HRM Practices in SCB UBL and Citi Bank

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© 2008 Hussain Raza , Lahore School Of Economics 1

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1.0 Introduction:

To enhance the knowledge an to make the students practical Lahore School of

economics has made thesis research a compulsory part of the bachelors degree. I will be

conducting research on Human resource management focusing the recruitment policies

procedures and practices that are being implemented in Standard Chartered, CITI Bank

and United Bank Limited.

The objectives of this study are to identify general practices that Banks in Pakistan use to

recruit the employees. This study also aims to determine which recruitment policies and

practices are most effective. Determine how the recruitment policies and practices affect

organizational outcomes.

For recruiting managerial/professional candidates, the Internet is the most popular

advertising medium used by organizations. Organizations also regularly utilize internal

resources (e.g., internal job postings and employee referrals) when recruiting both

internal and external candidates. Different kinds of agencies are used to recruit for

positions at different levels. Temporary and government agencies are used mainly to

recruit non-management candidates. Employment agencies, colleges, and professional

organizations are used more often to recruit managerial/professional candidates.

Organizations with the most effective selection systems were more likely to use the

practices such as, behavior-based interviews, training and experience evaluations, ability

tests, and biographical data. Organizations with highly effective selection systems

experienced higher business outcomes (i.e., financial performance, quality of products

and services, productivity, and customer satisfaction) and employee outcomes (i.e.,

employee satisfaction and retention of quality employees) than those with ineffective

selection systems.


The study of this proposal highlights the effects of recruitment, how it affects sales and

the final output of the organization and whether better recruitment policies would lead the

organization to achieve economies of scale.

1.1 Background:

In the Banking sector the success or the failure mainly results on the performance

of employees. The better the performance of the employee the better will be the output.

The HR department of the banks keeps on looking for the person who they think is

suitable for their job.

Recruitment is a part of Human Resource Management and no organization can

progress without proper Human Resource Practices. Recruitment refers to the process of

finding right people for the right job or function. Recruitment polices and practices refer

that how that person should be hired and are followed and carried out by the recruiters or

the HR managers. Procedures refers that through which channel the policies and practices

are implement, how the policies are implement and what ways should be adopted to carry

out the human resources practices.

Recruitment is the process of identifying and attracting potential candidates from within

and outside an organization to begin evaluating them for future employment. Once

candidates are identified, an organization can begin the selection process.

This includes collecting, measuring, and evaluating information about candidates’

qualifications for specified positions. Organizations use these processes to increase the

likelihood of hiring individuals who possess the right skills and abilities to be successful

at their jobs.

Today’s tight labor market is making it more difficult for organizations to find, recruit,

and select talented people. The competition for talent is intensifying, as there are fewer

qualified applicants available. This shortage of applicants makes it all the more important

for organizations to be able to effectively attract, select, and retain quality candidates.


1.2 Objectives:

Standard charted and CITI bank are one of the leading international banks where as

United Bank was previously owned by the Government of Pakistan and later on due to

the privatization the bank is owned by some private company.

Objectives of the study are to:

compare the recruitment polices of the three banks

Determine who is actually following the policies in a manner to get the maximum

benefits.

Determine the policies and criteria regarding the hiring of experienced people and

fresh graduate students.

The study of this proposal highlights the effects of recruitment, how it affects the

final output of Standard Chartered, CITI Bank and United Bank Limited and whether

better recruitment policies would lead the organization to achieve the maximum benefits.

1.3 SCOPE:

This work will cover the recruitment policies, procedures and practices in Standard

Chartered , CITI Bank and United Bank Limited, the implementation and the factors that

effects the recruitment polices and procedures.

The scope of this work is to analyze the HR recruitment policies in order to know their

implementation with in Standard Charted, CITI Bank and United Bank Limited. Also to

explore the factors that effect the recruitment polices.

This research work will be conducted in a way to get the maximum knowledge about the

main recruitment procedures that are being followed by the banks i.e. Standard charted,

CITI bank and United bank limited. The human resource department of these banks will

be examined and studied for the analysis; surveys will be conducted from the resource

department personals as well from the employees through questioners or interviews to get

the required data.


1.4 Justification:

This research study will help in understanding the recruitment polices of banks and will

explain the practices and procedures carried out by the Banks. For the students this

research study will become a secondary data and will help in understanding the

recruitment system of banks in Pakistan

1.5 Problem Definition & Development

The topic under study is “Recruitment Policies and procedures”. This study shall seek to

explore the traditional model of recruitment practice, which deals with selection design &

validation, job analysis, competency models, reliability, validity and utility.

To conduct this study questionnaires need to be filled and a field research needs to be

conducted in order to find out what different policies organizations pursue in hiring their

employees.

After this, we will do hypothesis testing where our dependent variable is selection of

candidates and the independent variables are age, gender, race, work experience,

educational level, educational institution, previous on-job training, leadership qualities,

attitude, commitment, and job application.

The problems which can be faced

Do the recruitment policies procedures and practices play an important function

with in Standard Chartered, CITI Bank and United Bank Limited?

Are these Policies properly implemented with in these Banks?

Do the procedures that has been followed by these banks are in accordance with

the policies?

Is there any role of gender discrimination?

Is there a role of biasness of managers in the recruitment?

Does the recruitment Policy give equal opportunity to every person?


1.6 Questions for Managers

1. What are the effects of the recruitment of a particular candidate for a proposed

job?

2. Does effective recruitment affect sales and the final output of the organization?

3. Whether better recruitment policies would lead the organization to achieve

economies of scale.

4. Does effective recruitment mean equal opportunities for all applicants?

5. How can managers ensure effective recruitment procedures?

2.0 Variable Identification:

Dependent variable:

Recruitment polices procedures and practices.

Independent Variables:

Gender

Biasness

Managers

Hiring Cost

Outsourcing

Advertisement

Reactively Hiring

Quality and quantity of skilled people

Human resource practices of industry

3.0 Definition of Variables:


Gender:

Gender states the recruitment of male and female

Biasness:

The hiring of any candidate on personal favor and carrying out any policy according to

own interest.

Managers:

Those people who carry out the recruitment policies, procedures and practices.

Hiring Cost:

The cost that arises in hiring the employees

Advertisement:

The source through which the organization informs the people about its job and

requirement.

Out Sourcing:

The recruitment of employees through recruiting agents or companies outside the

organization.

Reactively Hiring:

Hiring of employees according to the situation.

Quality and Quantity of skilled Labor:

The availability of skilled labor in excess quantity produced by the different institutions

and universities.

3.1 Theoretical Framework:


4.0 LITRATURE REVIEW:

© 2008 Hussain Raza , Lahore School Of Economics

Recruitment policies

Procedures and practices

Biasness Managers

Gender

Interviews

Outsourcing

In sourcing Reactively HiringHR manuals

Human ResourcePractices Of

Industry

Quality andQuantity of skilled

people

8

DR. John Sulivan discussed the top trends and tips that are being applied today in

his article “Best recruiting Practices to Copy”. The article discussed the different

recruitment polices applied by the HR heads of the world leading companies e.g.

Starbucks HR head demonstrates that the recruiting organizations can prepare for the

future by identifying statistical correlations between external environment. Some

organizations use simulations to both recruit and train employees. College recruitment is

also a fine practice.

The article “to outsource or not to outsource” discuses both the points of

outsourcing and hiring the employees by the organization itself. The outsourcing

recruitment responsibilities of reasons of expertise, specialism, access to thousand of

quality candidates whereas in house recruitment benefits in a way that outside recruiters

are unable to portray the culture and values of the company.

Dr. Ishrat Husain the former Governor of SBP states in his article that structural

reforms in the banking industry have brought about some unintended consequences that

are creating serious pressures on the future growth of the industry. What can be done to

smoothen this transition and enhance the requisite supply of skills? The starting stage is

the quality and quantity of student intake into our universities, professional colleges and

institutes, along with strong accreditation bodies.

The recruitment practices initiated by SBP several years ago have been adapted by almost

all the banks and are becoming industry-wide standard practices. Post-entry training is

also catching on rapidly but the efforts of individual banks should be supplanted by a

collective effort of Pakistan Banks Association (PBA) and the Institute of Bankers,

Pakistan (IBP) to develop standardized curriculum, approved list of trainers, pedagogical

tools, testing methodology, and minimum acceptable grading system. There is overall

shortage of trainers in these areas, the PBA and IBP should enter into strategic alliances

or joint ventures with foreign and international banks or training institutions

He says that I have mostly relied upon the examples of banking industry as I am more

familiar with the developments there. If it is not happening, then I will urge the

universities, institutes, industry associations to work together and test this model, adapt it

and apply it widely and in a systematic manner..


The article “Recruitment ,a constant challenge” written by Jones W. states that

finding and hiring competent, capable and quality staff is a constant challenge facing

large, medium and small businesses. Many companies find that it is even tougher today

for to compete for talent and that as a result, many hire new staff quickly just to have

somebody fill a position. This often leads to the expensive consequences of a bad hire -

workplace disruption, lost productivity, increased stress, and deceased morale. In

addition, firing a "bad hire" creates workplace anxiety and legal and personal

complications and expenses.

To make the best hiring choice, companies must make a commitment to the importance

of the hiring process, instead of rushing through it. Creating Recruitment Policies is the

first step. Companies who develop common-sense recruitment policies are the most

effective at identifying, attracting and retaining quality employees. However, few

companies and recruiters have policies in place that address issues surrounding effective

recruitment. The Recruitment Policy Package will help your company develop sound

policies that will help eliminate expensive errors of judgment and procedure.

As organizations begin to recognize the importance of effective recruitment to the bottom

line, the need for clear and concise policies that outline how new staff are treated become

paramount. High orientation, recruitment and turnover costs can be avoided if all new

staff is treated equitably. Constantly hiring new staff hinders production which in turn

hurts the bottom line. This can easily be avoided if new employees are hired using the

same criteria and if they know how they will be treated as new employees. A solid

recruitment strategy reduces turnover and training and their associated costs which in turn

create a loyal and skilled staff, increasing productivity & profits.

While it is difficult to determine the exact cost of hiring a new employee, research in this

area estimates that it costs the average company between $8,000 and $12,000 to hire and

train each new employee. This expense cannot be ignored as these costs directly impact

the company's productivity and the bottom line. Hiring the right person the first time will

help reduce the number of new staff your company has to hire and train, thereby reducing

overall operating costs.


Hiring a bad employee can be deadly, especially in small-medium sized companies. They

can tie the company up for months because management is afraid to do anything for fear

of a lawsuit, but at the same time, the company's needs are not being met. Avoid this

situation by developing and implementing effective Recruitment Policies. Consistent

application of your hiring process will ensure you minimize bad hiring decisions.

The article “The importance of recruitment and selection process for sustainability of

total quality management” by Sohel ahmed and Roger G. Schroeder. In this article

management literature discusses that the behavioral traits of employees can play an

important role in the success of total quality management (TQM). However, little

empirical research exists in this regard. Using an international dataset, the present study

investigates: the impact of quality management practices on plant competitiveness; and

the moderating effect of an employee selection process on the relationship between

quality management practices and plant competitiveness. Results show that quality

management practices positively impact plant competitiveness. Furthermore, the

behavioral traits of employees seem to have a significant impact on the effectiveness of

quality management practices. This implies that managers should pay close attention to

prospective employees’ behavioral traits and their fit with the TQM philosophy.

Managers should not limit their attention to potential employees’ technical skills.

The article “Selecting your team: how to find the right people” by Alison Jago. This

article emphasizes that the success of the library/information service is largely dependent

on the ability of the manager to select the right people to make up the team. Stresses that

recruitment and selection of staff is a professional skill, essential to the portfolio of

management skills required by the library/information specialist at senior level.

Recommends practical training in interviewing and selection. Suggests that when a

vacancy occurs allow time to think before taking action and consider all the options

available. A job description is essential and forms the basis of the recruitment process.

The person specification is based on the job description and outlines the qualifications,


professional expertise, and other attributes required by the person to do the job.

Concludes with a summary of key points.

The article is “Issues in recruitment strategies: an economic perspective” by Giovanni

Russo, Piet Rietveld, Peter Nijkamp, and Cees Gorter. In the last two decades the

economic literature has devoted significant attention to the mechanisms behind firms'

recruitment strategies as a possible way of reducing (un)employment problems. At the

work floor many efforts have also been made by firms to develop strategies that both

alleviate conflicts with employees and at the same time lead to acceptable levels of

productivity. This effort has resulted in the broad acceptance of the personnel

management function in the firm. Examines how successful this approach has been by

focusing on the gap between practice and theory in recruitment, by investigating the

extent to which and the way in which experiences and findings from actual recruitment

(personnel management) have been incorporated in economic theory. Gives an overview

of findings on recruitment and selection strategies of firms, with a particular emphasis on

economic motives.

This article “Recruiting executives in business: an organizational and conceptual

perspective” by Francesca Spinelli Souza and Jay J. Zajas. Explores the dimensions of

recruiting executives from an organizational and conceptual perspective. Discusses

several key topics such as selecting team players, internal and external recruitment and

identifying career requirements. Also deals with identifying and fostering organization

values, and the selection interview.

With the increased competition and international demands of a changing market, business

executives face formidable challenges in the 1990s. Today's executive must be capable of

responding to the greater requirements for increased productivity, innovation, leadership,

and managerial adaptability. Companies, to remain competitive, must be able to attract

and retain the most qualified leaders and employees. In the search for top quality


executive candidates, critical decisions are made that ensure a “good fit” is achieved

between a finalist and the organization.

This article explores the dimensions of recruiting from an organizational and conceptual

perspective to highlight the tremendous impact executive recruitment has on an

organization's success or failure. Examples are provided to illustrate the importance of

key factors in the recruitment decision-making process.

This article is “Recruiting and developing female managers for international

assignments” by Margaret Linehan and James S. Walsh. One of the most significant

features of the global labor market in the last half of the twentieth century has been the

increasing labor force participation rate of women. It is evident from the extant research

that women are not progressing to senior international management positions at

comparable rates to their male counterparts. Previous research has estimated that only 3

percent of expatriate managers are women. This paper argues that female international

managers have to overcome overt and covert barriers in their home organizations before

being developed for international assignments. Based on an extensive empirical research

study conducted with senior female international managers in a European context, the

findings suggest that organizations may have to review their organizational policies in

relation to the recruitment, selection, training and development of international managers

if they want to have “the best” people to represent their companies overseas.

In particular, the paper focuses on some of the barriers in relation to recruitment,

selection, training and development faced by female managers in preparation for

international assignments in a wide range of industry and service sectors throughout

Europe.

This article is “Discrimination in interviews” by David Marshall. The purpose of this

paper is to examine what questions the potential employer may and may not ask in an


interview.

Contrasts the behavior of Sir Alan Sugar, on the television program The Apprentice, with

how interviewers should behave in more “normal” circumstances. Highlights the value of

training to help to ensure that this happens.

Reveals that online training can help to keep employees up to date with the latest changes

in the law. People can access just-in-time learning in their own way, and concentrate on

the topics of most interest or value to them. They can find out answers discreetly, without

losing face in front of their peers in a classroom.

Underlines that legal provisions often reinforce what organizations should be doing

anyway, in the interests of good HR practice. Provides clarity on an often-misunderstood

area of the law.

This article “Better than Brand X, Brand image plays an important role in the recruitment

and retention of staff” Reviews the latest management developments across the globe and

pinpoints practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial

comments and places the articles in context.

Attracting customers is not the only way in which brand images can benefit corporations.

In a competitive job market, firms need to devise strategies for recruiting the best

potential employees. It makes sense. Without excellent staff, companies can't create

excellence in any other area. One way of doing this is to develop a strong employer

brand. An employer brand provides job applicants with a realistic image of what it would

be like to work in a particular company. It encompasses all the factors that make the

company a good place to work. These might include: bright and cheerful office space, an

ethos of collaboration and team work, flexible working hours, crèche facilities, or even an


excellent canteen! While these factors can't replace salary differentials, they can influence

employment choices.

Provides strategic insights and practical thinking that have influenced some of the world's

leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting

only the very best, most pertinent information and presenting it in a condensed and easy-

to-digest format.

This article “Avoiding ageism at Coca-Cola Company initiatives earn Employer

Champion status” by Catherine Webb. In this article describes how Coca-Cola

Enterprises has established forward-thinking, diverse anti-ageism policies in order to

comply with new UK legislation and achieve age positive “employer champion” status.

Outlines the steps the company followed in order to combat ageism in all its forms.

It also reveals that, over the last six months, 12 percent of the people the company has

recruited – mostly on the sales side of the business – are over the age of 40. Not only is

the business hiring more people across the age spectrum, but also potential candidates

view Coca-Cola Enterprises as an employer focused on skills, not age.

Deals with a topic that will become increasingly important in countries where the average

age of the workforce is increasing.

Highlights the fact that age diversity is not something that can be introduced to a

company overnight. It involves a complete change in culture, with a real understanding

from across the organization that it is an individual's skills and abilities that count, not his

or her age.

Coca-Cola Enterprises, the world's largest soft-drink bottler, has taken steps to ensure it

takes an anti-ageism standpoint and complies with laws banning age discrimination at

work that came into force in the UK earlier this year.


5.0 METHODOLOGY

5.1 Population

The research conducted is a qualitative research to find out the recruitment policies

procedures and practices of the three banks i.e. Citibank, standard chartered and united

bank towards increasing job satisfaction of their employees. People who belong to these

banks are considered as highly paid people. The employees of these three banks were

selected as the population to carry out the research that are the fully satisfied with the

recruitment policies of their banks and is there bank is following the policies in a proper

manner.

5.2 Sampling Frame

The sampling frame will be people from Lahore belonging to the upper, middle and

upper lower class and are currently working for the three banks i.e. citibank, standard

chartered and united bank. The major part of the sampling frame will be from the upper

and middle class because this is the major chunk of population who are banking

professionals.

5.3 Sampling Procedure

The sampling procedure used is convenient sampling and according to this sampling

technique all the people that roughly fit into my sampling frame and which belong to

these three banks under research were used to find out the most important variables that

effect the recruitment policies of the bank employees. The sample size was a total of 100

people who were currently working for the banking sector in Lahore. Total 400

questionnaires were distributed out of which I only received 100 filled questioners.

5.4 Data Collection procedure

The data collected is through Primary and secondary sources and through the

responses to the questionnaires conducted. Also, through the internet, published articles

and interviews. Hypothesis testing was applied on the data and summary of the testing is


also provided. Descriptive analysis of the data and frequency tables are also included in

the thesis. The sampling procedure used was convenient sampling and sample size was

six. The questionnaire’s were coded in SPSS and test were applied from SPSS .The thesis

includes ANOVA‘S, frequency tables, frequency tabular, descriptive and report

summaries. The qualitative research was basically a review from the internet sources,

books, and HR manuals.


Hypothesis:

Ho: Recruitment policies does not involve the gender discrimination

Ho: β1 = 0

H1: Recruitment policies involve the gender discrimination.

H1: β1 ≠ 0

Ho: Banks are not following the proper procedure for policy implementation

Ho: β1 = 0

H1: Banks are following the proper procedure for policy implementation.

H1: β1 ≠ 0

Ho: Recruitment practices are not conducted in accordance to the policies.

Ho: β1 = 0

H1: Recruitment policies are conducted in accordance to the policies.

H1: β1 ≠ 0


6.0 RESULTS

The data that was collected is first analyzed and summarized in a readable and

interpretable form by using SPSS.

The structured and unstructured data was collected through questionnaires and personal

survey .I also used the data from internet, newspapers, and secondary data available in

different research papers that have been written before. The data was thoroughly

analyzed and quantified on the bases of the responses. The data is analyzed through

different statistical techniques such as cross tabulation, regression and frequency

distribution. The regression automatically included the chi-square and other related tests.

In regression satisfaction from the recruitment policies is taken as dependent and all the

other variables were taken as independent. By this we have got an idea about the impact

of these variables on job Recruitment policies.

Chi- square is used because most of the data that we are using is qualitative while some

of the data is qualitative.

Frequency distribution gave us the percentages of the employees who responded to the

questionnaires. This will help us in analyzing the data accurately.


Frequency Table

What is your age?

Frequency Percent Valid PercentCumulative

PercentValid 18-25 30 30.0 30.0 30.0

25-35 29 29.0 29.0 59.0

35-45 21 21.0 21.0 80.0

45 or above 20 20.0 20.0 100.0

Total 100 100.0 100.0

For charts, please refer to the Appendix table 1.1

The above question has been asked to know about the age of the candidate to find out in

what age he has started his job. The age also reflects the experience of a person and his

attitude towards the practical life. The result showed that 30 % of the people who were

employed are between the ages of 18-25 which shows that Banks are recruiting those

people which are in this age bracket as it is normally anticipated that young blood is more

passionate towards the achievement of the goals. Similarly the results showed that 29%

people were employed who are between the age of 25-30 and usually People between the

age brackets 45 or above are those people who have experience and are on the higher

posts.

What is your Gender?


PercentValid Male 56 56.0 56.0 56.0

Female 44 44.0 44.0 100.0

Total 100 100.0 100.0


This question is asked just to know about the ratio of male and female and according to

the results the ratio is 56 % to 44%. Showing that the past trends are changed in which

males were dominated and females were on the side lines. Now banks are hiring the

employees on the bases of there abilities not on their genders.


What describes your situation best before you took on the current job?


PercentValid Non-Graduate without

relevant experience 9 9.0 9.0 9.0

Non-Graduate with relevant experience 12 12.0 12.0 21.0

Fresh Graduate 13 13.0 13.0 34.0

Graduate with relevant experience 35 35.0 35.0 69.0

Postgraduate with relevant experience 24 24.0 24.0 93.0

Postgraduate without relevant experience 7 7.0 7.0 100.0

Total 100 100.0 100.0


Results showed that 35 % people were those who were graduated and they have the

relevant experience in there particular field Where as 24% people were those who were

post graduate with relevant experience. Banks are in search of those people who are

highly qualified with relevant experience.

How did you hear about your current job?


PercentValid Newspaper

Advertisement 42 42.0 42.0 42.0

Web Advertisement 14 14.0 14.0 56.0

University Career Fair 12 12.0 12.0 68.0

Employment Agencies 32 32.0 32.0 100.0

Total 100 100.0 100.0

For charts, please refer to the Appendix table 1.4Newspaper and employment agencies are the most active medium of providing

information to people. The results showed that 42 % people came to know about the jobs

through the newspaper and 32 % through the employment agencies. Employment

agencies also do head hunting to find out the right personal for their client organizations.

Were you asked to sit through a qualifying exam before you were interviewed for the current job?



PercentValid Yes 37 37.0 37.0 37.0

no 63 63.0 63.0 100.0

Total 100 100.0 100.0


Polices are need to be followed in order to achieve the goals of the organizations.

Qualifying exams shows the analytical abilities of a candidate. According to the results

only 33% of the employees went through the qualifying exams. In banking sector

qualifying exam is usually only for those people who are freshly graduates or entering

into the banking industry. So 63% people said they did not had any qualifying exam

while going through the recruitment process of this organization as they were already into

the banking industry and most of them had the experience of certain years.

How long did the recruitment process take?


PercentValid three Weeks 28 28.0 28.0 28.0

Four Weeks or above 72 72.0 72.0 100.0

Total 100 100.0 100.0


Normally the recruitment process of any firms requires 4 or more weeks and the results of

the survey confirmed that 72% people said that it took them 4 or more weeks.

During the recruitment process, how many times were you interviewed?


Percent


Valid Once 63 63.0 63.0 63.0

twice 32 32.0 32.0 95.0

thrice 5 5.0 5.0 100.0

Total 100 100.0 100.0


Most of the employees said that they went trough the interview once. Infect every one

agreed that they had gone through the interview process. Interviews are conducted to find

out the personality of the candidate. This question was asked to know about how the

banks are implementing the policies and what kind of procedures they are adopting to go

though the proper recruitment procedures.

How many of these interviews included a panel of two or more interviewees?


PercentValid one 77 77.0 77.0 77.0

Two 13 13.0 13.0 90.0

Three 1 1.0 1.0 91.0

none 9 9.0 9.0 100.0

Total 100 100.0 100.0


Most of the people said they only went through the interview once and this interview was

conducted by a panel. The percentage of this category was 77 %there were 9 people who

said that they never went through any panel interview. There was only one person who

said that he went trough the paneled interview three times as for the job he was applying

was of a very higher scale and for that organizations carry out interview to find out each

and every aspect of a person.

Have you felt any gender discrimination during the recruitment process?




No 80 80.0 80.0 100.0

Total 100 100.0 100.0


The recruitment polices do not involve the gender discrimination. They want the right

person who ever he is. 80 percent of the people said that they did not feel any gender

discrimination and those who said that they felt the gender discrimination were mostly

those people who applied for the jobs of personal secretaries or receptionists.

Have you been provided with any on-job training on the current job?



No 16 16.0 16.0 100.0

Total 100 100.0 100.0


Every organization has its own setup and its methods of doing work. This is not possible

for the new employee to start working efficiently after joining the firm. Training is

required to know about the system. Most of the employees said that they were provided

on job training which actually helped them out to work efficiently.

Do you think that the bank is following the policies in a proper way?


PercentValid Somewhat Disagree 8 8.0 8.0 8.0

disagree 1 1.0 1.0 9.0

agree 56 56.0 56.0 65.0

Somewhat agree 15 15.0 15.0 80.0

Strongly Agree 20 20.0 20.0 100.0

Total 100 100.0 100.0


Around 56% employees agreed that the organization is following the policies in a proper

manner as they went through certain stages which depicts the policies. There were only 8


persons who were somewhat disagree with it but they were the low level employees who

were not satisfied with their jobs.

Are you satisfied with your organizations current recruitment policies?


PercentValid Highly Satisfied 29 29.0 29.0 29.0

Satisfied 54 54.0 54.0 83.0

Neutral 16 16.0 16.0 99.0

Strongly Dissatisfied 1 1.0 1.0 100.0

Total 100 100.0 100.0


When things go according to the expectations of a person he is always satisfied but in

case of relation between the organization and its employees the degree of satisfaction

varies. If the things are going according to the policies and the procedures no one will be

able to make any objections and comments. As the banks were following the policies in a

proper way most of the employees were satisfied with the recruitment policies and

procedures 54 % of the sample population was satisfied with the recruitment polices and

16 people were neutral as they were neither satisfied nor dissatisfied. There was only one

person who was not satisfied with the recruitment policies of his organization.

CROSSTABULATION

Cross tab # 1


Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N PercentDo you think that the bank is following the policies in a proper way? * How many of these interviews included a panel of two or more interviewees?

100 100.0% 0 .0% 100 100.0%

Do you think that the bank is following the policies in a proper way? * How many of these interviews included a panel of two or more interviewees? Cross tabulation

How many of these interviews included a panel of two or more interviewees? Total

one Two Three none oneDo you think that the bank is following the policies in a proper way?

Somewhat Disagree 8 0 0 0 8

disagree 0 1 0 0 1

agree 35 12 0 9 56

Somewhat agree 15 0 0 0 15

Strongly Agree 19 0 1 0 20Total 77 13 1 9 100

This cross tab was run between the question “Do you think that the bank is following the policies in a

proper way and How many of these interviews included a panel of two or more

interviewees?

The result shows that out of 77 people 35 agreed that Bank is following the policies in a

proper way and they were interviewed once during their recruitment process. The

majority agreed with the fact that banks do follow their policies where as only 8 person

disagreed with it. By concentrate looking at those 8 persons I found out that they are the

low level employees, which are not satisfied with their jobs.

Crosstab # 2



Cases

Valid Missing Total

N Percent N Percent N PercentWhat describes your situation best before you took on the current job? * What is your age?

100 100.0% 0 .0% 100 100.0%

What describes your situation best before you took on the current job? * What is your age? Cross tabulation

What is your age? Total

18-25 25-35 35-45 45 or above 18-25What describes your situation best before you took on the current job?

Non-Graduate without relevant experience 9 0 0 0 9

Non-Graduate with relevant experience 8 4 0 0 12

Fresh Graduate 13 0 0 0 13

Graduate with relevant experience 0 25 10 0 35

Postgraduate relevant experience 0 0 5 19 24

Postgraduate without relevant experience 0 0 6 1 7

Total 30 29 21 20 100

This cross tab was run between the questions “What describes your situation best before

you took on the current job and What is your age?”

The result showed that out of 29 people 25 were Graduate with relevant experience and

there ages were between 25-35 were as there were 19 people with the age of 45 or above

were post graduate with relevant experience and one said post graduate with out relevant

experience.

Crosstab # 3


Cases

Valid Missing Total


N Percent N Percent N PercentWhat is your age? * How long did the recruitment process take?

100 100.0% 0 .0% 100 100.0%

What is your age? * How long did the recruitment process take? Cross tabulation

How long did the recruitment

process take? Total

Three WeeksFour Weeks

or above WeeksWhat is your age?

18-2519 11 30

25-35 4 25 29 35-45 5 16 21 45 or above 0 20 20Total 28 72 100

This cross tab was run between the questions “What is your age? * How long did the

recruitment process take?”

The results showed that 72 people said that it took four weeks or above and most of them

were between the age of 25-35. This showed that average recruitment process usually

take four or more week. There were 19 people who said that there recruitment process

took only three weeks and all those people were between the ages of 18-25.

Crosstab # 4


Cases

Valid Missing Total

N Percent N Percent N Percent


How long did the recruitment process take? * What describes your situation best before you took on the current job?

100 100.0% 0 .0% 100 100.0%

How long did the recruitment process take? * What describes your situation best before you took on the current job? Cross tabulation

How long did the recruitment process take? What describes your situation best before you took on the current job? Total

Non-Graduate without relevant

experience

Non-Graduate

with relevant

experience

Fresh Gradua

te

Graduate with

relevant experien

ce

Postgraduate with relevant

experience

Postgraduate

without relevant

experience

three Weeks 9 10 4 0 0 5 28

Four Weeks or above

0 2 9 35 24 2 72

Total 9 12 13 35 24 7 100

This cross tab was run between the questions “How long did the recruitment process take

and What describes your situation best before you took on the current job.”

The results showed that graduates with relevant experiences consisted of 35 people and

they all said that it took four or more weeks for their recruitment process and none of

them said that it took those three weeks. Afterwards considering the postgraduates with

relevant experience with has a figure of 24 they also said that recruitment process took

four or above weeks.

Crosstab # 5


Cases

Valid Missing Total



During the recruitment process, how many times were you interviewed? * How many of these interviews included a panel of two or more interviewees?

100 100.0% 0 .0% 100 100.0%

During the recruitment process, how many times were you interviewed? * How many of these interviews included a panel of two or more interviewees? Cross tabulation

Count

How many of these interviews included a panel of two or more interviewees? Total

one Two Three none oneDuring the recruitment process, how many times were you interviewed?

Once 46 8 0 9 63

twice 31 1 0 0 32

thrice 0 4 1 0 5Total 77 13 1 9 100

This cross tab was run between the questions “During the recruitment process, how

many times were you interviewed and how many of these interviews included a

panel of two or more interviewees”

The results showed that 77 people gave one paneled interview out of which 46

people were interview once 31 people were interviewed twice. 13 people said a

panel twice out of which 8 gave two interviews interviewed them. 9 people said

that a single person never interviewed them neither in a panel.

Crosstab # 6


Cases

Valid Missing Total



Have you been provided with any on-job training on the current job? * Are you satisfied with your organizations current recruitment policies?

100 100.0% 0 .0% 100 100.0%

Have you been provided with any on-job training on the current job? * Are you satisfied with your organizations current recruitment policies? Cross tabulation

Are you satisfied with your organizations current recruitment policies? Total

Highly Satisfied Satisfied Neutral

Strongly Dissatisfied

Highly Satisfied


Yes 28 40 16 0 84

No 1 14 0 1 16

Total 29 54 16 1 100

This cross tab was run between the questions “Have you been provided with any on-job

training on the current job and Are you satisfied with your organizations current

recruitment policies”

The results showed that 54 people were satisfied with there organizations recruitment

policies out of which 40 people said yes on being asked whether they were provided with

on job training or not and 14 people said no. There were 29 people who were highly

satisfied with there organization recruitment polices and 28 got on job training where as

only one employee said that he did not get any on job training.

Crosstab # 7


Cases

Valid Missing Total



Are you satisfied with your organizations current recruitment policies? * Do you think that the bank is following the policies in a proper way?

100 100.0% 0 .0% 100 100.0%

Are you satisfied with your organizations current recruitment policies? * Do you think that the bank is following the policies in a proper way? Cross tabulation

This cross tab was run between the questions “Are you satisfied with your organizations

current recruitment policies and Do you think that the bank is following the policies in a

proper way?”

There were 56 people who agreed that the banks are following the policies in a proper

way and out of which 39 people were satisfied with there recruitment polices 8 people

were neutral and 9 people were highly satisfied with the recruitment polices. 20 people

were strongly agreed that the banks are following the policies in a proper way and out of

which 19 people were highly satisfied with the policies.

Model SummaryModel R R SquareAdjusted R

SquareStd. Error

of the Estimate

1 .716 .712 .691 .5327

© 2008 Hussain Raza , Lahore School Of Economics

Do you think that the bank is following the policies in a proper way? Total

Somewhat Disagree disagree agree

Somewhat agree

Strongly Agree

Somewhat Disagree


Highly Satisfied

0 1 9 0 19 29

Satisfied 0 0 39 15 0 54

Neutral 8 0 8 0 0 16


0 0 0 0 1 1

Total 8 1 56 15 20 100

32

a: Predictors: (Constant), Have you been provided with any on-job training on the

current job?, How many of these interviews included a panel of two or more

interviewees?, Have you felt any gender discrimination during the recruitment process?,

During the recruitment process, how many times were you interviewed?, How long did

the recruitment process take?

ANOVAModel Sum of

Squaresdf Mean

SquareF Sig.

1 Regression

23.532 5 4.706 16.583 .020

Residual 22.421 79 .284 Total 45.953 84

a: Predictors: (Constant), Have you been provided with any on-job training on the

current job?, How many of these interviews included a panel of two or more

interviewees?, Have you felt any gender discrimination during the recruitment process?,

During the recruitment process, how many times were you interviewed?, How long did

the recruitment process take?

b: Dependent Variable: Are you satisfied with your organizations current recruitment

policies?

CoefficientsUnstandar

dized Coefficient

s

Standardized

Coefficients

t Sig.

Model B Std. Error Beta (Constant) 2.168 .660 3.284 .022


How long did the

recruitment process

take?

.204 .168 .127 1.219 .026

During the recruitment process, how many

times were you

interviewed?

.500 .104 .398 4.792 .030

How many of these

interviews included a

panel of two or more

interviewees?

.124 .080 -.150 -1.555 .024

Have you felt any gender

discrimination during

the recruitment process?

-.979 .149 -.565 -6.575 .040

Have you been

provided with any

on-job training on the current

job?

.219 .108 .174 2.037 .015

a Dependent Variable: Are you satisfied with your organizations current recruitment policies?

b: independent variables are How long did the recruitment process take? During the recruitment

process, how many times were you interviewed How many of these interviews included a panel of

two or more interviewees Have you felt any gender discrimination during the recruitment

process? Have you been provided with any on-job training on the current job.

Multiple regressions was run between the dependent and the independent variables

satisfaction from recruitment policies was taken as the dependent variable and was

independent variables are How long did the recruitment process take, interviews, paneled

interviews, gender discrimination on-job training on the current job which were the

independent variables.


The R square came out to be 0.712 or 71% which shows that this much of data is

significant and the data is reliable and consistent. The significant value or the P-value of

the model came out to be 0.04 which is less than 0.05 which shows that there exists a

significant relationship between the dependent and the independent variables The

individual P-values of the independent variables:

The P-value of time taken by recruitment process and are you satisfied with the

recruitment policies came out to be 0.026 which shows a significant relationship between

the two variables and that the changes in salary would lead to a significant change in job

satisfaction.

The P-value of how many times u were interviewed and satisfaction with the recruitment

policies came out to be 0.03 which shows a significant relationship between the two

variables.

The P-value of paneled interview and satisfied with the recruitment policies came out to

be 0.024 which shows a significant relationship between the two variables and that the

increased in paneled interviews would lead to a significant change in satisfaction with

the recruitment policies .

The P-value of gender discrimination and satisfied with the recruitment policies came

out to be 0.040 which shows a significant relationship between the two variables and that

increase in gender discrimination would lead to a decrease in satisfaction with the

recruitment policies.

The P-value of on job training and satisfied with the recruitment policies came out to be

0.015 which shows a significant relationship between the two variables and that the

changes in training would lead to a significant change in satisfaction with the recruitment

policies.

The P-value of manager’s encouragement and job satisfaction came out to be 0.037

which shows a significant relationship between the two variables and that increased

manager’s support would lead to a greater job satisfaction.

7.0 Conclusion


The results of the cross tabulation and regression show that the independent variables

such as time taken during recruitment process, interviews, paneled interviews, gender

discrimination, and on-job training all have a significant effect on the recruitment

policies.

of the bank ,thus in order to keep the employees satisfied with the recruitment policies

procedures and practices there is a need to focus on HR policies and must incorporate a

proper mix of the above mentioned variables while preparing these policies.

It is evident from the study that these variables are incorporated in the banks under

consideration and are playing a vital role recruitment policies procedures and practices.

8.0 REFERENCES

www.Jstore.com

www.sbp.gov.pk


http://www.sbp.gov.pk/

http://www.Jstore.com/

www.emeraldinsight.com

www.personneltoday.com

www.emeraldinsight.com/Insight/viewContainer.do?containerType=Issue

&containerId=14966

www.ere.net/2006/09/25/12-best-recruiting-practices-to-copy

www.cfo.com/article.cfm/2999345/c_3036063

www.boardsource.org/Spotlight.asp?ID=35.335

www.ecology.edu/iiee/total_quality_management.htm

www.emeraldinsight.com/Insight/viewContentItem.do?

contentType=Article&hdAction=lnkhtml&con...

APPENDIX A

Table 1.0


http://www.emeraldinsight.com/Insight/viewContainer.do?containerType=Issue

http://www.personneltoday.com/

http://www.emeraldinsight.com/

45 or above35-4525-3518-25

What is your age?

Table 1.2


FemaleMale

What is your Gender?

Table 1.3


Postgraduate with relevant experience

Postgraduate without relevant experience

Graduate with relevant experience

Fresh Graduate

Non-Graduate with relevant experience

Non-Graduate without relevant experience

What describes your situation best before you took on the current job?

Table 1.4

.


Strongly DissatisfiedNeutralSatisfiedHighly Satisfied


Table 1.5


noYes

Were you asked to sit through a qualifying exam before you were interviewed for the current job?


Table 1.6

Four Weeks or abovethree Weeks

How long did the recruitment process take?

Table 1.7


thricetwiceOnce

During the recruitment process, how many times were you interviewed?


Table 1.8

noneThreeTwoone

How many of these interviews included a panel of two or more interviewees?


Table 1.9

NoYes

Have you felt any gender discrimination during the recruitment process?


Table 2.0

NoYes



Table 2.1

Strongly AgreeSomewhat agreeagreedisagreeSomewhat Disagree

Do you think that the bank is following the policies in a proper way?


Table 2.2

Strongly DissatisfiedNeutralSatisfiedHighly Satisfied



APENDIX B

Questionnaire

Name:_______________________

Organization:_____________________

Q.1: What is your age?

1) 18-25

2) 25-35

3) 35-45

4) 45 or above

Q.2: What is your Gender?

1) Male

2) Female

Q.3: What describes your situation best before you took on the current job?

Non-Graduate without relevant experience

Non-Graduate with relevant experience

Fresh Graduate

Graduate with relevant experience

Postgraduate without relevant experience

Postgraduate with relevant experience

Q.4: How did you hear about your current job?

Newspaper Advertisement

Web Advertisement


University Career Fair

Employment Agencies

Q.5: Were you asked to sit through a qualifying exam before you were interviewed for

the current job?

Yes

No

Q.6: How long did the recruitment process take?

One Week

Two Weeks

Three Weeks

Four Weeks or above

Q.7: During the recruitment process, how many times were you interviewed?

Once

Twice

Thrice

Q.8: How many of these interviews included a panel of two or more interviewees?

One

Two

Three

Q.9:Have you felt any gender discrimination during the recruitment process?

Yes

No

Q.10: Have you been provided with any on-job training on the current job?

Yes

No


Q.11: Do you think that the bank is following the policies in a proper way?

Somewhat Disagree

Disagree

Agree

Somewhat agree

Strongly Agree

Q.12: Are you satisfied with your organizations current recruitment policies?

Highly Satisfied

Satisfied

Neutral



HRM Practices in SCB UBL and Citi Bank

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