Term Paper On

To gain competitive advantage through Human Resource Planning of National Bank Limited.

Submitted To:
Tasnuva Rahman Senior Lecturer Department of BBA EASTERN UNIVERSITY

Submitted By:
Redwan Islam ID: 081200006 Group: 1

Date of Submission: 14 August, 2011

Acknowledgement
At first I would like to thank all mighty Allah that he gives me the ability to complete this report properly. I would like to express our gratitude to our course instructor Ms. Tasnuva Rahman Instructor of HRM-465 and member of business faculty of Eastern University for giving me the opportunity to prepare this report. I have meet many helpful people and received their assistance while preparing this report. I would like to give my heartiest thanks to the executives of National Bank ltd for providing the necessary information and their formal and informal guidance. Finally I owe a debt to many people who helped me finish the report. In some small way, we hope the dedication of this report to them can acknowledge and offset the sacrifice they have had to make.

Letter of Transmittal
August 30, 2009 Ms.Tasnuva Rahman Senior Lecturer Department of BBA EASTERN UNIVERSITY Dear Madam It gives me the immense pleasure in presenting the report Gaining the competitive advantage through Human Resource Planning of National Bank ltd On the basis of the concept of Basics of Human resource planning you assigned me to prepare this report as a part of the Strategic Human Resource Planning (HRM- 465) course requirement. I have tried my level best to follow your class instruction and advise to prepare this report. I sincerely expect that this report will meet your approval and help me to prepare this kind of conceptual reports. I would be pleased to answer any query you think necessary as when needed. Sincerely yours,

Redwan Islam Id- 081200006

Executive Summary:
Human Resource Planning, a process is a strategy to select and manage the human resource. An organization ensures that it has the right number and kinds of people, at the right places, at the right time and these people are competent of performing their tasks effectively and efficiently. Human resource planning helps to identify the need of the future employee and what practice will be needed to complete the whole procedure. National Bank Limited has a effective HR Planning that is guide line of the Human Resource. Bank identifies the future human need and Try to retain the experience employee. National Bank Limited meet HR needs by practicing recruitment and selection process, training and development program, compensation, performance appraisal, performance improvement. Effective HR planning helps perfect recruitment and selection police, compensation, performance Appraisal program and Provide job related information. National bank scans the external and internal environment such as economic Industry, Span of control etc. Bank use ratio analysis for demand forecasting. Employee is inflow through external recruitment and outflow by quits, retirement, deaths. When the Bank face the oversupply of employee that time they use freeze hiring, restrict overtime and when the undersupply of employee that time they also use hires additional workers, use overtime and additional shifts. Increased employee competence by select high quality applicant, retain high performing employee and transfer the experience employee to new branch. National Bank Limited scans the external and internal environment, such as political, economic, industry and layer of management, span of control. National Bank Limited uses the statistical approach, mainly Ratio analysis. Employee is inflow by External Recruit and outflow through quits, retirement, deaths, and layoffs. National Bank limited is freezing hiring, restrict overtime when facing oversupply. Bank is hiring additional workers, using overtime, adding additional shifts when facing undersupply. National Bank Limited should mention the mission statement of HR planning. National Bank Limited should use Trend Analysis or Regression Analysis, not depends only Ratio Analysis. Bank should recruit from campus recruitment .National Bank should improve retention by effective planning. HR Planning should be update in time interval then it will be most effective. HR Planning can be a vital point as a starting drive. National Bank has a very significant HR Planning that helps organization to uninterrupted service to client without any scarcity of employee. National Bank Limited do many human resource practice to find out the effective and efficient employee for maximize the competitive advantage.

Ta ble of contents
Serial Number Description Page Number 7 8-12 8 10 10 10 11 11 12 13-

Chapter 1 Chapter 2 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Chapter 3 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9

Introduction
About the Organization

History and Heritage Mission Vision service Financial Performance Interest rate Employment The concern project Problem statement Literature review Objective Methodology Analysis part Finding Recommendation Conclusion Reference

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14-18 18 19 20 24 25 26 26

Chapter 1: Introductory part

1.1 Introduction:
Human Resource Planning is the process. An organization ensures that it has the right number and kinds of people, at the right places, at the right time and that these people are capable of performing their tasks effectively and efficiently. This helps the organization to achieve its overall objectives. Two major ways in which societal trends affect employment is through consumer markets, which affect the demand for goods and services, and labor markets, which affect the supply of people needed to produce goods and services. Maintaining a flexible workforce is the major challenge of the HR department and HRP helps it handle this challenge. Human Resource Planning is done at different levels corporate, intermediate, and operations levels and for short-term activities. A proper human resource planning exercise should utilize the inputs of all the departments in the organization and enjoy the support of the top management. A human resource professional would be better equipped for human resource planning if he has a good understanding of the market dynamics, changes in the economy, organizational processes and technological developments. The process of HRP involves three key steps assessing and making an inventory of the current human resources, forecasting the organization's human resource needs and matching the demand and supply of human resources. Forecasting the overall human resource requirements involves studying the factors affecting the supply and estimating the increase or decrease in the external and internal supply of human resources. New hires, transfers-in, individuals returning from leave etc. increase the internal supply of human resources, while retirements, dismissals, transfers-out of the unit, lay-offs, voluntary quits, sabbaticals, prolonged illness, and deaths reduce the supply. The matching of supply and demand can help the HR department to identify areas in which shortages and surpluses exist. When there is a need for downsizing, organizations opt for retrenchment using several techniques such as lay-offs, outplacements, leave of absence without pay, loaning, work-sharing, reduced work hours, early retirement and attrition to reduce the number of employees. Effective HRP reduces the pressures on the management and employees, as both employment and retrenchment would be well planned and phased out over a comfortable time span, avoiding unpleasant consequences.

Chapter 2: About the Organization

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National Bank Limited

2.1 History and Heritage

A Bank for performance with potential

National Bank Limited has its prosperous past, glorious present, prospective future and under processing projects and activities. Established as the first private sector bank fully owned by Bangladeshi entrepreneurs, NBL has been flourishing as the largest private sector Bank with the passage of time after facing many stress and strain. The members of the board of directors are creative businessmen and leading industrialists of the country. To keep pace with time and in harmony with national and international economic activities and for rendering all modern services, NBL, as a financial institution, automated all its branches with computer networks in accordance with the competitive commercial demand of time. Moreover, considering its forth-coming future, the infrastructure of the Bank has been rearranging. The expectation of all class businessmen, entrepreneurs and general public is much more to NBL. At present we have 145 branches under our branch network. In addition, our effective and diversified approach to seize the market opportunities is going on as continuous process to accommodate new customers by developing and expanding rural, SME financing and offshore banking facilities. We have opened 10 branches and 5 SME/Agri branches during 2010.The emergence of National Bank Limited in the private sector was an important event in the Banking arena of Bangladesh. When the nation was in the grip of severe recession, the government took the farsighted decision to allow the private sector to revive the economy of the country. Several dynamic entrepreneurs came forward for establishing a bank with a motto to revitalize the economy of the country. National Bank Limited was born as the first hundred percent Bangladeshi owned Bank in the private sector. From the very inception, it was the firm determination of National Bank Limited to play a vital role in the national economy. We are determined to bring back the long forgotten taste of banking services and flavors. We want to serve each one promptly and with a sense of dedication and dignity. The then President of the People's Republic of Bangladesh Justice Ahsanuddin Chowdhury inaugurated the bank formally on March 28, 1983 but the first branch at 48, Dilkusha Commercial Area, Dhaka started commercial operation on March 23, 1983. The 2nd Branch was opened on 11th May 1983 at Khatungonj, Chittagong. At present, NBL has been carrying on business through its 130 branches and 15 SME / Agri Branches (total 145 service locations) spread all over the country. Since the very beginning, the bank has exerted much emphasis on overseas operations and handled a sizable quantum of home bound foreign remittance. It has drawing arrangements with 415 correspondents in 75 countries of the world, as well as with 37 overseas Exchange Companies located in 13 countries. NBL was the first domestic bank to establish agency arrangements with the world famous Western Union in order to facilitate quick and safe remittance of the valuable foreign exchanges earned by the expatriate Bangladeshi nationals. This has meant that the expatriates can remit their hardearned money to the country with much ease, confidence, safety and speed.NBL was also the first among domestic banks to introduce international Master Card in Bangladesh. In the meantime, NBL has also introduced the Visa Card and Power Card. The Bank has in its use the latest information technology services of SWIFT and REUTERS. NBL has been 8

continuing its small credit programmes for disbursement of collateral free agricultural loans among the poor farmers of Barindra area in Rajshahi district for improving their livelihood. NBL focused on all key areas covering capital adequacy, maintaining good asset quality, sound management, satisfactory earning and liquidity. As a consequence, it was possible to a record growth of 175.51 percent with Tk. 8,809.40 million pre tax profit in the year under review over the preceding year. The net profit after tax and provision stood at Tk. 6,860.34 million which was Tk. 2,070.47 million in the previous year registering a 231.34 percent rise. The total deposits increased to Tk. 102,471.83 million being 33.37 percent increase over the preceding year. Loans and advances stood at Tk.92,003.56 million in the year under report which was Tk. 65,129.289 million representing 41.26 percent rise over the preceding year. Foreign trade stood at Tk. 144,255.00 million in 2010 compared to Tk. 115,939.00 million, increased by 24.42 percent compared to that of the previous year. During 2010, the bank handled inward remittance of Tk. 49,145.30 million, 10.73 percent higher than that of the previous year. Return on Equity (ROE) registered a 77.84 percent rise over the preceding year. National Bank, has now acquired strength and expertise to support the banking needs of the foreign investors. NBL stepped into a new arena of business and opened its Off Shore Banking Unit at Mohakhali to serve the wage earners and the foreign investors better than before. Since its inception, the bank was aware of complying with Corporate Social Responsibility. In this direction, we have remained associated with the development of education, healthcare and have sponsored sporting and cultural activities. During times of natural disasters like floods, cyclones, landslides, we have extended our hand to mitigate the sufferings of victims. It established the National Bank Foundation in 1989 to remain involved with social welfare activities. The foundation runs the NBL Public School & College at Moghbazar where present enrolment is 1140. Besides awarding scholarship to the meritorious children of the employees, the bank has also extended financial support for their education. It also provided financial assistance to the Asiatic Society of Bangladesh at the time of their publication of Banglapedia and observance of 400 years of Dhaka City. The Transparency and accountability of a financial institution are reflected in its Annual Report containing its Balance Sheet and Profit & Loss Account. In recognition of this, NBL was awarded Crest in 1999 and 2000, and Certificate of Appreciation in 2001 by the Institute of Chartered Accountants of Bangladesh. The bank has a strong team of highly qualified and experienced professionals, together with an efficient Board of Directors who play a vital role in formulating and implementing policies.

2.2 Mission
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Efforts for expansion of our activities at home and abroad by adding new dimensions to our banking services are being continued unabated. Alongside, we are also putting highest priority in ensuring transparency, account ability, improved clientele service as well as to our commitment to serve the society through which we want to get closer and closer to the people of all strata. Winning an everlasting seat in the hearts of the people as a caring companion in uplifting the national economic standard through continuous up gradation and diversification of our clientele services in line with national and international requirements is the desired goal we want to reach.

2.3Vision
Ensuring highest standard of clientele services through best application of latest information technology, making due contribution to the national economy and establishing ourselves firmly at home and abroad as a front ranking bank of the country are our cherished vision.

2.4Service
Savings Deposit Current Deposit Term Deposit Special Notice Deposit Fixed Deposit Foreign Currency Deposit RFC Deposit NFC Deposit Monthly Savings Scheme Monthly Income Scheme Double Benefit Scheme Millionaire Income Scheme Overdraft Lease Financing House Building Smell Medium Enterprise Consumer credit scheme Trade finance Credit Card NBL Power Card

2.5 Financial Performance:

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Capital Management of the Bank is to maintain an adequate capital base to support the projected business and regulatory requirement. NBL always maintains a prudent balance between Tier-I and Tier-2 capital. Total capital as on December 31, 2010 was Tk. 19,190.79 million and capital adequacy ratio was 12.29 %. Maintenance of adequate capital enhanced the Bank's single borrower's exposure limit up to a high level to cope with the corporate customers demand.

2.6 Interest rate

National Bank Limited
Revised Schedule of Interest Rate Percentage per annum Date: June 15, 2011

Deposit Interest Rate

Sl. 1 Savings

Category Of Deposit

Revised rate of insertest (p.a.) w.e.f July 01, 2011 (%) Below 1.00 Crore 4.00 1 Crore to below 25 Crore 4.50 25 Crore & above 8.50 Below 1.00 Crore 4.00 1 Crore to below 25 Crore 7.00 25 Crore to below 50 Crore 50 Crore to below 100 Crore 100 Crore & above 7.50 7.75 8.50 10.50 Up to 12.00*

Special Notice Deposit

FDR for 1 month & above but less than 3 months

Any amount

FDR for 3 months & above but less than 6 months

Any amount

11.00

FDR for 6 months & above but less than 1 year

Any Amount

Up to 12.00* 11.00

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Up to 12.00*

FDR for 1 year and above

Any Amount

Up to 12.00

2.7 Employment: National Bank Limited has been continuously creating new fields of employment every year by way of expansion of its business activities and branch networks. The Bank consolidated the "One-Bank One-Family" concept since its inception and sought to create a work culture that excites and motivates staff. The Bank's goal is to make it "the best place" to work in by creating an exciting, healthy, caring and productive environment for all levels of staff. NBL recurrently arranges cultural programs, annual picnics etc for their staffs. NBL, which has 3,442 employees provides due importance for the well being of its employees by offering attractive remuneration and other fringe benefits. So far NBL has contributed Tk. 160.12 Lac as medical expenses to its employees and others.

Chapter 3: The concern project

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To gain Competitive advantage through Human Resource Planning of National Bank Limited

3.1 Problem statement

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Inadequate Human Resource planning procedures creates lot of problem .HR planning is significant to perfectly completed the whole procedure. If there is a lacking or lack of concern about the main issue (planning) that whole procedure will fail or vandalize. It results in a number of staff not being sufficiently qualified for the positions, less productivity, less profit. Many people we see in organizations today are in the wrong jobs and as a result, they are not utilizing their full potential because lack of planning. This is compounded by the fact that some companies have built a tradition of hiring people based on personal connections when the person is not qualified for the job. This is a vivid case in most Organizations today. From the authors experience, most recruitment that involves managers is done during discussions at lunch hour, at social clubs or during the coffee break time. All the other processes that follow will only be a formality as the decision would have been made by line managers involved in the process.

3.2 Literature Review: Human Resources Planning Planning for human resource is more important than planning for any other resource as demand for the later depends upon the size and structure of the former whether it is in a country or in an industry. Further management of human resources hardly begins from human resources planning .In fact it is the basis for most of the other functions.

The important of manpower planning in an organization are 1. To recruit and retain the human resources of required quantity and quality. 2. to foresee the employee turnover and make the arrangements for minimizing turnover and filling up of consequent vacancies 3. to meet the needs of the program of expansion, diversification etc., 4. to foresee the impact of technology on work, existing employees and future human resources requirements 5. to improve the standards skill .knowledge,, ability, discipline etc., 6. to assess the surplus or shortage of human resources and take measures accordingly., 7. to maintain congenial industrial relations by maintaining optimum level and structure of human resources; 8. to minimize imbalances caused due to non-availability of human resources of right kind ,right number in right time and right place; 9. to make the best use of its human resources; and 10. to estimate the cost of human resources. What is Human Resources Planning?

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E.W Vetter viewed human resources planning as a process by which an organization should move from its current manpower position to its desired manpower position. Through planning management strives to have the right number and right kind of people at the right places at the right time, doing things which result in both the organization and the individual receiving maximum long-run benefit. According to Leon C Megginson human resources planning is an integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet organizational objectives and satisfy the individual needs and goals of organizational members. Human resources planning may be viewed as foreseeing the human resource requirements of an organization and the future supply of human resources and 1. making necessary adjustments between these two and organizational plans ;and 2. foreseeing the possibility of developing the supply of human resources in order to match it with requirements by introducing necessary changes in the functions of human resources management .In this definition, human resource means skill knowledge, values, ability, commitment, motivation etc., in addition to the number of employees. http://www.citehr.com/4272-human-resources-planning.html

Determining the numbers to be employed at a new location If organizations overdo the size of their workforce it will carry surplus or underutilized staff. Alternatively, if the opposite misjudgment is made, staff may be overstretched, making it hard or impossible to meet production or service deadlines at the quality level expected. So the questions we ask are: How can output be improved your through understanding the interrelation between productivity, work organization and technological development? What does this mean for staff numbers? What techniques can be used to establish workforce requirements? Have more flexible work arrangements been considered? How are the staff you need to be acquired?

The principles can be applied to any exercise to define workforce requirements, whether it be a business start-up, a relocation, or the opening of new factory or office.

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Retaining your highly skilled staff Issues about retention may not have been to the fore in recent years, but all it needs is for organizations to lose key staff to realize that an understanding of the pattern of resignation is needed. Thus organizations should: monitor the extent of resignation discover the reasons for it establish what it is costing the organization compare loss rates with other similar organizations.

Without this understanding, management may be unaware of how many good quality staff are being lost. This will cost the organization directly through the bill for separation, recruitment and induction, but also through a loss of long-term capability. Having understood the nature and extent of resignation steps can be taken to rectify the situation. These may be relatively cheap and simple solutions once the reasons for the departure of employees have been identified. But it will depend on whether the problem is peculiar to your own organization, and whether it is concentrated in particular groups (eg by age, gender, grade or skill). Managing an effective downsizing program This is an all too common issue for managers. How is the workforce to be cut painlessly, while at the same time protecting the long-term interests of the organization? A question made all the harder by the time pressures management is under, both because of business necessities and employee anxieties. HRP helps by considering: the sort of workforce envisaged at the end of the exercise the pros and cons of the different routes to get there how the nature and extent of wastage will change during the run-down the utility of retraining, redeployment and transfers What the appropriate recruitment levels might be.

Such an analysis can be presented to senior managers so that the cost benefit of various methods of reduction can be assessed, and the time taken to meet targets established. If instead the CEO announces on day one that there will be no compulsory redundancies and voluntary severance is open to all staff, the danger is that an unbalanced workforce will

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result, reflecting the take-up of the severance offer. It is often difficult and expensive to replace lost quality and experience. Where will the next generation of managers come from? Many senior managers are troubled by this issue. They have seen traditional career paths disappear. They have had to bring in senior staff from elsewhere. But they recognize that while this may have dealt with a short-term skills shortage, it has not solved the longer term question of managerial supply: what sort, how many, and where will they come from? To address these questions you need to understand: The present career system (including patterns of promotion and movement, of recruitment and wastage) The characteristics of those who currently occupy senior positions The organizations future supply of talent employee. This then can be compared with future requirements, in number and type. These will of course be affected by internal structural changes and external business or political changes. Comparing your current supply to this revised demand will show surpluses and shortages which will allow you to take corrective action such as: recruiting to meet a shortage of those with senior management potential allowing faster promotion to fill immediate gaps developing cross functional transfers for high fliers hiring on fixed-term contracts to meet short-term skills/experience deficits Reducing staff numbers to remove blockages or forthcoming surpluses.

Thus appropriate recruitment, deployment and severance policies can be pursued to meet business needs. Otherwise processes are likely to be haphazard and inconsistent. The wrong sorts of staff are engaged at the wrong time on the wrong contract. It is expensive and embarrassing to put such matters right. How can HRPlanning be applied? The report details the sort of approach companies might wish to take. Most organizations are likely to want HRP systems: which are responsive to change

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where assumptions can easily be modified that recognize organizational fluidity around skills that allow flexibility in supply to be included that are simple to understand and use which are not too time demanding. To operate such systems organizations need: appropriate demand models good monitoring and corrective action processes comprehensive data about current employees and the external labor market an understanding how resourcing works in the organization.

If HRP techniques are ignored, decisions will still be taken, but without the benefit of understanding their implications. Graduate recruitment numbers will be set in ignorance of demand, or management succession problems will develop unnoticed. As George Bernard Shaw said: to be in hell is to drift; to be in heaven is to steer. It is surely better if decision makers follow this maxim in the way they make and execute resourcing plans. Human Resource Planning: an Introduction, Reilly P. Report 312, Institute for Employment Studies, 1996.

3.3 Objective I have divided objective into two parts:

1.4.1 Broad objective I try to gathering knowledge about Human Resource Planning of the Commercial Bank. So I have to know about detail information about How to gain competitive advantage through Human Resource Planning of National Bank Limited. 1.4.2 The specific objectives To know the objectives of Human resource planning of National Bank LTD. To recognize the benefit of HR planning To identify the strategic planning To find the demand forecasting process To distinguish the employee flows in an organization 18

To know how to deal an oversupply situation To know how to deal an undersupply situation

3.4 Methodology
The data was gathered by interview. To gathering that data was taken one day. Data are collected by primary source mainly. The primary datas are used in overall analysis. To complete this research we have to go through to two sources: Primary Data collection: According to the nature of the report we need to collect data through primary source. More over primary data is more reliable, accurate, and organize according to our requirement. I collect date through discuss with HR manager. Secondary data collection: We use internet and book. Limitation I was tried best to make the report perfectly. I also tried to collect details information about planning of human resource. But still I believed that there was some lacking in the information. Because had not enough time. In carrying out the study we faced limitations which are listed below: Lack of facilities provided by the management: At the time of data collection we have faced several problems due to lack of facilities by the management. Available of information: The Company did not provide enough information about the questions.

3.5 Analysis part

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National Bank Limited Objective of Human resource planning of National Bank Limited
To identify the future HR needs To find out the most effective person who will fulfill the Bank work requirement Try to retain the experience employee. National Bank Limited meet HR needs by practicing recruitment and selection process, training and development program, compensation, performance appraisal, performance improvement.

Benefit of HR planning
HR planning helps the job assignment or specification of employee ( what are task, responsibility, duties) HR planning helps sound HRM decision making process Effective HR planning helps perfect recruitment and selection police. It helps compensation, performance Appraisal program Provide job related information such as market survey, pay rate of other competitor.

Strategic planning Determining organization mission

HR department of National Bank has no specific mission statement. They work on organizational overall mission.

Scan the organizational environment

External environment: National bank scan the economic and Industry situation of Bangladesh. If the economic police are expended by the government decision that time recruitment will be large scale and branch will be established. If the investment interest ( that is mention by Bangladesh bank) is low level that time many businessman want to establish industry that time worker are require. If the country political situation is static that time management want to establish more branch. Bank requires more employees to the empty post other high official post fill up the experience worker by promotion or transfer. Internal Environment:

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If the Banks layers of management is expand that time recruitment is needed to fulfill the require post. Some time span of control is increased by the management to control the organization that time Banks need more employee. If the Bank structure (higher level) is change that time Bank recruit the higher level employee by Internal recruitment.

Set strategic goals

Not only fulfill the requirement of the employee but also maximize the output or productivity.

Human resource planning

Two type planning Short term Long term Short term need is fulfill by internship student (who are studying in BBA and MBA) Long term need is fulfill by the proper recruitment and selection process.

Demand forecasting
National Bank Limited uses the statistical approaches to find out the Demand forecasting. Not use judgmental methods. In the statistical approach they use Ratio analysis most of the time. If the customer is increasing that time higher pressure is loading on the employee. so Bank recruit more employee to manage the work. Now Banks existing employee are 3,442.

Employee flows in an organization

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External Recruits

Promotion Demotion Internal transfer

Quits Retirements Deaths

Dealing with an oversupply of personal

When the National Bank limited face the oversupply of employee that time HR Department freeze hiring, restrict overtime. Oversupply is better for Bank because they do lot of work to satisfy the client, client can receive the service very quickly otherwise client can switch the other Bank.

Dealing with an under supply of personal

When the National Bank Limited faces the undersupply of employee that time HR Department hires additional workers, use overtime and additional shifts.

Linking HR planning practices to competitive Advantage

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Select high quality applicants Effective HR planning sound HRM decision making Retain high performing employees Experience employees are Transferred to new branch

Increased Employee Competence

Competitive Advantage

Sound decision can make very significant impact to implement the HR practice. One right decision = One competitive advantage. High quality applicants do more effective rather than average employee. If the Bank can preserve the high performing employee .that can reduce cost of recruitment and organization can get competitive advantage. Experience employee has been transferred to the new branch that must gain effectiveness of work and gear up the speed of work. In this process Bank can get competitive advantage.

3.6 Finding:
National Bank Limited scans the external and internal environment, such as political, economic, industry and layer of management, span of control. National Bank Limited uses the statistical approach, mainly Ratio analysis.

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Employee inflow by External Recruit and outflow through quits, retirement, deaths, layoffs. National Bank limited is freezing hiring, restrict overtime when facing oversupply. Bank is hiring additional workers, using overtime, adding additional shifts when facing undersupply.

3.7Recommendation:
National Bank Limited should mention the mission statement of HR planning. National Bank Limited should use Trend Analysis or Regression Analysis, not depends only Ratio Analysis. Bank should recruit from campus recruitment. National Bank should improve retention by effective planning. 24

HR Planning should be update in time interval then it will be most effective.

3.8Conclusion: Commercial Bank can gain competitive advantage through Human

Resource Planning. HR Planning can be a vital point as a starting drive. National Bank has a very significant HR Planning that helps organization to uninterrupted service to client without any scarcity of employee. National Bank Limited do many human resource practice to find out the effective and efficient employee for maximize the competitive advantage.

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3.9Reference:
http://www.citehr.com/4272-human-resources-planning.html Human Resource Planning: an Introduction, Reilly P. Report 312, Institute for Employment Studies, 1996.

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