“Review of “Review of Training &Development Design and

Process of Askari Bank Ltd”

April 16, 2019

Submitted To: Mr. Qazi Syed Imran Azam

Group Members:

Rabia Nawaz (61280)

Bushra Saeed (59987)
Etrat Fatima (61456)
Inbasat Asif (62096)
Maria Arif (62801)

Askari Bank Limited

 ACKNOWLEDGEMENT

We owe great many thanks to great many people who helped and supported us in completion of this
project.

Our deepest thanks to the course instructor Mr. Qazi Syed Imran Azam for guiding and correcting our
various mistakes with attention and care He has taken pain to go through the project and make necessary
correction as and when needed.

My deep sense of gratitude to ASKARI BANK for their support and guidance we would also thank our
Institution and our faculty members without whom this project would have been a distant reality.

Specially Thanks to Mr. Usman Yousuf Butt

Training and Development Head (South) Askari Bank

Askari Bank Limited

President’s Message

Amongst the various factors that have contributed towards Askarii Bank’s success, the most
significant have been its association with the Fauji Group, that has enabled a strong governance
culture, clear strategic direction and much needed capacity for growth and expansion.

Now the challenge is to optimize on the Bank’s achievements, analyse the risks and
opportunities vis-à-vis Askari Bank’s positioning, and aim for the best in class service and
sustained value for our sponsors and other stakeholders in the journey ahead.

We place technology at the forefront of our operations, with enhanced network outreach and
service delivery through electronic channels and the initiation of a business process re-
engineering initiative. Our primary objective is to ensure benefits of improved controls under a
centralized environment, while offering efficient and superior customer service. Our branch
banking function plays a key role in maintaining an optimal deposit profile while targeting the
growth and expansion of the deposits base, and is well poised to increase its share of the retail
market. In addition to our wholesale banking branch in Bahrain, the Bank has also initiated
opening a representative office in China. While we focus on expansion, we remain committed
towards bringing further efficiencies in our processes through the extended use of technology
supported by a robust and effective governance and risk management framework.

Our corporate and investment banking group recognizes the potential of Pakistan as a vital
emerging market owing to its population and geographical significance. The group takes pride in
the creation of wealth, value and service to the entire spectrum of economic activity, ranging
from projects of infrastructure development to those of national importance in power, cement,
telecommunications, textiles and fertilizer sectors, as well as Small/Medium Enterprises (SMEs).

Our investment banking focuses on the origination and execution of a full range of financial
advisory and capital raising services for corporate and institutional clients. It also actively
manages the Bank’s proprietary investments in the local equity and debt markets. Equity capital
market function optimizes on investment-based returns with principle preservation and liquidity
through efficient investments. Its key responsibility is to form a risk-controlled, diversified
portfolio supported by domestic, regional and international economic, political and investment
dynamics.

Askari Islamic banking presents a range of Shariah compliant offerings to suite the banking
needs of our diverse customer segments.

We will also continue to play our role in attracting workers’ remittances back to the country
through our efforts to develop an international network of relationships that channels remittances
through the banking system.

Our brand is known for being a trusted bank, partnering for progress in delivering value to our
stakeholders. The Bank also recognized Corporate Social Responsibility (CSR) as an integral
part of our business model, and contributes to relief and rehabilitation work, as well as health,
education and sports initiatives.

Askari Bank Limited

We stay committed to serving and safeguarding the rights of our stakeholders, by upholding the
tenets of good governance and accepted best practices. I am confident that the Bank is on a
growth trajectory, and the team is fully geared to respond to the challenges coming our way. We
will make all endeavors to provide the best in class service to our valued customers.

Askari Bank Limited

 Table of Contents
 BRIEF INTRODUCTION OF BANKING SECTOR IN PAKISTAN
 INTRODUCTION TO THE ORGANIZATION
 VISION, MISSION & CORE VALUES
 ORGANIZATIONAL STRUCTURE
 INTRODUCTION TO ALL DEPARTMENTS
 PRODUCT & SERVICES
 INTRODUCTION TO HUMAN RESOURCE DEPARTMENT
 INTRODUCTION TO TRAINING AND DEVELOPMENT
 ROLE OF TRAINING & DEVELOPMENT
 OVERVIEW OF TRAINING & DEVELOPMENT PROCESSES
 GAP ANALYSIS
 RECOMMENDATION
 CONCLUSION

Askari Bank Limited

BRIEF INTRODUCTION OF BANKING SECTOR IN PAKISTAN

Banks play a pivotal role in a country’s economy. The banks in Pakistan comprise of almost 95%
of the total financial sector. There is a wide range of banking institutions from central bank to
commercial banks to the specialized agencies that provide services to specific segment.

Pakistan started off without any meritorious banking system in the year 1947 but it got an
exceptional growth in the first two decades. By 1970, banking sector in Pakistan managed to
acquire a prosperous position. In 1990‟s there came a wave of privatization of financial
institutions. The government owns National Bank of Pakistan but 80% of Bank assets lie in the
private sector. The total banking assets have mounted to 3 folds over the last 5 years & the
industry size has reached almost 4 trillion which contribute to GDP of 59%. Pakistan stands
second among South Asian countries for its Performance and Efficiency by the World Bank. In
Pakistan, currently there is a trend of mergers and acquisitions in the banking industry.

The banking sector in Pakistan consists of:

 Commercial Banks

 Development Finance Institutions (DFIs)

 Microfinance Banks

 Non-Banking Finance Companies (NBFCs)

 Leasing Companies

 Investment Banks

 Discount Houses

 Housing Finance Companies

 Venture Capital Companies

 Mutual Funds

 Modarbas

 Stock Exchange

 Insurance Companies

Askari Bank Limited

Under the prevailing legislative constitution the supervisory responsibilities in case of Banks,
DFIs and MFBs fall within legal realm of the State Bank of Pakistan (the central bank of the
country that has been commended with the responsibility for an ongoing effective supervision of
the banking sector). Few of them are listed below:

 Foreign Banks

 Standard Chartered Bank

 Private Banks

 Askari Bank Ltd

 Bank Al-Falah Ltd

 Bank Al-Habib Ltd

 UBL

 MCB

 ABL

 Public Commercial Banks

 NBP

 First Women Bank

 The Bank of Punjab

 The Bank of Khyber

 Specialized Banks

 Zarai Taraqiati Bank Ltd

 Industrial Development Bank of Pakistan

Askari Bank Limited

  Punjab Provincial Cooperative Bank Ltd

The competition is quite high due to the exigent capital sufficiency standard set by the State
Bank of Pakistan to stabilize the banking system. Attracting lucrative customers and foreign
reserves is the only way of survival for the banks. The banks are enjoying enormous spread by
shifting the focus from industrial lending to consumer goods. The banking environment is in a
state of transition, and only those banks will survive and flourish who will transform any change
into an opportunity by successful execution of change management.

INTRODUCTION TO THE ORGANIZATION

Askari Bank was incorporated in Pakistan on October 9, 1991, as a public limited company. It
commenced operations on April 1, 1992, and is principally engaged in the business of banking,
as defined in the Banking Companies Ordinance 1962. The Bank is listed on the Pakistan Stock
Exchange (Formerly the Karachi, Lahore and Islamabad Stock Exchanges).

Askari Bank Since expanded into a network of 501 branches / Sub- Branches, including 94
dedicated Islamic Banking Branches / Sub- branches, and a wholesale bank branch in Bahrain, In
addition, the bank has a representative office in Beijing, China.

A shared network of 11,000 online ATM’s covering all major cities in Pakistan supports the
delivery channels for customer service. As at December 31, 2018, the Bank had equity of Rs.
38.2 billion and total assets of Rs. 691 billion with 1,915,986 banking customers, serviced by
8,256 employees.

Since inception, the bank has concentrated on growth through improving service quality,
investment in technology and people, utilizing its extensive branch network which includes
Islamic and agricultural banking.

Corporate Social Responsibility is an integral part of the way we do business. In order to fulfill
our CSR objectives, we attempt to promote public interest by encouraging community growth
and development through sponsoring social service events, supporting education, sports and
environment and also contribute in socio-cultural activities.

Askari Bank Limited

Our Vision Statement
To be the bank of first choice in the region.

Mission Statement

To be the leading private sector bank in Pakistan with an international presence, delivering
quality service through innovative technology and effective human resource management in a
modern and progressive organizational culture of meritocracy, maintaining high ethical and
professional standards, while providing enhanced value to all our stakeholders, and contributing
to society.

Core Values
Commitment: Passionate about our customers’ success and delighting them with quality of our
service

Integrity: A distinctive investment, delivering outstanding performance, return and value

Fairness: Exemplary compliance, governess and business ethics

Teamwork: Caring for our people and helping them to grow

Service: Dedication towards social development and improvement in quality of life

“Corporate Objectives”

 To achieve sustained growth and profitability in all areas of business.

 To build and sustain a high performance culture, with a continuous improvement focus.
 To develop a customer–service oriented culture with special emphasis on customer care and
convenience.
 To build an enabling environment, where employees are motivated to contribute to their full
potential.
 To effectively manage and mitigate all kinds of risks inherent in the banking business.
 To optimize use of technology to ensure cost–effective operations, strengthening of controls,
efficient management information system, enhanced delivery capability, and high service
standards.

ORGANIZATIONAL STRUCTURE

Askari Bank Limited

COMMENTS ON ASKARI BANKS STRUCTURE

Askari Bank‟s structure is simple but tall. The bureaucracy is prevalent in this structure as it is
owned by the army. All the power lies with the board members who reside at the top of the
structure. The degree of formalization and work specialization is high. The decision making is
centralized and is carried out by the board members. The span of control is narrow i.e. every
superior has no more than 7 workers and does close supervision of them. The Bank‟s Structure is
aligned with the nature of the organization; formed by the army officials who are the board of
directors and the policies, procedures and code of conduct is also set by them.

Askari Bank Limited

INTRODUCTION OF ALL DEPARTMENTS ( Products & Services)

Business and operations in Askari Bank has been the key element of strategies, greater focus is
placed on strengthening policies, processes, controls and workflows. The Banks business is
segmented into following banking divisions:

 Corporate Banking
 Investment Banking
 Commercial & SME Banking
 Cash Management Services
 China Desk
 CSR ( Corporate Social Responsibility)

Corporate Banking

Corporate Banking works on a long-term relationship based business model to provide a single
point within the Bank or meeting all business requirements of its corporate and institutional
customers, including public sector enterprises, with the primary objective of enhancing customer
service. Dedicated relationship managers for each of our corporate client ensure customer
satisfaction, which remains top priority.

Our products offer various solutions for short-term and long-term financing, which cater to
working capital, local/foreign trade, strategic expansions, capital markets, syndications, project
finance underwriting and financial advisory. The Group develops carefully cultured solutions for
Corporate and PSEs, and assures customer satisfaction through an efficient long-term
relationship based business model. Our three dedicated Regional Corporate Centers facilitate our
corporate clientele in a professional and effective manner.

Our relationship oriented outlook focuses upon providing a complete array of tailored financing
solutions, that are practical and cost effective, some of which include:

1. Working Capital Facilities

2. Term Loans
3. Structured Trade Finance Facilities (Long & Short Term)
4. Letters of Guarantee
5. Letters of Credit
6. Export Financing

Askari Bank Limited

Investment Banking

Investment banking focuses on the origination and execution of a range of financial advisory and
capital raising services to corporate and institutional clients. It also manages the Bank’s
proprietary investments in local equity and
Debt markets Investment banking offers various tailored financial solutions including Debt
syndications, project finance and advisory services, debt placements through capital markets as
well as structured trade finance facilities. Whether a company is seeking to access the local or
cross border syndications and debt capital markets, project financing needs, advisory services
related to Mergers and Acquisitions and or local equity capital markets for raising capital, our
Investment Banking is well positioned to provide due assistance. We tailor the right structured
solutions to meet our customers’ needs in order to enhance business wealth and market
competitiveness.

Commercial & SME Banking

We offer a diverse range of financial solutions designed to suit the unique needs of our
commercial and SME customer base.

 Commercial Banking

Commercial Banking serves the middle tier segment by providing both general and tailored
solutions encompassing all financial needs of the borrower ranging from project financing to
working capital requirements / payroll management. Dedicated relationship managers at our
credit hubs provide personalized solutions to our customers.

 Small And Medium Enterprises (SME) Banking

Askari Bank has been playing a significant role in the development of the SME sector by
providing customers with the opportunity to access credit through strategically located Regional
Credit Hubs as well as our branches across the country. The Bank also offers trade expertise and
awareness on trade related activity through this access points,
Where specialized credit resources and empowered relationship management teams dedicatedly
serve SMEs at the grassroots level.

In order to cater to the financial needs of SME segment, Askari Bank offers “Askari Smart
Pack”, which includes the following products:

• Askari Quick Finance

• Askari Vendor’s Finance
• Askari Business Solution
• Askari Loan for Business Premises
• Askari Lease Finance
• Askari Loan for Fertilizer Dealers
• Ask Fund Facility

Askari Bank Limited

 Consumer Banking

Consumer banking provides financing facilities to individuals through prudent, customer-centric

policies and quality services that aim to make our customers’ experiences more interactive and
intuitive. We are focused on broadening our outreach and expanding our presence in accordance
with the needs of our customers across the country through direct sales as well as through our
wide branch network. Special attention is given to business opportunities involving strategic
alliances, with greater emphasis on a secured form of consumer lending; so as to increase
product offerings and improve the quality of our asset portfolio. We are committed to providing
financial solutions and services that meet our customers’ needs at every stage of life.

Equity Capital Market

Equity Capital Market (ECM) prime objective is to optimize investment-based returns with
principle preservation and liquidity through efficient investments. Its key responsibility is to
form a risk-controlled, diversified portfolio supported by domestic, regional and international
economic, political and investment dynamics.

It deals with investments in primary and secondary markets of Pakistan and transactions may
include investments in ordinary & preference shares, open & closed end mutual funds, reverse-
repo against shares, initial & secondary public offerings.

Cash Management Services

 Askari Cash Management Services aims to effectively manage the accounts receivable portfolio
of medium and large corporate entities. This service helps corporate entities to improve their
liquidity, due to our well-diversified branch network
 The service primarily aims at providing clearing, collection and cash/transfer facility to corporate
clients under one resource center, which will handle the process through the branches and
provide adequate reporting to corporate clients, on various aspects of their accounts receivable
portfolio every month

China Desk

Askari Bank representative office in Beijing, China, is fully functional and this strategic
initiative is perfectly aligned with the launch of the CPEC. A dedicated China-desk in Islamabad
serves as a one-window for facilitation of existing and future trade flows between the two
countries. The Bank is strongly positioned to capitalize on the CPEC related business
opportunities which are considered as catalyst in boosting Pakistan’s economic growth in years
to come.

Agriculture Banking

Askari Bank Limited

The role of agriculture in Pakistan economy is of a pivotal nature. Due to diverse geographical
and climatic conditions, the country has tremendous potential for agricultural growth and
development. Askari Bank’s Agriculture and Rural Business Division (ARBD) has gained
further strength with improved and efficient delivery and control mechanism for meeting an
increased demand for credit by the farmers in an easy, accessible and affordable manner. With an
innovative product range, rated best in the market, the Bank continues to surpass its allocated
targets for agriculture financing.

While focusing on business development, this unit also achieved further refinement in back-
office processing, including credit initiation, operations, risk management, in line with the
business dynamics and regulatory framework. ARBD has extended to 89 branches across the
country, and remains proactively engaged with its stakeholders for the aggregation of services
and improving life standard of farmers through its distribution network.

Corporate Social Responsibility

Overseeing progress across the strategic CSR pillars of education, health and environment has
always been a high priority on Askari Bank’s agenda. As a socially responsible organization, the
Bank recognizes that we are part of the community at large and that there is a strong need to
contribute to the society and support those who are in need. During the year, Askari Bank
remained engaged in various CSR initiatives by partnering with various organizations, benefiting
the under-privileged sections of the society.

 Education
 Sports
 Health
 Culture & Social Development

STRATEGIC PROCESSES AT ASKARI BANK

Whenever strategic department has to make strategic plan, they ask all business division for the
coming years and Strategic department in Askari bank divide whole organization in three
categories:

 Operational support services / Risk

 Sales & services
 Professional support services

Operation Support Services:

The primary aim of Operations group is to provide a supporting platform to all business
segments on operational matters across branches and business units, by strengthening internal

Askari Bank Limited

control environment, while contributing towards effective decision making and extended
guidance on operational matters. Operations division is consistently striving to bring
improvement in internal controls and provision of uninterrupted services to customers.

Operational risk is the risk of loss resulting from inadequate or failed internal processes, people,
systems and external events. The Bank strives to manage operational risk within acceptable
levels through sound operational risk management practices. Board Risk Management
Committee defines the operational risk appetite and tolerance limits.

Operational risk governance structure adopted by Bank is embedded within three lines of
defense: Strategic, Macro and Micro. Bank already has in place an Operational Risk
Management framework which is aligned with global best market practices.

Bank has dedicated functions to manage Operational Risk, Business Continuity Risk and
Information Security Risk governed through comprehensive frameworks in line with
international best practices.

Sales & Services:

Sales & Services Division‟s products and services mostly comprise auto finance, personal
finance, mortgage finance, Askari Credit Cards under the MasterCard brand, Askari Corporate
Credit Cards and Zarai Credit Cards. Because of the recent phenomena of inflation and changes
in interest rate, the consumer banking is repositioned with focus on containing the growth of
problem loans and improving recovery efforts and internal controls.

“Our success is tied to our customer’s success…We Win Together”

CBSD‟s current offering products include:

 Credit Cards
 i-Net Banking
 Askari Touch „N‟ Pay
 Cash Management Services
 I- NET Banking
 Flexible Credit Plans
 Askari ( Auto Loan)

Internet Banking

In pursuance of our quest to provide the most modern service to our customers, we offer banking
through internet. Askari Bank is the first bank in Pakistan to provide such a service to its valued
customers which is absolutely FREE. The new I Net Banking Service is now more interactive,
and has been expanded to include more information of interest to customers with enhanced
security features.

 Utility bills payments

Askari Bank Limited

  Mobile payments
 Purchase of mobile air time
 Account statements
 Payments’ details
 Online registration
 Fund transfer to any account within Askari Bank
 Inter Bank Fund Transfer (IBFT)
 Askari Master Card details
 Askari Master Card bill payment
 Email alerts
 Account balance enquiry
 Schedule transaction
 History of financial transactions
 Enhanced security
 SMS alerts

Mobile Banking

Banking has never been easier than with Askari Mobile Banking solutions that provide
customers with convenient access to their accounts from their mobile phones, anytime,
anywhere.

Askari Bank offers three types of mobile banking solutions to its customers:

 Askari Lite Mobile Banking

 Askari USSD Mobile Banking
 Askari Mobile Application

Askari Lite Mobile Banking – Askari Lite Mobile Banking is a browser-based mobile banking
solution that allows customers to have the same experience through their mobile devices as they
do through their computers/tablets when accessing I-Net Banking services. If you are an existing
I-Net Banking user, then no registration is required. You can avail Askari Lite Mobile Banking
services with your existing I-Net Banking “Login ID” and “Password” by visiting the following
URL: (https://secure.askaribank.com.pk)

Askari Visa Debit Card

PayPak Debit Card

Askari Bank has joined hands with 1Link to enable greater financial inclusion across Pakistan!

Askari Bank Limited

Askari Bank is the first bank to introduce PayPak – Pakistan’s first domestic payment scheme
powered by 1LINK (Guarantee) Limited. This payment solution provides access to all ATMs
across Pakistan so that everyone can fulfill their day-to-day banking needs through this low-cost
and efficient service.

Askari Bank currently provides the following PayPak cards:

 Askari PayPak Classic Card

 Askari PayPak Gold Card
 Nationwide balance enquiry and cash withdrawal through ATMs
 Nationwide POS purchases

Phone Banking
Askari Bank – A Step Ahead in Technology & Customer Care

Competitive environment demands delivering more in less time. Askari Bank Alternate Delivery
Channels are fulfilling the same philosophy. The bank has always been conscious of its
technological excellence, which in turn is driven by the spirit to serve the customer in the best
possible manner. Standing true to its philosophy and spirit, Askari Bank has added another
milestone to its technological infrastructure, a state-of-the-art call centre, which will complement
the existing alternate delivery channels. The call center was inaugurated by the Honorable
Chairman of Board of Directors, Lt. General Muhammad Mustafa Khan. He was accompanied
by the Bank’s President, Mr. S.M. Husaini, Dr. Nadeem Inayat (Director), Mr. Asim Bashir
(Country Head Alternate Delivery Channels Division), Mr. Khurshid Zafar (Group Head
Corporate & Commercial Banking) and Mr. Farrukh Iqbal Khan (Group Head Operations).

ATM

Askari Bank provides an extensive ATM network to their banking and non-banking customers,
with a network of 500+ ATMs (onsite & offsite) across Pakistan.

E-Statement

The e-Statement facility allows you to keep a close eye on your bank account transactions by
receiving your electronic statement directly into your inbox. All you need is a personal email
address to which your e-Statement will be sent. You can view and print your statement right
from your computer.

Key Features

 e-Statement in pdf format on your given email address

 Receive e-Statement on daily/weekly/monthly/quarterly/semi annual basis (for corporate
customers)

Askari Bank Limited

  Receive e-Statement on monthly/quarterly/semi annual basis (for individual customers)
 Free of cost
 Fast, secure and right in your registered email address inbox

SMS Alert Facility

Askari Bank SMS Alerts Facility helps you to keep track of your Banking transactions 24/7. By
subscribing the service, you can receive real time SMS alerts for transactions conducted on your
accounts

Pay Max

Askari Bank and China Mobile Pakistan (Zong) have jointly re-launched their branchless
banking program under the brand name of Pay Max.

Branchless banking has already taken root in Pakistan and is all poised to become a formidable
alternative to conventional banking. A mobile phone can be used to enter, display, process, store,
and transmit information. The existence of a SIM card inside the mobile phone, a connected
device, provides a peculiar architecture to the banks that can be used as a payment device and
transactional channel. This is because the SIM card is a smart card (a card with a chip) and the
mobile phone is a limited computer connected to the network.

As such the mobile phone enables the banks and their customers to interact remotely in a trusted
manner either directly or through branchless banking agents. By partnering with China Mobile
Pakistan, Askari Bank has adapted its existing “brick and mortar” network and technology
platform to a low-value, high-volume transaction environment and has thus built a more scalable
retail network of points at which people can conveniently pay into or cash out from their
branchless banking accounts. This will be the mainstay of Askari Bank’s branchless banking
program to achieve a massive reach to the customers regardless of location, time, economic
condition and gender.

We assure all of our stakeholders to run our branchless banking program with a view to enabling
dignity and choice for the poor of Pakistan as a viable business proposition.

Strategic Goals

For the first, they define the strategic goals for each of the departments for the coming year. A
strategic goal forms part of an organization's corporate strategy, and should act as a motivating
force as well as a measure of performance and achievement for those working in an Organization
the specific target towards which an organization is striving Well-defined goals play an
important part in the motivation of employers and employees, enabling individual’s to direct
their energies towards something tangible.
.
Strategic planning

Askari Bank Limited

The process of determining a company's long-term goals and then identifying the best approach
for achieving that goals.A step by step guide, created by an organization to map out how it will
reach goals, and set a foundation so the entire company knows what will happen and what is expected of
them. Essentially, it provides a recipe or of how to achieve a stated vision, for the chosen target
market, and how a company serves customers consistently, effectively and profitably every time.

Evaluation

Department evaluate the goals and planning, are the goals align with the economic conditions?
Are these goals achievable in present economic conditions? Evaluation is collecting or analyzing
information about something in order to make necessary decisions about it. Basically they use to
correlate their goals with economies of scale.
The point which should be kept in mind is that the whole process is interlinked with the three
categories.

Review

After evaluation they go through to the process just to see the things with an eye of criticism and
then make it correct.

Report

After consensus of opinion, they finalized it into a report, in which each and every goal is
defined in accordance with the planning for prospective department. Along with guidance how
they will measure the performance of each department by using BSC approach along with the
working and standards of the approach.

Management Committee

Report is sent to management committee for further process. There are no specific numbers for
management committee members, but committee consists of Chairman (president), and 1st layer
of bank who directly reports to chairman. Committee discusses the different directions regarding
report and come up with their opinions.

Executive Committee

Further report is sent to executive committee for approval. Executive committee consists of the
Directors of bank.

Final Report

Strategic department can only give the recommendation for any prospective, it’s the executive
committee who has to take the decisions in accordance to their recommendations. After the

Askari Bank Limited

approval of executive committee, report is up graded if needed and ended up with the final
document

INTRODUCTION TO HUMAN RESOURCE DEPARTMENT

One of the key strategic priorities for Askari Bank is to maintain focus on the indelible value of
its human capital and their knowledge base, in achieving the goals set for them and for the Bank.
The talents, passion and commitment of our people, The Askari Family, has been the cornerstone
of our sustained success in recent years. Human resource management during the year focused
on optimal deployment of staff based on an analysis of skills and competencies by redeploying
employees to more value creating activities across many organizational verticals and geographies
of the Bank. A Board’s Human Resource & Remuneration Committee periodically reviews and
monitors the Bank’s human resource strategy, aligning policies and overcoming challenges of
strategic importance that directly affect AKBL’s ability to hire, develop and retain the talent
needed for it, to achieve its goals. Our training and development programs focused to enhance
the functional and managerial skills and capabilities of the employees for sustainable growth in
various fields of the Bank. 5,842 employees were given an opportunity to attend training in 412
courses in our three training academies located in Rawalpindi, Lahore and Karachi. We provide
career growth opportunities to all cadres of employees by building an enabling environment,
which leads to consistent employee motivation objectives. Our effective grievance handling
mechanism ensures maximum protection for all, in the best interest of the organization.

The Bank pays special attention to less earning employees of lower cadre by providing special
incentives for their dependents through free banking training opportunities thus leading to
gainful employment within and outside, enhanced medical treatment and special allowance to
fulfill their dreams of excelling in competitive sports, during the year 2016.

THE BOARDS MANDATE

 To contribute to organizational effectiveness

 To ensure optimal utilization of human resources
 To maintain the Division’s contribution at a level appropriate to the organization’s needs.
 To be ethically and socially responsive to the needs and challenges of the society’s.
 To assist the employees in achieving their personal goals, in as far the goals enhance the
individuals’ contribution to the organization. Strategic mission statement regarding the HR
speaks out that:-
 We strongly believe that the interests of the Bank and the employees are inseparable. At
Askari we try to create a “we” culture where there is mutual trust and respect for each
other. We encourage ownership behavior so that everyone feels responsible for the
performance and reputation of the Bank. We are committed to develop and enhance
each employee’s skills and capabilities through extensive in-house and external training
programs and job rotations.

So analyzing and evaluating overall, the mandate of the organization is also clear, what it wants
to be in the future.

Askari Bank Limited

Role of Training and Development of Occupational groups

Taking in view the strategic aspects of the organization the staff classification for the training
purpose is divided as follows; Operational staff, junior management, Middle management and
senior management .However the sub staff falling in operational staff are as Officer grade 1,
Officer grade 2, and Officer grade 3 and Cash staff. The nature of the training being provided
includes Technical and operational skills, product knowledge, and Attitude building.

Junior management staff includes MTOs, Managers and Assistant Managers. Training is
provided regarding Technical and Operational skills, Product knowledge and Attitude building
and basic management skills

Middle level training is provided to staff which includes Assistant Vice President and Vice-
president. The training comprehensively includes Leadership skills, Team Building Skills,
Human Relations, Core Values, Corporate Culture, Change Management, TQM, Advanced level
workshops on Branch Operations, Credit, and FOREX .Senior level training is provided to the
Personalities which fall in cadre of Senior Vice President. The main agenda of the training is
Strategic level Management Development Training Programs, Good Corporate Governance,
Corporate Culture, Change Management, National and international level conferences on
banking and management related topics.

Overview of Training & Development Processes:

Recruitment and Selection

Induction takes place at following levels

1. Technical / Support Staff

It actually includes Secretaries/cashier/clerks/peons and drivers)

2. Fresh Inductees

This constitutes a hybrid of Operation Officers (OG-III/II/I), Management Trainees Officers

2. Experienced Bankers

These are the personas that have experience in particular field of banking, these include

Officers & Executives.

On-line Job Application System

The bank has introduced on-line job application system. It actually helps people to interact with
the HR managers basically it is a Computer based system where candidates drop their CVs
through Internet. Among very few banks having introduced such system, so this translates that

Askari Bank Limited

bank holds its strategic positioning in terms of customer services .Candidates can build their CVs
any time into the Database and post it against specific vacant positions on the website of the
Bank. Candidates can update their CVs time to time. The system is a step towards paper-less
office environment.

Philosophy of Training and Development:

Our human resource philosophy focuses on attracting, developing and building a pool of
talented, dynamic and a motivated human resource base with the right competencies to
proactively meet our organizational objectives, whilst inculcating an entrepreneurial spirit,
innovation and commitment to change within the Bank. We aim to be the employer of choice,
creating a unique workplace and providing unlimited opportunities to our people. Our in-house
training academies have customized programs which focus on the capacity building for
managerial skills for various verticals across the Bank. An effective employee grievance
handling mechanism ensures employee protection against on-the-job exploitation and
discrimination. We have in place an effective whistle blowing policy with the primary objective
of encouraging individuals to come up as whistle blowers for identification and uncovering any
wrong doings or financial malpractices in the Bank.

GAP ANALYSIS

Weaknesses of Askari Bank

Lack of Career Growth:

Askari bank has many employees which are working for over two decades now and who have
blocked the way for career growth of competent junior employees.

Less Job Satisfaction:

Human Resource Management is the most difficult challenge faced not only by the bank but by
all the organizations across the world. Even though the people have been sacrificed in the new
organizational developments, it is becoming clear that the true lasting competitive advantage
comes through human resources and how they are managed. AKBL seems less focused on this
highly critical issue as the job satisfaction level of the employees working at AKBL, is pretty
low.

Lack of Team-Work:
The team-work culture is not prevalent due to the functional structure of the Bank.

Manual Book Keeping:

Although the bank has computerized system yet registers are used to maintain the information
about accounts, atms, cheque books and clearing etc.

Work Load Saturation:

The employees are under pressure most of the times because of the tough targets set by the top
management and feel exhausted and less productive.

Askari Bank Limited

EXTERNAL ASSESSMENT

Opportunities of Askari Bank

 High payment capacity

 Branch Network in Remote Areas
 Overseas Branch Expansions
 Attract Foreign Investment
 Completely Automated Operations
 Increase in Imports & Exports

Threats of Askari Bank

Job Turnover:
Many employees have left the bank and went for other banks because they feel there career in
threat as they are appointed on contract bases.

High Bank Charges:

As per Askari Bank‟s Schedule of Charges, 2016, it is apparent that the charges are extremely
high on online funds transfer etc. This can create an alarming condition and the bank can lose
some of its customers.

Threat of New Entrants in Banking Industry

Political and Economical instability in Pakistan

Analysis and Evaluation

It doesn’t matter how strong your evaluation is in making any companies SWOT, the SWOT
of any fortune 500 may also look alike the same as of Askari Banks. So there are some loop
holes which needed to be filled. Doing a business in banking and the bank having poor and
ineffective ATM service could damage the reputation of the organization .At some situations
bank has taken some strategic steps such as maintain strong customer relationships .However
another strategic aspect of providing corporate social responsibility is the best tool which
portrays a pleasant image of an organization .However in my opinion opportunities available to
bank are first step on the ladder of success , it would take time to turn these opportunities into
success.

Askari Bank Limited

The Management Process (benchmark)

Askari Bank Limited

Step One: Agreement on the process

 the organization’s top decision-makers and those officials who will have direct
responsibility in implementation of policy;
 those who have a major stake in the outcome of the policy, whether from within or
outside the organization, whether supportive or oppositional, clients or resource
suppliers;
 Those with specialized knowledge that can add to the analysis of the policy to be decided
or implemented.
Although relatively broad involvement in the process should be encouraged, care must be taken
that such groups not be expanded to the point of incapacity to make agile decisions.

Step Two: Identification and clarification of the organizations mission, objectives and current
strategies.

 Who are the people that compose the organization, what are their values, and what needs
does the organization satisfy for them?
 What are the objectives of the organization and how well do they mesh with the needs
and demands of clients, stakeholders and constituents?
 What strategies does the organization employ to achieve the objectives it has set for
itself?
 Is the organization being asked to make fundamental changes in what it does, or in the
kinds of clients it benefits? If so, what are those changes?

Step Three: Identification of the organization’s internal strengths and weaknesses.

One way to examine these is to look at the organization’s resource base (skill base, capital or
financial resources, etc.)
 Does the organization have the wherewithal to achieve its stated objectives or to put into
motion its strategies?
 What are the levels of internal resources possessed by the organization? How available
are they?
 Analysis of resources by itself is not sufficient; the organization must also look at its task
performance. What tasks does it do well, which does it not?

This will give a better idea of how the organization’s resources are organized and how
effectively those resources are put to use. An organization may well have excellent research
skills, but if its primary tasks are in service delivery, then such skills may be more a weakness
than strength. However, one should not automatically make the assumption that since idle
capacity exists, it should be dispensed with. Such skills may well be quite useful if the
organization should need to make changes in order to be more compatible with its environment.

Step Four: Assessment of threats and opportunities in the external environment.

Askari Bank Limited

  What are the major trends that can be detected in each of these areas that will have some
bearing on the activities of the organization?
 How might macro-economic measures being instituted affect the financial resources
of the organization?
 What is the nature of political support for the policy under consideration?
 How politically stable is the current regime? Is policy leadership about to change?
 Will key officials within the cabinet be changed and what will that mean to the
development and implementation of the proposed policy change?
 To what extent have the government’s primary political coalitions begun to change?
 Does this signify impending changes in policy priorities?
 How effective is the political opposition? What role does international forces or actors
play in the determination of policy?
 To what extent has the social composition of the organization’s primary clientele group
changed?
 Has it outgrown the resources of the organization?
 Have its needs changed over the years?

Step Five: Identification of key constituents and stake holders, their expectations and resources.

 What do these particular groups want from the organization?

 Are they satisfied with the current array of services and level of performance?
 Are their interests shifting?
 In which direction? And if so, will the organization be able to react favorably?

Step Six: Identification of key strategic issues.

The information generated by the preceding steps should identify a set of fundamental questions
or key problems regarding the fit of the organization with its environment. These problems might
concern the organization’s mission, its products or services, its clients, financing mechanisms,
management, or relationship to certain stakeholders. Strategic issues are the principal problems
that must be dealt with effectively or the organization can expect undesirable results. The
effective treatment of strategic issues can signify fundamental change in how the organization
goes about its business. Such issues may generate conflict within the organization since their
resolution will produce winners and losers both internally and externally. The organization must
be prepared to deal with that conflict.

Step Seven: Design, analysis, and selection of strategy alternatives and options to manage issues
identified in Step 6.

 Can the strategy work from a practical as well as theoretical stance?

 Is the organization capable of carrying out the strategy?
 Is the strategy acceptable to those carrying it out and to those to whom it is directed?

Askari Bank Limited

  Does the organization have the human and material resources, does it have the know-how
necessary, and is the appropriate organizational structure available for implementing the
strategy?

LOOKING FORWARD / FUTURE PLANS:

The year ahead is expected to see economic activity gaining further momentum. The upcoming
realization of CPEC and other government backed mega projects, particularly energy related,
will help in credit off-take and improvement in large scale manufacturing. With financial
inclusion in focus for the banking industry, we expect to see improvements in rural life styles
and savings habits and greater entrepreneurship leading to enhanced capacities for livelihoods
and small businesses in SME and rural sectors.

We are thus buoyant on the prospects for our business segments and we will continue to optimize
and reallocate our assets and resources to harness their full potential. Appreciating that
technology is an imperative to enhance value creation and sustain our competitiveness amidst
rapidly changing life styles and landscapes of the financial industry i.e. digital banking; we will
continue to leverage technology to enhance customer convenience and satisfaction, innovating
how and what we deliver. Funding cost will remain a key determinant to growing profitability
while the role played by current and saving deposits in reducing the cost of funds for the Bank
would be immense. The pickup in economic activity during the year ahead will also see rise in
demand for consumer finance, particularly housing; your
Bank’s housing segment is well positioned to harness this growth. Leveraging on our expanding
network, we will continue to differentiate ourselves, really connect with our customers in
furtherance of our aim to make Askari Bank as the best bank of Pakistan.

REFERENCES

 Askari banks official website. (www.askaribank.com).

 Training & Development Department

Askari Bank Limited