more
experienced and skilled employees whether coworkers or supervisors to train less skilled and experienced and skilled employees whether coworkers or supervisors to train less skilled and
experienced employees. This training method is more familiar in all most all types of experienced employees. This training method is more familiar in all most all types of
organizations all over the world. *ike2 organizations all over the world. *ike2
9o) Rotation 9o) Rotation8 <ob rotation involves moving employees to various positions in the organization 8 <ob rotation involves moving employees to various positions in the organization
in an effort to expand their skills, knowledge and abilities. in an effort to expand their skills, knowledge and abilities.

\ \ A--rntic!#i- Trainin$ A--rntic!#i- Trainin$8 %pprenticeship training, another form of 1<T, is one of the oldest 8 %pprenticeship training, another form of 1<T, is one of the oldest
forms of training. %pprenticeship programs are partnership between labor unions, employers, forms of training. %pprenticeship programs are partnership between labor unions, employers,
schools and the government. "nternship is also a type of apprenticeship. schools and the government. "nternship is also a type of apprenticeship.

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\ \ Coac#in$1 Coac#in$1 9oaching is the process of providing one)on)one guidance and instruction to 9oaching is the process of providing one)on)one guidance and instruction to
improve knowledge, skills and work performance. Ksually, coaching is directed at employees improve knowledge, skills and work performance. Ksually, coaching is directed at employees
with performance deficiencies. with performance deficiencies.
;.0 Ra!on! ,or Trainin$
This is said before that training helps to make the employees competent to perform their current This is said before that training helps to make the employees competent to perform their current
duties. "f training is not provided the level of competencies of the employees can be lesser and it duties. "f training is not provided the level of competencies of the employees can be lesser and it
will hamper the productivity of the organization. Todays world is very competitive so training will hamper the productivity of the organization. Todays world is very competitive so training
helps to make the employees more capable and thus ensure the efficiency. -or this reason helps to make the employees more capable and thus ensure the efficiency. -or this reason
training is essential for any types of organization. training is essential for any types of organization.
;.2 Manin$ o, D+lo-'nt
Training is for current 5ob where as #evelopment program is for future 5ob. #evelopment is used Training is for current 5ob where as #evelopment program is for future 5ob. #evelopment is used
to refer to the acquisition of :%s needed to perform the future 5obs efficiently. $asically to refer to the acquisition of :%s needed to perform the future 5obs efficiently. $asically
development programs are initiated by any organization to make the employees more capable development programs are initiated by any organization to make the employees more capable
and prepared to perform the future 5obOs efficiently. and prepared to perform the future 5obOs efficiently.
;.: Mt#od! o, D+lo-'nt
There are a lot of development methods in the world. everal significant methods are discussed There are a lot of development methods in the world. everal significant methods are discussed
below2 below2
9o) Rotation 9o) Rotation8 <ob rotation involves moving employees to various positions in the 8 <ob rotation involves moving employees to various positions in the
organization in an effort to expand their skills, knowledge and abilities. organization in an effort to expand their skills, knowledge and abilities.
A!!i!tant-To Po!ition!1 A!!i!tant-To Po!ition!1 .mployees with demonstrated potential sometimes work under a .mployees with demonstrated potential sometimes work under a
seasoned and successful manager, often in different areas of the organization. seasoned and successful manager, often in different areas of the organization.
Co''itt A!!i$n'nt1 Co''itt A!!i$n'nt1 9ommittee assignment can allow the employee to share in 9ommittee assignment can allow the employee to share in
decision making, to learn by watching others, and to investigate specific organizational decision making, to learn by watching others, and to investigate specific organizational
problems. problems.
&ct"r Co"r!! and /'inar!1 &ct"r Co"r!! and /'inar!1 Traditional forms of instruction revolve around formal Traditional forms of instruction revolve around formal
lecture courses and seminars. These help individuals acquire knowledge and develop lecture courses and seminars. These help individuals acquire knowledge and develop
their conceptual and analytical abilities. their conceptual and analytical abilities.
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O"tdoor Trainin$1 O"tdoor Trainin$1 The primary focus of such training is to teach trainees the importance The primary focus of such training is to teach trainees the importance
of working together, of 5elling as a team of working together, of 5elling as a team.
;.; I'-ortanc o, Trainin$ E D+lo-'nt
"n 1rganization development, the related field of training and development &T ! #( deals with "n 1rganization development, the related field of training and development &T ! #( deals with
the design and delivery of learning within the organizations. %fter hiring the employees by an the design and delivery of learning within the organizations. %fter hiring the employees by an
organization, next step is determining the need of training and development for them. organization, next step is determining the need of training and development for them.
"t is obvious that some new employees are not experienced to their work so they need special "t is obvious that some new employees are not experienced to their work so they need special
training to perform effectively and efficiently. #ifferent organizations hold different training and training to perform effectively and efficiently. #ifferent organizations hold different training and
development programs according to their available resources and requirements. development programs according to their available resources and requirements.
Training, in the most simplistic definition, is an activity that changes peoples behavior. Training, in the most simplistic definition, is an activity that changes peoples behavior.
"ncreased productivity is often said to be the most important reason for training. $ut it is only "ncreased productivity is often said to be the most important reason for training. $ut it is only
one of the benefits. one of the benefits.
Training is essential not only to increase productivity but also to motivate and inspire workers by Training is essential not only to increase productivity but also to motivate and inspire workers by
letting them know how important their 5obs are and giving them all the information they need to letting them know how important their 5obs are and giving them all the information they need to
perform those 5obs &%nonymous, 1//B(. 6c;amara &n.d.( lists the following as general benefits perform those 5obs &%nonymous, 1//B(. 6c;amara &n.d.( lists the following as general benefits
from employee training8 from employee training8
"ncreased 5ob satisfaction and morale "ncreased 5ob satisfaction and morale
"ncreased motivation "ncreased motivation
"ncreased efficiencies in processes, resulting in financial gain "ncreased efficiencies in processes, resulting in financial gain
"ncreased capacity to adopt new technologies and methods "ncreased capacity to adopt new technologies and methods
"ncreased innovation in strategies and products "ncreased innovation in strategies and products
3educed employee turnover 3educed employee turnover
This is only a partial listing of the many benefits that result from training and development. This is only a partial listing of the many benefits that result from training and development.
Training and development that is appropriate to the needs of an organization can add greater Training and development that is appropriate to the needs of an organization can add greater
value to the organization. value to the organization.
;.= A--lication! o, Trainin$ E D+lo-'nt in D"tc# Ban$la Ban% &i'itd
#$$* has 1? years experience in banking and the policy regarding training ! development of #$$* has 1? years experience in banking and the policy regarding training ! development of
#$$* is for developing employees current skills and future prospects of their employees. They #$$* is for developing employees current skills and future prospects of their employees. They
believe that employee will produce more if position is right. #$$* has the policy to train all new believe that employee will produce more if position is right. #$$* has the policy to train all new
recruited employees and by using performance appraisal method they evaluate training recruited employees and by using performance appraisal method they evaluate training
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effectiveness. They use on)the)5ob training, conference, classroom lecture techniques for effectiveness. They use on)the)5ob training, conference, classroom lecture techniques for
training. training.
#$$* has its own training institute and conducts training programs by top level officials of #$$* has its own training institute and conducts training programs by top level officials of
#$$* along with experts from outside as required. ome times #$$* send their employees to #$$* along with experts from outside as required. ome times #$$* send their employees to
foreign countries like #enmark, 6alaysia, Thailand, K% and "ndia for training purposes. Knder foreign countries like #enmark, 6alaysia, Thailand, K% and "ndia for training purposes. Knder
the executive development program &.#7( the bank has so far sent its executives for attending the executive development program &.#7( the bank has so far sent its executives for attending
training in many countries. ]uit a large number of executives and officers of #$$* have so far training in many countries. ]uit a large number of executives and officers of #$$* have so far
been trained at $"$6, $angladesh $ank Training %cademy etc. $y using 5ob rotation #$$* been trained at $"$6, $angladesh $ank Training %cademy etc. $y using 5ob rotation #$$*
makes the opportunity to get training on all types of banking activities for the employees. "t can makes the opportunity to get training on all types of banking activities for the employees. "t can
be said that all employees &managers and non %9( of #$$* have got training and the training be said that all employees &managers and non %9( of #$$* have got training and the training
process is running always. process is running always.
Training Techniques Training Techniques 6anagers 6anagers ;on)%9 ;on)%9 %9 %9
1n)the)5ob)Training 1n)the)5ob)Training
9lassroom *ecture 9lassroom *ecture

9onference 9onference

%udiovisual Technique %udiovisual Technique
imulation .xperience imulation .xperience
9omputer $asis Training 9omputer $asis Training

Lestibule Training Lestibule Training
7rogrammed "nstruction 7rogrammed "nstruction
<ob 3otation <ob 3otation

3ole 7laying 3ole 7laying
%ny 1ther &7lease pecify( %ny 1ther &7lease pecify(

Ta)l (01 T# c#art !#o@! t# tc#niD"! "!d )y t# or$ani<ation ,or t#ir '-loy!.
/o"rc1 Training papers of DBBL Training papers of DBBL
1rganization sends their employees in different organization like "$6, $$T%, -$99", #99", 1rganization sends their employees in different organization like "$6, $$T%, -$99", #99",
$7%T9 etc. $7%T9 etc.
"n training they train through classroom lecture O conference etc. "n training they train through classroom lecture O conference etc.
+3 ensures receiving training by all of the employees by rotation by assessing training needs. +3 ensures receiving training by all of the employees by rotation by assessing training needs.
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CHAPTER-=
Pr,or'anc A--rai!al
=.1 Manin$ o, -r,or'anc A--rai!al
7erformance appraisal is an integral process of any organization. .qual .mployment opportunity 7erformance appraisal is an integral process of any organization. .qual .mployment opportunity
&..1( laws require organizations to have bias)free performance appraisal process. 7erformance &..1( laws require organizations to have bias)free performance appraisal process. 7erformance
appraisal assesses an individualAs performance against pre settled standard. $asically 7% starts appraisal assesses an individualAs performance against pre settled standard. $asically 7% starts
with establishment of performance standards in accordance with the organizations strategic with establishment of performance standards in accordance with the organizations strategic
goalOs. "t serves two functions. -irst, it enables management to evaluate an individualAs goalOs. "t serves two functions. -irst, it enables management to evaluate an individualAs
performance in the current 5ob to identify strengths and weaknesses. econd, it provides performance in the current 5ob to identify strengths and weaknesses. econd, it provides
information to assist management plan postings, transfers and promotions. information to assist management plan postings, transfers and promotions.
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7erformance appraisal is a formal assessment of how well employees are doing their 5ob. 7erformance appraisal is a formal assessment of how well employees are doing their 5ob.
7erformance appraisal may be defined as a structured formal interaction between a subordinate 7erformance appraisal may be defined as a structured formal interaction between a subordinate
and supervisor, that usually takes the form of a periodic interview &annual or semi)annual(, in and supervisor, that usually takes the form of a periodic interview &annual or semi)annual(, in
which the work performance of the subordinate is examined and discussed, with a view to which the work performance of the subordinate is examined and discussed, with a view to
identifying weaknesses and strengths as well as opportunities for improvement and development identifying weaknesses and strengths as well as opportunities for improvement and development
of employees :%s. of employees :%s.
7erformance appraisal is the process of obtaining, analyzing and recording information about the 7erformance appraisal is the process of obtaining, analyzing and recording information about the
relative worth of an employee. The focus of the performance appraisal is measuring and relative worth of an employee. The focus of the performance appraisal is measuring and
improving the actual performance of the employee and also the future potential of the employee. improving the actual performance of the employee and also the future potential of the employee.
%ccording to %ccording to Fli--o Fli--o, a prominent personality in the field of +uman resources, Rperformance , a prominent personality in the field of +uman resources, Rperformance
appraisal is the systematic, periodic and an impartial rating of an employees excellence in the appraisal is the systematic, periodic and an impartial rating of an employees excellence in the
matters pertaining to his present 5ob and his potential for a better 5ob.F 7erformance appraisal is a matters pertaining to his present 5ob and his potential for a better 5ob.F 7erformance appraisal is a
systematic way of reviewing and assessing the performance of an employee during a given systematic way of reviewing and assessing the performance of an employee during a given
period of time and planning for his future. period of time and planning for his future.
"t is a powerful tool to calibrate &promotion(, refine and reward the performance of the employee. "t is a powerful tool to calibrate &promotion(, refine and reward the performance of the employee.
"t helps to analyze their achievements and evaluate their contributions towards the achievements "t helps to analyze their achievements and evaluate their contributions towards the achievements
of the overall organizational goals. $y focusing the attention on performance, performance of the overall organizational goals. $y focusing the attention on performance, performance
appraisal goes to the heart of personnel management and reflects the managements interest in appraisal goes to the heart of personnel management and reflects the managements interest in
the progress of the employees. the progress of the employees.
=.( Ra!on! ,or A--ri! -r,or'anc
There are four reasons for appraise performance. There are four reasons for appraise performance.
%ppraisals provide information upon which promotion and salary decisions can be made. %ppraisals provide information upon which promotion and salary decisions can be made.
7rovide opportunity for supervisor and subordinate to review the subordinates work) 7rovide opportunity for supervisor and subordinate to review the subordinates work)
related behavior. related behavior.
%ppraisal is part of the firms career planning process, because it provides an opportunity %ppraisal is part of the firms career planning process, because it provides an opportunity
to review the persons career plans in light of his or her exhibited strengths and weakness. to review the persons career plans in light of his or her exhibited strengths and weakness.
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-inally it helps the 6anager or the supervisor to better manage and improve -inally it helps the 6anager or the supervisor to better manage and improve
organizations performance. organizations performance.
=.. Proc!! o, Pr,or'anc A--rai!al
7% is a process that has some sequential steps. +ere the steps of 7% are given below2 7% is a process that has some sequential steps. +ere the steps of 7% are given below2

Fi$ 1:1
Proc!! o, Pr,or'anc
A--rai!al
/o"rc1 HRM
Gray D!!lr Gray D!!lr 716 716
t# t#
Edition8 Edition8
D!cri-tion1
1. E!ta)li!#in$ Pr,or'anc /tandard!1 1. E!ta)li!#in$ Pr,or'anc /tandard!1 The first step in the process of performance appraisal The first step in the process of performance appraisal
is setting up of the standards which will be used to as the base to compare the actual performance is setting up of the standards which will be used to as the base to compare the actual performance
of the employees. This step requires setting the criteria to 5udge the performance of the of the employees. This step requires setting the criteria to 5udge the performance of the
employees as successful or unsuccessful and the degrees of their contribution to the employees as successful or unsuccessful and the degrees of their contribution to the
organizational goals and ob5ectives. The standards set should be clear, easily understandable and organizational goals and ob5ectives. The standards set should be clear, easily understandable and
in measurable terms. in measurable terms.
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(. Co''"nicatin$ t# /tandard!1 (. Co''"nicatin$ t# /tandard!1 1nce set, it is the responsibility of the management to 1nce set, it is the responsibility of the management to
communicate the standards to all the employees of the organization. The employees should be communicate the standards to all the employees of the organization. The employees should be
informed and the standards should be clearly explained to the. This will help them to understand informed and the standards should be clearly explained to the. This will help them to understand
their roles and to know what exactly is expected from them. The standards should also be their roles and to know what exactly is expected from them. The standards should also be
communicated to the appraisers or the evaluators and if required, the standards can also be communicated to the appraisers or the evaluators and if required, the standards can also be
modified at this stage itself according to the relevant feedback from the employees or the modified at this stage itself according to the relevant feedback from the employees or the
evaluators. evaluators.
.. Ma!"rin$ t# Act"al Pr,or'anc1 .. Ma!"rin$ t# Act"al Pr,or'anc1 The most difficult part of the 7erformance appraisal The most difficult part of the 7erformance appraisal
process is measuring the actual performance of the employees that is process is measuring the actual performance of the employees that is the work done b the the work done b the
e!"#oee$ d%r&n' the $"e(&)&ed "er&od o) t&!e. e!"#oee$ d%r&n' the $"e(&)&ed "er&od o) t&!e. "t is a continuous process which involves "t is a continuous process which involves
monitoring the performance throughout the year. This stage requires the careful selection of the monitoring the performance throughout the year. This stage requires the careful selection of the
appropriate techniques of measurement, taking care that personal bias does not affect the appropriate techniques of measurement, taking care that personal bias does not affect the
outcome of the process and providing assistance rather than interfering in an employees work. outcome of the process and providing assistance rather than interfering in an employees work.

0. Co'-arin$ t# Act"al @it# t# D!ird Pr,or'anc1 0. Co'-arin$ t# Act"al @it# t# D!ird Pr,or'anc1 The actual performance is compared The actual performance is compared
with the desired or the standard performance. The comparison tells the deviations in the with the desired or the standard performance. The comparison tells the deviations in the
performance of the employees from the standards set before. The result can show the actual performance of the employees from the standards set before. The result can show the actual
performance being more than the desired performance or, the actual performance being less than performance being more than the desired performance or, the actual performance being less than
the desired performance depicting a negative deviation in the organizational performance. "t the desired performance depicting a negative deviation in the organizational performance. "t
includes recalling, evaluating and analysis of data related to the employees performance. includes recalling, evaluating and analysis of data related to the employees performance.

2. Di!c"!!in$ R!"lt!1 2. Di!c"!!in$ R!"lt!1 The result of the appraisal is communicated and discussed with the The result of the appraisal is communicated and discussed with the
employees on one)to)one basis. The focus of this discussion is on communication and listening. employees on one)to)one basis. The focus of this discussion is on communication and listening.
The results, the problems and the possible solutions are discussed with the aim of problem The results, the problems and the possible solutions are discussed with the aim of problem
solving and reaching consensus. The feedback should be given with a positive attitude as this can solving and reaching consensus. The feedback should be given with a positive attitude as this can
have an effect on the employees future performance. The purpose of the meeting should be to have an effect on the employees future performance. The purpose of the meeting should be to
solve the problems faced and motivate the employees to perform better. solve the problems faced and motivate the employees to perform better.

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:. Dci!ion Ma%in$1 :. Dci!ion Ma%in$1 The last step of the process is to take decisions which can be taken either to The last step of the process is to take decisions which can be taken either to
improve the performance of the employees, take the required corrective actions, or the related improve the performance of the employees, take the required corrective actions, or the related
+3 decisions like rewards, promotions, demotions, transfers etc +3 decisions like rewards, promotions, demotions, transfers etc
=.0 Pr,or'anc A--rai!al a! a Carr D+lo-'nt Tool
7erformance appraisal is a part of career development. The focus of todays organizations is 7erformance appraisal is a part of career development. The focus of todays organizations is
turning to performance management and specifically to individual performance. 7erformance turning to performance management and specifically to individual performance. 7erformance
appraisal helps to rate the performance of the employees and evaluate their contributions towards appraisal helps to rate the performance of the employees and evaluate their contributions towards
the organizational goals. 7erformance appraisal leads to the recognition of the work done by the the organizational goals. 7erformance appraisal leads to the recognition of the work done by the
employees. "t plays the role of the link between the organization and the employees personal employees. "t plays the role of the link between the organization and the employees personal
career goals. career goals.
7otential appraisal, a part of 7erformance appraisal, helps to identify the hidden talents and 7otential appraisal, a part of 7erformance appraisal, helps to identify the hidden talents and
potential of the individuals. "dentifying these potential talents can help in preparing the potential of the individuals. "dentifying these potential talents can help in preparing the
individuals for higher responsibilities and positions in the future. The performance appraisal individuals for higher responsibilities and positions in the future. The performance appraisal
process in itself is developmental in nature. process in itself is developmental in nature.
7erformance appraisal is also closely linked to other +3 processes like helps to identify the 7erformance appraisal is also closely linked to other +3 processes like helps to identify the
training and development needs, promotions, demotions, changes in the compensation etc. % training and development needs, promotions, demotions, changes in the compensation etc. %
feedback communicated in a positive manner goes a long way to motivate the employees and feedback communicated in a positive manner goes a long way to motivate the employees and
helps to identify individual career developmental plans. $ased on the evaluation, employees can helps to identify individual career developmental plans. $ased on the evaluation, employees can
develop their career goals, achieve new levels of competencies and chart their career develop their career goals, achieve new levels of competencies and chart their career
progression. 7erformance appraisal encourages employees to reinforce their strengths and progression. 7erformance appraisal encourages employees to reinforce their strengths and
overcome their weaknesses. %s a result today 7% is considered as overcome their weaknesses. %s a result today 7% is considered as carr d+lo-'nt tool in carr d+lo-'nt tool in
t# or$ani<ation. t# or$ani<ation.
=.2 A--lication! o, Pr,or'anc A--rai!al in D"tc# Ban$la Ban% &i'itd
This report is about the human resources policy and practices in #utch $angla $ank *imited and This report is about the human resources policy and practices in #utch $angla $ank *imited and
performance appraisal is an important part of the +3 policy. #utch $angla $ank *imited has its performance appraisal is an important part of the +3 policy. #utch $angla $ank *imited has its
performance appraisal method and the process is running always. The structured questionnaire performance appraisal method and the process is running always. The structured questionnaire
which has been used to collect information form #$$* has a separate part named 7erformance which has been used to collect information form #$$* has a separate part named 7erformance
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%ppraisal. %nd through this questionnaire " have collected information regarding their %ppraisal. %nd through this questionnaire " have collected information regarding their
performance appraisal. performance appraisal.
" have found that #$$* has its own performance appraisal technique. The management of " have found that #$$* has its own performance appraisal technique. The management of
#$$* reviews the appraisal and takes important decision on the basis of that. #$$* uses %93 #$$* reviews the appraisal and takes important decision on the basis of that. #$$* uses %93
&%nnual 9onfidential 3eport( to evaluate its employees performance. " have found that each and &%nnual 9onfidential 3eport( to evaluate its employees performance. " have found that each and
every employee of #$$* is evaluated by hisOher boss. The superior evaluates hisOher every employee of #$$* is evaluated by hisOher boss. The superior evaluates hisOher
subordinates through a subordinates through a Pr,or'anc A--rai!al For' Pr,or'anc A--rai!al For' and submit it to +3#. Then +3# and submit it to +3#. Then +3#
evaluates it and take necessary steps. #$$* makes formal performance appraisal program every evaluates it and take necessary steps. #$$* makes formal performance appraisal program every
year. year.
This performance appraisal serves as betterment for both the employees and the organization. This performance appraisal serves as betterment for both the employees and the organization.
eniority, efficiency, loyalty, and performance are the bases of promotion of this organization. eniority, efficiency, loyalty, and performance are the bases of promotion of this organization.
9areer counseling program are held in this organization and it is normally done by +3#. enior 9areer counseling program are held in this organization and it is normally done by +3#. enior
members of this organization play mentoring role to guide 5uniors in building their career. 7% members of this organization play mentoring role to guide 5uniors in building their career. 7%
through %93 is used for promotion, confirmation, increment and determining training needs in through %93 is used for promotion, confirmation, increment and determining training needs in
#$$*. " have also found that the +3# uses circular, letter, conference and arrange get together #$$*. " have also found that the +3# uses circular, letter, conference and arrange get together
to communicate with their employees and there is chance for two)way communication in to communicate with their employees and there is chance for two)way communication in
conference and get)together. -rom my experience " have found that the performance appraisal of conference and get)together. -rom my experience " have found that the performance appraisal of
#utch $angla $ank *imited is regular &on yearly basis( and effective. #utch $angla $ank *imited is regular &on yearly basis( and effective.

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CHAPTER->
Co'-n!ation
Co'-n!ation
>.1 Manin$ o, Co'-n!ation
.mployees compensation refers to all forms of pay or rewards going to employee and arising .mployees compensation refers to all forms of pay or rewards going to employee and arising
from their employment, and it has two main components. There are direct financial payments in from their employment, and it has two main components. There are direct financial payments in
the form of wages, salaries, incentives, commissions, and bonus and there are indirect payment the form of wages, salaries, incentives, commissions, and bonus and there are indirect payment
in the form of financial benefits like employer paid insurance and vacations. in the form of financial benefits like employer paid insurance and vacations.
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+aving a structured and effective 9ompensation ystem is one of the core elements of +aving a structured and effective 9ompensation ystem is one of the core elements of
organizationAs value proposition to attract, motivate and retain talents. "ssues related to organizationAs value proposition to attract, motivate and retain talents. "ssues related to
9ompensation practices become crucial to sustain and accelerate the performance in this 9ompensation practices become crucial to sustain and accelerate the performance in this
competitive business environment. This program highlights on the factors of effective competitive business environment. This program highlights on the factors of effective
compensation practices and how such help organizations to succeed. This one day program will compensation practices and how such help organizations to succeed. This one day program will
help participants to understand fundamentals of compensation practices develop a 9ompensation help participants to understand fundamentals of compensation practices develop a 9ompensation
7hilosophy, basics of <ob .valuation, 9ompensation survey, pay for performance focusing short 7hilosophy, basics of <ob .valuation, 9ompensation survey, pay for performance focusing short
and long)term inventive ! bonus plan. The program will also highlight on necessary steps for and long)term inventive ! bonus plan. The program will also highlight on necessary steps for
annual salary review process. The overall ob5ective of this program is to emphasize on different annual salary review process. The overall ob5ective of this program is to emphasize on different
techniques related with effective compensation practices for better value performance as well as techniques related with effective compensation practices for better value performance as well as
gain competitive advantage. gain competitive advantage.
>.( Ty-! o, Co'-n!ation
There are two ma5or types of compensation. They are also called the areas of compensation. -irst There are two ma5or types of compensation. They are also called the areas of compensation. -irst
one is .xtrinsic compensation )Tangible or monetary compensation given by the organization. one is .xtrinsic compensation )Tangible or monetary compensation given by the organization.
%nd second one is intrinsic compensation)"ntangible or non monetary compensation given by the %nd second one is intrinsic compensation)"ntangible or non monetary compensation given by the
organization organization
1. EAtrin!ic R@ard!1
.xtrinsic rewards are benefits provided by the employer, usually money, promotion or benefits. .xtrinsic rewards are benefits provided by the employer, usually money, promotion or benefits.
They are external to the 5ob and come from an outside source, mainly management. They are external to the 5ob and come from an outside source, mainly management.
9omponents of extrinsic rewards are given below8 9omponents of extrinsic rewards are given below8
Financial1 Financial1
-inancial rewards or compensation includes followings2 -inancial rewards or compensation includes followings2
a. Pr,or'anc )a!d1 a. Pr,or'anc )a!d1 This includes performance bonus, merit pay etc. This includes performance bonus, merit pay etc.
). I'-lid '')r!#i- )a!d1 ). I'-lid '')r!#i- )a!d1 This category includes profit sharing, labor market ad5ustment This category includes profit sharing, labor market ad5ustment
etc. etc.
c. EA-licit '')r!#i- )a!d c. EA-licit '')r!#i- )a!d8 This category includes payment for leave and perquisites etc. 8 This category includes payment for leave and perquisites etc.
Non ,inancial1 Non ,inancial1
% non financial benefit includes flex time, house furniture, attractive 5ob title, secretary service % non financial benefit includes flex time, house furniture, attractive 5ob title, secretary service
etc. etc.
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(. Intrin!ic R@ard!
"ntrinsic rewards are satisfactions one derives from doing hisOher 5ob. These are the rewards like "ntrinsic rewards are satisfactions one derives from doing hisOher 5ob. These are the rewards like
pride in ones work, a sense of accomplishment, or en5oying being s part of the work team. These pride in ones work, a sense of accomplishment, or en5oying being s part of the work team. These
are related with the fourth and fifth needs of 6allows +ierarchy of ;eeds theory. *ike2 are related with the fourth and fifth needs of 6allows +ierarchy of ;eeds theory. *ike2
7rofessional growth and development opportunities 7rofessional growth and development opportunities
-reedom in 5ob -reedom in 5ob
"nteresting works "nteresting works
6erit increases 6erit increases
"nformal rewards "nformal rewards
#iversity #iversity
>.. Practic! o, Co'-n!ation Mana$'nt in D"tc# Ban$la Ban% &i'itd
#utch $angla #utch $angla $ank *imited has their own compensation plan and they follow it strictly. $ank *imited has their own compensation plan and they follow it strictly.
.mployees of #$$* work five days per week and eight hours per day. The authority of #$$* .mployees of #$$* work five days per week and eight hours per day. The authority of #$$*
strictly follows the *abor 9ode and the rules imposed by $angladesh $ank &banking companies strictly follows the *abor 9ode and the rules imposed by $angladesh $ank &banking companies
act 1//1(. act 1//1(.
#$$* motivates their employees through payment on due time, 5ob rotation, flextime, regular #$$* motivates their employees through payment on due time, 5ob rotation, flextime, regular
promotion, 5ob enrichment, incentive bonus, loan facilities, work sharing etc. 7rinciples of promotion, 5ob enrichment, incentive bonus, loan facilities, work sharing etc. 7rinciples of
compensation are monthly payment, increment, reward, and bonus. " have found that #$$* has compensation are monthly payment, increment, reward, and bonus. " have found that #$$* has
separate separate Pay /cal Pay /cal for each group of 5obs. *ike for 7robationary 1fficer they offer Tk.4?000) for each group of 5obs. *ike for 7robationary 1fficer they offer Tk.4?000)
'0,000. %nd +3# reviews all pay scales regularly and necessary revisions are done frequently, '0,000. %nd +3# reviews all pay scales regularly and necessary revisions are done frequently,
like the yearly increment. This is done on the basis of value of money, price level and other like the yearly increment. This is done on the basis of value of money, price level and other
related factors. related factors.
To determine salary rates the organization performs 5ob analysis and other appraisal methods To determine salary rates the organization performs 5ob analysis and other appraisal methods
also. " have found that the work environment of #$$* is nice and all safety measures like also. " have found that the work environment of #$$* is nice and all safety measures like
security, fire protection are ensured and up)to)date. #$$* provides special increments on the security, fire protection are ensured and up)to)date. #$$* provides special increments on the
basis of out standing performance for their employees, they also provides non)financial basis of out standing performance for their employees, they also provides non)financial
incentives like impressive 5ob title, own visiting card, sufficient control over the 5ob, decorated incentives like impressive 5ob title, own visiting card, sufficient control over the 5ob, decorated
office etc. office etc.

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Fi$ 1;1 T# @or%in$ #o"r! o, '-loy!
/o"rc1 /o"rc1 Acad'ic Calndar Acad'ic Calndar of DBBL of DBBL
T# li!t o, a+aila)l ,inancial )n,it! -ro+idd )y DBB& to it! '-loy! i! $i+n )lo@G
$enefits ! ervices $enefits ! ervices 6anagers 6anagers ;on)%9 ;on)%9 %9 %9

+ouse 3ent %llowance +ouse 3ent %llowance ^ ^ ^
9arO 9onveyance allowance 9arO 9onveyance allowance ^ ^ ^
6edical %llowance 6edical %llowance ^ ^ ^
Telephone %llowance Telephone %llowance ^ ^ ^
.ntertainment %llowance .ntertainment %llowance ^ ^ ^
$onus $onus ^ ^ ^
*eave with 7ay *eave with 7ay ^ ^ ^
3ecreation %llowance 3ecreation %llowance ) ) ) ) ) )
9hildrens .ducation -acility 9hildrens .ducation -acility ) ) ) ) ) )
+ome -urnishing %llowance +ome -urnishing %llowance ^
.lectricity and ,as .xpenses .lectricity and ,as .xpenses
*oan for 7urchase 9arO +ouse *oan for 7urchase 9arO +ouse ^ ^
ick *eave ick *eave ^ ^ ^
6aternity *eave 6aternity *eave ^ ^ ^
7rivilege *eave 7rivilege *eave ^ ^ ^
Ta)l (21 Financial Bn,it! Pro+idd )y DBB& to t# E'-loy!
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CHAPTER-16
/4OT ANA&?/I/ ON
DBB& PERFORMANCE
16.1 /4OT Analy!i! o, D"tc#-Ban$la Ban% &i'itd
/4OT Analy!i!1
J1T analysis is a widely used technique through which managers create a quick overview of a J1T analysis is a widely used technique through which managers create a quick overview of a
companys strategic situation. J1T stands for a companys internal trength ! Jeaknesses companys strategic situation. J1T stands for a companys internal trength ! Jeaknesses
and its environmental 1pportunities ! Threats.. "t is based on the assumption that an effective and its environmental 1pportunities ! Threats.. "t is based on the assumption that an effective
strategy derives firm a sound RfitQ between a firms internal resources &strengths and strategy derives firm a sound RfitQ between a firms internal resources &strengths and
weaknesses( and its external situation& 1pportunities and Threats(. % good fit maximizes firms weaknesses( and its external situation& 1pportunities and Threats(. % good fit maximizes firms
strengths and opportunities and minimizes its weaknesses and Threats. The #utch)$angla $anks strengths and opportunities and minimizes its weaknesses and Threats. The #utch)$angla $anks
J1T analysis matrix can be as follows J1T analysis matrix can be as follows
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Fi$"r 1=1 /4OT Analy!i! Dia$ra' Fi$"r 1=1 /4OT Analy!i! Dia$ra'
16.( /trn$t#1
The strength of #utch $angla $ank *td. mention below that it makes different from other. The strength of #utch $angla $ank *td. mention below that it makes different from other.
#$$* ob5ective is not only to make profit, but also simultaneously contribute towards #$$* ob5ective is not only to make profit, but also simultaneously contribute towards
social and human development through various altruistic activities. social and human development through various altruistic activities.
#$$* extends free medical facilities under its R3ural +ealth ervice 7rogramQ to the #$$* extends free medical facilities under its R3ural +ealth ervice 7rogramQ to the
members of the general public around the rural branches. members of the general public around the rural branches.
#$$* #onates Tk /.E'cr for #haka Kniversity 3esearch 9entre. #$$* #onates Tk /.E'cr for #haka Kniversity 3esearch 9entre.
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4a%n!!!
/trn$t#!
T#rat! T#rat!
DBB&
O--ort"niti!

#$$* supports humanitarian and philanthropic activities and causes and spends a #$$* supports humanitarian and philanthropic activities and causes and spends a
substantial amount from its income for these purposes. substantial amount from its income for these purposes.
#$$* also provides fellowship for the researchers conducting researches at 6. 7hil, 7h# #$$* also provides fellowship for the researchers conducting researches at 6. 7hil, 7h#
and post doctoral level. and post doctoral level.
#$$* has set up the #utch)$angla $ank -oundation for carrying out social and #$$* has set up the #utch)$angla $ank -oundation for carrying out social and
charitable activities. #$$* provides world class banking service locally at a reasonable charitable activities. #$$* provides world class banking service locally at a reasonable
and affordable price through fully automates real time any)where any) branch banking and affordable price through fully automates real time any)where any) branch banking
services covering 4> hours a day and 'D? days a year. services covering 4> hours a day and 'D? days a year.
#$$* #irectors and their family members do not maintain any sort of bank account with #$$* #irectors and their family members do not maintain any sort of bank account with
#$$*, since its inception and do not avail of any facility or even any feel remuneration #$$*, since its inception and do not avail of any facility or even any feel remuneration
from the $ank for attending 6eetings of the $oard. from the $ank for attending 6eetings of the $oard.
#utch $angla introduces 6 $anking and "nternet $anking to their valued customer. #utch $angla introduces 6 $anking and "nternet $anking to their valued customer.
#$$* offers free #$$* debit card for every account. #$$* offers free #$$* debit card for every account.
#$$* 7rovide the conventional training of new and young workers &e.g. as apprentices, #$$* 7rovide the conventional training of new and young workers &e.g. as apprentices,
clerks, etc.(. clerks, etc.(.
#$$* #evelop workers to undertake higher)grade tasks. #$$* #evelop workers to undertake higher)grade tasks.
#$$* also performs 5ob analysis and prepares 5ob description and 5ob specification for #$$* also performs 5ob analysis and prepares 5ob description and 5ob specification for
the posts. the posts.
#$$* has launched the first mobile %T6 booth in $angladesh. #$$* has launched the first mobile %T6 booth in $angladesh.
#$$* will award Tk 1.04 billion &Tk 104 crore( every year to talented students in need #$$* will award Tk 1.04 billion &Tk 104 crore( every year to talented students in need
of financial aid. of financial aid.
#$$* makes banking even more affordable and universal for everyone in $angladesh #$$* makes banking even more affordable and universal for everyone in $angladesh
#$$* has the largest "T investment in $angladesh gives you unhindered electronic #$$* has the largest "T investment in $angladesh gives you unhindered electronic
banking access. banking access.
#$$* provides unlimited and free access to the largest and most advanced %T6 #$$* provides unlimited and free access to the largest and most advanced %T6
network. network.
16.. 4a%n!!8
#$$* gives waiver to pay order, ##, charges for their customers. This might bring more #$$* gives waiver to pay order, ##, charges for their customers. This might bring more
and more customers, but #$$* are also losing a lot of money. and more customers, but #$$* are also losing a lot of money.
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*ack of initiative to develop and expand new product. *ack of initiative to develop and expand new product.
#$$* interest rate for the savings account and fixed deposit scheme is not sufficient #$$* interest rate for the savings account and fixed deposit scheme is not sufficient
considering other banks operating in the market considering other banks operating in the market. .
;ot a vast exposure in 3etail $anking. ;ot a vast exposure in 3etail $anking.
16.0 O--ort"niti!1
#$$* has a large and possibly the largest %T6 network in the country. #$$* has a large and possibly the largest %T6 network in the country.
#$$* can diversify its operation to the insurance business and in other areas. #$$* can diversify its operation to the insurance business and in other areas.
#$$* can introduce more practical investment. #$$* can introduce more practical investment.
"ncreasing number of population 3estrictions of $angladesh $ank. "ncreasing number of population 3estrictions of $angladesh $ank.
16.2 T#rat!1
The emergence of multinational banks and their rapid expansion becomes a threat to The emergence of multinational banks and their rapid expansion becomes a threat to
#$$*. #$$*.
-requent changes of banking rules by the 9entral $ank -requent changes of banking rules by the 9entral $ank
6arket pressure for lowering of lending rate 6arket pressure for lowering of lending rate
#iversified services offered by -9$s and other 79$. #iversified services offered by -9$s and other 79$.
-rom the J1T analysis #iagram we can identify that #$$* has several key strengths facing -rom the J1T analysis #iagram we can identify that #$$* has several key strengths facing
an unfavorable environment. "n this situation, strategies would seek to redisplay those strong an unfavorable environment. "n this situation, strategies would seek to redisplay those strong
resources and competencies to build long)term opportunities in more opportunistic product resources and competencies to build long)term opportunities in more opportunistic product
markets. markets.
The grand strategy that #$$* can follow is concentric diversification involving diversification The grand strategy that #$$* can follow is concentric diversification involving diversification
represent distinctive departures from a firms existing base of operations, to counterbalancing the represent distinctive departures from a firms existing base of operations, to counterbalancing the
strengths and weakness. #$$* can balance the product line or diversify the product line. strengths and weakness. #$$* can balance the product line or diversify the product line.
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CHAPTER-11
CONC&U/ION
11.1 CONC&U/ION
The world has now become a village for the blessing of technology. +owever, $angladesh is not The world has now become a village for the blessing of technology. +owever, $angladesh is not
developed for the technology adoption2 especially .)banking services are very negligible in our developed for the technology adoption2 especially .)banking services are very negligible in our
country. "n addition, the government could not make the sufficient facilities for the technology country. "n addition, the government could not make the sufficient facilities for the technology
development of the country. "n our country, most of the banks still maintain their transactions development of the country. "n our country, most of the banks still maintain their transactions
manually. 6oreover, $angladesh is now giving emphasis on implementing modern technology to manually. 6oreover, $angladesh is now giving emphasis on implementing modern technology to
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get its respective benefits. %t present, #$$* uses high information technology system to operate get its respective benefits. %t present, #$$* uses high information technology system to operate
its on)line banking services. %fter evaluating the overall electronic banking activities of the its on)line banking services. %fter evaluating the overall electronic banking activities of the
#$$*, we find that the electronic banking system of the bank is yet in the preliminary stage. The #$$*, we find that the electronic banking system of the bank is yet in the preliminary stage. The
bank has launched truly on)line $anking pro5ect since #ecember '0, 400>. %lthough the $ank bank has launched truly on)line $anking pro5ect since #ecember '0, 400>. %lthough the $ank
has some problems &mentioned before( to provide its on)line services to the country wide, the has some problems &mentioned before( to provide its on)line services to the country wide, the
bank management has said that the bank is trying more to satisfy the clients demand at a bank management has said that the bank is trying more to satisfy the clients demand at a
maximum level. %s because, the bank is implementing retail .)banking system rather than maximum level. %s because, the bank is implementing retail .)banking system rather than
wholesale .@banking system in its preliminary stage. "n addition, the bank management is trying wholesale .@banking system in its preliminary stage. "n addition, the bank management is trying
to expand its branches network at a satisfactory level all over the country as soon as possible so to expand its branches network at a satisfactory level all over the country as soon as possible so
that the on)line services may provide to the nation wide. Therefore, at last we can say that #$$* that the on)line services may provide to the nation wide. Therefore, at last we can say that #$$*
is playing a vital role in the retail banking services by providing its on)line systems where the is playing a vital role in the retail banking services by providing its on)line systems where the
most of the banks of the country are providing services manually. %s the modern age is very most of the banks of the country are providing services manually. %s the modern age is very
competitive, so the bank should implement other on)line banking facilities &credit card, competitive, so the bank should implement other on)line banking facilities &credit card,
wholesale, .)banking facilities( very soon. wholesale, .)banking facilities( very soon.
11.( Rco''ndation!
" have the practical experience in #$$* for only three months, with my experience in the bank " have the practical experience in #$$* for only three months, with my experience in the bank
with vast and complex banking system, it is very difficult for me to recommend. " have observed with vast and complex banking system, it is very difficult for me to recommend. " have observed
some shortcomings regarding operational activities of the bank. 1n the basis of my observation " some shortcomings regarding operational activities of the bank. 1n the basis of my observation "
would like to recommend the following suggestions8 would like to recommend the following suggestions8
#$$* should take attempt to increase its deposits on other account such as current and #$$* should take attempt to increase its deposits on other account such as current and
savings accounts. savings accounts.
Though the performance of general customer service is good, but all of their employees Though the performance of general customer service is good, but all of their employees
are not well trained. The department needs to recruit expert human resources to provide are not well trained. The department needs to recruit expert human resources to provide
good customer service, which will bring effectiveness of the banks operation. good customer service, which will bring effectiveness of the banks operation.
The employees are given deposit target, which creates extra pressure to them for that The employees are given deposit target, which creates extra pressure to them for that
reason they cannot freely provide customer service. They had to spend most of their time reason they cannot freely provide customer service. They had to spend most of their time
to marketing to fill up their target. "f the bank can reduce the pressure then they could be to marketing to fill up their target. "f the bank can reduce the pressure then they could be
able to provide good service. able to provide good service.
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#$$* needs more branches in important area in #haka as well as out side the capital. #$$* needs more branches in important area in #haka as well as out side the capital.
There is also necessity of some branches in remote area so that all types of people get There is also necessity of some branches in remote area so that all types of people get
service. service.
The bank should reduce their minimum balance to attract more customers. The bank should reduce their minimum balance to attract more customers.
"t is necessary to reduce diversification of tasks in front desk. "t is necessary to reduce diversification of tasks in front desk.
-or speed of 3adio *ink and "nternet there is necessary for high technology. -or speed of 3adio *ink and "nternet there is necessary for high technology.
The responsibility of the society of #$$* is very good. 6y recommendation is that if The responsibility of the society of #$$* is very good. 6y recommendation is that if
#$$* takes an initiative to set up complete modern +ospital or school or ;,1s which #$$* takes an initiative to set up complete modern +ospital or school or ;,1s which
will work for the welfare of the poor then it will be a good 5ob. will work for the welfare of the poor then it will be a good 5ob.
The salary of the worker need to be rise, as a result experienced people from other bank The salary of the worker need to be rise, as a result experienced people from other bank
will be attract to 5oin will be attract to 5oin #utch $angla #utch $angla $ank *imited. $ank *imited.
-or the success of any organization, employee satisfaction is one of the most important -or the success of any organization, employee satisfaction is one of the most important
factors and #$$* authority has to look about it. factors and #$$* authority has to look about it.
Bi)lio$ra-#y
Boo%! Boo%!
$lanchard 7.;ick and Thacker <.J &400>( $lanchard 7.;ick and Thacker <.J &400>( E))e(t&*e Tr+&n&n' E))e(t&*e Tr+&n&n', 4 , 4
nd nd
edition, 3earson edition, 3earson
.ducation. .ducation.
#ecenzo #. % and 3obbins .7. &400?( #ecenzo #. % and 3obbins .7. &400?( Per$onne#, -%!+n Re$o%r(e$ M+n+'e!ent. Per$onne#, -%!+n Re$o%r(e$ M+n+'e!ent.
.dition8 ' .dition8 '
rd rd
, 7rentice)+all edition , 7rentice)+all edition
Stamford University Bangladesh
/?

#ecenzo #. % and 3obbins .7. &400?( #ecenzo #. % and 3obbins .7. &400?( F%nd+!ent+#$ o) -%!+n Re$o%r(e$ M+n+'e!ent. F%nd+!ent+#$ o) -%!+n Re$o%r(e$ M+n+'e!ent.
.dition8 B .dition8 B
th th
, Jiley tudent edition. , Jiley tudent edition.
#essler ,ary &400?( #essler ,ary &400?( h%!+n re$o%r(e !+n+'e!ent h%!+n re$o%r(e !+n+'e!ent, 10 , 10
th th
edition, 7earson education edition, 7earson education
"nternational. "nternational.
-rench.*. Jendell. &400?() -rench.*. Jendell. &400?() -%!+n Re$o%r(e M+n+'e!ent -%!+n Re$o%r(e M+n+'e!ent &' &'
rd rd
.dition(. .dition(.
,riffin 3icky.J &400?(, ,riffin 3icky.J &400?(, !+n+'e!ent. !+n+'e!ent. B B
th th
edition, +oughton 6ifflin "nc. edition, +oughton 6ifflin "nc.
,ulshan, .. ! :apoor, ,.:. R ,ulshan, .. ! :apoor, ,.:. R/+nk&n' L+w +nd Pr+(t&(e0 /+nk&n' L+w +nd Pr+(t&(e0, 9hand ! 9ompany, ;ew , 9hand ! 9ompany, ;ew
#elhi, 1//>. #elhi, 1//>.
*.-. choenfeldt, 9.#. -isher &400D() *.-. choenfeldt, 9.#. -isher &400D() -%!+n Re$o%r(e M+n+'e!ent -%!+n Re$o%r(e M+n+'e!ent & ? & ?
th th
.dition(. .dition(.
6cbey :.< and $elcourt 6onica &400>( 6cbey :.< and $elcourt 6onica &400>( Str+te'&( -%!+n Re$o%r(e$ P#+nn&n' Str+te'&( -%!+n Re$o%r(e$ P#+nn&n', 4 , 4
nd nd
edition, Thomson ;elson edition. edition, Thomson ;elson edition.
*esikar, 3aymond L. and 6arie .. -latley, &400?( R *esikar, 3aymond L. and 6arie .. -latley, &400?( R/+$&( /%$&ne$$ Co!!%n&(+t&on0 /+$&( /%$&ne$$ Co!!%n&(+t&on0, 10 , 10
th th
.dition, 6c,raw)+ill "rwin, .dition, 6c,raw)+ill "rwin,
1liver, 3. &1//E(. R 1liver, 3. &1//E(. RS+t&$)+(t&on1 + beh+*&or+# "er$"e(t&*e on the (on$%!er0. S+t&$)+(t&on1 + beh+*&or+# "er$"e(t&*e on the (on$%!er0. ;ew Gork, ;ew Gork,
;G8 6c,raw)+ill. ;G8 6c,raw)+ill.
Mikmund. ,. Jilliam, F Mikmund. ,. Jilliam, F/%$&ne$$ Re$e+r(h Method$ /%$&ne$$ Re$e+r(h Method$F, >th .d., 1rlando, The #ryden F, >th .d., 1rlando, The #ryden
7ress, 1//>. 7ress, 1//>.
R-ort!BMan"al! R-ort!BMan"al!
,eneral $anking 6anuals of ,eneral $anking 6anuals of #utch $angla $ank *td #utch $angla $ank *td
Several Booklets From Several Booklets From #utch $angla $ank *td #utch $angla $ank *td
Training papers of Training papers of #utch $angla $ank #utch $angla $ank Limited (DBBL) Limited (DBBL)
Brochures of different program Brochures of different program #utch $angla $ank #utch $angla $ank Limited (DBBL) Limited (DBBL)
%cademic 9alendar of %cademic 9alendar of #utch $angla $ank *td #utch $angla $ank *td
%nnual report of #utch $angla $ank *imited 400D %nnual report of #utch $angla $ank *imited 400D
%nnual report of #utch $angla $ank *imited 400E %nnual report of #utch $angla $ank *imited 400E
%nnual report of #utch $angla $ank *imited 400B %nnual report of #utch $angla $ank *imited 400B
%nnual report of #utch $angla $ank *imited 400/ %nnual report of #utch $angla $ank *imited 400/
Stamford University Bangladesh
/D

%nnual report of #utch $angla $ank *imited 4010 %nnual report of #utch $angla $ank *imited 4010
4)!it! 4)!it!
www. www. dutchbanglabank dutchbanglabank .comO .comO
http8OOwww.webpronews.comOtopnewsO400>O14O4BOthe)challenges)of)human)resource) http8OOwww.webpronews.comOtopnewsO400>O14O4BOthe)challenges)of)human)resource)
management management
http8OOrecruitment.naukrihub.comOmeaning)of)recruitment.html http8OOrecruitment.naukrihub.comOmeaning)of)recruitment.html
http8OOtutor4u.netObusinessOgcseOpeople_recruitment_methods.htm http8OOtutor4u.netObusinessOgcseOpeople_recruitment_methods.htm
www.management)hub.com www.management)hub.com

APPENDIH 61
Questionnaire
To-ic1 H"'an R!o"rc! Mana$'nt
Stamford University Bangladesh
/E

Polici! and Practic! in
DUTCH BANG&A Ban% &i'itd
A, &R.A+I/ATI&+ &0 )1*A+ R$S&1R#$
D$PART*$+T
1. a8 4#at i! yo"r na' and d!i$nationI
)8 Pla! 'ntion t# na' o, yo"r or$ani<ationI
c8 4#n @a! it !ta)li!#d in Ban$lad!#I
d8 4#at i! t# o@nr!#i- -attrn o, t# or$ani<ationI
7Pla! tic% in t# )oA.8
/ol Pro-ritor!#i-
Partnr!#i-
2 Co'-any

9oint +nt"r
Ot#r!
8 4#at ar t# -rod"ct! B !r+ic! t#i! or$ani<ation -rod"c! B
-ro+id!I
,8 Pla! 'ntion t# na' o, t# d-art'nt t#at loo%! a,tr
t# HR ,"nction.
$8 4#at ar t#o! ,"nction!I
#8 B!id! HR ,"nction!C @#at ot#r ,"nction! ar -r,or'd
)y t# d-art'ntI
Stamford University Bangladesh
/B


4. a8 4#o' do! t# HR 'ana$r r-ort toI
)8 A! t# 'ana$rB#ad o, t# HR d-art'ntC @#at ty- o,
a"t#ority do yo" #a+ in ta%in$ dci!ion! rlatin$ to
-r!onnl 'attr!I
.. a8 @#at i! t# total n"')r o, '-loy! in t# or$ani<ationI
No. Ty-! o, '-loy! N"')r o, E'-loy!
A Mana$r! and Ac"ti+!
7To--Mid l+l8
B Non-AC/ 7Entry l+l8
C Ad'ini!trati+ Clint /"--ort
Gro"- 7AC/8
)8 4#at i! t# !i< o, t# HR d-art'ntI
No. Ty-! o, '-loy! N"')r o, E'-loy!
A Mana$r! and Ac"ti+!
7To--Mid l+l8
B Non-AC/ 7Entry l+l8
C Ad'ini!trati+ Clint /"--ort
Gro"- 7AC/8
c8 HR D-art'nt -r!onnl )y d"cational D"ali,ication1
&+l o, acad'ic
D"ali,ication
Mana$r! 7A8 Non-AC/
7B8
AC/ 7C8
DoctoratBPo!t-Doc.
Po!t $rad"at

Grad"at
H./.C.
/./.C.
Ot#r!
d8 HR D-art'nt -r!onnl )y @or% A-rinc1
Stamford University Bangladesh
//

4or% EA-rinc Mana$r! 7A8 Non-AC/
7B8
AC/ 7C8
U- to 0 yar!
0-= yar!
=-1( yar!
1(-1: yar!
1:-(6 yar!
(6 yar! and a)o+
8 Trainin$ rci+d )y HR D-art'nt -r!onnl1
No. Cat$ory o, -o-l rci+d
trainin$
N"')r o, -o-l rci+in$
trainin$
A Mana$r! and Ac"ti+!
7To--Mid l+l8
B Non-AC/ 7Entry l+l8
C Ad'ini!trati+ Clint /"--ort
Gro"- 7AC/8
'. a8 Pla! idnti,y in @#ic# o, t# ,ollo@in$ ara! yo"r
or$ani<ation #a! #"'an r!o"rc -olici!I
It' Mar%
Rcr"it'nt
/lction

Introd"ction

Trainin$ E D+lo-'nt

Co'-n!ation E R@ard

Halt# E /a,ty

Bn,it! E /r+ic

Ho"r! o, @or%
Pro'otion
Tran!,r

Di!c#ar$

Stamford University Bangladesh
100

ED"al E'-loy'nt O--ort"nity

Pr,or'anc A--rai!al

4or%in$ Condition

Ind"!trial Rlation

/#arin$ In,or'ation @it# E'-loy!

&a+ E 3acation
Ot#r Ara! 7Pla! /-ci,y8
)8 Do! t#i! or$ani<ation 'aintain @rittn #"'an r!o"rc!
-olici!I
3es +o
B, D$-$4&PI+. $*P4&$$S
1. a8 Pla!C !tat t# -olicy r$ardin$ trainin$ E d+lo-'nt.
)8 Do! t# or$ani<ation dtr'in trainin$ nd! ,or it! '-loy!I
Mana$r! Non-AC/ AC/
?!
No
c8 I, y!C -la! 'ntion t# 'a!"r7!8 "!d ,or dtr'inin$ trainin$
nd!I
d8 Do! t# or$ani<ation +al"at t# ,,cti+n!! o, trainin$ -ro$ra'I
3es +o
8 I, y!C -la! 'ntion t# 't#od 7!8 "!d in +al"atin$ trainin$
,,cti+n!!.
Stamford University Bangladesh
101

,8 4#at i!!"! do yo" 'a% ,or t# trainin$ E d+lo-'ntI
$8 I! t#r any trainin$ in!tit"tion in t#i! or$ani<ationI
3es +o
#8 I, y!C do! t# or$ani<ation rci+ a!!i!tanc in trainin$ to t#
'-loy!I
3es +o
(. a8 Pla! 'ntion @#ic# o, t# ,ollo@in$ tc#niD"! ar "!d )y yo"r
or$ani<ationI
Trainin$ Tc#niD"! Mana$r! Non-AC/ AC/
On-t#-*o)-Trainin$
Cla!!roo' &ct"r
Con,rnc
A"dio+i!"al Tc#niD"
/i'"lation EA-rinc
Co'-"tr Ba!i! Trainin$
3!ti)"l Trainin$
Pro$ra''d In!tr"ction
9o) Rotation
Rol Playin$
Any Ot#r 7Pla! /-ci,y8
)8 Do yo" !nd yo"r '-loy! o"t!id ,or trainin$I

3es +o 2
c8 I, y!C @#r yo" !nd t#'I

d8 4#at ar t# 't#od! o, trainin$ )in$ ado-td )y o"t!id trainin$
or$ani<ationI
.. 4#at rol do! t# #"'an r!o"rc! d-art'nt -lay in ca! o, '-loy
trainin$I

Stamford University Bangladesh
104

#, P$R0&R*A+#$ APPRAISA4
1. a8 I! t#r any ,or'al -r,or'anc a--rai!al -ro$ra' in yo"r
or$ani<ation5
3es +o
)8 I, y!C #o@ ,rD"ntly '-loyJ! -r,or'anc i! +al"atdI
Mont#ly F"artrly Hal, yarly
?arly
c8 Ho@ +al"at! '-loyJ! -r,or'ancI
A--rai!al )y I''diat Bo!!
/l,-Ratin$
Pr A--rai!al
A--rai!al )y /")ordinat
Ratin$ Co''itt
.:6 D$r Fd)ac%
d8 Pla! 'ntion @#ic# o, t# ,ollo@in$ -r,or'anc +al"ation 't#od!
ar "!d in yo"r or$ani<ationI
Ea!y A--rai!al
Forcd C#oic Ratin$
Gra-#ic Ratin$ /cal
Critical Incidnt A--rai!al
B#a+iorally Anc#ord Ratin$ /cal
Mana$'nt )y O)*cti+
Fild R+i@
ACR 7Ann"al Con,idntial R-ort8
/i'-l Ran%in$
Any Ot#r 7Pla! /-ci,y8
8 4#at -"r-o! do t# r!"lt! o, a--rai!al !r+I
,8 I! t#r any carr co"n!lin$ -ro$ra' in t# or$ani<ationI
Stamford University Bangladesh
10'
K

3es +o
$8 Do t# !nior '')r! o, t# or$ani<ation -ay 'onitorin$ rol to $"id
*"nior! in )"ildin$ t#ir carrI
3es +o
#8 4#at ar t# co''"nication -rinci-l! o, t# or$ani<ationI

i8 4#at 't#od! o, co''"nication ar "!dI

Notic Board
Ma$a<in! and N@!lttr
Con!"ltati+ Co''itt
Pr!ntation!
/ta,, Bri,in$
T# /"$$!tion Pro$ra'
Any Ot#r 7Pla! /-ci,y8
D, #&*P$+SATI&+ &0 $*P4&3$$S
1. a8 4#at ar t# @or%in$ #o"r! o, '-loy!I
DayB@% Ho"r!Bday
Mana$r! E EAc"ti+!
Non AC/
AC/
)8 4#at ar t# 't#od! and tc#niD"! to 'oti+at '-loy!I
Pay
9o) Enric#'nt
9o) Rotation
4or% at Ho'
Financial Incnti+!
FlAi)l 4or%in$ Ho"r!
Pro'otion
Gi+in$ R!-on!i)ility
Stamford University Bangladesh
10>

A"tono'y and Frdo'
4or% /#arin$
Ot#r!
c8 Do! t# or$ani<ation -r,or' -r,rnc +al"ation to dtr'in
@a$!B!alary rat!I
3es +o
d8 I, y!C @#ic# o, t# ,ollo@in$ 't#od! ar "!d ,or t# -"r-o! o,
-r,or'anc a--rai!alI
T# Ran%in$ Mt#od
T# Cla!!i,ication Mt#od
T# Point /y!t'
T# Factor Co'-n!ation Mt#od
(. a8 -la! 'ntion @#at ar t# dtr'inant! o, -ay rat!I
7ay tructure of The ,overnment of $angladesh 7ay tructure of The ,overnment of $angladesh
7ay tructure of 1ther 1rganizations in "ndustry 7ay tructure of 1ther 1rganizations in "ndustry
1rganizations 9apacity to 7ay 1rganizations 9apacity to 7ay
.mployees 7erformance .mployees 7erformance
kill)$ased 7ay kill)$ased 7ay
9ost of *iving of The 7arent 9ountry 9ost of *iving of The 7arent 9ountry
weet)Jill of the .mployer weet)Jill of the .mployer
%ny 1ther & 7lease pecify( %ny 1ther & 7lease pecify(
)8 Do! t# or$ani<ation #a+ any -ay !cal! ,or it! '-loy!I
3es +o
c8 Ho@ i! t# -ay ,iAd in t# or$ani<ationI
d8 Ho@ i! o+r ti' dtr'indI
8 4#o ar ntitld to o+rti'I
,8 Did t# or$ani<ation -r,or' any !alaryB@a$ !"r+yI
Stamford University Bangladesh
10?

3es +o
$8 Ho@ ar t# '-loy! in t#i! or$ani<ation 'oti+atdI
Ty-! o, E'-loy! Mt#od U!d
Mana$r!
Non AC/
AC/
.. a8 4#at ,inancial incnti+! ar a+aila)l to t# or$ani<ation '')r!I
Incnti+! Mana$r! Non-AC/ AC/
Pro,it /#arin$
Co--artnr!#i-
/toc% O@nr!#i-
Prod"ction Incnti+ Bon"!
A@ard ,or O"t!tandin$
Pr,or'anc
/-cial Incr'nt!
/al! Bon"!
Co''i!!ion ,or /al! Pr!on
Mrit Pay Incr'nt!
Co'-n!ation ,or O"t!tandin$
Pr,or'anc
Co!t Rd"ction
Prod"cti+ity Bar$ainin$
Any Ot#r 7 Pla! /-ci,y8
EAtra Pay
)8 4#at non-,inancial incnti+! ar a+aila)l to t# or$ani<ation
'')r!I
I'-r!!i+ 9o) Titl
O@n B"!in!! Card
Dcoratd O,,ic and &ocation
/a, 4ar' and Clan 4or%!tation
/crtarial A!!i!tanc
R!r+d -ar%in$ /-ac
/",,icint Control O+r t# 9o)
O--ort"nity ,or Ac#i+'nt
Stamford University Bangladesh
10D

Carr Co"n!lin$
O-tion ,or Ca!"al Dr!! U-
Any Ot#r 7 Pla! /-ci,y8
c8 4#at )n,it! E !r+ic! ar a+aila)l to t# or$ani<ation '')r!I
Bn,it! E /r+ic! Mana$r! Non-AC/ AC/
Ho"! Rnt Allo@anc
Car Allo@anc
Mdical Allo@anc
Tl-#on
Entrtain'nt Allo@anc
Bon"!
&a+ @it# Pay
Rcration Allo@anc
C#ildrn Ed"cation Faciliti!
Ho' F"rni!#in$ Allo@anc
Elctricity E Ga! Allo@anc
Co'-any -rod"ct! at
/")!idi<d Pric
&oan ,or P"rc#a!in$ o,
carB#o"!
/ic% &a+
Matrnity &a+
Patrnity &a+
Marria$ &a+
Co'-n!ation ,or /#ort-Tr'
Di!a)ility
Co'-n!ation ,or &on$-Tr'
Di!a)ility
d8 4#at @a$!C incnti+! and )n,it! ar $i+n to t# t'-orary
@or%r!I
3es +o
8 4#at i! t# -rod"cr o, '-loy di!'i!!alI

3es +o
Stamford University Bangladesh
10E

,8 4#at i! t# -rod"cr o, Gri+anc #andlin$I
$8 Do! t# or$ani<ation #a+ #alt# and !a,ty -lanI
3es +o
#8 Ha+ yo" dtr'ind t# #alt# and !a,ty rD"ir'nt!I
3es +o
APPENDIH 6(
&i!t o, Ta)l
Ta)l No. Ta)l No. Na' o, ta)l Na' o, ta)l
01 01 9ompany "nformation of #$$* 9ompany "nformation of #$$*
Stamford University Bangladesh
10B

04 04 ,eneral $anking of #$$* ,eneral $anking of #$$*
0' 0' %ccount procedure of #$$* %ccount procedure of #$$*
0> 0>
Special Cautions of GB Special Cautions of GB
0? 0? "nterest rate for -ixed #eposit of #$$* "nterest rate for -ixed #eposit of #$$*
0D 0D ,eneral practice for all types of accounts ,eneral practice for all types of accounts
0E 0E 9redit voucher 9redit voucher
0B 0B -unctions of 9ash #epartment -unctions of 9ash #epartment
0/ 0/ 9heque cancellation process 9heque cancellation process
10 10 6%3T 6. 9ash)credit 6%3T 6. 9ash)credit
11 11 6. mall hop -inancing cheme 6. mall hop -inancing cheme
14 14 #eposit 7lus cheme &#7( #eposit 7lus cheme &#7(
1' 1' 7eriodic $enefit cheme &7$(, 6onthly $enefit $efore Tax 7eriodic $enefit cheme &7$(, 6onthly $enefit $efore Tax
1> 1> 7eriodic $enefit cheme &7$(, ]uarterly $enefit $efore Tax 7eriodic $enefit cheme &7$(, ]uarterly $enefit $efore Tax
1? 1? $ochore #ergun cheme &$#( $ochore #ergun cheme &$#(
1D 1D 9hildren .ducation avings cheme &9+.( 9hildren .ducation avings cheme &9+.(
1E 1E Term #eposits Term #eposits
1B 1B aving #eposits aving #eposits
1/ 1/ Term #eposits Term #eposits
40 40 *oans and %dvances *oans and %dvances
41 41 %dvantages and #isadvantages of "nternal and .xternal 3ecruitment %dvantages and #isadvantages of "nternal and .xternal 3ecruitment
44 44 The chart shows the recruitment processes used by the organization The chart shows the recruitment processes used by the organization
4' 4' election teps in #$$* election teps in #$$*
4> 4> The technique of the organization The technique of the organization
4? 4? -inancial $enefits 7rovided by #$$* to the .mployees -inancial $enefits 7rovided by #$$* to the .mployees
APPENDIH 6.
&i!t o, Fi$"r
Fi$"r No. Fi$"r No. Na' o, Fi$"r Na' o, Fi$"r
01 01 hareholding tructure of #$$* hareholding tructure of #$$*
04 04 6anagement Team of #$$* 6anagement Team of #$$*
Stamford University Bangladesh
10/

0' 0' 1rganizational tructure of #$$* 1rganizational tructure of #$$*
0> 0> -inancial +ighlights of #$$* -inancial +ighlights of #$$*
0? 0? 9ontribution different sector of #$$* 9ontribution different sector of #$$*
0D 0D .lectronic $anking of #$$* .lectronic $anking of #$$*
0E 0E Types of .lectronic $anking of #$$* Types of .lectronic $anking of #$$*
0B 0B #ifferent Types of %T6 7roducts of #$$* #ifferent Types of %T6 7roducts of #$$*
0/ 0/ #ifferent #ebit 9ard -acilities of #$$* #ifferent #ebit 9ard -acilities of #$$*
10 10 -unctional areas of +36 -unctional areas of +36
11 11 ources of 3ecruitment ources of 3ecruitment
14 14 7rocesses of election 7rocesses of election
1' 1' The total number of employee of #$$* The total number of employee of #$$*
1> 1> The size of the +3 department of #$$* The size of the +3 department of #$$*
1? 1? The $asic Training 7rocess. The $asic Training 7rocess.
1D 1D 7rocess of 7erformance %ppraisal 7rocess of 7erformance %ppraisal
1E 1E The working hours of employees in #$$* The working hours of employees in #$$*
1B 1B J1T %nalysis #iagram J1T %nalysis #iagram
APPENDIH 60
Stamford University Bangladesh
110