BRAC BANK LTD.

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 A Report on
“Human Resource Practices of BRAC Bank ltd.”
Course: Human Resource Management (4101)

Submitted to: Mrs. Manna Akter Lina

Assistant Professor
Dept. of Business Administration
Dhaka City College

Submitted by: Tasnim Tabassum Anika

ID: 387
Sec: E
Batch 18th
Department of Business Administration
Dhaka City College

Date of submission: August 22, 2019

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 Letter of transmittal

August 22, 2019

Mrs. Manna Akter Lina

Assistant Professor

Department of Business Administration

Dhaka City College

Subject: Submission of Report on “Human Resource Practices of BRAC bank ltd.”

Dear Madam,

With due respect, I would like to state that I am Tasnim Tabassum Anika, a regular student of BBA, Batch
18th of this esteemed institution. My academic ID number is ID# 387. This report will contain a comprehensive
study on the practice of human resource management of “BRAC Bank ltd”

Therefore I pray and hope that you will be kind enough to grant my term paper and oblige hereby. Your
feedback will be highly appreciated.

Thankfully yours,

Tasnim Tabassum Anika

ID# 387

Sec: E

Batch : 18

Dhaka City College

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 Acknowledgement

First of all, I would like to thank the Almighty Allah, the merciful. Without his blessings, this report wouldn’t be
finish in time.

This report wouldn’t be completed without help from some important persons. First of all I would like to thank my
honorable Mrs. Manna Akter Lina Assistant Professor, Dhaka City College Without his kind help, I wouldn’t be
able to complete this report on human resource management practice s of BRAC Bank Ltd. I would
like to thank Miss Marzea Mouly Shorna, Assistant relationship manager who helped me by providing
information on Brac bank. Without these helpful people, this report wouldn’t be completed.

At last I would like to thank and show my sincere gratitude to all the persons who were involved with this report
making process. Thank to them once again.

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 Table of Contents

Chapter Description Page number

1.0 Brac bank at a glance 08
1.1 Introduction 08
1.2 About Brac bank 08
1.3 Corporate mission 10
1.4 Corporate vision 10
1.5 Management aspects 10
2.0 HR department of Brac 14
2.1 Functions of HR division 14
2.2 Human Resource division wings 14

3.1 The report introduction 16

3.2 Objectives 16

3.3 Methodology 16

3.4 scope 16

3.5 Limitations 17

4.0 HRM strategy 19

4.1 Recruitment 19

4.2 Training and development 19

4.3 MIS & strategic planning 21

4.4 Compensation & benefits 21

5.0 Recommendations & conclusion 27

5.1 Recommendations 27

5.2 Conclusion 28
6.0 References 29

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 EXECUTIVE SUMMARY

BRAC Bank Limited is a scheduled Commercial Bank in Bangladesh. It established in Bangladesh under the
Banking Companies Act, 1991 and incorporated as Private Limited Company on May 20, 1999 under the
Companies Act, 1994. Its operation started on July 4, 2001 with a vision to be the market leader through to
providing all sorts of support to people. Human Resources Division of BRAC Bank Limited maintain an adaptive
human resources management strategy and the division comprises of Recruitment, Compensation & Benefits,
Learning and Development, Human Capital Department and HR Operations Departments with a team of dynamic
HR Relationship Managers who bridge HR support with the business need. The specific objective of this report
to acquiring a practical knowledge and personal observation about the overall HR procedure, functions, principles
and its nature, to understand about HR operation of BRAC Bank Limited, to understand about employee’s
satisfaction & dissatisfaction level, find out the activities and implication of HR department to the organization,
analyzing the HR planning, job analysis, employee recruitment process, training, performance appraisal,
compensation and pay plan, benefits and service.

With limited knowledge and experience I tried my level best to make this report as much understandable as
possible and translated the real world experience into a document. But even so, how those policies and practices
are In-Line with the corporate strategy are discussed in this report. Before drawing any conclusion based on this
report it may be noted that the report was prepared in a very short term and there is lack in data. But still the
report may be useful for designing any further study to evaluate the HR facilities provided by the banks.

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Organizational Overview

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1. BRAC Bank at a Glance
1.1 Introduction:
BRAC Bank Limited is a full service scheduled commercial bank. It has both local and International Institutional
shareholder. The bank is primarily driven with a view of creating opportunities and pursuing market niches not
traditionally meet by conventional banks. BRAC Bank has been motivated to provide “best-in-the-class” services
to its diverse assortment of customers spread across the country under an on-line banking dais.
Today, BRAC Bank is one of the fastest growing banks in the country. In order to support the planned growth of
its distribution, network and its various business segments, BRAC Bank is currently looking for impressive goal
oriented, enthusiastic, individuals for various business operations.
The bank wants to build a profitable and socially responsible financial institution. It carefully listen to the market
and business potentials, It is also assisting BRAC and stakeholders to build a progressive, healthy, democratic
and poverty free Bangladesh. It helps make communities and economy of the country stronger and to help people
achieve their financial goals. The bank maintains a high level of standards in everything for our customers, our
shareholders, our acquaintances and our communities upon, which the future affluence of our company rests.

1.2 About BRAC Bank Limited:

BRAC Bank Limited, one of the latest generation of commercial banks started its journey on July 04, 2001. It is
an affiliate of BRAC (Bangladesh Rural Advancement Committee), one of the world’s largest non-governmental
development organizations founded by Fazle Hasan Abed in 1972. The Bank operates under a "double bottom
line" agenda where profit and social responsibility go hand in hand as it strives towards a poverty-free, enlightened
Bangladesh.
BRAC Bank Limited, with institutional shareholdings by BRAC, International Finance Corporation (IFC) and
Shore Cap International, has been the fastest growing Bank in Bangladesh for the last three consecutive years. In
the recent past the bank has gone public with price of shares reaching impressive heights, further showing
promising future.
A fully operational Commercial Bank, BRAC Bank Ltd. focuses on pursuing unexplored market niches in the
Small and Medium Enterprise Business, which hitherto has remained largely untapped within the country. In the
last ten years of operation, the Bank has disbursed over BDT 14,500 crores of SME loans and has over 1,200,000
individual customers who access online banking facilities. The management of the Bank believes that this sector
of the economy can contribute the most to the rapid generation of employment in Bangladesh. Since inception in
July 2001, the Bank's footprint has grown to 81 branches, over 405 SME unit offices and 250 ATM sites across
the
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country. In the years ahead BRAC Bank expects to introduce many more new services and products as well as
add a wider network of SME unit offices, Retail Branches and ATMs across the country.

International Finance Corporation:

BBL has important international shareholdings apart from BRAC: IFC and ShoreCap. International Finance
Corporation (IFC) is the commercial wing of World Bank. Using certain channels and overseas representatives,
IFC helps local financial institutions find profitable ways to target small and medium sized companies. Funding
comes from the Asian Development Bank, Canada, the European Commission, the Netherlands, Norway, the
United Kingdom and IFC itself.

Shore Cap International Ltd

Another international institutional investor Shore Cap International Ltd. is an international private non-profit,
equity company seeking to invest in small business banks and regulated micro finance institutions in countries
with developing and transitional economies. Shore Cap typically invests between $500,000 and $2 million for an
ownership position of 10-25% of a company. As a minority shareholder, Shore Cap seeks financial institutions
with a strong, experienced management team and a committed set of local development-minded investors.

The shareholding structure of BRAC Bank Limited:

Shareholders of BBL
BRAC 43.77%
IFC 5.36%
Shore Cap International 0.86%
General Public through IPO 50%
Others 0.01%
Total 100%

Table: 1.1 Shareholding structure of Brac bank

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 Shareholders % Shareholders %,
Others, 0.01%,
0%
BRAC

Shareholders
IFC %,
Shareholders %, BRAC , 43.77%,
General Public 44%
Shore Cap International
through IPO,
50%, 50%
General Public through
IPO
Others
Shareholder
s %, Shore
Cap Shareholders %,
International IFC, 5.36%, 5%
, 0.86%, 1%
Fig1.1: Shareholder’s percentage

1.3 Corporate Mission:

BRAC Bank Limited wants to be the absolute market leader in the number of loans given to small and medium
sized enterprises, service holders, teachers, students, immigrants and people belong to all income and professional
groups throughout Bangladesh. It tries to be a world-class organization in terms of service quality and establishing
relationships that help its customers to develop and grow successfully. It wants to become the Bank of choice
both for its employees and its customers, the model bank in this part of the world.

1.4 Corporate Vision:

The vision of BBL is to build a profitable and socially responsible financial institution focused on Markets and
Business with growth potential, thereby assisting BRAC and stakeholders build a just, enlightened, healthy,
democratic and poverty free Bangladesh.

1.5 Management Aspects

Like any other business organization, the Top management makes all the major decisions at BRAC Bank Limited.
The Board of directors being at the highest level of organizational structure plays an important role on the policy
formulation. The Board of directors is not directly concerned with the day-to-day operation of bank. They have
delegated their authority to its management committee, which is called MANCOM. Now there are 5 directors in
the Top management of the bank. All the directors have good academic background and have huge experience in

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business. Mr. Fazle Hasan Abed is the Chairman of the bank. The board of directors holds meetings on a regular
basis.

The Management Hierarchy of BRAC Bank Limited is given below:

 Chairman
 Board of Directors
 Managing Director
 Deputy Managing Director
 Executive Vice President
 Senior Vice President
 Vice President
 Senior Assistant Vice President
 First Assistant Vice President
 Assistant Vice President
 Senior Principal Officer
 Principal Officer
 Senior Officer
 Officer Grade II
 Officer Grade I
 Executive

Employee:
The BRAC Bank Limited has in different employee’s criteria. There are different types of employees working in
different places inside BRAC Bank. The types of employees are-
 Regular employee:
The permanent stuffs are known as regular employees. The regular employees are allowed to get the bonus,
incentives and other allowances with their basic salaries. And these types of employees also have the
benefit of gating extra facilities the BRAC Bank limited is providing for their employees.
 HR Staff:
HR temporary contract are for those categories whose Job description is such, where he/she needs to be
under the direct supervision of Bank’s authority, whose performance is monitored by the Bank
Management. They might be specialist, consultant, and specially assigned staff. Staff under HR contract
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 are those people who directly or indirectly deals with customer, has access to Bank’s confidential data’s
& valuable properties (car, etc), deals with sensitive areas, also where staff need to deal with customer as
a representative of BRAC Bank directly. The HR Stuffs salaries are fixed and they won’t get any
allowances with their salary.

 Outsourced Staff:
Other contractual employees are not entitled for any service agreement. They will be recruited through
outsource agency’s. The requirement of any support staff through outsource agency must come through
HR signed by the Division Head. HR will send the requirement to provide staff by the Outsource Agency.
Outsource Staff recruitment depends on the budgeted requisition of the staff from the respective
departments. However, for non-budgeted requisition it will go through after the approval process of
MANCOM. The bank reserves the right to terminate the contract with the Outsource Agency without
assigning the reason whatsoever. The Outsource Stuffs salaries are fixed and they won’t get any
allowances with their salary.
 Intern:
To encourage and help human resource development in the financial industry the Bank may decide to offer
internship programs to individuals or educational institutions. The decision to enter such an engagement
will be decided by the MD& CEO on the recommendation of the Department Head. The HRD will prepare
the proposal of such engagement with individual/institution and forward it to the MD& CEO for
consideration with the recommendation of the Head of HR. Individuals engaged as Internees will be paid
a consolidated Honorarium per month, as decided by the MD/MANCOM and will not be entitled to any
other benefits. Managing Director and CEO will determine and analyze the necessity of intern on the basis
of yearly budget and also requirement of special projects. As per requirements Department Head will make
the intern requisition and after receiving intern requisition HR will take 15 days for an intern to join. All
Internships program will be for a three months. Prior approval by MD& CEO internship program can be
extended for a maximum period of six months.
 Management Trainee Officer (MTO):
Management Trainee Officers highly qualified students of BRAC Bank Limited. The MTO’s are regular
employee but they have to learn as a student inside BRAB Bank for the period of one year. After one year
if they can complete their learning period successfully they will become a senior officer directly from the
MTO.

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 Chapter -2
Human resource department of BRAC Bank LTD

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2. The Human Resources Department of BRAC Bank LTD.

Having a Human Resources Department in Bangladesh business organizations today is becoming a common and
important part. But Human Resource Management is a relatively new discipline to study and implement in this
part of Asia and in most organizations HR Department work as a ‘Support’ department to the organization. Where
as it was suppose to be an integral part of the business without which an organization cannot maximize the utility
of its most valuable resource, which is the workforce, the employees of the organization.

2.1 Functions of Human Resource Division:

BRAC Bank Limited has a fully functional Human Resources Division (HRD) supported by manpower. The HRD
of BRAC Bank Limited performs the following functions:
 Selection and Recruitment.
 Training and Development of Employees.
 Compensation and Benefits Planning.
 Promotion Planning.
 Local and Foreign Travel Planning.
 Bond Policy Formulation for Travel/Training/New Joiners.
 Policy Formulation for Leaves.
 Making Reward and Recognition Policies.
 Policy Formulation for Staff Loans (Car/Housing).
 Policies for Resignation or Termination from Services.
 Retirement Policy.
 Employee Gratuity Fund Policy Formulation.
 Employee Provident Fund Policy Formulation.
 Employee Welfare Fund Policy Formulation.

2.2 Human Resource Division’s Wings:

There are five wings in human resources department in BRAC Bank LTD. They are as follows:
 Administration
 Recruitment
 Learning and development
 Payroll and benefits

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 Chapter- 3
Introduction to report

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3. The Report:
3.1 Introduction
As part of the report for Human Resource Management course for MBA I have chosen BRAC Bank limited where
I get the opportunity to know about the human resource management of BRAC Bank limited and its functions.

3.2 Objectives
The objectives of the report are simple. It has three simple objectives namely:

 HRM problems and issues facing by BRAC Bank limited

 What HRM approaches to ensure ongoing strategic competitive advantage?
 What HRM challenges they are facing in the 21st century?

3.3 Methodology
In order to attain the objectives, collection of primary data is necessary. This data will be used to analyze the
problem statement. The largest part of the analysis however would obviously be conducted by carrying out the
employee satisfaction survey. The intention is to obtain a randomly selected unbiased sample of 100 employees
across the bank and to question them on various HR Grounds to asses the employee satisfaction level. Therefore
the methodology would include relevant information is collected from interviews, Surveys, observation and
annual reports of the bank and other bank in comparison.
Primary data are collected through:
 The Employee Satisfaction Survey
 Open ended and close ended questions,
 Conducted discussions with Officers of HRD

Secondary data are collected through:

 Annual Report of BRAC Bank Limited

 Website browsing.

3.4 Scope

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This report will give a clear idea about Human Resources Department in the BRAC Bank limited. and how
efficiently they utilize their resources? What types to benefits they offer to their employees to motivate their work?
The study helps us to gain hands on knowledge about the Human Resources Department. The study has enormous
implication to develop HR guide line and increase Employee Satisfaction. The management of BRAC Bank
limited can use the findings and recommendation for their policy making and organizational development purpose.
It will help them to introduce a new dimension of hiring and retaining more efficient people for their organization.

3.5 Limitations
The research contains a number of limitations as well.
The first and foremost limitation was that it was carried out on the most confidential and sensitive department of
any organization that is the human resources division. A number of items had to be excluded from the analysis as
they were considered confidential. The research was therefore forced to be very primitive.
Moreover, while conducting the Survey, selection bias might have existed in sample population may be there.
The sample distribution may not be even, there may be a majority of people coming from a fixed range of income
level.
Time constraint is one of the problems, for which it has been very difficult for me to go in depth with my research.

Problems & issues facing by BRAC Bank Limited

During doing this report I had did the SWOT analysis for getting the internal and external problems of BRAC
Bank limited. According to the SWOT analysis I found the following analysis

 The overall situation of Human Resource for a company like BRAC Bank limited is not that much
controlled to be used and utilized it perfectly.
 The salary structure is not high enough according to the workload of the employee.
 There is less manpower to control and maintain the large amount of employees.
 Online recruitment system is not upgraded time to time.
 BRAC Bank limited has a huge number of employees. So is difficult to maintain the Human
Resource policies with this large number of employees.
 The resignation rate too high in BRAC Bank Limited then it anticipated.
 Reference control on policy is common situation of Bangladeshi organization. BRAC Bank is not out
of it. Reference control on Human Resource policy can be a bad threat for BRAC Bank Limited.
 Training is not provided at the level of employees need.
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 Chapter-4
HRM STRATEGY

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4. HRM approaches to ensure ongoing strategic competitive advantage

4.1 Recruitment:
Selection and Recruitment is an integral part of any organization that heavily depends on their workforce to
successfully perform their mission and achieve their vision in the long run. Thus appropriate selection of
candidates to join in the workforce is a necessary part of Human Resource Management, which is ensured by the
Human Resource Division in BRAC Bank Limited.

Recruitment Process:
For the recruitment the BRAC Bank Limited should use the following process
a) Direct Recruitment: The BRAC Bank Limited should use a CV Bank in HRD. In direct recruitment the
HRD will short list the CVs from the CV Bank or collect the CVs that referred by the employees of BRAC
Bank Limited for direct interview for the specific selected post. After short listing the applicants will
directly informed of called for the interview and after the interview the applicant will be finally selected.
b) Through Advertisement: Sometimes the HRD of BRAC Bank Limited will not able to short list CVs for
specific post from their CV Bank. In this situation the HRD advertise of recruitment in specific post
mentioning the job description with the minimum requirement that the applicant should have for the post
and collect CVs which are being specified according to the requirement that has been published in the
advertisement. After that the CVs will be short listed and the recruitment procedure will go according to
the direct recruitment process.
c) Internal Job Posting: For any kind of internal job search it will operate through a circular in lotus mail or
notice board for existing staff other than permanent also HR Temporary (minimum one year with BRAC
Bank Limited) & outsource staff (minimum three years with BRAC Bank Limited). Job specification will
be clarified in that circular and interested candidates will have full liberty to apply subsequent to the
clearance from his or her respective line manager. After a formal interview in front of the Recruitment
committee or Management Committee/MANCOM he or she can be absorbed in the suitable position.

4.2 Training and development:

Providing employees with training and development opportunities not only contributes to the quality and
effectiveness of the organization it also serves to motivate and retain employees. According to BRAC Bank
training is not an expense but an investment.

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The bank’s policy is to train the Human Resources to enhance skill and knowledge for better understanding of job
responsibilities. It includes on-the-job and formal training programs.
Training programs include:
 Orientation Training
 In-house training
 Job specific training (newly implemented)
 Need base local/foreign training
 Peer or Supervisor’s coaching
 E-learning: Online training and evaluation (newly implemented)
Every department has to follow an employee performance measurement method devised by the HRD. This
performance measurement form will be filled out and signed by the supervisors and respective Department Heads.
Based on these performance reviews, training needs will be identified for different employees.

Identification Discuss with Recommend by Arrange Completion

of the need by the Dept. Dept. Head of Training of Training
the employee Head HR
in
performance
measurement Feedback
to HR

Counseling, Record
Mentoring, Keeping in
Material Personal
Reading File

Fig 2.1: Training process flow

The training and development department conducts this training session; HR department works as a co -
coordinator for the whole process.

The training procedure followed by BRAC Bank HRD can be summarized in the following steps:
1 Orientation Training after the new hires have completed all the formalities.

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2 Special Training for Retail Staff and Corporate who deal with Cash.
3 Arrangement of Post field attachment training for CROs who have been nominated by the concerned authority.
4 In-house resource person is informed prior to training.
5 HRD is informed/concerned person is informed by HRD prior to foreign training
6 Concerned person/department is informed prior to outside local training.
7 HRD is confirmed by the concerned department/person after receiving offer from HRD.
8 If the participants arrange any course (local training institute), it should be informed to HR along with proper
approval from MD/COO for necessary action before training.
Training Arranged by Bangladesh Bank or any legalized body where any staff of the bank has been nominated by
the supervisor and the same has been informed to HR.
By providing such short of training to the employees of BRAC Bank, they can able to create knowledge based
employees who can give more productivity and add values to the company.

4.3 MIS & Strategic Planning:

BRAC Bank had newly establish MIS & Strategic Planning wing in HRD whose functions includes to be work
process improvement, project management, increasing use of technology more and paperwork less by developing
and generating ideas to incorporate technology in different business and day-to-day functions. BRAC Bank’s
different departments and divisions use different MIS, there is no centralized system formed yet. Thus MIS &
Strategic Planning does not go by any specific work procedure. The Manager, MIS & Strategic Planning is in
charge of the Projects/Assignments and currently the MIS & Strategic Planning section has started to maintain
the “E-Learning” system which is an Employee Development program based on Online Training & Evaluation.
Employees can sit for online exams within the workplace and it is the duty of the MIS & Strategic Planning
Manager to evaluate the electronic scripts and distribute the results after evaluation. The current projects of MIS
& Strategic Planning are development of two computerized systems named “E-Attendance” and “E-PM”, one for
employee attendance management and the other is for employees’ performance measurement matter respectively.
By developing such kind of thing the employees performance measurement will be improve and accordance to
that the employees will be benefited, rewarded and recognized.

4.4 Compensation & Benefits

Salaries:
The Bank is making new policies which will be committed to follow a fair, competitive and flexible remuneration
policy. The remuneration policy of the bank will cover all persons engaged in permanent service of the bank.

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The Salary structure of the Bank will be based on Job Grades. Job grades will be decided on the basis of an
analytic assessment of the position based on the size, responsibilities, decision-making authorities and the nature
of the job.

The remuneration of employees consists of:

- Basic Salary
- House Rent and
- Medical Allowance

Salaries are confidential between the employees concerned and the Management. The salary ranges for these job
grades will be reviewed from time to time.
HR Temporary & outsource staff do not have any assigned job grade. The contract will have a consolidated
payment per month and there is no other entitlements applicable except commission based on job criteria.

Basic Pay:
Basic Salary Ranges (BSRs) is appropriate with the job grades and is determined by the Board on the
recommendation of the Managing Director. The Board started to reviews the BSR at least once every two/three
years. ‘Basic Pay’ means the pay on the scale or fixed rate of pay that has been sanctioned by the competent
Authority for the post held by an employee but does not include any other remuneration. ‘Gross Pay’ means the
summation of the all types of payment received by an employee.

House rent allowance: House Rent Allowance may be paid to the employees at such rates and on such conditions
as may be prescribed by the Competent Authority from time to time.

Medical allowance: Medical Allowances may be paid in accordance with the job grades and on such conditions
that may be prescribed by the Competent Authority from time to time.

Festival Bonus:
Festival Bonus will be paid to all confirmed officers/staff @ one month basic salary which will be reimbursed
twice in each calendar year. All confirmed employees would get one bonus during Eid-ul-Fitr and another one for
Muslims during Eid-ul-Azha and for others based on their respective religious festival.

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Non-confirmed employees will be entitled to get Festival bonus as pro rata basis depending on his/her BBL joining
Date.
HR Contract & Outsource Staff would get 1 bonus, which is 50% of their consolidated salary.

Re-fixation of salary adjustment based on inflation: (Once a year: effective 1st July each year): the Board of
the Directors will decide the annual salary revision and recommendation will be based on:
- Revised Pay Scale, and/ or
- Inflation
Performance Bonus (PB): (once a year): The Board of Directors at its discretion, based on the Bank’s profit
will declare a certain percentage of the pre-tax profit as Performance Bonus.
The contribution measurement will be coming from the Performance Matters. Performance Matters for such
purpose shall be made on the criteria set by the management from time to time.
Leave Fare assistance (LFA): (once a year):
Leave Fare Assistance is a non-recurring benefit for all the permanent employees of the Bank who have completed
at least one year service. According to Bangladesh Bank policy all the permanent employees have to take 15 days
mandatory leave in one go and LFA will given in this leave period, so that everyone will be encouraged to avail
the leave. BRAC Bank provides Leave Fare Assistance to its Employees to ensure that the employees enjoy a
sound mandatory leave of 15 days in one go. This will definitely enhance the employees’ satisfaction and it will
enhance competitiveness with peer organization in the industry.
Every Permanent employee of the bank is eligible to receive the LFA who have completed at least one year
service. This benefit is available at the time of mandatory Leave. However, after completion of one year service
and being confirmed, calendar year must have the option to accommodate staff mandatory leave.
LFA will be given at the time when an employee will avail the 15 days mandatory leave. LFA will be the one
month’s basic salary of processing month for current and future treatment. For previous treatment, the amount
will be one month’s basic salary of Mandatory Leave Availing month.
Every Confirmed Employee is entitled to receive LFA only once in a year.
After receiving Mandatory Leave application HRD will produce the Pay Slip. Head of HR will approve this slip
and send to FAD for payment and FAD will pay accordingly.
Hospitalization Insurance
In the event where hospitalization or surgery is required for a member of the officer’s (confirmed employee)
dependent (Spouse and Children) including hospitalization on account of maternity - the Bank will reimburse the
officer (Group C) up to a maximum of Tk.35,000/- per annum, for executives (Group B) Tk. 100,000/- per annum

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and 200,000/- per annum for MANCOM (Group A).
Travel allowance
An employee of the Bank may be allowed to draw traveling allowance in respect of journeys performed for the
purposes authorized by the competent authority which include:
- On officially assigned tour
- To give evidence in a court of law
- On transfer
- On compulsory recall from leave
- To appear at a departmental/professional examination as authorized by the competent authority
- To attend a course of training sponsored by the Bank
- To bear the cost of travel of deceased employee

Types of allowances under travel policy:

- Traveling Allowance (Mode of Transport)
- Accommodation Allowance (Hotel Rent)
- Daily Allowance

Security Fund:
The objective of the fund is to provide predetermined monetary benefit against Death and Permanent Disability
of regular confirmed staff to his/her Dependent/Heir/Nominee by the Bank. All Regular Confirmed employees
are eligible to avail this benefit. The fund for this benefit is created solely with the Bank’s Contribution.
The Bank will contribute Taka 5.00/Thousand on a yearly basis against the last basic salary of each eligible
employee. (The rate of contribution may be changed subject to the approval of the board.) The Bank maintains a
liability account to manage the fund.
The total amount of benefit will be equal to 36 times of the last basic salary of the employee.

Welfare Fund:
The motive behind establishing the welfare fund is to be able to provide the regular confirmed employees from
JO to SPO with financial support for incidents or events when the cost may not be affordable for the employees.
These may include the following:
- Accidents on the job
- Extended illness

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 - Education for children
- Marriage of children
Employees of the grade JO to SPO may be the members of this fund. The amount to be received by the employees
under such special circumstances would be settled on by the fund management committee after thorough
assessment of the claim application and relevant documents.
A beneficiary will not be entitled to receive fund more than once in one calendar year.
Maximum limit for relevant occurrences are stated below:
- Severe Accident & Extended Illness TK 50,000

- Education/Examination:
o SSC & HSC TK 10,000
o Degree (BA/ BSS/ BSC/ BCOM/ BBA) TK 20,000
o Master Degree/ MBA TK 50,000
o Marriage Ceremony TK 1, 00,000

By provide such kind of benefits and compensation packages the employees will not think to shift themselves to
another bank and hence the bank could able to retain their experienced and trained employees within their
company.

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 Chapter-5
Recommendations and Conclusion

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5. Recommendations & Conclusion

5.1 Recommendation:
Therefore after this study, it must be said that Brac bank must immediately look into to improve the satisfaction
level of satisfaction by motivating their people or by making their effort worthwhile. Basically should look into
restructuring its Salary structure. It can either layoff and restructure or it can extend its budget and enhance pay
to be able to retain employees more efficiently.
More importantly, it is very important to eliminate the discrepancy among employees in terms of salary within
the bank to remove all possible chances of unfairness. An element of equity must be established within the bank
across job grades and designation.
The bank must restructure its pay from the bottom of the organization by bringing up the salary level from
bottom to top.
The bank should also utilize its training department in increasing employee dedication and motivation to work
towards a combined goal and enhanced solidarity.
Certain other issues that came out of the survey must also be dealt with such the bank must pursue a certain
degree of decentralization within a centralized framework. That is the bank can delegate power of promotion
and salary increment to specific departments to which the employee belongs to. This reduces layers and the
chances of an employee being correctly evaluated and awarded should significantly increase.
The bank’s management must be more transparent about its functions and decision making and ensure that there
is significantly reducing layers between employees and management or the administration.

In this part of recommendations, some valuable issues of BBL are discussed. These were the aspects that came
out while working for this report at BBL. These were related to various parts of BBL and thus are placed in the
list of general recommendation.

 Make the salary structure attractive to the employee.

 Make succession planning.
 Reduce the extra workload of the employee.
 They should increase the manpower of HR department.
 The Human Resource Division’s control must be structured.
 Arrange co-curricular activities for employee’s refreshment.

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  Arrange proper training for the employee.
 They should provide that much of information in orientation training that will ensure them to do their
work their job smoothly.
 The training should be motivational.
 For better training they can go for professional trainers.
 Supply more training materials during training.
 After training, it is very much important to take evaluation about training program. They should evaluate
the trainees properly.
 Online recruitment system is not upgraded. They should upgrade it.
 Better MIS support is needed for smoother operation.

5.2 Conclusion:

BRAC Bank intends to set standards as the market leader in Bangladesh. It demonstrates that a locally owned
institution can provide efficient, friendly and modern banking service on a profitable basis. Human Resource
Department is the most confidential department for any organization as well as Human Resource Division in
BRAC Bank Limited. I am not allowed to get the information which is too much confidential for the Bank. So
in my report all the information that I give that I am allowed to take the information .
The BRAC Bank Limited is a bank that confirms the best service to the customers as well as to the employees
by Human Resource Division. BRAC bank Limited is the fastest growing Bank in Bangladesh.

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6. References:

 Annual report Brac bank 2014-2015 for financial statements

 www.bracbank.com/php/include_gen for background information
 http://bkash.com/Press.php
 http://www.progoti.com/index.php?option=com_content&view=article&id=21&Itemid=16

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