Internships Report - Standard Chartered

Part # 1
Chapter - 1
Organization Overview
1.1
Standard Chartered Bank: Getting to know
Standard Chartered Bank derives its name after two banks Standard Bank of British South
Africa and the Chartered Bank of India, Australia and China. The merger took place in 1969.
Standard Chartered Bank is regulated by the Bank of England and is a clearing bank of United
Kingdom.
The new millennium brought with it two of the largest acquisition in the history of the bankthe acquisition of the Grindlays Bank from the ANZ group for a consideration of $1.34 billion
and acquisition of the Chase Consumer Banking Corporation in Hong Kong for $ 1.32 billion.
These acquisitions demonstrate Standard Chartered Banks firm commitment to the emerging
markets.
1.2
Standard Chartered Bank at a Glance
Standard Chartered Bank employs 70,000 people with 125 nationalities and nearly half of
whom are women. So it proves that the bank has an international diverse workforce. Standard
Chartered has a network of over 1,600 branches and outlets and 5,500 ATMs in more than 70
countries and territories across the globe. The group provides consumer-banking services to
individuals and small to medium size businesses, and offers Wholesale Banking capabilities to
corporate and institutional clients. With 150 years in the emerging markets the group has
supreme knowledge and understanding with the customers in the market.
Standard Chartered Bank recognizes its responsibilities to its staff and to the communities in
which it operates. Their 150 years of history gives them a deep better understanding of their
markets, their customers, and the local communities where they operate. It is a strong platform
for future growth. Standard Chartered is holding leading positions in dynamic markets. They
are in some of the worlds fastest growing markets including the United Arab Emirates, India,
China, and the markets of South Asia. They are present in many of their markets for several
generations and have become a trusted partner to businesses and individuals. In other words,
they are trusted and well respected provider of financial products and services. The bank has
built up an enviable knowledge of local markets in Asia, Africa, the Americans and the Middle
East. In many cases, they have had a presence for more than a century. Their first two branches
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were in Calcutta and Shanghai and the bank has been operating continuously in China for the
last 144 years.
1.3 Standard Chartered Banks in Bangladesh

Standard Chartered Bank is the largest multi national bank in Bangladesh. The Bank opened its
first branch in Chittagong in 1948, which was at that time the eastern region of the newly
created Pakistan. The branch was opened mainly to facilities the post-war re-establishment and
expansion of South and South East Asia.
At present the Bank has ten branches in Dhaka, it also have one offshore banking unit inside
the Dhaka Export Processing Zone at Savar, one branch in Narayanganj, three branches in
Chittagong, one branch in Khulna, one branch in Sylhet, one branch in Bogra. In the year 2000,
Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and
South East Asian countries. Former Grind lays Bank started its journey in Bangladesh in 1905
under the name of Grindlays Bank. Standard Chartered Bank took-over the operation of ANZ
Grindlays Bank in Bangladesh as a part of acquisition of South East Asian and Middle East
operation of Australia and New Zealand Banking Group.
After acquisition, Grindlays Bank has become a part of Standard Chartered Group. The Bank
presently has 25 branches in 6 cities, 60 ATMs and 2,750 employing over people.
Recently, the bank opened a new branch in Bogra to reach out in the northern part of the
country .The network of SCB engages itself for providing best quality banking service in retail,
commercial and corporate banking segments. The countrys top Enterprises; Multinational,
Local Corporation and Financial institutions are served by SCB. SCB is the best among the top
performing multinational bank in Bangladesh.
1.4 Vision
A Bank with Vision is the motto of Standard Chartered Bank. The vision is to be the most
efficient financial intermediary in the country. The relentless journey to achieve that vision
started in 1995, since the very inception of the Bank. The journey still continues and will never
stop. Standard Chartered Bank sets a high standard for itself and every achievement of the
bank is a striving agent to reach a new height.
1.5 Mission
o
To consistently help the customers make Intelligent Financial Choices.
By being the preferred provider of the Highest Quality services in the Chosen
business areas, Relevant to all the Constituencies.

o
By being a Workplace of Choice that fosters Excellence, builds Intellectual Network
and results in Absolute Professionalism.
1.6 Objectives
o
The main objective of Standard Chartered Bank is to maximize the profit through
customer;
o
To ensure high return on investment and with different products and services;
To remain as the market leader, diversification of business and the automaton of
banking operation;
o
To play a significant role in the economic growth of this country.
The Bank believes that to provide standard financial services is to deliver a quality that makes
every transaction a pleasurable experience. The bank also believes that Customer is always
right and in the core of everything. So providing them friendly and personalized service, tailormade solutions for business needs, global reach in trade and commerce at the doorsteps and
high yield on investments are the core objectives of the bank and also ensuring the
development of a consistent, aligned collection of practices, programs and policies to facilitate
the achievement of the organization.
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Part # 2
Chapter # 1
Introduction of the Study
11
1.0
1.1
Introduction of Study
Rationale of the Study
Employees objective is to satisfy customers. So they always try to satisfy customer through
their work and service. So for providing better customer service to secure smooth banking,
Standard Chartered Bank recruits qualified employees. So I want to know about employees
involvement with the job and employers contribution to employee.
The main intention of this study is to show how the HR practiced in a service providing
organization and to assess employees perception towards management policy and on their
jobs. By observing the process I get the opportunity to understand the extent of employees job
satisfaction and to oversee the present market requirements and factors which are being
considered in HR practices, level of job satisfaction and employees psychological contract with
the organization.
1.2 Statement of the Problems

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

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

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

The scope of this report to have an idea of HR practices being undertaken by Standard
Chartered Bank. Based on the management policy of the organization, this study will deal with
the HR activities. This is conducted through interviewing personnel. The delimitation of the
report is that the information is confidential and quite difficult to get from HR department.
The employees of Sheraton Branch and Chawkbazar Branch of Standard Chartered Bank are
involved in survey sessions. Survey conducted on Branch Manager, Personal Financial
Consultant, Sales Team Manager, Customer Service Officer, Branch Risk Manager, Asset
Center officer, Customer Service Manager, Customer Service Executive, and Branch Sales
Executives. They are representatives of other employees who worked in other branches.
Because my survey only focus on branch level employees who are directly linked with
customer services. Branches are all identical and are working with a group of staff of same
status, rank and qualifications; plus the nature and type of services are same in all the branches.
So if a branch is studied, it will give a representative sample of knowing the objectives.
Because of the heavy workloads, employees are not accessible to interview them in other
branches, but for advantage of my attachment with the branches I found an opportunity to
interact with them individually and in details. However, relevant HR related information
collected from Managers and Employees of the Branch.
1.5
Objective of the Study
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Broad Objective:
Broad objective is to know about HR practices of Standard Chartered Bank (SCB), Bangladesh
and a Survey on Job Satisfaction and Employees Psychological fulfillment of Contract.
Specific Objectives:
Focus on
o Mission, vision, objectives.
o Organizational structure.
o Job analysis.
o Recruitment process.
o Training and development process.
o Performance appraisal system.
o Compensation and Reward management.
o Employees data record system. (HRIS).
o Employee relationship.
The survey focuses on:
o Satisfaction, Motivation, Psychological contract
1.6
Survey Analysis
1.6.1 Background of the Survey

Standard Chartered Bank (SCB) since its incorporation has been committed to hire the most
effective and efficient manpower to provide quality services, maintain a high standard of
corporate governance, and a continuation of excellent performance in international business.
Importance have been given for building skills & efficiency among the employees to perform
their assigned day to day activities with due confidence. To ensure, the SCB provides them
with various kinds of training programs and proper compensation benefits.
Employees objective is to satisfy customer. So they always try to satisfy customer through
their work and service. So for providing better customer service to secure smooth banking,
standard chartered bank recruits qualified employees. So I want to know about employees
involvement with the job and employers contribution to employees.
The main intention of this survey is to show job satisfaction, motivation and fulfillment of
employees physiological contract.
Employees are working hard to satisfy customers and they are qualified for the banking
service. So this survey generates knowledge about whether they are satisfied or not. And
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Whether the Organization fulfills their psychological contract?
This is because that the
satisfied employees can only perform and serve higher quality of service. And organizations
mission is by being the preferred provider of the Highest Quality services in the Chosen
business areas, Relevant to all the Constituencies. Being a Workplace of Choice that fosters
Excellence, builds Intellectual Network and results in Absolute Professionalism. To achieve
the mission, Organization provides better HR practices to satisfy employees.
1.6.2 Survey Objectives

Primary Objective:
Conduct a Survey on Job satisfaction and fulfillment of Employees Psychological fulfillment
Contract.
Secondary Objectives:
o To know Job likeness.
o Is the job is boring or enjoyable.
o Satisfaction of work.
o Is the job is interesting or not.
o Motivation to do the job.
o Is the job is secured or not.
o To know fulfillment of psychological contract.
1.6.3 Purpose of the survey

This survey is related to satisfaction, motivation, and Job security and employees
psychological contact. If employees are motivated and feel secured with the job they will be
satisfied with the job and fulfillment of employees psychological contract shows that they are
motivated and satisfied. So to know about job satisfaction I conduct this survey.
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Part # 2
Chapter # 2
Methodology of the Study
16
2.0 Methodology of the Study

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

2.2.1 Type of Survey: Exploratory survey
2.2.2 Data collection Method:

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

o Population:
I conduct this survey only on Branch level employees; they work under consumer Banking
division of Standard Chartered Bank. They have common set job characteristics that they have
to fulfill targets and provide higher quality service to customer.
Under Service Booth, Branch Sales and service there are about 444 employees work to serve
higher quality service to customer. So, these 444 employees of Service Booth, Branch Sales
and Service are respected as Population for this survey.
17
Population Size: 444 Employees.

o Sample:
I worked as Intern in Sheraton Branch, Standard Chartered Bank so I conduct my survey on
these branch employees and with the help or Branch Risk Manager I also conduct this survey
on Chawkbazar Branch, Standard Chartered Bank. I took 29 employees as sample for this
survey.
Sample: 27 employees.
o Target population:
I conduct questionnaire survey on 27 employees to complete this survey.
Targeted population: 27 employees.
o Stage of Sampling:
Population Size: 444 Employees.
Sample: 27 employees.
Targeted population: 27 employees.
Relevant Population: Employees of Branch Sales and Service, Booth Service under Consumer
Banking Division.
o Sampling Frame:
Total Population
Designation
Branch Sales And Service
Amount
20
Managers.
Sales Team Managers.
20
Customer Service Managers and
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Booth Incharges.
Branch Risk Managers.
13
Personal Financial Consultants.
80
18
Customer Service Officers.
130
Service Ambassadors.
20
Branch Sales Executives
60
(Contractual).
Customer Support Executives
15
Contractual).
Asset Center Employees.
60
Total : 444
Figure 1: Population of this survey.
o Target population / sample:

Designation
Amount
Age
40-45
30-35
30-37
30-37
28-41
Customer service officers.
28-41
28-30
28-30
25-30
28-35
Managers.
Booth Incharges.
(Contractual).
Contractual).
Actual Sample Unit: 27 employees.

Figure 2: Target population / sample of this survey.
2.2.4 Questionnaire Design
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o Likert scale
To measure attitudes toward satisfaction and dissatisfaction, Motivation, job Security and
fulfillment or physiological contract I used likert scale. Through 33 questions I tried to know,
how they feels about job.
2.2.5 Data Analysis Method

The data analyzed on Microsoft office and Excel. The statistical data analyzed through
Microsoft excel.
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Part # 2
Chapter # 3
Topic Related Discussion
3.1 Organizational Structure
21
3.1 Organizational Structure

3.1.1 Development of Organization
Organization
philosophy
Mission of the
Organization
Development
policy
Work unites
activities and
tasks
Goals and
objectives
Formulation
Organizational
strategy
Figure3: Development process of organization.
A. Organization philosophy:
The philosophy at SCB is to lead the way everything they do, ranging from the commitment to
the people, customers and the community to working in harmony with investors and regulators.
Five values followed by SCB are described below:
o
Responsive: Standard Chartered is good on their word. They are accessible whenever
and wherever the customers need them. Not only do they strive to deliver solutions, they also
aim to exceed customers expectations.
o
Trustworthy: They respect the customers, and the life customers live. By
understanding customers needs and tailoring the right financial solutions for customers, they
earn Standard Chartered trust.
o
Creative: Creative thinkers are not limited by convention. They allow their minds to
soar beyond predictable solutions. Thats how standard chartered approaches each challenge
posed to the bank, which is why they base their products and services on ideas that are
innovative, perceptive, and instinctive.
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International: SCB understand the balance between global and local. Customers trust
them to be established and internationally-networked, while at the same time sensitive to the
customer individual needs. Their strong network across cultures helps customers build stronger
relationship based on ideas.
o
Courageous: A commitment to being there for customers, in good times and bad. They
help customers achieve their aspirations by guiding them towards the right choice, not just the
easy one.
B. Mission of the Organization:

The vision is to be the most efficient financial intermediary in the country. The relentless
journey to achieve that vision started in 1995, since the very inception of the Bank. The
journey still continues and will never stop. Standard Chartered Bank sets a high standard for
itself and every achievement of the bank is a striving agent to reach a new height.
Missions:
o
To Consistently help the customers make Intelligent Financial Choices.
By being the preferred provider of the Highest Quality services in the Chosen business
areas, Relevant to all the Constituencies.

o
By being a Workplace of Choice that fosters Excellence, builds Intellectual Net worth
C. Development policy:
The development policy grew up with the aim to serve quality service to customer. So standard
chartered bank hires talented and intelligent work force and create better work place to work.
Development policy depends on:
o
Participation: focusing on attractive, growing markets where organization can leverage
their relationships and expertise.

o
Competitive positioning: Combining knowledge and creativity to outperform
competitors.
o
Management discipline: Continuously improving the way they work, balancing the
control of costs and risk with efficient management.
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D. Formulation of Organizational strategy

Leading by example to be the right partner for its stakeholders, the Organization is committed
to building a sustainable business over the long term that is trusted worldwide for uploading
high standards of corporate governance, social responsibility, environmental protection and
employee diversity.
o
Strategic intent:
Be the worlds best international bank.
o
Strategy making:
Top management and executive management (Country Head, CEO, and Corporate Head) make
the organizational strategy. But strategy depends on criteria of business and market.
Management made their own policy and strategy to run the business.
Bank asks it self when make the strategy:

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

11. Analyzing past and present business environment.
12. Analyzed SWOT.
o
Operation strategy for banking:
How can we satisfy our customer? This is the most important question that bank can ask from
it self and its people. Customers needs and wants to run the full gamut, from tangible products,
quality service delivered and attitude of management to the aesthetics. Standard Chartered
Bank aims to satisfy these needs and wants by developing and full filling mission and
strategies which can be as the customers they serve.
E. Goals and objectives

o
Objectives:
The main objective of Standard Chartered Bank is to maximize the profit through customer
satisfaction which very much reflects the idea of fundamental marketing concept. It has been
pursuing to earn maximize profit by providing best and improved customer service.
o To ensure high return on investment and with different products and services.
o To remain as the market leader, diversification of business and the automaton of
banking operation.
o To play a significant role in the economic growth of this country.
o To strive for profit and sound growth.
The Bank believes that to provide standard financial services is to deliver a quality that makes
the achievement of the organization.
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Goal:
On delivery of quality service of all areas of banking activities with the aim to add increased
value to shareholders investments and offer the highest possible benefits to the customers.
F. work unit activities:

Major Business Units
Business Banking of SCB
Corporate
Banking
Group
Local
Treasury
Division
Institutional
Banking
Group
Consumer
Banking
Division
Custodial
Service
Multinational
Figure 4: Major Business units of SCB, Bangladesh.
Corporate Banking Group:
The objective of this department is to maintain a thorough knowledge of the client's business
and to develop positive relationships with them. The Corporate Banking Group in Bangladesh
has displayed a spirit of community involvement by working with NGOs to underwrite soft
loans. Standard Chartered Bank offers its corporate customers:
26
o The wide varieties of lending needs are catered to with skilled and responsive
attention.
o Project finance and investment consultancy.
o Syndicated loans.
o Bonds and Guarantees.
o Local and International Treasury products.
o
Treasury Division:
The Bank's treasury specializes in offering solutions to those who wish to manage interest rate
and currency exposures that result from trade, investment and financing activities of other
dynamic economies of the region. Treasury operations are developed in line with changing
market conditions to provide the best services to its customers. According to BAFEDA
(Bangladesh Foreign Exchange Dealers Association), Standard Chartered Bank presently
controls 42% of the local foreign exchange market's traded volume.
Institutional Banking Group:
The IBG of Standard Chartered Bank offers a wide variety of products and services to banks
and financial institutions. The Bank offers a full range of clearing, payment collection and
import-export handling services.
o
Custodial Service:
Headquartered in Singapore, Standard Chartered Equator fulfills the group's strategic

commitment to the provision of custodial service in Asia. Equators customers are primarily
foreign global custodians and broker/dealers requiring cross border information as well as subcustodian services. Standard Chartered Bank of Bangladesh is responsible for the planning in
Bangladesh, but the overall management of the custody business is based on Equators
international business strategy.
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o
Consumer Banking Division:
Superior retail banking services comprising a wide range of deposit and loan products are
offered by the Standard Chartered Bank to its individual customers. The Consumer Banking
division constantly faces challenges and meets them by developing new products and services
to fulfill the specific requirements of local and foreign customers. Bank offers a 24-hour
service in Bangladesh through its Money link ATM network and Phone-link Phone Banking
services.
Consumer Banking
Unsecured VC
Shared
Secured VC
Liabilities
CCU
VC
Distribution
Credit cards
Personal Financial
Services
Personal Loans
Islamic Personal
Finance
Flexi loans
Figure 5: Structure of consumer banking.
Support Units
Major support units of Standard Chartered Bank are;
o
Information Technology Department:
They help in the implementation and generation of computerized reports. Another major duty
of the department is to maintain communication with the rest of the world.
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Central Operations:
Central operations deals with the closing and opening of accounts and other payment and
account related processing of the Personal Banking division. Treasury operations help to deal
with the processing works of the treasury division. Loan Administration Unit (LAU) deals with
the processing of the Corporate Banking division. Operations also have a department that deals
with internal projects that arises from the need to deal with certain problems or to make certain
changes.
o
External Affairs:
This department deals with advertising, public relations, promotions, partial marketing which
involves disseminating new products and services to customers and above all ensuring service
quality.
o
Legal and Compliance:
In UK, Standard Chartered Bank is regulated by the Bank of England, while in Bangladesh
local banking laws regulate it and rules set by the Ministry of Finance and Bangladesh Bank.
Some of the key areas that the Legal & Compliance department has to take care of are: any
kind of legal issues, to advise the CEO regarding all matters and the management on legal and
regulatory issues, correspond regulatory compliance issues to MESA Regional Head of
Compliance, and supervise internal control (e.g. internal audit).
o
Human Resources Division:
This department manages recruitment, training and career progression plan.
Standard
Chartered Bank highlights the importance of developing its people to create a culture of
customer service, innovation, teamwork and professional excellence. Human Resource
department involves making the function of managing people the most important priority in the
organization and integrating all human resource programs and policies within the framework of
a companys strategy. This department also realizes that people make or break an organization
because all decisions made regarding finance, marketing, operations, or technology are made
by an organizations people.
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Organizational Structure of Human Resource Department
HR Head
Head HR Service Delivery
Bangladesh
South Asia
Sr. Resourcing
Manager
CB North
Sr. HR
Relationship
Manager WB
Sr. HR
Relationship
Manager CB
Manager, HR
Service Delivery
Manager,
Resourcing
HR Officer
HR Officer
HR Relationship
Manager GTO & CB
HR Officer
Figure 6: Organ-o-gram of HRD.
30
Organizational structure
CEO
Head of IT
Chief
finance
officer
Head of CB
Head of
credits
Multi
National
(Asset)
Head
GSM
Head of
market
Head of
transaction
banking
Head of
product
Head of
HR
Head corporate
affaires
Large Local
(asset)
Head of
supply chain
Product Manager
Chief
operati
on
officer
Head of
CR
Local
asset
Head of
solution
deliver
y
Asst.
Manager
Head of
service
deliver
Business
Development
Manager
Asst.
Manager
Figure 7: Organ-o-gram of the organization.
Structure: Organic structure and prefer team work.
Branch Structure
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Branch sales and

service manager
Sales Team
Manager
Customer service
manager
Personal
Financial
consultant
Customer
service
officer
Supporting staff:
service
ambassador
Branch Risk
Manager
Contractual:
branch sales
executive
Figure 8: Branch Organ-o-gram.
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Part # 2
Chapter # 3
3.2 HR Planning and Forecasting
33
3.2 HR planning and Forecasting

HR planning is a process, which anticipates and maps out the consequences of business
strategy on an organizations human resource. This is reflected in planning of skills and
competence needs as well as total headcounts. Every organization need to be able to forecast
and plans for its future requirements.
At Standard Chartered Bank, human resource planning, involves forecasting the numbers of
people which will needed by the bank, and then working out the best way of obtaining then as
and when they are needed.
o
Forecasting:
Forecasting activities:
o Workforce number is sufficient detail to be use full.
o Work force supply.
o Impact on budget and funding.
Whos responsibility for it?
Banks operates in a dynamic environment where new and advance practices are frequently
emerging resulting in changing customers requirements. HR department and divisional
managers are responsible for it.
Planning process:
HR planning process consists of forecasting, goal setting, strategic planning, and process
implementation.
Hr manager should attempt to ascertain the supply of and demand for various types of human
resources. The primary goal is to predict areas with in the organization where there will be
future labor shortages of surpluses.
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Planning Process
HR design-Shaping
for success
Organization
Strategy
Assessing
organizations
competencies
Work force
planning
Assessing the
need of people
Investment to develop organization
Figure 9: HR planning process of SCB.
Organization strategy:
To consistently help the customers make Intelligent Financial Choices. By being the preferred
provider of the Highest Quality services in the Chosen business areas, Relevant to all the
Constituencies. By being a Workplace of Choice that fosters Excellence, builds Intellectual Net
worth and results in Absolute Professionalism. So for best service organization hires best
employee and organization provides best compensation and training for their job satisfaction
and development.
o
HR Plans:
HR plans consist of:
35
Planning components
Recruitment and
selection
Orientation and
training
Assigning duties
Career Development
Compensation &
benefits
Performance Measure
High performance
Figure 10: Planning component.
Work force planning and need assessment:
Organization plans employees job and responsibilities based on organizations objectives. And
divisional manager .senior manager asses what they need and how many employees they need
to accomplish there task and asses that, which are the best fitted for the post and positions. And
HR also assesses the process.
o
Organizations competencies:
Before recruiting employees organization asses the market situate and prepare budget with
compensation and training plans. And create the post to hire employee.
o
High performance:
Because of HR practices employees can develop career and they feels satisfied. And best
practices direct employees to serve best services with high performance.
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Forecasting Process:
Strategy of
organization
Scenario planning
HR plans
Assessing Demand
and supply
Gap analysis
Figure 11: Process of forecasting.
Organization strategy is to hires qualified employee to provide best services to customer. And
organizations goal is to be the worlds best international bank. For example: Suppose
Branchs sales team manager need a personal financial consultant so he will send requisition to
HR. HR assess the job and assess supply and demand. And HR also analyzes the gap or the gap
can also assess by managers. After analysis organization recruit employees as based on plans.
When organization, assesses the demand and supply, organization focus on:
o Requirement by number.
o Requirement by locations or divisions.
o Requirement by skills.
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Part # 2
Chapter # 3
3.3 Job Analysis
38
3.3 Job Analysis

An organizations mission statement presents the guiding rationale for the activities of all subunits and employees. To attain the strategic and operational goals, it is necessary to develop
short-run production and operational budgets, as well as to specify the division of labor,
commonly referred to as partitioning the work process into manageable units called jobs. A job
can be defined as a grouping of related duties, tasks and behaviors performed by one or more
individuals, namely jobholders. Each job has one or more positions in other words, the
number of individuals who are performing the duties required by that specific job. The analysis
of subdivided work in the organization, both at the level of the individual job and for the entire
flow of the production process, is referred to as job analysis.
Standard Chartered Bank also follows job analysis. They define job analysis as an examination
of the jobs in an organization with a view to documenting the knowledge, skills, abilities and
others (KSAOs, e.g. experience) associated with successful performance of those jobs. They
collect job analysis information through job description method. The written outcomes of the
process are referred to as job description and it is being prepared by the department head and
HR department. The bank emphasizes more on the duties and tasks which needs to be carried
out in the job. In case of Standard Chartered Bank there are two reasons of following the job
analysis. One reason is that it is suitable for the organization and another reason is tradition.
The process of job analysis of Standard Chartered Bank involves the following three steps to
maximize the potential for success.
Individual interview method:
To gather information about a job, sometimes they interview job incumbents, as well as coworkers, supervisors, suppliers, clients and subordinates.
Observation method:
Sometimes the job analysts observe directly and sometimes indirectly based on the
requirements. For direct observation job analysts are needed to stay on the spot and for indirect
observation videotaped can be used.
39
Structured questionnaire method:

The bank also use questionnaires for job analysis and some of the more frequently used
instruments include:
1. The position description questionnaire.
2. The functional job analysis.
3. The job diagnostic survey.
4. The position analysis questionnaire.
These survey instruments are normally completed by job holders, their supervisors and
people who work in other jobs that are related to the specific job being investigated.
I worked for branch sales and service under consumer banking. Job analysis of branch and
sales describe bellow.
Branch structure
Branch sales and
service manager
Sales Team
Manager
Customer service
manager
Personal
Financial
consultant
Customer
service
officer
Supporting staff:
service
ambassador
Branch Risk
Manager
Contractual:
branch sales
executive
Figure 12: structure of the branch.
40
3.3.1 Job analysis of Branch employee (examples)

Sales Team Manager
Objectives : To position the branch as an effective Personal and SME Banking sales and
service outlet by providing superior customer service for increasing the customer base and
achieving the branch asset & liability targets. Assist the BSSM/BRM to ensure that all the
Group & Local Regulatory guidelines are followed in operations of the branch.
Achievement:
o
Branch Profit target.
Branch Asset & Liability targets.
Branch Service Standard targets.
Reporting Relationship:
To
Branch Sales & Service
Manager
BSSM.
For
Working on Strategies to meet target and for
Performance management & Coaching for Development.
Key Relationship
Internal:
Liaise With
For
Branch Sales & Services
Manager.
Customer Services Manager
Daily Cash related services.
Personal Financial
Managing sales & services activities.
Consultants
Service Ambassador.
Co ordination of sales & services activities.

41
Co ordination of sales & services activities.
External:
Liaise With
For
Relationship Managers.
Handling Corporate Transactions.
Value Center Managers.
New Processes Implementations/product delivery.
Support Unit Departments.
Issues of premises, security, stationeries, finance etc.
Other BSSM, STMs & PFCs.
Coordination of Sales and Services Activities.
Account Services.
Issues related to customer accounts/records.
Asset Operations.
Disbursement of CB loans.
Trade Services.
Enquiry of FCY Cheque collection.
Legal & Compliance.
Approval of accounts, Deceased/Unclaimed/Sanctions.
Consumer Credit Unit.
Approval of CB Loans.
Securities Bonds Dept.
Issues related with US Dollar Bonds etc.
Service Quality.
Issues related with SQ Survey, Examinations etc.
Existing and Prospective
To make relationship and grow existing portfolio.
customers.
Direct Reports: PFCs,
BSOs & BSEs.
Duties and responsibilities:

Duty 1: Fulfill Financial/Sales and objectives.
Responsibilities:
o
Undertake major initiatives to achieve set targets in terms of building assets and
liabilities set forth in Job Objective.

o
Supervise the PFCs, BSOs and BSEs to achieve Sales and Service momentum.
Increase the customer base of the branch.
Capitalize on cross-sell opportunities.
Communicate with customers and potential customers for sales opportunities.
Help organize sales promotions (Campaigns, presentations, seminars, exhibitions etc)
in coordination with the BSSM & other sale channels.

42
Ensure cost minimization/control environment.
Duty 2: Maintain service quality.

Responsibilities:
o
Provide high quality service to Consumers, Priority and SME Banking Customers.
To achieve set targets in terms of service standards for customer transactions.
Show a significant development of Service Quality levels across the Branch.
Supervise customer complaints.
Duty 3: Complete operations.

Responsibility:
o
Own and drive Customer Due Diligence, Reputation Risk, and Anti-Money Laundering
Initiatives.
o
Establish Risk Recognition and Compliance Culture among the branch.
Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings.
Advise the PFCs for Proper documentation for different types of Account Opening &
Closing for all customers and keeping the error rate at acceptable level.
o
Guide PFCs for Proper documentation for Dormant Account Regularization, Deceased
accounts and all other account related services.

o
Supervise the PFCs and BSEs on Loan proposal, documentation and arrange approval
of the same.
o
Maintenance and subsequent destruction of undelivered security items (e.g. PIN, TIN,
Hold Mail, Debit Card, Cheque Book).

Duty 4: Operational risk/administration.
Responsibilities:
o
Assist BSSM in the implementation of all risk related policies and procedures within
the branch.
o
Co-ordinate with BSSM in establishment and or completion of self-assessment toolkits
such as Key Control Standards.

o
Keep abreast of local regulatory changes and assist BSSM in his/her role in creating
awareness & implementation of local regulatory regulations & guidelines in the branch.
43
Assist BSSM in prevention of money laundering by monitoring of various transaction
reports.
o
Assist the BSSM to ensure that branches maintain all the records that are auditable for
good audit rating.

o
Assist BSSM to ensure the carry out of Business Continuity Plan among the
department.
o
Act as the custodian of the Prime Keys as authorized in Key Register.
To maintain the branch premises.
To ensure proper branch security.
Ensure proper signages are in place.
Duty 5: Assist personnel.

Responsibilities:
o
Supervising, coaching and training the staffs on daily organization of work whenever
and wherever necessary for improved performance.

o
Help create an environment where the branch people can operate as a team
demonstrating the Values of the Bank.
Duty 6: Create a Health & Safe work place.

Responsibilities:
o
Ensure a safe and healthy workplace for all.
Take reasonable care for the health & safety of co-workers and those who may be
affected by your actions or your omissions.

o
Cooperate with management to support and promote Health and Safety in the
workplace.
o
Encourage others to work in a healthy and safe manner.
Report all accidents and incidents and bring to the attention of management any hazard
in the workplace.
What is needed to join this post?

o
Years of experience in a retail sales/service environment.

44
Should be a University Graduate, preferably with a Business Major.
Sound knowledge of SCB Retail products and other banks products and services.
Sound Knowledge on Market and Economic trends.
Language proficiency for written and verbal communication in English & Bengali.
Good Knowledge on local banking regulations.
Computer skills (Windows XP, MS Word, MS Excel, MS Power Point).
Good knowledge on Group Code of Conduct, Standard Documentation, Operational
Manual for Personal Financial Consultant , Group Operational Risk Policy and other Procedure
Manuals.
o
Leadership skills to lead and motivate a team of sales and service.
Strong selling and interpersonal skills required to convince customers and sell bank
products.
o
Initiative and drive to achieve set targets and service standards.
Creativity in terms of meeting customer demands with existing products.
Organizational/Managerial skills (Campaigns, Promotions, Mail Shots, Seminars etc.)
Job analysis of
Customer Service Manager
Objective:
Organizing, Supervising and Leading the Teller Services functions with the
customer services officers in the branch are to ensure that the delivery of quality service to
customers. Help project a professional and warm image of the bank. Exercise the operational
controls and continuous improvement in operational efficiency. Maximize new business
opportunities by building new relationships and Cross Selling. Assist the BSSM/BRM to
ensure that all the Group & Local Regulatory guidelines are followed in operations of the
branch.
Direct Report to:

To
Branch Sales & Service
Manager.
For
Working on Strategies to meet target and for
45
Direct reports: Customer Services Officers.

Relationship:
Internal:
Liaise With
For
Manager.
Supervise day-to-day operation.
Sales Team Manager.
Co ordinate of sales & services activities.
Personal Financial
Consultants.
Service Ambassador.
External:
Liaise With
For
Customer Service Delivery.
Operational Issues.
Value Center Managers.
New Processes Implementations.
Value Center Senior
Asset Product Delivery and Feedback.
Managers.
Issues of premises, security, stationeries, finance etc.
Other BSSM, STMs & PFCs.
Coordination of Sales and Services Activities.
Account Services.
Issues related to customer accounts/records.
Trade Services.
Enquiry of Cheque collection.
Legal & Compliance.
Issues related to regulatory requirement.
Service Quality.
Issues related with SQ Survey, Examinations etc.
Cash Management
Issuance and Collection of TT, DD, TC & other
Operations.
instruments.
46
Global Market.
Exchange rate and Deal Booking.
National Collection Services.
Cheque Collection for customer.
OIC- Regulatory Reporting.
Reporting of FCY purchase and sale.
Feeder Branch.
Issuance of FCY Draft and Cash movement.
Item Processing.
Collection of cheques for Unopened accounts.
Service Quality.
Issues related with SQ Survey, Examination etc.
Existing and Prospective
To deepen relationship and grow existing portfolio.
customers.
Bangladesh Bank.
Obtain permissions for FCY transactions and other

issues.
Duties and responsibilities:
Duty 1: Ensure Service Quality.

Responsibilities:
o
Providing prompt and high quality service to Consumer & Priority Customers.
Undertake initiatives with the CSOs to achieve set targets in terms of service standards
for customer transactions.

o
Ensuring that the branch premises are maintained to the specified standard.
Recommended workflow changes for greater efficiency.

o
Resolving investigations and inquiries initiated by customer inquiry to the specified
standard.
o
Continuing Customer Retention efforts with personal involvement in complaint
resolution.
o
Establishing Risk recognition and Compliance Culture across the branch.
Own and Drive Know Customer, Reputation Risk, Money Laundering initiative.
Report Suspicious Activities/Transactions to BSSM/BRO.
Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings
Ensure general house keeping standards of the branch.
Customer quarries follow up and solve problems.
47
Show a significant development of Service Quality levels across the Branch as
measures by Voice of Customer, Customer Satisfaction Survey and Mystery Shoppers Surveys.
Duty 2: Maintain Operations
Responsibilities:
o
Approvals of Daily Cash & Transfer Transactions. Approval of the Transactions for
Remittances and other products (Drafts, Travelers Cheques, Cashiers Orders, Foreign
Currency Exchange, Safety boxes etc).
o
Approvals of Daily Cash & Transfer Transactions. Approval of the Transactions for
Remittances and other products (Drafts, Travelers Cheques, Cashiers Orders, Foreign
Currency Exchange, Safety boxes etc).
Duty 3: Managing Operational Risk and Administration.
Responsibilities:
o
Assist the BSSM for the branch security management and coordinating with
Administration as and when required.

o
good audit rating.

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

o
Years of experience in a retail sales/service environment.
Should be a University Graduate, preferably with a Business Major.
Sound knowledge of SCB Retail products and other banks products and services.
Sound Knowledge on Market and Economic trends.
48
Good Knowledge on local banking regulations.
Computer skills (Windows XP, MS Word, MS Excel, MS Power Point etc.).
Good knowledge on Group Code of Conduct, Standard Documentation, Operational
Manual for Personal Financial Consultant , Universal Teller Process Guide, Group Operational
Risk Policy and other Procedure Manuals.
o
Leadership skills to lead and motivate a team of sales and service.
Strong interpersonal skills required to manage internal and external relationship.
High level of initiatives, drive and achievement orientation to reach set targets and
service standards.
o
Good Understanding in Service, Credit and Operational Risk Management.
Fair Knowledge of IT related activities in terms of Trouble Shooting of branch
processing applications.
Achievements:
o Branch Service Standard target.
o Monitor Day to day Branch Operations.
Job analysis
Service Ambassador
Objective: Manage the Customer Service functions in the branch to ensure the delivery of high
quality Services to customers. Ensure maintenance of operational controls and continuous
improvement in operational efficiency. Maximize new business opportunities by building new
relationships and Cross Selling. Assist the BSSM/STM to ensure that all the Group & Local
Regulatory guidelines are followed in operations of the branch.
Reports Direct To:
To
For
Decisions and Authorities for Branch Operations and

Manager.
issues not covered under own jurisdiction.

Guidance on Service Quality Standards.
Performance management & Coaching for
Development.
49
Key relationship:
Internal:
Liaise With
For
Customer Services Manager.
Operational Decisions and advices.
Sales Team Manager.
Referral of new business.
Customer Services Officers.
Co ordinate of Operational, sales & services activities.
Personal Financial
Co ordinate of Operational, sales & services activities.
Consultants.
Performance management & Coaching for
Manager.
Development.
External:
Liaise With
For
Service Quality.
Issues related with SQ Survey, Examination etc.
Issues of administration, premises, stationeries etc.
Account Services.
Queries on ATM card, Cheque books, PIN, TIN,

I-Banking.
Other Service Ambassadors.

Existing
and
Gather Intelligence on Sales and Services techniques.
Prospective To deepen relationship and grow existing portfolio.
customers.
Duties and responsibilities

Duty 1: Maintain Service Quality
Responsibilities:
50
Providing prompt and high quality service to Consumer & Priority Customers.
To achieve set targets in terms of service standards for customer transactions.
Ensuring that the branch premises are maintained to the specified standard.
Recommended workflow changes for greater efficiency.

o
Resolving investigations and inquiries initiated by customer inquiry to the specified
standard.
o
Continuing Customer Retention efforts with personal involvement in complaint
resolution.
o
Establishing Risk recognition and Compliance Culture across the branch.
Report Suspicious Activities/Transactions to BSSM.
Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings.
Ensure general house keeping standards of the branch. Customer quarries follow up and
solve problems.
o
Maintenance and subsequent destruction of undelivered security items e.g. PIN, TIN,
Hold Mail, Debit Card, Cheque Book etc.
Duty 2: Operations
Responsibilities:
o
Receive Delivery and safe keeping of Cheque Books, ATM Captured Cards, TIN, PIN,
i-Banking and Welcome Packs waiting to be delivered.

o
Periodic reconciliation and balancing of Cheque Book, ATM Captured Cards, TIN,
PIN, I-Banking and Welcome Packs waiting to be delivered.

o
Maintenance of Hold mails.
Control of Security items.
Destruction of undelivered PIN, TIN, Hold mails and Cheque books.
Issue Solvency Certificate, Duplicate Statement and Balance Certificate in coordination
with CSM/PFCs.
Duty 3: Managing Operational Risk
Responsibilities:
o
Assist the BSSM for the branch security management and coordinating with
Administration as and when required.
51
good audit rating.

o
Participate in carry-out the Business Continuity Plan among the department.
Duty 3: Fulfill Financial Targets:

Responsibilities:
o
Generation of new business via in-branch contacts/Cross Selling from observation of
customer transactions.
o
Generation of new business via sales promotion, marketing calls etc.
Active participation in branch sales planning to generate. branch to finalize branch
action plans for meeting set targets.

o
Building new relationships and strengthening existing Relationships.
To achieve set targets in terms of potential customer and follow up with phone calls.
Referral of prospective business to other SCB functional units.
What to do?
o Set Service Standard target.
o Day to day Branch Operations.
o Achievement of providing an excellent platform for services and sales.
Achievement:
Achieve sales target set by the BSSM/STM.
o
2 years of experience in a service environment is preferable.
Should be a University Graduate.
Good knowledge of SCB Procedures, related policies, Retail products and banking
environment.
o
Good Knowledge on selling techniques used for banking products.
Computer skills (Windows XP, MS Word, MS Excel).

52
Good knowledge on Group Code of Conduct, and Group Operational Risk Policy.In
this way organization analyzes the job and prepares job descriptions and job specifications.
Part # 2
Chapter # 3
3.5 Recruitment and selection
53
3.5. 1
People and Management strategy for recruitment and development
As a company, Management and HR believe that if organization invests in recruiting and

developing talented people, outstanding performance will quickly follow.
Management and HR play to strengths of employees. They prefer to identify and develop an
individuals strengths rather than focus on trying to fix their weaknesses. This sets Standard
Chartered Bank apart from many competitors because it is a surprisingly unusual approach.
However, it works: weaknesses will very rarely- if ever-be turned into strengths. But strengths
can be turned into even greater strengths.
Focusing on strength means that:
o
Recruit great people.
Set them clear objectives that play to their strengths.
Provide great development to build on their strengths.
Recognize and reward exceptional performance.
The outcome of this is motivated or engaged individuals and terms who deliver outstanding
business performance. It is the way Standard Chartered delivers superior financial results.
Playing to strengths is a shared responsibility and line managers in fulfilling their potential to
deliver great business results.
Organization Mission is
o
To Consistently help the customers make Intelligent Financial Choices.
By being the preferred provider of the Highest Quality services in the Chosen business
areas, Relevant to all the Constituencies.

o
By being a Workplace of Choice that fosters Excellence, builds Intellectual Net worth

So to help customer and to provide height quality service and to create professional, friendly
work environment organization hires qualified employee who are the best fitted for the job and
54
customer service because right recruitment strategy can help to accomplish organization
mission. Recruitment processes are linked with the mission and objectives of the organization.
Objectives of the organization is

Whether in treasury, consumer, or corporate banking, Standard Chartered Bank is committed to
provide the best. Meeting the demand of discerning customers is not the sole objective. The
Bank believes that to provide standard financial services is to deliver a quality that makes
the achievement of the organization. But the bank also tries to do the best in conjunction with
achieving the ultimate objective of a business organization Wealth Maximization.
So Standard Chartered bank committed to provide best service to customer to meet their
satisfaction. HR recruit right person for the right place and give them appropriate training. So
to recruit best person for the job HR follows recruitment policies and the recruitment of
personnel done in step by step process.
3.5. 2 Recruitment budget:

The recruitment process is a very expensive component of organizational staffing. The high
costs of recruitment also point to the importance of establishing a well-developed recruitment
budget. The budget that is used for overall Human Resources purpose of Standard Chartered
Bank per year is 20% to 25% of total budget.
3.5. 3
Types of recruitment:
Standard Chartered Bank recruit employee in two ways.

1. External recruitment (Job advertisement / Job watch / SCB Global career website).
2. Internal Job recruitment (Employee referral / SCB Global career web site).
55
3.5. 4 Recruitment system of Standard Chartered Bank:

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

o
Existing employee are familiar to work environment and organizations rules,
regulations.
o
And employees have skills, knowledge, ability, to accomplish task.
Employees are already trained to solve work related problems.
And Standard Chartered bank recruits external candidates for new KSAO and or to hire
experienced personnel or fresher.
56
Recruitment process:
Manager notifies of vacancy
Human Resource department posts job opening
Human Resource receives bids from interested

applicants
Human Resource department screens candidates
List of candidates given by Human Resources to

Managers
Call for test and interview
Filling position
Figure 13: Recruiting Process.
57
Manager notifies of vacancy and Human Resource department posts job

opening:
Manager asses employees need and he / she will send requisition to HR department.
Requisition can sent through written e-mail and or specific requisition forms. HR department
can also create a new post or can recruit personnel in existing vacant post.
Figure14: Post vacant in SCB, Source: career web page SCB.
These are the posts, vacant in Standard Chartered Bank. Suppose Consumer banking division
needs HR relationship manager. HR Manager (recruitment SCB) asses the need and
announced vacancy in Career web site.
58
Job Id # 203531 (Officer Customer experience- North Gulshan) [figure 15]. This is a new post
created by HRD and requisite by the branch manager. HR manager (Recruitment) asses the
post, analyze the job, compensation packages and then post the job in vacancy web page.
Figure 15: Vacancy posts are advertised in career web site.
Last 2 Months ago Sales Team Manager, Sheraton Branch recruited two Branch Sales
Executives. Before recruited Branch Sales Executives he asses the need and send requisition to
HRD. After confirmation of requisition he took interviews and written test. Then he confirms
the position. Branch Sales Executives is a temporary post and recruited through third party
consultancy firm. For Any full time HR contractual job, temporary job, permanent job HRD
will asses the job and post vacancies in web career page.
o
Human Resource Department receives bids from interested applicants and screens
candidates.
Candidates or employees are only able to apply for post/job in SCB career web site/ job watch.
Sometime Standard Chartered Bank- Bangladesh give advertisements in news papers for
vacant post. But applicants have to upload CV in SCB career web page and apply for the
vacant post.
59
Figure: 16: SCB global career web page.

https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_O
BJECT.HC_H
This is the Standard Chartered Global Career web page. In this page applicant has to upload
CV and apply for the post. Internal applicant can use own job watch portal.
Suppose applicants apply for the post HR relationship manager-consumer banking (figure17).
For this post Human resource department upload job description and job specification (figure
18). As job specification applicant apply for the post.
60
Figure 17: Post- HR relationship manager- consumer banking.

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

Link: https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRS.HRS_APP_SCHJOB.GBL
61
Human resource department downloads CVs of applicants and match CVs with job criteria/
job descriptions/job specifications. If the applicants CVs match with the job specification then
HR select the person for test or interview. In this way HR sort out CVs and screening
applicant. HRD screens CVs, to match applicants KASOs with job criteria.
o
List of candidates given by Human Resource department to Managers:
After screen and sorting CVs Human resource department prepare a list of applicants, who can
be fit for the offered post. HR manager approved it and send it to the manager (who prepare
requisition for the post). The manager also gives approval. After approval applicants are called
for test or interview.
o
Test /Interview and filling the position:
New applicant has to give written test. After passing test applicant has to face group interview.
Suppose for the post HR relationship manager- consumer banking (figure 19 & 17). For
recruitment, interview board consists of Resource manager, HR officer, Manager Consumer
banking. After passing interview session board select applicant for the post. For existing
employees who apply for the post they call only for interview. From external and internal
resources, SCB Bangladesh recruits employees.
3.5. 5 Selection Process of Standard Chartered Bank

Completing the application form
Initial screening
Comprehensive interview
Employment test
Back ground investigation
Decision making
Figure 19: selection process.
Initial screening:
62
Standard Chartered Bank asses employees need and identify the Job. Prepare job description
and job specification. Then advertise the post or offer the post in which they want to hire
employee. Then HR sort out the CVs and select CVs which are match with job and job
criteria and then prepare sort list and call for test or interview. In screening interview, basic
questions are being asked which can be about education, background, etc.
o
Completing the application form:
Applicant has to apply on SCB global career web site. Applicant has to register with the web
portal. When he/she registered into SCB career web page, applicant has to fill up personal
information and can able apply on specific post. After applying on vacant post; applicant has to
attend Mandatory Online Talent Assessments Test.
Following link:
https://gx.gallup.com/scbcbsriindex.gx?B2BLOCATION=&ACCESS_CODE=X8S7C3Q8E7.
So before applying in any vacant post applicant fill up application form.
o
Employment test:
Applicant has to attend employment test. Written test based on english, mathematical questions
and analytical questions.
o
Comprehensive interview:
The applicant is being judged based on the qualification and knowledge required for the post.
In the interview usually they observe the candidates confidence level, smartness and
outspoken propensity.
o
Back ground investigation:
Standard Chartered Bank is international organization and this is a financial institute, so data
and information are valuable for the organization. So Standard Chartered Bank emphasis on
background investigation, because organization aware about the reputation, secrecy of various
types of data and safety of the staffs. It is true that a wrong selection can make a lot of disaster
inside the organization. Thats why they put a great importance on references. For background
investigation they actually verify the nationality, citizenship, educational record, references.
63
Decision making:
After passing all of these steps the final decision is taken for selection.
Conditional Job offer:
Before job confirmation employee works under observation and it is for six months. Employee
has to pass 6 months as probationary employee. After that job are confirmed.
The following criteria below help to assess/ascertain the hiring need which are
o
Whether the vacant role is critical to the business plan or not.
Whether the output from the incumbent really necessary or value adding or not.
Whether the work address a short-term need or an ongoing requirement.
Whether it is necessary to have a full-time permanent person to do the work or not.
Whether the hiring for the vacancy within headcount and financial budget or not.
Whether the hiring need has been authorized as needed or not.
3.5. 6 Recruitment Sources

Standard Chartered Bank follows both external and internal recruitment.
External Sources:
o
SCB global career web site / job advertisement:
Standard Chartered Bank rarely publishes vacancies advertisement in local new papers but
every one can apply on SCB career web page for offered posts. Applicant upload CVs on this
site and HRD collect CVs for vacant post from this site.
Link:
https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.H
RS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_H
o University and Employment agencies:
64
From universities Standard Chartered Bank hires Intern and fresher for the job. SCB also hires
employee from Conquest, Mahadi enterprise, etc. Standard Chartered Bank hires fourth class
employees, customer assistants, customer service executives from Employment agencies.
Internal Sources
o
Internal Applicants:
The Bank is committed to develop talent internally and to get the best out of the broadest range
of the people to sustain strong performance and competitive advantage. Job Watch supports
this commitment to helping individuals develop, as well as making the most of the diversity of
the employees. Its key objectives are:
o
Facilitating the process of internal talent mobilization
Enabling employees to maximize their potential and career development
Ensuring that the Bank has access to a wide and diverse pool of internal candidates.
Empowering employees to take personal responsibility for their careers.
There are 3 methods that can be used to decide how to look for them. The methods used by
Standard Chartered Bank are described below:
o
Advertisement of internal vacancies:
In e-HR countries, internal job vacancies are posted using the PeopleSoft Portal, except that
when the internal job posting needs to be written in a local language not supported by the
system, a local advertising channel will be used (e.g., the country HR home page on Intranet).
In non e-HR countries, internal job vacancies are advertised in batch using e-mail broadcast.
In e-HR countries, internal job application should be submitted via the PeopleSoft Portal. In
non-e-HR countries, internal job application should be submitted via website of SCB.
To be eligible for a Job Watch application, applicant needs to demonstrate satisfactory
performance in current role for at least one year.
In e-HR countries, internal applicants receive a system-generated email to acknowledge their
applications. In non-e-HR countries, the country HR team arranges an acknowledgement
notification to be sent to internal applicants within seven days after the job posting has been
closed.
65
Non-employed workers (e.g., agency workers, independent consultants, outsourced workers)

who wish to apply for an internal vacancy may do so if this is allowed by their work contract
with the Bank.
o
Skills Inventory:
For taking decisions about recruitment and to understand the needs they focus on their skill
inventory where the records of each employee are being stored.
o
Employee Referral:
Employee Referral Process- SCB Bangladesh

Hire a friend (HAF)
Hire a Friend is the newly formatted employee referral scheme. The objective of HAF is to
encourage employees to introduction potential candidates to fill published vacant positions in
the Bank.
All employed workers at Brand 4 and below on permanent roles of the Bank who have Bank
ID are eligible to an incentive award under the scheme, except those who are directly involved
in the hiring process.
The categories of employees will be considerate as being involved in the hiring process:
o
Those who are involved in the screening and interviewing of applicants for the position
concerned, including hiring managers and head of department and / or senior employee to
which the position directly or indirectly report to.
o
Those who are involved in the hiring decision.
Member of the HR Relationship / Resourcing Team.
There are some rules in case of referring employees which are being discussed below:
1. No incentive will be paid to the employee who makes the referral if the applicant:
66
Has already applied to the Bank via an external source

Has already been referred by another staff member
Is already working in the Bank
Was previously employed by the Bank and left within the last six months.
2. Additionally, the referrer will not be eligible for the referral incentive if they areInvolved in screening and/or interviewing of applicants for the vacancy concerned, or
Involved in the hiring decision, or
Employees in Human Resources, or
Head of the departments into which the referred applicant may be hired.
Referral Process:
o
List of vacant position will be advertised through people wise or job watch.
Employees review the job position and choose job and ID number to prepare job
referral.
o
Candidate will receive web link and can apply through career website.
Candidates provide his / her detail information.
An automated Email will go to referrer email address.
Employees will be kept posted on the status of the referred candidate through
recruitment team.
o
Recruitment team sort CVs and notify candidates for interview.
The team also verifies whether the same candidate has been referred by one or more
employee.
o
The referred candidates would go through the regular process of selection and
recruitment. The final decision of hiring will be decided by the HR and business head.
o
Successful annual referrals would be paid the referral amount through payroll and
payroll input will be provided by country resourcing team.
67
3.5. 7 Group Job Watch Process:

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

o
Hiring manager must complete job requisition. Job requisition should be raised using
the people soft portal.

o
If more than one job requisition has been created concurrently in a country for a given
role, only one job requisition is requited to be posted on job watch.

o
When posting a job watch, country HR must attach a job profile, which describes the
job and person specification and defines the candidate requirements.

o
Country HR, in consultation with the hiring manager, is responsible for releasing the
internal job advertisement using the appropriate media.

o
Vacancies must be posted on job watch for a minimum of two calendar weeks. This
period can be extended further as needed to ensure that vacant jobs are filled in the most
efficient way.
o
Hiring managers can initiate external recruitment immediately after the internal job
watch communication has been published.
Applying for internally advertised job opportunities:

o
The group is committed to providing an environment that allows employees to develop
and progress their career through job moves. It is important that any internal moves are
appropriately planned so as to be as smooth as possible. All applicants must inform their line
manager of their application before they attend any selection interview with the hiring
manager. Internal applicants are not required to inform their line manager before submitting
job application.
68
Internal applicants need to have demonstrated satisfactory performance in their current
role for at least one year in order to be eligible to make job watch application.
o
In e-HR countries, employees should submit their application via the people soft portal
.Employees in non e-HR countries should submit their application via the SCB career website.
o
HR must ensure that all applicants receive an acknowledgement of their application
within seven working days of the relevant job watch postings closing date.
Short listing and selection:

o
HR must screen all applicants for the vacant role in order to identify those applicants
who satisfy the advertised role requirements. These candidates will then be short listed for
interviewing.
o
In addition to internal applicants for advertised roles, the hiring manager must, at the
same time, consider potential candidates identified in succession plans or designed talents pool.
Applicants from external sources can also be simultaneously considered.
o
All applicants who meet the job advertisement must be interviewed by HR hiring
manager.
o
The role will be offered to the applicant who best fits the requirement detailed in the
role description and job profile.

o
Internal applicant is selected for the advertised role, the hiring master and the internal
applicants current line manager need to agree an effective date of transfer. The date of transfer
should be no later than the internal applicants contractual notice period.
o
All unsuccessful interviewed applicants must be noticed of the final decision by hiring
manager.
Group Job watches operational process
Standard chartered bank is committed to developing talent and providing career growth
opportunities to employees in the basis of merit. The group aims to fill as many job vacancies
as possible with appropriate internal applications through advertising of vacancies, succession
planning and talent management. This policy establishes the minimum standards for the
internal advertising and application of permanent roles, as well as any role to be filled by a
fixed term working whose contract is for a period of one year or more.
69
This process supports:

o Internal mobilization.
o Career development.
o Access to a wide and diverse talent pool.
o Ownership of employees careers.
Advertising vacancies:
All permanent roles, both fulltime and per time and any roles to be filled by a fixed term
worker whose contract is for a period of one year or more, must be advertised internally using
job watch
Categories:
1. Vacancies at brand 3 and above.
2. Country management committee. (MANCOM member).
3. Direct entry and fresher.
o
All job watch communications must comply with the standers defined in the advertising
internal vacancies section of the group job watch process.

o
In e HR countries, a job watch for all eligible roles posted in people soft portal. in non
e-HR countries job watch for individuals must be advertised in e-mail, internal or external
channels.
o
Hiring manager can initiate external recruitment through country human resources.
Employee application:
o
Employees need to have demonstrated satisfactory performance in their current role for
at least one year in order to be eligible to make job watch application.

o
Employees are not required to inform line manager before submitting job watch
application. But employees should inform line manager before interview.
70
Short listing and selection:

If internal applicants qualifications match with job requirement then the applicants are short
listed. Then short listed applicant has to face interview. The role offered to the applicant who
best fits the requirement detailed in the role description and job profile.
Responsibilities:
Country HR is responsible for the local review of this process and its communication to
country CEOs, business functional heads. HR also responsible for compliance with the
applicable standards defined within this policy.
CEOs, Business Heads and Functional Heads are responsible for implementing the policy and
process and ensuring its communication to all employees. All line managers are responsible for
ensuring that they comply with this policy.
3.5.8 Employee in Standard Chartered Bangladesh (2009)

Employee in Standard Chartered
Position
Amount of Employees
Managerial
1500
Non Managerial
300
Full time
250
Per time
200
Contractual
500
Total : 2750
71
Managerial (1500)
Non Managerial (300)
Full time (250)
Per time (200)
Contractual (500)
Figure 20: Total employee at SCB.
Employees -Sheraton Branch (2009)

Level
Managerial
Managerial
Non
Managerial
Contractual
Employees
Branch Manager.
Sales Team Manager.
Amount
1
1
Branch Risk Manager.

Customer Service Manager.
Personal Financial consultant.
Customer service officer.
Service Ambassador
Customer support executive
Branch Sales executive
4th class employee
Total
1
1
2
3
1
1
4
4
19
B SSM .1
STM .1
B RM .1
CSM .1
PFC.2
CSO.3
SA .1
CSE.1
B SE.4
4t h class.4
Figure 21: Employees at Sheraton Branch.
72
Part # 2
Chapter # 3
3.6 Performance Measurement
73
3.6 Performance measurement

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

o
Review performance:
The performance evaluation based on work and personality traits. From performance
measurement HR can know about the performance quality of employees and can set future
performance target. And HR can also evaluate previous performance to present performance.
o
Training need assessment and career development:
Through performance appraisal HR and Manager can assess employees lacking in work related
area. And to over come it organization prepare training programs for employees and through
training employee can develop their career path.
o
Promotion:
Based on performance evaluation, management can takes decision about employees

promotion.
74
3.6.2 Goals of performance evaluation

o
Recognized the efforts and contributions of current staffs.
Reward staff with compensation directly linked with performance.
Motivated staffs for better performance.
Orient staffs towards goal achievement.
Retain employees through the use of competitive compensation and benefits.
Attract employees with effective performance management system.
3.6.3 General performance measurement criteria

o
Strategic congruence:
The aim of Standard Chartered Bank is to provide quality service to satisfy customer.
Performance measurement system assesses how well employees are serving the customer. And
it provides guidance to employees so that they can achieve organization goals.
o
Validity:
The evaluation process is to measure employees performance lacks. This relates to deficiency
element of validity.
o
Reliability:
Employees are evaluated on annual basis and from evaluation satisfactory out come employees
got promotion and bonus.
o
Specificity:
It provides specific guidance about what is expected and hoe employees can meet this
expectation.
3.6.4 Performance Measurement System at Standard Chartered

To provide quality service and to satisfy customer, organization follows service procedures and
to evaluate them HR evaluate employees performance. So employees job responsibility linked
with performance. Performance evaluation related to job responsibilities.
75
I worked as intern in Standard chartered bank, Sheraton branch, Dhaka. And I assist branch
staffs to accomplish tasks. So in this report I only mention branch staffs job responsibilities as
key performance indicators and key performance area.
Selected positions for performance evaluation

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

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

Key Performance Area 2: Managing Risk:
o
Ensure control environments are robust and receive satisfactory audit ratings.
Ensure standards in customer service area are met.

76
Establish risk recognition & compliance culture for the area managed.
Own and contribute in CDD, Reputation Risk, and Money Laundering initiatives.
Maintain a high degree of customer satisfaction.
Key Performance Area 3: Service Quality

o
Show a significant development of SQ levels across the Branch as measured by Voice
of Customer (VOC) mediums such as Customer Satisfaction Survey.

o
Introduce objective SQ monitoring processes at the branch.
Ensure general housekeeping standards for the area managed.
Ensure 10% increase in loyalty Index.
Participation in all the Service quality Campaigns of all the Branch Staffs.
Key Performance Area 4: People & Talent Management

o
Ensure that harmonization is maintained at the branch level at all times through active
participation in other functional activities with peers, especially in their absence with a goal to
offer maximum customer satisfaction.
Key Performance Area 5: Job Specified Objective

o
Maintain smooth customer service operation with zero error.
Improve SQ score at the branch.
Devise constructive measures to improve the control environment of the branch.
77
Key Performance Evaluation Rating Rating Scale

Area
Financial Targets
Target %
1=Exceptional Performance.
30%
2=Very Good Performance.

3=Good Performance.
Managing Risk
20%
4=Improvement Required.
Service Quality
30%
5=Unacceptable Performance.
People & Talent 10%
employee rates own performance, Suppose a
Management
Job
Specified 10%
Objective
Total
Based on KPA and evaluate targets,
100%
PFC achieves financial targets. So he can

rates his performance Very good and
very good =2.
Evaluation target is that: The KPA financial target will be evaluated on only 30%. 30%
is the highest percentage to evaluate this segment of KPA. And total evaluation on100%.
The KPA evaluation percentages are different in different position.
Values Objective
Courageous:
Leadership Role in Change Management. Contribute to challenging the barriers which obstruct
team formation.
Responsive:
Improve overall services across distribution channels to address changing customer needs and
market shifts
International:
Actively participate in bank initiated community projects.
Creative:
Initiate new ideas to help develop the business and address issues in a more efficient way.
Trustworthy:
Encourage and drive a culture based on mutual respect and trust in the organization. Ensure
engagement of the team members.
78
Values
Objective
Rating Values Rating Scale

A= Role models the values.
Courageous
B=Lives the values in most situations.
Responsive
C=Lives the values in many situations.
International
D=Fails to live the values in significant ways.

Employee rates values based on this rating scale. Values
Creative
Trustworthy
objectives are not same for all employees. It differs position

to position.
Customer Service Officer (CSO)

o
Deposits: organization fixed deposit account target.
Fulfillment of targets are appraised

o
Ensure timely submission of report.
Cash shortage should be considered with zero tolerance.
Establish risk recognition & compliance culture across the branch
Ensure zero tolerance in cross checking of vouchers of all transactions in the branch
79
Ensure all the suspense accounts are in right order within the stipulated time as
appropriate.
o
o
charges as appropriate
Ensure cost minimization/control environment

o
Show a significant development of SQ levels across the Branch as measured by Voice
of Customer (VOC) mediums such as Customer Satisfaction Survey.

o
Ensure general housekeeping standards across the Branch Ongoing
Ensure participation in all the Service quality Campaigns of all the Branch Staffs.
Key performance Indicator:
o
To come up with an idea to do the reengineer the processes resulting services to be
convenient for customer while control will be stricter.
Key Performance Area 6: Cash Management

Performance Evaluation Target: 20%.
o
To report/escalate the breach of limit on a daily basis with appropriate explanation.
80
Key Performance Evaluation Rating Rating Scale:

Area
Financial Targets
Target %
15%

3=Good Performance.
Managing Risk
30%
Service Quality
25%
People & Talent 5%
Management
Job
Specified 5%
Objective
Cash
25
CSO achieves financial targets. So he can

very good =2.
Management
Total
100%
The KPA evaluation percentages are different in different position. CSOs KPA and
percentages of evaluation KPA segment are not same and also responsibilities are
different. CSO need to manage cash but PFC dose not need to manage cash.. So
responsibility and percentages are different in different post.
Values Objective
Courageous:
Leadership role for promoting Out serve & Outsell culture while maintaining required
control.
Responsive:
market shifts.
International:
81
Creative:
Trustworthy:
Values
Values Rating Scale:
Rating
Objective
Courageous
CSOs
courageous C=Lives the values in many situations.

objective
is different Employee rates values based on this rating scale.

from
Values objectives are not same for all employees. It
PFSs
differs position to position.
objectives.
Responsive
International
Creative
Trustworthy
Service ambassador
o
Deposits: organization fixed deposit account target.
Fulfillment of targets is appraised.
82

o
Ensure risk recognition & compliance culture for the area managed.
Contribute in CDD, Reputation Risk, Money Laundering initiatives
Maintain a high degree of customer satisfaction.
Ensure realization of charges as appropriate.
Show a significant development of SQ levels as measured by Voice of Customer
(VOC) mediums such as Customer Satisfaction Survey.

o
Ensure participation in comprehensive product and SQ training.

o
Show a significant development of SQ levels as measured by Voice of Customer
(VOC) mediums such as Customer Satisfaction Survey.

o
Ensure participation in comprehensive product and SQ training.

o
83

o
Ensure active contribution/ participation in leading the Way initiatives taken by the
branch.
o
Improve the service quality of the branch with tangible results.
Ensure cost minimization.
Key Performance Evaluation Rating Rating Scale

Area
Target %
Financial Targets
10%

3=Good Performance.
Managing Risk
40%
Service Quality
30%
People & Talent
10%
Management
Job Specified
10 %
Objective
Total
100%
SA achieves financial targets. So he can

very good =2.
The KPA evaluation percentages are different in different position.
Values Objective
Courageous:
Leadership role for promoting Out serve & Outsell culture while maintaining required
control.
Responsive:
84
market shifts.
International:
Creative:
Trustworthy:
Values
Rating .
Objective
Values Rating Scale
Courageous
Responsive
International
C=Lives the values in many situations.

Creative
Employee rates values based on this rating scale. Values
Trustworthy
objectives are not same for all employees. It differs position

to position.
3.6.5 The Process of Performanne Evaluation (Example)

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

Example: Service ambassadors job evaluation
KPA
KPI
Self
rating
85
Financial
Achieve balance sheet growth:
Targets:
Deposits: organization fixed deposit account
10%
Risk
Ensure control environments are robust and 40%
Management
receive satisfactory audit ratings.
target.
Ensure
KCS
(Cheque
book,
PIN,
hold
Statement etc. standards in customer service area are

met
o
Ensure risk recognition & compliance culture
for the area managed.

o
Contribute in CDD, Reputation Risk, Money
Laundering initiatives
o
Maintain a high degree of customer satisfaction
& SLA
Service Quality
Ensure realization of charges as appropriate
Show a significant development of SQ levels as 30%
measured by Voice of Customer (VOC) mediums such

as Customer Satisfaction Survey.
o
Ensure participation in comprehensive product
and SQ training.
o
Ensure general housekeeping standards for the
area managed.
o
Ensure participation in all the Service quality
Campaigns of all the Branch Staffs.

People &
Ensure that harmonization is maintained at the 10%
Talent
branch level at all times through active participation in
Management
other functional activities with peers, especially in their
absence with a goal to offer maximum customer

satisfaction.
86
Job Specified
Objective
Ensure active contribution/ participation in 10%
leading the Way initiatives taken by the branch.

o
Improve the service quality of the branch with
tangible results.
o
Ensure cost minimization.
Responsibility based segmented performance
100%
percentage
Weighted average
As weighted average is 2 and 2= very good performance.

Rating Scale
1= Exceptional Performance.
2= Very Good Performance.
3=Good Performance.
87
Values Objective
comments
What living the values looks like in the role

Courageous:
Leadership role for promoting Out serve & Outsell

culture while maintaining required control.
Responsive:
Improve overall services across distribution channels to

address changing customer needs and market shifts
International:
Creative:
Initiate new ideas to help develop the business and address

issues in a more efficient way.
Trustworthy:
Encourage and drive a culture based on mutual respect and

trust in the organization. Ensure engagement of the team
members.
Values objective
Self rating
rating
Values Rating Scale

A= Role models the values
B= Lives the values in most situations
C= Lives the values in many situations
D= Fails to live the values in significant ways.
Over all agreed rating 2A
All over performance are agreed by employee and line manager. Line manager and senior
manager /head of division observe and signed the performance evaluation sheet and keep in
records.
88
Performance Evaluation based on specific job responsibilities. And there are different
percentages of evaluation scale for different types of job responsibilities. Percentages are
different for different grade of employees. Different types of evaluation percentages for
responsibilities, analyzed below:
Percentage allocation to evaluate individuals performance

BSSM
STM
CSM
BRM
PFC
CSO
KPA
Financial
objectives
Risk
managemen
t
Cash
Manageme
nt
Service
Quality
People
Health and
safety
Specific
objective
Total
35%
45%
15%
20%
15%
30%
5%
85%
30%
15%
10%
20%
30%
40%
20%
20%
15%
20%
15%
15%
10%
SA
20%
30%
25%
30%
10%
5%
10%
5%
5%
10%
5%
10%
10%
5%
10%
100%
100%
100%
100%
100%
100%
100%
Percentage allocation to evaluate individuals performance
89
90%
80%
70%
Financial objectives
Risk Management
Helth and Safty
Cash Management
Service Quality
People and Training
Specific Objective
60%
50%
40%
30%
20%
10%
SA
SO
C
PF
C
R
M
SM
M
ST
SS
0%
Figure 22: percentage allocation to evaluate performance based on KPA or responsibility.
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
SA
SO
C
PF
C
R
M
B
SM
M
ST
SS
M
Financial objectives
Risk Management
Helth and Safty
Cash Management
Service Quality
People and Training
Specific Objective
Figure 23: percentage allocation to evaluate performance based on KPA or responsibility.
Responsibility based individuals performance % allocation

Responsibilities / KPA: Financial objectives
Financial objectives are not same for employees. Different level/grade has different percentage
of financial objectives.
90
BSSM 35%
STM 45%
CSM 15%
BRM 0%
PFC 30%
CSO 15%
SA 10%
Figure 24: Different Percentage allocation on financial objective based on different position to evaluate
performance.
Sales team manager (STM) carried out 45% evaluation percentages because he has greater
sales target then others. And his performance evaluate on this responsibilities. Branch risk
manager do no need to sale any financial product and his responsibility is to managing risk in
branch. So his performance mainly evaluate based on managing risk.
Responsibilities/ KPA: Risk Management:
BSSM 20%
STM 15%
CSM 30%
BRM 85%
PFC 20%
CSO 30%
SA 40%
Figure 25: Different Percentage allocation on risk management based on different position to evaluate
performance.
Branch Risk Managers responsibility is

o
Coordinate and consolidate operational risk and loss reporting of the Branch for the
reporting to the BSSM. Ensure data accuracy and completeness.

o
Design and implement control measures and monitoring plans for compliance and
operational risk management in Shared Distribution. Ensure effectiveness of controls for

compliance monitoring and risk management in the Branch.
o
Ensure risks and issues identified are resolved in an appropriate and timely manner.
91
Assist BSSM in their role of Unit Money Laundering Prevention Officer and Business
Money Laundering Prevention Officer to ensure appropriate internal controls and procedures
for money laundering prevention are in place and functioning as intended. Where appropriate,
assist in the investigation of financial crime risks.
So responsibilities indicates these duties to evaluation performance
Receive satisfactory audit ratings; ensure accurate & timely completion of ORMA matrix.
Ensure accurate and timely CDD (KYC) review of A/Cs. Ensure KRI, KCS/KCSA, and
standards are met. Establish risk recognition & compliance culture across the branch. Ensure
accurate and timely completion of CBOR scorecard. Own and drive CDD (KYC), Reputation
Risk, Money Laundering initiatives, Ensure proper Business Continuity Plan (BCP) is in place.
All laid down processes in the plan are followed in case of a disaster situation. Ensure Zero
fraud loss, Create and maintain a compliance culture through maintenance of the Compliance
Risk Management framework within the business, Coordinate and assist in regulatory and
other audits, sample testing of compliance monitoring undertaken by the Compliance.
Representatives, Ensure timely completion of compliance management actions and timely
submission of accurate compliance reports, Assist BSSM in performing the role of BMLPO
Ensure CDD (KYC) Quality error is below 2%.
So BRM carried out 85% target percentage to evaluate performance.
Responsibilities/ KPA: Cash Management:
BSSM 5%
STM 0%
CSM 20%
BRM 0%
PFC 0%
CSO 20%
SA 0%
Figure 26: Different Percentage allocation on cash management based on different position to evaluate
performance
92
PFC, BRM, STM do not need to Manage cash but Customer Service Manager and Customer
Service Officer are responsible to manage cash. So their performance evaluates on cash
management operation and on this segment they carried out 20% to evaluate them.
Responsibilities/ KPA: Service Quality:
BSSM 20%
STM 15%
CSM 20%
BRM 0%
PFC 30%
CSO 25%
SA 30%
Figure 27: Different Percentage allocation on service quality based on different position to evaluate
performance
Service ambassador, Customer support officer, Personal financial consultant, and Branch sales
and service manager need to serve quality service to customer so to evaluate their performance
this segment carries large percentage of performance evaluate scale.
Responsibilities/ KPA: People and Training:
BSSM 15%
STM 15%
CSM 10%
BRM 0%
PFC 10%
CSO 5%
SA 10%
Figure 28: Different Percentage allocation on service quality based on different position to evaluate
performance.
STM and BSSM have to confirm employees development so that is their responsibility
Organization allocate highest % on this KPA.
Responsibilities/ KPA: Specific objectives:
93
BSSM 5%
STM 10%
CSM 5%
BRM 10%
PFC 10%
CSO 5%
SA 10%
Figure 29: Different Percentage allocation on specific objectives on different position to evaluate
performance
Employee has own objective. Organization evaluate there performance based on objectives and
try to find out that are they able to achieve objectives or not based on allocated percentage.
94
Part # 2
Chapter # 3
3.7 Training and Learning
95
3.7 Training and Development

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

o
Orientation Training:
Every new recruited staff of standard chartered bank has to attend 3 days comprehensive
orientation to get a feel about Bank process and the business. This orientation program
provides a good chain to meets with seniors, peers and to build up team spirit.
o
Product and Operational process Training:
Product and Operational process Training helps to related staff to learn about product and
operational process of the bank.
o
Skill Training:
Bank provides lot of skills related training e.g. credit workshop, management and negotiation
skills, service and quality, project management training, etc to help staff enhance their skill in
particular aspects.
o
On job training and off the job training:
Employees are continuously involved in the learning process in the form or on job training.
And they also attend on class training and seminars, meeting etc.
Specific competency training:

96
Organization provides training on specific competency e.g. sales and motivation training,
product promotion training etc., as for example, to increase work ability and improve service
quality.
o
E-learning:
Standard chartered bank provides e-education to employees to improve their knowledge and
competencies on specific issues.
o
Performance related training:
Organization provides training which is related to job and performance. And after performance
evaluation organization identify employees lacks. So organization provides training to them to
improve performance.
3.7. 2 Training Design Process of Standard Chartered Bank
Conducting Training need

assessmento Organization analysis
o Person analysis
o Task Analysis
Ensuring employees readiness for

training
Creating Learning Environment
Ensuring transfer of training
Evaluation Plan
Training
Method
Monitor and
evaluation
Figure 30: Training Design Process
97
Training Need assessment:
Organization mission is to
o To Consistently help the customers make Intelligent Financial Choices.
o By being the preferred provider of the Highest Quality services in the Chosen
business areas, Relevant to all the Constituencies.
o By being a Workplace of Choice that fosters Excellence, builds Intellectual Net worth
To achieve customer satisfaction, to serve high quality service and to build better work force
with professionalism, organization provides training.
Standard Chartered Bank Bangladesh maintains the regulations of Bangladesh Bank. So if
Bangladesh bank introduces any new laws and regulation Standard Chartered Bank arrage
training program for employees. Not only that, standard Chartered bank provides training on
new product launching and operational procedures.
The training programs are mandatory for the employees. Because operational and products
service process are always changing. So for better quality service and swift operation
organization provides training.
All employees have to attend training programs because all the jobs are service oriented. And
the training also service based. So employees have to know the procees and service procedures.
Employees get training based on task like, for the Branch risk manager and sales team manager
get training on risk management. But branch risk manager do not get any sales related training.
Because sales related training is only for sales person not for any risk management employee.
But if the training is related to service all employee has to atted the program.
o
Ensuring employees readiness for training:
Employees are motivated to get training because they try to develop their career and try to
serve high quality service to customer and organization. But some training programs are
mandatory for the employee. So they have to join and maximum they get service and operation
related training.
o
Creating Learning Environment:
98
Every training has objective. In bank the training related to quality service and operational
process. So the employees can serve quality service to customer. Training program in branch
level arranged by senior manager, manager, STM, CSM and BRM. And maximum training
held in branch and senior manager or experienced individuals are the trainer or facilitators.
o
Transfer of training:
Employees can share experiences with others about training and employees are help full to
share experience.
o
Evaluation and monitoring:
After training employees have to fill up a form or evaluation and from that organization can
asses their learning outcome.
o
Learning Methods:
Training can be on the job or class room and computer based.
3.7.3 Training and E learning program in Standard Chartered Bank

Training program of Standard Chartered Bank- Branch/ Front Office (2009)
Date
Name of the training
Objectives
Participan
Type
ts
18.6.09
17.7.09
Go Green campaign
Training on Forex transaction
Know about audit 32
Off
risk rating
the job
Foreign
exchange 85
process
10.5.09
Rok n Rol training
Off
the job
Process update
19
Off
the job
3.6.09
SPORT training
Operational
process
46
and risk
Off
the job
related training
25.7.09
Financial control policy
Process
operation
and 30
Off
the job
99
introduction
2.11.09
Operational risk management
Managing risk
45
Off
the job
17.11.09
Group Compliance Training
Process
and 200
compliance update,
Off
the job
fraud awareness.
Training program and participants 2009
250
200
go green
150
forex transaction
100
rok n rol
sport
50
financial risk
0
an
ts
risk management
pa
rt
ic
ip
compliance
200
150
100
participants
50
0
go green
sport
complince
Figure 31: Employee participation in training program
100
E- Learning program of Standard Chartered Bank- Branch/ Front Office (2009).

o
Turning complaints into complements.
Anti money laundering and terror financing.
Basic operational risk management and assurance framework.
Core operational risk management and assurance framework.-full version.
Group code of conducts.
Healthy and safety work environment.
Induction (Bangladesh local program).
Introduction to out serve.
Living with HIV.
Management of operational risk.
Money laundering prevention.
Operational risk.
Optical training.
Out serve plus.
Reputation.
Risk learning.
Risk reputation.
Safer security awareness for every one.
3.7. 4 E-learning and training evaluation

E-learning evaluation
E -learning is open for all employees in branch. HR offers E-learning through people soft
career option. E- Learning consists of few questions. Employees have to read on specific topic
or issues and give the answer of the questions. And the software evaluates the result and
publishes learning certificates. And keep record on system. E-Learning develops individuals
knowledge and skills. It also helps to develop individuals career.
Training Evaluation
101
Participants of training program fill up participant feedback form. This form is used as
Training Evaluation Form. From this form organization know about participants view on
Training. The form indicates:
Statements
I had the knowledge and skills required to start this course

The facilities were favorable to learning
I was able to take this course when I needed it
I clearly understood the objectives
The learning met all of the objectives.
The way this course was delivered was an effective way for me to
learn this subject matter.
Material were use full
I had enough time to learn the subject matter
Course content was logically organized
I was satisfied with facilitator
My knowledge and skills increased as a result of this course
The knowledge and skills gained through course are directly
applicable to my job.
I was satisfied with the course
I would recommend this course to other employees
Strongly
disagree
neither
agree
Strongly agree
disagree
1
Participants express their fillings through this rating scale and the form is evaluated and try to
give better training to employees.
102
Part # 2
Chapter # 3
3.8 Compensation and benefits.
103
3.8 Compensation and Benefits

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

Basic salary is not the only component of the executives/officers compensation package. This
compensation packages comprise the following components:
o
o
o
Basic salary.
Annual incentives.
Bonus and benefits.
3.8.1 Compensation and benefits of Standard Chartered Bank Bangladesh

Grades/Brand
Position
Temporary/sales Temporary/contractual
Salary (BDT)
6000-15000+
commissions
All officer/new entries
27000-30000
Sr.officer/asst.manager
35000-60000
All managers
54000-80000
6 to 5
Sr .managers
80000- 200000
Head of department
200000
270000
Country Head
Not mentioned
104
Benefits:
o
Group insurance: taka 5 lac. (If the employee is dead).
Full medical support. Provided by LABAID under ALICO medical policy.
House rent:
Level/brand 9-8 taka 10000.
Level/brand 7 and above -15000 to 30000.
Provident fund: after passing 5 year in this bank employee will get this benefits.
Employee will contribute 5% and Bank will contribute 5%.

o
Gratuity: current gross salary multiplied by number of service year . the total amount
will be given to employee.

o
Increment: based on performance.(10%-25%).
Staff loan: employee can get loan at 3% interest rate.
Shares save: employee can apply to buy shares of Standard Chartered Bank. They can
invest maximum 250 pound or equivalent on shares.

There compensation strategy sated by internal global policy.
105
Part # 2
Chapter # 3
3.9 HRIS
106
3.9 Human Resource Management System

3.9.1
People-wise software
Standard Chartered bank use peoplwise software as HRIS.

People-wise functions supporting the management
o
Job requisition:
Sr .manager, Manger, HR manger submits job requisition through people-wise and HR upload
advertisement in job watch /SCB career web site. Job watch is linked with people-wise
software.
o
CV review:
This software store CVs of existing employees and job applicants. And this also analyzed
CVs with job requirements and responsibilities.
o
Performance review:
The software analyzes previous performance and present performance of employees. And keep
records of day to day work related activities.
o
Leave management: It can make leave plans.
Salary management: it also calculates over all compensation and benefits with job
responsibilities.
o
Reports: it can generate training, compensation reports.
Work list: it can also make job and responsibility and responsibility based performance
system.
o
Promotion: it can evaluate performance and can make succession plans.
Change location: job rotation, job transfer can do through this software.
Change salary: it can also change salary with employees grad and position.
Exit: Resignation, change supervisor and change cost can done through this software.
107
Functions of People wise
Recruitment
Management
Changes
o Job requisition.
o Interview valuation
o CV review
o
o
o
o
Performance review
Leave management
Salary management.
Reports.
o
o
o
o
o
o
o
o
o
o
Work list.
Team details
Team reports
Leave reports.
Team performance.
Team salary
o Salary details
promotion
change location
change salary
transfer
Exit
o Resignation
o Change supervisor
Team recruitment
o Team movement
Figure 31: HRIS functions.
People-wise functions supporting the management
108
Part # 2
Chapter # 3
3.10 Employee relationship
109
3.10.1 Employee relations

Standard Chartered Bank is committed to creating, sustaining and reinforcing a high
performance culture in accordance with the Banks strategic intent to be the best international
bank.
The basic principles which will guide our approach in employee relations are:
o
Managerial prerogatives for recruitment, talent management, performance management
and discipline are non-negotiable.

o
Organization will follow the legal standards and regulations in the countries that we
operate in.
o
Organization will encourage a performance culture designed to recognize individual
performance. Superior performance will be rewarded differentially.

o
Organization will focus on driving employee engagement at all levels thus creating an
environment which encourages open two-way communication.
3.10. 2 Employee Engagement

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

110
Following this discussion, the teams create action plans, with various staff members
having responsibility to follow through on specific action plans.

o
Line managers have overall accountability to improve how they manage their staff.
This will be stated as an explicit objective within their annual objectives and will be discussed
as part of the annual performance management system. Managers will be held accountable for
follow through on their employee engagement action plans.
o
Driving an increase in employee engagement is the responsibility of the line manager.
HR partners with the manager to train them in the tools utilized (scorecards) and in acting as a
conduit to migrate best practice to assist in increasing the overall employee engagement.
Standard Chartered Bank believes that teams that are highly engaged create sustainable high
performance.
3.10. 3
Employee Discipline
Employees discipline will help Employees achieve and maintain high standards of conduct,
engagement, morale and performance and minimize the risk of litigation.
Minor conduct or performance issues should normally be dealt with informally between
Employees and their Managers as part of a performance improvement process, without
reference to formal disciplinary procedures.
Formal disciplinary process is required; line Managers must consult with Human Resources
before instigating the formal disciplinary procedures or taking formal disciplinary action.
Depending on the circumstances of the case, a fact finding investigation may be required
before a disciplinary hearing is held.
The Employee should be notified in writing of the specific performance or conduct issues, the
date on which any disciplinary hearing will take place and a summary of the reasons for the
hearing. The Employee should also be provided with copies of any relevant evidence,
including a summary of any investigation findings.
The Employee must receive reasonable notice of the disciplinary hearing and all
communications and the hearing itself must be conducted in a language which the Employee
understands.
111
The Employee should have the right to present and discuss evidence and state his or her case at
any disciplinary hearing.
The Employee should have the right to be accompanied by a work colleague (or other
representative if specifically permitted under local law) at any disciplinary hearing.
The Employee should have the right and opportunity to make a single appeal against the
decision made at or following a disciplinary meeting. This appeal must be made in writing and
should normally be made to a more senior manager or other appropriate person who has not
previously been involved in the disciplinary process.
The choice of disciplinary sanction will depend on the circumstances and severity of the
performance or conduct issue. The principal sanctions are likely to be a formal verbal warning
(recorded), a first written warning, a final written warning or dismissal.
Warnings must set out details of the complaint, the improvement required of the Employee, the
timescale within which the improvement must be made and the consequences of nonimprovement.
In most circumstances, subject to satisfactory improvements in performance or conduct,
warnings will expire six months from the date of issue after which they will be of no relevance
to future disciplinary action. However, final written warnings will expire after a year or, in
exceptional circumstances, may remain live for a longer period.
Dismissal is likely to be the disciplinary sanction imposed following the disciplinary process,
where there have been findings of:
o
Gross Misconduct and Gross Incompetence.
Employees poor conduct or performance.
Employees conduct or performance fails to improve to the prescribed standards after the
issuance of disciplinary warnings
Gross Misconduct and Gross Incompetence may warrant summary dismissal (without notice or
payment in lieu of notice), or otherwise suspension (with pay) pending inquiry or discharge.
Employee is dismissed; he or she should be given written reasons for dismissal and informed
of the date on which employment will terminate and his or her right of appeal.
Standard Chartered Bank will not re-employ an Employee whose contract has been terminated
for disciplinary reasons unless required to do so by law.
112
3.10. 4 Grievance process

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

113
Action is taken promptly.
Owner ship to be taken by concerned business unites line manager.
Grievances are protected from victimization and are not discriminated.
How to raise grievances

o
Send Email/letter to line manger.
Send Email / letter to HR relationship manager.
Login their grievances on the email id i-have.a-concern@sc.com
This id will be personally monitored by the head of HR.
Monitoring grievances
o
All staffs related to grievances that are logged to the i-have.a-concern@sc.com log
will be traced by HR relationship managers investigation and resolution.

o
Response will sent with in 2 days from HR relationship manager.
Grievances will be resolved as per grievance policy.
The time frame for the resolution of grievances will be 15 working days.
HR responsible
o
Monitoring and follow up of the status of the issues.
Advise on the conduct.
Follow up on the decisions.
Open issues before appropriate forum.
Ensuring closure to issues.
Conducts reviews of procedure.
3.10. 5 Prevention of Harassment

Harassment is unwanted conduct (whether verbal or otherwise), offensive behavior or bullying
which is based on individual circumstances, which include (but are not limited to) sex, race,
disability, nationality, gender, sexual orientation, age, religion or belief. Bullying may be
characterized as offensive, intimidating, malicious or insulting behavior, an abuse or misuse of
power through means intended to undermine, humiliate, denigrate or injure the recipient.
Sometimes behavior considered bullying by one person may be considered to be firm
114
management by another. Harassment and bullying may take many forms, including verbal
conduct, victimization, displaying offensive material and physical contact. Verbal conduct may
include, but is not limited to, sexual innuendo, suggestive remarks, lewd comments, racial or
sexist epithets, derogatory slurs, propositions, threats and suggestive or insulting sounds.
Non - verbal conduct may include, but is not limited to, displaying derogatory posters,
cartoons, drawings or suggestive objects and making suggestive gestures. Physical contact may
include, but is not limited to, touching, patting, pinching, brushing against someone and
assault. Harassment and bullying may also include overbearing supervision or other misuse of
power or position, making threats about job security without foundation, deliberately
undermining a competent worker by overloading and constant criticism and ridiculing or
demeaning someone for example, picking on someone or setting them up to fail.
Harassment or bullying by or towards an employee is unacceptable. A violation of this process
may lead to disciplinary action, which may include summary dismissal. Supervisors and Line
Managers must take timely and appropriate action when the individual concerned reports
harassment or bullying to them. The Bank will seek to ensure that the complainant is not
penalized whether directly or indirectly for raising a complaint unless that complaint is
unfounded and not made in good faith, e.g. it is a malicious complaint. Making false
allegations of harassment or bullying or providing false information with regard to alleged
harassment will lead to disciplinary action. All employees should understand the Banks
position on harassment and bullying and take personal responsibility for dignified relationships
at work.
3.10.6 Dispute -Resolution

Employees may have problems or concerns relating to their employment that they wish to raise
and have resolved. Every effort should be made to resolve any problems through informal
discussion between manager and the employee. Where these issues cannot be resolved
informally, the grievance process provides a formal framework for these to be dealt with fairly
and quickly. The underlying principles are:
o
The Bank will endeavor to settle grievances or any other disputes arising in connection
with work as early and as near to the point of origin as possible.
115
Each stage of the grievance will be addressed within a reasonable time of the request
unless there are circumstances, which prevent this, in which case the employee will be
informed.
o
The Bank will endeavor to maintain confidentiality in respect of all concerns raised,
where possible and appropriate.

o
To address instances where grievance issues would be raised, standard Chartered Bank
will handle the grievance process in compliance with the following requirements as well as
collective agreements, local laws and regulations:
o
The process will be in a language that the employee understands.
Employees will have the right to present his/her case.
The process will be recorded.
The employee will have a right and opportunity to appeal against the decision.
However the decision on the appeal will be final.
3.10. 7 Employees code of conducts

o
Comply with laws, regulation and group standers
Employees are individually responsible for compiling with the spirit. Employee must act
ethically and honestly at all times. Employee must follow the organizations laws and
regulation.
o
Reject bribery and corruption
Employee must not give or accept bribes nor engage in any form of corruption. They do not
offer or give any kind of personal payment, benefit or improper advantage to customer,
officials. Employee cannot pay a customer for business.
o
Avoid being compromised by gifts and entertainment:
Employee must not offer, give or accept, in appropriate gifts or benefits to or from third
parties.
o
Speak up
Employee must speak up if the suspect or know of any actual planned or potential behavior
that breaks any laws and regulations.
116
Combating financial crime
Employee must comply with laws and regulations on money laundering, terrorist financing and
fraud prevention.
o
Avoid conflicts of interest:
Employees are responsible for identifying conflicts of interest. Once these have been identified
employee must take immediate steps to resolve the problems.
o
Do not deal in shares when in possession of inside information.
Treat customers fairly.
Respect customer confidentially
Employee can disclose customer data unless authorized to do so.

o
Treat people fairly and with respects:
All employees are entitled to a safe working environment that is free from discrimination,
bullying and harassment.
o
Employee must be responsive to communities and demonstrate exemplary
governance at all times.
117
Part # 2
Chapter # 4
Analysis and interpretation of data
118
o Target population / sample:

Managers.(3)
Sales Team Managers.(2)
Customer Service Managers
and Booth Incharges.(1)
Branch Risk Managers.(2)
Personal Financial
Consultants.(3)
Customer service officers(7)
Service Ambassador.(1)
Branch Sales
Executive(Contractual).(1)
Contractual).(1)
Asset Center Employees.(6)
Figure 32: Target population of survey
Designation
Amount
Age
40-45
30-35
30-37
30-37
28-41
Customer service officers.
28-41
28-30
28-30
25-30
28-35
Managers.
Booth Incharges.
(Contractual).
Contractual).
Total : 27
119
Part A: Job satisfaction

The Job is Interesting
40.00%
20.00%
Participants
0.00%
Strongly
disagree
to som e
w hat
agree
agree
strongly
agree
Participants
Figure 33: Employee participation on the job is interesting
Frequency
Strongly
Percentage
Valid
Cumulative
percent
Percent
Disagree
3.70
3.70
3.70
To some what
7.42
7.42
11.12
Mostly Agree
18.51
18.51
29.63
Agree
25.92
25.92
55.55
Fully Agree
7.42
7.42
62.97
Strongly Agree
10
37.03
37.03
100.00
Total
27
100.00
100.00
Disagree
Valid
Agree
Interpretation: Most of the jobs are challenging and service related. So employees have vast
opportunity to meet with existing customers and new customers. And their challenges relating
to targets and employees are more innovative to accept challenges and achieve targets. They
find their job interesting and a vast majority of employees supports this statement.
120
Employee likes their job
60.00%
40.00%
20.00%
Participants
0.00%
Strongly
disagree
to som e
w hat
agree
agree
strongly
agree
Participants
Figure 34: Employee like this job
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
To some what Agree
Mostly Agree
14.81
14.81
14.81
Agree
11
40.74
40.74
55.55
Fully Agree
7.42
7.42
62.97
Strongly Agree
10
37.03
37.03
100.00
Total
27
100.00
100.00
Interpretation: Because of good compensation packages and scope for career development,
most of the employees agree to this statement. A process of learning is present in their job
environment and consequently, they can constantly gather knowledge and new experiences to
manage customers and find the ways to accomplish targets innovatively.
121
Employees Satisfaction with Present job
40.00%
20.00%
Participants
0.00%
Strongly disagree to som e
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 35: Satisfy with present job
Valid
Frequency
Percentage
0
Valid
percent
0
Cumulative
Percent
0
Strongly Disagree
Disagree
3.70
3.70
3.70
To some what
agree
3.70
3.70
7.40
Mostly agree
11.11
11.11
18.51
Agree
33.33
33.33
51.84
Fully agree
22.22
22.22
74.06
Strongly agree
25.93
25.93
100.00
Total
27
100.00
100.00
Interpretation: The contractual or 3rd party contractual employees are not satisfied because
they are not regular employees of the bank and have to work very hard with difficult work
assignments/targets. They want to work as permanent employees of this bank. But maximum
of the employees thought that this job will eventually facilitate to develop their career.
122
Enthusiastic about work
60.00%
40.00%
20.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 36: They Enthusiastic about work
Valid
Frequency
Percentage
0
Valid
percent
0
Cumulative
Percent
0
Strongly Disagree
Disagree
To some what
agree
3.70
3.70
3.70
Mostly agree
14.82
14.82
18.52
Agree
11
40.74
40.74
59.26
Fully agree
18.52
18.52
77.78
Strongly agree
Total
6
27
22.22
100.00
22.22
100.00
100.00
Interpretation: Employees are always energetic to serve good quality service. And they are
motivated to accomplish their work. Energy and motivation works as synergy to achieving
targets and provide the best service to customer to meet their satisfaction. Most of the
employees agree with this statement and newly recruited and newly promoted employees
strongly agreed with this statement.
123
Employees are satisfied with job for the time being
50.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 37: Employees are satisfied with job for the time being
Valid
Frequency
Percentage
0
Valid
percent
0
Cumulative
Percent
0
Strongly Disagree
Disagree
3.70
3.70
3.70
To some what
agree
3.70
Mostly agree
14.82
14.82
18.52
Agree
13
48.15
48.15
66.67
Fully agree
11.11
11.11
77.78
Strongly agree
Total
6
27
22.22
100.00
22.22
100.00
100
Interpretation: Maximum employees are satisfied with current position and job but very few
employees working for long time at same position and post. As based on age, designation, and
experience employees are satisfied with their job and position.
124
The job is pleasant
50.00%
participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
participants
Figure 38: The job is pleasant
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
To some what
7.40
7.40
7.40
Mostly agree
14.82
14.82
22.22
Agree
11
40.74
40.74
62.96
Fully agree
11.11
11.11
74.07
Strongly agree
25.93
25.93
100
Total
27
100.00
100.00
agree
Interpretation: About 41% employees expressed agreement with this statement. Maximum job
and position are service related. Employees are experienced to provide quality service so they
know how to accomplish tasks and duties so they feel that their jobs are pleasant for them. Few
newly recruited contractual employees work under pressure and with sales targets and with
achieving the set targets they feel that the job is doable.
125
Employees are happy to take this job
40.00%
20.00%
em ployee
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
em ployee
Figure 39: They are happy to take this job
Frequency
Strongly
Percentage
Valid
Cumulative
percent
Percent
3.70
3.70
3.70
Disagree
Disagree
To some what 1
agree
Mostly agree
22.22
22.22
25.92
Agree
33.33
33.33
59.25
Fully agree
14.82
14.82
74.07
Strongly agree
25.93
25.93
100.00
Total
27
100.00
100.00
Interpretation:
Because of good compensation packages, friendly work Environment, scope to develop career
and social respect, employees feel that they are engaged in the best job in one of the best
Organization in Bangladesh.
126
Employee feels that the job is interesting than others they could get
50.00%
em ployee
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
em ployee
Figure 40: The job is interesting then other job
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
3.70
3.70
3.70
To some what
3.70
3.70
7.40
Mostly agree
14.82
14.82
22.22
Agree
11
40.74
40.74
62.96
Fully agree
14.82
14.82
77.78
Strongly agree
22.22
22.22
100.00
agree
Total
27
100.00
100.00
Interpretation: Most of the employees agree with this statement because they gather
experiences and they receive social respect from the job.
127
Part B: Motivation
Motivated to execute duties at work
40.00%
20.00%
em ployee
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
em ployee
Figure 41: Motivated to execute duties
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
To some what
Mostly agree
22.22
22.22
22.22
Agree
29.63
29.63
51.85
Fully agree
29.63
29.63
81.48
Strongly agree
18.52
18.52
100
Total
27
100.00
100.00
agree
Interpretation: Most of the employees agreed with this statement and they are motivated to
execute duties because they are experienced to meet customers satisfaction and accomplish
task properly. And employees work in a group and the group members are cooperative to help
each other to create a friendly work environment.
128
No one push employee to do job
40.00%
20.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 42: No one push employee to do job
Frequency
Valid
Strongly
Percentage
Valid
Cumulative
percent
Percent
Disagree
To some what
Mostly agree
14.82
14.82
14.82
Agree
33.33
33.33
48.15
Fully agree
29.63
29.63
77.78
Strongly agree
22.22
22.22
100.00
Total
27
100.00
100.00
Disagree
agree
Interpretation: Employees are always motivated to achieve their targets. Instead of pushing to
do work, seniors are always accessible and cooperative to coach subordinates to accomplish
task properly so most of employees agreed this statement.
129
Motivation drives employee to achieve more in the job
40.00%
20.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 43: Motivation drives employee to achieve more in the job
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
To some what
Mostly agree
22.22
22.22
22.22
Agree
10
37.04
37.04
59.26
Fully agree
29.63
29.63
88.89
Strongly agree
11.11
11.11
100
Total
27
100.00
100.00
agree
Interpretation: About 37.4% of employees agreed with this because they are experienced and
work with targets and above all, employees get performance bonus. So they are motivated, and
always try to accomplish task and perform quality service to meet customer satisfaction.
130
Employees feel an inner urge to fulfill duties to this Organization
50.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 44: Inner urge influence employee
Frequency
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
what 0
To
some
agree
Mostly agree
14.82
14.82
14.82
Agree
13
48.15
48.15
62.97
Fully agree
29.63
29.63
92.6
Strongly agree
7.40
7.40
100.00
Total
27
100.00
100.00
Interpretation: Most of the employees work with targets so they have to fulfill their targets.
Based on task accomplishment and performance, they get promotion and performance bonus.
So, inner urge motivates them to accomplish tasks. And most of employees agreed with this
statement.
131
They perform above and beyond the call of duty
50.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 45: They perform above and beyond the call of duty
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
To some what
3.70
3.70
3.70
Mostly agree
22.22
22.22
25.92
Agree
12
44.45
44.45
70.37
Fully agree
18.52
18.52
88.89
Strongly agree
11.11
11.11
100
Total
27
100.00
100.00
agree
Interpretation: The inner urge of doing better and learn new things combined the incentive of
bonus and future promotions inspire them to work beyond the call of duty. Employees are
willing and ready to work more.
132
Companys practices arouse among employees motivation to work harder

and better
100.00%
50.00%
em ployee
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
em ployee
Figure 46: Companys practices arouse among employees motivation to work harder and better
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
To some what
Mostly agree
11.11
11.11
11.11
Agree
14
51.85
51.85
62.96
Fully agree
22.22
22.22
85.18
Strongly agree
14.82
14.82
100.00
Total
27
100.00
100.00
agree
Interpretation: Most of the employees agreed with this statement. Organization can recognize
personnels contribution in task. And organization awards employees and provides good
compensation packages to employee to motivate them.
133
They are motivated to do more than I originally expected I would do
50.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 47: They motivated to do more
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
To some what
Mostly agree
22.22
22.22
22.22
Agree
13
48.15
48.15
70.37
Fully agree
18.52
18.52
88.89
Strongly agree
11.11
11.11
100
Total
27
100.00
100
agree
Interpretation: Employees are motivated to do additional tasks what they expect because
organization always tries to develop their knowledge and skills to develop career and to serve
best service to customer and the work environment helps to accomplish task properly and
cooperate with employee to get the work done in right way in short period of time. So
employees like to do his own work and motivated to do more; so about 48.15% of employees
agreed with this statement.
134
Part: C Job security
I feel my job is secure

40.00%
20.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 48: The job is secure.
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
3.70
3.70
3.70
Disagree
3.70
3.70
7.40
To some what
14.82
14.82
22.22
Mostly agree
14.82
14.82
37.03
Agree
33.33
33.33
70.37
Fully agree
18.52
18.52
88.89
Strongly agree
11.11
11.11
100
Total
27
100.00
100
agree
Interpretation: About 7.40% of employees work as a contractual and they have work pressures
and targets. If they can not meet targets will result in leaving the organization. So they think
the job is not secured. But all permanent staff thinks that the job is secured.
135
Organization focus on job security
40.00%
20.00%
Participants
0.00%
Strongly disagree to some
disagree
what
agree
mostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 49: Organization focus on job security.
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
To some what
7.40
7.40
7.40
Mostly agree
18.52
18.52
25.92
Agree
10
37.04
37.04
62.96
Fully agree
22.22
22.22
85.18
Strongly agree
14.82
14.82
100.00
Total
27
100.00
100.00
agree
Interpretation: About 37.04% of employees agreed with this statement. But if any kind of
illegal occurrence, rules violation organization can fire any employee as disciplinary action.
136
Employees that perform modesty do not get fired

60.00%
40.00%
20.00%
Participants
0.00%
disagree
what
agree
mostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 50: Performing with modesty does not get fire.
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
To some what
3.70
3.70
3.70
Mostly agree
11.11
11.11
14.81
Agree
14
51.85
51.85
66.66
Fully agree
14.82
14.82
81.48
Strongly agree
18.52
18.52
100.00
Total
27
100.00
100
agree
Interpretation: Most of employees agree with this statement.
137
Employees are not worried about losing the job
40.00%
20.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 51: They are not worried about losing job.
Frequency
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
3.70
3.70
3.70
Disagree
3.70
To some what
3.70
Mostly agree
11.11
11.11
14.81
Agree
25.93
25.93
40.74
Fully agree
10
37.04
37.04
77.78
Strongly agree
22.22
22.22
100.00
Total
27
100.00
100.00
agree
Interpretation: Most of the employees are not worried to lose their job. Because, most of them
are permanent employees.
138
Job security is prime important in this organization
40.00%
20.00%
Participants
0.00%
disagree
what
agree
mostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 52: Security is important in organization.
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
3.71
3.71
3.71
Disagree
3.71
To some what
3.71
Mostly agree
11.11
11.11
14.82
Agree
33.33
33.33
48.15
Fully agree
29.63
29.63
77.78
Strongly agree
22.22
22.22
100.00
Total
27
100.00
100.00
agree
Interpretation: Most of the employees agreed with this because organization does not fire
permanent employees but if some one cannot contribute best of performances and if violate
discipline of the organization can be treated with exception.
139
In the organization employees are hired to work for long time
60.00%
40.00%
20.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 53: Employees are hired to work for long time
Frequency
Valid
Strongly
Percentage
Valid
Cumulative
percent
Percent
Disagree
To some what
Mostly agree
11.11
11.11
11.11
Agree
18.52
18.52
29.63
Fully agree
13
48.15
48.15
77.78
Strongly agree
22.22
22.22
100.00
Total
27
100.00
100.00
Disagree
agree
Interpretation: Employees are satisfied to work with this organization and employees can work
life long with this organization. So, most of the employees fully agree with this statement.
140
Part: D Employee psychological contract fulfillment

Almost all of the terms and conditions made by company during recruitment
have been kept so far
50.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 54: The terms and conditions made by company during recruitment have been kept so far.
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
what 0
To
some
agree
Mostly agree
7.41
7.41
7.41
Agree
11
40.74
40.74
48.15
Fully agree
33.33
33.33
81.48
Strongly agree
18.52
18.52
100.00
Total
27
100.00
100.00
Interpretation: About 41% of employees agreed with this statement because they got every
thing that the organization promise.
141
Organization has come through in fulfilling the terms and conditions made
to me when I was recruited
40.00%
20.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 55: Fulfilling the terms and condition
Frequency
Valid
Strongly
Percentage
Valid
Cumulative
percent
Percent
Disagree
To some what
Mostly agree
11.11
11.11
11.11
Agree
10
37.04
37.04
48.15
Fully agree
29.63
29.63
77.78
Strongly agree
22.22
22.22
100.00
Total
27
100.00
100.00
Disagree
agree
Interpretation: Before joining, an employee has to sign terms and conditions. And organization
fulfills all the conditions. And most of the employees agreed with this statement. It means
organization fulfills all promises like compensation, promotion, career development etc.
142
Organization has done an excellent job in fulfilling its terms and conditions
40.00%
20.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 56: Organization has done an excellent job in fulfilling its terms and conditions
Valid
Frequency
Percentage
0
Valid
percent
0
Cumulative
Percent
0
Strongly Disagree
Disagree
To some what
agree
Mostly agree
3.70
3.70
3.70
Agree
10
37.04
37.04
40.74
Fully agree
10
37.04
37.04
77.78
Strongly agree
Total
6
27
22.22
100.00
22.22
100.00
100.00
Interpretation: Most of the employees agreed with this statement that organization fulfills all
the terms and conditions. So they are satisfied.
143
Organization has not broken yet of its promises to me as long as I have

upheld my side of the deal
50.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 57: Organization has not broken yet of its promises to me.
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
what 0
To
some
agree
Mostly agree
3.70
3.70
3.70
Agree
10
37.04
37.04
40.74
Fully agree
11
40.74
40.74
81.48
Strongly agree
18.52
18.52
100.00
Total
27
100.00
100.00
Interpretation: The terms and conditions mutually agreed at the time of joining is never broken.
It is the responsibility of the individual employee to keep up the standard of assignment and as
a result, the organization acts according to that individual performance. It is employeremployee-friendly organization.
144
Part E: Employee psychological contract (Relational)
This job is stepping in career development of employees
40.00%
20.00%
em ployee
0.00%
Strongly disagree
disagree
to som e
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
em ployee
Figure 58: Job is stepping in career development
Frequency
Valid
Strongly
Percentage
Valid
Cumulative
percent
Percent
Disagree
3.70
3.70
3.70
To some what
7.41
7.41
11.11
Mostly agree
11.11
11.11
22.22
Agree
18.52
18.52
40.74
Fully agree
29.63
29.63
70.37
Strongly agree
29.63
29.63
100.00
Total
27
100.00
100.00
Disagree
agree
Interpretation: Employees gather experiences from the job and they also get training so to most
of the employees strongly agree that the organization mapped their career development not
only that organization promote employees to new post and job. So they think their present job
stepped in career development.
145
Employee expect to develop their skills in this company
40.00%
20.00%
participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
participants
Figure 59: Employee expect to develop their skills in this company
Frequency
Valid
Strongly
Percentage
Valid
Cumulative
percent
Percent
Disagree
To some what
Mostly agree
14.81
14.81
14.81
Agree
25.93
25.93
40.74
Fully agree
33.33
33.33
74.07
Strongly agree
25.93
25.93
100.00
Total
27
100.00
100.00
Disagree
agree
Interpretation: Organization always tries to develop skills of the staff through training and elearning. And the training and learning is related to work and to develop career. And
employees get appropriate training on appropriate time. So most of the employees fully agreed
with this statement and they expect to develop their skills from this organization.
146
They expect to grow in this organization
40.00%
20.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 60: They expect to grow in this organization
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
To some what
Mostly agree
14.82
14.82
14.82
Agree
22.22
22.22
37.04
Fully agree
33.33
33.33
70.37
Strongly agree
29.63
29.63
100.00
Total
27
100.00
100.00
agree
Interpretation: Most of the employees are satisfied with the organization and they like to
develop their career in this organization so they do not think about leaving the organization.
147
My career path in the organization is clearly mapped out
40.00%
20.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 61: Career path in the organization is clearly mapped out.
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
7.41
7.41
7.41
To some what
3.70
3.70
11.11
Mostly agree
25.93
25.93
37.04
Agree
18.52
18.52
55.56
Fully agree
29.63
29.63
85.19
Strongly agree
14.81
14.81
100.00
Total
27
100.00
100.00
agree
Interpretation: Some employees disagreed because some contractual posts are not becoming
permanent and some do not get promotions. But most of the employees mostly agree with this
statement. Because organization always tries to develop employees career and appreciate with
statement.
148
They feel they are part of a team in this organization
40.00%
20.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 62: Employees are part of team
Frequency
Valid
Percentage
Valid
Cumulative
percent
Percent
Strongly Disagree
Disagree
To some what
Mostly agree
14.82
14.82
14.82
Agree
29.63
29.63
44.45
Fully agree
33.33
33.33
77.78
Strongly agree
22.22
22.22
100.00
Total
27
100.00
100.00
agree
Interpretation: In the organization, employees work in group and employees share decisions
and they also feel they are the part of organization and they contribute in organization so most
of them fully agreed, that they are the part of organization.
149
Employee feels this organization reciprocates the effort put in by its

employee
60.00%
40.00%
20.00%
participants
0.00%
disagree
what
agree
mostly
agree
agree
fully
agree
strongly
agree
Figure 63: Organization reciprocates the effort put in by its employee
Valid
Frequency
Percentage
Strongly Disagree
Disagree
participants
Valid
percent
0
Cumulative
Percent
0
To some what
agree
Mostly agree
11.11
11.11
11.11
Agree
33.33
33.33
44.44
Fully agree
11
40.74
40.74
85.18
Strongly agree
Total
4
27
14.82
100.00
14.82
100.00
100.00
Interpretation: The organization appreciates employees contributions and 41% of employees

agree with this statement.
150
They expect to gain promotion in this organization with length of service and
effort to achieve goals
50.00%
Participants
0.00%
disagree
w hat
agree
m ostly
agree
agree
fully
agree
strongly
agree
Participants
Figure 64: Expect to gain promotion in this organization
Frequency Percentage
Valid
Valid
Cumulative
percent
Percent
Disagree
To some what
Mostly agree
11.11
11.11
11.11
Agree
22.22
22.22
33.33
Fully agree
25.93
25.93
59.26
Strongly agree
11
40.74
40.74
100.00
Total
27
100.00
100.00
Strongly
Disagree
agree
Interpretation: Employees work hard and try to achieve targets and they develop their career
also so they expect promotion. And organization recognized their contribution. So most of the
employees expect it from organization and agreed with statement.
151
Part # 2
Chapter # 5
Findings of the Study
152
Findings of Study
o
Most of the employees are satisfied with their job and organization fulfills their
psychological contact.
o
Employee can develop their career and can gather knowledge and skills for future.
Organization can recognize their contribution so that they are satisfied.
Organization hires qualified employees and for their contribution organization provides
a good compensation benefits and to develop them organization arrange training program.
o
But some contractual employees are not satisfied in specific area.
Employees are satisfied with their job and compensation packages.
They like to grow their career with this organization and they are motivated to work fro
this organization.
o
They are satisfied with organizations personnel development process.
They are satisfied with job so that they work with full of energy and they serve quality
service.
o
They like to execute their job and they are interested to take challenges.
Their urge influences them to work for this organization.
Organization provides best compensation to them.
Organizations HR practices are effectively influence employees best out put.
Organization maintains good relationship with the employee.
153
Part # 2
Chapter # 6
Suggestions
154
Suggestions
I had the practical exposure to/in Standard Chartered Bank for just four months, with my
limited experience in the Bank in comparison with vast and complex banking system; it is not
so easy to recommend some suggestions to enhance the performance level of the organization.
Depending on the observation of some shortcomings regarding the selection process and other
aspects of Standard Chartered Banks recruitment and selection process, the following
recommendations are presentedo
Standard Chartered Bank put a very low preference on external hiring. Thats why
many talented and extraordinary candidates are not getting the chance to prove their worth for
not being appointed, thus limiting the bank of its scope of getting new, but potential candidates
to be inducted in the system. It has been observed that the bank prefer strong references as one
of the criteria for recruitment that might be reviewed by the bank.
o
The bank usually doesnt publish job advertisements in newspapers (based on
interview) where a large portion of applicants are used to see job vacancies in newspapers. To
avoid receiving a big junk of applicants and to ensure receiving best suited applicants, the bank
should at least focus on circulating vacancy notices to its branches and other relevant sources
of its choice.
o
Organization should confirm and regularize appointments on contractual posts. Certain
criteria can set for creating opportunities for contractual staff to be screened and short-listed for
certain probable positions. The contracted firm/individuals should be provided with parameters
of performance of the contractual staff to bring to the regular staff.
o
The bank might consider initiating a process of evaluating potentials of the Interns
being placed each to the bank for future possible recruitment on availability. This may help the
bank to find candidates who at least familiar with the banks work procedures and this will
eventually create banks positive image in the society.
o
The bank values the efficiency of its staff and to encourage improving individual staffs
efficiency, the bank ensures a leaning environment within its operational system which can
followed by other financial intuitions.
155
Part # 2
Chapter # 8
Conclusions
156
Conclusion
Banking is becoming more vital for economic development of Bangladesh in mobilizing
capital and other resources. Standard Chartered Bank is also extending such contributions to
the advancement of the socioeconomic condition of the country. Standard Chartered Bank is
committed to provide quality services, maintain corporate governance & support international
business as a continuation of excellence in performance since its incorporation. They are fully
committed to conduct its business activities in economically, environmentally & socially
sustainable manner. The Bank has ensured hygienic & convenient work environment for its
employees. Standard Chartered Bank respects the worth & dignity of each employee.
HR programs and policies are integrated within a larger framework facilitating, in general, the
organizations mission and specifically its objectives. Standard Chartered has a good HR
policy. They believe that ensuring a right people in a right place at the right time can produce
the optimum output. So, they put and practice the great importance to ensure that they have the
right people with required skills and knowledge. They also revise the recruitment policy
thoroughly based on the demand. They have some uniqueness in their selection process but
they are very much careful and concerned for hiring employees from outside. Also they strictly
verify the references before hiring anybody because it is given that an organizations
performance is a direct to the individuals it employs, the specific strategies used and decisions
made in the staffing process will directly impact an organizations success or lack thereof.
Today Standard Chartered Bank is leading the Banking sector and the employees are the
leaders who are assigned through a good recruitment system and other HR activities. Not only
recruiting system this organization encouraged employees through compensation packages and
career development and most of the employees are satisfied with this organization and its
culture and this organization follows discipline to maintain employee relationship and to create
better work environment for work.
157
Part # 2
Chapter # 9
Bibliography
158
Bibliography
Richard l. Henderson (2006). Compensation management in a knowledge-based world.

India: Pearson Education
Raymond A.Noe. (1994).Employee Training and development: Irwin: McGraw-Hill.
R.Schuler and S.Jackson (2001),Strategic Human Resource Management, Oxford:
Black wel1.
Paul Turner (2002). HR forecasting and planning. London:CIPD.
Employee perception on management, (2008), Hand out, university of South Australia
Philosophy of the Bank. (2001, September 28). Retrieved July 20, 2009, from
http://www.standardchartered.com/bd/about-us/en/
Introduction of the Bank. (2001, September 28). Retrieved August 26, 2009, from
http://www.standardchartered.com/bd/about-us/en/.
Internal policy of Standard Chartered Bank. (2002-2008), Published copy.
Employee relation policy of Standard chartered bank, published copy.
Employee engagement policy of standard chartered bank, published copy.
Disciplinary policy of standard chartered bank, published copy.
Grievance process of standard chartered bank, published copy.
Prevention of harassment policy of standard chartered bank, published copy.
Dispute resolution policy of standard chartered bank, published copy.
Group codes of conduct of standard chartered bank, 2008, published copy.
Job site of standard chartered bank,
https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.H
RS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_H
159
Appendix
Survey Questionnaire
Part A: Job
Strongly Disagree
satisfaction
Disagree
To
some
Mostly Agree Fully Strongly

agree
agree
what
agree
My job is usually
interesting enough to
I like my job
I feel satisfied with my
keep me from getting

bored
present job
Most days I am
enthusiastic about my
work
I am satisfied with my
job for the time being
I consider my job as
pleasant
I am happy that I have
taken this job
I feel that my job is
interesting than others
I could get
160
Strongly
Part B: Motivation
Agree Fully Strongly
Disagree
I am motivated to
execute my duties at
work
No one has to push me
to do my job
My motivation drives
me to achieve more in
the job
I feel an inner urge to
fulfill my duties to this
Organization
I perform above and
beyond the call of duty
I am motivated to do
more than I originally
expected I would do
Companys practices
arouse in me
motivation to work
harder and better
Part :C Job security
Strongly
Strongly
Disagree
agree
I feel my job is secure
My Organization focus
on job security
161
Employees that
losing my job
Job security is of prime
perform modesty do
not get fired
I am not worried about
importance in this
company
In this organization ,
employees are hired to
work for a long time
Part: D Employee
psychological
Strongly Disagree
Disagree
To
some

agree
agree
what
contract fulfillment
agree
Almost all of the terms
and conditions made
by company during
recruitment have been
kept so far
I feel , my company
has come through in
fulfilling the terms and
conditions made to me
when I was recruited
My organization has
done an excellent job
in fulfilling its terms
and conditions to me
My company has not
162
broken yet of its

promises to me as long
as I have upheld my
side of the deal
Part E: Employee
psychological contract
Strongly Disagree
Disagree
To
some
(Relational)

agree
agree
what
agree
This job is stepping in

my career development
I expect to develop my
skills in this company

I expect to grow in this
organization
My career path in the
organization is clearly
mapped out
I feel part of a team in
this organization
I feel this organization
reciprocates the effort
put in by its employee
I expect to gain
promotion in this
organization with
length of service and
effort to achieve goals
163
Sample of questionnaires: Interview (open endBroad questions)

1. Define relationship between subordinate and superior?
2. How many departments do you have?
3. How many levels included in organization structure?
4. How many employees do you have?
5. Define the structure-organic or mechanistic and why?
6. Is this a learning organization?
7. Which employees are important for organization and how organizations monitor them?
8. What is the objective of organization?
9. Who make the organization strategy?
10. Is there any contribution of executive management to make strategy?
11. Which factors influence organization strategy?
12. Define HR activities.
13. Do you follow any step to recruit employee?
14. In which way organization give training for development?
15. How organizations evaluate employees performance?
16. What kind of benefits and facilities employee gets from organization?
17. Mention Organizations relation ship with employee.
164
165

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Part # 1

Standard Chartered Bank: Getting to know

Standard Chartered Bank at a Glance

1.3 Standard Chartered Banks in Bangladesh

To consistently help the customers make Intelligent Financial Choices.

business areas, Relevant to all the Constituencies.

By being a Workplace of Choice that fosters Excellence, builds Intellectual Network

and results in Absolute Professionalism.

To remain as the market leader, diversification of business and the automaton of

To play a significant role in the economic growth of this country.

Rationale of the Study

1.2 Statement of the Problems

1.3 Scope of the Study

relationship with organization. I conduct a survey on Job satisfaction and Employees

1.4 Delimitation of the Study

Objective of the Study

1.6.1 Background of the Survey

Whether the Organization fulfills their psychological contract?

This is because that the

1.6.2 Survey Objectives

1.6.3 Purpose of the survey

2.0 Methodology of the Study

2.2 Methodology and Sampling method of survey

2.2.2 Data collection Method:

2.2.3 Sampling Procedure:

Population Size: 444 Employees.

Customer Service Managers and

Personal Financial Consultants.

Customer Service Officers.

Branch Sales Executives

Figure 1: Population of this survey.

o Target population / sample:

Branch Sales And Service

Sales Team Managers.

Customer Service Managers and

Branch Risk Managers.

Personal Financial Consultants.

Customer service officers.

Branch Sales Executives

Actual Sample Unit: 27 employees.

2.2.4 Questionnaire Design

2.2.5 Data Analysis Method

3.1 Organizational Structure

Figure3: Development process of organization.

B. Mission of the Organization:

To Consistently help the customers make Intelligent Financial Choices.

areas, Relevant to all the Constituencies.

and results in Absolute Professionalism.

Participation: focusing on attractive, growing markets where organization can leverage

their relationships and expertise.

Competitive positioning: Combining knowledge and creativity to outperform

control of costs and risk with efficient management.

D. Formulation of Organizational strategy

Bank asks it self when make the strategy:

10. Discipline and actions.

Operation strategy for banking:

E. Goals and objectives

F. work unit activities:

Business Banking of SCB

Figure 4: Major Business units of SCB, Bangladesh.

Corporate Banking Group:

Institutional Banking Group:

Headquartered in Singapore, Standard Chartered Equator fulfills the group's strategic

Figure 5: Structure of consumer banking.