Internship Report on Askari Bank Limited

Submitted by: Aasha Jadun

Registration # FA06-MBA-073

Supervised by: Mr. Ubaid

Department of Management Sciences

COMSATS Institute Information Technology
Abbottabad

July 2007
 Internship Report on Askari Bank Limited

Submitted by: Aasha Jadun

Registration # FA06-MBA-073

Supervised by: Mr. Ubaid

This internship report is submitted in partial fulfillment of the requirements

for the degree of Master of Business Administration awarded by the
COMSATS Institute of Information Technology, Abbottabad.

Department of Management Sciences

COMSATS Institute Information Technology
Abbottabad

ii
July 2007

iii
 Department of Management Sciences
COMSATS Institute of Information Technology
Abbottabad

Approval Sheet

Approval Committee

1. External Examiner

Mr.__________________________________ Signature___________________

2. Supervisor

Mr.__________________________________ Signature___________________

3. Head of Department

Mr.__________________________________ Signature___________________

iii
 DEDICATION

I dedicate my efforts to
my beloved parents and teachers
who motivate and support me
through out my life
 Abstract

The development of skills to perform well in the professional life has become a dire need
of every MBA Graduate. The very purpose of an internship is to acquaint the MBA
graduate with empirical business practices, particularly in banks which is nowadays the
main areas of most of the graduate whether an information technologist or a business
graduate.

Askari Bank Limited is committed to working towards internationally agreed standards,

including Sphere standards, and to increasing the accountability to beneficiaries, donors
and to the public. With all Askari Bank Limited’s work, gender analysis and appropriate
response is a principle.

The Human Resource Department of the Askari Bank Limited is working effectively. All
the basic functions of HR including recruitment and selection, training and development
of employees, motivating and maintenance function are performed with the help of this
department. And on the basis of the analysis and findings there are some
recommendations.

As a compulsory requirement of Professional Degree in MBA, I opted to join Askari

Bank Limited, to fulfill my degree recruitment. The reason for choosing Askari Bank
Limited is to fulfill my degree requirement and to enhance my skills and techniques, so
that it provides me the opportunity to cope with real life situation and I found Askari
Bank one of the outstanding banks of Pakistan.
 Table of Content

_______________________________________________________________________
_
Acknowledgement vi
Abbreviations vii
Executive summary vii
_______________________________________________________________________
_

CHAPTER 1
1.1 Introduction to the report
1.2 Background of study 03
1.3 Purpose of the Study 03
1.4 Scope of Study 03
1.5 Data collection Methodologies 03
1.5.1 The source of Primary Data 04
1.5.2 The source of Secondary Data 04
1.6 Limitations 04

CHAPTER 2
2.1 Introduction to the Organization
2.2 Historical Background 05
2.3 Major Functions of commercial banks 05
2.4 Role of Commercial Banks in the economic development of Pakistan 07
2.5 Brief History of Askari Bank 07
2.6 Awards and Achievements 08
2.7 Askari Bank Limited Mission 09
2.8 Organizational Structure of ACBL 11
2.9 Organogram 12

CHAPTER 3
Human Resource Management
3.1 HR Policies and Practices 13
3.1.1 Short Title 12
3.1.2 Commencement and Application 14
3.1.3 Definitions 14
3.2 Recruitment and Selection 16
3.2.1 Introduction 16
3.2.2 Recruitment Criteria 16
3.2.3 Pre Recruitment 18
3.2.4 Recruitment Procedure 19
3.2.5 Job Description Documents 19
3.2.6 Selection Procedure 20

3.3 Employee Orientation 22

3.3.1 HR Induction 22
3.3.2 Training and Development 24

3.4 Pay Allowances and Other Concessions 25

3.4.1 Pay 25
3.4.2 House Rent Allowance/Ceiling 26
3.4.3 Special Duty Allowance 26
3.4.4 Education Allowance 27
3.4.5 Entertainment Allowance 27
3.4.6 Reimbursement of Residential Telephone Expenses 27
3.4.7 Utilities 27
3.4.8 Medical Reimbursement 28
3.4.9 Winter Allowance, Quetta & Chaman 28
3.4.10 Incentives/ Allowance
28
 3.4.12 Club Membership 30
3.4.13 Furniture, Fixture &
Electrical Appliances for Executives 30
3.4.14 Purchase Procedure 31
3.4.15 Writing off 31
3.4.16 Entitlement of Cars for Executives 31
3.4.17 Conveyance Allowance in Lieu 32
3.5 TA/DA Rules 33
3.5.1 Traveling within Country 33
3.5.2 Short Titles and Commencements 33
3.5.3 Definitions 33
3.5.4 General Regulation 34
3.5.5 Entitlement on Transfer 35
3.5.6 Entitlement on Local Travel 37
3.5.7 Entitlement for Audit Staff 39
3.5.8 Reimbursement of Expenses 39
3.5.9 Daily Allowance 40
3.5.10 Traveling Abroad 42
3.6 Hospitalization Policy 43
3.6.1 Hospitalization Expenses 43
3.6.2 Basis of Entitlement 43
3.6.3 Entitlement of Hospital 43
3.6.4 Entitlement of Illness 43
3.6.5 Nature of expenses 44
3.6.6 Entitlement Amount 44
3.6.7 Non-Encashable 44
3.6.8 Sanctioning Authority 44
3.6.9 Punishment on Misuse of Facilities 45
3.7 Incentives 45
3.7.1 Incentives on Passing DAIBP 46
3.7.2 Incentives on Acquiring other Qualifications 46
 3.7.3 Honoraria/ Ex-gratia Payment 46
3.8 Proposed ACBL Performance Management System 47
3.8.1 Area 47
3.8.2 Statement of Intent 48
3.8.3 Scope of Policy 49
3.8.4 The Performance Management Process 50
3.8.5 Performance Evaluation Template 52
3.8.6 Record Keeping and Maintenance 54
3.8.7 Disputes and Resolution 55
3.9 Job Families 55
3.9.1 Objective 55
3.9.2 Job Family Capabilities 57
3.10 Code of Ethics and Conduct 63
3.10.1 Introduction 63
3.10.2 This Code 63
3.10.3 General Guidelines of Conduct 64
3.10.4 Corporate Culture 66
3.10.5 Professionalism 66
3.10.6 Maintaining Confidentiality 67
3.10.7 Conflict of Interest 68
3.10.8 Know your Customer 69
3.10.9 Personal Investment 70
3.10.10 Relation with Regulators 71
3.10.11 Relationship with Competitors 71
3.10.12 Gifts and Entertainment 71
3.10.13 Political Activities 72
3.10.14 Fraud, theft or illegal Activity 72
3.10.15 Compliance 73
3.10.16 Request for Waiver 73
3.10.17 Breaches and Disciplinary Actions 73
3.10.18 Certifications 74
3.11 Disciplinary Rules 74
3.11.1 Place of Service 74
3.11.2 Observance of Rules 74
3.11.3 Maintenance of Secrecy 74
3.11.4 Participation in Political Activities 74
3.11.5 Absence from Duty 75
3.11.6 Representation to Directors 75
3.11.7 Acceptance of Gifts 75
3.11.8 Acceptance of Part-Time job 75
3.11.9 Borrowing 75
3.11.10 Borrowing from Bank 76
3.11.11 Punishment 76
3.11.12 Explanation 76
3.11.13 Penalties 78
3.11.14 Suspension 79
3.11.15 Appeal 80

CHAPTER 4
Analysis and Findings of the Report
4.1 Findings 81
4.1.1 Stress of work 81
4.1.2 Shortage of Staff 81
4.1.3 Poor Customer Dealing 81
4.1.4 HR manual 81
4.1.5 Incompetent Staff 82
4.1.6 Poor Communication 82

CHAPTER 5
Recommendations and Conclusion
5.1 Recommendations 83
References 84

List of Annexure

Job Description Document Annex A

Job Description Document Form Annex B
Goal setting form Annex C
Performance Evaluation Template Annex E
Job Family and Behavioral Capabilities Matrix Annex F
Ex Employee Feed back Form Annex F
Particulars of Employee Leaving the Bank Annex G
Traveling Expenses Bill Annex H
Travel Authorization Form Annex H
Employee Joining Form Annex I
 Acknowledgements

All praise to Almighty Allah, the most gracious, the compassionate and the most
Merciful who made the human being super creative, blessed me with knowledge and
without his help and blessings i were unable to complete the project.
The efforts and time spent by me in compiling this report would not have been
possible without the most generous consideration and encouragement of my supervisor
Mr. Ubaid Ali. I would like to acknowledge his efforts as my motivator.
I am also grateful to Mr. Tanveer Afzal (AVP Askari Bank Limited), Mr.Abid Ali
(Assistant Manager Askari Bank Limited) for their valuable guidelines and illustrations. I
am thankful to Mr.Atta ur Rehman who helped me a lot in the completion of my report
with his brilliant ideas.
I also thanks to all of my closet friends and seniors, who helped and supported
me a lot with their experiences and guided us to complete this project.

Aasha Jadun.
 Executive Summary

Bank play significant role in mobilizing saving thus taking great part in capital formation
process. Their role in development of a country has increased, with the advent of modern
technology. The intense competition, among banks, the privatization of the financial
institution and financial liberalization in general are gradually and continuously making
the bank sector efficient and effective.

Because of the reason mentioned above banking has always been the main field of
interest for most of the students of business administration. It is also an academic
requirement to undergo internship therefore the main purpose behind this report is partial
fulfillment of requirement or the degree of MBA. The report is categorized into the
following chapters.

In the first chapter introduction to the report, background of study, scope of the study,
merits, limitation and scheme of the study are given.

The second chapter is about history of banking in Pakistan, introduction to the

organization, its background, role and functions of organization, its core values, and
miscellaneous topics related to HR department of ACBL.

The third chapter is the major portion of the report. It covers structure of ACBL, the
different departments working at ACBL and working of human resource.
The fourth chapter of the report covers the analysis of the report and findings which have
been observed. It includes the analysis of the HR policies.

The end of report is about recommendation based on the analysis in chapter four. It
mainly focuses on the recommendation pertaining to management/administration, to let
ACBL, capitalize on the opportunities and overcome the weakness by using is strength.
Chapter 1
1.1 Introduction to the Report
A completion f six week’s practical training program at one of the commercial banks is
the requirement of MBA degree. At the end of the internship, we are required to submit a
comprehensive report, covering the overall operational framework that we go through
during practical training.
I have completed the internship at the Abbottbad branch of Askari Commercial Bank.
The study is mostly carried out on the HR department its policies, procedures, and
regulations are under examination.

Background of Study
The banking sector of a country plays a vital role in the development of its economy. The
socio-economics growth of any developing country can be easily estimate by looking at
the health of its monetary based institutions. The involvement of commercial banks in the
industrial sector, trade/commerce makes them an integral organ for the overall
development of a country.

Purpose of the Study

Six weeks internship in a bank is a partial fulfillment for the award of MBA (HR) degree.

1.4 Scope of Study

• The scope of my work is based on an in-depth study of banking operations

through practical participation.
• To know how theoretical knowledge is applied and what practices organization
follow.
• To gain experience form a well known organization
• To know how HR practices are implemented and how bank motivates its
employees and deals with its customer.
1.5 Data Collection Methodologies
Mainly the information in this report is collected through
• Primary Data
• Secondary Data

1.5.1 The Source of Primary Data:

a. Practical participation
b. Personal observation
c. Interviews with the bank staff

1.5.2 The Source of Secondary Data:

a. Annual reports
b. Manuals of departments of the bank
c. Brochures of the bank
d. Magazines of the bank
e. Relevant books
f. Internship reports

1.6 Limitations:
a. It is important for the bank to protect the privacy of individuals whether they are
customers or employees, so there are so many limitations while gathering the
data:
b. The bank has some confidential record which must be kept safe and cannot be
disclosed but a lot of efforts are made in order to collect the data from different
sources according to the report requirement.
c. Time is one of the constraints in this report.
Chapter No 2
Introduction to the Organization

Historical Background of Banking in Pakistan:

The history of banking system in Pakistan dates back to the independence of Pakistan in
August 1947 when various banks transferred their head quarters and funds to areas likely
to fall within the purview of the Indian banking system. According to various as on 1st
march 1947 out of which only 487 branches were located in areas presently constitution
Pakistan. How ever, the number of scheduled banks drastically declined to 195 from 487
to 30th June 1948. At the time of partition there were only two banks having the honor to
be the first commercial banks of Pakistan, namely Habib Bank Ltd, which was set up in
1941 with its head office in India and the Australian Bank Ltd, which was established in
1944 with its Head Office in Pakistan.

Major functions of commercial banks are as follows:

Creating Money:
Commercial banks have the ability to create and to utilize the money. This is
accomplished by lending and investing activities of commercial banks in cooperation
with central bank. The increase in supply of money causes inflation and decrease in
supply that the rate of production of goods causes deflation and both have had effects in
the economy.

Payment Mechanism
Providing for payment mechanism of the transfer of funds is one of the important
functions performed by commercial banks and it is increasingly important as greater
reliance in placed on the use of checks and credit cards. The increasing deficiency with
which funds are managed is indicated by the gradual decline decline in money holding
relative to the GNP (Gross National Production) over the year.
Pooling of Saving:
Commercial banks perform a very important service to all sectors of economy by proving
facilities for pooling of savings and making them available for economically and socially
desirable purposes.

Extension of Credit:
The primary function of commercial banks is the extension of credits to worthy
borrowers. From the beginning, organizers of banks have been motivated by the
opportunities presented by lending function and charters have been granted by the
governments primarily because there was a need for credit in a particular community. In
making credit available, commercial banks are rendering a great social service through
their actions, productions, production is increased, capital investments are expanded and
higher standards of living are realized.

Facilities for Financing of Foreign Trade:

Although foreign trade I s basically the same as domestic trade, some differences
necessitate international banking services provided by commercial banks. These
differences arise because of the existence of national monetary system, unfamiliarity with
the financial ability of the buyers and sellers in foreign countries.

Utilization of Resources:
In the new era, it is difficult to imagine that in the absence of banks people can make
possible their savings and then their investments in different businesses. It is through the
agency of banks that people can make savings and then these savings automatically flow
into the channels, which are productive, both for saver and investor.

Capital Formation:
Capital formation is one of the major factors in economics development. It is the increase
in the stock of both material and human capital. Capital formation results when some
proportion of society’s present income is saved and invested in order to increase
materials as well as humane capital.

Safe Keeping valuables:

The safe keeping of valuables is one of the oldest services provided by commercial
banks. They have vaults that are difficult to enter even by the best of burglars and have
established record of proper custody.

Role of commercial banks in the economic development of Pakistan

Banks play an important role in the economic development of a country. If the banking
system is unorganized and inefficient, it creates maladjustments and impediment in the
process of development. The State Bank of Pakistan established on July 1, 1948 stands at
the apex and is responsible for the operation of the banking system in Pakistan.

Brief History of Askari Commercial Bank of Pakistan:

Askari commercial bank limited (the bank) was incorporated in Pakistan on October 09,
1991. as a public limited. The bank is listed on the Karachi, Lahore and Islamabad stock
exchange and its share is currently the highest quoted from among the new private sector
bank in Pakistan. The registered office of the bank is situated at AWT plaza, the Mall,
Rawalpindi. The bank obtained its business commencement certificate on February 26,
1992 and started operations from April 01, 1992. Army Welfare Trust directly and
indirectly holds a significant portion of the banks has 99 Branches, 98 in Pakistan and
Azad Jammu and Kashmir and an Offshore Banking Unit in the kingdom of Bahrain. A
shared network of over 1,100 online ATMs covering all major cities in Pakistan supports
the delivery channels for customer service. As on December 31, 2005, the bank had
equity of Rs, 8.6 billion and total assets of Rs. 145.1 billion, with over 600,000 banking
customers, serviced by our 2,754 employees.
Offshore Banking Unit:
Askari banks first offshore banking unit (OBU) has making a positive contribution to the
banks overall earnings. During 2004, OBU competed its first year of operations and
recorded more that four times increase in its asset base to USD 47 million last year. The
OBU enhances our capability in terms of offering wider range of services to our
customers and also acts as lookout for new business opportunities and relationships in the
international markets. While capturing the largest market share amongst the new banks,
Askari has provided good value to its shareholders. ACBL share price has remained
approximately 12% higher than the average share price of quoted banks during the last
four years. Askari has an A 1+ rating for short-term obligations – the highest possible for
the category, whiles the long-term rating stands at AA. Askari commercial bank has been
one of the leading banks in the country for over a number of years now and has
constantly come up with new services for its valued customers; being one of the first to
start ATM and Interne Banking services,. Striving for further customer satisfaction and
effective medium to put information at their customer’s fingertips. The Tele Care Center
would provide a single point of contact for all of its customers, yet offer unique and
individualized services on real time information for its time conscious customers, as
operation Head Office in the twin cities of Rawalpindi Islamabad, which have relatively
limited opportunities as compared to Karachi and Lahore. This created its own terms of
our market emphasis. As a result, ACBL developed a geographically diversified assets
base instead of a concentration and heavy reliance on business in the major commercial
centers of Karachi and Lahore, where most other banks have their operational Head
Offices.

Awards and Achievements:

Over the years, ACBL has received several awards for the quality of our banking services
to individuals and corporate. These include:
 Best Commercial Bank
Consumer Choice award 2005 by the Consumers Association of Pakistan
 Best Retail Bank in Pakistan
 Award 2004 & 2005 by the Asian Banker
 Best Corporate / Institutional Internet Bank in Pakistan
Award for 2004 by Global Finance magazine
 Best Consumer Internet Bank in Pakistan
Award for 2002, 03 & 04 by Global Finance magazine
 Best Presented Accounts\
Ranking prizes awarded from 1997 to 2002 by South Asian Federation of
Accountants (SAFA)
 Commercial Bank of the Year
Award for 1994 & 96 by Asia money magazine
 Best Domestic Bank in Pakistan
Award for 1995 by Euro money
Over the years, Askari Bank has proved its strength as a leading banking sector entity, by
achieving the following firsts in Pakistani Banking:
 First Bank to offer on-line real-time banking on a country-wide basis.
 First Bank with a nation-wide ATM network.
 First Bank to offer Internet Banking Services
 First Bank to offer e-commerce solutions.

2.7 ACBL Mission
To be the leading private sector bank in Pakistan with an international presence,
delivering
Quality service through innovative technology and effective human resource
management in a modern and progressive organizational culture of meritocracy.
Maintaining high ethical and professional standards while providing enhanced
value to all out stake holders and contributing to society.

Inspiring 600,000 Relationships:

Knowing customers and their needs is the key to business success. ACBL products and
services are as diverse as ACBL client relationship managers are well equipped and well
trained to provide the most efficient and personalized service to the customers. ACBL
have structured and syndicated financing arrangements, provided working capital and
balancing-modernization-replacement (BMR) facilities, financed international trade,
provided small business loans and cash management services, and developed innovative
investment and loans products for the individual savers and households. Askari Bank is
proud of its pioneering role in providing the most modern and technologically advanced
services to its 600,000 relationships.

Employee Relationship:
ACBL strongly believes that the interests of the BANK and the employees are
inseparable. ACBL trying to create a ‘WE’ culture where there is mutual trust and respect
for each other. ACBL encourage ownership behavior so that everyone feels responsible
for the performance and reputation of the bank. ACBL are committed to develop and
enhance each employee’s skills and capabilities through extensive in-house and external
training programs and job rotations. The strong employee bank relationship is evidenced
by the fact that Askari has a low employee turnover. Most of the top management today,
has reached their present positions by growing within the organization.

Technological Innovation:
Technology has played a pivotal role in enhancing customer expectations, particularly
with respect to speed and quality of service. ACBL have fully automated transaction
processing systems for back-office support. ACBL Branch network is connected on-line-
real-time and their customers have access to off-site as well as on-site ATMs, all over
Pakistan. ACBL Phone banking service and Internet Banking Facility allows customers
to enjoy routine banking services from anywhere anytime in the world. ACBL mobile
ATMs are the first in Pakistan.
Ethical Values:
Integrity is the most values standard ACBL understands that their commitment to satisfy
customer’s needs must be fulfilled within a professional and ethical framework. They
subscribe to a culture of high ethical standards, based upon development of right
attitudes. The intrinsic values, which are the corner stones of out corporate behavior, are:
 Commitment
 Integrity
 Fairness
 Teamwork
 Service

Inspiring Growth:
The challenge for ACBL is to build a foundation of strong, consistent financial
performance and focus on growing their balance sheet and revenues at low risk. During
the year, ACBL opened twenty four new fully automated branches, increasing our branch
network to 99, including an Offshore Banking Unit at Bahrain. They are reshaping their
portfolio of business by investing in higher growth areas, extending and developing their
core competencies and moving out of weak and non-core segments.

Shareholder Confidence:
ACBL believes that the bottom line of any business is creating shareholder value. To gain
their trust and confidence, ACBL believe in providing their shareholders timely, regular
and reliable information on their activities, structure, financial situation and performance.

2.8 Organizational Structure of ACBL:

General Outlook:
After the elimination of the Pakistan Banking Council, each bank was put under the
supervision of an independent board of directors. Since the new organizational structure
of the bank, the ACBL of Pakistan constitutes a board of directors and an executive
committee as the governing bodies. The Head Office is operationally in charge of central
affairs including the delegation of powers and authority to Area offices and divisional
heads all over the country. These Areas offices direct the functions of their respective
Corporate Branches.
The board of Directors nominates that members of the executive committee and the
executive committee nominates the Divisional Heads. A general view of the structure is
shown in the following organizational chart.

Organization Chart:
It is given in Annexure A

Board Of Directors:
A board of Directors is running the affairs of ACBL. The board of Directors consists of
chairman, 08 Directors and 01 Director/ Secretary; one Director is the nominee of NIT.
The board of Directors takes all-important decisions relating to the operations and
policies of the bank.
Second highest authority in the bank is Executive Committee consists of Chairman,
President/ Chief Executive and Regional Heads. For operational and administrative
purpose, there are seven regions i.e. Rawalpindi/Islamabad, Lahore, North, South-I,
South-II, East & West.

Organogram:
It is given in Annexure B:
Lt. Gen. Waseen Ahmed Ashraf Chairman
Lt. Gen(R) Zarrar Azim Chairman Executive Committee
Mr. Shehryar Ahmad President & Chief Executive
Brig (R) Muhammad Shairaz Baig Director
Brig (R) Asmat Ullah Khan Niazi Director
Brig (R) Muhammad Bashir Baz Director
Brig (R) Shaukat Mahmood Director
Mr. Zafar Alam Khan Sumbai Director
Mr. Kashif Mateen Ansari Director
Mr. Muhammad Najam Ali Director
Mr. Tariq Iqbal Khan Director (NIIT Nominee)
 Chapter 3

Chapter 3

3. Human Resource Management

Askari Bank has three main departments

• Recruitment and Selection
• HR Operations
• HR Planning & Development Division
• Performance Management

The Human Resources Department is responsible for the administration and development
of the human resources of the Bank and the coordination of human resources planning for
all units in the Bank.

Key areas where the HR policy has been established around are as follows

a. Recruitment
b. Compensation & Benefits
c. Performance Management & Career Progression
d. Training & Development
e. Severance/ End of Service

The basic function of human resources department is to create a motivating climate and
enhance employee satisfaction. HR department also identify the areas of deficiency in
HR and take appropriate measures for improvement

3.1 HR Policies and Practices

3.1.1 Short Title

 Chapter 3

The regulations shall be called the Askari Bank Ltd, Service Rules and Human Resource
Policies, updated as on January 2005.

3.1.2 Commencement and Application

These regulations shall be deemed to have come into force with effect from 01 January
1992. Subsequent additions / deletions / amendments shall be effective from the date of
its approval. These regulations shall apply to all the employees of the Bank other than: -
a. Persons appointed on contract, on deputation or on part time basis, unless
particularly specified.
b. Persons engaged on temporary / daily wages basis unless particularly specified.
c. Management Trainee Officers till such time confirmed.
3.1.3 Definitions
In these regulations, unless there is any thing repugnant to subject or context:

"Bank" Means the Askari Bank Ltd.

"Board" Means the Board of Directors of the Askari Bank Ltd.

"Executive Means the Executive Committee appointed by the Board

Committee" under the Articles of Association of the Bank.

"President” Of the Bank would be “Chief Executive” appointed by the

Board of Directors.

"Cadre" Means the strength of a service or part of service sanctioned

as a separate unit.

"Competent Means such authority as may be determined by the Board &

Authority" EC from time to time.

"Employee" Means full time employee in any grade of the Bank.

"Probationer" Means a person employed on probation against a substantive

vacancy.
 Chapter 3

“Management Means an officer so selected for training on probation with a

Trainee Officer” view to appoint him in a grade after completion of
satisfactory training in the Bank.

"Rules" Means "Askari Bank Ltd, Service Rules 1992" as framed by

the Board of Directors of the Bank and as amended from time
to time.

"Service" Means and includes the period during which an employee is

on duty as well as on leave duly authorized by the Competent
Authority, but does not include any period during which an
employee is absent from duty without permission or overstays
his leave unless specifically permitted by the Competent
Authority.

"Selection Means a committee constituted by the Competent Authority

Committee" for selection of suitable candidates for appointment to any
post.

"Pay Scale" means a pay scale specified under these Rules as amended
from time to time.

"Subsistence Means a monthly grant given to an employee during the

Grant" period, he is under suspension.

"Substantive Means the amount drawn by an employee as pay fixed for

pay" him in a pay scale or otherwise but does not include
allowances and other emoluments.

"Family" Includes the employee's spouse, children & dependent parents

residing with him/her wholly dependent on the employee.

3.2 Recruitment and Selection

3.2.1 Introduction
 Chapter 3

The core recruitment objective at ACBL is to attract the high quality individuals at all
levels to fulfill the business needs of each banking unit. The candidates are identified
through direct unsolicited applications, advertisements in the newspapers, hiring services
of head hunters/consultants, retrieving applications from our existing data bank and
employee referrals etc.
The hiring philosophy is based upon meritocracy, and selection procedures are well
defined and systematic. Recruitment/selection focus is to select the right person for the
right job, with strong emphasis on honesty & integrity besides technical competence.

3.2.2 Recruitment Criteria

There are mainly four categories of personnel required for induction in ACBL. Details are
enumerated as under:-
a. Experienced Bankers
The Bank has to rely on induction of trained manpower available in the market.
These bankers are selected from those who either approach directly or respond to
the advertisements, in different grades commensurate with their qualifications and
experience.
b. Management Trainee Officers
The intake of young and qualified university graduates into any organization, on a
regular basis, is a commonly practiced management technique. The purpose is to
establish a solid contact with the developments of the outside world by injecting
fresh blood. These young employees bring in an amalgam of knowledge and
talent and also help create an environment, within the organization, that is live
with enthusiasm and novel ideas. In addition, as they are flexible, the organization
can effectively act as "Pygmalion"; thereby easily molding / training them to its
own needs.
i. From the very start, management at Askari has been quick to reap these benefits
by employing this technique; referring it to as "Management Trainee Officers"
Scheme. "Management Trainee Officers" have been successfully recruited and are
being adequately trained / groomed to become responsible bankers
 Chapter 3

ii. After a careful screening of the applicants, holding post graduation in Business
Administration / Public Administration/ Commerce/ Economics with Ist
Division/minimum ‘B’ Grade from reputable government and private universities
shall be considered
iii. The Officers who have already joined the Bank as OG-I/II since the start of the
selection process for the previous batch, and fulfill the basic requirements for an
MTO, as contained herein, may also be allowed to appear for the test (and the
interview). If they qualify, they would also be inducted into the MTO Scheme
iv. Candidates not exceeding 26 years of age shall be considered. Under exceptional
circumstances, the Competent Authority may allow relaxation of age upto 28
years
v. These candidates shall undergo a comprehensive training for two months at our
Training Research Wing and thereafter “on the job training” in the departments of
general banking, foreign trade and credit in different branches.
vi. Trainee shall be placed in OG-I Cadre during the training period, which may
change from time to time with the approval of the President.
vii. Upon successful completion of training period of one year (Performance Rating
of “A” or “B” throughout), MTOs would be placed in Assistant Manager grade
subject to passing confirmation examination.
viii. MTOs who fail to achieve the above criteria shall continue in Officer Grade – I or
asked to leave the Bank, at the discretion of the Competent Authority

c. Fresh Banking Officers/Cash Officers

Post graduates/graduates are also recruited as Banking Officers/Cash Officers in
different departments of the Bank as per our HR Business Plan in order to meet
our present as well as future needs and making our team more strong and
professional. These employees are given appropriate training to enhance their
skills and professional knowledge

d. Technical / Supporting Staff

For recruitment of such staff while priority is given to the candidates from banks
 Chapter 3

and financial institutions, yet applicants from other autonomous, semi-

autonomous and private institutions, who have good knowledge and exposure in
the respective fields are also screened and selected. Some of the major classes in
this category are:
i. Secretaries
ii. Typists
iii. Assistants / Clerks
iv. Computer Operators
v. Cashiers
vi. PABX Operators

3.2.3 Pre Recruitment

3.2.3.1 HR Budget
HR Budget is an important and most critical basis for the selection and planning of
recruitment procedure. The budget for the current year is checked and assessment is made
to know how much new staff is required.

3.2.3.2 Business Volume Analysis

Forward analysis is done and anticipated increase and decrease of staff in different
branches is forecasted. There is a different standard for different branches. On the basis
of this forecast, a summary is made and separate sheets for different branches are made.

3.2.3.3 Annual Expansion Plan

In this plan is developed with need assessment to know how many more branches are
needed. How many employees will be needed to operate the branch.

3.2.4 Recruitment Procedure

As a part of our manpower development plan and depending upon the advance
information available about permission for opening of new branches, a FORECAST shall
 Chapter 3

be prepared, spelling out the manpower requirements. This requirement will be matched
with the respective approved organograms and arranged as under:
Taking stock of the existing applications, which have already been scrutinized and the
desirable candidates are short-listed.

3.2.4 Advertisement
Advertising requirement is given in the information media if required.
• Ads are given in two daily National Newspapers (Colored newspaper)
• Online advertisements
• Conducting a "Talent Hunt" in the local market.

3.2.5 Job Description Documents:

JDD’s is a cornerstone of a meaningful employment relationship with each individual

bank employee. For a company to achieve its organizational goals, it needs to have a full
and complete understanding of what each job entails and the requisite skills, abilities and
other credentials needed to perform the job. The employees, on the other hand, to
perform well on the job, need a clear comprehension of the different functions and job
responsibilities they have been assigned. This allows them to direct their energy and
skills to maximum advantage, and lays the framework for an equitable and effective
performance management system.

Human Resource Division now maintains updated Job Description Documents for each
unique role or position in the Bank. It may please be noted that No Changes in the
Organograms/Structure/Reporting Lines or Job Description Documents can be made
without prior approval of HRD. All employees are, therefore, advised to refrain from
making any changes to these documents. In case certain changes are required in the
document/structure, the same may please be intimated to HRD, which shall send its
approval of the same after due consideration.
 Chapter 3

Line Managers/employees may print JDD’s pertaining to their job role/position and get
them signed off from their Line Managers. Whenever new employee joins the bank,
his/her JDD should be printed from the Intranet and singed copy must be sent to HRD.
Similarly, whenever employee has been assigned a new Job e.g. upon transfer, the new
JDD must b signed off and submitted to HRD. In short, each employee must have a
signed off copy of his/own JDD’s of the duties that he/she is performing. This document
will be utilized throughout the year for performance planning, monitoring and evaluating.

The job description document is available at Annex A along with details.

3.2.6 Selection Procedure

Having obtained relevant information about candidates and carrying out a detailed
scrutiny of their service record, proper synopsis will be prepared for each
Branch/location. The synopsis will generally encompass following information
i. Personal Data
ii. Academic and professional qualifications.
iii. Experience/existing salary
iv. Likely designation/salary to be offered.

3.2.6.1 Venue Selection

Having completed all formalities specified above, the time and venue for selection would
be determined and intimated to the selection board/committee and the candidates in
advance.
While recruiting Management Trainees, the Management may, at its discretion, hold a
written test.

3.2.6.2 Appointment Approving Authorities:

The appointments in ACBL will be approved as under: -

a. SEVP - Board of Directors

b. SVP/EVP - Executive Committee

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c. VP & - President & Chief

Below Executive

3.2.6.3 Basis of Selection

a. While interviewing the candidates, each member of the Selection Committee

gives his opinion on Interview Feedback Report or CV. Selection is based on
majority opinion and the obvious merit. Among other considerations, the criteria
i.e. merit will be determined on the following basis: -
i. Educational Qualification
ii. Professional Qualification (IBP diploma)
iii. Place of residence vis-à-vis location of branch where staff is required.
iv. Experience in Banking.
v. Experience in the position applied for vis-à-vis job description, in case of
specialized positions.
vi. Past achievements in marketing etc.
vii. Result of the written test - if held.
viii. Result of the final interview.

b. Candidates selected would be short-listed and taking into

consideration the requirements of the Branch/Head Office as per approved
organograms, the positions will be filled in by offering the letters of appointments
in the approved scales by the competent authority. However, experienced
candidates drawing higher salaries could be considered for advance increments in
their grade with the previous bank or could be taken in higher grade and offered
employment accordingly.
c. Candidates rejected by the Selection Committee would be politely
informed if deemed necessary.
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3.2.6.4 Verification of Antecedents

It will be ensured that the antecedents of all employees are verified from their last
employers and reports regarding their conduct, honesty and integrity are obtained
particularly of those employees who served in financial institutions. Appropriate
disciplinary action shall be taken against those employees who misquoted about their past
experience, conduct and qualifications.

3.2.6.5 Personal Record of Employees

a. A personal folder of each employee will be maintained which shall contain,
duly completed prescribed application form, appointment letter and such other
papers deemed necessary for his employment including the Staff Record Cards
containing a summary of record of each personnel.
b. The personal folder of all employees will be maintained at Human Resource
Division for updating records. However, duplicate copy of personal folder
respecting employees of the branches will be maintained at the branches also.
c. Seniority list of all categories of employees shall be maintained by the Human
Resource Division
d. The Human Resource Division at Head Office will control / check all the
personal folders of all employees.

3.3 Employee Orientation

3.3.1 HR Induction
An induction is the process by which a member of staff is given the information they
need and makes necessary contacts to enable them to do their job, to understand the
organisation and how to operate within it, and to feel welcome into the new role
Inductions must take place for new staff joining the organisation, for staff that are
transferring between divisions, and for new members of staff from other areas of ACBL.
The responsibility for ensuring that inductions take place suits with the line
manager.Starting a new job can be an exciting and challenging time. ACBL recognizes
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that it can also be quite difficult as you are trying to get to grips with lots of new
information and understand how things work within a new organization.
Like most organizations ACBL has policies and procedures, which enable it to work
efficiently and effectively. Importantly they ensure that employees are treated
consistently and fairly.
This Induction has been prepared with three main objectives:
• Enable you to settle into your new post quickly and effectively
• Assist you in meeting your responsibilities for managing staff
• Help you to familiarize yourself with the day-to-day workings of ACBL.
Initially designed for new line managers, this course is also suitable to those individuals
without direct report responsibility but where a good understanding of HR policies is
necessary. A pack of documents containing key policy guides will be given to all
attendees to retain for their own future reference.
The induction provides a brief overview covering:
• Who your HR Team are and what we do
• How to find HR information
• Pay & Benefits
• Recruitment
• Induction
• Performance Management
• Managing Attendance
• Employee Relations
• Changes to contractual Terms & Conditions
• Workshops

3.3.2 Training and Development

The bank has an Operations Department. It deals with the training and development of all
level of employees. There are 3 Training centers under this department these are in
• Rawalpindi
• Karachi
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• Lahore
The bank arranged two weeks high value customized training program for the selected female
branch mangers that is also conducted by the IBP at Karachi. In which female branch mangers
of the bank from various regions participates.
ACBL facilitating its employees to undertake DAIBP program. As a result today ACBL is on the
top in terms of highest number of employees who obtained positions and passing the diploma
examination. ACBL facilitates its employees with on the job training, conducting seminars and
workshops, through job rotation technology based training.
ACBL also provides the computer training to its untrained staff members. With the help of
training ACBL can easily achieve their strategic goal that's why training program is inline with
the organizational strategy. A strategic training management plan was develop keeping in
view the stakeholders expectation. Training is a process of continuous improvement,
because of which significant results have been achieved. Development in concerned with the
future needs rather than present needs. They develop their employees in staff colleges
whenever they needed they place them on the jobs these management trainees are multi
skilled and can perform each and every task whatever needed. Bank grants incentives to
those employees who improve their education. ACBL takes following measures for
improving the result of banking diploma examination.

i. The bank shall reimburse to its employees 50% course fee (once only) and
in case they pass the examination the remaining 50% of fee may also be reimbursed
ii. Employees appearing in IBP Examination are allowed to attend classes
arranged by the IBP in Karachi and principle cities,
Staff colleges may hold special evening classes for IBP Examination for prospective
examinees. (Baig, 2006 c)

3.4 Pay Allowances and Other Concessions

The list of Allowances and other concessions are given blow;
i. Pay
ii. House Rent Allowance / Ceiling
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iii. Special Duty Allowance

iv. Education Allowance
v. Entertainment Allowance
vi. Reimbursement of Residential Telephone Expenses
vii. Utilities
viii. Medical reimbursements
ix. Winter Allowance, Quetta & Chaman
x. Incentives / Allowances
xi. Other Allowances and Benefits
xii. Club Membership for SVPs & above
xiii. Furniture, Fixture & Electrical Appliances for Executives
xiv. Purchase Procedures
xv. Writing Off
xvi. Entitlement of Cars for the Executives
xvii. Conveyance Allowance in lieu of 2nd Car for Senior Executives

3.4.1 Pay
3.4.1.1 Basic Salary
Basic salary of an employee shall be determined by the Competent Authority.

3.4.1.2 Fixation of Pay on Promotion

On promotion to a higher grade, salary shall be fixed at any higher stage giving
appropriate increase in the take home salary, as approved by the President.

3.4.1.3 Increments
• The Competent Authority will determine the increment of an employee.
• An increment cannot be claimed as a matter of right but it depends at the
discretion of the Competent Authority. In deserving cases the Competent
Authority may allow more than one increment on the basis of performance
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3.4.2 House Rent Allowance/Ceiling

An employee shall be entitled to receive from bank a house rent allowance or house rent
ceiling on such scales and on such terms and conditions as may be determined by the
Competent Authority from time to time. The present rates of house rent allowance/
ceiling are given below
a. Executives - 42.5% of Basic Salary
b. Officers - 44% of Basic Salary
c. Clerical - 37% of Basic Salary
d. Non-Clerical - 38% of Basic Salary

3.4.2.1 Additional House Rent on Transfer:

1An employee shall be entitled to additional house rent allowance as determined by the
competent authority on case to case basis upon his transfer/posting from one city to
another city subsequent to a decision of the management, for operational and other
reasons, made in the best interest of the bank, provided that the transfer/posting is not
effected on the request of the employee or on grounds of discipline, and subject to
following maximum limits
a. SVP & above - Rs. 20,000 p.m
b. AVP/VP - Rs. 10,000 p.m
c. Officers - Rs. 5,000 p.m
d. Staff - Rs. 1,500 p.m

3.4.3 Special Duty Allowance

Special duty allowance shall be paid to employees as may be determined.

3.4.4 Education Allowance

Education allowance for the children of the employees of the bank shall be given as may
be determined.
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3.4.5 Entertainment Allowance

Executives of the Bank shall be entitled to entertainment allowance as per their
entitlement approved by the Bank which may be changed from time to time.

3.4.6 Reimbursement of Residential Telephone Expenses

a. The Bank at its own cost may provide residential telephone to the executives
and officers in the interest of the Bank.
b. The monthly telephone expenses may be reimbursed on the production of
telephone bills as per entitlement, which may be changed from time to time.
The present entitlement is given below:
1. SEVP - Rs 6,000
2. EVP - Rs 3,000
3. SVP - Rs 2,000
4. VP - Rs 1,000
5. AVP - Rs 860

3.4.7 Utilities

The monthly gas, electricity and water charges (Residential) are admissible to all
executives and officers as approved by the Competent Authority which may be changed
from time to time. The present rates of utility allowance are given in Pay Scales

3.4.8 Medical Reimbursement

Effective from 01 January 2004, reimbursement of Medical expenses shall be made in

cash (or by pay order, if it is Rs 5,000 or more) on the 28th day of each month equivalent
to the amount of the entitlement for that month. The present entitlement is 8.5% of the
Basic Salary.
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3.4.9 Winter Allowance, Quetta & Chaman

Following winter allowance shall be admissible to employee working in the branches at

Quetta and Chaman, which shall be ceased automatically in case of transfer of these
employees to other stations.

1. Executives = Rs.2, 000.00 P.M.

2. Officers = Rs.1, 500.00 P.M.
3. OG-II & Others = Rs.1, 000.00 P.M.

3.4.10 Incentives / Allowances:

3.4.10.1 Overtime Allowance

The overtime allowance only to category 'C' and 'D' employees of the Bank may be
admissible as may be determined by the competent authority & in accordance with Labor
Laws.

3.4.10.2 Incentives for Audit Staff

3.4.10.2.1 Special Pay

Resident Auditors posted at Mirpur (AK) and Quetta only

1 Manager grade = Rs.500.00 P.M.

2 Assistant Manager Grade = Rs.300.00 P.M.
3 OG-I = Rs.250.00 P.M.
4 OG-II = Rs.200.00 P.M.

3.4.10.2.2 Technical Allowance

a. For the entire staff on the strength of Audit Division including Resident Auditors
 Chapter 3

1 VP = Rs.1,000.00 P.M.
2 AVP = Rs. 750.00 P.M.
3 Manager grade = Rs. 500.00 P.M.
4 Assistant Manager grade = Rs. 300.00 P.M.
5 OG-I = Rs. 250.00 P.M.
6 OG-II = Rs. 200.00 P.M.
b. Special Monthly Allowance of Rs.500/= shall also be admissible to one Computer
Operator and one replenishing officer who actually performs ATM / Cash Duties in
each ATM Branch.

3.4.10.2.3 Dealer’s Allowance for Treasury Division

Dealer’s Allowance shall be admissible to Executives/Officers at Treasury Division as

under:

1. EVP/SVP Rs. 15,000/- per month

2. VP Rs. 10,000/- per month
3. AVP Rs. 7,500/- per month
4. Officers Rs. 5,000/- per month

3.4.10.2.4 Other Allowances and Benefits

An employee may be allowed other special allowances and benefits as may be
determined by the competent authority from time to time.

3.4.12 Club Membership

Club membership shall be allowed to Executives/Managers/ in grade SVP and above as
per policy approved by the Competent Authority.

3.4.13 Furniture, Fixture & Electrical Appliances for Executives

All executives shall be allowed to purchase furniture fixture and electrical appliances for
their residence as per following entitlement:
Entitlement
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Grade Furniture & Fixture Electrical Appliances

Senior Executive Vice President Rs.180,000 Rs.100,000
Executive Vice President Rs.150,000 Rs. 80,000
Senior Vice President Rs.125,000 Rs. 60,000
Vice President Rs.100,000 Rs. 40,000
Assistant Vice President Rs. 75,000 Rs. 25,000

b.The executive may choose from the following standardized list of items
according to his/her individual requirements:
i. Bedroom set -Double bed with mattress or four single beds with
mattresses.
-One wooden almirah or chester drawer
-Two side tables
-One dressing table
ii. One dressing table
iii. Dinning table with four to six chairs/Side Board.
iv. Curtains and carpet
v. Air conditioner
vi. Television
vii. Refrigerator
viii. Deep freezer
ix. Washing Machine
x. Cooking Range
Top

3.4.14 Purchase Procedure

a. The executives wishing to buy furniture will obtain quotations for the items to be
purchased which should be reasonably priced and submit to Human Resource
Division for necessary scrutiny and approval. The spirit of this scheme is to
provide our entitled executives reasonable furnishings and necessary electrical
items within their entitlements.
b. After approval is granted, the bank will issue purchase order in favor of quoted
vendors and payment settled accordingly
c. The advance if required may be given to the entitled executive on his written
request against approved quotation to facilitate the purchase if otherwise not
possible in the method prescribed above
 Chapter 3

3.4.15 Writing Off

a. Carpets and Curtains will be fully depreciated after a period of five (5) years and
the original cost of the same will be added back to the executive’s entitlement.
The fully depreciated carpets and curtains would become the property of the
concerned executive after expiry of five years, writing it off from Bank’s books
b. The executives will be authorized to purchase and own the items of Furniture,
Fixture & Equipment (excluding carpets & curtains) provided to them as per
entitlement on payment of the written down value (WDV), seven years after the
original purchase date of the items. The original cost of such items, purchased at
WDV by the executive, be added back to their entitlement. Or alternatively:

3.4.16 Entitlement of Cars for the Executives

AVP New Suzuki Cultus (1000 CC) (or equivalent)

VP : Honda City 1300 CC

SVP : 1. New Toyota Corolla GLi 4

2. New Suzuki Cultus (1000 C

EVP : 1. Honda Civic i-VTEC (PT)1800 CC 5

2. New Suzuki Baleno (1300 CC)

SEVP : 1. Honda Civic VTi Oriel (PT)1800 CC14

2. New Suzuki Baleno (1300 C

3.4.17 Conveyance Allowance in lieu of 2nd Car for the Senior Executives
 Chapter 3

a. All executives in grades SVP and above will be allowed an option of either
availing second car or conveyance allowance in lieu of second car.
Monthly conveyance allowance in lieu of second car will be as follows:

Allowance Grade

SEVP/EVP Rs.28,500/- per month

SVPs Rs.21,500/- per month

c. The executives promoted to SVP and above grades and the executives
directly inducted in these grades will be required to sign an option within
fifteen days of their promotion/induction.

d. An option once given will not be changed.

3.5 TA/DA Rules

3.5.1 Traveling Within Country

An employee traveling inside the country on official duty or on transfer from one station
to another shall be entitled to such allowance to meet his expenses for traveling and stay,
and for transportation of household effects on permanent transfer, as defined in the under-
mentioned TA/DA Rules

3.5.2 Short Titles & Commencement

These rules may be called "The Askari Bank Ltd Staff T.A. & D.A. Rules 1992" as
amended from time to time

3.5.3 Definitions

In these rules, unless there is anything repugnant in the subject to the context:-
 Chapter 3

a. "Branch" of the Bank includes sub-branch and booth.

b. "Competent Authority" means the President or any other person authorized by

him on his behalf.

c. "Family" means an employee's wife/husband including son(s) upto the age of

25 years, daughters and parent wholly dependent upon him/her.

d. "Joining time" means the time allowed to an employee within which to join a
new post or to travel to a station where he is posted or transferred.

e. Duty" includes Assignment of official work during service as a Probationer;

temporary or permanent including period during which an employee is on
joining time.

f. "Officiate" means performance of duties on a post by one person on which

another person holds a lie.

g. Employees of bank will be categorized as under:-

• Executives - AVPs & above

• Officers - OG-III to Manager grade

• Others - Clerical and Non-clerical staff.

h. "Pay" means the monthly basic salary drawn by an employee for the
substantive post held by him.

i. "Day" means journey/stay for at least six hours at station other than the place
of posting.

j. "Daily Allowance" means amount payable to an employee for any day during
which he is away from the place of posting.

k. "Traveling Allowance" means the traveling expenses actually incurred by an

employee for traveling by rail, air or public transport.
 Chapter 3

l. "Personal Effects" means household articles, including furniture, electrical

items and other luggage, which may include car/motor-cycle etc.

3.9.4 General Regulations

a. Travel, on official duty must be undertaken with the approval of the
competent authority who will be the President or a person authorized by him
for the purpose. The President will inform the Chairman, Executive
Committee before leaving the station. The Competent Authority, when giving
permission, will be guided by the usefulness to the institution of the proposed
travel.

b. Families accompanying officers traveling on official duty will not be paid for
by the Bank, unless accompanying on transfer.

c. Duration of stay at a station should be limited to the authorized period. Any

stay beyond the authorized period must be approved by the competent
authority, else it will be at the expense of the individual.

d. Only such expenses as are incidental to the official stay would be permitted.
Personal or unjustified expenses e.g. personal entertainment etc. shall not be
included in the bill.

e. Official entertainment during the tour should be paid for and claimed
separately and would require the approval of the competent authority.

3.5.5 Entitlement on Transfer

Following are the rates of Transfer Grant, Travel Allowance and Daily
Allowance etc. admissible to the Executives/Officers/Employees of the Banks:-
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a. Transfer Grant (Luggage):

Other
•
Executives Officers Categories

•
Two 5-ton Civilian One 5-ton 100 mds.

•
Civilian Trucks Civilian Truck

•
Or one Railway wagon ‘C’ or one Railway wagon ‘C’

Reimbursement will be made provided the claim is supported by Truck

Receipt/Rail Receipt/Airway Bill as applicable provided, it does not exceed
his ordinary entitlement.

b.Relocation/Travel Grant:
On transfer, the staff will be entitled to tickets on bank account for self, wife
and dependent children, as per their entitlement and would be paid half gross
salary to compensate for relocation, not exceeding the following:-
Married Unmarried
•
Executives Rs 15,000.00 Rs 10,000.00

•
Officers Rs 10,000.00 Rs 5,000.00

•
Others Rs 5,000.00 Rs 3,000.00

c. Transportation
Transportation of personal Motor-Car/Motor-Cycle or Scooter up to Manager
grade (on transfer): Actual by train/truck.
 Chapter 3

d.Joining Time:
On transfer, an employee will be allowed joining time, not exceeding 7 days,
excluding Sundays and gazetted holidays.

3.5.6 Entitlements on Local Travel

a.Class of the mode of Travel:

i. Executives shall be allowed to travel by Air or A.C. by train while on
official duty/transfer as under:
•
SEVP & above - First Class

•
EVP - Club Class

•
SVP/VP/AVP - Economy Class

ii. Manager grade Officers will be entitled to travel by train in A.C. and Air, if
exigencies of service so necessitate with the approval of the President.

iii.Assistant Manager,
OG-I, II & III : By train in First Class.

iv. Clerical : By train in Second class.

v. Non-Clerical : By inter class.

The Chief Executive may allow staff in any of the above cadres to travel by
air, if exigencies of service so necessitate.

b.Mileage Allowance* for Executives/Officers on official duty, if he/she uses

his own transport :
By Car : Rs.6.00 per k.m.
By Motor-
: Rs.3.00 per k.m.
Cycle/Scooter
*Revised vide Instruction Circular No: 1072 dated 11-03-2006.
 Chapter 3

Effective February 01, 2006.

c For Clerical & Non-Clerical staff:

Public transport :
i. By Taxi : Rs.5.00 per
k.m./Actual
ii. By Wagon : Rs.2.00 per k.m. or actual (single seat
basis) whichever is lower.

d.Accommodation While On Tour:

The Executives, Officers and other employees of the Bank will be entitled to
the following accommodation/charges in major cities within Pakistan:
President/SEVP - Five Star Hotel
EVP/SVP - PC or Equivalent
VP/AVP - 3 Star Hotel
Officers - 3 Star Hotel
Clerical/Non Clerical - Rs.150/- per night stay
If any Executive/Officer/Employee does not use Hotel/Accommodation, he
will be paid four D.As (one normal plus three extra) in lieu of hotel expenses
while in travel within Pakistan.

The Hotel expenses shall be admissible on production of Hotel bills and

receipts submitted along with T.A. bills on prescribed Performa of the Bank.
The Hotel Expenses will include Room Rent/Taxes/Reasonable Food and
Laundry.

3.5.7. Entitlement for Audit Staff

a. Traveling
By air, irrespective of grade in case distance involved is 200 Kilometers or
more on Production of Air Ticket.

b. By Road/Taxi provided the auditors are traveling within a radius of 200 KM.

c. Conveyance Charges
Fixed conveyance charges irrespective of Grade and station provided the time
involved is six or more hours - Rs.100 Per Day
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3.5.8. Reimbursement of Expenses

a. An employee of the Bank may claim reimbursement of the following

expenses per day, (a day means calendar day beginning at midnight and
ending at the next midnight)

b. Fare
Fare includes the cost actually incurred for reserving accommodation by air,
rail or bus as per entitlement.

c. Traveling Expenses
Traveling expenses means an expense given to meet the cost of a particular
journey calculated according to the distance traveled.

d. Hotel Expenses
Means an expense given to meet the hotel expenses for stay at out station,
which includes Room Rent, Government Taxes, reasonable Food and
Laundry, if any.

e. Conveyance Expenses
Conveyance expenses cover the expenses of transport from residence up to
the place from where the journey will commence i.e. bus stand, railway
station, or airport and back, at permanent location and from railway station or
bus stand and airport whatever the case may be up to the place of duty and
back at the station of temporary duty.

3.5.9. Daily Allowance

a. Daily allowance means a payment to an employee as per rules in force for any
day during which he is absent from permanent station on duty undertaken
with the approval of the Competent Authority, to cover the ordinary expenses
incurred by him in consequence of such absence.

b. The daily allowance in the case of temporary duty to station other than where
permanently posted, should be regulated by exigencies of services but at least
 Chapter 3

six hours continuous absence from regular place or one day will be necessary
to become entitled to daily allowance.

c. Daily Allowance for each calendar day will be admissible for the period of
absence from Head Office/branch (including time spent in transit). Not more
than one daily allowance will be admissible on any calendar day. A fraction
of a calendar day will be considered as a full calendar day for all purposes.

d. The period of forced delay in transit will be treated as a part of the total transit
period. Daily Allowance shall be admissible on Sunday and other public
holidays falling during the period of an employee's temporary duty at an
outstation.

e. If an employee takes Casual Leave at any stage of the tour he shall not be
entitled to any Daily Allowance including the hotel room rent for the period
of such leave.

f. Following Daily Allowance to Executives/Officers & other employees of the

Bank will be admissible to cover conveyance, and out of pocket, (out station)
expenses, while on official duty:
• President Rs.500/- per day
• SEVP Rs.500/- per day
• EVP/SVP Rs.500/- per day
• VP/AVP Rs.400/- per day
• Manager grade Rs.400/- per day
• Assistant Manager grade Rs.300/- per day
• OG-I/II/III Rs.300/- per day
• Clerical Staff Rs.200/- per day
• Non-Clerical Staff Rs.200/- per day

g. Employee working in overseas offices shall be entitled for Daily allowance as

above while on travel to Pakistan for official duty

3.5.10. Traveling Abroad:

a. An employee traveling on official duty outside the country shall be entitled to

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an allowance to meet expenses for traveling and stay abroad. The entitlement
for stay during overseas visit will be as under:
• President/SEVP/EVP Five Star
• SVP/VP/AVP Four Star
• Officers (OG-III & above) Three Star

b.Daily allowance while on travel abroad to cover conveyance, food, out of

pocket expenses is as under:

• President US $ 200.00
• SEVP/EVP US $ 175.00
• SVP US $ 150.00
• VP/AVP US $ 125.00
• Officers (OG-III & above) US $ 100.00

3.6 Hospitalization Policy

3.6.1Hospitalization Expenses

In addition to medical reimbursements allowed to Askari Bank employees for

outdoor consultation fee, laboratory tests and medicines, as per entitlement
defined in the pay scales, the employees shall be allowed reimbursement of
hospitalization expenses as per following rules.

3.6.2. Basis of entitlement:

Expenses shall be reimbursed for hospitalization of all the employees of ACBL

and their dependents, which include spouse, dependent children, and parents
living permanently with the employee. Son’s upto the age of 23 years and
daughters upto their marriage shall be entitled to hospitalization. Those
dependents of the employee concerned who are entitled to free medical treatment
by virtue of their previous/present employment shall not be entitled to
hospitalization.
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All employees shall be required to furnish an undertaking to the above affect as

specified by the Bank.

3.6.3 Entitlement of Hospital:

Employees/their dependents shall be entitled to avail treatment from any hospital

of their choice.

3.6.4. Entitlement for illness:

Employees/their dependents shall be entitled to hospitalization for surgery and

serious illness requiring indoor hospitalized treatment, excluding maternity
cases.

3.6.5. Nature of Expenses:

All expenses in hospital including room rent, laboratory tests, surgeon fee,
medicines, any other relevant charges, shall be covered in hospitalization
expenses.

3.6.6. Entitlement Amount:

Employees/their dependents shall be entitled to reimbursement of hospitalization

expenses on presentation of original hospital bills alongwith Discharge Slip and
a summary of treatment given at the hospital, subject to following maximum
limits:

· Executives/Officers - Up to 3 basic salaries in a calendar year

· Clerical/Non-
- Up to 4 basic salaries in a calendar year
Clerical

Expenses exceeding the entitled amount will be borne by the employee

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concerned. However, reimbursement cases of fatal diseases shall be considered

subject to the approval of Competent Authority.

3.6.7. Non-encashable:

The hospitalization entitlement shall be a facility, and not a benefit. Hence, it

shall neither be encashable nor be accumulated and shall lapse at the year-end.

3.6.8. Sanctioning Authority:

The President or any other authorized executive shall be the Competent

Authority to approve the expenses for hospitalization as per above policy.
Approval should be taken prior to the hospitalization for surgery, unless it has
been necessitated because of emergency, to the satisfaction of the Competent
Authority.

3.6.9. Punishment on misuse of facility:

In case an employee is found to have misused the hospitalization facility by way

of submitting any claim for unentitled dependents, OR through forged bills,
he/she shall be subject to disciplinary action, which may result in termination
from bank service

3.7 Incentives

3.7.1. Incentives on Passing DAIBP Examination (new syllabus)

a. The State Bank of Pakistan decided to make it mandatory for all banks and
financial institutions to give cash award upto three attempts and due
weightage in promotion to their employees who pass Stage-I, Stage-II and
Stage-III/Part-II of the Banking Diploma Examination.

b. Cash awards shall be made to the employees on passing Stage-I, Stage-II and
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Stage-III/Part-II of the Banking Diploma Examination on the following

staggering scales:***

STAGE-I STAGE-II PART-II/STAGE-III

•1st attempt Rs.50,000/- Rs.75,000/- Rs.100,000/-
•2nd attempt Rs.30,000/- Rs.50,000/- Rs. 75,000/-
•3rd attempt Rs.10,000/- Rs.15,000/- Rs. 25,000/-

c. 1Proper weight age in matters of staff promotion will be given to employees

who qualify Banking Diploma Examination.

d. Employees preparing for IBP examination will be allowed to attend evening

classes arranged by the Institute of Bankers, Pakistan, wherever available.

e. 50% course fee (once only) will be reimbursed to staff attending the evening
classes arranged by IBP and in case they pass the examination the remaining
50% of fee will also be reimbursed.
1
Added as per IBP directive on 22 March 2001

3.7.2. Incentives on acquiring other Qualification

a. Following awards shall be given to employees of categories 'C' and 'D' on

acquiring the academic qualification mentioned below:-

i. Three (3)-advance increments shall be given to employees for

obtaining Master's Degree or Double Graduation.

ii. Two (2)-advance increments shall be given to the employees for

obtaining Bachelor's Degree.

3.7.3. Honoraria / Ex-gratia payment

The Competent Authority may grant honoraria / ex-gratia payment to an

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employee for special work performance or for any other consideration.

3.11. Proposed ACBL Performance Management System

3.11.1Area
We have divided the Performance Management System for ACBL into three main areas:
– Planning
– Monitoring
– Evaluation
Planning
Planning involves following the conventions of a comprehensive PMS policy and
defining measures of performance through the incumbent’s job description, specific goals
set for the year, and behavioral capabilities needed for the job. During this stage, the
manager must communicate the performance standards and weightings for the role using
key accountabilities and behaviors. This should result in a discussion with the jobholder
jointly agreeing upon on actions to meet role expectations. For the planning process, we
have included the following documents as part of this report:
1. Defining JDDs – A detailed write up defining Job Description Documents and
explaining the sections of their related JDD Template.
2. Job Description Document – A form / template designed to capture all
necessary elements of a unique role. EE&T will provide all JDDs for each unique
role in ACBL as agreed upon in the new organizational structure.
3. Goal Setting Form – A form designed to set goals that are based upon key
accountabilities in the job descriptions for the ensuring evaluation period.
4. About Job Families – A detailed write up on the job family concept and its
application to performance evaluation system.
5. Job Family Matrix – A classification of ACBL Departments into job families
and details of both basic & advanced attributes associated with each.
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Monitoring
Monitoring involves monitoring performance of the incumbent based on these
measurements throughout the year. This process involves identifying performance gaps
and taking remedial action through regular feedback and coaching provided on a
relatively informal basis. If needed, interim reviews can be conducted (after a 6 month
period) using a shortened PMS form.

Evaluation
Evaluation involves completing the PMS template according to the PMS policy in which
managers formally assess performance based on objective grounds and provide relevant
feedback and recognition to deserving candidates. Through this assessment, improvement
opportunities are discussed and agreed upon by the incumbent and his / her supervisor.
To complete the performance evaluation process, we have designed and enclosed the
following documents for ACBL:
1. Performance Management Policy – A formal write up on ACBL’s proposed
performance management policy entailing both the theory behind evaluation and
details explaining sections of the correlating performance evaluation template.
2. Performance Evaluation Template – A form / template designed to evaluate
performance of ACBL executives and officers. This template is directly linked to
the performance management system proposed by EE&T in bringing about the
major change in the way reward and promotion is perceived at ACBL.

3.11.2. Statement of Intent

ACBL understands that the most important method of attaining and maintaining
performance excellence in an organization lies in the proper planning, monitoring,
evaluation and feedback of individual performance. To ensure an optimum degree in
coherence of Bank objectives with individual performance objectives, it is paramount to
first clarify expectations and performance standards and then review delivery of each
Employee. Proper alignment of compensation and benefits with Employee performance
is ensured only after a thorough comparison of Employee performance against objectives.
ACBL’s performance management objectives are:
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1 1. Filling management positions with qualified and competent personnel.

2 2. Seeking out and identifying prospective management talent in the employment
career as far as possible.
3 3. Providing opportunity and encouragement for present and prospective management
personnel to develop themselves in all skills and to acquire broad business
understanding and judgment in order to realize full management potential.
4 4. Assuring that quality and quantity of management reserves are adequate for
anticipated requirements.
5 5. Rewarding the high achievers and leading performance deliverers.

The following Performance Management Policy has been developed to evaluate and
measure performance of an Employee in an objective manner in view of the above
objectives. This policy will allow ACBL to propose and agree upon development /
improvement initiatives and to reward staff members in line with their performance
outcomes.

3.11.3. Scope of Policy

All Employees are required to go through the formal process of performance planning,
monitoring and evaluation according to the terms of this policy. It may be noted that the
evaluation part of the performance management process is carried out once at the end of
each financial yearTwo important points regarding performance management that need to
be kept in view at all times are:
1 1. Performance management is a continuous process and the yearly exercise of
completing the template is only a formal document and an agreement to this effect. In
light of the same, Line Managers are required to continuously monitor performance
and provide feedback and coaching through out the year instead of waiting for the
year end.
2 2. Performance management is not a confidential or one-time personal assessment
report of an Employee by a Line Manager. Rater, it is a two-way exercise in which
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the Employee must understand and also agree with his or her performance assessment
ratings and improvement objectives.

3.11.4. The Performance Management Process

The performance management process consists of three (3) key steps:
1. Performance Planning
2. Performance Monitoring
3. Performance Evaluation

3.11.4.1. Performance Planning

Performance planning involves defining key accountabilities of an incumbent’s job role,
setting out specific goals for the year in order to achieve these accountabilities or
performance targets, and listing the behavioral capabilities needed for the given job role.
During this stage, the manager must communicate the performance standards and
weightings for the role using key accountabilities and behaviors to the job holder. This
should also result in a discussion with the jobholder jointly agreeing upon on actions to meet
specific role expectations.
Employee performance in a role can then be summarized in to two distinct components;
namely objective outcomes and behavioral expectations. The formal presentation of the
above expectations and the yearly targets are presented in the job description document
of a jobholder and should provide a guidance to the Employee. Therefore, it is in the best
interest of the Employee to understand as thoroughly as possible his or her job
description document and goal setting form for the year ahead

3.11.4.2. Performance Monitoring

Performance Monitoring involves measuring performance of the job holder on his or her
job accountabilities and behavioral expectations throughout the year. This process
involves identifying performance gaps and taking remedial action through regular
feedback and coaching provided on a relatively informal basis. If needed, interim reviews
can be conducted (after a 6 month period) using a shortened PMS form
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3.11.4.3. Performance Evaluation

Performance Evaluation is the process of measuring the objective outcomes and
behavioral expectations as mutually agreed upon by both the Employee and the Employer
at the beginning of the job evaluation cycle and recorded in the job description document.
A formalized Performance Evaluation Template is designed to objectively evaluate a
jobholder on the above performance criteria, details of which follow in the ensuing write
up.

3.11.5. Performance Evaluation Template

The Performance Evaluation Template makes it possible to assign a rating on each key
feature of an Employee’s job by evaluating performance against both expected goals and
behaviours. This template is structured in such a way as to evaluate as objectively as
possible the performance of Employees viz. objective performance targets and
behavioural expectations. The following sections illustrate the workings of the
performance management system; aligned in a corresponding manner with the
performance evaluation template.
Section I – Personal Information
Section II – Employment History During Period Under Review
Section III – Performance Targets
Section IV – Behavioural Expectations
Section V – Performance Rating for the Year
Section VI – Performance Improvement Agreement
Section VII – Pen Picture

Section I – Personal Information

The first section of the template is there to record all relevant personal and official
information. The contents from this section are used for recordkeeping and maintenance,
therefore, it is imperative that all fields within this section much be filled as accurately as
possible.
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Section II – Employment History during Period under Review

In case an Employee has been transferred from one department or office of ACBL to
another during the period under review, performance evaluation must be carried out for
each of the positions held by the Employee during the performance cycle. The Line
Manager for each position held by the Employee is therefore required to submit his or her
feedback for the respective period and forward it to the new Line Manager in the
department where the incumbent is transferred. The last Manager compiling the
performance review for the Employee is responsible for allocating an overall
performance rating based on his or her own assessment and those provided by previous
Line Managers. Details of previous job contents may be obtained from the Job
Description Documents.

Section III – Performance Targets (What’s)

‘What’s’ primarily are the performance targets against key accountabilities that find their
base in the JDD, as previously mentioned. These are objective outcomes and define the
essential purpose for existence of a role. These accountabilities are assigned relative
weightage according to their importance (time allocation) to the job, with the highest
weightage given to the fundamental accountability for the job. Performance against each
of these is rated on a scale of 1 through 3, denoting Leading, Adequate and Inadequate
performance respectively. The result for each accountability is the product of its
weightage and related rating. The sum of all weighted results is rounded off to the nearest
whole number to arrive at the overall performance rating of an Employee against key
accountabilities.

Section IV – Behavioral Expectations (How’s)

‘How’s’ are the behavioral expectations that an Employee is required to exhibit and
conform to in order to deserve the role he / she is currently occupying. These are
categorized under two main titles: Basic & Advanced Capabilities which include the
essentials skills set required to be in the job along with specialized skills for leadership
roles and Corporate Core Values of the Bank. An Employee’s performance against each
of the above categories is rated on a scale of (A through C). To arrive at the overall
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performance rating on behavioral aspects, it is necessary to choose the lower of the two
scores i.e. if an Employee scores A & B his / her final score will be a B. This is to ensure
utmost importance is given in upholding Corporate Values and behavioral expectations
necessary for the given role.
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Section V – Performance (Matrix) Rating for the Year

The numeric and alphabetical performance ratings assigned to the ‘What’s’ and ‘How’s’
respectively are put together in the matrix to jointly represent an Employees overall
performance during the period under review. Please note that the shaded area represents
the bulk of average to above average performers in the organization and therefore such
score holders would be eligible for rewards as per the compensation and promotion
policy of ACBL.

Section VI – Agreeing Performance Improvement Objectives

The evaluation process is followed by identification of areas for performance
improvement and how such improvement will be achieved. Accordingly, Line Managers
are required to act as mentors to direct reports by coaching and providing regular
feedback on performance improvement objectives. Identification of improvement
objectives and follow up thereon is mandatory for all Employees rated outside the
acceptable performance range (1A through 2B) represented by a shaded area in the rating
matrix. A regular follow up on the agreed objectives is an important feature to facilitate
development of an Employee and to enhance performance level. Alterations and
adjustments in the set objectives may be required from time to time as needed by the
ACBL.

Section VII – Reporting / Countersigning Authority

In order to maintain a candid approach in performance evaluation, the last section of the
Performance Evaluation Template provides a provision for comments by the Line
Manager, Head of the Business Unit and the Jobholder. The greatest benefit that ACBL
provides through this facility is to the incumbent who has an opportunity to convey his
agreement and / or disagreement to the evaluation or certain portions of it.

3.11.6. Recordkeeping & Maintenance

Once completed, the performance evaluations are dispatched to the Human Resource
Department for compilation, record and for facilitating decisions related to compensation
and incentive pay. A copy of the evaluations is filed in the personal file of the Employee.
Another copy of the final evaluation remains with Employee and also the immediate
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Supervisor / Line Manager so that a continuous dialogue is ensured between them in

making plans for improvement in areas that need so. This is also in line with the original
spirit of performance management as an ‘on-going’ exercise

3.11.7 Disputes & Resolution

In case an Employee feels that the assessment of his / her performance is not fair and
such disagreement remains unresolved despite the intervention of the Supervisor’s Line
Manager, the matter may be referred to a higher level / Line Manager or the Human
Resource Department in the absence of such higher authority. This referral should in
most cases settle the disagreement and in the best interest of the business, will be
considered final and binding.

3.9. Job Families

3.9.1. Objective

The job family concept is used as a framework for selecting requisite ‘Behavioural
Capabilities’ associated with positions that fall under a given job family. Job families are
broad groupings of comparable roles that perform similar work and cut across business
units and functional boundaries. Based on ACBL’s organizational structure, three (3) job
families are defined in which all departments and respective positions may be classified.
These are namely:
1. Sales & Service Support
2. Operational Support Services
3. Professional Support Service

3.9.1.1. Sales & Service Support

Sales and Service roles are the ‘face’ of ACBL to most customers. These roles relate to
the mainstream business of banking and typically perform customer transactions, directly
deal with the customers face-to-face, via telephone or electronic contact. These roles
initiate and may complete sales. This job family focuses on customer satisfaction during a
service encounter in addition to overall service improvement in terms of effectiveness
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and efficiency. These roles complete customer transactions that meet internally defined
service delivery and quality standards that are reflected in subsequent feed back from the
Bank’s satisfied customers.
Departments:
- Corporate Banking
- Investment Banking
- Consumer Banking
- Treasury & FI, Islamic Banking
- Agriculture Finance
- SME
- International Banking
- Branch Banking
1 List of Departments may be altered to align with the new organizational chart /
structure.

3.9.1.2. Operational Support Services

Operational support roles provide operational, administrative, and / or information
technology systems support to ACBL’s internal and external customers. Operational
support relates directly to other job families by implementing and maintaining the
operational and administrative outputs of the job family. IT support adds value by
designing, developing, and delivering technology based (hardware / software) solutions
to meet business needs. Job roles in this family also add value by ensuring that internally
focused operational / administrative systems and information technology processes of the
business meet established effectiveness, efficiency, and service standards. On-going
support is a key aspect of roles in this job family.
Departments:
- Administration
- Operations
- Electronic Technology
- CAD
- Premises & Security
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3.9.1.3. Professional Support Services

These are typically the ‘knowledge worker’ roles that are generally driven by formal
tertiary qualifications in a particular professional discipline such as accountancy, law, etc.
Roles in this job family provide the business with internal consulting service, i.e. advice
soundly based on their professional specialization, allowing Managers to take appropriate
business action(s).
Departments:
- Finance
- Risk Management
- HR
- Audit
- Compliance
- Credit
- Legal Affairs

3.9.2 Job Family Capabilities

Using job families, key capabilities for any given role can be defined. These capabilities
define the ‘how’s for a job i.e. the behavioral expectations or essential skills that an
Employee is required to exhibit and conform to in order to achieve the performance
standard expected of him or her. Capabilities may also be used at the interviewing stage
in rating a prospective candidate against capabilities that correspond to his / her role and
job family.
The following section lists and defines both basic and advanced capabilities respectively.
Capabilities provide a general framework to evaluate attributes associated with a given
role in a particular job family. However, not all capabilities in a job family need to be
rated, instead depending upon the role, a few key capabilities may be selected to evaluate
an Employee / prospect for ACBL.

3.9.2.1 Basic Capabilities

Basic capabilities are those essential skills that are absolutely a prerequisite to fulfilling
the basic requirements of a given role belonging to a specific job family.
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These include:
- Oral communication
- Written communication
- Negotiation skills
- Product knowledge
- Procedures & policies
- System knowledge
- Budgeting / cost control
- Legislative / regulatory requirement
- Financial analysis
- Numeracy
- Work organization
- Coding skills

Oral communication refers to the ability to articulate and explain information to customers,
peers, Managers, and subordinates. It involves basic ability to convey information, opinions, and
arguments fluently, coherently, and confidently, interpreting details as necessary. An
understanding on how to impact different audiences across all levels of the organization both
internally and externally is also part of this.
Written communication refers to the ability to convey, explain, and understand information in
writing clearly and concisely. This includes an ability to draft clear reports, letters, and memos
without any grammatical or content flaws plus the ability to communicate ideas in writing related
to complex issue. Complex issue implies to the ability to gather and analyze information and,
where appropriate, convert and edit specialized terminology and concepts into non-technical
terms.
Negotiation skills involve the ability to obtain agreement between two or more parties who may
have different interests. It also means the ability to be able to understand basic negotiation
positions and negotiation process within prescribed routine circumstances.
Product knowledge is know-how of ACBL’s products and service offerings offered by its
various business units. In addition to its own, the knowledge of major competitors’ products and
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services is also part of product knowledge. This also implies an ability to repackage solutions,
products, and services.
Procedures and policies involve knowledge and application of procedures / policies relevant to
own job and areas supported, including relevant forms and documentation. It means knowledge
and application of policies / reporting procedures relevant to the department or unit for which the
jobholder is responsible, including the ability to interpret day-to-day work requirements. In
addition, the ability to provide feedback on the effectiveness of these policies and procedures or
where appropriate, improve existing ones and, or develop new ones as well as acting as a point
of reference to peers for procedural and policy expertise are all part of this definition.
Systems knowledge refers to knowledge of ACBL’s systems, environments and applications. It
involves the ability to perform basic technical procedures, answer routine questions involving the
retrieval of information. For example, basic knowledge of ACBL systems appropriate to the
work area such as word processing, computer operations and data entry are all part of this know-
how.
Budgeting / cost control simply refers to the knowledge of budgeting processes, including the
allocation and monitoring of costs and revenues against budget as well as the ability to utilize
this knowledge to take or advice on corrective action.
Legislative / regulatory requirements refers to the know-how / application of legislative and
regulatory requirements or industry standards as they apply to a particular part of the business. It
also includes basic knowledge of specific legislation, standards and compliance procedures
relating to own work area. The ability to distinguish standard legal documents is a key aspect of
this capability.
Financial analysis refers to knowledge and skill to undertake interpretation of a range of financial
data, including balance sheets and cash flows. An understanding of accounting principles is
needed here to draw conclusions on an entity’s current performance and prospective future
performance.
Numeracy refers to the ability to understand and manipulate numerical data to reach accurate and
defensible inferences and decisions. A person with numeracy skills is comfortable working with
numbers and is fully able to understand numerical reports as apply basic standards of numeracy
in performing calculations using equipment provided.
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Work organization is the basic ability to effectively manage own resources, including time
management. Understanding ongoing work requirements and being able to manage own time to
complete assigned tasks without close supervision, is a requirement of this organizational skills.
Coding skills refer to skills in IT based roles. The ability to code and test software programs and
develop / test codes for smaller and less complex modules of a software system. Coding requires
knowledge of one or two programming languages, basic testing techniques, documentation /
debugging standards. Understanding of programming environment standards is a key aspect of
this capability.

3.9.2.2Advanced Capabilities
Advanced capabilities are a less common skill set than that found in basic capabilities and
are more commonly seen in Managerial and senior roles in an organization that require a
vision to set mid to long term business objectives and the knowledge to achieve them.
The skills required to fulfill such roles are listed below:
1 - Application of business knowledge
2 - Building relationships and networks
3 - Concern for quality standards
4 - Continuous improvement focus
5 - Customer focus
6 - Decisiveness
7 - Demonstrating initiative
8 - Flexibility and adaptability
9 - Influencing outcomes
10 - Listening and responding
11 - Problem solving
12 - Results focus
13 - Sales focus
14 - Teamwork
15 - Understanding the business
Application of business knowledge refers to the ability to keep informed with the relevant
business, technical and professional knowledge and application of the same. This is to
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ensure technical or professional solutions are delivered which meet business needs and
are aligned with best practice. It also ensures ACBL’s compliance with both internally
and externally driven regulatory requirements. It includes actively seeking to learn more
about a particular field or area with the commitment to applying that knowledge to
improve the quality of solutions or services delivered to the business.
Building relationship and networks refers to the ability to identify, build, and maintain
short / long term networks useful towards achieving business objectives. It includes
building relationships with people who may be helpful in creating opportunities further
down the line, e.g. colleagues, external associates, professional associates and
‘rainmakers’ such as accountants, lawyers, brokers, real estate agents , etc. It also
includes developing effective relationships with customers externally and internally.

1
Concern for quality standards refers to the underlying drive to reduce inconsistencies,
risks, and errors in the surrounding work environment through monitoring, checking,
and compliance with standards and procedures. It particularly includes an attention to
detail associated with the creation and delivery of the product or services of an
organization.
Continuous improvement focus is the desire to improve existing processes and
procedures in finding better ways of implementing projects, in terms of effectiveness
(quality, accuracy, reliability, etc.) and / or efficiency (cost, timeliness, etc.). This may
involve challenging established processes and procedures or bringing ideas from
elsewhere to add value to ACBL.
Customer focus refers to the impetus to focus effort on delivering customer needs. It
involves working with customers to better understand and anticipate their needs, and
educating customers about the full range of ACBL products, services, and solutions
available.
Decisiveness is the ability to use information, apply experience, and judgment to make
sound and timely decisions that add valued to the business. This may involve making
decisions when information is ambiguous or incomplete.
Demonstrating initiatives is the willingness to take action rather than simply thinking
about it, spotting opportunities, and doing things now in order to avoid potential
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problems in the future. It is about being persistent in addressing issues and potential
obstacles.
Flexibility and Adaptability is the ability to be flexible in one’s approach and to make
the most of challenging or unfamiliar environments. It is about being able to ‘think on
your feet’ and work with a variety of situations, individuals, and groups. It also involves
being able to adapt quickly and positively to change.

Influencing outcomes refer to the ability to persuade, convince, influence, or impress

others in order to gain support for or agreement to an idea or concept. It may be about
getting agreement on a business case, idea or concept or, in the case of selling to
customers; it refers to generating excitement about ACBL product or service.
Listening and responding is the willingness and the ability to take time to listen to others
and respond appropriately. It includes questioning as well as the ability to relate to
people. It is about recognizing and understanding difference in individuals and groups
and adapting one’s behavior accordingly.
Problem solving is simply the ability to understand problems and situations by
systematically breaking down the problem, assessing, interpreting options, and weighing
up and prioritizing alternatives.
Results focus refers to the willingness or the ability to do the job well and to deliver
results. It involves doing things better and more effectively, and sticking at something
until it is delivered. It also includes the setting and achieving challenging goals for both
self and the team.
Sales focus refers to the ability to spot potential sales opportunities and develop these into
profitable sales for the organization. This will include prospecting the marketplace for
new customers as well as maximizing existing customer relationships on behalf of
ACBL.
Teamwork is the willingness to work in a cooperative and helpful manner with other
team members as opposed to working independently. Teamwork requires focusing on
team as well as individual goals and actively assisting team members towards the
achievement of a common goal.
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Understanding the business involves understanding the market and industry, and look at
situations in terms of their full business potential to ACBL. It includes an understanding
of the key business drivers within the company, the industry, market and customer
segments and utilizing this understanding to develop a business strategy.

3.10. Code of Ethics and Conduct

3.10.1 Introduction
Present day banking serves an important function in the public eye. Maintaining high
standards of service and ethics enables Askari Bank Limited to be perceived as
impartial, ethical and independent. All employees of Askari Bank Limited must ensure
that their actions and conduct protect and promote the reputation and image of the
Bank. Nothing that an employee of the Bank does or says should cause the Bank
embarrassment or bring the Bank into disrepute in the public eye, especially as regards
the impartiality and fairness of the Bank.

3.10.2 This Code:

a. is mandatory for compliance by all employees, whether full or part time,

employed by Askari Bank Limited, directly or indirectly through a service
contract and wherever located.

b. also applies as a general guideline to the Directors, mutatis mutandis.

c. sets out minimum standards of good banking practices and lays down core values
relating to the lawful and ethical conduct of our business activities and provides
guidance to all. While the Code provides guidance on the aspects of integrity and
impartiality, it cannot and does not cover every situation an employee may
encounter. If an employee is uncertain about what to do in a particular situation,
guidance should be sought from the Reporting Officer or the concerned Manager.
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d. does not alter or replace the duties and responsibilities of some of the employees
as specifically defined in Banking and Corporate Laws applicable to Askari Bank
Limited.

e. may be amended or varied generally or specifically with the approval of the

Board of Directors for changes due to regulations, laws and practice.

f. is not meant to be a complete record of our relationship with customers. Specific

products and services have their own terms and conditions, and these will
continue to govern customer relationships with regard to the use of those products
and services.

Each Askari Bank Limited employee must be fully aware of the provisions of this
Code.

3.10.3. General guidelines of conduct:

Askari Bank Limited employees shall at all times maintain the good reputation of the
Bank and shall:

a. Render, with integrity, a responsible and effective service of high quality which is
accessible by all customers, present and prospective.

b. Not abuse the authority that he or she has as an employee of the Bank, in dealings
with customers and other employees reporting to him / her.

c. Act judiciously, fairly and impartially to all customers when exercising any
discretion in the performance of duties;

d. Exercise those powers conferred on them in a responsible manner particularly by:

i. performing all their duties impartially without favoring any customer and
without regard to status, sex, race, religion, political beliefs or aspirations;
ii. acting honestly, respectfully, transparently and in an accountable manner;
iii. treating all persons with equal consideration and objectivity;
iv. using any discretion vested in them judiciously, sensibly, impartially and
 Chapter 3

reasonably.

e. Refrain from divulging any information received in the course of their work and
duties unless the performance of duty or the needs of justice require otherwise;

f. Refrain from making misdeclarations to the Bank, other employees or customers.

g. Resist and report any offers of bribes or other corruption emanating from any source.

h. In their private life behave in a manner, which does not bring discredit to or impair
the dignity or reputation of the Bank.

i. Seek to attain the highest possible standards of performance; interpersonal

relationships and exercise care for others in employment related activities.

j. Carry out official decisions and policies of the Bank within the ambit of law of the
land faithfully and impartially.

k. Respect and apply this Code and if they have reason to believe that a violation of this
Code, laws or regulations has occurred or is about to occur, report the matter to the
Reporting Officer or the concerned Manager.

3.10.4. Corporate Culture:

The Bank recognizes a staff member’s personal behavior and interaction with others as
a vital part of the duties of his / her position. In order to achieve the desired level of
performance and corporate objectives, preservation of congenial and professional
working environment is encouraged.

Askari Bank Limited seeks to create an environment where all persons are treated
equitably and with respect, where person’s rights are respected and where efforts of
staff are encouraged and their achievements given due recognition.

3.10.4. Professionalism:
 Chapter 3

Professionalism embraces the necessary skills, qualification and knowledge to

undertake tasks in a competent manner. The employees at the Bank are expected to
carry out their responsibilities in a professional manner at all times. They must conduct
financial or other affairs in a prudent manner and should avoid situations that could
reflect unfavorably on themselves, Bank or its customers.

3.10.5. Professionalism:

Knowing our customers and their needs is the key to our business success.

Fairness, Truthfulness and Transparency governs our customer relationships in

determining the transactional terms, conditions, rights and obligations.

All employees must be committed to the continued development of the excellent

service culture in which we seek consistently to exceed customers’ expectations.
Employees should seek to understand customers’ financial circumstances and needs to
be able to provide them with most suitable products and services.

All employees must ensure that any advice given to a customer is honest and fairly
expressed and restricted to only those services or products where the Bank has the
relevant expertise and authority.

3.10.6. Maintaining Confidentiality:

Confidential information comprises of (a) any non-public, written or oral, information

received directly or indirectly from a customer, prospective customer or a third party
with the expectation that such information will be kept confidential and used solely for
the business purposes of the customer, prospective customer or the third party; and (b)
Askari Bank Limited’s proprietary information that includes any analyses or plans
created or obtained by any Askari Bank Limited Division, Operating Unit or Branch.

All Askari Bank Limited employees have a duty to safeguard confidential information,
 Chapter 3

which may come to their possession during their day-to-day work. Respect for
customers’ private affairs, merits the same care as does the protection of the Bank’s
own affairs or other interests.
This duty of confidentiality involves not divulging information to third parties other
than in the following circumstances:

a. where the customer concerned has given permission to do so;

b. where the Bank is legally compelled to do so;
c. where there is a duty to the public to disclose; and
d. where it is necessary for the Bank to present its case - e.g. in court or in other
circumstances of a related nature.

Confidentiality applies whether the information has been obtained from those with
whom the Bank does business or from sources within the Bank. All such information
should only be used for the purpose for which it is intended and must not be used for
the personal benefit of an employee, his / her spouse or family member.
All employees must sign a declaration of confidentiality / secrecy and must comply
with the procedures and regulations.

3.10.7. Conflict of Interest:

Circumstances should be avoided in which personal interest conflicts, or may appear to

conflict, with the interest of the Bank or its customers.

Circumstances may arise where an employee, his / her spouse or family member
directly or indirectly hold a business interest which conflicts or may conflict with the
Bank’s interest. In order to ensure that the Bank makes objective decisions, employee
must declare in advance such interest to the Management through Reporting Officer.

Any involvement in an outside activity or any external position held by an employee:

a. must not give rise to any real or apparent conflict with a customer’s interest;
b. must not adversely reflect on the Bank; and
c. must not interfere with an employee’s job performance.
 Chapter 3

Employees must not negotiate or contract on behalf of the Bank with an enterprise in
which they have a direct or indirect interest.

Employees on the payroll of Askari Bank Limited must not undertake any other
employment, whether part time, temporary or other, or act as consultant, director or
partner of another enterprise except with the prior permission of the President of the
Bank.

In case of doubt about whether a particular circumstance / situation would create

conflict of interest, employees should first consult their Reporting Officer or the
concerned Manager for seeking guidance before taking action.

3.10.8. Know your customer:

Commonly referred to as KYC, is the process to ensure that the Bank is not used for
any unlawful transactions. This is achieved by obtaining sufficient information about
the customers to reasonably satisfy us as to their reputation, their standing and the
nature of their business activities.

Effective use of ‘know your customer’ discourages money laundering, which uses
banks as vehicles to disguise or “launder” the proceeds of criminal activities.
Involvement in such activities undermine bank’s integrity, damage its reputation, deter
honest customers and leads the bank to severe sanctions.

All employees, particularly working in the customer services areas, must establish the
identity of every new customer from reliable identifying documents. For existing
customers, they must remain vigilant and aware of:

a. activities not consistent with customer’s business;

b. unusual characteristics or activities;
c. attempts to avoid reporting or record keeping requirement; and
d. unusual or erratic movement of funds.

A suspicion that funds transacted with the Bank stems from illegal activities, must be
 Chapter 3

reported internally to the Reporting Officer or concerned Manager.

3.10.9. Personal Investments:

Personal transactions are actual or intended transactions, usually in marketable

investments, by employees for their own account, or in which employees have direct
power to make decisions or influence the decisions of persons connected with them by
reason of family or business relationship.

Employees must ensure that no conflict of interest arises between their personal
transactions and corporate and customer responsibilities. Employees must never
attempt to use their position in Askari Bank Limited to obtain an advantage to buy and
sell investments.

Employees in doubt about the propriety of any proposed personal transaction should
consult their Reporting Officer or the concerned Manager.

Employees shall not, at any time, carry out:

a. short sales of marketable securities or currencies or any other form of

trading which is speculative in nature in their own account or for the
account of their spouse or family members.
b. trading in shares, securities or currencies which involve improper use of
unpublished price sensitive information for personal benefit.

3.10.10. Relations with Regulators:

Relationship with Regulators is one of the most important relations, which Askari Bank
Limited maintains with the aim of developing mutual confidence and trust.
 Chapter 3

All employees must comply in letter and spirit, with legal and regulatory requirements
applicable to the activities in which we engage.

In case a regulation appears to conflict with the provision of any other regulation or
laws, or compliance appears to be impractical or against the general banking ethics, it
must be reported to the competent authority for appropriate action. Under no
circumstances a violation of a regulation should be committed.

3.10.11. Relationship with competitors:

Except in situations where the Bank is participating in a transaction with other bank(s),
no employee shall have any agreement, understanding or arrangement with any
competitor with respect to pricing of services, profit rates and / or marketing policies,
which may adversely affect the Bank’s business.

3.10.12. Gifts and entertainment:

Gifts, business entertainment or other benefits from a customer or a supplier / vendor,

which appear or may appear to compromise commercial relationships must not be
accepted by the employees.

Employees may, however, accept normal business entertainment or promotional items

appropriate to the circumstances with prior intimation to the Reporting Officer or the
Manager.

In the event that a gift must be accepted for reason of customer’s insistence and
sensitivity of relationship, such gifts must be surrendered to the Head of Human
Resource along with reasons of acceptance. Under no circumstances an employee shall
either directly or indirectly accept any amount of money, however small, as gift,
gratuity, subscription or reward from any employee of the Bank, customer, supplier or
vendor.
 Chapter 3

Customers who wish to express gratitude for the services of Askari Bank Limited
should be requested to send a letter of appreciation.

3.10.13. Political Activities:

No employee of the bank shall contribute or lend money or items of any value to any of
the political candidates or parties. This also includes using Bank’s facilities, equipment,
personnel etc. for the purpose. However, they shall be free to participate in political
process as concerned individuals through means of voting. In case of an employee
considering assuming any public office, specific information with all related reasons
must be provided to the Bank for approval.

3.10.14. Fraud, theft or illegal activities:

Employees are expected to remain alert and vigilant with respect to frauds, thefts or
illegal activities committed within the Bank premises. Any such activity must be
immediately reported to the Reporting Officer or the concerned Manager.

3.10.15. Compliance:

All Askari Bank Limited employees are fully committed to ensuring that all business
decisions and actions comply with all applicable laws and regulations and to observing good
standards of behavior and practice in accordance with the industry practices. Accordingly,
all employees must acquaint themselves with all applicable laws and regulations.
Senior Management will ensure that:

a. all employees are aware of this Code;

b. no employee will be asked to do anything that would contravene this Code; and
c. queries and concerns arising under this Code will be dealt with properly and may
be addressed to the Human Resource Division at Head office.
 Chapter 3

3.10.16. Request for waiver:

Where there is a reasonable likelihood that a contemplated action will violate the
provisions of the Code, a waiver thereto must be requested from the Executive
Committee through the President & Chief Executive Officer / Reporting Officer.
However, waiver shall not be granted except under extra-ordinary circumstances
warranting such waiver.

3.10.17. Breaches and disciplinary action:

Contraventions / violations of this Code will be dealt with in accordance with the
Service Rules of Askari Bank Limited as amended from time to time.

3.10.18. Certification:

Each employee in the Bank shall be required to read / review this Code each year and
certify in writing that he / she understands his / her responsibilities to comply with the
provisions set forth herein.

3.11. Disciplinary Rules

3.11.1. Place of Service

An employee of the Bank shall be required to serve at any office of the Bank, including
its branches, subsidiaries, affiliates, and associates in such capacity and place, including
overseas, as may be directed from time to time.

3.11.2. Observance of Rules

An employee shall conform to and abide by these Rules and shall observe, comply and
 Chapter 3

obey all lawful orders and directions which may, from time to time, be given by any
person under whose jurisdiction, or control he may, for the time being, be placed.

3.11.3. Maintenance of Secrecy

An employee shall serve the Bank honestly, faithfully and diligently and shall maintain
strict secrecy regarding the affairs of the Bank and its constituents. He shall show
courtesy and attention in all transactions and to all persons having dealings with the
Bank.

3.11.4. Participation in Political Activities

An employee shall not directly or indirectly participate in or subscribe for or in any

way assist any political activity or movement.

3.11.5. Absence From Duty

An employee shall not absent himself from his duty nor leave his station overnight nor
extend or overstay the period of any leave sanctioned to him without having obtained
prior permission from the Competent Authority.

3.11.6. Representation to Directors

An employee shall not make any personal representation to the Directors of the Bank.
All representations must be addressed to the President through proper channel.

3.11.7. Acceptance of Gifts

An employee shall not either directly or indirectly accept any gift, gratuity, subscription
or reward from any employee of the Bank, constituents or persons likely to have
dealing with the bank.

3.11.8. Acceptance of Part Time Job

 Chapter 3

An employee shall be full time employee of the Bank and shall not solicit, seek or
accept any outside employment or engage in any business or trade, nor shall an
employee of the Bank publish any article in any newspaper, journal for magazine
without prior approval of the competent authority.

3.11.9. Borrowing

An employee shall not borrow money from his associates or sub-ordinates or

constituents of the Bank or from persons likely to have dealings with the Bank.

3.11.10. Borrowing from Bank

An employee, his wife, dependent children and other dependents shall not raise any
loan from the Bank without making proper disclosure to the authority concerned.

3.11.11. Punishment

Without prejudice to other provisions contained in these Rules, an employee who

commits a breach of any of these Rules, or who displays negligence or insolence or
who knowingly does anything detrimental, contravenes instructions issued to him in
connection with his official work, or commits breach of discipline, or is guilty of any
other act of misconduct or has been convicted of any offence involving moral turpitude,
shall be liable to one or more penalties described hereafter.

3.11.12. Explanation

Without prejudice to the generality as aforesaid the term 'misconduct' includes, for the
purpose of these Rules, the following acts, omissions and commissions:

a. Insubordination or disobedience to any lawful or reasonable order of the superior;

b. Theft, fraud or dishonesty in connection with the Bank's business or property;

c. Damage to or loss of Bank's goods or property;

d. Habitual late attendance, habitual leaving early or returning late from lunch break;
 Chapter 3

e. Absence from duty without permission;

f. Drunkenness, gambling, rioting, disorderly or indecent behavior while on duty;

g. Sleeping while on duty;

h. Collection or canvassing for collection of money within office premises for any
purpose not approved by the Bank.

i. Striking, picketing, inciting others to abstain from work or agitation in any form and
manner within or outside office premises or at places where it is lawfully prohibited;

j. Illegal strike, whether single or jointly with others, in contravention of any existing
law or rule for the time being in force or inciting others to go on illegal strike;

k. Distribution or exhibition within office premises of any paper, hand bills, pamphlets
or posters without prior permission of the Competent Authority;

l. Holding of meetings within office premises without prior permission of the

Competent Authority;

m. Refusal to comply with an order of transfer, or directly or indirectly trying to

influence the management to cancel an order of transfer;

n. Habitual indiscipline and leaving duty without permission, absence from the seat or
place of work without permission during the working hours;

o. Unauthorized use of Bank's properties;

p. Lingering, slow down of work, undue delay in execution of work, refusal or

negligence to carry out reasonable order of the superior;

q. Habitual negligence of duty, or neglect of work;

r. Breach of Rules, Regulations, standing orders or instructions of the Bank;

s. Improper or non-use of uniforms while on duty;

t. Writing to anyone letters or criticism of the superiors and misbehaving with the
superiors or colleagues or subordinates or the clients of the Bank;
 Chapter 3

u. Threatening or intimidating an employee of the Bank within or outside the office;

v. Attending office unconventionally attired;

w. Any other behavior or act, which in the opinion of the management constitutes
misconduct.

3.11.13. Penalties

An employee found guilty under any rule or any offence or misconduct shall be liable
to one or more of the following penalties:

a. Reprimand / censure;

b. Withholding for a specified period confirmation or promotion or increment;

c. Recovery from salary of the whole or part of any, pecuniary loss caused to the
bank by the employee;

d. Demotion to any lower grade;

e. Compulsory retirement from the service, with or without retirement benefits;

f. Removal from service;

g. Termination by way of punishment

h. Dismissal from service; and

i. Any other punishment.

Before imposing any penalty under these Rules, the employee concerned shall be
informed in writing about the charge(s) and also be given opportunity to answer to the
charge(s) in writing.

Where the employee admits the charge(s) or where he fails to answer to the charge(s)
within the period specified, the Competent Authority shall pass order in writing
awarding him one or more penalties referred to in these Rules. If he denies the charge
(s), an enquiry shall be held of the charge(s) before taking final decision in this regard.
 Chapter 3

While making the enquiry, proper opportunity shall be given, to the employee to defend
himself.

3.11.14. Suspension

a. An employee against whom disciplinary action is proposed to be taken, may be

placed under suspension, if necessary or expedient, or the competent authority, may
order him to proceed on leave as may be admissible.

b. While under suspension the employee concerned shall not leave his station without
prior permission from the competent authority in writing nor shall accept any
employment or engage himself in any business without prior permission from the
Competent Authority in writing.

c. An employee placed under suspension shall receive subsistence grant equal to half of
his substantive pay, and shall continue to be entitled to medical and / or housing /
accommodation facility or allowances, if any.

d. An employee put under suspension if not found guilty, shall be entitled to full salary
for the period of his suspension after adjustment of the subsistence grant and other
benefits received by him during the period of his suspension and the period of
suspension shall be treated as on service.

e. If an employee is awarded penalty under these Rules, it shall take effect from such
date as may be determined by the Competent Authority.

3.11.15. Appeal

a. An employee who has been awarded penalty shall have right to appeal before the
Competent Authority.
 Chapter 3

b.The appeal shall be sent through his immediate superior officer, who shall forward
the same to the Competent Authority with his comments and full particulars of the
case.

c. Every appeal shall comply with the following requirements;

i. It shall contain all material statements and grounds relied upon and specify the
relief sought for.

ii. In case of any allegation against such superior officer, an advance copy thereof
may be submitted direct to the competent authority with due indication of such
fact in the original copy.

Chapter 4
Analysis and Findings of the Report

4.1 Findings
During the internship at ACBL following are the findings

4.1.1 Stress of Work

ACBL is a public sector organization so it has tremendous amount of work load. About thirty to
fifty thousand customers are dealt in a month by the bank. Employees are under stress due to too
much work load. The other reason of the stress on employees is that they work until the daily
transactions of the bank are not reconciled.

4.1.2 Shortage of Staff

Branch of ACBL in Abbottbad and the work load branch is too much but still the bank has shortage of
staff. Which not only put burden on the employees but also the bank loses its goodwill.

4.1.3 Poor Customer Dealing

 Chapter 3

ACBL employees are not dealing well with their customers due to which customer satisfaction
and trust in the bank decreases. The standard time taken for the cheque posting is two minutes but in
ACBL customers have to wait longer because,

• Incompetent staff

• Lack of employees training

• Employees not caring their customers
• No proper check and balance by the higher management

4.1.4 HR Manual
There is no HR manual of the bank although it was included in the objectives of 2006, due to which
the employee's grievances occur. The employees don't know about the organization policies and
procedures and the policies are not either communicated by the higher management,

4.1.5 Incompetent Staff

Due to lack of training the most of the ACBL staff is incompetent they don't know how to deal with their
customers and clients. The selection criteria of the bank is not so much fair and also there is no regular
monitoring and evaluation of the employees due to which they are not
performing up to their abilities

4.1.6 Poor Communication

The policies and procedures are not clearly communicated to the employees. The higher management is
not giving stress on the communication but they believe that with the passage of time employees will
learn about the policies from their seniors.
 Chapter 3

Chapter 5
Recommendations and Conclusion

5.1 Recommendations
From the above findings I would suggest the following recommendations for ACBL in order to
improve the customer satisfaction and the performance.
• The bank should adopt the latest technology so that the employees can take benefit from it
and they can feel more relax, e.g. on the last dates of utility bills submission there is too much
work load on the cashiers so, the bank should have an online billing system.
• The bank should hire more staff to reduce the work load from other employees.
• Recruitment and selection by the executives should be fair so that the bank staff is a competent.
• Software's should be installed to reduce the manual work. It will not only save time but is also
less costly. This will attract the customers and also increase the goodwill.
• The bank should have ah orientation program in which it should familiarize its employees with
the bank policies and procedures, values, rules and regulations. It should clearly communicate its
 Chapter 3

policies and procedures to employees at the time of orientation. The guide should be provided to
them at the orientation time.
• ACBL should inline its policies with the overseas branches in order to gain competitive
advantage. It should also deal with the diverse culture to remain competitive.
• Employees should take care of their customers and they should not waste their time. ATM
machines should be maintained. This will reduce the work load from the employees as well
as customers will enjoy the 24 hours service.
• Today is the world of globalization so bank should use the latest technology and machinery in
order to remain competitive.
• Employees must be trained before the emergence of the new technology they should be
provided trainings that how to handle the new things.

Bank should have an HR manual so that all the HR practices should be followed according to the plan.
• Bank should regularly monitor and evaluate the performance of the employees this will improve
both the individual and organization performance.
• ACBL should take care of each individual employee and it should reward the employees on
their performance. This will motivate the employees and they become more loyal to the
organization.
 Chapter 3

References:

Annual Report(2006-05) Askari Bank Limited’ Annual Report of Askari Bank Limited
Oxford Learning & Development team; Development Function
http://homepage/tutorial/polproc/10/learning&development.htm
http://askaribank.com.pk [Intranet](Accessed July2007 )
http://askaribank.com.pk/reports (Accessed July2007)
http://www.main.suit.edu.pk (Accessed July2007)
 Chapter 3

Annexure and Forms

 Annex’ A

3.11.1 Job Description Documents

3.11.1.1Statement of Intent
ACBL like any other organization recognizes that the cornerstone of a meaningful employment
relationship with each individual Employee is a clear description of responsibilities and
performance objectives. The manner in which these are documented impacts every aspect of
employment with the Bank and therefore merits greater analysis.
The Bank, in order to achieve its organizational goals, needs to have a full and complete
understanding of what each job entails and the requisite skills, abilities, and other credentials
needed to perform these jobs. The Employee, on the other hand, to perform well on a given job,
needs a clear comprehension of the different functions and job responsibilities that he / she has
been assigned and the behavioral expectations associated with his / her role. This allows the
Employee to direct his / her energy and skills to the maximum advantage, and lays the
framework for an equitable and effective performance management system.

3.11.1.2 Objective
These requirements are fulfilled by a job description document, which is a formalized statement
of the responsibilities, duties and qualifications of a job based on information obtained through
an objective job analysis. Its purpose is to identify a specific job with clarity and precision and to
describe its scope and content. It should be as accurate, concise and complete as possible. It is
important to bear in mind that the document describes the position and the skills and
qualifications needed to satisfy that position; it is not meant to describe the incumbent.

3.11.1.3 Essentials
ACBL maintains updated Job Description Documents for each unique role or position in the
Bank. These documents basically aim to measure and record the three (3) critical elements of the
job, namely:
1 1. Know-How
2 2. Problem Solving
0 3. Accountability
 Annex’ A

1. Know-How refers to the sum total of all skills necessary for acceptable performance including
educational qualifications and relevant experience.
2. Problem Solving refers to the requirement of the position to function independently and take
decisions.
3. Accountability is the impact or contribution made by a job to the overall organizational
objectives.
Note: A job description document (JDD) is prepared whenever a new position is established and
a tier is assigned following the job evaluation process. Job description documents also serve as
an invaluable management tool for effective recruitment/selection, equitable compensation
structure, meaningful performance evaluations, and forecasting training needs of an organization.

JDD Sections
A Job Description Document comprises of the following sections:
Section – I Basic job information of the role
Section – II Summary of role in the organization
Section – III Quantifiable dimensions of the role
Section – IV Education and experience required for the role
Section – V Accountabilities of the role
Section – VI Authority permitted to the role
Section – VII Internal and external contacts in the role
Section – VIII Reporting lines for the role

Section I – Basic Job Information. Job holders are required to fill in the basic information
relating to their role such as job name, job title, job family, department or branch, and
location. This section also has a provision for the signature of the line manager of the job
holder. This signature is required only after the form is completely filled and vetted by
the line manger.
Section – II Summary of Role. The purpose of this section is to briefly summarize the nature of
the job role. It is important to mentioned in a few words all the different responsibilities
of the job at hand, not going into details which will be captured in section V above.
Section – III Dimensions of Role. A key section of the JDD which requires filling in quantifiable
information such as business volumes handled by a role. It is suggested that some thought
 Annex’ A

be given before placing numbers for the position since they will be later used to measure
performance during the evaluation cycle.
to assess the minimum educational qualifications and number of years of experience
required to successfully fulfil the role. Any formal training necessary for the role may
also be mentioned here. Note: Please do not list individual qualifications and experience,
only that which is required to perform adequately in the job role.
Section V – Job Accountabilities. Probably the most important section of the JDD in which key
job accountabilities have to be listed. In addition, a percentage of total time allocated to
each must be mentioned along with key performance measures for each. It is important to
note that a maximum of five (5) accountabilities of a position should be listed in order to
make the role measurable and subsequent evaluation feasible (this may require clubbing
of smaller tasks into larger groups).
Section VI – Role Authority. This section of the JDD measures the position by assessing the
authority permitted to the position i.e. a listing of decisions vs. recommendations which
are expected from the role must be listed here.
Section VII – Role Contacts. This section requires for the job holder to list all the regular
contacts both inside the organization and outside which this position comes in contact
with. The purpose of such contacts are also listed in this section.
Section VIII – Reporting Lines. The last section of the JDD requires for the job holders to place
their position in the hierarchy of the organization i.e. they must list two positions above
them in terms of reporting line including their immediate supervisor, and also all
positions reporting to them i.e. all their direct reports / subordinates.
 Annex’ B

Job Description Document

Annex’ B
Annex’ F
 Annex’ F

Performance Evaluation Template

Annex’ F
Annex’ F
Annex’ F
Annex’ F
 Annex’ F

Human Resource Division,

AWT Plaza, The Mall Rawalpindi.

Ex-Employee Feedback Form

Name of the Ex-Employee:

________________________________________________________________________________________________

Last Grade: __________________

Last Designation: _________________
Department: __________________ Location/Branch: __________________________

Duration of Service at Askari Bank: _____________________ Gross Salary at Askari Bank: ________________
Date Of Resignation: __________________________________

Name Of the Organization Joined: ______________________

Grade/Designation appointed: __________________________
Gross Salary in new organization: _______________________

Personal Contacts:
Tel/Cell No: _______________ Email Address: __________________

Please use the following ratings & encircle the appropriate choice.
1 2 3 4 5

Never Sometimes Neutral Quite Often Always

Factors
1. Job tasks were related to my professional goals. 1 2 3 4 5
2. Provision of adequate equipment/facilities to perform 1 2 3 4 5
tasks.
3. Respect for employees demonstrated. 1 2 3 4 5
4. Participation as a member of the team. 1 2 3 4 5
5. Opportunity available for career growth in Askari 1 2 3 4 5
Bank.
6. Among the Askari Bank core values, which one  Commitment
Integrity
you feel is not actually a part of our current  Fairness
culture?  Team work
(You may tick more than one box)  Service

7. Working relationships with your immediate  Cooperative/Friendly

supervisor were:
Neutral
Bureaucratic

Unfriendly /Hostile
8. Working environment within your department
was:
Neutral
Bureaucratic
Unfriendly/hostile
9. The factors are most rewarding aspects of working
for Askari Bank.
(You may tick more than one box)
10. The factors are demotivating aspects of working
for Askari Bank.
(You may tick more than one box)
11. Your job could have been improved by?
(You may tick more than one box)
12. What were the reasons behind your
leaving Askari Bank as your employer?
(You may tick more than one box)
13. In your opinion, what does your new employer
offer, which Askari Bank does not offer?
(You may tick more than one box)
14. How would you rate your overall/general
satisfaction with Askari Bank as your employer?
(You may tick more than one box)
Annex’ F
 Cooperative/friendly
 Salary
 Job security
 Work environment/colleague attitude
 Growth opportunities
 Service rules & compensation/benefits
 Staff training & development
 My new job is a reward of my experience at Askari Bank.
 None
 Inappropriate/unattractive salary
 Work load
 Lack of growth opportunities
 Unnecessary bureaucracy
 Work environment/colleague attitude
 None
 More training/development
 Increasing work variety
 More support/guidance
 More responsibility/work load
 Less responsibility/work load
 More Job Autonomy (less supervision/more authority)
 Any Other (Please specify)
_________________________________________________
 Dissatisfaction with Job (workload/content/responsibilities)
 Dissatisfaction with the Askari Bank Culture
(Management style, personality conflicts)
 Dissatisfaction with the salary/better pay offer from other employer
 Family /health reasons
 Career change/return to education, training.
 Others (Please specify):
________________________________________________
 Competitive salary
 Good Organizational Culture/congenial environment
 Career Growth/ Management support
 Job Autonomy (less supervision/more authority)
 Any other (Please specify):
_________________________________________________
 Highly satisfied
 Satisfied
 Dissatisfied
 Highly dissatisfied
 Any other (Please specify)
_________________________________________________
 Annex’ F

15. Any suggestion for improvement in Askari Bank’s existing policy, culture & work environment:

____________________________________________________________________________________________

____________________________________________________________________________________________

_____________________________________________________________________________________________

____________________________________________________________________________________________

____________________________________________________________________________________________

____________________________________________________________________________________________

____________________________________________________________________________________________

Date Signature
 Annex’ G

OUTSTANDING LIABILITIES
___________________
1. Loans:
Division/Branch/Unit/Office
Amount Outstanding
S.# Nature of Loan Sanction No Sanction Date
PARTICULARS OF EMPLOYEE LEAVING THE BANK Sanctioned Amount (Rs.)
1. House Building Finance
2. Transport Finance Date: _______________
E3.MPLOYEE
Personal
CORE Finance
PARTICULARS
4. RB Finance
Emp
5. # Credit Cards
:_________________ Name of Employee: ____________________________
6. Any Other
Department ( )
:_________________ Grade/Designation: ____________________________
2. Others:
Date of Joining:_________________ Current Basic Salary:____________________________
a. Advance House Rent (if applicable):- Amount Sanctioned : Rs _____________________
EMPLOYEE BASIC PARTICULARS Sanctioned Date : ________________________
Period: From_______________
Power of Attorney/S.S No( if applicable): _______________ To ________________
Date of Issue:____________________
Outstanding Amount : Rs._____________________
Service Agreement Period(if applicable): From__________________To_______________________
b. Hospitalization
Mobile (if applicable):-of Issue:_______________
Phone(if provided):-Date Amount Sanctioned
Date :of Return:___________________
Rs _____________________
Laptop(if provided):- Sanctioned Date Date of
Date of Issue:_______________ : Return:___________________
________________________
c. Excess Salary Paid :- Rs.________for ( ) days for the month of __________
d. Notice Pay :- Rs._________________________ for __________days.
INCENTIVES
e. Outstanding IBP Incentive:- Rs._________________________ for __________days.
OutstandingPassing
f. Stages Amount
Service Agreement Date of
Attempt
Surety Amount :- Disbursed Disbursement Period To Be
Rs._________________________ Serve
for __________days.
IBP-I
g. Receivable Club Membership Fee:- Rs.__________________________________________
IBP-II
(if minimum time period is not served)
IBP-III

Total Outstanding (1&2) _______________________

SEPARATION DETAILS
Nature of Separation: 1. Resignation 2. Retirement
PERKS & ALLOWANCES
3. Dismissal 4. Termination
a. Club
Date of Membership (SVP & Above)
Separation:_________________ : Saleable/Non-Saleable_____________________
Immediate Effect/Notice Period:_____________________
Name
If Notice of (Club
Period ) days : _______________________________________
: From ______________________ To_________________________
Reason Amount of Membership:_______________________________________________________
of Resignation Sanctioned : _____________ Sanction Date:_____________

Name ofMinimum Time Period to

Next Employer be Served : _______________________________________
: _______________________________________________________
Grade/Designation
b. Additional HouseOffered : _______________________________________________________
Rent Allowance : Rs.___________ Sanction Date:_____________
Salary Offered
Period : _______________________________________________________
: From________________ To _______________
Annex’ G
 Annex’ G

FRINGE BENEFITS (AVP & ABOVE)

Amount Written Down Value

S# Items Sanction Date
Sanctioned (Rs.)
1. Furniture/Fixture
2. Electrical Appliances
3. Curtain/Carpets
4. Any Other ( )

CAR(S)
Balance of Buy
Buy Back
S Date of Purchase Price Written Down Back
Make Model Opted
# Purchase (Rs.) Value (Rs.) Contributions
YES/NO
(Rs.)

Please attach detailed list with relevant papers

DUES & BENEFITS PAYABLE

S# Dues Amount (Rs.)

1. Salary ( days)
2. Provident Fund
3. Gratuity
4. Leave Encashment*
5. LFA
6. Any Other ( )
*Please enclose copy of leave record and also mention N.E leave balance

In case the employee has authorized to adjust his liabilities from the dues payable to him by the bank,
Please attach authorization letter.

REMARKS RECOMMENDATIONS

Replacement Required: 1. Yes 2. No

I here by confirm that above particulars are correct.

Authorized Signature* Authorized Signature*

Name:________________________________ Name: _______________________________
Designation: ___________________________ Designation: __________________________
* To be signed by the concerned Branch Manager/Reporting Executive. * To be signed by the concerned Group/Divisional Head,
 Annex’ G

_____________________Branch/Area
Office/Regional Office/Division/Group
TRAVELLING EXPENSES BILL

Date:__________________

Basic Salary: ___________________

Name Designation Emp. #

Particulars of journey from To
Period of journey from To
Date of Departure Time of Departure
Date of Arrival Time of Arrival
Particulars of return journey from To
Period of journey from To
Date of Departure Time of Departure
Date of Arrival Time of Arrival
Purpose of journey:
Authorized by:
EXPENSES:
Rs.
To
2.8.1.1 Road/Class Railway
Fare/Air Passage
from
To
2.8.1.2 Road/Class Railway
Fare/Air Passage
from
Taxi Charges Rs.
Toll Tax
Daily Allowance @ Rs. per day for day(s)
Hotel stay
Others
Total
Claim/expense
Less Advance if
any
Net Claim
Whether Bank’s accommodation was provided?
 Annex’ G

Signature of Employee

RECOMMENDING AUTHORITY

Manager/Branch Manager/Chief Manager Group

Head/Country Head/Regional/Area Manager

SANCTIONING AUTHORITY
Head Office Reference No. Date
Total amount Sanctioned Rs.
Please pay to the debit of Expense Account (Traveling Expenses) after
adjusting the advance paid against TA (if any).

OFFICER/EXECUTIVE
SANCTIONING AUTHORITY

ANNEX
 Annex’ I

___________________Branch/Area Office/Regional
Office/Division/Group
TRAVEL AUTHORIZATION FORM

Reference # _________________
Date: ____/_____/2007

1) Name: __________________________________
Designation:_________________________

2) Employee #__________________

3) Travel route: From __________________________ to

_______________________________

4) Mode of travel:
 By road (Bus/Personal car/Taxi)
 By Train
 By Air
5) Journey:
a) Departure from______________ Date: _____/______/2007
Time:________A.M/P.M
b) Arrival to ______________ Date: ______/______/2007
Time:________A.M/P.M
c) Departure from______________ Date: _____/______/2007
Time:________A.M/P.M
d) Arrival to ______________ Date: ______/______/2007
Time:________A.M/P.M
e) Departure from______________ Date: _____/______/2007
Time:________A.M/P.M
f) Arrival to ______________ Date: ______/______/2007
Time:________A.M/P.M

6) Hotel facilities required / Personal arrangement (if any): Yes/No

7) Amount of travel advance required (if any) :- Rs./UU$___________________

8) Exception to entitlement/special case: Yes / No

9) Provide reasons and special from approval of CA__________________________

Submitted by employee:_________________________
 Annex’ I

Name:____________________________________________

Designation ______________________________________

RECOMMENDATION

Recommended by:________________________________

Name:____________________________________________

Designation ______________________________________
APPROVAL

Approved by:_____________________________________

Name:__________________________________________

Designation ______________________________________
 Annex’ I

Employee Joining Form

____________________________ Dated:
_______________
____________________________
____________________________
____________________________
____________________________

Dear Sir,

Subject: JOINING REPORT

This is with reference to my appointment letter No.

__________________________ dated ________________________.

I hereby report for joining at Askari Bank Limited.

___________________________________ as on
____________________________.

Yours sincerely,

Signature: ________________________
Name: ___________________________
Employee No. _____________________

CC: The Acting Country Head, Human Resource Division, Head Office,
Rawalpindi.
Annex’ I