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Executive Summary

This report is prepared on the basis of practical data collected from Social Islami Bank Ltd. Social
Islami Bank Limited is one of the strongest and leading Islami banks operating in Bangladesh. It
offers a wide range of banking facility for its valued customers. The functions of the bank cover a
multiple services and functional activities to individuals, firms, corporate bodies and multinational
agency. Organizational over view contains the basic information about the bank. This section
includes the mission statement, vision statement, values, motto, Objectives both the business and
strategic one.

It is designed to discuss about different Human Resource division’s diversifications. As a main


part of report, it consists of a detailed description of different HRM departments work. In terms of
Social Islami bank this works done by the some division sited with in the bank , the human resource
division organogram of Social Islami bank, recruitment policy, selection process etc. by which
they generally select the best candidate, training and development what makes them efficient,
compensation that means the money received by an employee from an employer as a salary or
wages, rewards and benefits, termination that is the action of bringing something or coming to an
end, pension plan that mainly deals with after retirement plan and other HR policies. This will give
an idea to the report reader about HRM policy of SIBL. What makes SIBL different form others
commercial bank and other Islami bank within Bangladesh.

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1. Overview of Social Islami Bank Limited

The Social Islami Bank Ltd. (SIBL), a second-generation commercial bank, operating since 22nd
November, 1995 based on Shariah' Principles, has now 125 branches all over the country with two
subsidiary companies- SIBL Securities Ltd. & SIBL Investment Ltd. Targeting poverty, Social
Islami Bank Ltd. is indeed a concept of 21st century participatory three sector banking model in
one. In the formal sector, it works as an Islamic participatory commercial bank with human face
approach to credit and banking on the profit and loss sharing. It has a Non-formal banking sector
too with informal finance and investment package that empowers and humanizes real poor family
and create local income opportunities and discourages internal migration.

The bank has another sector to monetize the voluntary sector and management of Waqf, Mosque
properties and has introduced cash Waqf system for the first time in the history of banking. In the
formal corporate sector, this Bank, among others, offers the most up-to-date banking services
through opening of various types of deposit and investment accounts, financing trade, providing
letters of guarantee, opening letters of credit, collection of bills, leasing of equipment and
consumers' durable, hire purchase and installment sale for capital goods, investment in low-cost
housing and management of real estates, participatory investment in various industrial,
agricultural, transport, educational and health projects and so on.

The Bank has taken a renewed drive aiming at consolidating its business in more focused areas
covering SME and Agro-finance with emphasis on searching for alternative delivery channel under
which SMS banking and mobile based remittance payment systems and by gradually introducing
the same to disseminate the SIBL services to the doorsteps of the customers.

The Bank has already introduced Internet Banking and launched some new products to strengthen
its business. SIBL is a pioneer in introducing on-line banking among all the Islami Banks of the
country with state-of-the-art banking software. The state-of-the-art banking software enables the
Bank to provide any branch real time banking service to the clients. SIBL is supported by core
banking solutions and our products & services are strongly backed by IT infrastructure, which are
upgraded & expanded on continuous basis.

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2. Human resource Practice in Social Islami Bank Ltd.

Human resource one of the greatest strengths of Social Islami Bank Ltd. It has the ability to go
beyond and constantly bring about changes for the betterment and success to achieve the bank’s
goal. Human resource division has the responsibility of developing, retaining and attracting talents
and ensure the “Right person in right place in right time and in right position” which helps to
ensure the organizational long-term goal and growth by the effective employee’s involvement.
Their recruitment and selection process, compensation, Training and development, Performance
appraisals are designed and controlled by the HR department. The HR department of Social Islami
Bank Ltd. is now equipped with modern technology. They are now using integrated software to
bear the sustainable HR environment within the organization.

The HR department of Social Islami Bank Ltd. is divided into much part HR Discipline,
Grievances & Appeal Division, HR Planning, Deployment & Operations Division (HR), HR
Training, Research & Development Division. Social Islami Bank Ltd. a bank with its own training
institute named “Social Islami Bank Ltd. training institute” to train its employees for any kinds of
banking trainings compulsory to develop their effectiveness. The HR arranges different training
programs for their employees of different branch office and arranges training for them, which held
in “Social Islami Bank Ltd. Training Institute” or at different training institute like BIBM, BBTA
etc.

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2.1. Practices of HRM in SIBL

Human Resources Division plays a very vital part for any organization. Social Islami Bank Limited
has also such a division for planning and development of human resources of the Bank. The Human
Resources Division of the Bank performs the following activities

1. Job Analysis
2. HR Planning
3. Recruitment & Appointment
4. Training & Development Section
5. Performance Appraisals
6. Compensation
7. Disciplinary Action Section

2.1.1 Social Islami Bank Ltd Scenario in Analyzing the Job

In Social Islami Bank Limited Organizational Practices is not properly followed by Social Islami
Bank Limited. Job description and specification exists in the organization but in the case of demand
and supply of their human resource in different department and branches they usually not assess
the demand and supply gap properly, as a result employee surplus and shortage have been found
in their several department and branches as well. In this case what they did, if there is

shortage of employee they have tried to find out the area and then search employees from other
areas and by giving proper training they sent them and if there are any surplus employees exists
the branch manager or divisional head usually not informed Human Resource Department.

2.2.1 Human Resources Planning in Social Islami Bank Ltd.

Human Resource is the corner stone for accelerated and sustained development of any
organization. The Banker cognizes the importance of skilled Human Resources for overall growth
of the Bank. The meritorious and talented human resources team is the key for continuous
development of the organization. Superior human resources are an important source of competitive

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advantage. To attract talented human resources team and to create brand image bank have
formulating and executing HR systems—HR policies and activities—that produce the employee
competencies and behaviors which the Bank needs to achieve. The Bank has been trying to ensure
maximum output with minimum resources. So quality manpower with good academic background
is being recruited in all levels of the Bank every year for rendering quality services to its customers.
SIBL has opened 14(fourteen) new branches in the year

Human resource Accounting is the process of identifying and reporting the Investments made in
the Human Resources of an organization that are presently not accounted for in the conventional
accounting practices. Social Islami Bank Limited formally does not practice Human Resources
Accounting but regularly works out and looks into some important areas for mathematical and co-
relational understanding on the main business factors.

2.2.2 Demand of human resource

From the moment HR planners have collected information from both internal and external sources;
they forecast the demand for labor. How many and what type of people will be needed to carry out
the organization’s plans in the future? These forecasts are grounded in information about the past
and present and in assumptions about the future. Different methods of forecasting the demand for
labor require different assumptions. Some of the more common assumptions are that past trends
and relationships among variables will hold up in the future; that the productivity ratio is constant
as the number of units produced increases and that the business plans of the organization, sales
forecasts, and so on are reasonably descriptive of what will actually happen.

2.2.3 Forecasting the demand

It is divided into two categories. They are Judgmental and Mathematical. In practice, most
organizations use some combination of the two methods. In our country most of the financial
institutions use the judgmental method. Judgmental methods make use of knowledgeable people
to forecast the future. Judgmental methods do consider quantitative data but also allow for intuition
and expertise to be factored in these methods may be used by small organization or by those new

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to HR forecasting that do not yet have the database or expertise to use some of the more complex
mathematical models.

2.5.4 Human resources supply

Once the demand for labor is predicted, it is necessary to forecast the supply of labor that the
organization will already have available to meet the demand. It is basically of two types:

Internal supply of labor: When External supply of labor: When


the demand of the manpower is the demand of the manpower is
fulfilling from internally is called fulfilling from externally is called
internal supply of the labor. external supply of the labor.

2.3 Recruitment, Selection and Appointment

Without any proper HR Policy the employees of any organization are not motivated to reach their
company’s goal. SIBL has a service role for the Employees where several policies are taken for
effective management for human resources. At the same time modification of employee friendly
policies are going on as a continuous process.

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2.3.1 Recruitment Policy of Social Islami Bank Limited

1. The quality manpower is an invaluable asset for any organization. The progress and
prosperity of an organization largely depends on the quality of its human resources. It is therefore,
essential for the organization to make all out efforts to recruit quality manpower to achieve the
organizational objectives. With this end in view, the recruitment policy of our Bank should be as
under:

The following five-point guidelines should be followed in future recruitment as approved by the
Board in its 4th Meeting held on 07.02.96

a) Utilization of surplus labor (whenever possible in three sectors) using concept of social
fellowship programs and opportunity cost.

b) Appropriate use of surplus “Pool of talents" in Bangladesh (50% to 70% staff should be
drawn from this “talent pool")

c) Pool of conventional Banks from both Islamic and Secular banks of the prevailing Market
(20% to 25 % of the staff for all new branches may be drawn at this source).

d) Pool of retired personnel: Pool of wisdom (10% of the staff can be taken from this Pool)

e) Pool of Eminent socially committed people (5% of such people can act as honorary
consultant/Advisors.

The following six points which shall be considered by the interview committee so constituted by
the Board for recruiting the future Man power of the Bank.

1. Conventional Bankers 40 % be filled up through recruitment from (Officer & above)


experienced Bankers and rest by promotion subject to fulfillment of Bank's criteria and need.

2. Wisdom Pool Preferably one/two officers in each Branch might be selected from wisdom
pool.

3. Probationary Officer 100 % should be directly recruited.

4. Woman/Ladies One or maximum 2 (two) ladies (preferably local candidates) be selected


for each Branch.

5. Junior Officer & Officer 50 % should be filled-up by promotion & 50% through

6. Office Attendant 100 % should be directly recruited on yearly contract basis.

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1. Direct recruitment will be made at the entry points of the following grades:-

i) Probationary Officer

ii) Junior Officer & Assistant Officer

iii) Driver

iv) Office Attendant

v) Plumber

2. The Board of Directors may, however, at its discretion, recruit persons directly in the grades
as and when required

3. Recruitment will be made purely on merit basis.

2.3.2 Criteria for Recruitment:

i) Probationary Officer: Master Degree or equivalent degree with at least 9 points from a.
recognized University in any subject of Commerce or Economics, English, Public
Administration, Journalism & Mass Communication, Mathematics/Statistics, International
Relations, Sociology / Social Welfare, Arabic, Bengali Literature, Islamic Studies, Kamil,
B.Sc(Ag.) / M.Sc.(Ag.), Graduate Engineers, MBBS (for Doctor cadre), MBA/ ICMA/CA etc.
The Criteria of 9 points may be relaxed to 8 points for recruitment of Residency Officer with
Information Technology (IT) background provided the candidate is having qualifications of
minimum 1 (one) year Diploma Course.

ii) Junior Officer At least Bachelor Degree with 7 points from a Recognized University

iii) Junior Officer (Technical) At least Bachelor Degree with 6 points from a Recognized
University

iv) Asstt. Officer At least Bachelor Degree with 5 points from any Recognized University.

Under Graduation Graduation & Above Graduation & Above


(5 point Scale) (4 Point Scale) (5 Point Scale)

1st Division / 1st Class/ 1st Class/


CGPA 4.00 and above CGPA 3.00 and above CGPA 4.00 and above 3

2nd Division / 2nd Class/ 2nd Class/


CGPA 3.00 to 3.99 CGPA 2.5 to 2.99 CGPA 3.00 to 3.99 2

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3rd Division / 3rd Class/ 3rd Class/
Below CGPA 3.00 Below CGPA 2.50 Below CGPA 3.00

v) Asstt. Officer (Engg) At least Diploma Degree with 4 points from any recognized Polytechnic
Institute.

vi) Driver or equiv. At least Class Eight and minimum 5 years Driving experience with valid
Driving License.

vii) Office Attendant or equiv. At least S.S.0

viii) Plumber Al least SSC pass

5. A Candidate shall not be less than 20 (twenty) years and more than 30 (thirty) years of age at
the time of appointment by direct recruitment as an Officer & not less than 18 (eighteen) years
and more than 30 (thirty) years of age at the time of appointment by direct recruitment as an
employee other than an Officer in the service of the Bank. Provided that the Board may in special
cases, relax the age limit for reasons to be recorded in writing.

6. The Board reserves the right to appoint any person at any level of the Bank on contract basis.

2.3.3 Procedures for recruitment:

1. For direct recruitment of RO/Social Officer (Residency/Probationer)/A0-II/ASO-II/ AFO-


II 'Driver-II/MCG-II/Mali/Cleaner etc. advertisement will be published in at least two
national dailies inviting applications for the post from eligible candidates giving at least 15
(fifteen) days’ time. In case of urgency the Managing Director of the Bank may recruit
suitable candidates without giving any newspaper advertisement, i.e. through Walk-in-
Interview'.
2. A written test will be arranged by the Bank or through any other competent Institution/
Agency capable of undertaking such responsibility. The written test will be held in Dhaka
and/or elsewhere as may be deemed necessary.
3. The answer scripts will be got examined by the professionals of the Bank or by any other
persons/institutions/agency capable of undertaking the responsibility.
4. The qualifying marks in written test will be at least 50%
5. Final selection for appointment will be made through an 'Interview Board" to be constituted
by the appointing authority. The Interview Board may sit in Dhaka and/or elsewhere as
may be deemed convenient. The qualifying marks in the interview will not be less than
50%.
6. The appointment will be made on the basis of a panel to be prepared in order of merit by
the interview board after approval of the appointing authority.

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7. While interviewing the candidates for final selection, due weightage should be given on
the educational background, professional excellence and technical skill in the appropriate
field.
8. In case of recruitment of drivers, no written test will be necessary but usual Technical Test
and Interview (VIVA) will be taken to examine his suitability in the post.
9. Physical and mental conditions of candidates should be ensured by Chief Social Medical
Officer or Bank's approved Medical Officer.

2.3.4 Recruitment Process of Social Islami Bank Limited

Creation of a new position

Job analysis and Recruitment planning

Applicant pool by internal or external


recruitment Process

Evaluate applicants by selection process

Impress applicants

Offer to the selected applicant

2.3.5 Recruitment Methods

Social Islami Bank Limited has followed some methods of recruitment in case of recruiting the
right people to the right place. These methods are-

Internal recruitment

Most companies fill vacancies internally whenever possible. A number of internal recruitment
methods are used for different level of jobs. In this methods, Social Islami Bank Limited gives
promotion and demotion the position of the employees and meet the requirement of the employees.

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External recruitment

In addition to looking internally for candidates, it is customary for organizations to open up


recruiting efforts to the external community. Through the recruiting process, the hiring manager
of Social Islami Bank Limited should stay in close touch with the recruiter. The hiring manager
should examine resumes or application that have passed initial screening by the recruiter and
should also review some of the application that the recruiter rejected during the first steps. Such
involvement on the part of the hiring manager allows feedback as to whether or not the recruiter’s
decisions are consistent with the hiring manager’s preferences.

2.3.6 Selection Process of Social Islami Bank

Employee Selection is the process of putting right men on right job. It is a procedure of matching
organizational requirements with the skills and qualifications of people. HR relies on the use of up-to date
methods for selecting and appointing candidates for a job.

Recruitment and Selection Process for Fresh candidate -

 Invitation of Application

 CV Screening

 Written Test

 Interview

 Selection and Appointment Letter

 Medical Examination

 Joining

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Invitation of application: In this part at 1st they invite the applicants to submit their CV so that
they can go to the next step.

CV Screening: Normally in this part the company gets much CV. So that’s why they have to
select standard CV so that the selected body can only join the next step. In this way they can avoid
so low quality CV which is not perfect for them.

Written Test: In this step a question gives to the applicant to solve or a case gives to the applicants
to full fill.

Interview: A face to face interview takes in this part so that they can observe the candidate
practically and justify their talents and documents.

Selection and Appointment Letter: The candidates who will be satisfactory to the board they
will get the appointment letter from SIBL.

Medical Test: Then they have to participate in the medical test for checking the condition of body.

Joining : After all the steps then they will be applicable for joining the company.

2.4 Training and Development of Social Islami Bank Ltd.

SIBL is an employee welfare-oriented organization. For this reason, the management of the Bank
always tries to sort out all possible ways it deems beneficial to promote its employees’ professional
skill and efficiency. It has its own Training Institute, which rendered useful training to 1721
employees last year. Eminent Bankers, scholars, and other resource persons were invited to deliver
lectures. Besides, 402nos/ of employees were sent to Bangladesh Bank Training Academy,
Bangladesh Institute of Bank Management, Bangladesh Association of Banks, Bangladesh Foreign
Exchange Dealers Association, the Central Shariah Board for Islamic Banks of Bangladesh and
many other reputed institutions of the country for training out of 2363 nos of employees in 2016.
Subsequently, it is observed that the employees who were trained,
good performance. Besides that, during the year under review, Social Islami Bank Training
Institute itself had conducted 9 (nine) foundation training courses for total 340 nos. of fresh
Officers and 33 Training, workshops and Seminar on different contemporary issues related to
banking industries where 1381 nos. different Officers and executives had participated.

Management of the bank has emphasized and specially focused on the development of employees
and to bring out the persons’ insider instinct into light, SIBL Training Institute (SIBL TI) has

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restructured aiming to create leaders. SIBL is sincere to address its employee’s health problem.
The bank has appointed one full time doctor for the employees of Head Office and Dhaka city
branches. SIBL placed First Aid Box in its premises to provide instant medical facility for all
employees as and when needed. We have help desk, who are always besides to their ailing
colleagues and their family members for proving all kinds of supports including pecuniary facility
under SIBL Employees Superannuation Fund and CSR. In order to evaluate the level of efficiency,
improve the healthy competition among the employees and in a way to generate motivation for the
employees, Employees Performance Evaluation and Key Performance Indicator (KPI) have been
introduced from time to time. Upon the evaluation, the employees are motivated and awarded with
promotion, accelerated promotion and other benefits. In addition to that, various types of drives
are taken to keep and upgrade the standard of the Bank.

5.4.1 Training Need Assessment process of SIBL

Three elements of need assessment. These are:

Organizational Analysis :

Organization analysis concerned with identifying whether training fits with the company’s
strategic objective and whether the company has budget, time, and expertise for training. SIBL has
an organization analysis but it is not clear because that is internal task. The strategic direction of
SIBL is internal tasks and it depends on board of directors.

Person Analysis:

SIBL gives training the best employee who best output of the organization. This person who fulfills
the target according the condition, organization gives the training this employee. Actually, it
depends on the employee performance.

Task Analysis:

Task analysis results in a description of work activities, including tasks performed by the employee
and the knowledge, skill, and abilities required to complete the tasks. SIBL always give the general
and specific training of the employees. The general training means the basic training which is
given to the all employees. The specific training includes specific tasks oriented trainings which
are given to the employee targeting specific performance. SIBL always evaluates their
performance of the employee and then decided which person goes to the training program.

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2.4.2 Employees Training Of SIBL:

SIBL employees a large number of employees for performing various jobs. Some of them are
newcomers. They need more knowledge and skill for better performance of jobs. They are, in need
of proper training to contribute to the achievement of the organizational goals. There are some jobs
that require little or no training but many of them need to be performed by adequately training.
The use of modern technology has created new jobs in the organization, which required training.
Training involves the change of skills, knowledge, attitudes or behavior of employees. Although
training is similar to development in the methods used to attract learning, they differ in time frames.
Training is more present day oriented; its focus is on individuals’ current jobs, enhancing those
specific skills and abilities to immediately perform their jobs. Employee development, on the other
hand, generally focuses on future jobs in the organization. Imparting of training to the employees
has become very much important in modern times for better performance of the job. Here it can
be said that the question of training does not arise but making choice of the method of training
arise.

2.4.3 Employee Training Method of SIBL:

After successful selection process they start their own strategy to make a very effective man
power. They have divided there training and development process in the following sections. All
this training are arranged and taken by support and development segment.

1. Service mind set


2. Service based training
3. Value added service-based training
4. Computer skill

2.4.4 Types of Training Programs in SIBL:

For fresher, foundation courses on elementary knowledge of banking are organized. Specialized
courses on the area like credit, foreign exchange, accounts, inspection, core risk management,
investment and marketing etc. are meant for officials working in those areas. Higher level courses
are run on specific knowledge area. Certain courses are a blend of different knowledge areas. In
addition, certain priority programmers are also being conducted by the academy. These include
programs on Basel-II Accord, Productivity Improvement, Money Laundering Prevention, new
skills required to perform new jobs.

Name of Training Time duration

Foundation course 1 month

Foreign exchange 15 days

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Investment 15 days

Core risk management 7 days

2.4.5 Development process

Development basically provide to the management level. Management development is


any attempt to improve managerial performance by imparting knowledge, changing
attitudes, or increasing skills. The ultimate aim of such development programs is, of
course, to enhance the future performance of the organization itself. For this reason, the
general management development process consists:

 Assessment of the company’s needs


 Appraising the managers’ performance
 Development the managers

2.4.6 Transfer & posting Section:

Every organization recruits’ employees to fill the need of that organization. After joining the
human resources Division, the employees are posted to various Branches and Departments of Head
Office based on their knowledge, skill and competency. According to the central directives those
employees who have passed more than 3 (three) years in a single place are required to transferred
do a different branches/department, Besides that, for internal arrangement of the bank transfer and
posting can take place. SIBL Human Resources Division has such a Transfer and Posting Section
for this purpose.

2.5 Performance Appraisal

Performance appraisal is defined as evaluating an employee’s current or past performance relative


to his or her performance standard. The appraisal process therefore involves:

 Setting work standard


 Assessing the employee’s actual performance relative to these standard and
 Providing feedback to the employee with the aim of motivating the person to
eliminate performance deficiencies or to continue to perform above per.

2.5.1 Steps in appraising performance in SIBL

The performance appraising process contains three steps:

1) Define the job: It means making sure that supervisor and subordinate agree on his or her duties
and job standard.

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2) Appraise performance: Appraising performance means comparing subordinate’s actual
performance to the standards that have been set; this usually involves some type of rating form.

3) Provide feedback: Performance appraisal usually requires on e or more feedback sessions.


Here the subordinate’s performance and progress are discussed and plans are made for any
development that is required.

2.5.2 Performance appraisal Methods:

The appraisal itself is generally conducted using predetermine and formal method like one or more
of those described in this section.

1. Graphic Rating Scale: A scale that lists a number of traits and a range of performance for each.
The employee is then rated by identifying the scale that best describes his or her level of
performance for each trait.

2. Alternation Ranking Method: Ranking employees from best to worst on a particular trait,
choosing highest, then lowest, until all are ranked.

3. Paired Comparison Method: Ranking employees by making a chart of all possible pairs of the
employees for each trait and indicating which is the better employee of the pair.

4. Forced Distribution Method: Similar to grading on a curve; predetermined percentages of


rates are placed in various performance categories.

5. Critical Incident Method: Keeping a record of uncommonly good or undesirable examples of


an employee’s work-related behavior and reviewing it with the employee at predetermined times.

6. Behaviorally Anchored Rating Scale (BARS): An appraisal method that aims at combining
the benefits of narrative critical incidents and quantified ratings by anchoring a quantified scale
with specific narrative examples of good and poor performance.

7. Management by Objectives (MBO)

Involves setting specific measurable goals with each employee and then periodically reviewing
the progress made.

2.5.3 Annual Performance Confidential Report (ACR)

 A system of annual reporting on the performances i.e. work and conduct of the employees
shall be laid down by the Board and such report shall be called the Annual Confidential
Report (ACR) and the Bank may also call for Special Confidential Report on any employee
as and when considered necessary.

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 An employee shall not have access to his/her confidential reports but he/she shall be
informed of the adverse report, if any, in order to give him/her an opportunity to explain
his/her position or to improve/rectify himself/herself.

2.6 Motivation Practices in Social Islami Bank Limited

Helping employees exert high energy level. Some important factors of Motivation are:
Motivational Theory & job Design, Performance Appraisal, Rewards & Compensation,
Employee Benefits, and Discipline. To do the works effectively, Social Islami Bank
Limited has to maintain the compensations, rewards and benefits system to meet the
requirement of the organization.

2.6.1 Pay & Allowance policy of SIBL

1. The scales of pay and other allowance of officers and other employees of the Bank as
determined by the Board is given in the Schedule-I (Part-II). These scales will be reviewed
from time to time in the best interest of SIBL.
2. Subject to the provisions of sub-rules 1 the initial pay of an employee appointed by direct
recruitment to a. post shall be the minimum of the scale of pay laid down for the post in the
Schedule-I (Part-II).
3. Notwithstanding anything contained in sub-bile 2 when a. person with the required minimum
qualification is not available for direct recruitment and the available person asks in writing
before joining, higher pay than the minimum of the applicable scale, the Board may, after
considering the qualifications & experience and for reasons to be recorded in writing, grant
higher initial pay in the pay scale of the post. This will not give him/her in the matter of
seniority.
4. The initial pay of an employee promoted from a lower post to a higher post shall be fixed at
the minimum of the scale of the higher post and the pay so fixed shall be his/her substantive
or officiating pay according to his/her appointment whether it is substantive or officiating.
5. An employee appointed on promotion shall begin to thaw pay in accordance with the
provisions of sub-rule 4 from the date he/she joins the higher post.
6. Provided that when two or more employees are promoted at the same time and one or more
of them are required by the competent authority, in the interest of the bank to join the higher
post at a later date than others, any such employee joining the new post on the date fixed by
the competent authority shall be allowed the pay of the higher post from an earlier date but
not earlier than the date of promotion to ensure that he/she is not financially at a disadvantage
as compared to others.
7. When an increment in pay falls due to an employee, his/her records shall be submitted to the
competent authority for evaluation of performance of the employee and, where the service
records are satisfactory, the competent authority shall sanction the increment, and, where the

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service records are not found satisfactory, the competent authority may put the employee on
special report for a period not exceeding twelve months.
8. The conditions under which service counts for increments in a pay scale are specified as
under:
a. All duty in a post on a pay scale and periods of leave other than extraordinary leave
count for increments in that scale. Provided that the competent authority may, in any
case in which it is satisfied that the leave was taken on account of illness or for any
other cause beyond the employee's control, direct that the extra-ordinary leave will
count for increments.
b. Service in another post whether in a substantive or officiating capacity, counts for
increment in the pay scale applicable to the post on which the employee holds a lien;
c. If an employee, while officiating in a post or holding a temporary post, is appointed to
hold another temporary post which does not carry less pay than the pay of his/her
original post or pay scale, his/her service in the increments in the pay scale applicable
to the original post. The period of officiating service in the other post to which the
employee is appointed in an officiating or temporary capacity which his/ her
appointment counts for increment in the employee would have officiated in the original
post but for his/her appointment to the other post. This provision shall apply also to an
employee who was not actually officiating in the original post at the time of his/her
appointment to the other post but who would have so officiated had he/she not been
appointed to the other post.

2.6.2 Others Benefits

Advance Increment

Advance increment(s) may be granted to an employee by the Board or any other authority
empowered by the Board for his / her meritorious service, the particulars of which are to be
recorded.

Honorariums

An employee may be paid a lump sum honorarium of Taka five thousand on passing the Institute
of Bankers Examination Part-I and further honorarium of Taka five thousand only for Part-II of
the examination and Tk.5,000/- on passing SIBL Diploma Examination to be conducted by the
Social Islami Bank Limited Training Institute (SIBLTI) for building Social Cadre Service (SCS)
of SIBL and post graduate diploma in Islamic Banking & Insurance of South East University,
Dhaka or any other recognized Universities and for obtaining MBM Degree from Bangladesh
Institute of Bank Management (BIBM) and for special work of occasional character which shall
clearly help in achieving the objectives of the Bank by the Board.

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Award

An award in cash or in kind may be granted to an employee for outstanding academic and
professional achievements by the Board.

SIBL Employee’s Profit Dependency Contributory Provident Fund

There shall be a fund called “SIBL Employee’s Profit Dependency Contributory Provident Fund"
which will be governed by a separate Provident Fund Rules.

Gratuity

1. Every confirmed and full time employee who has rendered 5 (five) years continuous service
or more in the Bank, a gratuity equal to one month's last basic salary; and has rendered 7
(seven) years continuous service or more in the Bank, a gratuity equal to two month's last
basic salary for each completed year of service will be granted to him / her on retirement/
resignation/ termination or to his / her family in the event of his/ her death while in service.
2. The dismissed / removed employee(s) shall not be entitled to get gratuity.

2.6.3 Leave system in Social Islami Bank ltd

1. Leave is earned by duty only. For the purposes of these rules the period spent on deputation
shall be determined by its terms and conditions.
2. All applications for leave shall be addressed to the competent authority and shall be
submitted through the proper channel.
3. Leave cannot be claimed as a matter of right and leave admissible under these rules may be
granted by the competent authority who may refuse leave, grant leave for a shorter period
than applied for, revoke leave of any description and recall an employee before the expiry of
his/her leave.
4. All employees shall resume duties on the expiry of leave as initially granted or as
subsequently curtailed or extended. Overstay of leave may entail punishment including
dismissal from service. An employee on leave shall not accept any employment elsewhere.
5. Before proceeding on leave an employee shall make over charge to another employee as
directed by the competent authority.

Privilege Leave

Every employee shall be entitled to Privilege Leave on fill pay at the rate of one-eleventh of the
period spent on duty, that is, one day for every eleven days of duty, and the maximum that can be

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accumulated shall be 120 days at any point of time including 15 days obligatory privilege leave.
Any period in excess of 120 days shall be recorded separately in the leave account and may be
allowed on full pay on medical ground or for the purpose of pilgrimage or any other religious
purpose or for the purpose of education and the period of such leave on fill pay that may be taken
at any one time shall not exceed 12 months in the entire service period.

Encashment of Un-availed Privilege Leave

Every employee, with prior approval of the sanctioning authority, shall be entitled to encash 50%
of their un-availed privilege leave subject to the condition that he / she must keep a minimum leave
balance at his/her credit after encashment as follows:

• Regular employee’s minimum 45 days


• Employees on contract basis minimum 15 days

The minimum leave balance so kept may however be encashed by the employee while
proceeding on LPR / Retirement and after Resignation, Termination. Incase of Death, the
heirs/nominees of the employee will be entitled to get the facility of encashment of un-availed
Privilege Leave.

Leave Without Pay

1. Leave without pay may be granted to an employee in special circumstances when no other
leave is admissible under these rules. The duration of leave without pay shall be so
regulated that the amount of total leave including other leave taken in combination does
not exceed the maximum of two years at any one time.
2. In case of a. temporary employee who has not completed five years continuous service the
duration of leave without pay at any one time shall not exceed three months. Provided that
this restriction of three months shall not apply to a temporary employee who is permitted
to undergo training in or outside Bangladesh after executing a bond to serve the Bank for
a period of five years on return from such leave.
3. Notwithstanding anything to the contrary the authority empowered to grant leave may
commute retrospectively the period of absence without leave into leave without pay.
4. Leave without pay may/may not be counted in calculating the length of service.

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Study Leave

5. Study leave without pay for maximum 3 (three) years may be granted by the Board or
authority empowered by the Board to an employee having at least five years of continuous
service.
6. Study leave shall not be granted to an employee who has put in less than 3 (three) years’
service or to an employee who is due to retire within 5 (five) years from the date on which
he is likely to return from the study leave.
7. The employee to whom study leave is granted shall give an undertaking to the bank in non-
judicial stamp to the effect that he/she would join his/her service after completion of study
leave and he/she will not extend his/her leave period, deviation of which his/her service
will stand terminated."

Causal Leave

8. Casual leave means a leave of absence for a very short period granted to an employee who
may be unable to attend duty during such period due to sudden illness or urgent private
affairs. Such leave is treated as duty for all purposes.
9. Casual leave may, subject to the exigencies of service, be granted to an employee by the
competent authority up to a maximum of 15 (fifteen) days in a calendar year, but not for a
period exceeding 5 (five) days at a time. But total leave including Father's Child Care leave
and Family leave shall not exceed 15 days in a calendar year.
10. No formal order of notification need be issued for grant of casual leave nor the same is
required to be shown in permanent service records.
11. Casual leave shall not be cumulative and may only be availed of during the calendar year
to which it relates. The unspent period of casual leave not availed of during a calendar year
shall lapse on the 31st December of the year.
12. Casual leave may be taken in continuation of and in combination with holidays including
Fridays and if holidays and Fridays intervene two spells of casual leave the entire period
(including holidays) shall be reckoned as casual leave provided that the total period for
which casual leave is admissible and if it exceeds the period shall be commuted into
Privilege leave as may be due and if no leave is due, into leave without pay.

Leave Procedure

1. The leave account of an employee shall be maintained in such form as the competent
authority may specify.
2. The leave account of an employee shall be maintained by such officer as the competent
authority may determine.
3. Every application for leave or for an extension of leave shall be sent to the authority
competent to sanction the leave through the immediate superior.

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4. Before an employee is granted leave or extension of leave, on medical ground, he/she must
obtain a certificate from the Medical Officer of the Bank or any other Medical Authority
specified by the Bank accompanied by a. statement of his/her case in the form to be
specified in this behalf

Obligatory Privilege Leave

Competent authority shall grant at least 15 days Obligatory leave out of 1(one) month's
accumulated Privilege Leave of an employee with 1(one) month's basic pay as Leave Fare every
year subject to the condition that 15 days Privilege Leave will be debited from his/her leave
balance. In case of the employees who had accumulated Privilege Leave at their credit before -
introduction of this leave 01/07/99 i.e. up to 30/06/99 shall not lapse and therefore be counted in
the leave balance.

Consideration for the Getting Leave

In case where all applications for leave cannot, in the interest of the service of the Bank, be
granted the competent authority shall, in deciding which application should be granted consider
the following considerations:

1. The employees who can, for the time being best be spared.
2. The amount of leave due to the various applicants.
3. The amount and character of the service rendered by each applicant since he last returned
from leave.
4. The fact that any such applicant was compulsorily recalled from his last leave.
5. The fact that any such applicant has been refused leave in the interest of the Bank.
6. Any other reasons considered appropriate by the competent authority.

2.7 Disciplinary Action:

Each and every employee of the organization must have to abide by rules and regulations of that
organization. But if any employee breaks the rules and regulations and the authority does not take
any administrative action against him/her, the other employees will not follow the rules and
regulations of that organization. That’s why a strong disciplinary action section is here to handle
such kind of undisciplined activities.

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2.7.1 Codes of conduct and discipline in HRM

(a) Conform to and abide by these rules

(b) Observe, comply with and obey all orders and directions which may from time to time. be
given by any person or persons under whose jurisdiction. Super-inter. dance or control her/she
may from time to time is placed.

(c) Serve the Bank honestly and diligently-:

(d) Use his/her utmost endeavors to promote the interest of the Bank

(e) Show courtesy and attention in all transactions and

(f) Maintain strict secrecy regarding the affairs of the back including the affairs of its
constituents. Irrespective of whether the information or documents relating to the Bank come into
possession in the come of Usher duties as an employee or otherwise.

(g) Shall follow the instructions regarding dress code as specified in Schedule-I (Part-M) which
may be revised by the Competent Authority from time to time.

No employee shall-

(a) Accept any outside employment honorary or stipendiary:

(b) Mean in any commercial business industry or pursuit either on Usher own account or as aunt
or others.

(c) Be connected with the (nation or management of joint stock company other-wise than as an
ante of the Bank.

(d) Act as agent of an insurance company or accept commission directly or indirectly. other-wise
than as an aunt for or on behalf of the Bank :

Provided that the competent authority may permit an employee in special circumstance to accept
an outside work subject to approval of the Board.

No employee shall absent himself/herself from duty nor leave the station without first obtaining
the permission of the competent authority in However- in exceptional circumstances verbal
permission may be obtained to be followed by written confirmation.

An employee who desires to make a representation relating to service in the bank shall address the
representation to the competent authority through immediate superior.

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No employee shall make any personal representation to any Director of the Board or any outside
authority to intervene on luster behalf in any matter

No employee shall –

(a) accept himself/herself or permit any member of family to accept any gift from a constituent of
the Bank. Any person likely to have dealings with the Bank a subordinate employee or a candidate
for employment in the Bank.

(b) accept without the previous permission in writing of the Managing Director any gift from a
foreign Government Agencies.

(c) lend money in lustier private capacity to or borrow money from or place himself under any
pecuniary obligation to broker money lender an employee of the Bank a candidate for employment
in the Bark or any firm or person having or likely to have dealings with the Bank.

(d) have personal dealings with a constituent in the purchase or sale of bills of exchange
Government paper or any other securities.

(e) buy or sell stocks shares or securities of any description without funds to meet the full cost in
the case of purchase or script for delivery in the case of a sale.

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