Executive Summary

A Bank is an economic institution whose main aim is to earn profit through exchange of money & credit instruments. It is a service oriented as well as profit oriented organization. To perform those two functions simultaneously, the Bank divides its operation into several parts. HRM is the most important part of a Bank. Southeast Bank Limited is a scheduled commercial bank in Bangladesh. It established in Bangladesh under the Banking Companies Act, 1991.Southeast Bank Limited (SEBL) is one of the leading private commercial Banks having a spread network 64 branches,15 SME services, 1offshore across Bangladesh and plans to open few more branches to cover the important commercial areas in Bangladesh. The bank has been operating in Bangladesh since 1995 and has achieved public confidence as a sound, stable and trustworthy Bank. This report includes how HRM policies and practices are implemented, what are the possible divisions and work distribution in an HRD, recruitment process, training and development initiatives, how to keep employees motivated as well as how to control insubordinations, compensation and benefits planning, how to lead etc. Southeast Bank has a rich Human Resource Policy. It maintains the organizational responsibilities successfully. The HR team of Southeast Bank is completely organized and well reputed team. My personal views about the HRM Planning and Policy, my value addition to the HRP are also included in the report. With limited knowledge and study I tried my best to make this report as much understandable as possible. The various boundaries to process improvement and maintaining ethical standards in a corporate environment have also been experienced. But even so, how those policies and practices are In-Line with the corporate strategy are discussed in this report. Before drawing any conclusion based on this report it may be noted that the report was prepared in a very short term and there is lack in data. But still the report may be useful for designing any further study to evaluate the HR facilities provided by the Bank.

Banking sectors in Bangladesh 2.1 Introduction

The Jews in Jerusalem introduced a kind of banking in the form of money lending before the birth of Christ. The word 'bank' was probably derived from the word 'bench' as during ancient time Jews used to do money -lending business sitting on long benches. First modern banking was introduced in 1668 in Stockholm as 'Svingss Pis Bank' which opened up a new era of banking activities throughout the European Mainland. In the South Asian region, early banking system was introduced by the Afgan traders popularly known as Kabuliwallas. Muslim businessmen from Kabul, Afganistan came to India and started money lending business in exchange of interest sometime in 1312 A.D. They were known as 'Kabuliawallas'.

2.2 Number and Types of Banks in Bangladesh The number of banks in all now stands at 49 in Bangladesh. Out of the 49 banks, four are Nationalized Commercial Banks (NCBs), 28 local private commercial banks, 12 foreign banks and there stfive are Development Financial Institutions (DFIs). Sonali Bank is the largest among the NCBs while Pubali is leading in the private ones. Among the 12 foreign banks, Standard Chartered has become the largest in the country. Besides the scheduled banks, Samabai (Cooperative) Bank, Ansar-VDP Bank, Karmasansthan (Employment) Bank and Grameen bank are functioning in the financial sector. The number of total branches of all scheduled banks is 6,038 as of June 2000. Of the branches, 39.95 per cent (2,412) are located in the urban areas and 60.05 per cent (3,626) in the rural areas. Of the branches NCBs hold 3,616, private commercial banks 1,214, foreign banks 31 and specialized banks1,177. Bangladesh Bank (BB) regulates and supervises the activities of all banks. The BB is now

carryingout

reform

program

to

ensure

quality

services

by

the

banks.

Bangladesh Bank(BB) Nationalized Commercial Banks (NCBs ) Private Commercial Banks ( PCBs) Foreign Banks Development Banks Other

BangladeshBank Bangladesh Bank (BB) has been working as the central bank since the country's independence. Its prime jobs include issuing of currency, maintaining foreign exchange reserve and providing transaction facilities of all public monetary matters. BB is also responsible for planning the government's monetary policy and implementing it thereby. The BB has a governing body comprising of nine members with the Governor as its chief. Apart from the head office in Dhaka, it has nine more branches, of which two in Dhaka and one each in Chittagong, Rajshahi, Khulna, Bogra, Sylhet, Rangpur and Barisal. Nationalized Commercial Banks (NCBs) 1. 2. 3. 4. Sonali Bank Janata Bank Agrani Bank Rupali Bank

Private Commercial Banks (PCBs) 1. Pubali Bank 2. Uttara Bank 3. National Bank Ltd. 4. The City Bank Ltd. 5. United Commercial Bank Ltd. 6. IFIC Bank Ltd. 7. Islami bank Bangladesh Ltd. 8. Eastern Bank Ltd. 9. National Credit & Commerce Bank Ltd. 10. Prime Bank Ltd. 11. South East Bank Ltd. 12. Dhaka Bank Ltd. 13. Al-Arafah Islami Bank Ltd. 14. Dutch-Bangla Bank Ltd. 15. Mercantile Bank Ltd. 16. Standard Bank Ltd.
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17. One Bank Ltd. 18. EXIM Bank 19. Shah Jalal Bank Limited (Based on Islamic Shariah) 20. Mutual Trust Bank Ltd. 21. First Security Bank Ltd. 22. The Premier Bank Ltd. 23. Bank Asia Ltd. 24. The Trust Bank Ltd. Foreign Banks 1. HSBC Ltd. 2. Standard Chartered Grindlays Bank 3. Habib Bank Ltd. 4. State Bank Of India 5. Credit Agricole Indosuez (The Bank) 6. National Bank of Pakistan 7. City Bank NA 8. Hanvit Bank Ltd. 9. Standard Chartered Bank 10. American Express Bank Development Banks 1. Bank of Small Industries & Commerce Bangladesh Ltd 2. Bangladesh Krishi Bank 3. Bangladesh Development Bank Ltd. (The bank came into effect with the merger of ailing Shilpa Bank and Shilpa Rin Sangstha.) Other 1. Karmasansthan Bank 2. Bangladesh Samabai Bank Ltd. (BSBL) 3. Grameen Bank

2.3 Southeast Bank Limited Profile

Southeast Bank Limited is a second-generation bank that was established in 1995 with a dream and a vision to become a pioneer banking institution of the country and contribute significantly to the growth of the national economy. SEBL is a scheduled Bank under private sector established under the ambit of bank Company Act, 1991 and incorporated as a Public Limited Company under Companies Act, 1994 on March 12, 1995. The Banking License for the Bank was issued by Bangladesh on 23, 1995. The Bank & its first branch at the busiest commercial hub of the country at 1, Dilkusha Commercial Area, Dhaka were opened on May 25, 1995. During this short span of time the Bank had been successful to position itself as a progressive and dynamic financial institution in the country. The Bank had been widely acclaimed by the business community, from small entrepreneur to large traders and industrial conglomerates, including the top rated corporate borrowers for forward-looking business outlook and innovative financing solutions. Thus within this very short period of time it has been able to create an image for itself and has earned significant reputation in the countrys banking sector as a Bank with vision. The Bank was established by leading business personalities and eminent industrialists of the country with stakes in various segments of the national economy. The incumbent Chairman of the Bank is Mr. Alamgir Kabir, FCA, a professional Chartered Accountant. Mr. M. A. Kashem a member of the Board and Mr. Yussuf Abdullah Harun, FCA were past Presidents of the Federation of Bangladesh Chamber of Commerce and Industries (FBCCI). The Company Philosophy A Bank with Vision has been preciously the essence of the legend of banks success. Southeast Bank Limited has been awarded license by the Government of Bangladesh as a Scheduled Bank in the private sector in pursuance of the policy of liberalization of banking and financial services and facilities in Bangladesh. In view of the above, the Bank within a period of 15 years of its operation achieved a remarkable success and met up capital adequacy requirement of Bangladesh bank. It has been growing faster as one of the leaders of the new generation banks in the private sector in respect of business and profitability as it is evident from the financial indicators. Today Southeast Bank Limited is one of the leading and most successful banking institutions in Bangladesh with a total asset of Tk. 1, 12,676.98 million as on December 31, 2009. The Bank had 1,419 staff of which 113 were Executives, 1,141 were Officers & 165 were other staff as on December 31, 2009. Presently it has fifty six (56) branches in operation.

Southeast Bank takes pride for bringing women into the banking profession in a significant number for gender equality. At present, 32% of SEBL's employees are women that will rise to 45% over the next five years.

2.3.1 Mission, Vision , Commitment to Clients & Strategies Mission High quality financial services with the help of latest technology.

Vision

Fast and accurate customer service. Sustainable growth strategy. Follow ethical standard in business. Steady return on shareholders equity. Innovative banking at a competitive price. Deep commitment to the society and the growth of national economy. Attract and retain quality human resource.

To stand out as a pioneer banking institution in Bangladesh and contribute significantly

to the national economy. Commitment to Clients

Provide service with high degree professionalism and use of modern technology. Create long term relationship based on mutual trust. Respond to customer needs with speed and accuracy. Share their values and beliefs. Grow as bank customer grows. Provide product at service at competitive pricing. Ensure safety and security of customer valuables in trust with us.

Strategies

Synchronized and steady growth of the bank. Utilize all available resources to develop various plans, policies and procedures in
each of the objective and goal areas. Implement plans, policies and procedures. Utilize a team of professional employees.

 Search for a total customized solution of I.T. for the purpose of full automation
step.

2.3.2 Core Objectives The bank's overall objective is to have a higher profitability than that of the weighted average of other banks. As such the main focus of the Bank is on highly profitable business with convincing growth potential. Vision for the future is the characteristic that differentiates Southeast Bank from other competitors. 2.3.3 Main Operational Area As a commercial bank, Southeast Bank does all traditional banking business including the wide range of savings and credit scheme products, retail banking and ancillary services with the support of modern technology and professional excellence. The bank has launched a number of financial products and services since its inception. Among them different types of monthly savings schemes have achieved wide acceptance among the people. 2.3.4 General Banking General Banking is designed to provide financial service to the general people in saving their money, smoothing transactions for businessman and ensure security of the precious wealth of the clientele. Under general banking the Southeast Bank Ltd. provides offers varies kind of accounts, remit funds, issue demand draft, telegraph transfer, pay order etc. since bank is confirmed to Provide the services everyday general banking is also known as Retail Banking. Deposit Schemes: Bank has the following customer friendly deposit schemes:

Current Deposit Scheme (CD) Savings Deposit scheme (SB) Short Term Deposit Scheme (STD) Millionaire Deposit Scheme (MDS) Pension Savings Scheme (PSS) Education Savings Scheme (ESS) Monthly Savings Scheme (MSS) Double Benefit Deposit Scheme (SBDS) Fixed Deposits (1, 2, 3, 6 & 12 months).

SEBL Services: 1) Small & Medium Enterprise (SME) Banking:

Bank provides credit facilities to the small and medium entrepreneurs to be more productive and stable. Purpose

Working capital. Fixed assets. Delivery Van / Transport for business purpose. Renovation of shop / office / business premises.

Mode of Finance Overdraft. Hire Purchase. Term Loan. Lease Finance. Period of Loan Continuous Loan: 01 (one) year. Term Loan: Maximum 05 (five) years.

2) Dual Currency VISA Credit Card Features and Benefits : Apply now & enjoy the spectacular facilities of Southeast Bank Visa Credit Card ,Single Card-Dual Use (Local & International): SEBL Visa (Dual) Credit Card has unique feature of allowing limits both for local and international usage in a single card. However, one may opt for separate cards if he / she finds the same convenient for him / her. SEBL Visa (Dual) Credit Card is accepted at any merchant locations or payment counters displaying Visa logo in any part of the world. 20 - 50 Days Interest Free Credit Facility: SEBL Visa Credit Card allows free credit facility on purchase up to minimum 20 days and maximum 50 days without any interest if there is no outstanding amount on the card account in the previous month's bill. 50% Cash Drawing Facility at ATMs and any Southeast Bank Branch: SEBL Credit Cardholder can draw cash up to 50% of the credit limit against his / her card. Cash may be drawn from all ATMs or payment counters having Visa logo. Cash withdrawal facility is also available from any of our branches across the country. No interest free grace period is available for any cash advance.

Easy Repayment: Cardholder has also the option of paying a minimum of 5% of his / her bill amount every month and thus can enjoy the flexibility to plan repayment in installment basis. Auto Payment facility: If a cardholder maintains an account with any of the SEBL branches, he / she can instruct us to realize the monthly bill against his / her credit card from his / her SB/CD/STD account automatically. Payment of International Roaming Bill of Mobile Phone: Cardholder can pay his / her international roaming bill of cell phone through Credit Card.Auto Debit Facility of Mobile Phone Post Paid Subscribers Free Supplementary Cards: Supplementary cards are issued against a Principal Card. While each supplementary cardholder will have his / her own independent usage within the principal card - holder's credit limit, the expenses will be charged to the principal card - holder's account. Separate limit but not exceeding the principal may be fixed for each supplementary card. SMS Push - Pull Service: Cardholder can enquire about his / her credit card status through his / her cell phone. Push services: o Transaction alert o Bill status Pull services: o Balance enquiry o Statement status o Minimum due status o Last transaction enquiry o 24 hours Customer Service. 3) Southeast Bank ATM / Debit Card o o o o 24/7 accessibility across the country; Accessibility through DBBL ATM Network Its free for the first year Renewal fee is Taka 500 (Five Hundred) only;

4) Southeast Bank Virtual Card : Virtual Card will only be used for online payment on internet against the fees as under o Membership Fees of Foreign Professional and Scientific Institutions

o Fees for Application, Registration, Admission, Examination (TOEFL, SAT etc.) in connection with admission into foreign educational institutions 5) Remittance Business: We deliverer money to the beneficiaries without service charges. We assure confidentiality in transactions. Additional features of our one - stop remittance delivery service are: o Home delivery of remittance business where necessary and possible. o Initiate Remittance Card Service for use in ATM booths. o Register data for later use for instant cash payment over the counters. o On line account credit to those who have accounts with branches of Southeast Bank. 6) SWIFT Services: The Society for Worldwide Inter Bank Financial Telecommunication ("SWIFT") operates a worldwide financial messaging network. Messages are securely and reliably exchanged between banks and other financial institutions. Southeast Bank Limited has SWIFT services. The Bank's SWIFT address is SEBD BD DH. 7) Locker Services 8)ATM Services 9)Internet Banking Services 10)Bill Payment Services 11)E-Statement Services

2.3.5 Loans and Advance:

It is generally believed that confidence is the basis of all credit transaction. The fundamental principle upon which credit is generally based on character, capacity, capital, Responsibility, reliability and resources of borrower. Lending is a function that is crucial to the banker, because of the associate risk and profit potential. Quality of lending depends on safety, liquidity, yield, diversity, productivity, purpose national and social interest, management ability, borrower analysis and business analysis. Foreign Trade : Foreign Trade based on two parts 1) Import: Southeast Bank Limited offers comprehensive range of Import services. Southeast Bank Limited is highly respected in the world of international finance and cross border transactions. Import Letters of Credit: We issue Import Letters of Credit on behalf of our customers. Our experts can advise in drafting the LC terms and conditions so as to protect customers' interests.

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Import Collection Bill Services: Documentary Collections are a common and flexible method of payment for goods purchased from suppliers in abroad. Rely on our expertise in efficient and prompt handling of Import collection documents. 2)Export : Southeast Bank Limited offers a wide range of export services. Routing all export related transactions through Southeast Bank Limited could eliminate many of exporting hassles. With our expertise and experience, we can structure and customize solutions for specific requirements.

2.3.6 Islamic Banking Window The Bank started its Islamic Banking Operations on July 28, 2003. The Bank opened 03 (Three) Islamic Banking Branches in the year 2003 and 02 (two) Islamic Banking Branches in the year 2004. At present, the Bank has 05 (five) Islamic Banking Branches out of total 64 branches, 15 SME Service Centers and 1 offshore Banking Unit. To further streamline Islamic banking operations of the Bank within the purview of Bangladesh Bank BRPD Circular No. 15 dated November 09, 2009, the Islamic Banking Wing of the Bank has already been converted into a full-fledged Islamic Banking Division from December 27, 2009. A separate account with Bangladesh Bank for maintaining CRR/SLR of Islamic banking fund of the Bank has also been opened to comply with the guidelines of Bangladesh Bank. The Bank provides all kinds of Islamic Banking services to the customers within the provisions of the Bank Company Act 1991, Bangladesh Banks Directives and the principles of Islamic Shariah. The funds and accounts of Islamic banking branches are completely separate from those of the conventional ones. Deposits offered by the SEBL under Islamic Banking are:

Al-Wadia Current Account. Mudaraba Saving Deposits. Mudaraba Saving Deposits staff. Mudaraba Short Term Deposits. Mudaraba Term Deposit. Mudaraba Fixed Deposit Receipt. Mudaraba Double Benefit Scheme. Mudaraba Hajj Shanchy Prokolpo. Mudaraba Millionaire Deposit Scheme.

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2.3.7 Organogram of Southeast Bank Limited: Board of Directors:

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Executive Committee:

Management Team:

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Management Aspects The SouthEast Bank Limited Management Team comprises of a group of people and each them comes with an international working background and is committed in leveraging their experience to take SEB to greater heights by ensuring top line revenues with dynamic capabilities. This Management Team is unique in being able to envision the need of the business by bringing in admixture of advanced technology solutions know-how and revamping the organizational makeup for maximum profitability. Other than the President and Managing Director, the remaining Management Team Members each lead a functional Department. This mix of people is persistent to provide unparallel services to its customers, come up with timely and innovative products and services and to enhance the capabilities of its people of its people while emphasizing on the latest technology. This they believe will take the bank to a foremost position in the country by the turn of the year 2008. This team is to drive the business to maximize the operational excellence and efficiency through acquisition of talent, developing systems, processes and people and through blending of these to let customers revel in with fulfillment and permanency. Like any other business organization, all the major decisions in SEB are made by the top management committee. The board mainly establishes the objectives and policies of the bank. There are three committees of the board for different purpose. a) Executive Committee This committee is comprised of Chairman, four members of the bank and one member secretary. The functional and responsibilities of this committee is to establish and periodically review the banks overall credit and lending policies and procedures, development and implement uniform and minimum acceptable credit standards for the bank, new credit proposal assessment and approval etc. b) Audit Committee The main objective of this committee is to assist Board of Directors with regard to the audit of financial reports, management reports by the external auditors, internal controls and internal audits. SOUTHEAST have four members in audit committee. c) Management Committee The main objective of this committee is to ensure business operations are in line with the Banks policies, strategies and objectives, the bank has set up. This committee consists of the Managing Director, Deputy Managing Director and different business unit heads. Types of Accounts a) Investors Discretionary Account (IDA): This leveraged account is managed by the account holder through us. By this the investor bears the risk of investment and also its gain or loss.
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b) Banks Discretionary Account (BDA): With this account the Bank, on behalf of the account holder, uses its discretion in managing the account. The investor lays down his/her investment objectives and the Bank designs a portfolio aligning the investors' risk-return profile.

2.3.8 Services
Application, Transfer and Collection of Shares and/ or Dividends: Arranged by SouthEast bank limitedon behalf of the clients. a) Safe Custody of Securities: Securities are kept in the SouthEast bank limitedvault. b) IPO and Private Placement: SouthEast bank limitedfurnishes the account holders, information about forthcoming IPOs and Private Placement through FAX, e-mail and letters upon request. c) Statement of Accounts: MBW of SouthEast bank limitedsends portfolio information to the account holders every 6 months. Besides, the account holders may also obtain information on their portfolios any time upon request. Investors can access their portfolio any time from any part of the country through SMS and Phone Service. d) Fees and Charges: Criteria Minimum deposit Loan Facility (optional) Documentation charge Brokerage Commission* Portfolio Management Fee* Service Charge Certificate* Rate of These are the main divisions the structures and functions of each of these divisions are described below: a) Internal Control and Compliance The main function of this division is to provide legal assistance to the branches and implement recovery strategy for stuck-up loan and to ensure strict adherence of rules and policies by all connected of the bank through routine and surprise inspection and audit. on IDA BDT 10,00,000 Max BDT 5.00 crore BDT 500.00 0.35% on transaction value 1.50% p.a., on Portfolio value, charged quarterly BDA BDT 10,00,000 Max BDT 5.00 crore BDT 500.00 0.35% on transaction value 2.00% p.a., on Portfolio value, charged quarterly Tk.300.00 per year

Portfolio Tk. 200.00 per year

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 Efficiency and effectiveness of activities Reliability, completeness and timelines of financial and management information. Laws, Regulations, Internal Policies and Procedures are meticulously followed Compliance with applicable law and regulation. Accountability to the Board Adequate safeguards are taken for Bank's physical /operational / IT security b) Financial Institutions and Treasury Treasury unit is a core banking unit with its leading-edge technology and steadily growing volume of activity in the markets, SOUTHEAST BANK LIMITEDs treasury unit and currency dealing desks have consolidated its position as a well-known and well establish counterpart in the newly transformed Free Floating rate, dealing daily with a wide circle of both bank and nonbank customers all over Bangladesh. Our everyday business evolves around participation in Money Market and Foreign Exchange Market in a substantial volume. c) Human Resources Division The employees of SouthEast bank limitedLimited are the most valuable asset for the bank. Having competent and professional employees is becoming increasingly important in todays competitive world, and SOUTHEAST BANK LIMITED has a significant competitive advantage in this respect. Many of its employees have worked here from the beginning of the bank and therefore have vast experience in their respective field. Also the new employees are recruited with high academic background and given proper training after recruitment to groom up for their responsibilities. At present around 24,000 people are employed with SOUTHEAST BANK LIMITED. All aspects of the employees looked after by the Human Resource Division. HR division is responsible mainly for recruitment, Development, Rewarding and Benefits of the staffs. The mission statement of HR division is we will ensure the skilled employments where we will work with fun and pride. d) Board Division In Board Division works the company secretary. They take decision and run the organization properly. e) Share Division The Customer authorizes SouthEast bank limitedLimited to exchange, share, part with all information related to the details and transaction history of the Customers to its Affiliates / banks financial institutions / credit bureaus / agencies/participation in any telecommunication or electronic clearing network as may be required by law, customary practice, credit reporting, statistical analysis and credit scoring, verification or risk management and shall not hold SouthEast bank limitedLimited liable for use or disclosure of this information. f) Finance Division Finance division is very significant division for any Bank, the main objectives of Finance Division are: o Maintain daily liquidity positions, treasury bills, call money, debentures, placement of fund etc.
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o Monthly-accrued interest assessment of all interest bearing accounts, inter-branch assessment, and amortization of all fixed and other assets. o o o Fulfilling reporting requirements of Bangladesh Bank. o Maintenance of accounts, income and expenditure posting, salaries, Provident Fund etc.

3 HRM Policies and Practices: Theoretical Perspective 3.1 Human Resource Management
Human Resource Management (HRM) is concerned with the people dimension in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to high level of performance and ensuring that they continue to maintain their commitment to he organization are essential to achieving organizational objectives. This is true regardless of the type of organization-government, business, education, health, recreation, or social action. Getting and keeping good people is critical to the success of every organization, weather profit or nonprofit, public or private. Human resource management can be defined as a process of procuring, developing & maintaining competent human resource in the organization so that goals of an organization are achieved in an effective and efficient manner. Human Resource Management The policies and practices involved in crying out the people or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.

3.2 Human Resource Division (HRD) of AB Bank Limited

Human Resource Division of ABBL is performed is one of the most valuable departments with the responsibilities of staffing, training and development, organization development, performance appraisals, rewarding, control and maintenance etc. with the start of ABBLs banking operation the Human Resource Division (HRD) was not a strong position and structured it is now. The HRD of ABBL is consists fourteen competent and experienced executives to carry out the whole responsibilities. The Human Resource Division of ABBL stands in its Head Office at BCIC Bhaban under the direct supervision of the top management.

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3.3 Objective of Human Resource Division (HRD)

Make employee relation. Improve the employee efficiency. Creating and enabling environment through information sharing Introducing a better par package. Performance evaluation of the employee. Ensure the skill employment. Encouraging cross functional teaming as and when possible.

3.4 Recruitment & Selection

Recruitment is a linking function joining together those with jobs to fill those seeking jobs .It is a joining process in that it is tries to bring together job seekers and employer with a view to encourage the former to apply for a job with latter. The objective of recruitment is to develop a group of potentially qualified people. To this end, the organization must project the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract qualified applicants and proved enough information for nonqualified persons to self-select themselves out. To select is choose. Selection is a screening process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individuals who can most successfully perform the job from the pool of qualified candidates. Selection starts after the recruitment process is over and job applications have been received. Core HR Process Recruitment and Selection Training and Development Compensation and Benefits Head of HRD Operations Remuneration Management Information SystemTraining and Development . Classification of Post The employees of the Bank shall be classified and designated as shown below. Any change, addition, alteration, in the classification and designation shall require prior approval of the Board/any committee assigned for this task. a) Executives & Operational Officers Managing Director. Deputy Managing Director. Senior Executive Vice President Executive Vice President Senior Vice President. Vice President Senior Assistant Vice President. Assistant Vice President. Senior Principle Officer
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 Management Trainee Officer (Entry Level) Principle Officer Senior Officer. Officer Trainee Officer (Entry Level) b) Non-Officers Sr. Computer Operator/Stenographer Cash Typist Telephone Operator Electrician c) Members of Staff Driver Recruitment needs Planned The needs arising from changes in organization and retirement policy. Anticipated Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. Unexpected Resignation, deaths, accidents, illness give rise to unexpected needs.

Purposes of Recruitment Attract and encourage more and more candidates to apply in the organization. Create a talent pool of candidates to enable the selection of best candidates for the organization. Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.

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Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants.

Recruitment Process Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Posts to be filled Number of persons Duties to be performed Qualifications required

Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making

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1. 2. 3. 4. 5. 6. 7.

Identify vacancy Prepare job description and person specification Advertising the vacancy Managing the response Short-listing Arrange interviews Conducting interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities. Sources of Recruitment Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.

Sources of Recruitment

Factors Affecting Recruitment The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are:

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Factors Affecting Recruitment

Recruitment Budget: Managing Director & CEO will determine and analyze the necessity of manpower based on recruitment required by the Departments and projected budget based on the year after discussing with different department heads. Therefore, it is the responsibility of the management to examine the work load and carry out the job analysis and as well as looking into the real requirement of employees under various categories, to see whether an additional hand is really necessary Board of directors holds the authority to finally decide any matter regarding any sort of recruitment. Besides they are the supreme authority to create any kind of new position.

Southeast Bank must recognize the importance of manpower estimation and accordingly an organization structure should be prepared for the Bank and for each Division & Branch. The organization structure shall however, not be rigid, it may be reviewed and revised when necessary from time to time. Subject to review from time to time, the competent authority as per power delegated by the Board will make the appointments

3.5 Job Analysis Job analysis is the procedure through which you determine the duties and nature of the jobs and the kinds of people who should be hired for them. You can utilize the information it provides to write job descriptions and job specifications, which are utilized in recruitment and selection, compensation, performance appraisal, and training. I. Steps in Job Analysis Job Analysis process has following steps: a. Identify how the information will be used because that will determine what data will be collected and how it should be collected. Interviewing and position analysis questionnaire are some examples of data collection techniques.

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b. Review relevant background information, such as organization charts, process charts, and job descriptions. c. Elect representative positions to analyze because there may be too many similar jobs to analyze, and it may not be necessary to analyze them all. d. Analyze the job by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. e. Review and verify the job analysis information with job incumbents to confirm that it is factually correct and complete. f. Develop a job description and job specification from the job analysis information. II. Job Analysis Methods Job analysis traditionally has been conducted in a number of different ways. Also, firms differ in their needs and in the resources they have for conducting job analysis.

Methods of Collecting Job Analysis Information Introduction

An HR specialist (an HR specialist, job analyst, or consultant), a worker, and the workers supervisor usually work together in conducting the job analysis. Job analysis data is usually collected from several employees from different departments, using interviews and questionnaires. The data is then averaged, taking into account the departmental context of the employees, to determine how much time a typical employee spends on each of several specific tasks. The Interview

1. The three types of interviews managers use to collect job analysis data are: individual (to get the employees perspective on the jobs duties and responsibilities, group (when large numbers of employees perform the same job), and supervisor (to get his/her perspective on the jobs duties and responsibilities). 2. The pros of using an interview are that it is: simple, quick, and more comprehensive because the interviewer can unearth activities that may never appear in written form. 3. The following questions are some examples of typical questions. What is the job being performed? In what activities do you participate? What are the health and safety conditions? Figure 3-3 gives an example of a job analysis questionnaire. 4. The following are interview guidelines: a) the job analyst and supervisor should identify the workers who know the job best and would be objective; b) establish a rapport with the interviewee; c) follow a structured guide or checklist; d) ask worker to list duties in order of importance and frequency of occurrence; and e) review and verify the data.

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b. Questionnaire 1. Structured or unstructured questionnaires may be used to obtain job analysis information 2. Questionnaires can be a quick, efficient way of gathering information from a large number of employees. But, developing and testing a questionnaire can be expensive and time consuming. c. Observation 1. Direct observations are useful when jobs consist of mainly observable physical activity as opposed to mental activity. 2. Reactivity can be a problem with direct observations, which is where the worker changes what he/she normally does because he/she is being watched. 3. Managers often use direct observation and interviewing together. d. Participant Diary / Logs 1. The employee records every activity he/she engages in, in a diary or log along with the amount of time to perform each activity to produce a complete picture of the job. 2. Employees may try to exaggerate some activities and underplay others. e. Quantitative Job Analysis Techniques 1. Position Analysis Questionnaire (PAQ) is a questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs, see Figure 3-5, on five basic activities: a) having decision-making/communication/social responsibilities, b) performing skilled activities, c) being physically active, d) operating vehicles/equipment, and e) processing information. 2. Department of Labor Procedure (DOL) is a standardized method for rating, classifying, and comparing virtually every kind of job based on data, people, and things. Table 3-1 shows a set of basic activities, and Figure 3-6 gives a sample summary. 3. Functional job analysis: 1) rates a job on data; people; things; the extent to which specific instructions are necessary to perform the task; the extent to which reasoning and judgment are required to perform the task; and mathematical ability required to perform the task; and 2) identifies performance standards and training requirements. f. Using Multiple Sources of Information Likely, no one job analysis method will be used exclusively. A combination is often more appropriate. 1. Where possible, collect job analysis data using several types of collection techniques and respondents. 2. Potential inaccuracies in peoples judgments could lead to inaccurate conclusions III. Source of Data Main sources of collection of data for job analysis are as following:
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Employees Supervisor Manager Job Analyst Job Analyst (HR) Outside consultant Supervisor/Manager

IV. Problems with Job Analysis Too lengthy

Time consuming and requires much patience Might be a reflection of stereotypes

V. Job analysis outcomes a. Job description The job description is a document that provides information regarding the tasks, duties, and responsibilities of the job. Job description takes on an even greater importance under the Americans with Disabilities Act because the description of essential job functions may be critical to a defense regarding reasonable accommodation. 1. Job Identification contains the job title, the FLSA status, date, and possible space to indicate who approved the description, the location of the job, the immediate supervisors title, salary and/or pay scale. 2. Job Summary should describe the general nature of the job, and includes only its major functions or activities. 3. Relationships occasionally a relationships statement is included. It shows the jobholders relationships with others inside and outside the organization. 4. Responsibilities and Duties The Department of Labors Dictionary of Occupational Titles can be used for itemizing the jobs duties and responsibilities. 5. Standards of Performance states the standards the employee is expected to achieve under each of the job descriptions main duties and responsibilities. b. Job specification Minimum acceptable qualifications that a person should possess to perform the job are included in the job specification. Some of the items often included are requirements for education, experience, personality, and physical abilities.

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c. Job evaluation In Job Evaluation process the worth of job is identified based upon job comparability and according to worth, importance of job and relative value Compensation is designed and selected

3.6 Selection Process Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can be done only when there is effective matching. By selecting best candidate for the required job, the organization will get quality performance of employees. Moreover, organization will face less of absenteeism and employee turnover problems. By selecting right candidate for the required job, organization will also save time and money. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested. But selection must be differentiated from recruitment, though these are two phases of employment process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job. The Employee selection Process takes place in following order1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Preliminary interviews are also called screening interviews. 2. Application blanks- The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc. 3. Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased. 4. Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer.
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5. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. 6. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed. Trainee Officer On need basis, whenever a vacancy arises by various reasons or new business need; recruitment will be made through a basic job related written test and an interview session commanding by the Head of Human Resources. Suitable candidates are selected from the dropped application for various post and high recommendations. Minimum qualification for this level is graduation from any reputed university. Question for trainee officer is prepared by the officers of the HR division and paper is also checked by them. If candidates are selected as TO then they have to work in cash minimum 2 years. For TO viva is done internally by the HR division. If TO want to be SPO than they have to give an examination. Management Trainees Management trainees are required on planned basis to develop a team of young potential fresh graduates to develop them as future leaders of the bank. The numbers of selection determined every year depending on the changes in business and turnover. The selection process is done through a stiff competing method. The candidates are expected to be with high academic performance from any reputed foreign or local University. Written exam covers information technology, mathematical aptitude, English, general knowledge, economics and general questions. After primary selection candidates have to face a long interview session with the top management. After all procedure there is few candidates can convince the higher management and appointed as Management Trainee of ABBL. For MT recruitment following guideline is go behind. Qualification for MT is required minimum musters pass/ MBA from any reputed/listed University. o Candidate CGPA must be 3.25 o No third class would be allowed. o Question for Management Trainee Officer is prepared by IBA and paper is checked by the recruitment agency E-Zone. o Viva is also done by E-Zone o MT recruitment is done once in a year and around 60 qualify candidates are select for this post. o If candidates are select as MT then he or she will send for BIBM training
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Lateral Entry External recruitment at any level made only when, internal successor is not available or totally a new position created for the business need or/and a technical job arises. This may done by publicizing the position opening through newspaper advertisements in leading national dailies or throughout the online job portal as ABBL is the corporate client of BD Jobs. Here candidates are recruited base on their previous experience and performance. Candidate must have at least 3 years or more work experience. 3.7 General Recruitment Guidelines The Bank entertains a discrimination free hiring policy. All recruitment policies within the organization are in line with the statutory employment laws of Bangladesh and as per approval of the Bank's Board of Directors. The following are some basic guidelines followed for recruitment: For Members of Officer Have to be Graduate/ Post Graduate. Have to maintain service rule. He has to be knowledgeable Employee must be maintain discipline. Regarding office work one has to be very particular. He has to be experience in 3 years or more (For lateral employee). Have to be able to decision making & solving the problem Approach should be confidential. Female is concerned respectable dress. Male is concerned ware light color shirt & tie For Members of Staff Recruit to him in reference S.S.C level of education might be required for all staff without cleaner. Supervisory staff be able to read & write comfortably .HR division should approve all expectations. The candidate must be over 18 yrs old as per employment laws in Bangladesh. Specific tests might be taking as per the job requirements such as Hand Eye coordination test & test for reflexes for driver. Also take field test & room test for driver. Any other physical attributes that might be required for a specific job that would be considered while selecting an individual, for Example good eyesight for driver.

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Media used for Vacancy Announcement The Bank is committed to providing equality of opportunity for all and welcomes applications from all individuals for advertised job that match skill & interests. All job application's complete a Bank application from when applying for a vacancy rather than sending a CV. It's the policy to advertise vacancies in publications that are relevant to the nature & level of the job. Vacancies are advertised in the newspaper & on the internet for the post of probationary officer (PO), management trainee officer (MTO), trainee officer. Application in Response to Advertisement The Human Resources Department will prepare an appropriate recruitment advertisement for the position and submit it for review and approval by the appropriate Manager. The Human Resources Department will administer the placement of the advertisement and monitor applications received. Generally HR Department follow the education level and reference of the candidates who appear to fulfill the job requirements as per the Recruiting Department are shortlisting and HR Division calls him or her for selection test and interview. For Members of Operational Officer & Non Operational Officer Applications are received by the Head of HR Division from the candidate and short-listed by HR Department based on the following process: Verifies and ensures that all relevant documents are submitted. Verifies their education level that should be Graduate and Masters. Verifies their References. If candidate are fulfill their job requirement HR Department takes written test and interview for selecting employee. For Members of Staff Staff is selected by the reference but takes the room test and field test by the HR Division for candidate selection. The Employee selection Process takes place in following order1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company. Preliminary interviews are also called screening interviews. 2. Application blanks- The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc.

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3. Written Tests- Various written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased. 4. Employment Interviews- It is a one to one interaction between the interviewer and the potential candidate. It is used to find whether the candidate is best suited for the required job or not. But such interviews consume time and money both. Moreover the competencies of the candidate cannot be judged. Such interviews may be biased at times. Such interviews should be conducted properly. No distractions should be there in room. There should be an honest communication between candidate and interviewer. 5. Medical examination- Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism. 6. Appointment Letter- A reference check is made about the candidate selected and then finally he is appointed. 3.8 Employee Orientation Orientation programs are more than just an opportunity to tell the employee what is expected. It's also a great way to show where he or she fits in to the group as a whole. The various components of the bank officer orientation program ensure that the introduction in to the organization & in to the specific department happens smoothly. After joining the employee 2 or 3 days will be given workshop to the employee about money laundry & accounts opening in the head office of Arab Bangladesh Bank. Than HR Department has been taken decision which employee is going to which branch? 3.9 Probation period and Confirmation Employees appointed from trainee officer to officer level will be on probation; normally one year. The probation period for the management trainee is six month from the date of joining. During the probation period the new incumbents suitability for the job will appraised. This period will also provide the new employees the opportunity to appreciate whether the job is suitable for him/her. The problem period may be extended if management thinks additional raining or period is required to review the performance of the management. For Management Trainee Officer Probation Period is 2 years. After 2 years he or she will be principal officer. For Trainee Officer Probation Period is 1 year. After 1 year he or she will be officer. On satisfactory completion of probation period and recommendation by the functional head the incumbent will be confirmed as the permanent employees of ABBL. The Branch Manager evaluates the employee & makes a report about such employee who performs during probationary period. The report will be submitted to the HR Division. If the performance is better during probationary period of employee HR Division will be confirm as a permanent job. Generally TO conform after 1 years and MT conform after 2 years.

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 HR Division review & issues confirmation letter to the employee as a permanent job. If any employee can not get better performance during his or her probationary period then probationary time is extent for that employee. Employee will get special increment after confirmation as a permanent job. 3.10 Resignation A confirmed employee may resign from the services of the bank giving three months notice in writing through a proper channel or three months basic salary in lieu thereof. The management may also ask to resign an employee giving him/her a three months notice or three months basic salary in lieu. Any partial or full waiver of notice period will be at the discretion of the managing director. 3.11 Termination If any employee are out of the job in some cases is called termination. There are certain circumstances where-even though complaint is within our jurisdiction- we can dismiss it without considering its merits. This is sometime called early termination. Termination process The bank may terminate the services of permanent employees by giving him/her notice in writing or salary in lieu thereof for the period as under 120 days notices in case of subordinate-staff or salary in lieu thereof. 90 days notice for all other grades or salary in lieu thereof. During probation, the management may terminate the employment at any time without notice. Similarly, an incumbent may terminate his/her employment with the bank at any time during probation on intimation in writing it the management. Discharge on Medical Ground If an employee is incapable to continue his/her service for continue ill health, mental abnormality and disorder, then the management may discharge him/her from service on medical ground. He/she may be paid as ex-gratuity with other benefits with the approval of the managing director. Entry level for new employee: He/she will be on training for one year & during the period he/she will be treated as temporary employee. On successful completion of one year training he-she will absorbed as "Officer". If his /her performance during the period is not found to be satisfactory, his/her services may be terminated without serving any notice. He/she will be entitled to two 'Festival Bonus' per annum (50% of consolidated Pay), as & when declared by the management.
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 It is a condition of his /her employment with the Bank that his/her service is transferable anywhere in Bangladesh to any branch of the Bank. 3.12 Maximum working hours & breaks Guidelines for Maximum Working Hours For Staff I. An employee may work a maximum of 8 hours per day with an hour lunch break. II. An employee may work a maximum of 40 hours in a week where the definition of a week is specified by the Bank and is limited to rolling 5 days Supervisors, Officers and Above Due to the need of the organization, it may require for a Supervisor or an Officer to work more than their normal hours of duty. As longer hours may not mean higher productivity, the Bank encourages employees to organize their work and execute tasks efficiently, so the maximum hours worked per day do not cross 10 hours or weekly total hours do not cross 60 hours. Hours Work during Ramadan Working hours during the holy Islamic month of Ramadan for all will be decided and announced by the Managing Director as per instruction issued by Bangladesh Bank. Holidays The employees at the Bank observe holidays as per Government Holidays circulated by the Government of Bangladesh and the Central Bank. Officer protocol Staff Attendance All stuff must report to work every official working day on time. i. Employees when unable to report to work due to unavoidable circumstances should inform their Line Manager, HR and/or Front Desk as quickly as possible on the same day (before 9:00 a. m). ii. Habitual tardiness and unauthorized absence will not be permitted and the employee will be warned for such acts. iii. All staff must sign in the attendance register kept in a convenient place. Division, department, branch will update the attendance register monthly. Leaving office during working hours No staff will leave office during office hour without informing from his manager. Telephone Office Phones are for official use only. Personal call should be limited to 1-2 per day & kept short.
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Identity Card All Bank staff will be provided with Identity Cards at the cost of the Bank at the time of confirmation and during any changes of job title. The photograph will be supplied by the staff. In the event that an employee losses his/her ill card, for a replacement, he/she shall inform HR Division through his/her line manager & complete the form. Transfer To cater for the needs of the Organization as well as to provide opportunities to employees for a well-rounded career development, it is sometimes necessary to transfer employees between jobs, locations, departments & branches. The objective is to implement management decisions relating to employee transfers in an efficient and effective manner and with the minimum amount of inconvenience and hardship to the employees concerned. All transfers must be business driven within budget and must be approved by the Managing Director. Business Travel The Bank supports the following two types of business travels for which the guidelines and benefits are documented below: Business related local travel Business related overseas travel Bank is bearing travel expense for business related local travel & business related overseas travel. Travel expense fur local travel depends on how many days will be expended there. Generally bank settles Tk. 200,000 for expense of overseas travel. 3.13 Training & Development Training involves the change of skills, knowledge, attitudes, or behavior of employees. Although training is similar to development in the methods used to affect learning, they differ in the time frames. Training is more present day oriented; its focus is on individuals current jobs, enhancing those specific skills and abilities to immediately perform their jobs. Training is job specific and is designed to make employees more effective in their current job. Employee development, on the other hand, generally focuses on future jobs in the organization. 3.13.1 Training & Development policy The Bank believes that appropriate forms of training and enabling opportunities contribute to Human Resources Development (HRD) by way of upgrading the job skills, existing potentials and growth which benefit employee and the organization. For this purposes, the Bank helps employees to develop their skill and knowledge therefore improving their contribution to the Bank. It is recommended that each employee should have opportunity to upgrade their knowledge and skill through HRD interventions which could include training, workshops, exposures, exchange visits and any other form of development opportunity provided by the Bank. The best officers will be given regular internal! External training helps to groom up their leadership quality including skill and knowledge in Banking.
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The main objective is general Banking. In every month minimum numbers of 40 employees among two batches to be provide training. Organization provide orientation and foundation course for probationary employee and advance or follow up course are below: Environmental behavior Mannerism Foreign exchange training Management and IIR training Interactional finance & credit (Loan & Advances, Recovery) Money laundry BIBM training Account opening training Consumer training a) Employee Development Need Assessment Employee's development need areas should be identified and agreed with the manager during the Performance Management system (Through annual appraisal) each year and monitoring of the work of the employee. All training using the Bank's funds or time is subject to the organizational need and should. Be within the budgetary level. b) Employee Development plan & budget Employee Development/training Need Assessment is a continuous process and should be done prior to formulation of yearly budget. Each Unit and Department will draw up a yearly Training Plan and Budget at the time of budget preparation. The training plan includes the training of employee at individual and organization level. Each Unit/Department will submit a copy of their yearly training plan to HR Training & Development Division to incorporate in the Bank's Annual Training Plan. Selection of Employees for Training and Authority of Selection It is the responsibility of the branch manager to decide when or who should receive training. For local level training, respective branch manager will recommend nomination to the concerned Director for approval through HR. For overseas training/visit, final selection and approval will be made by the Managing Director with endorsement from the Board within the approved plan and budget. Selection of employee for training should be based on: Employee's desk performance/ drivel commitment to job. The training will benefit the organization Skill, knowledge and attitude enhancement in present job Additional skills for foreseen expansion of job or increase in responsibility Need of organization to create special cadre of employees Equal opportunity provided for all including a gender balance

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Probationary employees are normally not eligible for a long workshop or training courses (longer than one week) except for the orientation and Foundation training provided by the Bank. Any exception to this should be agreed by the MD. All overseas visit/training must have the MD's approval. International training, workshop or visits will be managed by the Head of HR after it has been proposed by the branch manager and approved by the MD. 3.13.2 Categories of Employee Development Interventions Training Internal Training (In House) Generic training will refer to general training areas that are applicable to a large number of organization's employees. The generic need areas will be identified from strategic plans and individual development programs and evolving internal need. This could include in house training to the employees by using the skills and experience of any senior employee, in house trainers or consultants. In-house training will be designed and managed by the concerned section, or office in collaboration with HR Training & Development Division of the Bank. The Training Process Flow (Functional) is as follows: In-house Training Process Flow 1. Confirmation of training date in consultation with the respective divisional head. 2. Sending mails to the branches/ divisions for nomination of the participants 3. Preparing session schedule and contact with the resource persons for conducting session in the training program. 4. Prepare training budget for approval. 5. Upon approval of the budget collection of fund through an IBCA from Finance Division for the training program. 6. Circulation and notification of the program prior to the commencement of the training. 7. Commencement of training at the designated day. 8. Concluding the program 9. After conclusion, adjustment of the training budget and adjusted amount sent to FD through an IBCA.

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External Training This is especially valuable if the external training can provide expertise or sharing of experiences that is not available in the organization. When HR Division is proposed of the employee's name then BIBM (Bangladesh Institute of Bankers Management) arrange training to the employee for their specific develop skill. External Training Process Flow 1. Receive invitation from the external institution for nominating participants. 2. Sending mails to the branches/ divisions for nomination of the participants 3. Prepare training budget for approval. 4. Upon approval of the budget, pay order is issued as training fees through Finance Division for the training program. 5. Nomination letter along with the pay order is sent to respective institution 6. Circulation and notification of the program prior to the commencement of the training to participants and respective persons concerned. Overseas Training This will refer to those events and interventions that will enable further growth and development of employees and may require travel out of the country. This will be coordinated and arranged by Head of HR and its budget will be located in the HRD Budget and approved by the M.D. Training Evaluation The HR Division & BIBM (Bangladesh Institute of Bankers Management) arrange test about the training for evaluating training. The test will be held after 7 days and 15 days and marking to the relevant position in below: Training Report Upon completion of training an employee must submit a complete Training Report to the branch manager with a copy to HR. This includes participation in workshops, seminars, conferences, any overseas visit (training, workshop, seminar, country program visits etc).The content of this report will include only the main points of the training. If asked by the branch manager, a detailed visit report for field trips, and especially visit to other banks or financial institutions in country or outside the country, should be submitted. Any senior employee who participates in meeting, workshops, and discussion session will share with all other employees on return to their office. All employees should submit their report in English. All Offices/Units/ Departments will provide data of their employee who have completed training on a yearly basis to HR to update the Human Resources information in the employee's personal file.

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3.13.3Trainer Who actually conducts the training depends on the type of training needed and who will be receiving it. On-the-job training is conducted mostly by supervisors; off-the-job training, by either in-house personnel or outside instructors. In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately responsible for the productivity and, therefore, the training of their subordinates. These supervisors should be taught the techniques of good training. They must be aware of the knowledge and skills necessary to make a productive employee. Trainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments. They also must be aware of how adults learn and how best to communicate with adults. Small businesses need to develop their supervisors' training capabilities by sending them to courses on training methods. The investment will pay off in increased productivity. There are several ways to select training personnel for off-the-job training programs. Many small businesses use in-house personnel to develop formal training programs to be delivered to employees off line from their normal work activities, during company meetings or individually at prearranged training sessions. There are many outside training sources, including consultants, technical and vocational schools, continuing education programs, chambers of commerce and economic development groups. Selecting an outside source for training has advantages and disadvantages. The biggest advantage is that these organizations are well versed in training techniques, which is often not the case with in-house personnel. The disadvantage of using outside training specialists is their limited knowledge of the company's product or service and customer needs. These trainers have a more general knowledge of customer satisfaction and needs. In many cases, the outside trainer can develop this knowledge quickly by immersing himself or herself in the company prior to training the employees. Another disadvantage of using outside trainers is the relatively high cost compared to in-house training, although the higher cost may be offset by the increased effectiveness of the training. Whoever is selected to conduct the training, either outside or in-house trainers, it is important that the company's goals and values be carefully explained. Training Administration Having planned the training program properly, you must now administer the training to the selected employees. It is important to follow through to make sure the goals are being met. Questions to consider before training begins include:

Location. Facilities.
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Accessibility. Comfort. Equipment. Timing.

Careful attention to these operational details will contribute to the success of the training program. An effective training program administrator should follow these steps:

Define the organizational objectives. Determine the needs of the training program. Define training goals. Develop training methods. Decide whom to train. Decide who should do the training. Administer the training. Evaluate the training program.

Following these steps will help an administrator develop an effective training program to ensure that the firm keeps qualified employees who are productive, happy workers. This will contribute positively to the bottom line. 3.13.4 Evaluation of Training Training should be evaluated several times during the process. Determine these milestones when you develop the training. Employees should be evaluated by comparing their newly acquired skills with the skills defined by the goals of the training program. Any discrepancies should be noted and adjustments made to the training program to enable it to meet specified goals. Many training programs fall short of their expectations simply because the administrator failed to evaluate its progress until it was too late. Timely evaluation will prevent the training from straying from its goals. 3.13.5 Leave System: The policies followed for employee leaves management based on the types of leaves and their criteria are given below: Annual Leave: All officers will become eligible for annual leave of 24 working days after completion of onecalendar year. Of these 24 days 15 days must be taken as consecutive leave each year. Any pending leave may be carried forward to the next year. Annual leave encashment facilities may be allowed to the person for a maximum of 90 days at the time of Employees leaving the bank. Any leave taken in advance to be adjusted during the final settlement period.
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Casual/Sick Leave: Casual leave up to 10 calendar days can be granted per year to an employee who may be unable to attend duty due to sudden illness or urgent private affairs. Not more than 3 days casual leave can be taken at a time in a month. Casual Leave more than 3 days will be considered as sick leave and has to be supported by medical reports. In case of prolonged illness the Managing Director may grant medical leave in excess of sick/casual leave with full pay and allowances for a period up to one month. Maternity Leave: Female (confirmed) employees will enjoy 4 months maternity leave. One employee will be entitled to avail this leave for 2 times in her entire service period. Study Leave: Study leave of maximum 2 years can only be granted to an employee without pay and allowances provided he/she has put in at least three years of service. This Leave is only granted to those employees who have achieved a minimum of 3 years of service record with the bank and also to those who are due to retire within 5 years of the date on which he/she is likely to return from the study leave. This leave shall, however be allowed in the entire period of service. Leave without Pay: Leave without pay may be granted to an employee in special circumstances where no other leave is admissible under these rules. In case of Leave without Pay, the period does not exceed 60 days. Leave during Probation Period: For sick leave in the probation period, the leave has to be specially mentioned by the department. Casual leave will be granted to probationary employees after completion of 6 months. Any leave taken prior to completion of 6 months will be adjusted against the casual leave. Encashment Facilities of Annual Leave: Annual leave encashment facilities may be allowed to the employees for a maximum of 90 days (based on last basic) at the time of employees leaving the bank. 3.13.6 Compensation and Benefits a) Salaries Salaries are confidential between the employees concerned and the management. Employees joining against a post will be receiving the salary as per the grade they join in. the employees who are in probation will be eligible to join the PF only after their confirmation. Management trainee alone will receive a monthly consolidated salary during the provision period.

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Salaries increase which is linked the performance of the individual employee per calendar year
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takes effect from 1 march of the years. The annual salary revision is decided by the managing director with approval of the Board of Directors based on: Individual performance Market movement The Banks affordability Individuals relative position in a particular salary range COLA (cost of living adjustment ) Any request for information relating to salary should be directed to the Human Resources Department.

Break-Up of Monthly Salary in Southeast Bank Limited Head of Accounts Basic Pay House Rent Allowance Conveyance Allowance Medical Allowance Utility Allowance Entertainment Allowance Leave Fare Concession Personal Pay Taka per Month

Salary Structure Refer to the Salary Structure for details regarding the structure of salary and allowances for different positions in the Bank. The Salary Structure of the Bank will be reviewed after every two years to allow for adjustments in the Cost of Living and market forces pertaining to the Banking industry. The HR Department will undertake the review and make recommendations to the Board or its nominated Committee for approval. Salary structure is in below:

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Salary Structure of Southeast Bank Limited

CHAIRMAN VICE CHAIRMAN BOARD OF DIRECTORS MANAGING DIRECTOR SENIOR EXECUTIVE VICE PRESIDENT EXECUTIVE VICE PRESIDENT SENIOR VICE PRESIDENT VICE PRESIDENT SENIOR ASSISTANT VICE PRESIDENT ASSISTANT VICE PRESIDENT SENIOR PRINCIPLE OFFICER PRINCIPLE OFFICER SENIOR OFFICER OFFICER TRAINEE OFFICER CONTRUCT BASIS CONTRUCT BASIS CONTRUCT BASIS CONTRUCT BASIS TK. 2,50,000 TK. 1,65,000 TK. 1,15,000 TK. 87,000 TK. 62,000 TK. 37,000 TK. 30,000 TK. 24,000 TK. 12,000 TK. 10,000 TK. 8,000

Group insurance All permanent employees are to be member of Group Insurance. The organization contributes health & dead benefits for yearly basis under the group insurance. b) Provident fund The Organization's Provident Fund is a funded scheme. All confirmed and permanent employees are entitled to be members of the Provident Fund. The employee contribution, equal to 10% of the basic salary, is deducted each month through the payroll. The organization contributes an equal amount and both the employees and the organizations contributions are paid into the Fund each month. In the Provident Fund, both the employees and the organizations' contribution are credited to the individual employees account. c) Bonuses All permanent employees of the Bank are entitled to two Festival Bonuses and Incentive Bonuses. And in 2010 all the employee was got 8 bonuses base on their performance. No employees are allowed to get bonus if their service life time is bellow 6 month. d) Accommodation Accommodation is provided for those employee of the Bank who doing job during 10 years in the Bank according to his/her performance. e) Maternity Benefit

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Employee they are getting medical benefit as well as 5000 tk for their newly born child. f) Mobile Telephone Based on organization's need, a mobile telephone and sim may be provided to the Desk Head of the Bank. g) Medical Benefits In case of where an employee is injured and become sick, some cost of treatment is bear by the organization. Hospitalization Insurance: In the event where hospitalization or surgery is required for a member of the officers (confirmed employee) dependent (Spouse and Children) including hospitalization on account of maternity the Bank will reimburse the officer (Group C) up to a maximum of Tk.35,000/- per annum, for executives (Group B) Tk.100,000/- per annum and 200,000/- per annum for MANCOM (Group A). Types of allowances under travel policy: - Traveling Allowance (Mode of Transport) - Accommodation Allowance (Hotel Rent) - Daily Allowance Travel allowance: An employee of the Bank may be allowed to draw traveling allowance in respect of journeys performed for the purposes authorized by the competent authority which include: - On officially assigned tour - To give evidence in a court of law - On transfer - On compulsory recall from leave - To appear at a departmental/professional examination as authorized by the competent authority - To attend a course of training sponsored by the Bank - To bear the cost of travel of deceased employee Gratuity: The Gratuity Fund is a terminal benefit that an employee receives at the time of retirement/resignation. Gratuity Calculation: Last months basic Salary multiplied by the year of service completed e.g., if an employee serves The Bank for 6 years and then resigns/retires his Gratuity Calculation shall be (Lets assume his Basic Salary is Taka 20,000.00): Taka 20,000.00 x 6 years = Taka 1, 20,000.00 The custody, management, investment and control of the fund shall be vested in the board of trustees.
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Southeast Bank Employees Provident Fund: The Southeast Bank employees provident fund requires the employer i.e. BRAC Bank Limited to contribute to the fund 10% of basic salary for all regular confirmed employees. Every member of this fund on retirement is provided with a sum of money as determined by the established rules for the fund on retirement or resignation from his or her services. This fun has been effective from the 1st of January 2003 Transportation Facilities for Staff The transportation facilities are provided to the SAVP and above from the Bank. The MD of the Bank is entitled to full time transportation with full time driver. The organization also pays for the fuel at actual and for all necessary maintenance/repair and administrative cost of the vehicle. Pay for leave Bank pay for casual leave in 10 days, pay for earned leave in 30 days, pay for sick leave in 14 days & pay for woman maternity leave 120days. Other service Social & recreational event 'Pohela Baishakh' is held in every year. All employees can be attending this program. Promotional Benefits In the event of promotion/up-graduation to a higher job grade, the employee will receive an increase of his/her previous basic salary and all other allowances applicable in the higher grade. However, the performance will receive the minimum range of the level where he/she has been promoted. In case the revised basic salary still remains below the starting scale of the new job grade, the employee is then given the differential needed to place him/her at the starting basic salary of the new job grade.

Increments Salary increases are awarded once a year on the basis of increment policy to all employees who have performed satisfactory in the given year for a minimum period of 180 days after confirmation of service. One may not receive any increment on a given year as a penalty on account of any offence/disciplinary measure. The confirm employee who is in service with the Bank less than 180 days will receive the COLA (cost of living adjustment) portion of the increment, which is determined by rate of inflation and CPI (consumer price index) during that financial year. The portion of COLA in each year will be decided by Management committee of the bank.

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Increments are awarded to the employees as per rating of the annual performance Appraisal at variable percentage of their existing respective basic salary as under excluding the COLA portion. 62 Excellence Very Good Good Average Promotion Promotion means rising up of an employee from his present position to the next higher position. Promotion is vertical movement of an employee within the organization. In other word, promotion refers to the upward movement of an employee from one job to another higher one, with increase in salary, status and responsibilities. Promotion may be temporary or permanent, depending upon the needs of the organization. Promotion depends on the availability of a position in the higher grade and a proven track record of an individuals capabilities of taking over the management committee decides to upgrade the job. Promotion to the rank and status of executive level depends on the management committee. All promotions, other than the above, have to be recommended by the function heads and shall be approved by the management committee. A minimum service of two years in a similar position is the prerequisite for promotion, but for any exceptional case the promotion may be awarded at the full discretion of the managing director. However, there is no guarantee that all recommended cases will be promoted and the managing director may at his description promote a few exceptional cases. Bonuses other provisions of the terms of the terms of service headlines declared by the management from time to time bonus shall only be payable to the employees who would. At the time of declaration of bonus, be in the service of the bank and entitled to the same at that time. Performance Bonus The bank may award performance bonus from time to time depending on the actual profit made in a given year. This bonus is subject to payment only upon approval. This bonus will only be awarded to those who have completed 180 days confirmed service with the bank and made significant contribution towards achieving the profit target over and above the normal target. The contribution measurement will be coming from the performance appraisal system. 3.13.7 Functional/Departmental Strategy or HRD As mentioned earlier that Southeast Bank has its eyes fixed at one single mission currently,which is Breaking Barriers 2010. By the end of year 2010 Southeast Bank wants to see
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18% 16% 12% 8%

itself in the position of the largest Bank in Bangladesh. The minimum margin is 2nd position. Through rapid expansion and wide coverage Southeast Bank is sure to achieve that target since their portfolio analysis shows that they have way over exceeded their target for year 2009. We know that Corporate Strategy must be communicated with the departments of an organization and thus, it must be in line with the Departmental Strategy. So in a manner of speaking, the departmental strategy for the HRD of Southeast Bank is also to break all the barriers to becoming the No. 1 Bank in Bangladesh by the end of Year 2010. The HRDs mission is to ensure that Southeast Bank can expand the way it should be with the best manpower at its disposal.

Linking Departmental Strategy with Corporate Strategy How the Corporate Strategy has been linked with the Departmental Strategy of HRD is discussed in this section. HRD also made the promise that the Department will do everything possible to realize Southeast Banks ambition to become the largest bank of Bangladesh by the end of Year 2010. In an interview with Head of HR, it has been confirmed that HRD of Southeast Bank is fully in line with their Corporate Strategy. Heavy recruitment is first choice of the HRD now. Without recruitment it will not be possible to cover all the expansions in different districts done by the Business Teams. For example, it has been seen that the newly opened Coxs Bazar Branch was not yet fully decorated and furnished due to bad weather but all the employees assigned to that branch were reporting for duty on the tentative day of opening. The Head of HR also mentioned with utmost importance that rigorous training and development is compulsory. Employees must show satisfactory performance at least on average within their respective departments. But to perform well and being target oriented, employees must be communicated the message of the organization, the corporate strategy. The message of Breaking Barriers 2010 is conveyed in every scope possible, through market gimmicks, in speeches, department meetings, MANCOM meetings, through internal mails, in Town Hall Meetings, even at lunch. The message must be communicated; the strategy must be incorporated in every department. The Head of HR as well as all the staff in HRD is now fully aware of this short term plan and they are all trying to give output at their peak performance level. When it comes to performance measurement and monitoring, it is also true that different departments in Banks can easily project their performance in numerical figures. When asked how HRD staffs project their performance, the answer was setting short term goals for each staff and monitoring how much they achieved in a Bi-monthly meetings. As the department is still small this method is working perfectly. Later on, when HRD will also grow, then also this method has a good chance of being successful if Senior Managers can communicate and utilize it successfully. Performance Appraisal System (PAS) Performance appraisal system (PAS) is the tool by which we measure the performance of an individuals and identify the gaps and plan future development in order to enable a better feet between the jobs and the incumbent.
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It is an HR process for driving business results. It is defining in advance what we must do as an individual to win in the market place and later on assessing the performance based on the extent to which we achieve result. Performance appraisal system is quite structured that it can measure of assess both goal (What) and the management competencies (How). Goals-Key Result Areas (KRA) is the specific major objectives to be set at the beginning of the year through consultation with the reporting manager. These need to be aligned to the objectives of the function and consequently to overall objectives of the bank. A management competency is a skill, ability or trait that predicts success to perform a job. The Performance Appraisal needs to be implemented as per PAS format which will be circulated by HR at the beginning of the year. The definition of rating in performance appraisal is given below for reference: Performance Standard Excellent (4.6-5.0) Very Good (3.6-4.5) Good (2.6-3.5) Average (1.6-2.5) Below Average (1.0-1.5) Here consider the following term for Appraisal Indication key job responsibilities/ Targets/ Work plan of the employee for the year. o Performance on the job. o Knowledge level. o Behavioral competence level. Excellent= 91- 100, Very Good= 71-90, Good= 51-70, Average= 31-50 and Below Average= 030 Consider on the Job Performance and see results delivered by employee (Judge Quantity and Quality) - anyone of the following: o A Strongest all around performer, Exceptionally Exceeded targets/ given what plan for above expectation. o A Stronger all performer, Reasonably Exceeded or target/ given work plan above expectation. o A Strong performer Met targets/ given work plan satisfactorily within expectation. o A Reasonable performer, Closely Met target/ given work plan, but not fully satisfactory. o Performance standard is Well Below, targets/ given work plan, needs serious tanning and serious efforts to improve.

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Those who are rated in Excellent, Very Good, Good, Average and Below Average are eligible for incentive bonus. If any appraise feels that his/her performance evaluation by the line managers is influenced by discrimination or unfair and biased judgment then appraise may appeal to Head of HR with his/her grievance in writing. In such cases the Head of HR will be the first point contract. If the issue remain unresolved than it will referred to the MD for his/her review and decision and in that case the decision of MD will be final.

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Research Design

4.1 Research design: Research design involves specifying your philosophical assumptions, your research method, which data collection techniques you will use, your approach to qualitative data analysis, your approach to writing up, and, if applicable, how you plan to publish your findings. A research design provides a road map for the entire project. The first step is deciding upon a topic .How do you decide upon a research topic? The Research Process

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4.2 Types of Research Designs: Exploratory research to gain ideas and insights = Usually conducted during the initial stage of the research process. Purposes o To narrow the scope of the research topic, and o To transform ambiguous problems into well-defined ones o Newspaper facing decreasing sales to generate possible explanation. Secondary Data Analysis -Secondary data are data previously collected & assembled for some project other than the one at hand Pilot Studies o A collective term for any small-scale exploratory research technique that uses sampling but does not apply rigorous standards o Includes with ,Focus Group Interviews o Unstructured, free-flowing interview with a small group of people

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Projective Techniques: Indirect means of questioning that enables a respondent to project beliefs and feelings onto a third party or an inanimate object .Word association tests, sentence completion tests, role playing. Case Studies Intensively investigate one or a few situations similar to the problem situation Experience Surveys Individuals who are knowledge about a particular research problem are questioned 4.3 Descriptive research obtain summary measures to address research questions (research objectives are clearly defined). It also involves gathering data that describe events and then organizes, tabulates, depicts, and describes the data. And use description as a tool to organize data into patterns that emerge during analysis. Often it is used visual aids such as graphs and charts to aid the reader. o o o o o o Trends in lifestyle with respect to age, sex, etc. Build on previous information Show relationships between variables Representative samples required Structured research plans Require substantial resources

4.4 Conclusive findings Causal research used for cause-and-effect connection between managerial decisions and market outcome. o Logical Time Sequence -For causality to exist, the cause must either precede or occur simultaneously with the effect o Concomitant Variation - Extent to which the cause and effect vary together as hypothesized o Control for Other Possible Causal Factors Also focus on following below : o How people react to a newspapers topic selection and space allocation. o Provide specific information that aids the decision maker in evaluating alternative courses of action o Sound statistical methods & formal research methodologies are used to increase the reliability of the information o Data sought tends to be specific & decisive o Also more structured & formal than exploratory data

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4.5 Data collection methods Primary Data : Primary data are collected afresh and for the first time original in character we collect primary data during the course of doing experiment in an experimental Research, but for Descriptive Research ,we can obtain primary data either through observation or through direct communication with the respondents. o Observation method : Commonly used in studies relating to behavioral sciences we all observe many things, but it is not a scientific observation it will become scientific when it serves a formulated research purpose, is systematically planned and recorded and is subjected to checks and controls on validity and reliability eg. investigator himself looking at the wrist watch the respondent is using instead of asking with him the brand of wrist watch, child behavior o o o o o o Data can be collected in a variety ways ,data sources can be primary or secondary. Data collection methods such as: interview(face-to-face,telephone,computer-assisted interviews), Questionnaires Observation Motivational techniques

4.6 Sampling techniques : A sample is a subset of the population. Sample is the process of selecting a sufficient number of elements from the population. Studying a sample rather the entire population is sometimes to lead to more reliable results, mostly because fatigue is reduced, resulting in fewer errors on collection data. (time, cost, human resources) .Surveys are useful and powerful in finding answers to research question but if data are not collected from the people or objects that can provide the correct answers to solve the problem, the survey will be in vain. Sampling Methods : 1.Probability Sampling methods : Simple random sampling Stratified random sampling(proportionate and disproportionate) - Cluster sampling
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2.Non-probability Sampling methods : Quota sampling Purposive sampling ( judgement sampling ) Systematic sampling ( every nth element is chosen) Multistage Random Sampling Sample Size optimum is desirable optimum is one which fulfils the Efficiency, representativeness, reliability & flexibility of data. For selecting Sampling we havw to gouce on : Who or what is the source of the data? Can the target population be identified? Is a sample necessary? How accurate must the sample be? Is a probability sample necessary? Is a national sample necessary? How large a sample is necessary? How will the sample be selected?

4.7 Information needs by Southeast bank o Almost every bank has to engage in research at some level to stay competitive. o SouthEast Bank Limited gather data both from within and outside the organization. o The methods used to gather, analyze,and synthesize information from the external and internal environments are becoming increasingly sophisticated to the immense scope of computer technology. o Questionnaires Administered by trained interviewers. Self-administered. The former are considered as STRUCTURED interviews. . Info elicited from a questionnaire gives/covers : [ What people __________. ] Attitudes ______ say they want Behavior _______ do Beliefs _______ think is true Attributes _______ are There may be areas of overlap & other areas as well. Types of question 1) Open Organizational Dichotomous Scaled Check-list Funnel Filter Grid Ranking Freedom in way of responding the nature of the expected answer is indicated Responses are built up based on the first response .Example : . Which department do you work in? How many people work in that department? How long have you been working in that department? FUNNEL Do you practice yoga? [ If YES, go to 2; If NO, go to 3 ] How long have you been practicing? Do you practice any technique, thought to increase relaxation? FILTER Directs responses? 2) Closed Questions- Answers are (to be) in a specified format. -YES/NO Main disadvantage does not allow shades of grey Eg. Has your ailment been treated (/managed) with yoga therapy? VERSUS Do you feel there is an improvement in your condition following yoga? Here wording of the questionnaire allows shades of grey .

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3) Scaled- A scale is provided and the response is scaled. Do you take care to eat a healthful diet? OR Please show which (of the faces) indicates you Never 4) Checklist Multiple Choice sometimes one/more. Eg. Why did you choose yoga therapy? No other option nothing else has worked! Your doctor suggested it Read about it and felt curious You know the importance of Mind-Body medicine today. [ Usually, no right or wrong ] 5) Grid/Matrix- More than one cell may have to be filled in, as relevant. Eg. Which of the following do you practice? MEDITATION KRIYAS PRANAYAMA ASANAS How many min(s)/day Tick if you practice 6) Ranking- Subjects are asked to rank a list of things Eg. Arrange the following practices based on the amount of relaxation you feel, after them: Most / Midway / Least Cyclic meditation Bhramari (Py) OM meditation Breathing exercises 4.8 Scaling techniques : A scale is a technique to measure some thing. Scaling is used in ordering a series of items along sort of continuumthey are methods of turning a series of qualitative facts into a quatitative series. Scaling : It is defined as the procedure for the assignment of numbers ( or symbols) to a property of objects in order to impart some of the characteristics of numbers to the properties in question. It describes the procedure of assigning numbers to various degrees of opinion, attitudes and other concepts. Paired Comparison: A comparative scaling technique In which a respondent is presented with two objects at a time and asked to select one object in the pair according to some criteria. The data obtained are ordinate in nature. Rank Order Scaling: Respondents are presented with several objectives simultaneously and asked to rank them according to some criteria. Rating Scale : 1)Simple category scale : I plan to purchase HP laptop in next 12 months. 2.)Multiple choice single balance : What news paper do you read most often for finance news? No Yes 3) Staple Scale : -1 -1 -1 -2 -2 -2 -3 -3 -3 -4 -4 -4 -5 -5 -5 Reputation Exciting product Technology leader +1 +1 +1 +2 +2 +2 +3 +3 +3 +4 +4 +4 +5 +5 +5 4) Likert scale : Summated Rating The internet is superior to traditional libraries for comprehensive searches S D A Disagree Undecided Agree Strongly

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4.9 Field Works : a)Personal Interviews : Face to face Interviewee may also ask questions direct personal investigation on the spot and meet the people Govt committees and Commissions usually carried out in a structured way ( known as Structured interviews) o with structured questions is a rigid procedure o Unstructured interviews are flexible do not follow a predetermined set of questions interviewer has much freedom to ask questions it lacks comparability of one interview with another it requires greater skill and knowledge How to conduct fieldwork The planning phases of fieldwork Phase Planning Description SEB decide what they want to do, why they want to do it, what resources they need, and what research may have already been done on the same subject SEB gather the information, make notes and observations about the information, its character, and the collecting events They need to index the field-collected materials for an archive, summarize them, and write them up

Collecting

Analyzing

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SWOT Analysis

SWOT Analysis of Human Resources Division

a) Strength
Open HR Manual: The Human Resources Manual of ABBL limited is open to all of its entire employee give total understanding of the terms and condition of the organization to its entire employees to assist the benefits and growth they can ever achieve and the role of Human Resources Department with all other departments/division of the organization. This HR manual is uploaded in the internal website of ABBL. Empowered Work Force: The Human Resource of ABBL is exactly well thought and perfectly managed. As from the very first, top management beloved in empowered employees, where they refused to put their finger in every part of the pie. These employees are not suffocated with authority but are able to grow as the organization matures. Strong Bonding and Belongingness: ABBL employees are one of the major assets. The employees of ABBL have a strong sense of commitment towards organization and also feel proud and a sense of belonging towards ABBL. This strong organizational culture of ABBL is a main strength of the organization. Information Technology: Online banking, email, Update software, personal computer for all employee enabled the employees work easier and faster with full of professionalism. All kinds of Benefits, salaries, monetary rewards directly given to employees bank account through flex cube. Employee Evaluation: Employee evaluation process by Human Resources Division became strength for its fair judgment and put trust among the employees of other department on Human Resources Department. Centralized Banking: Centralized banking means the core function of business coordinated by the head office give an immense effect for reducing the internal conflicts among the branches and Head office.

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b) Weakness
Job Description: Job description is a necessary accomplishment should have for each position for recruiting the most suitable candidate on the basis of skill and experience required. Still hundred percent job descriptions on the basis of skill and experience required. Still hundred percent job descriptions is not prepared or collected by the HR Division. HR Accounting: Human Resources accounting is a strong tool for matching the benefits of each and every new recruitment done in the organization, calculation turnover, etc. Human Resources Division of ABBL is not yet established this practice. Compensation and Benefits: Compensation and benefits of ABBLs employees is provided by the Human Resources Division through two different software, Named EZHR and flex cube. Both of that software is not flexible to use and has lot of limitations.

c) Opportunity
Management Information System: In recent business practices the importance of MIS is unavoidable. Human Resources Department is not out of it. HRD of ABBL has every potential capability to establish new MIS and use it in various manpower reporting. Human Resources Information System: Human Resources Information System is must for a corporate environment like ABBL. ABBL is going to establish a new HRIS very soon. Salary Survey: ABBL is going to start its salary survey with the most reputed consultant of Bangladesh for its salary survey. Training and Learning: Training and learning is the core function for making the executives cope with the new scenario and make then update and knowledgeable. ABBL is going to utilize its fullest capacity and enthusiasm in this regards by establishing a library, arranging extensive element etc very soon.

d) Threats
Completive Salary and Turnover: The salary package of ABBL is not as competitive as the market demands, so the turnover of manpower is increasing day by day. New/Multinational Companies/Bank Policy:

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New multinational companies and bank policy as threat to ABBL in respect of increasing the salary expectation of the employees and new HR practices that turning the existing employees dissatisfied.

Conclusion, Findings & Recommendation

Conclusion
Southeast bank Limited, the pioneer private Bank of the country has created a sense of mass participation through its diversified activities over the last 27 years. Their numbers of clients service recovers and supporters have been increase rapidly. For its diversified banking service, it has got a wide range of publicity and created a special image the banking area in the country. SOUTHEAST BANK has stared making profit from 1985 to still now. Now the position of Southeast bank limited in the market is second. The report is aimed at the Human Resource Division. Southeast bank Limited operating in the market with the ambition of becoming the Bank of choice for its clients and all its stakeholders. It is just natural for SOUTHEAST BANK to pitch its customer service benchmarks high, at a level where the local standard are far exceeded and global standards are embraces and met. SOUTHEAST BANK is committed to focus to all its energy on its customer as well as its employees. This is sure a strong Human Recourse practices will help SOUTHEAST BANK pave the way leading to outmost destination. Human Resources Division in SOUTHEAST BANK is under massive reconstruction program ensures the future benefits and high corporate culture and the secured place of contribute and dedicate the experience and exposure of high professionalism.

Findings
There are no transportation systems to the employee By research the salary structure of the Southeast bank is so poor than other bank.

Recommendations

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Identical Human Resource Policy: There should be a unique HR policy in the organization immediately; through the recognition of HR policy is under progress supervised by the Manager and the head of HR.

Human Resource Development: There should be all kinds development activities as individual, career and organizational by the Human Resource Department for enhancing the employees growth as well as achieve organizational hierarchy. Training Need Assessment: SOUTHEAST BANK has all the potential capabilities to make its employee more efficient and help being the future leader. Training is a common practice for the employees of any bank. This training should be organized by the human resource department only through need assessments. It can be examines through the performance evaluation process by which HRD will determine where he/she should have some more exposure. Performance Appraisal System: The existing appraisal system can be changed or modified and new system could be developed which will articulate the accurate picture. The criteria of evaluation should cover more competencies of an employee. The system could cover criteria as individual, social along with the core business competencies. The result can be used for training need assessment and help taking proper development initiatives. Linkage among Other Division: A department like HRD cannot perform in isolation where Human Resource Department is in the core of all other department with the responsibilities of maximizing the employees benefits as well as achieving organizational objectives. For better services, HRD must establish a proper linkage within the other functional departments. Reward and Recognition: Only higher salary package cannot satisfy a self motivated and exposed employee in higher level. The employee wants recognition and reward for their self actualization. There are few reward and recognition options is available in SOUTHEAST BANK should review for deals with employee turnover. The workforce should be structured and the standard functional designation should be in act. Salary System: The salary of the trainee officer should be increase then the employees motivation will be strong.

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Research Team: Form a research team who will continuously involve in collecting information about the employee position of the other bank that the SouthEast bank limited can involve competition with the other bank.

Annual Performance Appraisal & Standard Performance Distribution (SPD) Each employee will be appraised by the immediate supervisor annually against targets/given work plan/responsibilities within the meaning of the policy guideline and as per standard format designed & developed. HR in coordination with the Divisional / Departmental Heads will monitor, educate & guide and ensure policy compliance. As a matter of policy, we will ensure compliance of the following Standard in Performance Distribution amongst population in a department / section / branch. Each Head of the function in joint consultation with HR will ensure that the given principles as far as practicable are in place so as to keep consistency.

The normal performance distribution curve :( approximation )

GOOD VERY GOOD AVERAGE 50%+ BELOWAVERAGE 5%+ 15%+ EXCELLENT 20% + 10%+ -

NORMAL DISTRIBUTION OF ORGANZATIONBELOWAVERAGE5%

PERFORMANCE

IN

AN

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Appendix

References Books 1) Decenzo A. David & Robbin P. Stephen & Sons Wiley Johe, Human Resource Management, Inc, Singapur, Copyright 203. 2) Dessler Gary, Human Resource Management, Pessonns Education Pte Ltd. India. 3) Khan Dr. Awal Abdul, Human Resource Management & Industrial Relations, Abir
st

Publication, 1 edition. Report Southeast Bank Annual Report 200. Southeast Annual Report 200. Internet http://www.southeastbank.com.bd, 7/01/2012, 9/01/2012/, 10/01/2012 http://banglapedia.search.com.bd/HT/A_0281.htm, 06/01/2012, 1.30pm. http://en.wikipedia.org/wiki/SWOT_analysis, 04/01/2012, 12.45pm. http://en.wikipedia.org/wiki/Corporate_social_responsibility, 04/01/2012, 11.30am. http://en.wikipedia.org/wiki/Product_(business), 05/01/20120, 11.00am. http://en.wikipedia.org/wiki/Service_(economics), 5/01/2012, 12.15pm. http://en.wikipedia.org/wiki/Credit_risk, 09/01/2012, 1.45pm. http://www.google.com

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