Daffodil International University Library

Digital Institutional Repository

Law Journal of law

2017-08-05

Internship Report on An Analysis of

Human Resource Management
Practices of Agrani Bank Limited

Popy, Mahfuja Akther

Daffodil International University

http://hdl.handle.net/20.500.11948/1675
Downloaded from http://dspace.library.daffodilvarsity.edu.bd, Copyright Daffodil International University Library
 Internship Report

on

An Analysis of Human Resource Management Practices of

Agrani Bank Limited

Submitted to

Sheikh Abdur Rahim

Associate Professor and Head

Department of Real Estate and Department of Commerce

Faculty of Business and Economics

Daffodil International University

Submitted by

Mahfuja Akther Popy

ID: 091-11-897

BBA, 22nd Batch

Major: Human Resource Management

Faculty of Business and Economics

Daffodil International University

Submission Date : 03 August 2015

 Letter of Transmittal
Date: 03 August 2015 S
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© Daffodil International University

i
r Management Practices of Agrani Bank Limited”. In this report
I have included various methodologies to explain the current
a scenario of credit management policies in Bangladesh. In
n making the study, I had to take help from the various
d sources of Internet, resources from Agrani Bank Limited. I am
grateful to them for extending generous help.
H
e I acknowledge the contribution of my advisor heartily. I have
a tried to use my academic knowledge in real life to the best
d possible way.
Department of Real
Estate and I am pleased to be granted this vital opportunity and grateful
Department of for your versatile assistance. I hope that my work will please
Commerce you. I will be available in the presentation for further
Faculty of Business explanations.
and Economics
Daffodil
International Sincerely,
University
Mahfuja Akther Popy

Subject: ID # 091-11-897
Submission of
internship BBA Program, 22nd Batch
report on “An
Faculty of
Analysis of
Human Business
Resource
Management and
Practices of Economic
Agrani Bank
Limited”. s Daffodil

Dear Sir, Internatio

nal
I am
submitting a Universit
report on “An
Analysis of y
Human
Resource
© Daffodil International University

ii
 Student’s Declaration

I hereby declare that the report of internship entitled “An Analysis of Human Resource
Management Practices of Agrani Bank Limited” prepared by me after completing 3 (three)
months internship in Agrani Bank Limited, Dhaka.

I also declare that this report is my original work and prepared for academic purpose only.

Mahfuja Akther Popy

ID # 091-11-897

BBA Program, 22nd Batch

Faculty of Business and Economics

Daffodil International University

 Letter of Acceptance

This is to certify that the internship report entitled “An Analysis of Human Resource
Management Practices of Agrani Bank Limited” prepared by Mahafuja Akther Popy, ID
No: 091-11-897, Batch-22nd is a student of department of Business Administration, Faculty of
Bussiness and Economics, Daffodil International University. She has successfully completed her
internship program at Agrani Bank Limited (ABL) and she has prepared this internship report
under my supervision. I am pleased to state that she worked hard in preparing this report. The
data and findings presented in the report seem to be authentic. To the best of my knowledge, she
bears a good moral character and pleasing personality.

I wish her every success in life.

Sheikh Abdur Rahim

Associate Professor and Head

Department of Real Estate and Department of Commerce

Faculty of Business and Economics

Daffodil International University

 Acknowledgement

First of all I offer my grateful thanks to the Almighty, without whose blessings this
report wouldn’t t have been possible. Then I would like to thanks some specific person who
helped me a lot to prepare this report.

Secondly I would like to thank my advisor Sheikh Abdur Rahim , Associate Professor
and Head, Department of Real Estate and Department of Commerce, Faculty of Business
and Economics, DIU, for giving me the opportunity to prepare my internship report.

I have learned many things while I was preparing this report and I think it will help me in my
future workplace. So I would like to thanks him for giving me instructions in preparing
this report.

And finally this report would not have been possible without the help of my supervisor and my
senior colleague .I would like to thank Mrs. Sameem Ara Sultana Ghani ; Manager of ABL,
Mirpur branch for her support during the time of my internship. At the end I would like to
thank my senior colleagues Syeda Sultana, Enayet Hossain for helping me throughout my entire
internship period
 Executive Summary

The Completion of BBA program requires an internship report and this report was originated for
this cause. Based on my three months internship experience in Agrani Bank Limited this report
was prepared.

This is an orientation report that contains the real life day to day working experience of different
tasks in Agrani Bank Limited at the head office in Motizil, a leading commercial bank with 924
outlets strategically located in almost all the commercial areas throughout Bangladesh, overseas
Exchange Houses and hundreds of overseas Correspondents, came into being as a Public Limited
Company on May 17, 2007 with a view to take over the business, assets, liabilities, rights and
obligations of the Agrani Bank which emerged as a nationalized commercial bank in 1972
immediately after the emergence of Bangladesh as an independent state. Agrani Bank Limited
started functioning as a going concern basis through a Vendors Agreement signed between the
ministry of finance, Government of the People's Republic of Bangladesh on behalf of the former
Agrani Bank and the Board of Directors of Agrani Bank Limited on November 15, 2007 with
retrospective effect from 01 July, 2007.

Human resource management involves all management decisions and practices that directly
affect or influence the people, or human resources, who work for the organization. In recent
years, increased attention has been devoted to how organizations manage Human Resources.
This increased attention comes from the realization that an organization’s employees enable an
organization to achieve its goals and the management of these human resources is critical to an
organization’s success.

Agrani Bank Limited is governed by a Board of Directors consisting of 12 members headed by a

Chairman. The Bank is headed by the Managing Director & Chief Executive Officer; Managing
Director is assisted by Deputy Managing Directors and General Managers. The bank has 11
Circle offices, 34 Divisions in head office, 62 zonal offices and 924 branches including 27
corporate and 40 AD (authorized dealer) branch.
 Table of Contents

Serial Topics Page

No: No.
Letter of Transmittal ⅰ
Student’s Declaration ⅱ
Letter of Acceptance ⅲ
Acknowledgement ⅳ
Executive Summary ⅴ
Chapter- 1: Introduction 1-3

Introduction 2
1.
1.1 Objectives of the Study 3

1.2 Limitations of the Study 3

1.3 Methodology of the Study 3

Chapter- 2: Company Profile 4- 13

2. Over View of the Bank 5

2.1 Corporate Profile 6-7

2.2 Mission 7
2.3 Vision 7
2.4 Organizational profile 8
2.5 Ethical Standers 9
2.6 Organogram of Agrani Bank 10
Limited
2.7 Hierarchy of ABL 11
2.8 Top Management and Others 12-13

Chapter- 3: Analysis 14-33

3. Introduction 15

© Daffodil International University

3.1 Importance of Human Resource 15
Management
3.2 Functions of HRM in Agrani Bank 15
Limited
3.3 Job Analysis 16

3.4 Human Resource Planning 16-20

3.5 Recruitment and Selection 20

3.5.2 Method of Recruitment 21-22
3.5.2.1 Informal Method 22
3.5.2.2 Formal Method 23

3.5.3 Selection 23

3.5.3.1 Process of Selection 23

3.5.3.2 Initial Screening 24

3.5.3.3 Completion of the Application form 24

3.5.3.4 Employment test 24

3.5.3.5 The comprehensive interview 24

3.5.3.6 Background investigation 24

3.5.3.7 Conditional job offer 25

3.5.3.8 Physical/ medical examination 25

3.5.3.9 Job offer 25

3.5.3.10 Organizational practices 25

3.6 Training and Development 25

3.6.1 Orientation 26

3.6.2 Training 26

3.6.3 Development
27
3.6.4.1 Method of Training and Development 27

3.6.4.2 Orientation practice 27-28

3.7 Performance Appraisal 28

3.7.1 Steps in Appraising Performance 28-29

3.8 Promotion and transfer Policy 30

3.8.1 Posting and transfer 30
3.9 Compensation policy 30
3.9.1 Reward 30-31
3.9.2 Benefits 31
3.9.3 Organizational practice 31-32
3.10 Employee relational management 32

3.10.1 Reasons for employee relation 33

3.10.2 Organizational practice 33

3.11 Health and safety Policy 33

Chapter-4: SWOT Analysis 34-36

4. SWOT Analysis of the ABL 35

4.1 Strengths 35
4.2 Weaknesses 35
4.3 Opportunities 36
4.4 Threats 36
Chapter-5: Findings, 37-40
Recommendations and Conclusion
5. Findings of the Study 38
5.1 Recommendations 39

5.2 Conclusion 39
References 40
 Chapter-01
INTRODUCTION

© Daffodil International University 1

1. Introduction
Human resource management involves all management decisions and practices that directly
affect or influence the people or human resources, who work for the organization. To achieve
financial ideology Agrani Bank Limited a leading commercial bank with 924 outlets strategically
located in almost all the commercial areas throughout Bangladesh, overseas Exchange Houses
and hundreds of overseas Correspondents, came into being as a Public Limited Company on
May 17, 2007 with a view to take over the business, assets, liabilities, rights and obligations of
the Agrani Bank which emerged as a nationalized commercial bank in 1972 immediately after
the emergence of Bangladesh as an independent state. Agrani Bank Limited started functioning
as a going concern basis through a Vendors Agreement signed between the ministry of finance,
Government of the People's Republic of Bangladesh on behalf of the former Agrani Bank and
the Board of Directors of Agrani Bank Limited on November 15, 2007 with retrospective effect
from 01 July, 2007.

Human resource development and management has been proved as one of the most critical
aspects of attaining organizational effectiveness. Human Resources Management (HRM) is
concerned with the ‘people dimension in management’. Agrani Bank Limited. Since its
inception, has placed equal emphasis on all the four key functions of the processor HRM
acquisition, development, motivation and retention. In recent years, increased attention has been
devoted to how organizations manage Human Resources. This increased attention comes from
the realization that an organization’s employees enable an organization to achieve its goals and
the management of these human resources is critical to an organization’s success.

Quite a large numbers of executives and officers of the Bank have so far been trained at
Bangladesh Institute of Bank Management (BIBM), Bangladesh Bank Training Academy
(BBTA) ETC. The purpose of the study is to know the recent trend in Human Resource
Management and try to understand the contribution of Agrani Bank Limited in banking
sector. This study is based on the Agrani Bank Limited. After analyzing this report, it will
be to know Human Resource Management Practice of banking sector.
1.1 Objectives of the Study

The study has been conducted with the following objectives:

ⅰ) To investigate the human resource management practices of Agrani Bank Limited

ⅱ) To analyze the human resource management practices of Agrani Bank Limited
ⅲ) To find out the problems of human resource management practices of Agrani Bank Limited
ⅳ) To recommend some suggestions to overcome the identified problems

1.2 Limitations of the Study

Constraints during the course of my investigation are as follows:

► Time constrain
► Lack of published relevant documents
► Some information is confidential-not open to public
► Facing hassle also to make communication with employees of the organization.
► Within this limited period it is a bit tough to track all the facts accurately.

1.3 Methodology of the Study

The methodology of the study has been designed in the following ways:
ⅰ. Data Sources

a) Primary sources
b) Secondary sources

ⅱ. Data Collection Methods

The primary data has been collected through face to face interview and informal discussion
from the managers and employees of Agrani Bank Limited. The secondary data has been
collected from the following sources:

a) Annual Report of Agrani Bank Limited.

b) Different published books, journals, articles, magazines etc.
c) Website of Agrani Bank Limited.

ⅲ) Data Analysis and Presentation Style

In the study, the data has been analyzed through Microsoft Office Package®. The data has
been presented in the form of tables, graphs, charts, etc in this study.
 Chapter-02
Company Profile
2. Overview of Agrani Bank Limited
Bank is a financial institution which plays a fundamental role in forecasting the economic and
social condition of a country. In the process of acceptance of deposits and provision of loan,
bank creates money. This characteristic feature sets bank apart from other financial institution. A
Bank can manipulate the money supply through lending and investment. Banks collect deposit at
the lowest possible cost and provide loans and advances at higher cost. The difference between
these is the profit for the Bank. Agrani Bank Ltd. Establish in 28 th January 1965 as private
initiative under the name of Eastern Banking Corporation. After 1972 being nationalized, it has
been named after Agrani Bank Ltd. It has been permitted to start its commercial operation
privately in September 1983. Its registered office is located in 90, Motijheel Commercial Area
Dhaka-1000. It is operating banking through 923 branches in all over Bangladesh. Having sold
its share in 1984 it enlisted in Dhaka Stock exchange. In 2004 it has also enlisted in Chittagong
Stock exchange.

Agrani Bank Limited is fast growing public bank. This bank has been operating in the bank
industry since 1972 and belongs to the first generation of public banks to be incorporated since
the independence of Bangladesh. From its establishment it is engaged in a desirable position
among its competitors after achieving success in all area of business operation.

Agrani Bank Limited is governed by a Board of Directors consisting of 12 members headed by a

Chairman. The Bank is headed by the Managing Director & Chief Executive Officer; Managing
Director is assisted by Deputy Managing Directors and General Managers. The bank has 11
Circle offices, 34 Divisions in head office, 62 zonal offices and 924 branches including 27
corporate and 40 AD (authorized dealer) branches.

Agrani Bank Limited is governed by a Board of Directors consisting of 13 (thirteen) members

headed by a Chairman. The Bank is headed by the Managing Director & Chief Executive
Officer; Managing Director is assisted by Deputy Managing Directors and General Managers.
The bank has 11 Circle offices, 29 Divisions in head office, 62 zonal offices and 924 branches
including 27 corporate and 40 AD (authorized dealer) branches. Agrani Bank Limited is a Bank
with an Authorized Capital and Paid-up Capital of Tk. Tk. 20,722,940,400 respectively. The
total Operating Income of last year is about Tk. 20,203,619,392. The Net Profit (Loss) of last
year is about Tk. 20, 64,869,500.This bank plays a significant impact on the growth of the
economy of this country.
 2.1 Corporate Profile
Genesis Agrani Bank Limited started
functioning as a going concern basis
through a Vendors Agreement signed
between the ministry of finance,
Government of the People's Republic
of Bangladesh on behalf of the former
Agrani Bank and the Board of
Directors of Agrani Bank Limited on
November 15, 2007. Agrani Bank
Limited is governed by a Board of
Directors consisting of 12 members
headed by a Chairman. The Bank is
headed by the Managing Director &
Chief Executive Officer; Managing
Director is assisted by Deputy
Managing Directors and General
Managers. The bank has 11 Circle
offices, 34 Divisions in head office, 62
zonal offices and 924 branches
including 27 corporate and 40 AD
(authorized dealer) branches.

Legal Nationalized Limited Company

Status (governed by the Bank Companies Act
1991)
Chairman Dr. Zaid Bakht, PhD

Managing Director & CEO Mr. Syed Abdul Hamid , PhD, FCA

Registered Office 9/D Dilkusha Commercial Area Dhaka

1000 Bangladesh

Authorised Capital Tk. 2500.00 Corer

Paid up Capital Tk. 20,722,940,400

Operating Income Tk. 20,203,619,392

Net Profit (Loss) Tk. 20,64,869,500

Credit Rating By CRISL (Rating declared on 26
September 2012)
 Entity Rating 2011 Long Short
(As Government Term Term
Guaranteed Bank) AAA ST- 1
Surveillance Rating A+ ST- 2
2011 (Stand Alone
Basis)

Outlook 2011 Stable

Employees
13,890 (9,917 officers and 3,973
staffs)
Branches
923

Subsidiary Companies 6

Phone +88-02-9566153-4, +88-02-9566160-

9, +88-02-9566074-5

+88-02-9562346, +88-02-9563662,
Fax +88-02-9563658

SWIFT AGBKBDDH

Website
www.agranibank.org

E-mail agrani@agranibank.org
info@agranibank.org

2.2 Organizational Mission

ABL aspire to be the most admired financial institution in the country, recognized as a dynamic,
innovative and client focused company that offers an array of products and services in the
search for excellence and to create an impressive economic value.

2.3 Organizational Vision

Agrani Bank’s vision is based on a philosophy known as ABL3V. We envision ABL to be:

 One of the Best Performing Banks in Bangladesh

 The Bank of Choice
 A Truly World-class Bank
2.4 Organizational Profile

The following are members of the ABL Board of Directors. To view their brief biographies
please click on the members.

Name of the directors Designation

Dr. Zaid Bakht Chairman

Mr. Arastoo Khan Director

Engr. Md. Abdus Sabur Director

Mr. K.M.N. Manjurul Hoque Lablu Director

Mr. Niaz Rahim Director

Advocate Balaram Podder Director

Prof. Dr. Md. Abdur Rouf Sardar Director

Mr. Shameem Ahsan Director

Mr. Md. Altaf Hossain Molla Director

Mr. A B M Kamarul Islam Director

Mrs. Hasina Newaaz Director

Mr. Syed Abdul Hamid Managing Director & CEO

2.5 Ethical Standards

1. Be Trustworthy: Agrani Bank Limited believe in mutual trust and treat our customers in
a way so that they can trust us.

2. Keep an Open Mind: For continuous improvement the bank keep its mind opens to new
ideas. We seek opinions and feedback from both customers and team members through
which our Bank will continue to grow.

3. Meet Obligations: Regardless of the circumstances, Agrani Bank Limited do everything to

gain the trust and confidence of customers and clients by honoring our commitments and
obligations.

4. Be Transparent: The banks are transparent in its dealings with customers and all
stakeholders. We ensure transparency by furnishing information through print and
electronic media as well as in Bank’s website, journals and reports.

5. Be involved with the Community: Agrani Bank Limited remains involved in community-
related issues and activities, thereby demonstrating that our business is socially responsible.

6. Be Respectful: The bank treats all stakeholders with utmost respect and courtesy regardless
of differences, positions, titles, ages, or other types of distinctions.

7. Be Environment Conscious: Agrani Bank Limited provides industrial financing decorously

to keep the environment free from pollution and health hazard. We also ensure setting up ETP
before installation of industries that may affect the environment. We are pro-active and
foresighted for green office and green economy.
2.6 Organogram of Agrani Bank Limited:
2.7 Hierarchy of ABL
 2.8 Top Management and Others
Name/Designation Intercom E-mail
Mr. Syed Abdul Hamid
102 mdagrani@agranibank.org
Managing Director & CEO
Mr. Muhammad Awal
Khan 122 dmd_akhan@agranibank.org
Deputy Managing Director
Mr. Mizanur Rahman Khan
109
Deputy Managing Director
Md. Awlad Hossain
122 dmd_awladh@agranibank.org
Deputy Managing Director
Kazi Sanaul Hoq
109 dmd_kazishoq@agranibank.org
Deputy Managing Director
Mr. A A Md. Shajahan
108 gmchittagong@agranibank.org
General Manager
Mr. Md. Najrul Islam
Farazi 105 gmbcad@agranibank.org
General Manager
Mr. Md. Shohidullah
gmcomilla@agranibank.org
General Manager
Mr. Mobarak Hossain
140 gmaudit@agranibank.org
General Manager
Mr. Md. Rafiqul Alam
106 gmrafiq@agranibank.org
General Manager
Mr. Md. Moshiur Ali
105 gmdhaka1@agranibank.org
General Manager
Mr. Md. Ali Hossain
Prodhania 139 gmid@agranibank.org
General Manager
Mrs. Kolpona Saha
gmrajshahi@agranibank.org
General Manager
Mr. Md. Delwar Hossain
113 gmrecovery@agranibank.org
General Manager
Mrs. Tazrina Ferdousi
129 gmcredit@agranibank.org
General Manager
Mr. Kazi Alamgir
134 gmit@agranibank.org
General Manager (IT)
Mr. Md. Aminul Islam
gmkhulna@agranibank.org
General Manager

Mr. Pankaj Roy

Chowdhury gmbarisal@agranibank.org
General Manager

Mr. Md. Yousuf Ali

123 gmsylhet@agranibank.org
General Manager
Mr. Md. Kamruzzaman
gmrangpur@agranibank.org
General Manager

Mr. Borhan Uddin Faruk

Ahmed gmfaridpur@agranibank.org
General Manager

Mr. Md. Shawkat Islam

135 gmprbr@agranibank.org
General Manager

Mr. Md. Harmuz Miah gmmymensingh@agranibank.org,

General Manager harmuz@yahoo.com

Others:
Chapter-03
Analysis
3. Introduction
Human resource management involves all management decisions and practices that directly
affect or influence the people or human resources, who work for the organization. In recent
years, increased attention has been devoted to how organizations manage Human Resources.
This increased attention comes from the organization’s that an organization’s employees enable
an organization to achieve its goals and the management of these human resources is critical to
an organization’s success.

Byers & Rue: “HRM is the function facilitating the most effective use of people to achieve both
organizational and individual goals”

Storey J: “Human resource management is a distinctive approach to employment management

which seeks to achieve competitive advantage through the strategic deployment of a highly
committed and capable workforce, using an array of cultural, structural and personnel
techniques”

3.1 Importance of Human Resource Management

Today, professionals in the human resources area are important elements in the success of any
organization. Their jobs require a new level of sophistication that is unprecedented in human
resources management. Not surprisingly, their status in the organization has also been elevated.
Even the name has changed. Although the terms personal and human resources management are
frequently used interchangeably, it is important to note that the two connote quite different
aspects. Once 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 the overall organizational strategy.

3.2 Functions of Human Resource Management in Agrani Bank Limited

Human resource management is a process consisting of these functions:

 Job Analysis
 Human Resource Planning
 Recruitment and Selection
 Training and Development
 Performance Appraisal
 Promotion and Transfer Policy
 Compensation Policy
 Employee Relation Management
 Health and Safely Policy
3.3 Job Analysis
The procedure for determining the duties and skill requirements of a job and the kind of person
who should be hired for it.

The process of job analysis is of two types:

● Job Description

● Job Specification

A. Job Description:

A list of a job’s duties, responsibilities, reporting relationship, working conditions, and

supervisory responsibilities- one product of a job analysis.

B. Job Specification:

A list of a job’s “human requirement”, that is, requisite education, skills, personality, and so on
another product of a job analysis.

3.4 Human Resource Planning

Job description of Agrani Bank Limited:

● Position: Group Company Secretary

Job Grade: Senior Vice President (SVP)/Executive Vice President (EVP)/Senior Executive
Vice President (SEVP)

Age: Maximum 58 years

Responsibilities:

o Convening and organizing Annual General Meetings (AGMs), Extraordinary General

Meeting (EGMs), meetings of the Board of Directors and its Committees and providing
support.
o Providing legal/financial advice during and outside of meetings.
o Preparation of Memorandum of Association (MoA) and Articles of Association (AoA)
and include changes as per EGM and submit to registrar of Joint Stock Companies and
Firms (RJSC) and collect the certified copy from them.
o Overall supervision of share department, dividend calculation, TDS on dividend
calculation and dividend accounts maintenance, offloading of shares as per direct listing
regulations.
 o Liaison with various donor agencies, banks, auditors, local authorities’, shareholders etc
and internal division

Qualification and other competencies:

o ACA / Certified Chartered Secretary/ LLB/ Master’s in law or Business discipline with
no third division/class. Professional(s) qualified from institute of Chartered Secretaries
preferred.
o 20 years working experience as a Company Secretary in a reputed public limited
company.

● Position: Branch Manager

Job Grade: First Assistant Vice President (FAVP)/ Assistant Vice President (AVP)/ Senior
Assistant Vice President (SAVP)/Vice President (VP)/ Senior Vice President (SVP)

Age: Maximum 52 years

Responsibilities:

○ Strengthening existing customer relationship to grow branch business while ensuring

compliance.

○ Providing high quality of customer service

○ Establishing sales goals and activities to book new customer

○ Ensure effective process and controls for preventing money laundering in line with the
regulatory requirements.

Qualification and other competencies:

○ Post graduate / MBA from reputed local or foreign universities.

○ Profound knowledge of banks/financial institutes and Bangladesh Bank compliance issues

○ 5-20 years experience in reputed banks/financial institutions with minimum 5-7 years as
Branch Manager, depending on job grade.

○ Strong leadership skills and aptitude to foster a cooperative working environment.

 Department: Anti-Money Laundering Department (AMLD)

Job Grade: Senior Officer (SO)/Junior Assistant Vice President (JAVP)/First Assistant Vice
President (FAVP)/ Assistant Vice President (AVP)

Age: Maximum 35 years

Responsibilities:

o Take initiatives to improve AML compliance status

o Ensure Anti-Money Laundering (AML) compliance of the branches as Bangladesh
Financial Intelligence Unit (BFIU) guidelines.
o Monitor the transaction mode and KYC of the customers to identify unusual activities
o Arrange AML training / workshop / conference for the employees.
o Make correspondence with branches regarding mitigation of lapses detected by BFIU and
CHO team.
o Take necessary steps to submit compliance report to BFIU on the inspection reports
submitted by them.
o Arrange AML training /workshop/conference for the employees.

Qualification and other competencies:

o Post graduate / MBA from reputed local or foreign universities having no third class in
any examination.
o Knowledge about AML standard procedures, practices and transaction monitoring.
o Through knowledge on regulatory requirement and BFIU Compliance issues.
o 3 years of banking experience for SO, 4 years of experience for JAVP and 7 years of
experience for AVP in the related field.
 Department: Credit Monitoring Cell (CMC) & Special Asset Management (SAM)

Job Grade: Senior Officer (SO)/Junior Assistant Vice President (JAVP)/First Assistant Vice
President (FAVP)

Age: Maximum 40 years

Responsibilities:

o Assist the Credit Monitoring Cell and Special Asset Management Department in carrying
out their respective functions.
o Conversant in understanding the trend of loans.
o Acumen in the field of loan monitoring, regularization and recovery
o Recovery of non-performing loans (NPL) and Loan re-scheduling
○ Fully conversant with Loan Classification and Provisioning; adequate knowledge
about mortgage, Loan documentation, and procedures of Auction of collateral security.

○ Well-versed in Artharin Adalat Ain, NI Act Cases and other banking norms.

Qualification and other competencies:

o MBA/Master’s Degree from any reputed universities, local or foreign.

o 3-7 years of banking experience of which 4 years in the related field.
o Strong leadership skill and capability to handle complex situations and multiple tasks
simultaneously.
o Result-oriented and hard-working.
o Good communication and team building skills.

● Position: Head of Research and Development

Job Grade: First Assistant Vice President (FAVP)/ Assistant Vice President (AVP)

Age: Maximum 38 years

Responsibilities:

o Maintain different kind of information database and to grow the department as the Centre
for Information.
o Undertake research projects and carry out all editorial and publication responsibilities of
the Bank’s bulletins and journals
o Quarterly Peer Group Review Study
o Lead the R & D team

Qualification and other competencies:

o MBA/Master’s Degree from any reputed universities, local or foreign

o 5 years of banking experience with minimum 3 years in the related field
o Result-oriented and hard-working
o Strong leadership skill and capability to handle complex situations
o Multi-taking with strong communication and presentation skills.
o Excellent knowledge in regulatory requirement and Banking product
● Department: ABL Training Institute (ABLTI)

Job Title: Principle

Age: Maximum 55 years

Responsibilities:

o Conduct Training Needs Assessment (TNA) of the Bank

o Plan, organize and conduct training courses on an on-going basis
o Develop training feedback system
o Coordination with outsource institutions for conducting their program at ABL
o Organize training/seminar/conference events with different corporate bodies,
Financial Institution.

Qualification and other competencies:

o MBA/Master’s Degree from any reputed University.

o 10 years of banking experience with minimum 5 years in the related field.

o Excellent knowledge in regulatory requirement and Banking product

o Strong leadership skill and capability to handle complex situations.

o Multi-tasking with strong communication and presentation skills.

3.5 Recruitment and Selection:

Recruitment

When a vacancy occurs and the recruiters receive authorization to fill it, the next step is a
careful examination of the job and an enumeration of the skills, abilities, and experience
needed to perform the job successfully. The Recruitment Process of the Organization:
3.5.1 Method of recruitment:
There are two method of recruitment:

 Internal recruitment
 External recruitment
Internal recruitment:

Most companies fill vacancies internally whenever possible. A number of internal recruitment
methods are use for different level of jobs. Lower-level jobs such as manual and clerical jobs are
often called nonexempt jobs because their incumbents are not exempt from the minimum wage
and overtime provisions of the Fair Labor Standards Act. These people typically are paid an
hourly wage. In contrast, higher-level administrative, managerial, and professional employees
are paid on a salary basis and are exempt from the overtime provisions of the Fair standard
Labor Act.

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
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.

External recruitment methods are often grouped into two classes:

1. Informal and

2. Formal.

3.5.2.1 Informal Method:

Informal recruiting methods tap a narrower labor market than formal method. Informal method
includes rehiring former employees or former cooperative education students, hiring people
referred by present employees, and hiring from among those who have applied without being
solicited (such applicants are called walk-ins or gate hires).

Employee’s referral, also known as word-of-mouth advertising, is quick, effective, and usually
inexpensive. Because employees who refer their friends and acquaintance as candidates have
their own credibility on the line, they tend to refer people who are well qualified and well-
motivated and then to mentor these individuals once they are hired.
3.5.2.2 Formal Methods:
Formal method of external recruiting entail searching the labor market for candidates who have
no previous connection to the firm. These methods traditionally have included newspaper
advertising, use of employment agencies and executive search firms, and campus recruiting.
Posting jobs ads on the Internet, either on the company’s own site or a commercial job board, has
also become extremely popular in the last few years. Historically, newspaper advertising has
been the most commonly used method of recruiting.

Formal method includes:

 Recruitment Advertising
 Internet Recruiting
 Employment Agencies
 Public Job Service Agencies
 Private, For-profit Agencies
 Unions
 Additional Recruiting Methods
 Campus Recruiting
 Executive Search Firms etc.
3.5.3 Selection:
Selection the right employees are important for an organization. First own performance always
depends in part on subordinates. Employees with the right skills and attributes will do a better
job for the company. Employees without these skills won’t perform effectively and as a result
the firm will suffer.

3.5.3.1 Process of selection:

Selection activities typically follow a standard pattern, beginning with an initial screening
interview and concluding with the final employment decision. The selection process typically
consists of eight steps:

● Initial screening interview

● Completing the application form
 Employment test
 Comprehensive interview
 Background investigation
 A Conditional job offer
 Medical or physical examination
 The permanent job offer.
 3.5.3.2 Initial Screening:

As a culmination of our recruiting efforts, organization should be prepared to initiate a

preliminary review of potential acceptable candidates. This initial screening is, in effect, a two
steps procedure: (1) the screening of inquiries and (2) the provision of screening interviews.

3.5.3.3 Completion of the Application Form:

Once the in initial screening has been complicated, applicants are asked to complicate the
organization’s application form. The amount of information required may be only the applicant’s
name, address, telephone number and other information.

3.5.3.4 Employment tests:

Organization historically relied to a considerable extent on intelligence, aptitude, ability and

interest tests to provide major input to the selection process.

3.5.3.5 The comprehensive interview:

The applicant may be interviewed by HRM interviewers, senior manager within the
organization, a potential supervisor, potential colleagues or some or all of these.

3.5.3.6 Background investigation:

The next steps in the process are to undertake a background investigation of those applicants
who appear to offer potential as employees. This can include contacting former employers to
confirm the candidate’s work record and to obtain their appraisal of his or her performance,
contacting other job- related and personal references, verifying the educational accomplishments
shown on the application, checking credit reference and criminal records, and even using third
party investigation, to do the background check.
3.5.3.7 Conditional job offer:

If a job applicant “passed” each steps of the selection process so far, it is typically customary for
a conditional job offer to be made. Conditional job offers usually are made by an HRM
representative. In essence, what the conditional job offer implies is that if everything checks out
“okay- passing a certain medical, physical or substance abuse test” the conditional nature of the
job offer will be removed and the offer will be permanent.

3.5.3.8 Physical/ Medical Examination:

Physical exams can only be used as a selection device to screen out those individuals who are
unable to physically comply with the requirements of a job.

3.5.3.9 Job offer:

Those individual who perform successfully in the preceding steps are now considered to be
eligible to receive the employment offer.

3.5.3.10 Organizational practice:

Agrani Bank Ltd recruit employees both formal and informal ways. Formal recruitment usually
dose through newspaper advertisement, where entry-level employees has been recruited. In the
advertisement, criteria are mentioned specially for recruitment. But sometimes they also
recruited experienced people in med level and top level.

Informal method is also true for this bank. In this case they consider the educational level for
entry level i.e. cash officers, junior officers etc. They also recruit mid-level people those who are
experienced and good track record. Top level people recruitment also been done on contract
basis.

3.6 Training and Development

Training and development consists of three materials, they are:

 Orientation
 Training
 Development
3.6.1 Orientation:
Employee orientation provides new employees with basic background information they need to
perform their jobs satisfactory, such as information about organizational rules. Orientation is
actually parts of the employer’s new- employee socialization process. Socialization is the
ongoing process of instilling in all employee the prevailing attitudes, standard, values, and
patterns of behavior that are expected by the organization and its departments.

Orientation programs range from brief, informal introduction to lengthy, formal programs. In
either, new employees usually get a handbook or printed material that cover things like working
hours, performance reviews, getting on the payroll, and vacations, as well as a tour of the
facilities. Other handbook information typically includes employee benefits, personnel policies,
the employee’s daily routing, company organization and operation, and safety measures and
regulations. The HR specialist, who explains such matters as working hours and vacations,
usually performs the first parts of the orientation. The employee is then introduced to his or her
new supervisor. The letter continues the orientation by explaining the exact nature of the job,
introducing the person to his or her new colleagues, familiarizing the new employee with the
workplace, and hopefully helping to reduce the new person’s first day jitters. Orientation is
helping the new employees, who join the organization. By orientation the employee will be able
to understand the rules and regulations of the organization and also know about the working
hours, working condition, organizational profile etc.

3.6.2 Training:
The process of teaching new employees the basic skills they need to perform their jobs.Training
refers to the methods used to give new or present employees the skills they need to perform their
jobs. Training might thus mean showing a machinist how to operate his or her new machine, a
new salesperson how to sell his or her firm’s product, or a new supervisor how to interview and
appraise employees. Training basically provide to the entry-level employees.

On the job training: It means learning by doing. It means employees training completed while
he works. It is basically a practical oriented training program.

Off the job training: It means training provided to the employees out of the office in a training
institute for a particular period of time i.e. for 15 to 20 days. During this time the employee does
not have to go to office.
3.6.3 Development:
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:

 Assessing the company’s needs (for instance, to fill future executive openings, or to boost
competitiveness)
 Appraising the managers’ performance, and then
 Developing the managers (and future managers) themselves.

3.6.4.1 Method of Training and Development:

There are some training and development methods which is given as below:

3.6.4.2 Orientation practice:

Agrani Bank Ltd. arranges the orientation program in a formal way. They invited their new
employees who are selected for the job in a certain place. They inform them about their job hour,
organizational rules and regulations, about their top managements and also their bank’s profile.
Skilled human resource is nucleolus of any service-oriented organization. By keeping this in
mid-level they give priority in human resource development. For human resource development
and making them updated Agrani Bank Ltd. provide training to its employees throughout the
year in its well-decorated training institute situated on the Shat Masjid road at Dhanmondi. The
institute has own trainer and also bring specialist as a guest speaker for provide training. Besides
employees are also being sent to BIBM for better training.

In 2013 there are 536 employees obtain training from the bank’s training institution at
16th training schedule. Other hand 81 employees attained training course/ works/ seminar, which
were arranged by BIBM. 91 employees obtain training from Bangladesh Bank, 34 employees
from other training institution, and 19 employees from foreign country in 2013.

3.7 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.

There are four reasons for appraise performance.

 Appraisals provide information upon which promotion and salary decisions can be made.
 Provide opportunity for supervisor and subordinate to review the subordinate’s work-
related behavior.
 Appraisal is part of the firm’s career planning process, because it provides an opportunity
to review the person’s career plans in light of his or her exhibited strengths and
weakness.
 Finally it helps the Manager or the supervisor to better manage and improve
organization’s performance.

3.7.1 Steps in Appraising Performance:

The performance appraising process contains three (03) steps:
Define the job:

It means making sure that supervisor and subordinate agree on his or her duties and job standard.

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.

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

Appraisal Methods:
The appraisal itself is generally conducted using a pre-determine and formal method like one or
more of those described in this section.

1. Alternation Ranking Method:

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

2. Paired Comparison Method:

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

3. 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.

4. Management by Objectives (MBO):

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

The criteria for promotion to a specified post usually merit-cum-seniority. A person will be
eligible for promotion if he has the satisfactory records of service, meets the criteria for
promotion, and has clear recommendation for promotion in his/her ACR. If there is any
departmental proceeding in underway against him/her or any penalty other than censure or
warning has been imposed on him/her within the last three years then the employee will not be
promoted. In terms of every promotion the employee has to face interview board. Officer Two
years experience as Junior Officer or One year’s experience as Probationary Officer selected
through competitive test.

3.8.1 Posting and Transfer:

An employee first joins in the Human Resource Department (HRD) in the Corporation Office.
After accept his/her joining s/he is posted to Branch Officer. Before to get the Posting order
employee doesn’t know in which Branch s/he will be posted. All jobs are Transferable in this
Again Bank. Human Resource Department keeps one copy of posting in employee’s file and the
copy of posting order distribute among employee, the FVP and manager of employee’s branch,
DMD and head of Corporate Affairs and Administration, Managing Director’s Secretariat Again
Bank Limited the FVP and manager of branch where employee will be posted and IT
Department.

3.9 Compensation Policy

Employee 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
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.

3.9.1 Reward:
Reward basically provided to the employees of the organization for their good performance. It is
of two types (1) Intrinsic and (2) Extrinsic.

(1) Intrinsic Reward:

It is the personal satisfactions one gets from the job itself. These are self-initiated rewards, such
as having pride in one’s work.
(2) Extrinsic Reward:

It includes money, promotions and benefit. Their common thread is that they are external to the
job and come from outside source, mainly management.

3.9.2 Benefits:
Benefits include mandatory protection programs, pay for time not worked, optional protection
programs, private retirement plans and a wide variety of other services.

3.9.3 Organizational Practice:

Agrani Bank Limited partially follows Graphic Rating Scale method. Here each individual have
different format for appraising. Almost junior to senior employees have similar format to fill in
but there is some exception for the senior level. The format is designed in the way like Fist page
has to be filled up by the employees by himself but they have to sign in all the pages. There is
point system for appraising employees. For example, if the employees have Banking Diploma
they get additional point and the M.B.A degree holders get more marks than the Graduate and
Masters pass holders. There is also provision for marks for the employees those who can bring
more deposit or bring good customer. By considering all these, Divisional Head put marks and
evaluate each employee. After that the appraisal form will send to Human Resource Department.
Usually HRD receives this form from all over the country. After received completely all the
forms they make it ready for the final evaluation for the top management. Usually there exists
evaluation team where they finally select the deserving candidates. After that a list has been sent
to the Board for the final approval.

Agrani Bank Limited usually provides more or less the above compensation, reward and
benefits. They provided financial compensation like Basic salary, Bonus, Wages, Incentives and
Non-financial like Housing, Medical, Transportation.
3.10 Employee Relationship management
Employee relation means managing the relationship between Managers and Workers. Firms in
which only some of the employees are unionized may have both employee relations and labor
relation functions for dealing with the two types of employees.
3.10.1 Reasons for employee relation
Employee relation in an organization is necessary for the welfare of the organization. If the
relationship is well then organization is benefited. It also helps the Management to take decisions
effectively by taking advice from the employees. It also includes research and meetings with top
Management to develop a position on pay and other expensive benefits.

3.10.2 Organizational practice

Again Bank Ltd. also has good relationships among employees. The employees have well
access to their boss and can provide their opinion regarding any issues.

3.11 Health and safety Policy

The maintenance of appropriate health and safety standards is a key responsibility of all
managers, and the Again Bank Limited committed to managing all health and safety risks
associated with their business. Their objectives are to identify, remove, reduce or control
material risks relating to health, fires and accidents or injuries to employee and visitors.

Bank standards, instructions, policies and guidance for all health, Safety and Fire Policies are set
by corporate figure. Achieving these in each branch in which they are operating is the
responsibility of the bank itself.

In terms of physical and geographical risk, Global Security and Fraud Risk provide regular
security risk assessment to assist management in judging the threat level, to ensure measures to
protect their staff, building, assets and information are appropriate to the level of threat.

They remain committed to ensuring the highest standards of health and safety wherever
they operate in the country.
 Chapter-04
SWOT Analysis
4. SWOT Analysis of the ABL
SWOT Analysis is an important tool for evaluation the company’s Strengths, Weakness,
Opportunities and Threats. It helps the organization to identify how to evaluate its performance
and can scan the macro environment, which is turn would help the organization to navigate in the
Turbulence Ocean of competition.

4.1 Strengths:
1. Top Management:

The top management of the bank, the key strength for ABL HR has contributed heavily
towards the growth and development of the bank.

2. Company Reputation:

The reputation of the bank is increasing day by day. People are relaying on this bank
gradually.

3. Automated system in HR:

From the very beginning ABL tries to furnish their work surrounding with modern
equipment and facilities. For speedy service to the customer, ABL had installed money-
counting machine in the teller counter.

4. Stirring Branches:
From the formative stage of ABL tried to furnish their branches by the impressive style.
Their well-decorated branches gets attention of the potential customer, this is one kind of
positioning strategy.

4.2 Weaknesses:
1. Hierarchy Problem

The hierarchy problem treated as a weakness for ABL because the employee will not stay
for a long. So there will be a chance of brain drain from this bank to other bank. Another
important aspect of credit policy is pricing of loan. Comparing to the newly established
Bank’s, ABL bank’s loan pricing is competitive.

2. Reference appointment

There is another weakness for ABL is reference appointment. Their reference recruitment
is not all time perfect for the organizational aspect.
4.3 Opportunities:

1. Diversification

Again Bank Limited maintain Diversification in their HR practice, so that the bank has
good number of female employees also multi aged employees. That can help to create
a nice work force.

2. Business Banking

The investment potential of Bangladesh is foreign investors. So ABL has opportunity to

expand in business banking. Loan follow-up means the techniques of supervision (of
loan). And all of the business process can achieve in the marketing level which is fully
depends on the HR.

4.4 Threats:

1. Low Productivity

Because of the reference appointments the productive work force lacking is growing
high. So the productivity can decrease day by day.

2. Quality Control

Qualified people can serve a quality service. Less trained people can be the cause of low
quality comparably other bank.

3. Default Culture

Default culture is very much familiar in our country. For a bank, it is very harmful. As
Again Bank Limited is new, it has not faced it seriously yet. However as the bank grows
older it might become big problems.
 Chapter-05
Findings, Recommendations and
Conclusion
5. Findings of the Study
The findings of the study are as follows:
(ⅰ) Lack of proper Job Analysis Policy

Job analysis policy is defined as a methodical process of collecting information on the

functionally relevant aspects of a job. To achieve organizational success, it is crucial to identify
and determine the jobs that the organization needs performed in order to reach its strategic
goals. But the job analysis policy of Agrani Bank Limited is not standard. Because the
manager of HRD is not capable to apply the various HRM function.

(ⅱ) Lack of effective Human Resource Planning Policy

Again Bank Limited has not strong and effective human resource planning policy. Because
their Human Resource Planning of the company have not any significant competitive edge in
terms of knowledge and experiences.

(ⅲ) Lack of standard Recruitment and Selection Policy

The recruitment and selection policy of Again Bank Limited is so poor. Because too much
misuse of reference power. There is no attractive way to recruitment policy such as- internship,
over time, job rotation, sub-contracting etc.

(ⅳ) Lack of effective Training and Development Policy

Agrani Bank Limited provide classroom lecture training, seminar, audio visual training etc. But
this process does not make an effective result for lacking of proper practicing this policy.
Besides that the Training and Development systems are not properly used or maintained.

(ⅴ) Attractive Compensation Policy

Compensation package of Agrani Bank Limited is more attractive to hold qualified employee.
Under the direct and indirect compensation policy they offer all type of new compensation
system.

(ⅵ) Good Health and Safety Policy

Agrani Bank Limited are maintained the health and safety policy according to the labor law
like the other bank. They are also use the mask, safety equipment and other safety guard in case
of any unexpected accident.
5.1 Recommendations
On the basis of the findings, the recommendations are as follows:

(ⅰ) To formulate proper Job Analysis Policy

Agrani Bank Limited job analysis exercise should be undertaken with the help of HR
Department, Head Office. The Job Analysis and Job Design should be prepared before the
recruitment is done. By setting the job description clarifies the tasks employee needs to carry on
and benefits both Agrani Bank Limited and the employee himself.

(ⅱ) To formulate effective Human Resource Planning Policy

Agrani Bank Limited should take a strong and effective human resource planning policy. They
should increase the manpower of human resource planning policy to handle the regular operation
smoothly. Make sure about proper succession planning to ensure right people are place at right
time.

(ⅲ) To formulate standard Recruitment and Selection Policy

Different sources of recruitment should be utilized. The recruitment and selection procedure of
Agrani Bank Limited should be standard and short.

(ⅳ) To formulate effective Training and Development Policy

Agrani Bank Limited should create an effective training and development policy. They should
also provide training to the employees according to the recruitments of the organization. Thus,
the staff members get the opportunity to sharpen their existing skills or development specialized
skill which in turn, will help them to take up some new roles.

5.2 Conclusion
Agrani Bank Limited one of the largest bank in the country having enough outlets all over the
country as well as overseas arrangement out of the country is progressing slowly than the third or
second-generation banks. They also could not retain their employees only because of their some
lack of concentration in some areas. It should be kept in mind that efficient employees of an
organization is the assets of that organization and that is why it should be taken up carefully. If
they can meet up their shortage they will do much better in the banking sector in Bangladesh.
References

● Human Resource Management- Cynthia D. Fisher, Lyle F. Schoenfeldt, James B.

Shaw (5th Edition).

● Human Resource Management- Decenzo Robbins (6th Edition).

● Human resource Management- Gary Dessler (8th Edition).

● Several Booklets & Newspapers from Agrani Bank Limited.

● Different types of products of Agrani Bank Limited i.e. Leaflets, Brochures etc.

● Bisno, H. (1988). Managing confect. Newbury Park, CA: Sage.

● http://www.agranibank.org/

● http://www.bb.org.bd/

● Burke, W. W. (1987). Organization development: A normative view Reading, MA:

Addison- Wesley.