Swot banking

The rise of retail lending in emerging economies like India has been of recent origin. Asia Pacifics vast population, combined with high savings rates, explosive economic growth, and underdeveloped retail banking services, provide the most significant growth opportunities for banks. Banks will have to serve the retail banking segment effectively in order to utilize the growth opportunity. Banking strategies are presently undergoing various transformations, as the overall scenario has changed over the last couple of years. Till the recent past, most of the banks had adopted fierce costcutting measures to sustain their competitiveness. This strategy however has become obsolete in the new light of immense growth opportunities for banking industry. Most bankers are now confident about their high performance in terms of organic growth and in realising high returns. Nowadays, the growth strategies of banks revolve around customer satisfaction. Improved customer relationship management can only lead to fulfilment of longterm, as well as, short-term objectives of the bankers. This requires, efficient and accurate customer database management and development of well-trained sales force to develop and sustain long-term profitable customer relationship. The banking system in India is significantly different from that of the other Asian nations, because of the countrys unique geographic, social, and economic characteristics. Though the sector opened up quite late in India compared to other developed nations, like the US and the UK, the profitability of Indian banking sector is at par with that of the developed countries and at times even better on some parameters. For instance, return on equity and assets of the Indian banks are on par with Asian banks, and higher when compared to that of the US and the UK. Banks in India are mainly classified into Scheduled Banks and Non-Scheduled Banks. Scheduled Banks are the ones, which are included in the second schedule of the RBI Act 1934 and they comply with the minimum statutory requirements. Non-Scheduled Banks are joint stock banks, which are not included in the second Schedule of the RBI Act 134, on account of the failure to comply with the minimum requirements for being scheduled.

STRENGTH
Indian banks have compared favourably on growth, asset quality and profitability with other regional banks over the last few years. The banking index has grown at a compounded annual rate of over 51 per cent since April 2001 as compared to a 27 per cent growth in the market index for the same period.Policy makers have

made some notable changes in policy and regulation to help strengthen the sector. These changes include strengthening prudential norms, enhancing the payments system and integrating regulations between commercial and cooperative banks. Bank lending has been a significant driver of GDP growth and employment. Extensive reach: the vast networking & growing number of branches & ATMs. Indian banking system has reached even to the remote corners of the country. The government's regular policy for Indian bank since 1969 has paid rich dividends with the nationalisation of 14 major private banks of India. In terms of quality of assets and capital adequacy, Indian banks are considered to have clean, strong and transparent balance sheets relative to other banks in comparable economies in its region. India has 88 scheduled commercial banks (SCBs) - 27 public sector banks (that is with the Government of India holding a stake)after merger of New Bank of India in Punjab National Bank in 1993, 29 private banks (these do not have government stake; they maybe publicly listed and traded on stock exchanges) and 31 foreign banks. They have a combined network of over 53,000 branches and 17,000 ATMs. According to a report by ICRA Limited, a rating agency, the public sector banks hold over 75 percent of total assets of the banking industry, with the private and foreign banks holding 18.2% and 6.5% respectively. Foreign banks will have the opportunity to own up to 74 per cent of Indian private sector banks and 20 per cent of government owned banks.

WEAKNESS
PSBs need to fundamentally strengthen institutional skill levels especially in sales and marketing, service operations, risk management and the overall organisational performance ethic & strengthen human capital. Old private sector banks also have the need to fundamentally strengthen skill levels. The cost of intermediation remains high and bank penetration is limited to only a few customer segments and geographies. Structural weaknesses such as a fragmented industry structure, restrictions on capital availability and deployment, lack of institutional support infrastructure, restrictive labour laws, weak corporate governance and ineffective regulations beyond Scheduled Commercial Banks (SCBs), unless industry utilities and service bureaus. Refusal to dilute stake in PSU banks: The government has refused to dilute its stake in PSU banks below 51% thus choking the headroom available to these banks for raining equity capital. Impediments in sectoral reforms: Opposition from Left and resultant cautious approach from the North Block in terms of approving

merger of PSU banks may hamper their growth prospects in the medium term.

OPPORTUNITY
The market is seeing discontinuous growth driven by new products and services that include opportunities in credit cards, consumer finance and wealth management on the retail side, and in fee-based income and investment banking on the wholesale banking side. These require new skills in sales & marketing, credit and operations. banks will no longer enjoy windfall treasury gains that the decade-long secular decline in interest rates provided. This will expose the weaker banks. With increased interest in India, competition from foreign banks will only intensify. Given the demographic shifts resulting from changes in age profile and household income, consumers will increasingly demand enhanced institutional capabilities and service levels from banks. New private banks could reach the next level of their growth in the Indian banking sector by continuing to innovate and develop differentiated business models to profitably serve segments like the rural/low income and affluent/HNI segments; actively adopting acquisitions as a means to grow and reaching the next level of performance in their service platforms. Attracting, developing and retaining more leadership capacity Foreign banks committed to making a play in India will need to adopt alternative approaches to win the race for the customer and build a value-creating customer franchise in advance of regulations potentially opening up post 2009. At the same time, they should stay in the game for potential acquisition opportunities as and when they appear in the near term. Maintaining a fundamentally long-term value-creation mindset. reach in rural India for the private sector and foreign banks. With the growth in the Indian economy expected to be strong for quite some timeespecially in its services sector-the demand for banking services, especially retail banking, mortgages and investment services are expected to be strong. the Reserve Bank of India (RBI) has approved a proposal from the government to amend the Banking Regulation Act to permit banks to trade in commodities and commodity derivatives. Liberalisation of ECB norms: The government also liberalised the ECB norms to permit financial sector entities engaged in infrastructure funding to raise ECBs.

This enabled banks and financial institutions, which were earlier not permitted to raise such funds, explore this route for raising cheaper funds in the overseas markets. Hybrid capital: In an attempt to relieve banks of their capital crunch, the RBI has allowed them to raise perpetual bonds and other hybrid capital securities to shore up their capital. If the new instruments find takers, it would help PSU banks, left with little headroom for raising equity. Significantly, FII and NRI investment limits in these securities have been fixed at 49%, compared to 20% foreign equity holding allowed in PSU banks.

THREATS
Threat of stability of the system: failure of some weak banks has often threatened the stability of the system. Rise in inflation figures which would lead to increase in interest rates. Increase in the number of foreign players would pose a threat to the PSB as well as the private players.

Part # 1 Chapter - 1 Organization Overview

Organization history in brief

The Standard Chartered Group was formed in 1969 through a merger of two banks: The Standard Bank of British South Africa founded in 1863 and the Chartered Bank of India, Australia and China, founded in 1853. Both companies were keen to capitalize on the huge expansion of trade and to earn the handsome profits to be made from financing the movement of goods from Europe to the East and to Africa.

The Chartered Bank

Founded by James Wilson following the grant of a Royal Charter by Queen Victoria in 1853. Chartered opened its first branches in Mumbai (Bombay), Calcutta and Shanghai in 1858, followed by Hong Kong and Singapore in 1859. Traditional business was in cotton from Mumbai (Bombay), indigo and tea from Calcutta, rice in Burma, sugar from Java, tobacco from Sumatra, hemp in Manila and silk from Yokohama. Played a major role in the development of trade with the East which followed the opening of the Suez Canal in 1869 and the extension of the telegraph to China in 1871. In 1957 Chartered Bank bought the Eastern Bank together with the Ionian Bank's Cyprus Branches. This established a presence in the Gulf.

The Standard Bank

Founded in the Cape Province of South Africa in 1862 by John Paterson. Commenced business in Port Elizabeth, South Africa, in January 1863. Was prominent in financing the development of the diamond fields of
Kimberley from 1867 and later extended its network further north to the new town of Johannesburg when gold was discovered there in 1885. Expanded in Southern, Central and Eastern Africa and by 1953 had 600 offices. In 1965, it merged with the Bank of West Africa expanding its operations into Cameroon, Gambia, Ghana, Nigeria and Sierra Leone.

In 1969, the decision was made by Chartered and by Standard to undergo a friendly merger. All was going well until 1986, when a hostile takeover bid was made for the Group by Lloyds Bank of the United Kingdom. When the bid was defeated, Standard Chartered entered a period of change. Provisions had to be made against third world debt exposure and loans to corporations and entrepreneurs who could not meet their commitments. Standard Chartered began a series of divestments notably in the United States and South Africa, and also entered into a number of asset sales. From the early 1990s, Standard Chartered has focused on developing its strong franchises in Asia, the Middle East and Africa using its operations in the United Kingdom and North America to provide customers with a bridge

between these markets. Secondly, it would focus on consumer, corporate and institutional banking

and on the provision of treasury services - areas in which the Group had particular strength and expertise. In the new millennium it acquired Grindlays Bank from the ANZ Group and the Chase Consumer Banking operations in Hong Kong in 2000. Since 2005, it has achieved several milestones with a number of strategic alliances and acquisitions that will extend its customer or geographic reach and broaden its product range.

Principles & Values

At Standard Chartered their success is built on teamwork, partnership and the diversity of their people. At the heart of their values lie diversity and inclusion. They are a fundamental part of their culture, and constitute a long-term priority in their aim to become the world's best international bank. Today they employ 73,000 people, representing 115 nationalities, and you'll find 61 nationalities among their 500 most senior leaders. They believe this diversity helps to fuel creativity and innovation, supporting the development of exciting new products and services for their customers worldwide.

What they stand for

Strategic intent The world's best international bank Leading the way in Asia, Africa and the Middle East

Brand promise Leading by Example to be The Right Partner Values Responsive Trustworthy International Creative Courageous

Approach Participation Focusing on attractive, growing markets where they can leverage their relationships and expertise Competitive positioning Combining global capability, deep local knowledge and creativity to outperform their competitors

Management Discipline Continuously improving the way they work, balancing the pursuit of growth with firm control of costs and risks Commitment to stakeholders Customers Passionate about their customers' success, delighting them with the quality of their service Their People Helping their people to grow, enabling individuals to make a difference and teams to win Communities Trusted and caring, dedicated to making a difference Investors A distinctive investment delivering outstanding performance and superior returns Regulators Exemplary governance and ethics wherever they are

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Business & Strategy

Their business
Listed on both the London Stock Exchange and the Hong Kong Stock Exchange, Standard Chartered PLC is consistently ranked in the top 25 FTSE 100 companies by market capitalisation. By combining their global capabilities with deep local knowledge, they develop innovative products and services to meet the diverse and ever-changing needs of individual, corporate and institutional customers in some of the world's most exciting and dynamic markets.

Personal Banking

Through their global network of over 1,700 branches and outlets, they offer personal financial solutions to meet the needs of more than 14 million customers across Asia, Africa and the Middle East.

SME Banking

Their SME Banking division offers a wide range of products and services to help small and medium-sized enterprises manage the demands of a growing business.

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Wholesale Banking

Headquartered in Singapore and London, with on-the-ground expertise that spans their global network, their Wholesale Banking division provides corporate and institutional clients with innovative solutions in trade finance, cash management, securities services, foreign exchange and risk management, capital raising, and corporate finance.

Islamic Banking

Standard Chartered Saadiq's dedicated Islamic Banking team provides comprehensive international banking services and a wide range of Shariah compliant financial products that are based on Islamic values.

Private Banking

Their Private Bank advisors and investment specialists provide customised solutions to meet the unique needs and aspirations of high net worth clients.

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People
Meet our Chairman and our Board of Directors. You can read their bios and download
their photos here.

Chairman

Mervyn Davies CBE Chairman

Executive Directors

Peter Sands Group Chief Executive

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Richard Meddings Group Finance Director

Steve Bertamini Group Executive Director, Consumer Banking

Gareth Bullock

Group Executive Director, Africa, Middle East, Europe and the Americas

Non-Executive Directors

John Peace Non-Executive Director and Deputy Chairman

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Jamie Dundas Non-Executive Director

Val Gooding Non-Executive Director

Rudy Markham Non-Executive Director

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Ruth Markland Non-Executive Director

Sunil Mittal Non-Executive Director

Paul Skinner Non-Executive Director

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Oliver Stocken Non-Executive Director

Lord Turner Non-Executive Director

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Recent alliances and strategic acquisitions

In 2000, Standard Chartered acquired Grindlays Bank from ANZ Bank, increasing its presence in private banking and further expanding its operations in India and Pakistan. Standard Chartered retained Grindlays' private banking operations in London and Luxembourg and the subsidiary in Jersey, all of which it integrated into its own private bank. This now serves high net worth customers in Hong Kong, Dubai, and Johannesburg under the name Standard Chartered Grindlays Offshore Financial Services. In India, Standard Chartered integrated most of Grindlays' operations, making Standard Chartered the largest foreign bank in the country, despite Standard Chartered having cut some branches and having reduced the staff from 5500 to 3500 people.

On 15th April 2005, the bank acquired Korea First Bank, beating HSBC in the bid. Since then the bank has rebranded the branches as SC First Bank.

Standard Chartered completed the integration of its Bangkok branch and Standard Chartered Nakornthon Bank in October, renaming the new entity Standard Chartered Bank (Thailand). Standard Chartered also formed strategic alliances with Fleming Family & Partners to expand private wealth management in Asia and the Middle East, and acquired stakes in ACB Vietnam, Travelex, American Express Bank in Bangladesh and Bohai Bank in China.

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On 9th August 2006 Standard Chartered announced that it had acquired an 81% shareholding in the Union Bank of Pakistan in a deal ultimately worth $511 million. This deal represented the first acquisition by a foreign firm of a Pakistani bank and the merged bank, Standard Chartered Bank (Pakistan), is now Pakistan's sixth largest bank.

On 22 October, 2006 Standard Chartered announced that it has received tenders for more than 51 per cent of the issued share capital of Hsinchu International Bank (Hsinchu), established in 1948 in Hsinchu province in Taiwan. Standard Chartered, which had first entered Taiwan in 1985, acquired majority ownership of the bank, Taiwans seventh largest private sector bank by loans and deposits as at 30 June, 2006. Standard Chartered merged its existing three branches with Hsinchu's 83, and then delisted Hsinchu International Bank, changing the bank's name to (Standard Chartered Bank (Taiwan) Limited). Prior to the merger, Hsinchu had suffered extensive losses on defaulted credit card debt.

In 2006, Standard Chartered in Bangladesh announced an alliance with Dutch Bangla Bank to share their respective ATM operations.

On 23 August, 2007 Standard Chartered entered into an agreement to buy a 49 percent of an Indian brokerage firm (UTI Securities) for $36 million in cash from Securities Trading Corporation of India Ltd., with the option to raise its stake to 75 percent in 2008 and, if both partners agree, to 100 percent by 2010. UTI Securities offers broking, wealth management and investment banking services across 60 Indian cities.

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On 29th February 2008, Standard Chartered PLC announced it has received all the required approvals leading to the completion of its acquisition of American Express Bank Ltd (AEB) from the American Express Company (AXP). The total cash consideration for the acquisition is US$ 823 million.

The acquisition of AEB provides Standard Chartered with an opportunity to add capability, scale and momentum in the strategically important Financial Institutions and Private Banking businesses. It will add 19 more markets to the Standard Chartered footprint, while deepening presence in some core markets and providing access to several new growth markets

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Position today

Today, the bank is a leading player throughout the developing world.

Standard Chartered Bank is one of the three banks issuing banknotes for Hong Kong (Standard Chartered Bank (Hong Kong) Limited became a note-issuing bank from 2004), the other two being the Bank of China (Hong Kong) and The Hongkong and Shanghai Banking Corporation.

The bank supports marathons in many cities, including London (The City Run), Jersey, Singapore, Dubai, Lahore, Mumbai, Hong Kong, and Nairobi.

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Standard Chartered global presence

Standard Chartered global presence The Americas Argentina Bahamas Brazil Canada Colombia Mexico Peru US Venezuela Africa Botswana Cameroon Gambia Ghana Ivory Coast Kenya Nigeria Sierra Leone South Africa Tanzania Asia Afghanistan Australia Bangladesh Brunei Cambodia China Hong Kong India Indonesia Japan Middle-East Bahrain Jordan Lebanon Oman Qatar UAE

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Uganda Zambia Zimbabwe

Laos Macus Malaysia Mauritius Nepal Pakistan Philippines Singapore South Korea Sri Lanka Taiwan Thailand Vietnam

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Standard Chartered Bank in India

The Chartered Bank opened its first overseas branch in India, at Kolkata, on 12 April 1858. Eight years later the Kolkata agent described the Bank's credit locally as splendid and its business as flourishing, particularly the substantial turnover in rice bills with the leading Arab firms. When The Chartered Bank first established itself in India, Kolkata was the most important commercial city, and was the centre of the jute and indigo trades. With the growth of the cotton trade and the opening of the Suez Canal in 1869, Bombay took over from Kolkata as India's main trade centre. Today the Bank's branches and sub-branches in India are directed and administered from Mumbai (Bombay) with Kolkata remaining an important trading and banking centre.

1.1

Standard Chartered Bank: Getting to know

Standard Chartered Bank derives its name after two banks Standard Bank of British South Africa and the Chartered Bank of India, Australia and China. The merger took place in 1969. Standard Chartered Bank is regulated by the Bank of England and is a clearing bank of United Kingdom. The new millennium brought with it two of the largest acquisition in the history of the bank-the acquisition of the Grindlays Bank from the ANZ group for a consideration of $1.34 billion and acquisition of the Chase Consumer Banking Corporation in Hong Kong for $ 1.32 billion. These acquisitions demonstrate Standard Chartered Banks firm commitment to the emerging markets.

1.2

Standard Chartered Bank at a Glance

Standard Chartered Bank employs 70,000 people with 125 nationalities and nearly half of whom are women. So it proves that the bank has an international diverse workforce. Standard Chartered has a network of over 1,600 branches and outlets and 5,500 ATMs in more than 70

countries and territories across the globe. The group provides consumer-banking services to individuals and small to medium size businesses, and offers Wholesale Banking capabilities to corporate and institutional clients. With 150 years in the emerging markets the group has supreme knowledge and understanding with the customers in the market. Standard Chartered Bank recognizes its responsibilities to its staff and to the communities in which it operates. Their 150 years of history gives them a deep better understanding of their markets, their customers, and the local communities where they operate. It is a strong platform for future growth. Standard Chartered is holding leading positions in dynamic markets. They are in some of the worlds fastest growing markets including the United Arab Emirates, India, China, and the markets of South Asia. They are present in many of their markets for several generations and have become a trusted partner to businesses and individuals. In other words, they are trusted and well respected provider of financial products and services. The bank has built up an enviable knowledge of local markets in Asia, Africa, the Americans and the Middle East. In many cases, they have had a presence for more than a century. Their first two branches 8

were in Calcutta and Shanghai and the bank has been operating continuously in China for the last 144 years.

1.3 Standard Chartered Banks in Bangladesh

Standard Chartered Bank is the largest multi national bank in Bangladesh. The Bank opened its first branch in Chittagong in 1948, which was at that time the eastern region of the newly created Pakistan. The branch was opened mainly to facilities the post-war re-establishment and expansion of South and South East Asia.

At present the Bank has ten branches in Dhaka, it also have one offshore banking unit inside the Dhaka Export Processing Zone at Savar, one branch in Narayanganj, three branches in Chittagong, one branch in Khulna, one branch in Sylhet, one branch in Bogra. In the year 2000, Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and South East Asian countries. Former Grind lays Bank started its journey in Bangladesh in 1905 under the name of Grindlays Bank. Standard Chartered Bank took-over the operation of ANZ Grindlays Bank in Bangladesh as a part of acquisition of South East Asian and Middle East operation of Australia and New Zealand Banking Group. After acquisition, Grindlays Bank has become a part of Standard Chartered Group. The Bank presently has 25 branches in 6 cities, 60 ATMs and 2,750 employing over people. Recently, the bank opened a new branch in Bogra to reach out in the northern part of the country .The network of SCB engages itself for providing best quality banking service in retail, commercial and corporate banking segments. The countrys top Enterprises; Multinational, Local Corporation and Financial institutions are served by SCB. SCB is the best among the top performing multinational bank in Bangladesh.

1.4 Vision

A Bank with Vision is the motto of Standard Chartered Bank. The vision is to be the most efficient financial intermediary in the country. The relentless journey to achieve that vision started in 1995, since the very inception of the Bank. The journey still continues and will never stop. Standard Chartered Bank sets a high standard for itself and every achievement of the bank is a striving agent to reach a new height.

1.5 Mission
o To consistently help the customers make Intelligent Financial Choices.

o By being the preferred provider of the Highest Quality services in the Chosen business areas, Relevant to all the Constituencies. o By being a Workplace of Choice that fosters Excellence, builds Intellectual Network and results in Absolute Professionalism.

1.6 Objectives
o The main objective of Standard Chartered Bank is to maximize the profit through customer; o To ensure high return on investment and with different products and services;

o To remain as the market leader, diversification of business and the automaton of banking operation; o To play a significant role in the economic growth of this country.

The Bank believes that to provide standard financial services is to deliver a quality that makes every transaction a pleasurable experience. The bank also believes that Customer is always right and in the core of everything. So providing them friendly and personalized service, tailormade solutions for business needs, global reach in trade and commerce at the doorsteps and high yield on investments are the core objectives of the bank and also ensuring the development of a consistent, aligned collection of practices, programs and policies to facilitate the achievement of the organization.

SWOT ANALYSIS
The SWOT analysis comprises of the Organizations internal strength and weakness and external opportunities and threats. SWOT analysis gives an organization an insight of what they can do in future and how they can compete with their existing competitors. This tool is very important to identify the current position of the organization relative to others, who are playing in the same field and also used in the strategic analysis of the organization.

Strengths
Dominant market position in chosen markets Customer franchise Strong regional focus Product diversity Experienced and efficient management team. Better infrastructure facilities. Company reputation and goodwill. Sound profitability and growth with good internal capital generation. Larger corporate client base. High performing bank. Comfortable capital adequacy ratio. Strategy is focused on emerging markets, taking advantage of faster recovery in such markets

Weaknesses
Limited headroom for growth in top names SQ: not at par with customer expectation Lack of up-country reach Perceived lack of flexibility vis-a-vis local banks Turnover and long term people issues Small market share. High concentration of fixed deposit and large scale of loans. Lack of full-scale automation. to cope with rising loan losses. Exact level of the bank's exposure to Dubai is unclear as the debt crisis is yet to settle

Opportunities

Untapped Middle Market Acquisition of PCB clients State-owned Enterprises (SOE) Sector Acquisition of Banks/NBFI Islamic Banking Structured Products Scope of market penetration through diversified products. Automation of transaction processes and online branch banking. Governments policy of encouraging heavy inflow of foreign investment. Regulatory environment favouring privet sector development. Increasing purchasing power of people. Increasing trend in international business. Global efficiencies. Acquisitions, including American Express Bank (excluding the primary business of AMEX). The bank is expanding its wholesale services into India's equity market

Threats
Aggressive competition from Int. & local banks Political volatility & regulatory impediments Loss of people to competition Privatised/re-structured NCBs Increasing competition for market share in the industry. Frequent changes of banking rules by central bank. Market pressure of lowering of lending rate. The banking industry is consolidating in Europe and the US. The continued economic downturn. HSBC's Indian operations will be greatly expanded after it purchased RBS' branch network in Q409 National and global political unrest.

Part # 2 Chapter # 1 Introduction of the Study

11

1.0 Introduction of Study

1.1 Rationale of the Study

Employees objective is to satisfy customers. So they always try to satisfy customer through their work and service. So for providing better customer service to secure smooth banking, Standard Chartered Bank recruits qualified employees. So I want to know about employees involvement with the job and employers contribution to employee. The main intention of this study is to show how the HR practiced in a service providing organization and to assess employees perception towards management policy and on their jobs. By observing the process I get the opportunity to understand the extent of employees job satisfaction and to oversee the present market requirements and factors which are being considered in HR practices, level of job satisfaction and employees psychological contract with the organization.

1.2 Statement of the Problems

Employees are working hard to satisfy customers and they are qualified for the banking service. So I would like to know whether they are satisfied with HR practices and what are the HR practices on Standard Chartered Bank in Bangladesh? And what is their perception on management?

1.3 Scope of the Study

Standard Chartered Bank is a multinational Bank and it plays a significant role in the economic development through their better service. As an intern I got the opportunity to work for this giant Organization. I am placed at the customer service and relation section under the consumer banking division of Standard Chartered Bank at Sheraton Branch. I got an enabling environment and opportunity to observe the overall Services and employees involvement in customer service. I am, in addition, getting the scope to interact with customers and reveal their expectations. For customer satisfaction in branch level employees work hard and they are qualified to satisfy customer needs. So I prepared this report on HR practices of Standard Chartered Bank which is linked with Organizations strategy and to know about employees 12

relationship with organization. I conduct a survey on Job satisfaction and Employees psychological contract with the Organization. The scope of this report is to have an overall idea of its human resource practices, its position in the industry, and to know about job satisfaction with employees psychological contract with organization. From this report we can generate idea about Recruitment system, Performance management, Training and Development Process, Job Analysis, Compensation and Benefits, Employee grievances and dispute resolution process, Job satisfaction, Employees Physiological Contract of financial service providing organization.

1.4 Delimitation of the Study

The scope of this report to have an idea of HR practices being undertaken by Standard Chartered Bank. Based on the management policy of the organization, this study will deal with the HR activities. This is conducted through interviewing personnel. The delimitation of the report is that the information is confidential and quite difficult to get from HR department. The employees of Sheraton Branch and Chawkbazar Branch of Standard Chartered Bank are involved in survey sessions. Survey conducted on Branch Manager, Personal Financial Consultant, Sales Team Manager, Customer Service Officer, Branch Risk Manager, Asset Center officer, Customer Service Manager, Customer Service Executive, and Branch Sales Executives. They are representatives of other employees who worked in other branches. Because my survey only focus on branch level employees who are directly linked with customer services. Branches are all identical and are working with a group of staff of same status, rank and qualifications; plus the nature and type of services are same in all the branches. So if a branch is studied, it will give a representative sample of knowing the objectives. Because of the heavy workloads, employees are not accessible to interview them in other branches, but for advantage of my attachment with the branches I found an opportunity to interact with them individually and in details. However, relevant HR related information collected from Managers and Employees of the Branch.

1.5

Objective of the Study

13

Broad Objective:
Broad objective is to know about HR practices of Standard Chartered Bank (SCB), Bangladesh and a Survey on Job Satisfaction and Employees Psychological fulfillment of Contract.

Specific Objectives:
Focus on o Mission, vision, objectives. o Organizational structure. o Job analysis. o Recruitment process. o Training and development process. o Performance appraisal system. o Compensation and Reward management. o Employees data record system. (HRIS). o Employee relationship. The survey focuses on: o Satisfaction, Motivation, Psychological contract

1.6

Survey Analysis

1.6.1 Background of the Survey

Standard Chartered Bank (SCB) since its incorporation has been committed to hire the most effective and efficient manpower to provide quality services, maintain a high standard of corporate governance, and a continuation of excellent performance in international business. Importance have been given for building skills & efficiency among the employees to perform their assigned day to day activities with due confidence. To ensure, the SCB provides them with various kinds of training programs and proper compensation benefits. Employees objective is to satisfy customer. So they always try to satisfy customer through their work and service. So for providing better customer service to secure smooth banking, standard chartered bank recruits qualified employees. So I want to know about employees involvement with the job and employers contribution to employees. The main intention of this survey is to show job satisfaction, motivation and fulfillment of employees physiological contract. Employees are working hard to satisfy customers and they are qualified for the banking service. So this survey generates knowledge about whether they are satisfied or not. And 14

Whether the Organization fulfills their psychological contract? This is because that the satisfied employees can only perform and serve higher quality of service. And organizations mission is by being the preferred provider of the Highest Quality services in the Chosen business areas, Relevant to all the Constituencies. Being a Workplace of Choice that fosters Excellence, builds Intellectual Network and results in Absolute Professionalism. To achieve the mission, Organization provides better HR practices to satisfy employees.

1.6.2 Survey Objectives Primary Objective:

Conduct a Survey on Job satisfaction and fulfillment of Employees Psychological fulfillment Contract.

Secondary Objectives:
o To know Job likeness. o Is the job is boring or enjoyable. o Satisfaction of work. o Is the job is interesting or not. o Motivation to do the job. o Is the job is secured or not. o To know fulfillment of psychological contract.

1.6.3 Purpose of the survey

This survey is related to satisfaction, motivation, and Job security and employees psychological contact. If employees are motivated and feel secured with the job they will be satisfied with the job and fulfillment of employees psychological contract shows that they are motivated and satisfied. So to know about job satisfaction I conduct this survey.

Part # 2 Chapter # 2 Methodology of the Study

16

2.0 Methodology of the Study

2.1 Data Collection Method of Report Sources of Data:
o Interviewed employees. o Had discussion sessions with officials of Standard Chartered Bank. o Consulted Annual report of Standard Chartered Bank. o Consulted relevant other published documents of Standard Chartered Bank. o Visited and studied Web site of Standard Chartered Bank in Bangladesh.

2.2 Methodology and Sampling method of survey

2.2.1 Type of Survey: Exploratory survey

2.2.2 Data collection Method: o

Questionnaire survey:

To gather knowledge and information about job satisfaction and fulfillment of employees psychological contract, I conduct survey which is questionnaire based. I gave questionnaire to them and employees fill the questionnaire.

2.2.3 Sampling Procedure: o Population:

I conduct this survey only on Branch level employees; they work under consumer Banking division of Standard Chartered Bank. They have common set job characteristics that they have to fulfill targets and provide higher quality service to customer. Under Service Booth, Branch Sales and service there are about 444 employees work to serve higher quality service to customer. So, these 444 employees of Service Booth, Branch Sales and Service are respected as Population for this survey.

17

Population Size: 444 Employees. o

Sample:

I worked as Intern in Sheraton Branch, Standard Chartered Bank so I conduct my survey on these branch employees and with the help or Branch Risk Manager I also conduct this survey on Chawkbazar Branch, Standard Chartered Bank. I took 29 employees as sample for this survey.

Sample: 27 employees. o

Target population:

I conduct questionnaire survey on 27 employees to complete this survey. Targeted population: 27 employees. o Stage of Sampling:

Population Size: 444 Employees. Sample: 27 employees.

Targeted population: 27 employees. Relevant Population: Employees of Branch Sales and Service, Booth Service under Consumer Banking Division. o Sampling Frame: Total Population Designation Branch Sales And Service Managers. Sales Team Managers. Customer Service Managers and Booth Incharges. Branch Risk Managers. Personal Financial Consultants. 13 80 20 26 Amount 20

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Customer Service Officers. Service Ambassadors. Branch Sales Executives (Contractual). Customer Support Executives Contractual). Asset Center Employees. Total : 444
Figure 1: Population of this survey.

130 20 60

15

60

Target population / sample: Designation Branch Sales And Service Managers. Sales Team Managers. 2 1 30-35 30-37 Amount 3 Age 40-45

Customer Service Managers and Booth Incharges. Branch Risk Managers. Personal Financial Consultants. Customer service officers. Service Ambassadors. Branch Sales Executives (Contractual). Customer Support Executives Contractual). Asset Center Employees.

2 3 7 1 1

30-37 28-41 28-41 28-30 28-30

25-30

28-35

Actual Sample Unit: 27 employees.

Figure 2: Target population / sample of this survey.

2.2.4 Questionnaire Design

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Likert scale

To measure attitudes toward satisfaction and dissatisfaction, Motivation, job Security and fulfillment or physiological contract I used likert scale. Through 33 questions I tried to know, how they feels about job.

2.2.5 Data Analysis Method The data analyzed on Microsoft office and Excel. The statistical data analyzed through Microsoft excel.

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Part # 2 Chapter # 3 Topic Related Discussion 3.1 Organizational Structure

21

3.1 Organizational Structure

3.1.1 Development of Organization

Organization philosophy

Mission of the Organization

Development policy

Work unites activities and tasks

Goals and objectives

Formulation Organizational strategy

Figure3: Development process of organization.

A. Organization philosophy: The philosophy at SCB is to lead the way everything they do, ranging from the commitment to the people, customers and the community to working in harmony with investors and regulators. Five values followed by SCB are described below: o Responsive: Standard Chartered is good on their word. They are accessible whenever and wherever the customers need them. Not only do they strive to deliver solutions, they also aim to exceed customers expectations. o Trustworthy: They respect the customers, and the life customers live. By understanding customers needs and tailoring the right financial solutions for customers, they earn Standard Chartered trust. o Creative: Creative thinkers are not limited by convention. They allow their minds to soar beyond predictable solutions. Thats how standard chartered approaches each challenge posed to the bank, which is why they base their products and services on ideas that are innovative, perceptive, and instinctive.

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o International: SCB understand the balance between global and local. Customers trust them to be established and internationally-networked, while at the same time sensitive to the customer individual needs. Their strong network across cultures helps customers build stronger relationship based on ideas. o Courageous: A commitment to being there for customers, in good times and bad. They help customers achieve their aspirations by guiding them towards the right choice, not just the easy one.

B. Mission of the Organization: The vision is to be the most efficient financial intermediary in the country. The relentless journey to achieve that vision started in 1995, since the very inception of the Bank. The journey still continues and will never stop. Standard Chartered Bank sets a high standard for itself and every achievement of the bank is a striving agent to reach a new height. Missions: o To Consistently help the customers make Intelligent Financial Choices.

o By being the preferred provider of the Highest Quality services in the Chosen business areas, Relevant to all the Constituencies. o By being a Workplace of Choice that fosters Excellence, builds Intellectual Net worth and results in Absolute Professionalism.

C. Development policy: The development policy grew up with the aim to serve quality service to customer. So standard chartered bank hires talented and intelligent work force and create better work place to work. Development policy depends on: o Participation: focusing on attractive, growing markets where organization can leverage their relationships and expertise. o Competitive positioning: Combining knowledge and creativity to outperform competitors. o Management discipline: Continuously improving the way they work, balancing the control of costs and risk with efficient management.

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D. Formulation of Organizational strategy Leading by example to be the right partner for its stakeholders, the Organization is committed to building a sustainable business over the long term that is trusted worldwide for uploading high standards of corporate governance, social responsibility, environmental protection and employee diversity. o Strategic intent: Be the worlds best international bank. o Strategy making:

Top management and executive management (Country Head, CEO, and Corporate Head) make the organizational strategy. But strategy depends on criteria of business and market. Management made their own policy and strategy to run the business.

Bank asks it self when make the strategy: 1. What are we now? 2. What do we want to be? 3. What is the best way to get there? o Strategy content: 1. Types of business. 2. Target market. 3. Market growth and situation. 4. Service quality. 5. Profit turn over. 6. Analyze Competitors policy. 7. Competitive advantages. 8. Analyze risk. 9. KSAO Requirement that fixed with policy and task.

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10. Discipline and actions. 11. Analyzing past and present business environment. 12. Analyzed SWOT. o Operation strategy for banking:

How can we satisfy our customer? This is the most important question that bank can ask from it self and its people. Customers needs and wants to run the full gamut, from tangible products, quality service delivered and attitude of management to the aesthetics. Standard Chartered Bank aims to satisfy these needs and wants by developing and full filling mission and strategies which can be as the customers they serve.

E. Goals and objectives o Objectives:

The main objective of Standard Chartered Bank is to maximize the profit through customer satisfaction which very much reflects the idea of fundamental marketing concept. It has been pursuing to earn maximize profit by providing best and improved customer service. o To ensure high return on investment and with different products and services.

o To remain as the market leader, diversification of business and the automaton of banking operation. o To play a significant role in the economic growth of this country. o To strive for profit and sound growth. The Bank believes that to provide standard financial services is to deliver a quality that makes every transaction a pleasurable experience. The bank also believes that Customer is always right and in the core of everything. So providing them friendly and personalized service, tailormade solutions for business needs, global reach in trade and commerce at the doorsteps and high yield on investments are the core objectives of the bank and also ensuring the development of a consistent, aligned collection of practices, programs and policies to facilitate the achievement of the organization.

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Goal:

On delivery of quality service of all areas of banking activities with the aim to add increased value to shareholders investments and offer the highest possible benefits to the customers.

F. work unit activities: Major Business Units

Business Banking of SCB

Corporate Banking Group

Treasury Division

Institutional Banking Group

Consumer Banking Division

Custodial Service

Local

Multinational

Figure 4: Major Business units of SCB, Bangladesh.

Corporate Banking Group:

The objective of this department is to maintain a thorough knowledge of the client's business and to develop positive relationships with them. The Corporate Banking Group in Bangladesh has displayed a spirit of community involvement by working with NGOs to underwrite soft loans. Standard Chartered Bank offers its corporate customers:

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o The wide varieties of lending needs are catered to with skilled and responsive attention. o Project finance and investment consultancy. o Syndicated loans. o o o Bonds and Guarantees. Local and International Treasury products.

Treasury Division:

The Bank's treasury specializes in offering solutions to those who wish to manage interest rate and currency exposures that result from trade, investment and financing activities of other dynamic economies of the region. Treasury operations are developed in line with changing market conditions to provide the best services to its customers. According to BAFEDA (Bangladesh Foreign Exchange Dealers Association), Standard Chartered Bank presently controls 42% of the local foreign exchange market's traded volume.

Institutional Banking Group:

The IBG of Standard Chartered Bank offers a wide variety of products and services to banks and financial institutions. The Bank offers a full range of clearing, payment collection and import-export handling services. o

Custodial Service:

Headquartered in Singapore, Standard Chartered Equator fulfills the group's strategic commitment to the provision of custodial service in Asia. Equators customers are primarily foreign global custodians and broker/dealers requiring cross border information as well as subcustodian services. Standard Chartered Bank of Bangladesh is responsible for the planning in Bangladesh, but the overall management of the custody business is based on Equators international business strategy.

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o Consumer Banking Division: Superior retail banking services comprising a wide range of deposit and loan products are offered by the Standard Chartered Bank to its individual customers. The Consumer Banking division constantly faces challenges and meets them by developing new products and services to fulfill the specific requirements of local and foreign customers. Bank offers a 24-hour service in Bangladesh through its Money link ATM network and Phone-link Phone Banking services.

Consumer Banking

Shared Distribution

Unsecured VC

Secured VC

Liabilities VC

CCU

Credit cards

Personal Financial Services Personal Loans

Islamic Personal Finance

Flexi loans

Figure 5: Structure of consumer banking.

Support Units
Major support units of Standard Chartered Bank are; o Information Technology Department:

They help in the implementation and generation of computerized reports. Another major duty of the department is to maintain communication with the rest of the world.

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Central Operations:

Central operations deals with the closing and opening of accounts and other payment and account related processing of the Personal Banking division. Treasury operations help to deal with the processing works of the treasury division. Loan Administration Unit (LAU) deals with the processing of the Corporate Banking division. Operations also have a department that deals with internal projects that arises from the need to deal with certain problems or to make certain changes. o

External Affairs:

This department deals with advertising, public relations, promotions, partial marketing which involves disseminating new products and services to customers and above all ensuring service quality. o

Legal and Compliance:

In UK, Standard Chartered Bank is regulated by the Bank of England, while in Bangladesh local banking laws regulate it and rules set by the Ministry of Finance and Bangladesh Bank. Some of the key areas that the Legal & Compliance department has to take care of are: any kind of legal issues, to advise the CEO regarding all matters and the management on legal and regulatory issues, correspond regulatory compliance issues to MESA Regional Head of Compliance, and supervise internal control (e.g. internal audit). o

Human Resources Division:

This department manages recruitment, training and career progression plan. Standard Chartered Bank highlights the importance of developing its people to create a culture of customer service, innovation, teamwork and professional excellence. Human Resource department involves making the function of managing people the most important priority in the organization and integrating all human resource programs and policies within the framework of a companys strategy. This department also realizes that people make or break an organization because all decisions made regarding finance, marketing, operations, or technology are made by an organizations people.

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Organizational Structure of Human Resource Department

HR Head Bangladesh

Head HR Service Delivery South Asia

Sr. Resourcing Manager

Sr. HR Relationship Manager WB

Sr. HR Relationship Manager CB

Manager, HR Service Delivery

Manager, Resourcing

HR Officer HR Officer HR Relationship Manager GTO & CB HR Officer

Figure 6: Organ-o-gram of HRD.

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Organizational structure

CEO

Head of IT

Head of CB

Chief finance officer

Chief operati on officer

Head of HR

Head of Service Deliver

Head of credits

Head GSM

Head of market

Head corporate affaires

Head of CR

Multi National (Asset)

Head of transaction banking

Large Local (asset)

Local asset

Head of product

Head of supply chain

Head of solution deliver

Business Development Manager

Product Manager

Asst. Manager

Asst. Manager

Figure 7: Organ-o-gram of the organization.

Structure: Organic structure and prefer team work.

Branch Structure

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Branch sales and service manager

Supporting staff: Service Ambassador Branch Risk Manager

Sales Team Manager Personal Financial consultant Contractual: branch sales

Customer service manager Customer service officer

Figure 8: Branch Organ-o-gram.

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Part # 2 Chapter # 3 Topic Related Discussion 3.2 HR Planning and Forecasting

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3.2 HR planning and Forecasting

HR planning is a process, which anticipates and maps out the consequences of business strategy on an organizations human resource. This is reflected in planning of skills and competence needs as well as total headcounts. Every organization need to be able to forecast and plans for its future requirements. At Standard Chartered Bank, human resource planning, involves forecasting the numbers of people which will needed by the bank, and then working out the best way of obtaining then as and when they are needed. o Forecasting:

Forecasting activities: o Workforce number is sufficient detail to be use full. o Work force supply. o Impact on budget and funding.

Whos responsibility for it?

Banks operates in a dynamic environment where new and advance practices are frequently emerging resulting in changing customers requirements. HR department and divisional managers are responsible for it.

Planning process:

HR planning process consists of forecasting, goal setting, strategic planning, and process implementation. Hr manager should attempt to ascertain the supply of and demand for various types of human resources. The primary goal is to predict areas with in the organization where there will be future labor shortages of surpluses.

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Planning Process

Organization Strategy

HR design-Shaping for success

Work force planning

Assessing organizations competencies

Assessing the need of people

Investment to develop organization

Figure 9: HR planning process of SCB.

Organization strategy:

To consistently help the customers make Intelligent Financial Choices. By being the preferred provider of the Highest Quality services in the Chosen business areas, Relevant to all the Constituencies. By being a Workplace of Choice that fosters Excellence, builds Intellectual Net worth and results in Absolute Professionalism. So for best service organization hires best employee and organization provides best compensation and training for their job satisfaction and development. o

HR Plans:

HR plans consist of:

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Planning components

Recruitment and selection Career Development

Orientation and training Compensation & benefits

Assigning duties

Performance Measure

High performance
Figure 10: Planning component.

Work force planning and need assessment:

Organization plans employees job and responsibilities based on organizations objectives. And divisional manager .senior manager asses what they need and how many employees they need to accomplish there task and asses that, which are the best fitted for the post and positions. And HR also assesses the process. o Organizations competencies:

Before recruiting employees organization asses the market situate and prepare budget with compensation and training plans. And create the post to hire employee. o

High performance:

Because of HR practices employees can develop career and they feels satisfied. And best practices direct employees to serve best services with high performance.

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Forecasting Process:

Strategy of organization

Scenario planning

Assessing Demand and supply

HR plans

Gap analysis

Figure 11: Process of forecasting.

Organization strategy is to hires qualified employee to provide best services to customer. And organizations goal is to be the worlds best international bank. For example: Suppose Branchs sales team manager need a personal financial consultant so he will send requisition to HR. HR assess the job and assess supply and demand. And HR also analyzes the gap or the gap can also assess by managers. After analysis organization recruit employees as based on plans. When organization, assesses the demand and supply, organization focus on: o Requirement by number.

o Requirement by locations or divisions. o Requirement by skills.

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Part # 2 Chapter # 3 Topic Related Discussion 3.3 Job Analysis

38

3.3 Job Analysis

An organizations mission statement presents the guiding rationale for the activities of all subunits and employees. To attain the strategic and operational goals, it is necessary to develop short-run production and operational budgets, as well as to specify the division of labor, commonly referred to as partitioning the work process into manageable units called jobs. A job can be defined as a grouping of related duties, tasks and behaviors performed by one or more individuals, namely jobholders. Each job has one or more positions in other words, the number of individuals who are performing the duties required by that specific job. The analysis of subdivided work in the organization, both at the level of the individual job and for the entire flow of the production process, is referred to as job analysis.

Standard Chartered Bank also follows job analysis. They define job analysis as an examination of the jobs in an organization with a view to documenting the knowledge, skills, abilities and others (KSAOs, e.g. experience) associated with successful performance of those jobs. They collect job analysis information through job description method. The written outcomes of the process are referred to as job description and it is being prepared by the department head and HR department. The bank emphasizes more on the duties and tasks which needs to be carried out in the job. In case of Standard Chartered Bank there are two reasons of following the job analysis. One reason is that it is suitable for the organization and another reason is tradition. The process of job analysis of Standard Chartered Bank involves the following three steps to maximize the potential for success.

Individual interview method:

To gather information about a job, sometimes they interview job incumbents, as well as coworkers, supervisors, suppliers, clients and subordinates.

Observation method:

Sometimes the job analysts observe directly and sometimes indirectly based on the requirements. For direct observation job analysts are needed to stay on the spot and for indirect observation videotaped can be used.

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Structured questionnaire method: The bank also use questionnaires for job analysis and some of the more frequently used instruments include: 1. The position description questionnaire. 2. The functional job analysis. 3. The job diagnostic survey. 4. The position analysis questionnaire. These survey instruments are normally completed by job holders, their supervisors and people who work in other jobs that are related to the specific job being investigated.

I worked for branch sales and service under consumer banking. Job analysis of branch and sales describe bellow. Branch structure Branch sales and service manager Supporting staff: service ambassador Branch Risk Manager

Sales Team Manager Personal Financial consultant Contractual: branch sales

Customer service manager Customer service officer

Figure 12: structure of the branch.

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3.3.1 Job analysis of Branch employee (examples)

Sales Team Manager
Objectives : To position the branch as an effective Personal and SME Banking sales and service outlet by providing superior customer service for increasing the customer base and achieving the branch asset & liability targets. Assist the BSSM/BRM to ensure that all the Group & Local Regulatory guidelines are followed in operations of the branch.

Achievement:
o o

Branch Profit target.

Branch Asset & Liability targets. o Branch Service Standard targets.

Reporting Relationship: To Branch Sales & Service Manager BSSM. For Working on Strategies to meet target and for Performance management & Coaching for Development.

Key Relationship Internal: Liaise With Branch Sales & Services Manager. Customer Services Manager Personal Financial Consultants Service Ambassador. Co ordination of sales & services activities. 41 Daily Cash related services. Managing sales & services activities. For Performance management & Coaching for Development.

Customer Service Officers. External: Liaise With

Co ordination of sales & services activities.

For

Relationship Managers. Value Center Managers. Support Unit Departments. Other BSSM, STMs & PFCs. Account Services. Asset Operations. Trade Services. Legal & Compliance. Consumer Credit Unit. Securities Bonds Dept. Service Quality. Existing and Prospective customers.
Direct Reports: PFCs,

Handling Corporate Transactions. New Processes Implementations/product delivery. Issues of premises, security, stationeries, finance etc. Coordination of Sales and Services Activities. Issues related to customer accounts/records. Disbursement of CB loans. Enquiry of FCY Cheque collection. Approval of accounts, Deceased/Unclaimed/Sanctions. Approval of CB Loans. Issues related with US Dollar Bonds etc. Issues related with SQ Survey, Examinations etc. To make relationship and grow existing portfolio.

BSOs & BSEs.

Duties and responsibilities:

Duty 1: Fulfill Financial/Sales and objectives. Responsibilities: o Undertake major initiatives to achieve set targets in terms of building assets and liabilities set forth in Job Objective. o Supervise the PFCs, BSOs and BSEs to achieve Sales and Service momentum. o Increase the customer base of the branch. o o Capitalize on cross-sell opportunities. Communicate with customers and potential customers for sales opportunities.

o Help organize sales promotions (Campaigns, presentations, seminars, exhibitions etc) in co- ordination with the BSSM & other sale channels. 42

Ensure cost minimization/control environment.

Duty 2: Maintain service quality. Responsibilities: o Provide high quality service to Consumers, Priority and SME Banking Customers. o To achieve set targets in terms of service standards for customer transactions. o Show a significant development of Service Quality levels across the Branch. o Supervise customer complaints.

Duty 3: Complete operations. Responsibility: o Own and drive Customer Due Diligence, Reputation Risk, and Anti-Money Laundering Initiatives. o o Establish Risk Recognition and Compliance Culture among the branch. Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings.

o Advise the PFCs for Proper documentation for different types of Account Opening & Closing for all customers and keeping the error rate at acceptable level. o Guide PFCs for Proper documentation for Dormant Account Regularization, Deceased accounts and all other account related services. o Supervise the PFCs and BSEs on Loan proposal, documentation and arrange approval of the same. o Maintenance and subsequent destruction of undelivered security items (e.g. PIN, TIN, Hold Mail, Debit Card, Cheque Book). Duty 4: Operational risk/administration. Responsibilities: o Assist BSSM in the implementation of all risk related policies and procedures within the branch. o Co-ordinate with BSSM in establishment and or completion of self-assessment toolkits such as Key Control Standards. o Keep abreast of local regulatory changes and assist BSSM in his/her role in creating awareness & implementation of local regulatory regulations & guidelines in the branch. 43

o reports.

Assist BSSM in prevention of money laundering by monitoring of various transaction

o Assist the BSSM to ensure that branches maintain all the records that are auditable for good audit rating. o Assist BSSM to ensure the carry out of Business Continuity Plan among the department. o Act as the custodian of the Prime Keys as authorized in Key Register. o To maintain the branch premises. o o To ensure proper branch security. Ensure proper signages are in place.

Duty 5: Assist personnel. Responsibilities: o Supervising, coaching and training the staffs on daily organization of work whenever and wherever necessary for improved performance. o Help create an environment where the branch people can operate as a team demonstrating the Values of the Bank.

Duty 6: Create a Health & Safe work place. Responsibilities: o Ensure a safe and healthy workplace for all.

o Take reasonable care for the health & safety of co-workers and those who may be affected by your actions or your omissions. o Cooperate with management to support and promote Health and Safety in the workplace. o Encourage others to work in a healthy and safe manner.

o Report all accidents and incidents and bring to the attention of management any hazard in the workplace.

What is needed to join this post? o Years of experience in a retail sales/service environment. 44

Should be a University Graduate, preferably with a Business Major.

o Sound knowledge of SCB Retail products and other banks products and services. o Sound Knowledge on Market and Economic trends. o Language proficiency for written and verbal communication in English & Bengali. o Good Knowledge on local banking regulations. o Computer skills (Windows XP, MS Word, MS Excel, MS Power Point).

o Good knowledge on Group Code of Conduct, Standard Documentation, Operational Manual for Personal Financial Consultant , Group Operational Risk Policy and other Procedure Manuals. o Leadership skills to lead and motivate a team of sales and service.

o Strong selling and interpersonal skills required to convince customers and sell bank products. o o o Initiative and drive to achieve set targets and service standards. Creativity in terms of meeting customer demands with existing products. Organizational/Managerial skills (Campaigns, Promotions, Mail Shots, Seminars etc.)

Job analysis of Customer Service Manager

Objective: Organizing, Supervising and Leading the Teller Services functions with the customer services officers in the branch are to ensure that the delivery of quality service to customers. Help project a professional and warm image of the bank. Exercise the operational controls and continuous improvement in operational efficiency. Maximize new business opportunities by building new relationships and Cross Selling. Assist the BSSM/BRM to ensure that all the Group & Local Regulatory guidelines are followed in operations of the branch.

Direct Report to: To Branch Sales & Service Manager. For Working on Strategies to meet target and for Performance management & Coaching for Development. 45

Direct reports: Customer Services Officers. Relationship: Internal: Liaise With For

Branch Sales & Services Manager. Customer Service Officers. Sales Team Manager. Personal Financial Consultants. Service Ambassador. External: Liaise With

Performance management & Coaching for Development.

Supervise day-to-day operation. Co ordinate of sales & services activities. Co ordinate of sales & services activities.

Co ordinate of sales & services activities.

For

Customer Service Delivery. Relationship Managers. Value Center Managers. Value Center Senior Managers. Support Unit Departments. Other BSSM, STMs & PFCs. Account Services. Trade Services. Legal & Compliance. Service Quality. Cash Management Operations.

Operational Issues. Handling Corporate Transactions. New Processes Implementations. Asset Product Delivery and Feedback.

Issues of premises, security, stationeries, finance etc. Coordination of Sales and Services Activities. Issues related to customer accounts/records. Enquiry of Cheque collection. Issues related to regulatory requirement. Issues related with SQ Survey, Examinations etc. Issuance and Collection of TT, DD, TC & other instruments.

46

Global Market. National Collection Services. OIC- Regulatory Reporting. Feeder Branch. Item Processing. Service Quality. Existing and Prospective customers. Bangladesh Bank.

Exchange rate and Deal Booking. Cheque Collection for customer. Reporting of FCY purchase and sale. Issuance of FCY Draft and Cash movement. Collection of cheques for Unopened accounts. Issues related with SQ Survey, Examination etc. To deepen relationship and grow existing portfolio.

Obtain permissions for FCY transactions and other issues.

Duties and responsibilities:

Duty 1: Ensure Service Quality. Responsibilities: o Providing prompt and high quality service to Consumer & Priority Customers.

o Undertake initiatives with the CSOs to achieve set targets in terms of service standards for customer transactions. o Ensuring that the branch premises are maintained to the specified standard. Recommended workflow changes for greater efficiency. o Resolving investigations and inquiries initiated by customer inquiry to the specified standard. o Continuing Customer Retention efforts with personal involvement in complaint resolution. o Establishing Risk recognition and Compliance Culture across the branch.

o Own and Drive Know Customer, Reputation Risk, Money Laundering initiative. o Report Suspicious Activities/Transactions to BSSM/BRO. o Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings o Ensure general house keeping standards of the branch. o Customer quarries follow up and solve problems.

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o Show a significant development of Service Quality levels across the Branch as measures by Voice of Customer, Customer Satisfaction Survey and Mystery Shoppers Surveys. Duty 2: Maintain Operations Responsibilities: o Approvals of Daily Cash & Transfer Transactions. Approval of the Transactions for

Remittances and other products (Drafts, Travelers Cheques, Cashiers Orders, Foreign Currency Exchange, Safety boxes etc). o Approvals of Daily Cash & Transfer Transactions. Approval of the Transactions for Remittances and other products (Drafts, Travelers Cheques, Cashiers Orders, Foreign Currency Exchange, Safety boxes etc). Duty 3: Managing Operational Risk and Administration. Responsibilities: o Assist the BSSM for the branch security management and coordinating with Administration as and when required. o Assist the BSSM to ensure that branches maintain all the records that are auditable for good audit rating. o Assist BSSM to ensure that proper signage is in appropriate place.

o Assist BSSM to ensure the carry out of Business Continuity Plan among the department. o Maintain the branch premises. o Ensure proper branch security. o Ensure proper signages are in place.

What is needed to join this post? o o Years of experience in a retail sales/service environment. Should be a University Graduate, preferably with a Business Major.

o Sound knowledge of SCB Retail products and other banks products and services. o Sound Knowledge on Market and Economic trends. o Language proficiency for written and verbal communication in English & Bengali. 48

o o

Good Knowledge on local banking regulations. Computer skills (Windows XP, MS Word, MS Excel, MS Power Point etc.).

o Good knowledge on Group Code of Conduct, Standard Documentation, Operational Manual for Personal Financial Consultant , Universal Teller Process Guide, Group Operational Risk Policy and other Procedure Manuals. o o Leadership skills to lead and motivate a team of sales and service. Strong interpersonal skills required to manage internal and external relationship.

o High level of initiatives, drive and achievement orientation to reach set targets and service standards. o Good Understanding in Service, Credit and Operational Risk Management.

o Fair Knowledge of IT related activities in terms of Trouble Shooting of branch processing applications. Achievements: o o Branch Service Standard target. Monitor Day to day Branch Operations.

Job analysis Service Ambassador

Objective: Manage the Customer Service functions in the branch to ensure the delivery of high quality Services to customers. Ensure maintenance of operational controls and continuous improvement in operational efficiency. Maximize new business opportunities by building new relationships and Cross Selling. Assist the BSSM/STM to ensure that all the Group & Local Regulatory guidelines are followed in operations of the branch. Reports Direct To: To For Decisions and Authorities for Branch Operations and issues not covered under own jurisdiction. Branch Sales & Services
Manager.

Guidance on Service Quality Standards. Performance management & Coaching for Development. 49

Key relationship: Internal:

Liaise With

For

Customer Services Manager. Sales Team Manager. Customer Services Officers. Personal Financial Consultants. Branch Sales & Services Manager.

Operational Decisions and advices. Referral of new business. Co ordinate of Operational, sales & services activities. Co ordinate of Operational, sales & services activities.

Performance management & Coaching for Development.

External: Liaise With For

Relationship Managers. Service Quality. Support Unit Departments. Account Services.

Handling Corporate Transactions. Issues related with SQ Survey, Examination etc. Issues of administration, premises, stationeries etc. Queries on ATM card, Cheque books, PIN, TIN, I-Banking.

Other Service Ambassadors. Existing and customers. Prospective

Gather Intelligence on Sales and Services techniques. To deepen relationship and grow existing portfolio.

Duties and responsibilities

Duty 1: Maintain Service Quality Responsibilities:

50

o Providing prompt and high quality service to Consumer & Priority Customers. o To achieve set targets in terms of service standards for customer transactions. o Ensuring that the branch premises are maintained to the specified standard. Recommended workflow changes for greater efficiency. o Resolving investigations and inquiries initiated by customer inquiry to the specified standard. o Continuing Customer Retention efforts with personal involvement in complaint resolution. o Establishing Risk recognition and Compliance Culture across the branch. o Report Suspicious Activities/Transactions to BSSM. o Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings.

o Ensure general house keeping standards of the branch. Customer quarries follow up and solve problems. o Maintenance and subsequent destruction of undelivered security items e.g. PIN, TIN, Hold Mail, Debit Card, Cheque Book etc. Duty 2: Operations Responsibilities: o Receive Delivery and safe keeping of Cheque Books, ATM Captured Cards, TIN, PIN, iBanking and Welcome Packs waiting to be delivered. o Periodic reconciliation and balancing of Cheque Book, ATM Captured Cards, TIN, PIN, I-Banking and Welcome Packs waiting to be delivered. o Maintenance of Hold mails. o Control of Security items. o Destruction of undelivered PIN, TIN, Hold mails and Cheque books.

o Issue Solvency Certificate, Duplicate Statement and Balance Certificate in coordination with CSM/PFCs. Duty 3: Managing Operational Risk Responsibilities: o Assist the BSSM for the branch security management and coordinating with Administration as and when required.

51

o Assist the BSSM to ensure that branches maintain all the records that are auditable for good audit rating. o Participate in carry-out the Business Continuity Plan among the department.

Duty 3: Fulfill Financial Targets: Responsibilities:

o Generation of new business via in-branch contacts/Cross Selling from observation of customer transactions. o Generation of new business via sales promotion, marketing calls etc.

o Active participation in branch sales planning to generate. branch to finalize branch action plans for meeting set targets. o Building new relationships and strengthening existing Relationships.

o To achieve set targets in terms of potential customer and follow up with phone calls. o Referral of prospective business to other SCB functional units.

What to do? o o o Set Service Standard target. Day to day Branch Operations. Achievement of providing an excellent platform for services and sales.

Achievement: Achieve sales target set by the BSSM/STM. What is needed to join this post?

o 2 years of experience in a service environment is preferable. o Should be a University Graduate. o Good knowledge of SCB Procedures, related policies, Retail products and banking environment. o Language proficiency for written and verbal communication in English & Bengali. o Good Knowledge on selling techniques used for banking products. o Computer skills (Windows XP, MS Word, MS Excel). 52

Good knowledge on Group Code of Conduct, and Group Operational Risk Policy.In

this way organization analyzes the job and prepares job descriptions and job specifications.

Part # 2 Chapter # 3 Topic Related Discussion 3.5 Recruitment and selection

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3.5. 1 People and Management strategy for recruitment and development

As a company, Management and HR believe that if organization invests in recruiting and developing talented people, outstanding performance will quickly follow. Management and HR play to strengths of employees. They prefer to identify and develop an individuals strengths rather than focus on trying to fix their weaknesses. This sets Standard Chartered Bank apart from many competitors because it is a surprisingly unusual approach. However, it works: weaknesses will very rarely- if ever-be turned into strengths. But strengths can be turned into even greater strengths. Focusing on strength means that: o o o o Recruit great people. Set them clear objectives that play to their strengths. Provide great development to build on their strengths. Recognize and reward exceptional performance.

The outcome of this is motivated or engaged individuals and terms who deliver outstanding business performance. It is the way Standard Chartered delivers superior financial results. Playing to strengths is a shared responsibility and line managers in fulfilling their potential to deliver great business results. Organization Mission is o To Consistently help the customers make Intelligent Financial Choices.

o By being the preferred provider of the Highest Quality services in the Chosen business areas, Relevant to all the Constituencies. o By being a Workplace of Choice that fosters Excellence, builds Intellectual Net worth and results in Absolute Professionalism. So to help customer and to provide height quality service and to create professional, friendly work environment organization hires qualified employee who are the best fitted for the job and 54

customer service because right recruitment strategy can help to accomplish organization mission. Recruitment processes are linked with the mission and objectives of the organization.

Objectives of the organization is Whether in treasury, consumer, or corporate banking, Standard Chartered Bank is committed to provide the best. Meeting the demand of discerning customers is not the sole objective. The Bank believes that to provide standard financial services is to deliver a quality that makes every transaction a pleasurable experience. The bank also believes that Customer is always right and in the core of everything. So providing them friendly and personalized service, tailormade solutions for business needs, global reach in trade and commerce at the doorsteps and high yield on investments are the core objectives of the bank and also ensuring the development of a consistent, aligned collection of practices, programs and policies to facilitate the achievement of the organization. But the bank also tries to do the best in conjunction with achieving the ultimate objective of a business organization Wealth Maximization.

So Standard Chartered bank committed to provide best service to customer to meet their satisfaction. HR recruit right person for the right place and give them appropriate training. So to recruit best person for the job HR follows recruitment policies and the recruitment of personnel done in step by step process.

3.5. 2 Recruitment budget:

The recruitment process is a very expensive component of organizational staffing. The high costs of recruitment also point to the importance of establishing a well-developed recruitment budget. The budget that is used for overall Human Resources purpose of Standard Chartered Bank per year is 20% to 25% of total budget.

3.5. 3 Types of recruitment:

Standard Chartered Bank recruit employee in two ways. 1. External recruitment (Job advertisement / Job watch / SCB Global career website). 2. Internal Job recruitment (Employee referral / SCB Global career web site).

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3.5. 4 Recruitment system of Standard Chartered Bank:

The recruitment system followed by Standard Chartered Bank is an Open Internal and external Recruitment System. Approaches: 1. Candidates know about job vacancies through advertisement and SCB Global Career website. 2. External candidates and internal employee can apply for the post.

Why Standard chartered bank use Open Internal and external Recruitment System? The organization prefer open internal recruitment system because, o Existing employee are familiar to work environment and organizations rules, regulations. o And employees have skills, knowledge, ability, to accomplish task. o Employees are already trained to solve work related problems. o And Standard Chartered bank recruits external candidates for new KSAO and or to hire experienced personnel or fresher.

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Recruitment process:
Manager notifies of vacancy

Human Resource department posts job opening

Human Resource receives bids from interested applicants

Human Resource department screens candidates

List of candidates given by Human Resources to Managers

Call for test and interview

Filling position
Figure 13: Recruiting Process.

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Manager notifies of vacancy and Human Resource department posts job opening:

Manager asses employees need and he / she will send requisition to HR department. Requisition can sent through written e-mail and or specific requisition forms. HR department can also create a new post or can recruit personnel in existing vacant post.

Figure14: Post vacant in SCB, Source: career web page SCB.

These are the posts, vacant in Standard Chartered Bank. Suppose Consumer banking division needs HR relationship manager. HR Manager (recruitment SCB) asses the need and announced vacancy in Career web site.

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Job Id # 203531 (Officer Customer experience- North Gulshan) [figure 15]. This is a new post created by HRD and requisite by the branch manager. HR manager (Recruitment) asses the post, analyze the job, compensation packages and then post the job in vacancy web page.

Figure 15: Vacancy posts are advertised in career web site.

Last 2 Months ago Sales Team Manager, Sheraton Branch recruited two Branch Sales Executives. Before recruited Branch Sales Executives he asses the need and send requisition to HRD. After confirmation of requisition he took interviews and written test. Then he confirms the position. Branch Sales Executives is a temporary post and recruited through third party consultancy firm. For Any full time HR contractual job, temporary job, permanent job HRD will asses the job and post vacancies in web career page. o Human Resource Department receives bids from interested applicants and screens

candidates. Candidates or employees are only able to apply for post/job in SCB career web site/ job watch. Sometime Standard Chartered Bank- Bangladesh give advertisements in news papers for vacant post. But applicants have to upload CV in SCB career web page and apply for the vacant post. 59

Figure: 16: SCB global career web page.

https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_O BJECT.HC_H

This is the Standard Chartered Global Career web page. In this page applicant has to upload CV and apply for the post. Internal applicant can use own job watch portal.

Suppose applicants apply for the post HR relationship manager-consumer banking (figure17). For this post Human resource department upload job description and job specification (figure 18). As job specification applicant apply for the post.

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Figure 17: Post- HR relationship manager- consumer banking. https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRS.HRS_APP_SC HJOB.GBL

Figure 18: Job description of HR relationship manager- consumer banking. Link: https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRS.HRS_APP_SCHJOB.GBL

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Human resource department downloads CVs of applicants and match CVs with job criteria/ job descriptions/job specifications. If the applicants CVs match with the job specification then HR select the person for test or interview. In this way HR sort out CVs and screening applicant. HRD screens CVs, to match applicants KASOs with job criteria. o

List of candidates given by Human Resource department to Managers:

After screen and sorting CVs Human resource department prepare a list of applicants, who can be fit for the offered post. HR manager approved it and send it to the manager (who prepare requisition for the post). The manager also gives approval. After approval applicants are called for test or interview. o

Test /Interview and filling the position:

New applicant has to give written test. After passing test applicant has to face group interview. Suppose for the post HR relationship manager- consumer banking (figure 19 & 17). For recruitment, interview board consists of Resource manager, HR officer, Manager Consumer banking. After passing interview session board select applicant for the post. For existing employees who apply for the post they call only for interview. From external and internal resources, SCB Bangladesh recruits employees.

3.5. 5 Selection Process of Standard Chartered Bank

Initial screening Completing the application form

Comprehensive interview

Employment test

Back ground investigation

Decision making

Figure 19: selection process.

Initial screening: 62

Standard Chartered Bank asses employees need and identify the Job. Prepare job description and job specification. Then advertise the post or offer the post in which they want to hire employee. Then HR sort out the CVs and select CVs which are match with job and job criteria and then prepare sort list and call for test or interview. In screening interview, basic questions are being asked which can be about education, background, etc. o

Completing the application form:

Applicant has to apply on SCB global career web site. Applicant has to register with the web portal. When he/she registered into SCB career web page, applicant has to fill up personal information and can able apply on specific post. After applying on vacant post; applicant has to attend Mandatory Online Talent Assessments Test.
Following link: https://gx.gallup.com/scbcbsriindex.gx?B2BLOCATION=&ACCESS_CODE=X8S7C3Q8E7. So before applying in any vacant post applicant fill up application form.

Employment test:

Applicant has to attend employment test. Written test based on english, mathematical questions and analytical questions. o

Comprehensive interview:

The applicant is being judged based on the qualification and knowledge required for the post. In the interview usually they observe the candidates confidence level, smartness and outspoken propensity. o

Back ground investigation:

Standard Chartered Bank is international organization and this is a financial institute, so data and information are valuable for the organization. So Standard Chartered Bank emphasis on background investigation, because organization aware about the reputation, secrecy of various types of data and safety of the staffs. It is true that a wrong selection can make a lot of disaster inside the organization. Thats why they put a great importance on references. For background investigation they actually verify the nationality, citizenship, educational record, references.

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Decision making:

After passing all of these steps the final decision is taken for selection. Conditional Job offer: Before job confirmation employee works under observation and it is for six months. Employee has to pass 6 months as probationary employee. After that job are confirmed. The following criteria below help to assess/ascertain the hiring need which are o Whether the vacant role is critical to the business plan or not.

o Whether the output from the incumbent really necessary or value adding or not. o Whether the work address a short-term need or an ongoing requirement. o Whether it is necessary to have a full-time permanent person to do the work or not. o Whether the hiring for the vacancy within headcount and financial budget or not. o Whether the hiring need has been authorized as needed or not.

3.5. 6 Recruitment Sources

Standard Chartered Bank follows both external and internal recruitment. External Sources: o SCB global career web site / job advertisement:

Standard Chartered Bank rarely publishes vacancies advertisement in local new papers but every one can apply on SCB career web page for offered posts. Applicant upload CVs on this site and HRD collect CVs for vacant post from this site.

Link: https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.H RS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_H

University and Employment agencies:

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From universities Standard Chartered Bank hires Intern and fresher for the job. SCB also hires employee from Conquest, Mahadi enterprise, etc. Standard Chartered Bank hires fourth class employees, customer assistants, customer service executives from Employment agencies.

Internal Sources o Internal Applicants:

The Bank is committed to develop talent internally and to get the best out of the broadest range of the people to sustain strong performance and competitive advantage. Job Watch supports this commitment to helping individuals develop, as well as making the most of the diversity of the employees. Its key objectives are: o o Facilitating the process of internal talent mobilization Enabling employees to maximize their potential and career development

o Ensuring that the Bank has access to a wide and diverse pool of internal candidates. o Empowering employees to take personal responsibility for their careers.

There are 3 methods that can be used to decide how to look for them. The methods used by Standard Chartered Bank are described below: o

Advertisement of internal vacancies:

In e-HR countries, internal job vacancies are posted using the PeopleSoft Portal, except that when the internal job posting needs to be written in a local language not supported by the system, a local advertising channel will be used (e.g., the country HR home page on Intranet). In non e-HR countries, internal job vacancies are advertised in batch using e-mail broadcast. In e-HR countries, internal job application should be submitted via the PeopleSoft Portal. In non-e-HR countries, internal job application should be submitted via website of SCB. To be eligible for a Job Watch application, applicant needs to demonstrate satisfactory performance in current role for at least one year. In e-HR countries, internal applicants receive a system-generated email to acknowledge their applications. In non-e-HR countries, the country HR team arranges an acknowledgement notification to be sent to internal applicants within seven days after the job posting has been closed. 65

Non-employed workers (e.g., agency workers, independent consultants, outsourced workers) who wish to apply for an internal vacancy may do so if this is allowed by their work contract with the Bank. o Skills Inventory:

For taking decisions about recruitment and to understand the needs they focus on their skill inventory where the records of each employee are being stored. o

Employee Referral:

Employee Referral Process- SCB Bangladesh Hire a friend (HAF)

Hire a Friend is the newly formatted employee referral scheme. The objective of HAF is to encourage employees to introduction potential candidates to fill published vacant positions in the Bank. All employed workers at Brand 4 and below on permanent roles of the Bank who have Bank ID are eligible to an incentive award under the scheme, except those who are directly involved in the hiring process.

The categories of employees will be considerate as being involved in the hiring process:

o Those who are involved in the screening and interviewing of applicants for the position concerned, including hiring managers and head of department and / or senior employee to which the position directly or indirectly report to. o o Those who are involved in the hiring decision. Member of the HR Relationship / Resourcing Team.

There are some rules in case of referring employees which are being discussed below: 1. No incentive will be paid to the employee who makes the referral if the applicant:

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Has already applied to the Bank via an external source Has already been referred by another staff member Is already working in the Bank Was previously employed by the Bank and left within the last six months.

2. Additionally, the referrer will not be eligible for the referral incentive if they areInvolved in screening and/or interviewing of applicants for the vacancy concerned, or Involved in the hiring decision, or Employees in Human Resources, or Head of the departments into which the referred applicant may be hired.

Referral Process: o List of vacant position will be advertised through people wise or job watch.

o Employees review the job position and choose job and ID number to prepare job referral. o Candidate will receive web link and can apply through career website. o Candidates provide his / her detail information. o An automated Email will go to referrer email address.

o Employees will be kept posted on the status of the referred candidate through recruitment team. o Recruitment team sort CVs and notify candidates for interview.

o The team also verifies whether the same candidate has been referred by one or more employee. o The referred candidates would go through the regular process of selection and recruitment. The final decision of hiring will be decided by the HR and business head. o Successful annual referrals would be paid the referral amount through payroll and payroll input will be provided by country resourcing team.

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3.5. 7 Group Job Watch Process:

The bank is committed to develop and providing career growth for individual and this process support this. The objectives of job watch are: o Enable talent to grow by highlighting opportunities. o Ensure right people in right job. o Empowering career development.

Advertising internal vacancies:

o Hiring manager must complete job requisition. Job requisition should be raised using the people soft portal. o If more than one job requisition has been created concurrently in a country for a given role, only one job requisition is requited to be posted on job watch. o When posting a job watch, country HR must attach a job profile, which describes the job and person specification and defines the candidate requirements. o Country HR, in consultation with the hiring manager, is responsible for releasing the internal job advertisement using the appropriate media. o Vacancies must be posted on job watch for a minimum of two calendar weeks. This period can be extended further as needed to ensure that vacant jobs are filled in the most efficient way. o Hiring managers can initiate external recruitment immediately after the internal job watch communication has been published.

Applying for internally advertised job opportunities: o The group is committed to providing an environment that allows employees to develop and progress their career through job moves. It is important that any internal moves are appropriately planned so as to be as smooth as possible. All applicants must inform their line manager of their application before they attend any selection interview with the hiring manager. Internal applicants are not required to inform their line manager before submitting job application. 68

o Internal applicants need to have demonstrated satisfactory performance in their current role for at least one year in order to be eligible to make job watch application. o In e-HR countries, employees should submit their application via the people soft portal

.Employees in non e-HR countries should submit their application via the SCB career website. o HR must ensure that all applicants receive an acknowledgement of their application within seven working days of the relevant job watch postings closing date.

Short listing and selection:

o HR must screen all applicants for the vacant role in order to identify those applicants who satisfy the advertised role requirements. These candidates will then be short listed for interviewing. o In addition to internal applicants for advertised roles, the hiring manager must, at the same time, consider potential candidates identified in succession plans or designed talents pool. Applicants from external sources can also be simultaneously considered. o All applicants who meet the job advertisement must be interviewed by HR hiring manager. o The role will be offered to the applicant who best fits the requirement detailed in the role description and job profile. o Internal applicant is selected for the advertised role, the hiring master and the internal applicants current line manager need to agree an effective date of transfer. The date of transfer should be no later than the internal applicants contractual notice period. o All unsuccessful interviewed applicants must be noticed of the final decision by hiring manager. Group Job watches operational process

Standard chartered bank is committed to developing talent and providing career growth opportunities to employees in the basis of merit. The group aims to fill as many job vacancies as possible with appropriate internal applications through advertising of vacancies, succession planning and talent management. This policy establishes the minimum standards for the internal advertising and application of permanent roles, as well as any role to be filled by a fixed term working whose contract is for a period of one year or more. 69

This process supports: o Internal mobilization. o Career development. o Access to a wide and diverse talent pool. o Ownership of employees careers.

Advertising vacancies:

All permanent roles, both fulltime and per time and any roles to be filled by a fixed term worker whose contract is for a period of one year or more, must be advertised internally using job watch Categories: 1. Vacancies at brand 3 and above. 2. Country management committee. (MANCOM member). 3. Direct entry and fresher.

o All job watch communications must comply with the standers defined in the advertising internal vacancies section of the group job watch process. o In e HR countries, a job watch for all eligible roles posted in people soft portal. in non eHR countries job watch for individuals must be advertised in e-mail, internal or external channels. o Hiring manager can initiate external recruitment through country human resources.

Employee application:

o Employees need to have demonstrated satisfactory performance in their current role for at least one year in order to be eligible to make job watch application. o Employees are not required to inform line manager before submitting job watch application. But employees should inform line manager before interview.

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Short listing and selection:

If internal applicants qualifications match with job requirement then the applicants are short listed. Then short listed applicant has to face interview. The role offered to the applicant who best fits the requirement detailed in the role description and job profile.

Responsibilities:

Country HR is responsible for the local review of this process and its communication to country CEOs, business functional heads. HR also responsible for compliance with the applicable standards defined within this policy. CEOs, Business Heads and Functional Heads are responsible for implementing the policy and process and ensuring its communication to all employees. All line managers are responsible for ensuring that they comply with this policy.

3.5.8 Employee in Standard Chartered Bangladesh (2009)

Employee in Standard Chartered

Position Managerial Non Managerial Full time Per time Contractual Total : 2750

Amount of Employees 1500 300 250 200 500

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Managerial (1500) Non Managerial (300) Full time (250) Per time (200) Contractual (500)

Figure 20: Total employee at SCB.

Employees -Sheraton Branch (2009) Level Managerial Employees Branch Manager. Sales Team Manager. Branch Risk Manager. Customer Service Manager. Non Managerial Contractual Personal Financial consultant. Customer service officer. Service Ambassador Customer support executive Branch Sales executive th 4 class employee Total Amount 1 1 1 1 2 3 1 1 4 4 19 .

BSSM .1 STM .1 BRM .1 CSM .1 PFC.2 CSO.3 SA .1 CSE.1 BSE.4 4th class.4

Figure 21: Employees at Sheraton Branch.

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Part # 2 Chapter # 3 Topic Related Discussion 3.6 Performance Measurement

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3.6 Performance measurement

Performance measurement is an administrative duty and performed by employees of standard chartered bank and responsibility of Human resource department. Performance measurement is the process through which Management, HR ensure the employee activities and work output which linked with organization goals. It helps to gain competitive advantage. At Standard Chartered Bank the component of Performance Measurement are respect of the five Ws that includes who , what , why , when , and where of performance measurement. Who: all employees works under Manager or supervisor. So Managers are the best person to measure performance. Not only that in this bank Performance are measured through People soft software and by manager and performance are monitored by HR. What: Performance are evaluated on total work process and behavior, service, interaction with others. Why: To create and maintain job satisfaction in present job and highlight employees need and potential for personal growth. When: Yearly basis. Where: in friendly environment.

3.6.1 Objectives to do Performance evaluation

o Review performance:

The performance evaluation based on work and personality traits. From performance measurement HR can know about the performance quality of employees and can set future performance target. And HR can also evaluate previous performance to present performance. o

Training need assessment and career development:

Through performance appraisal HR and Manager can assess employees lacking in work related area. And to over come it organization prepare training programs for employees and through training employee can develop their career path. o Promotion:

Based on performance evaluation, management can takes decision about employees promotion. 74

3.6.2 Goals of performance evaluation

o Recognized the efforts and contributions of current staffs.

o Reward staff with compensation directly linked with performance. o Motivated staffs for better performance. o Orient staffs towards goal achievement.

o Retain employees through the use of competitive compensation and benefits. o Attract employees with effective performance management system.

3.6.3 General performance measurement criteria

o Strategic congruence:

The aim of Standard Chartered Bank is to provide quality service to satisfy customer. Performance measurement system assesses how well employees are serving the customer. And it provides guidance to employees so that they can achieve organization goals. o Validity:

The evaluation process is to measure employees performance lacks. This relates to deficiency element of validity. o Reliability:

Employees are evaluated on annual basis and from evaluation satisfactory out come employees got promotion and bonus. o Specificity:

It provides specific guidance about what is expected and hoe employees can meet this expectation.

3.6.4 Performance Measurement System at Standard Chartered

To provide quality service and to satisfy customer, organization follows service procedures and to evaluate them HR evaluate employees performance. So employees job responsibility linked with performance. Performance evaluation related to job responsibilities.

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I worked as intern in Standard chartered bank, Sheraton branch, Dhaka. And I assist branch staffs to accomplish tasks. So in this report I only mention branch staffs job responsibilities as key performance indicators and key performance area.

Selected positions for performance evaluation (SCB Sheraton) Grade Position Amount 6 Branch sales and service 1 manager 7 Sales Team Manager 1 Customer service manager 1 Branch Risk Manager 1 8 Customer Service officer 2 Personal Financial Consultant 3 9 Service Ambassador 1 To show measuring performance I select only 3 positions. The position and performance describe below.

Examples to Measure Performance

Performance evaluation Personal financial consultant (PFC) Key Performance Area 1: Financial Targets Performance Evaluation Target: 30% Key performance Indicators: o o o Achieve balance sheet growth. Deposits: Organization fixed deposit account target. Assets: loan related targets.

Fulfillment of target is appraised. Key Performance Area 2: Managing Risk: Performance Evaluation Target: 20% Key performance Indicators: o o Ensure control environments are robust and receive satisfactory audit ratings. Ensure standards in customer service area are met. 76

Establish risk recognition & compliance culture for the area managed.

o Own and contribute in CDD, Reputation Risk, and Money Laundering initiatives. o Maintain a high degree of customer satisfaction.

Key Performance Area 3: Service Quality Performance Evaluation Target: 30% Key performance Indicators: o Show a significant development of SQ levels across the Branch as measured by Voice of Customer (VOC) mediums such as Customer Satisfaction Survey. o Introduce objective SQ monitoring processes at the branch. o Ensure general housekeeping standards for the area managed. o Ensure 10% increase in loyalty Index. o Participation in all the Service quality Campaigns of all the Branch Staffs.

Key Performance Area 4: People & Talent Management Performance Evaluation Target: 10% Key performance Indicators: o Ensure that harmonization is maintained at the branch level at all times through active participation in other functional activities with peers, especially in their absence with a goal to offer maximum customer satisfaction.

Key Performance Area 5: Job Specified Objective Performance Evaluation Target: 10% Key performance Indicators:

o Maintain smooth customer service operation with zero error. o Improve SQ score at the branch. o Devise constructive measures to improve the control environment of the branch.

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Key Performance Evaluation Rating Rating Scale Area Financial Targets Managing Risk Service Quality People Target % 30% 20% 30% 1=Exceptional Performance. 2=Very Good Performance. 3=Good Performance. 4=Improvement Required. 5=Unacceptable Performance. Based on KPA and evaluate targets,

& Talent 10%

Management Job Objective Total 100% Specified 10%

employee rates own performance, Suppose a PFC achieves financial targets. So he can rates his performance Very good very good =2. and

Evaluation target is that: The KPA financial target will be evaluated on only 30%. 30% is the highest percentage to evaluate this segment of KPA. And total evaluation on100%. The KPA evaluation percentages are different in different position.

Values Objective Courageous: Leadership Role in Change Management. Contribute to challenging the barriers which obstruct team formation. Responsive: Improve overall services across distribution channels to address changing customer needs and market shifts International: Actively participate in bank initiated community projects. Creative: Initiate new ideas to help develop the business and address issues in a more efficient way. Trustworthy: Encourage and drive a culture based on mutual respect and trust in the organization. Ensure engagement of the team members.

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Values Objective Courageous Responsive International Creative Trustworthy

Rating Values Rating Scale A= Role models the values. B=Lives the values in most situations. C=Lives the values in many situations. D=Fails to live the values in significant ways. Employee rates values based on this rating scale. Values objectives are not same for all employees. It differs position to position.

Performance evaluation Customer Service Officer (CSO)

Key Performance Area 1: Financial Targets Performance Evaluation Target: 15% Key performance Indicators: o Achieve balance sheet growth.

o Deposits: organization fixed deposit account target. o Assets: loan related targets. Fulfillment of targets are appraised Key Performance Area 2: Managing Risk: Performance Evaluation Target: 30% Key performance Indicators: o Ensure control environments are robust and receive satisfactory audit ratings. o Ensure timely submission of report. o o o Cash shortage should be considered with zero tolerance. Establish risk recognition & compliance culture across the branch Ensure zero tolerance in cross checking of vouchers of all transactions in the branch

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o Ensure all the suspense accounts are in right order within the stipulated time as appropriate. o o charges as appropriate Ensure cost minimization/control environment

Key Performance Area 3: Service Quality Performance Evaluation Target: 25% Key performance Indicators: o Show a significant development of SQ levels across the Branch as measured by Voice of Customer (VOC) mediums such as Customer Satisfaction Survey. o Ensure general housekeeping standards across the Branch Ongoing Ensure participation in all the Service quality Campaigns of all the Branch Staffs. Key Performance Area 4: People & Talent Management Performance Evaluation Target: 5% Key performance Indicator: Ensure that harmonization is maintained at the branch level at all times through active participation in other functional activities with peers, especially in their absence with a goal to offer maximum customer satisfaction. Key Performance Area 5: Job Specified Objective Performance Evaluation Target: 5% Key performance Indicators: o To come up with an idea to do the reengineer the processes resulting services to be convenient for customer while control will be stricter.

Key Performance Area 6: Cash Management Performance Evaluation Target: 20%. Key performance Indicators: o To report/escalate the breach of limit on a daily basis with appropriate explanation.

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Key Performance Evaluation Rating Rating Scale: Area Financial Targets Managing Risk Service Quality People Target % 15% 30% 25% 1=Exceptional Performance. 2=Very Good Performance. 3=Good Performance. 4=Improvement Required. 5=Unacceptable Performance. Based on KPA and evaluate targets,

& Talent 5%

Management Job Objective Cash Management Total 100% 25 Specified 5%

employee rates own performance, Suppose a CSO achieves financial targets. So he can rates his performance very good =2. Very good and

Evaluation target is that: The KPA financial target will be evaluated on only 15%. 15% is the highest percentage to evaluate this segment of KPA. And total evaluation on100%. The KPA evaluation percentages are different in different position. CSOs KPA and percentages of evaluation KPA segment are not same and also responsibilities are different. CSO need to manage cash but PFC dose not need to manage cash.. So responsibility and percentages are different in different post. Values Objective Courageous: Leadership role for promoting Out serve & Outsell culture while maintaining required control. Responsive: Improve overall services across distribution channels to address changing customer needs and market shifts. International: Actively participate in bank initiated community projects.

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Creative: Initiate new ideas to help develop the business and address issues in a more efficient way. Trustworthy: Encourage and drive a culture based on mutual respect and trust in the organization. Ensure engagement of the team members.

Values Objective Courageous

Rating CSOs

Values Rating Scale: A= Role models the values. B=Lives the values in most situations.

courageous C=Lives the values in many situations. objective is different from PFSs objectives. Responsive International Creative Trustworthy D=Fails to live the values in significant ways. Employee rates values based on this rating scale. Values objectives are not same for all employees. It differs position to position.

Performance evaluation Service ambassador Key Performance Area 1: Financial Targets Performance Evaluation Target: 10% Key performance Indicators: o o o Achieve balance sheet growth. Deposits: organization fixed deposit account target. Assets: loan related targets.

Fulfillment of targets is appraised.

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Key Performance Area 2: Managing Risk: Performance Evaluation Target: 40% Key performance Indicators: o Ensure control environments are robust and receive satisfactory audit ratings. o Ensure risk recognition & compliance culture for the area managed. o Contribute in CDD, Reputation Risk, Money Laundering initiatives o Maintain a high degree of customer satisfaction. o Ensure realization of charges as appropriate.

o Show a significant development of SQ levels as measured by Voice of Customer (VOC) mediums such as Customer Satisfaction Survey. o Ensure participation in comprehensive product and SQ training. o Ensure general housekeeping standards for the area managed. o Ensure participation in all the Service quality Campaigns of all the Branch Staffs.

Key Performance Area 3: Service Quality Performance Evaluation Target: 30% Key performance Indicators: o Show a significant development of SQ levels as measured by Voice of Customer (VOC) mediums such as Customer Satisfaction Survey. o Ensure participation in comprehensive product and SQ training. o Ensure general housekeeping standards for the area managed. o Ensure participation in all the Service quality Campaigns of all the Branch Staffs.

Key Performance Area 4: People & Talent Management Performance Evaluation Target: 10% Key performance Indicators: o Ensure that harmonization is maintained at the branch level at all times through active participation in other functional activities with peers, especially in their absence with a goal to offer maximum customer satisfaction. 83

Key Performance Area 5: Job Specified Objective Performance Evaluation Target: 10% Key performance Indicators: o Ensure active contribution/ participation in leading the Way initiatives taken by the

branch. o Improve the service quality of the branch with tangible results. o Ensure cost minimization.

Key Performance Area Financial Targets Managing Risk Service Quality People & Talent Management Job Specified Objective Total

Evaluation Rating Rating Scale Target % 10% 40% 30% 10% 1=Exceptional Performance. 2=Very Good Performance. 3=Good Performance. 4=Improvement Required. 5=Unacceptable Performance. Based on KPA and evaluate targets,

employee rates own performance, Suppose a 10 % SA achieves financial targets. So he rates his performance Very good very good =2. can and

100%

Evaluation target is that: The KPA financial target will be evaluated on only 10%. 10% is the highest percentage to evaluate this segment of KPA. And total evaluation on100%. The KPA evaluation percentages are different in different position.

Values Objective Courageous: Leadership role for promoting Out serve & Outsell culture while maintaining required control. Responsive:

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Improve overall services across distribution channels to address changing customer needs and market shifts. International: Actively participate in bank initiated community projects. Creative: Initiate new ideas to help develop the business and address issues in a more efficient way. Trustworthy: Encourage and drive a culture based on mutual respect and trust in the organization. Ensure engagement of the team members.

Values Objective Courageous Responsive International Creative Trustworthy

Rating . Values Rating Scale A= Role models the values. B=Lives the values in most situations. C=Lives the values in many situations. D=Fails to live the values in significant ways. Employee rates values based on this rating scale. Values objectives are not same for all employees. It differs position to position.

3.6.5 The Process of Performanne Evaluation (Example)

For all employees this evaluation process is maintained. Performance measured through indivividul self rating process. Individual set his /her work objective with line manager or manager and end of the year performance are measured. Individual rates his own performance. Performance is measured in weighted average. From 2010 the performance will measured in people soft. For example:

Performance evaluation (individuals performance are evaluated in this way) Example: Service ambassadors job evaluation KPA KPI % Self rating

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Financial Targets:

o o target. o

Achieve balance sheet growth: Deposits: organization fixed deposit account

10%

Assets: loan related targets. Ensure control environments are robust and Ensure KCS (Cheque book, PIN, hold 40% 2

Risk Management

o o

receive satisfactory audit ratings.

Statement etc. standards in customer service area are met o o o & SLA o Service Quality o Ensure realization of charges as appropriate Show a significant development of SQ levels as 30% 2 Ensure risk recognition & compliance culture

for the area managed. Contribute in CDD, Reputation Risk, Money

Laundering initiatives Maintain a high degree of customer satisfaction

measured by Voice of Customer (VOC) mediums such as Customer Satisfaction Survey. o o o Ensure participation in comprehensive product

and SQ training. Ensure general housekeeping standards for the

area managed. Ensure participation in all the Service quality

Campaigns of all the Branch Staffs. People & Talent Management o Ensure that harmonization is maintained at the 10% 1

branch level at all times through active participation in other functional activities with peers, especially in their absence with a goal to offer maximum customer satisfaction.

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Job Specified Objective

o o o

Ensure active contribution/ participation in

10%

leading the Way initiatives taken by the branch. Improve the service quality of the branch with

tangible results. Ensure cost minimization.

Responsibility based segmented performance percentage

100%

Weighted average

As weighted average is 2 and 2= very good performance. Rating Scale 1= Exceptional Performance. 2= Very Good Performance. 3=Good Performance. 4=Improvement Required. 5=Unacceptable Performance.

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Values Objective What living the values looks like in the role Courageous: Leadership role for promoting Out serve & Outsell culture while maintaining required control.

comments

Responsive:

Improve overall services across distribution channels to address changing customer needs and market shifts

International:

Actively participate in bank initiated community projects.

Creative:

Initiate new ideas to help develop the business and address issues in a more efficient way.

Trustworthy:

Encourage and drive a culture based on mutual respect and trust in the organization. Ensure engagement of the team members.

Values objective rating

Self rating A

Values Rating Scale A= Role models the values B= Lives the values in most situations C= Lives the values in many situations D= Fails to live the values in significant ways.

Over all agreed rating 2A

All over performance are agreed by employee and line manager. Line manager and senior manager /head of division observe and signed the performance evaluation sheet and keep in records.

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Performance Evaluation based on specific job responsibilities. And there are different percentages of evaluation scale for different types of job responsibilities. Percentages are different for different grade of employees. Different types of evaluation percentages for responsibilities, analyzed below:

KPA Financial objectives Risk managemen t Cash Manageme nt Service Quality People Health and safety Specific objective Total

Percentage allocation to evaluate individuals performance BSSM STM CSM BRM PFC CSO 35% 20% 45% 15% 15% 30% 85% 30% 20% 15% 30%

SA 10% 40%

5%

20%

20%

20% 15%

15% 15%

20% 10% 5%

30% 10%

25% 5%

30% 10%

5% 100%

10% 100%

5% 100%

10% 100%

10% 100%

5% 100%

10% 100%

Percentage allocation to evaluate individuals performance

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90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

SA BSSM STM CSM BRM PFC CSO

Financial objectives Risk Management Helth and Safty Cash Management Service Quality People and Training Specific Objective

Figure 22: percentage allocation to evaluate performance based on KPA or responsibility.

90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

SA BSSM STM CSM BRM PFC CSO

Financial objectives Risk Management Helth and Safty Cash Management Service Quality People and Training Specific Objective

Figure 23: percentage allocation to evaluate performance based on KPA or responsibility.

Responsibility based individuals performance % allocation Responsibilities / KPA: Financial objectives Financial objectives are not same for employees. Different level/grade has different percentage of financial objectives.

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BSSM 35%

STM 45% CSM 15% BRM 0% PFC 30% CSO 15% SA 10%

Figure 24: Different Percentage allocation on financial objective based on different position to evaluate performance.

Sales team manager (STM) carried out 45% evaluation percentages because he has greater sales target then others. And his performance evaluate on this responsibilities. Branch risk manager do no need to sale any financial product and his responsibility is to managing risk in branch. So his performance mainly evaluate based on managing risk.

Responsibilities/ KPA: Risk Management:

BSSM 20%

STM 15% CSM 30% BRM 85% PFC 20% CSO 30% SA 40%

Figure 25: Different Percentage allocation on risk management based on different position to evaluate performance.

Branch Risk Managers responsibility is

o Coordinate and consolidate operational risk and loss reporting of the Branch for the reporting to the BSSM. Ensure data accuracy and completeness. o Design and implement control measures and monitoring plans for compliance and operational risk management in Shared Distribution. Ensure effectiveness of controls for compliance monitoring and risk management in the Branch. o Ensure risks and issues identified are resolved in an appropriate and timely manner.

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o Assist BSSM in their role of Unit Money Laundering Prevention Officer and Business Money Laundering Prevention Officer to ensure appropriate internal controls and procedures for money laundering prevention are in place and functioning as intended. Where appropriate, assist in the investigation of financial crime risks. So responsibilities indicates these duties to evaluation performance Receive satisfactory audit ratings; ensure accurate & timely completion of ORMA matrix. Ensure accurate and timely CDD (KYC) review of A/Cs. Ensure KRI, KCS/KCSA, and standards are met. Establish risk recognition & compliance culture across the branch. Ensure accurate and timely completion of CBOR scorecard. Own and drive CDD (KYC), Reputation Risk, Money Laundering initiatives, Ensure proper Business Continuity Plan (BCP) is in place. All laid down processes in the plan are followed in case of a disaster situation. Ensure Zero fraud loss, Create and maintain a compliance culture through maintenance of the Compliance Risk Management framework within the business, Coordinate and assist in regulatory and other audits, sample testing of compliance monitoring undertaken by the Compliance. Representatives, Ensure timely completion of compliance management actions and timely submission of accurate compliance reports, Assist BSSM in performing the role of BMLPO Ensure CDD (KYC) Quality error is below 2%. So BRM carried out 85% target percentage to evaluate performance. Responsibilities/ KPA: Cash Management:

BSSM 5%

STM 0%
CSM 20% BRM 0%

PFC 0%
CSO 20%

SA 0%

Figure 26: Different Percentage allocation on cash management based on different position to evaluate performance

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PFC, BRM, STM do not need to Manage cash but Customer Service Manager and Customer Service Officer are responsible to manage cash. So their performance evaluates on cash management operation and on this segment they carried out 20% to evaluate them. Responsibilities/ KPA: Service Quality:

BSSM 20%

STM 15% CSM 20% BRM 0% PFC 30% CSO 25% SA 30%

Figure 27: Different Percentage allocation on service quality based on different position to evaluate performance

Service ambassador, Customer support officer, Personal financial consultant, and Branch sales and service manager need to serve quality service to customer so to evaluate their performance this segment carries large percentage of performance evaluate scale. Responsibilities/ KPA: People and Training:
BSSM 15%

STM 15% CSM 10% BRM 0% PFC 10% CSO 5% SA 10%

Figure 28: Different Percentage allocation on service quality based on different position to evaluate performance.

STM and BSSM have to confirm employees development so that is their responsibility Organization allocate highest % on this KPA. Responsibilities/ KPA: Specific objectives:

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BSSM 5%

STM 10%

CSM 5%
BRM 10%

PFC 10%

CSO 5% SA 10%

Figure 29: Different Percentage allocation on specific objectives on different position to evaluate performance

Employee has own objective. Organization evaluate there performance based on objectives and try to find out that are they able to achieve objectives or not based on allocated percentage.

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Part # 2 Chapter # 3 Topic Related Discussion 3.7 Training and Learning

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3.7 Training and Development

Standard chartered banks performance will only continue to improve if organization develops their employees. To develop employees is to invest in future. They know employees have motivation to succeed, to be good at job. Training is a partnership between employees and bank. The bank provides frame work in which training needs can be identified. Training provides consistent standard of management learning. It also enables the employees to take all the programs or study for individual modules according to particular development needs.

3.7.1 Types of training in Standard Chartered Bank

o Orientation Training:

Every new recruited staff of standard chartered bank has to attend 3 days comprehensive orientation to get a feel about Bank process and the business. This orientation program provides a good chain to meets with seniors, peers and to build up team spirit. o

Product and Operational process Training:

Product and Operational process Training helps to related staff to learn about product and operational process of the bank. o

Skill Training:

Bank provides lot of skills related training e.g. credit workshop, management and negotiation skills, service and quality, project management training, etc to help staff enhance their skill in particular aspects. o On job training and off the job training:

Employees are continuously involved in the learning process in the form or on job training. And they also attend on class training and seminars, meeting etc.

Specific competency training: 96

Organization provides training on specific competency e.g. sales and motivation training, product promotion training etc., as for example, to increase work ability and improve service quality. o

E-learning:

Standard chartered bank provides e-education to employees to improve their knowledge and competencies on specific issues. o

Performance related training:

Organization provides training which is related to job and performance. And after performance evaluation organization identify employees lacks. So organization provides training to them t o improve performance.

3.7. 2 Training Design Process of Standard Chartered Bank

Conducting Training need assessmento Organization analysis o Person analysis o Task Analysis

Ensuring employees readiness for training

Ensuring transfer of training

Creating Learning Environment

Evaluation Plan

Training Method

Monitor and evaluation

Figure 30: Training Design Process

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Training Need assessment:

Organization mission is to o To Consistently help the customers make Intelligent Financial Choices.

o By being the preferred provider of the Highest Quality services in the Chosen business areas, Relevant to all the Constituencies. o By being a Workplace of Choice that fosters Excellence, builds Intellectual Net worth and results in Absolute Professionalism. To achieve customer satisfaction, to serve high quality service and to build better work force with professionalism, organization provides training. Standard Chartered Bank Bangladesh maintains the regulations of Bangladesh Bank. So if Bangladesh bank introduces any new laws and regulation Standard Chartered Bank arrage training program for employees. Not only that, standard Chartered bank provides training on new product launching and operational procedures. The training programs are mandatory for the employees. Because operational and products service process are always changing. So for better quality service and swift operation organization provides training. All employees have to attend training programs because all the jobs are service oriented. And the training also service based. So employees have to know the procees and service procedures. Employees get training based on task like, for the Branch risk manager and sales team manager get training on risk management. But branch risk manager do not get any sales related training. Because sales related training is only for sales person not for any risk management employee. But if the training is related to service all employee has to atted the program. o Ensuring employees readiness for training:

Employees are motivated to get training because they try to develop their career and try to serve high quality service to customer and organization. But some training programs are mandatory for the employee. So they have to join and maximum they get service and operation related training. o Creating Learning Environment:

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Every training has objective. In bank the training related to quality service and operational process. So the employees can serve quality service to customer. Training program in branch level arranged by senior manager, manager, STM, CSM and BRM. And maximum training held in branch and senior manager or experienced individuals are the trainer or facilitators. o Transfer of training:

Employees can share experiences with others about training and employees are help full to share experience. o

Evaluation and monitoring:

After training employees have to fill up a form or evaluation and from that organization can asses their learning outcome. o Learning Methods:

Training can be on the job or class room and computer based.

3.7.3 Training and E learning program in Standard Chartered Bank

Training program of Standard Chartered Bank- Branch/ Front Office (2009) Date Name of the training Objectives Participan ts 18.6.09 Go Green campaign Know about risk rating 17.7.09 Training on Forex transaction Foreign process 10.5.09 Rok n Rol training Process update 19 exchange 85 audit 32 Off the job Off the job Off the job 3.6.09 SPORT training Operational process and risk related training 25.7.09 Financial control policy Process operation and 30 Off the job 46 Off the job Type

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introduction 2.11.09 Operational risk management Managing risk 45 Off the job 17.11.09 Group Compliance Training Process and 200 Off the job

compliance update, fraud awareness.

Training program and participants 2009

250 200 150 100 50 0

participants

go green
forex transaction

rok n rol sport financial risk

risk management compliance

200 150 100 50 0 go green

participants

sport

complince

Figure 31: Employee participation in training program

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E- Learning program of Standard Chartered Bank- Branch/ Front Office (2009). o o o o o o o o o o o o o o o o o o Turning complaints into complements. Anti money laundering and terror financing. Basic operational risk management and assurance framework. Core operational risk management and assurance framework.-full version. Group code of conducts. Healthy and safety work environment. Induction (Bangladesh local program). Introduction to out serve. Living with HIV. Management of operational risk. Money laundering prevention. Operational risk. Optical training. Out serve plus. Reputation. Risk learning. Risk reputation. Safer security awareness for every one.

3.7. 4 E-learning and training evaluation E-learning evaluation

E -learning is open for all employees in branch. HR offers E-learning through people soft career option. E- Learning consists of few questions. Employees have to read on specific topic or issues and give the answer of the questions. And the software evaluates the result and publishes learning certificates. And keep record on system. E-Learning develops individuals knowledge and skills. It also helps to develop individuals career.

Training Evaluation

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Participants of training program fill up participant feedback form. This form is used as Training Evaluation Form. From this form organization know about participants view on Training. The form indicates: Statements I had the knowledge and skills required to start this course The facilities were favorable to learning I was able to take this course when I needed it I clearly understood the objectives The learning met all of the objectives. The way this course was delivered was an effective way for me to learn this subject matter. Material were use full I had enough time to learn the subject matter Course content was logically organized I was satisfied with facilitator My knowledge and skills increased as a result of this course The knowledge and skills gained through course are directly applicable to my job. I was satisfied with the course I would recommend this course to other employees 1 2 3 4 5

Strongly disagree 1

disagree

neither

agree

Strongly agree

Participants express their fillings through this rating scale and the form is evaluated and try to give better training to employees.

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Part # 2 Chapter # 3
Topic Related Discussion 3.8 Compensation and benefits.

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3.8 Compensation and Benefits

At Standard Chartered Bank, compensation packages provided to the employees can be divided into to categories. One comprises of the sales/ temporary personnel who are compensated on their ability to meet their targets. Second is compensationing the executives/officers who are responsible for the overall functions of the bank. Compensationing the sales force/temporary employees: The key to a successful sales / temporary compensation program is achieved in 3 steps: o Clearly define goals that are realistic but challenging. o o Measuring performance against goals. Rewarding achievement with competitive and motivational compensation packages.

Executives and officers compensation: Basic salary is not the only component of the executives/officers compensation package. This compensation packages comprise the following components: o Basic salary. o Annual incentives. o Bonus and benefits.

3.8.1 Compensation and benefits of Standard Chartered Bank Bangladesh

Grades/Brand Position Salary (BDT) 6000-15000+ commissions 9 8 7 6 to 5 4 All officer/new entries Sr.officer/asst.manager All managers Sr .managers Head of department 27000-30000 35000-60000 54000-80000 80000- 200000 200000 270000 3 Country Head Not mentioned

Temporary/sales Temporary/contractual

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Benefits: o Group insurance: taka 5 lac. (If the employee is dead).

o Full medical support. Provided by LABAID under ALICO medical policy. o House rent: o o Level/brand 9-8 taka 10000. Level/brand 7 and above -15000 to 30000.

o Provident fund: after passing 5 year in this bank employee will get this benefits. Employee will contribute 5% and Bank will contribute 5%. o Gratuity: current gross salary multiplied by number of service year . the total amount will be given to employee. o o Increment: based on performance.(10%-25%). Staff loan: employee can get loan at 3% interest rate.

o Shares save: employee can apply to buy shares of Standard Chartered Bank. They can invest maximum 250 pound or equivalent on shares. There compensation strategy sated by internal global policy.

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Part # 2 Chapter # 3 Topic Related Discussion 3.9 HRIS

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3.9 Human Resource Management System

3.9.1 People-wise software

Standard Chartered bank use peoplwise software as HRIS. People-wise functions supporting the management o Job requisition:

Sr .manager, Manger, HR manger submits job requisition through people-wise and HR upload advertisement in job watch /SCB career web site. Job watch is linked with people-wise software. o CV review: This software store CVs of existing employees and job applicants. And this also analyzed CVs with job requirements and responsibilities. o Performance review:

The software analyzes previous performance and present performance of employees. And keep records of day to day work related activities. o o o o Leave management: It can make leave plans. Salary management: it also calculates over all compensation and benefits with job

responsibilities. Reports: it can generate training, compensation reports. Work list: it can also make job and responsibility and responsibility based performance

system. o Promotion: it can evaluate performance and can make succession plans. o Change location: job rotation, job transfer can do through this software. o o Change salary: it can also change salary with employees grad and position. Exit: Resignation, change supervisor and change cost can done through this software.

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Functions of People wise

Recruitment
o Job requisition. o Interview valuation o CV review Team recruitment

Management
o o o o o o o o o o Performance review Leave management Salary management. Reports. Work list. Team details Team reports Leave reports. Team performance. Team salary

Changes
o o o o promotion change location change salary transfer

Exit
o Resignation o Change supervisor

o Salary details o Team movement

Figure 31: HRIS functions.

People-wise functions supporting the management

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Part # 2 Chapter # 3 Topic Related Discussion 3.10 Employee relationship

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3.10.1 Employee relations

Standard Chartered Bank is committed to creating, sustaining and reinforcing a high performance culture in accordance with the Banks strategic intent to be the best international bank. The basic principles which will guide our approach in employee relations are: o Managerial prerogatives for recruitment, talent management, performance management and discipline are non-negotiable. o Organization will follow the legal standards and regulations in the countries that we operate in. o Organization will encourage a performance culture designed to recognize individual performance. Superior performance will be rewarded differentially. o Organization will focus on driving employee engagement at all levels thus creating an environment which encourages open two-way communication.

3.10. 2 Employee Engagement

Employee engagement is centered on creating a working environment where employees can apply their individual talents; one, which builds psychological, cognitive and emotional commitment to the mutual benefit of the Bank and its stakeholders. Process: o Annually the Bank will administer an employee engagement survey to establish progress towards increased employee engagement within the Bank and to primarily identify areas that need team attention to create a high performance culture. o basis o Each team with more than five (5) direct reportees will receive a team scorecard detailing the engagement level of the unit. The line manager has the responsibility to discuss the scorecard with their staff to agree key actions if carried out jointly, would increase the engagement of team. o Country presentations will be provided to highlight any key people management issues that need to be addressed at the country and global level. 110 All permanent staff on the Banks payroll will be invited to participate on a voluntary

o Following this discussion, the teams create action plans, with various staff members having responsibility to follow through on specific action plans. o Line managers have overall accountability to improve how they manage their staff. This will be stated as an explicit objective within their annual objectives and will be discussed as part of the annual performance management system. Managers will be held accountable for follow through on their employee engagement action plans. o Driving an increase in employee engagement is the responsibility of the line manager. HR partners with the manager to train them in the tools utilized (scorecards) and in acting as a conduit to migrate best practice to assist in increasing the overall employee engagement. Standard Chartered Bank believes that teams that are highly engaged create sustainable high performance.

3.10. 3 Employee Discipline

Employees discipline will help Employees achieve and maintain high standards of conduct, engagement, morale and performance and minimize the risk of litigation. Minor conduct or performance issues should normally be dealt with informally between Employees and their Managers as part of a performance improvement process, without reference to formal disciplinary procedures. Formal disciplinary process is required; line Managers must consult with Human Resources before instigating the formal disciplinary procedures or taking formal disciplinary action. Depending on the circumstances of the case, a fact finding investigation may be required before a disciplinary hearing is held. The Employee should be notified in writing of the specific performance or conduct issues, the date on which any disciplinary hearing will take place and a summary of the reasons for the hearing. The Employee should also be provided with copies of any relevant evidence, including a summary of any investigation findings. The Employee must receive reasonable notice of the disciplinary hearing and all communications and the hearing itself must be conducted in a language which the Employee understands.

111

The Employee should have the right to present and discuss evidence and state his or her case at any disciplinary hearing. The Employee should have the right to be accompanied by a work colleague (or other representative if specifically permitted under local law) at any disciplinary hearing. The Employee should have the right and opportunity to make a single appeal against the decision made at or following a disciplinary meeting. This appeal must be made in writing and should normally be made to a more senior manager or other appropriate person who has not previously been involved in the disciplinary process. The choice of disciplinary sanction will depend on the circumstances and severity of the performance or conduct issue. The principal sanctions are likely to be a formal verbal warning (recorded), a first written warning, a final written warning or dismissal. Warnings must set out details of the complaint, the improvement required of the Employee, the timescale within which the improvement must be made and the consequences of nonimprovement. In most circumstances, subject to satisfactory improvements in performance or conduct, warnings will expire six months from the date of issue after which they will be of no relevance to future disciplinary action. However, final written warnings will expire after a year or, in exceptional circumstances, may remain live for a longer period. Dismissal is likely to be the disciplinary sanction imposed following the disciplinary process, where there have been findings of: o Gross Misconduct and Gross Incompetence. o Employees poor conduct or performance. Employees conduct or performance fails to improve to the prescribed standards after the issuance of disciplinary warnings Gross Misconduct and Gross Incompetence may warrant summary dismissal (without notice or payment in lieu of notice), or otherwise suspension (with pay) pending inquiry or discharge. Employee is dismissed; he or she should be given written reasons for dismissal and informed of the date on which employment will terminate and his or her right of appeal. Standard Chartered Bank will not re-employ an Employee whose contract has been terminated for disciplinary reasons unless required to do so by law.

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3.10. 4 Grievance process

This process aimed at encouraging open and honest communication. This will increase the likelihood that Employee concerns can be resolved quickly and internally, with a view to encouraging high Staff morale and engagement and decreased Staff attrition, and avoiding legal claims. The process encompasses any employment-related concerns and problems which may affect an individual Employee personally and directly. Grievances or disputes arising in connection with work must be resolved as near to the point of origin as possible and appropriate. For matters of a potentially serious nature, management must consult Human Resources before taking any steps. An Employee must then be asked to set out the precise nature of his or her grievances in writing. The Employee must be invited to present his or her case at a formal meeting. The Employee must be advised of the outcome of the meeting and of his or her right to make one appeal against the Groups decision relating to the Grievance. In the event of any appeal, the Employee must be invited to an appeal meeting which must be held by a more senior manager or other appropriate person. The decision at the appeal will be final. All communications and invitations to meetings made to the Employee must be in writing. Employees must make all reasonable attempts to attend meetings referred to at 3 above. Each stage of the Grievance or dispute procedure must be addressed within a reasonable timescale. The Employee will be informed of any circumstances which prevent this. The Group will endeavor to maintain confidentiality in respect of all concerns raised where possible and appropriate. If agreed by the Employee and the Group, external advice and assistance may be sought during a grievance process. If the Employees Complaint relates to his or her immediate manager, the investigation must be carried out by a more senior manager. The process must be managed in a language that the Employee understands The Process must be formally recorded. A documentary record must be made of all formal hearings, which must be agreed and signed by all parties. Grievance management process ensures:

o Proper and effective channels of communication. o Fair, impartial, confidential handling of grievances. 113

Action is taken promptly.

o Owner ship to be taken by concerned business unites line manager. o Grievances are protected from victimization and are not discriminated. How to raise grievances o o Send Email/letter to line manger. Send Email / letter to HR relationship manager.

o Login their grievances on the email id [email protected] o This id will be personally monitored by the head of HR.

Monitoring grievances o All staffs related to grievances that are logged to the [email protected] log will be traced by HR relationship managers investigation and resolution. o Response will sent with in 2 days from HR relationship manager. o Grievances will be resolved as per grievance policy. o The time frame for the resolution of grievances will be 15 working days.

HR responsible o Monitoring and follow up of the status of the issues. o Advise on the conduct. o Follow up on the decisions.

o Open issues before appropriate forum. o Ensuring closure to issues. o Conducts reviews of procedure.

3.10. 5 Prevention of Harassment

Harassment is unwanted conduct (whether verbal or otherwise), offensive behavior or bullying which is based on individual circumstances, which include (but are not limited to) sex, race, disability, nationality, gender, sexual orientation, age, religion or belief. Bullying may be characterized as offensive, intimidating, malicious or insulting behavior, an abuse or misuse of power through means intended to undermine, humiliate, denigrate or injure the recipient. Sometimes behavior considered bullying by one person may be considered to be firm

114

management by another. Harassment and bullying may take many forms, including verbal conduct, victimization, displaying offensive material and physical contact. Verbal conduct may include, but is not limited to, sexual innuendo, suggestive remarks, lewd comments, racial or sexist epithets, derogatory slurs, propositions, threats and suggestive or insulting sounds. Non - verbal conduct may include, but is not limited to, displaying derogatory posters, cartoons, drawings or suggestive objects and making suggestive gestures. Physical contact may include, but is not limited to, touching, patting, pinching, brushing against someone and assault. Harassment and bullying may also include overbearing supervision or other misuse of power or position, making threats about job security without foundation, deliberately undermining a competent worker by overloading and constant criticism and ridiculing or demeaning someone for example, picking on someone or setting them up to fail. Harassment or bullying by or towards an employee is unacceptable. A violation of this process may lead to disciplinary action, which may include summary dismissal. Supervisors and Line Managers must take timely and appropriate action when the individual concerned reports harassment or bullying to them. The Bank will seek to ensure that the complainant is not penalized whether directly or indirectly for raising a complaint unless that complaint is unfounded and not made in good faith, e.g. it is a malicious complaint. Making false allegations of harassment or bullying or providing false information with regard to alleged harassment will lead to disciplinary action. All employees should understand the Banks position on harassment and bullying and take personal responsibility for dignified relationships at work.

3.10.6 Dispute -Resolution

Employees may have problems or concerns relating to their employment that they wish to raise and have resolved. Every effort should be made to resolve any problems through informal discussion between manager and the employee. Where these issues cannot be resolved informally, the grievance process provides a formal framework for these to be dealt with fairly and quickly. The underlying principles are: o The Bank will endeavor to settle grievances or any other disputes arising in connection with work as early and as near to the point of origin as possible.

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o Each stage of the grievance will be addressed within a reasonable time of the request unless there are circumstances, which prevent this, in which case the employee will be informed. o The Bank will endeavor to maintain confidentiality in respect of all concerns raised, where possible and appropriate. o To address instances where grievance issues would be raised, standard Chartered Bank will handle the grievance process in compliance with the following requirements as well as collective agreements, local laws and regulations: o The process will be in a language that the employee understands. o Employees will have the right to present his/her case. o The process will be recorded.

o The employee will have a right and opportunity to appeal against the decision. However the decision on the appeal will be final.

3.10. 7 Employees code of conducts

o Comply with laws, regulation and group standers

Employees are individually responsible for compiling with the spirit. Employee must act ethically and honestly at all times. Employee must follow the organizations laws and regulation. o Reject bribery and corruption

Employee must not give or accept bribes nor engage in any form of corruption. They do not offer or give any kind of personal payment, benefit or improper advantage to customer, officials. Employee cannot pay a customer for business. o Avoid being compromised by gifts and entertainment:

Employee must not offer, give or accept, in appropriate gifts or benefits to or from third parties. o Speak up

Employee must speak up if the suspect or know of any actual planned or potential behavior that breaks any laws and regulations. 116

Combating financial crime

Employee must comply with laws and regulations on money laundering, terrorist financing and fraud prevention. o Avoid conflicts of interest:

Employees are responsible for identifying conflicts of interest. Once these have been identified employee must take immediate steps to resolve the problems. o o o o Do not deal in shares when in possession of inside information. Treat customers fairly. Respect customer confidentially

Employee can disclose customer data unless authorized to do so. Treat people fairly and with respects:

All employees are entitled to a safe working environment that is free from discrimination, bullying and harassment. o Employee must be responsive to communities and demonstrate exemplary

governance at all times.

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Part # 2 Chapter # 4 Topic Related Discussion Analysis and interpretation of data

118

Target population / sample:

Branch Sales And Service Managers.(3) Sales Team Managers.(2) Customer Service Managers and Booth Incharges.(1) Branch Risk Managers.(2) Personal Financial Consultants.(3) Customer service officers(7) Service Ambassador.(1) Branch Sales Executive(Contractual).(1) Customer Support Executives Contractual).(1) Asset Center Employees.(6)

Figure 32: Target population of survey

Designation Branch Sales And Service Managers. Sales Team Managers. Customer Service Managers and Booth Incharges. Branch Risk Managers. Personal Financial Consultants. Customer service officers. Service Ambassadors. Branch Sales Executives (Contractual). Customer Support Executives Contractual). Asset Center Employees.

Amount 3

Age 40-45

2 1

30-35 30-37

2 3 7 1 1

30-37 28-41 28-41 28-30 28-30

25-30

28-35

Total : 27

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Part A: Job satisfaction

The Job is Interesting

40.00% 20.00% 0.00% Strongly disagree to some w hat agree agree strongly agree Participants Participants

Figure 33: Employee participation on the job is interesting

Frequency

Percentage

Valid percent

Cumulative Percent 0

Strongly Disagree Valid Disagree To some what Agree Mostly Agree Agree Fully Agree Strongly Agree Total

1 2

3.70 7.42

3.70 7.42

3.70 11.12

5 7 2 10 27

18.51 25.92 7.42 37.03 100.00

18.51 25.92 7.42 37.03 100.00

29.63 55.55 62.97 100.00

Interpretation: Most of the jobs are challenging and service related. So employees have vast opportunity to meet with existing customers and new customers. And their challenges relating to targets and employees are more innovative to accept challenges and achieve targets. They find their job interesting and a vast majority of employees supports this statement.

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Employee likes their job

60.00% 40.00% 20.00% 0.00% Strongly disagree to some w hat agree agree strongly agree Participants Participants

Figure 34: Employee like this job

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 0 14.81 55.55 62.97 100.00

Strongly Disagree Disagree Valid To some what Agree Mostly Agree Agree Fully Agree Strongly Agree Total

0 0 0 4 11 2 10 27

0 0 0 14.81 40.74 7.42 37.03 100.00

0 0 0 14.81 40.74 7.42 37.03 100.00

Interpretation: Because of good compensation packages and scope for career development, most of the employees agree to this statement. A process of learning is present in their job environment and consequently, they can constantly gather knowledge and new experiences to manage customers and find the ways to accomplish targets innovatively.

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Employees Satisfaction with Present job

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 35: Satisfy with present job

Frequency Valid Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total 0 1 1 3 9 6 7 27

Percentage 0 3.70 3.70 11.11 33.33 22.22 25.93 100.00

Valid percent 0 3.70 3.70 11.11 33.33 22.22 25.93 100.00

Cumulative Percent 0 3.70 7.40 18.51 51.84 74.06 100.00

Interpretation: The contractual or 3rd party contractual employees are not satisfied because they are not regular employees of the bank and have to work very hard with difficult work assignments/targets. They want to work as permanent employees of this bank. But maximum of the employees thought that this job will eventually facilitate to develop their career.

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Enthusiastic about work

60.00% 40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 36: They Enthusiastic about work

Frequency Valid Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total 0 0 1 4 11 5 6 27

Percentage 0 0 3.70 14.82 40.74 18.52 22.22 100.00

Valid percent 0 0 3.70 14.82 40.74 18.52 22.22 100.00

Cumulative Percent 0 0 3.70 18.52 59.26 77.78 100.00

Interpretation: Employees are always energetic to serve good quality service. And they are motivated to accomplish their work. Energy and motivation works as synergy to achieving targets and provide the best service to customer to meet their satisfaction. Most of the employees agree with this statement and newly recruited and newly promoted employees strongly agreed with this statement.

123

Employees are satisfied with job for the time being

50.00%

0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree

Participants

Participants

Figure 37: Employees are satisfied with job for the time being

Frequency Valid Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total 0 1 0 4 13 3 6 27

Percentage 0 3.70 0 14.82 48.15 11.11 22.22 100.00

Valid percent 0 3.70 0 14.82 48.15 11.11 22.22 100.00

Cumulative Percent 0 3.70 3.70 18.52 66.67 77.78 100

Interpretation: Maximum employees are satisfied with current position and job but very few employees working for long time at same position and post. As based on age, designation, and experience employees are satisfied with their job and position.

124

The job is pleasant

50.00%

0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree

participants

participants

Figure 38: The job is pleasant

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 7.40

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 2

0 0 7.40

0 0 7.40

4 11 3 7 27

14.82 40.74 11.11 25.93 100.00

14.82 40.74 11.11 25.93 100.00

22.22 62.96 74.07 100

Interpretation: About 41% employees expressed agreement with this statement. Maximum job and position are service related. Employees are experienced to provide quality service so they know how to accomplish tasks and duties so they feel that their jobs are pleasant for them. Few newly recruited contractual employees work under pressure and with sales targets and with achieving the set targets they feel that the job is doable.

125

Employees are happy to take this job

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree employee employee

Figure 39: They are happy to take this job

Frequency

Percentage

Valid percent

Cumulative Percent 0

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 1

0 3.70

0 3.70

0 3.70

6 9 4 7 27

22.22 33.33 14.82 25.93 100.00

22.22 33.33 14.82 25.93 100.00

25.92 59.25 74.07 100.00

Interpretation: Because of good compensation packages, friendly work Environment, scope to develop career and social respect, employees feel that they are engaged in the best job in one of the best Organization in Bangladesh.

126

Employee feels that the job is interesting than others they could get

50.00%

0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree

employee

employee

Figure 40: The job is interesting then other job

Frequency

Percentage

Valid percent

Cumulative Percent 0 3.70 7.40

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total 27

0 1 1

0 3.70 3.70

0 3.70 3.70

4 11 4 6

14.82 40.74 14.82 22.22 100.00

14.82 40.74 14.82 22.22 100.00

22.22 62.96 77.78 100.00

Interpretation: Most of the employees agree with this statement because they gather experiences and they receive social respect from the job.

127

Part B: Motivation
Motivated to execute duties at work

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree employee employee

Figure 41: Motivated to execute duties

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 0

0 0 0

0 0 0

6 8 8 5 27

22.22 29.63 29.63 18.52 100.00

22.22 29.63 29.63 18.52 100.00

22.22 51.85 81.48 100

Interpretation: Most of the employees agreed with this statement and they are motivated to execute duties because they are experienced to meet customers satisfaction and accomplish task properly. And employees work in a group and the group members are cooperative to help each other to create a friendly work environment.

128

No one push employee to do job

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 42: No one push employee to do job

Frequency

Percentage

Valid percent

Cumulative Percent 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0

0 0

0 0

0 0

4 9 8 6 27

14.82 33.33 29.63 22.22 100.00

14.82 33.33 29.63 22.22 100.00

14.82 48.15 77.78 100.00

Interpretation: Employees are always motivated to achieve their targets. Instead of pushing to do work, seniors are always accessible and cooperative to coach subordinates to accomplish task properly so most of employees agreed this statement.

129

Motivation drives employee to achieve more in the job

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 43: Motivation drives employee to achieve more in the job

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 0

0 0 0

0 0 0

6 10 8 3 27

22.22 37.04 29.63 11.11 100.00

22.22 37.04 29.63 11.11 100.00

22.22 59.26 88.89 100

Interpretation: About 37.4% of employees agreed with this because they are experienced and work with targets and above all, employees get performance bonus. So they are motivated, and always try to accomplish task and perform quality service to meet customer satisfaction.

130

Employees feel an inner urge to fulfill duties to this Organization

50.00%

0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree

Participants

Participants

Figure 44: Inner urge influence employee

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 0

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 0

0 0 0

0 0 0

4 13 8 2 27

14.82 48.15 29.63 7.40 100.00

14.82 48.15 29.63 7.40 100.00

14.82 62.97 92.6 100.00

Interpretation: Most of the employees work with targets so they have to fulfill their targets. Based on task accomplishment and performance, they get promotion and performance bonus. So, inner urge motivates them to accomplish tasks. And most of employees agreed with this statement.

131

They perform above and beyond the call of duty

50.00%

0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree

Participants

Participants

Figure 45: They perform above and beyond the call of duty

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 3.70

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 1

0 0 3.70

0 0 3.70

6 12 5 3 27

22.22 44.45 18.52 11.11 100.00

22.22 44.45 18.52 11.11 100.00

25.92 70.37 88.89 100

Interpretation: The inner urge of doing better and learn new things combined the incentive of bonus and future promotions inspire them to work beyond the call of duty. Employees are willing and ready to work more.

132

Companys practices arouse among employees motivation to work harder and better

100.00% 50.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree employee employee

Figure 46: Companys practices arouse among employees motivation to work harder and better

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 0

0 0 0

0 0 0

3 14 6 4 27

11.11 51.85 22.22 14.82 100.00

11.11 51.85 22.22 14.82 100.00

11.11 62.96 85.18 100.00

Interpretation: Most of the employees agreed with this statement. Organization can recognize personnels contribution in task. And organization awards employees and provides good compensation packages to employee to motivate them.

133

They are motivated to do more than I originally expected I would do

50.00%

0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree

Participants

Participants

Figure 47: They motivated to do more

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 0

0 0 0

0 0 0

6 13 5 3 27

22.22 48.15 18.52 11.11 100.00

22.22 48.15 18.52 11.11 100

22.22 70.37 88.89 100

Interpretation: Employees are motivated to do additional tasks what they expect because organization always tries to develop their knowledge and skills to develop career and to serve best service to customer and the work environment helps to accomplish task properly and cooperate with employee to get the work done in right way in short period of time. So employees like to do his own work and motivated to do more; so about 48.15% of employees agreed with this statement. 134

Part: C Job security

I feel my job is secure

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 48: The job is secure.

Frequency

Percentage

Valid percent

Cumulative Percent 3.70 7.40 22.22

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

1 1 4

3.70 3.70 14.82

3.70 3.70 14.82

4 9 5 3 27

14.82 33.33 18.52 11.11 100.00

14.82 33.33 18.52 11.11 100

37.03 70.37 88.89 100

Interpretation: About 7.40% of employees work as a contractual and they have work pressures and targets. If they can not meet targets will result in leaving the organization. So they think the job is not secured. But all permanent staff thinks that the job is secured.

135

Organization focus on job security

40.00% 20.00% 0.00% Strongly disagree to some disagree what agree mostly agree agree fully agree strongly agree Participants Participants

Figure 49: Organization focus on job security.

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 7.40

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 2

0 0 7.40

0 0 7.40

5 10 6 4 27

18.52 37.04 22.22 14.82 100.00

18.52 37.04 22.22 14.82 100.00

25.92 62.96 85.18 100.00

Interpretation: About 37.04% of employees agreed with this statement. But if any kind of illegal occurrence, rules violation organization can fire any employee as disciplinary action.

136

Employees that perform modesty do not get fired

60.00% 40.00% 20.00% 0.00% Strongly disagree to some disagree what agree mostly agree agree fully agree strongly agree Participants Participants

Figure 50: Performing with modesty does not get fire.

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 3.70

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 1

0 0 3.70

0 0 3.70

3 14 4 5 27

11.11 51.85 14.82 18.52 100.00

11.11 51.85 14.82 18.52 100

14.81 66.66 81.48 100.00

Interpretation: Most of employees agree with this statement.

137

Employees are not worried about losing the job

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 51: They are not worried about losing job.

Frequency

Percentage

Valid percent

Cumulative Percent 3.70 3.70 3.70

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

1 0 0

3.70 0 0

3.70 0 0

3 7 10 6 27

11.11 25.93 37.04 22.22 100.00

11.11 25.93 37.04 22.22 100.00

14.81 40.74 77.78 100.00

Interpretation: Most of the employees are not worried to lose their job. Because, most of them are permanent employees.

138

Job security is prime important in this organization

40.00% 20.00% 0.00% Strongly disagree to some disagree what agree mostly agree agree fully agree strongly agree Participants Participants

Figure 52: Security is important in organization.

Frequency

Percentage

Valid percent

Cumulative Percent 3.71 3.71 3.71

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

1 0 0

3.71 0 0

3.71 0 0

3 9 8 6 27

11.11 33.33 29.63 22.22 100.00

11.11 33.33 29.63 22.22 100.00

14.82 48.15 77.78 100.00

Interpretation: Most of the employees agreed with this because organization does not fire permanent employees but if some one cannot contribute best of performances and if violate discipline of the organization can be treated with exception.

139

In the organization employees are hired to work for long time

60.00% 40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 53: Employees are hired to work for long time

Frequency

Percentage

Valid percent

Cumulative Percent 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0

0 0

0 0

0 0

3 5 13 6 27

11.11 18.52 48.15 22.22 100.00

11.11 18.52 48.15 22.22 100.00

11.11 29.63 77.78 100.00

Interpretation: Employees are satisfied to work with this organization and employees can work life long with this organization. So, most of the employees fully agree with this statement.

140

Part: D Employee psychological contract fulfillment

Almost all of the terms and conditions made by company during recruitment have been kept so far

50.00%

0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree

Participants

Participants

Figure 54: The terms and conditions made by company during recruitment have been kept so far.

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 0

0 0 0

0 0 0

2 11 9 5 27

7.41 40.74 33.33 18.52 100.00

7.41 40.74 33.33 18.52 100.00

7.41 48.15 81.48 100.00

Interpretation: About 41% of employees agreed with this statement because they got every thing that the organization promise.

141

Organization has come through in fulfilling the terms and conditions made to me when I was recruited

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 55: Fulfilling the terms and condition

Frequency

Percentage

Valid percent

Cumulative Percent 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0

0 0

0 0

0 0

3 10 8 6 27

11.11 37.04 29.63 22.22 100.00

11.11 37.04 29.63 22.22 100.00

11.11 48.15 77.78 100.00

Interpretation: Before joining, an employee has to sign terms and conditions. And organization fulfills all the conditions. And most of the employees agreed with this statement. It means organization fulfills all promises like compensation, promotion, career development etc.

142

Organization has done an excellent job in fulfilling its terms and conditions

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 56: Organization has done an excellent job in fulfilling its terms and conditions

Frequency Valid Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total 0 0 0 1 10 10 6 27

Percentage 0 0 0 3.70 37.04 37.04 22.22 100.00

Valid percent 0 0 0 3.70 37.04 37.04 22.22 100.00

Cumulative Percent 0 0 0 3.70 40.74 77.78 100.00

Interpretation: Most of the employees agreed with this statement that organization fulfills all the terms and conditions. So they are satisfied.

143

Organization has not broken yet of its promises to me as long as I have upheld my side of the deal
50.00%

0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree

Participants

Participants

Figure 57: Organization has not broken yet of its promises to me.

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 0

0 0 0

0 0 0

1 10 11 5 27

3.70 37.04 40.74 18.52 100.00

3.70 37.04 40.74 18.52 100.00

3.70 40.74 81.48 100.00

Interpretation: The terms and conditions mutually agreed at the time of joining is never broken. It is the responsibility of the individual employee to keep up the standard of assignment and as a result, the organization acts according to that individual performance. It is employeremployee-friendly organization.

144

Part E: Employee psychological contract (Relational)

This job is stepping in career development of employees

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree employee employee

Figure 58: Job is stepping in career development

Frequency

Percentage

Valid percent

Cumulative Percent 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

1 2

3.70 7.41

3.70 7.41

3.70 11.11

3 5 8 8 27

11.11 18.52 29.63 29.63 100.00

11.11 18.52 29.63 29.63 100.00

22.22 40.74 70.37 100.00

Interpretation: Employees gather experiences from the job and they also get training so to most of the employees strongly agree that the organization mapped their career development not only that organization promote employees to new post and job. So they think their present job stepped in career development. 145

Employee expect to develop their skills in this company

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree participants participants

Figure 59: Employee expect to develop their skills in this company

Frequency

Percentage

Valid percent

Cumulative Percent 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0

0 0

0 0

0 0

4 7 9 7 27

14.81 25.93 33.33 25.93 100.00

14.81 25.93 33.33 25.93 100.00

14.81 40.74 74.07 100.00

Interpretation: Organization always tries to develop skills of the staff through training and elearning. And the training and learning is related to work and to develop career. And employees get appropriate training on appropriate time. So most of the employees fully agreed with this statement and they expect to develop their skills from this organization.

146

They expect to grow in this organization

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 60: They expect to grow in this organization

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 0

0 0 0

0 0 0

4 6 9 8 27

14.82 22.22 33.33 29.63 100.00

14.82 22.22 33.33 29.63 100.00

14.82 37.04 70.37 100.00

Interpretation: Most of the employees are satisfied with the organization and they like to develop their career in this organization so they do not think about leaving the organization.

147

My career path in the organization is clearly mapped out

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 61: Career path in the organization is clearly mapped out.

Frequency

Percentage

Valid percent

Cumulative Percent 0 7.41 11.11

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 2 1

0 7.41 3.70

0 7.41 3.70

7 5 8 4 27

25.93 18.52 29.63 14.81 100.00

25.93 18.52 29.63 14.81 100.00

37.04 55.56 85.19 100.00

Interpretation: Some employees disagreed because some contractual posts are not becoming permanent and some do not get promotions. But most of the employees mostly agree with this statement. Because organization always tries to develop employees career and appreciate with statement.

148

They feel they are part of a team in this organization

40.00% 20.00% 0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree Participants Participants

Figure 62: Employees are part of team

Frequency

Percentage

Valid percent

Cumulative Percent 0 0 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0 0

0 0 0

0 0 0

4 8 9 6 27

14.82 29.63 33.33 22.22 100.00

14.82 29.63 33.33 22.22 100.00

14.82 44.45 77.78 100.00

Interpretation: In the organization, employees work in group and employees share decisions and they also feel they are the part of organization and they contribute in organization so most of them fully agreed, that they are the part of organization.

149

Employee feels this organization reciprocates the effort put in by its employee

60.00% 40.00% 20.00% 0.00% Strongly disagree to some disagree what agree mostly agree agree fully agree strongly agree participants participants

Figure 63: Organization reciprocates the effort put in by its employee

Frequency Valid Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total 0 0 0 3 9 11 4 27

Percentage 0 0 0 11.11 33.33 40.74 14.82 100.00

Valid percent 0 0 0 11.11 33.33 40.74 14.82 100.00

Cumulative Percent 0 0 0 11.11 44.44 85.18 100.00

Interpretation: The organization appreciates employees contributions and 41% of employees agree with this statement.

150

They expect to gain promotion in this organization with length of service and effort to achieve goals
50.00%

0.00% Strongly disagree disagree to some w hat agree mostly agree agree fully agree strongly agree

Participants

Participants

Figure 64: Expect to gain promotion in this organization

Frequency Percentage

Valid percent

Cumulative Percent 0

Valid

Strongly Disagree Disagree To some what agree Mostly agree Agree Fully agree Strongly agree Total

0 0

0 0

0 0

0 0

3 6 7 11 27

11.11 22.22 25.93 40.74 100.00

11.11 22.22 25.93 40.74 100.00

11.11 33.33 59.26 100.00

Interpretation: Employees work hard and try to achieve targets and they develop their career also so they expect promotion. And organization recognized their contribution. So most of the employees expect it from organization and agreed with statement.

151

Part # 2 Chapter # 5 Findings of the Study

152

Findings of Study

o Most of the employees are satisfied with their job and organization fulfills their psychological contact. o Employee can develop their career and can gather knowledge and skills for future. o Organization can recognize their contribution so that they are satisfied. o Organization hires qualified employees and for their contribution organization provides a good compensation benefits and to develop them organization arrange training program. o But some contractual employees are not satisfied in specific area. o Employees are satisfied with their job and compensation packages. o They like to grow their career with this organization and they are motivated to work fro this organization. o They are satisfied with organizations personnel development process.

o They are satisfied with job so that they work with full of energy and they serve quality service. o They like to execute their job and they are interested to take challenges. o Their urge influences them to work for this organization. o Organization provides best compensation to them.

o Organizations HR practices are effectively influence employees best out put. o Organization maintains good relationship with the employee.

153

Part # 2 Chapter # 6 Suggestions

154

Suggestions
I had the practical exposure to/in Standard Chartered Bank for just four months, with my limited experience in the Bank in comparison with vast and complex banking system; it is not so easy to recommend some suggestions to enhance the performance level of the organization. Depending on the observation of some shortcomings regarding the selection process and other aspects of Standard Chartered Banks recruitment and selection process, the following recommendations are presentedo Standard Chartered Bank put a very low preference on external hiring. Thats why many talented and extraordinary candidates are not getting the chance to prove their worth for not being appointed, thus limiting the bank of its scope of getting new, but potential candidates to be inducted in the system. It has been observed that the bank prefer strong references as one of the criteria for recruitment that might be reviewed by the bank. o The bank usually doesnt publish job advertisements in newspapers (based on interview) where a large portion of applicants are used to see job vacancies in newspapers. To avoid receiving a big junk of applicants and to ensure receiving best suited applicants, the bank should at least focus on circulating vacancy notices to its branches and other relevant sources of its choice. o Organization should confirm and regularize appointments on contractual posts. Certain criteria can set for creating opportunities for contractual staff to be screened and short-listed for certain probable positions. The contracted firm/individuals should be provided with parameters of performance of the contractual staff to bring to the regular staff. o The bank might consider initiating a process of evaluating potentials of the Interns being placed each to the bank for future possible recruitment on availability. This may help the bank to find candidates who at least familiar with the banks work procedures and this will eventually create banks positive image in the society. o The bank values the efficiency of its staff and to encourage improving individual staffs efficiency, the bank ensures a leaning environment within its operational system which can followed by other financial intuitions.

155

Part # 2 Chapter # 8 Conclusions

156

Conclusion
Banking is becoming more vital for economic development of Bangladesh in mobilizing capital and other resources. Standard Chartered Bank is also extending such contributions to the advancement of the socioeconomic condition of the country. Standard Chartered Bank is committed to provide quality services, maintain corporate governance & support international business as a continuation of excellence in performance since its incorporation. They are fully committed to conduct its business activities in economically, environmentally & socially sustainable manner. The Bank has ensured hygienic & convenient work environment for its employees. Standard Chartered Bank respects the worth & dignity of each employee.

HR programs and policies are integrated within a larger framework facilitating, in general, the organizations mission and specifically its objectives. Standard Chartered has a good HR policy. They believe that ensuring a right people in a right place at the right time can produce the optimum output. So, they put and practice the great importance to ensure that they have the right people with required skills and knowledge. They also revise the recruitment policy thoroughly based on the demand. They have some uniqueness in their selection process but they are very much careful and concerned for hiring employees from outside. Also they strictly verify the references before hiring anybody because it is given that an organizations performance is a direct to the individuals it employs, the specific strategies used and decisions made in the staffing process will directly impact an organizations success or lack thereof. Today Standard Chartered Bank is leading the Banking sector and the employees are the leaders who are assigned through a good recruitment system and other HR activities. Not only recruiting system this organization encouraged employees through compensation packages and career development and most of the employees are satisfied with this organization and its culture and this organization follows discipline to maintain employee relationship and to create better work environment for work.

157

Part # 2 Chapter # 9 Bibliography

158

Bibliography

Richard l. Henderson (2006). Compensation management in a knowledge-based world. India: Pearson Education Raymond A.Noe. (1994).Employee Training and development: Irwin: McGraw-Hill. R.Schuler and S.Jackson (2001),Strategic Human Resource Management, Oxford: Black wel1. Paul Turner (2002). HR forecasting and planning. London:CIPD. Employee perception on management, (2008), Hand out, university of South Australia Philosophy of the Bank. (2001, September 28). Retrieved July 20, 2009, from http://www.standardchartered.com/bd/about-us/en/ Introduction of the Bank. (2001, September 28). Retrieved August 26, 2009, from http://www.standardchartered.com/bd/about-us/en/. Internal policy of Standard Chartered Bank. (2002-2008), Published copy. Employee relation policy of Standard chartered bank, published copy. Employee engagement policy of standard chartered bank, published copy. Disciplinary policy of standard chartered bank, published copy. Grievance process of standard chartered bank, published copy. Prevention of harassment policy of standard chartered bank, published copy. Dispute resolution policy of standard chartered bank, published copy. Group codes of conduct of standard chartered bank, 2008, published copy. Job site of standard chartered bank, https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.H RS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_H

159

Appendix
Survey Questionnaire
Part A: Job satisfaction Strongly Disagree Disagree To some what agree My job is usually interesting enough to keep me from getting bored I like my job I feel satisfied with my present job Most days I am enthusiastic about my work I am satisfied with my job for the time being I consider my job as pleasant I am happy that I have taken this job I feel that my job is interesting than others I could get 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 1 2 2 3 3 4 4 5 5 6 6 7 7 1 2 3 4 5 6 7 Mostly Agree Fully Strongly agree agree

160

Part B: Motivation

Strongly Disagree

Agree Fully Strongly

I am motivated to execute my duties at work No one has to push me to do my job My motivation drives me to achieve more in the job I feel an inner urge to fulfill my duties to this Organization I perform above and beyond the call of duty I am motivated to do more than I originally expected I would do Companys practices arouse in me motivation to work harder and better Part :C Job security Strongly Disagree Strongly agree 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7

I feel my job is secure 1 My Organization focus on job security 1 2 2 3 3 4 4 5 5 6 6 7 7

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Employees that perform modesty do not get fired I am not worried about losing my job Job security is of prime importance in this company In this organization , employees are hired to work for a long time

1 1

2 2

3 3

4 4

5 5

6 6

7 7

Part: D Employee psychological contract fulfillment

Strongly Disagree Disagree

To some what agree

Mostly Agree Fully Strongly agree agree

Almost all of the terms and conditions made by company during recruitment have been kept so far I feel , my company has come through in fulfilling the terms and conditions made to me when I was recruited My organization has done an excellent job in fulfilling its terms and conditions to me My company has not 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7

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broken yet of its promises to me as long as I have upheld my side of the deal Part E: Employee psychological contract (Relational) Strongly Disagree Disagree To some what agree This job is stepping in my career development I expect to develop my skills in this company I expect to grow in this organization My career path in the organization is clearly mapped out I feel part of a team in this organization I feel this organization reciprocates the effort put in by its employee I expect to gain promotion in this organization with length of service and effort to achieve goals 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 1 2 2 3 3 4 4 5 5 6 6 7 7 Mostly Agree Fully Strongly agree agree

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Sample of questionnaires: Interview (open endBroad questions)

1. Define relationship between subordinate and superior? 2. How many departments do you have? 3. How many levels included in organization structure? 4. How many employees do you have? 5. Define the structure-organic or mechanistic and why? 6. Is this a learning organization? 7. Which employees are important for organization and how organizations monitor them? 8. What is the objective of organization? 9. Who make the organization strategy? 10. Is there any contribution of executive management to make strategy? 11. Which factors influence organization strategy? 12. Define HR activities. 13. Do you follow any step to recruit employee? 14. In which way organization give training for development? 15. How organizations evaluate employees performance? 16. What kind of benefits and facilities employee gets from organization? 17. Mention Organizations relation ship with employee.