Internship- HRM practice in Dhaka BANK Limited”
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Transcript of Internship- HRM practice in Dhaka BANK Limited”
CHAPTER 1 INTRODUCTION
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1.1. PROPOSITON OF THE STUDY
For over a decade, information technology has significantly affected the banking
industry. Banks and other financial institutions have improved their functions as a
financial intermediary through adopting various information technologies. Generally
when the information technologies combine with functions of banks and financial
institutions, it is called electronic banking.
Among various electronic banking technologies internet banking is the latest banking
technology and the most rapidly diffused banking technology through out the world.
Now, in a world which is becoming increasingly open as a result of the internet and
www, internet banking has been gaining ground around the globe. This offers banking
institutions a new frontier of opportunities and challenges further augmenting
competition in the global banking market.
Since the launch of Internet the large planet has become a smaller one. It has rendered
enormous impacts on business sectors. Remarkable development in ICT (Information and
Communication Technology) has introduced a global revolution in banking sectors. The
global trend in business arena set some challenges that cannot be fulfilled with the help of
the traditional banking system.
The survey of current banking system in Bangladesh reveals the fact that it requires rapid
modification and adaptation to keep harmony with the world economy business. It
becomes more obvious by observing the increased number of customers in some modern
banks while others are losing them. In the context of Bangladesh, a country of more than
140 million people, it is to be realized that there is no other option for us than to join the
current trend. Otherwise it is almost impossible to bring any sort of fruitful achievement
for the country.
At present, people are very often scared of doing any banking function with most of the
bank of Bangladesh. For, they still follow the traditional paper-based system. It, then,
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becomes cumbersome to perform even a simple financial service such as account
checking. Therefore, the existing banking system in our country is awkward, slow and
error-prone. It, in one hand, fails to meet the customers’ demand and, on the other hand,
it causes some significant losses both for the banking authority and traders. Electronic
banking, on the other hand, solves the above problems. Furthermore, it opens up some
other salient aspects such as increased foreign trade and foreign investment.
In order to cope with the changing technology DBL pursuits internet banking services
keeping in mind to hold up their position in the global competitive world providing
better services that customers expect being a man in the twenty first century.
This report is an impartial University Curriculum requirement for Bachelor of Business
Administration (BBA) Degree, assigned by my internship supervisor Shagufta Manzoor
(lecturer of Southeast University, Bangladesh) for internship & placement Committee
based on project assigned by Dhaka Bank Limited (DBL). It took 3 months to analyze
and evaluate the various activities of Dhaka Bank Limited (DBL).
1.2 Objective of the study:
The main objective of the study is to gather practical knowledge regarding banking
system and operation. This practical orientation gives us a chance to Co-ordinate out
theoretical knowledge with the practical experience. The following are of objective for
this practical orientation in bank:
(a) To apply theoretical knowledge in the practical field.
(b) To understand existing HR policy of Ahamed Amin Group Of Company Ltd.
(c) To know the various aspects and activities of HRM in an organization.
(d) To know the HRM practices in an organization in Bangladesh
(e) To observe the working environment in commercial banks.
(f) To study existing banker customer relationship.
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1.3 Coverage of the study:In this report, three major areas in this Company have been covered which are:
(a) Employee acquisition
(b) Employee development
(c) Compensation and benefits
1.4 Objective of the Organization:The word “Company” refers to the financial institution dealing with money. Company
system occupies an important place in a nation’s economy. A banking institution is
indispensable in a modern society. It plays a pivotal role in the economic development of
a country and forms the core of the money market in an advanced country. On the other
hand they are borrowing money from the locals and lending the same to the business as
loans and advances. So the people and the government are very much dependent on these
banks as the financial intermediary. Moreover, banks are profit-earning concern, as the
collect deposit at the lowest possible cost and provide loans and advances at higher cost.
The differences between two are the profit for the bank. In recent times the banking
sector over the world has been undergoing a lot of changes due to deregulation,
technological innovation, globalization etc. Bangladesh banking sector is lagging for
behind in adopting these changes.
Involvement of the banking sector in different financial events is increasing day by day.
At the same time the banking process is becoming faster, easier and the banking arena is
becoming wider. As the demand for better service increases, the banking organizations
are coming with innovative ideas. In order to survive in the competitive field of the
banking sector, all banking organizations are looking for better service opportunities to
provide to their clients. As a result, it has become essential for every person to have some
idea on the bank and banking procedure.
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1.5 Dhaka Bank’s Mission: To be the premier financial institution in the country providing high quality products and
services backed by latest technology and a team of highly motivated personnel to deliver
Excellence in Banking.
1.6 Dhaka Bank’s Vision: At Dhaka Bank, we draw our inspiration from the distant stars. Our team is committed to
assure a standard that makes every banking transaction a pleasurable experience. Our
endeavor is to offer you razor sharp sparkle through accuracy, reliability, timely delivery,
cutting edge technology, and tailored solution for business needs, global reach in trade
and commerce and high yield on your investments. Our people, products and processes
are aligned to meet the demand of our discerning customers. Our goal is to achieve a
distinction like the luminaries in the sky. Our prime objective is to deliver a quality that
demonstrates a true reflection of our vision – Excellence in Banking
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CHAPTER 2
METHODOLOGY
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2.1 Objective of the study:
The main objective of the study is to gather practical knowledge regarding banking
system and operation. This practical orientation gives us a chance to Co-ordinate out
theoretical knowledge with the practical experience. The following are of objective for
this practical orientation in bank:
(g) To apply theoretical knowledge in the practical field.
(h) To understand existing HR policy of Social Dhaka Bank Limited.
(i) To know the various aspects and activities of HRM in an organization.
(j) To know the HRM practices in an organization in Bangladesh
(k) To observe the working environment in commercial banks.
(l) To study existing banker customer relationship.
(m) To appraise the performance of DHAKA BANK Limited.
(n) To find out how people are encouraged to do banking in DBL
2.2 Study Area
Internship is an integral part of our BBA Program. I have done my internship in
‘Dhaka Bank, Banani Branch, Dhaka’. I have opted ‘HRM practice in Dhaka
Bank Limited’ as my study area.
2.3 Data Collection:For smooth and accurate study every one have to follow some rules & regulation. The
study impute were collected from two sources:
(a) Primary sources
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(i) Practical desk work
(ii) Face to face conversation with the officer and managers
(iii) Direct observations
(iv) Face to face conversation with the client
(v) Major sources of Primary information discussed with my supervisor Krishno
Babu (FAVP).
(b) Secondary sources
(i) Annual report of DBL
(ii) Files & Folders
(iii) Memos & Circulars
(iv) Different textbooks
(v) Different Websites
(vi) Bank’s record
2.3 Limitations of the study
The limitations of the study are defined by the extensive of the facts covered by the study
and those that left out. However, these limitations can be presented in the following lines:
The first limitation is that I failed to sketch the complete picture of the Dhaka Bank’s
activities, as I have to shorten my internship period for my BBA admission. So I tried
my best to focus on what I have done and also tried to make it consistent with other
part of the report.
The second limitation is the lack of intellectual thought and analytical ability to make
it a perfect one.
I have to offset with the quality due to time constraint, which apparently seems to be
the most severe limitation.
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Another limitation of this report is non-availability of the most recent data &
information of different activities of Dhaka Bank’s policy of not disclosing some data
& information for some reasons, which could be very much useful.
Experiences gathered from one branch of the Bank so it’s difficult to find out every
transaction of a Bank.
Clients were too busy to provide me much time for interview.
It was difficult to know whether willing respondents are truly representative.
Time was very short to do this type of research. The research could have been better
if the time was more than three month.
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CHAPTER 3
ORGANIZATION PROFILE
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3.1 Historical Background of Dhaka Bank Ltd (DBL)Bangladesh economy has been experiencing a rapid growth since the '90s. Industrial and
agricultural development, international trade, inflow of expatriate Bangladeshi workers'
processing and service enterprises ushered in an remittance, local and foreign investments
in construction, communication, power, food era of economic activities. Urbanization and
lifestyle changes concurrent with the economic development created a demand for
banking products and services to support the new initiatives as well as to channelize
consumer investments in a profitable manner. A group of highly acclaimed businessmen
of the country grouped together to responded to this need and established Dhaka Bank
Limited in the year 1995.
A fully operational Commercial Bank, Dhaka Bank Limited focuses on pursuing
unexplored market niches in the Small and Medium Enterprise Business, which has
remained largely untapped within the country. In the last five years of operation, the
Bank has disbursed over BDT 13,188.26 million in loans to nearly 37047 small and
medium entrepreneurs in 2009. The management of the Bank believes that this sector of
the economy can contribute the most to the rapid generation of employment in
Bangladesh. The Bank's footprint has grown to 57 branches, 229 SME unit offices and
1558 POS terminals, 1900 remittance delivery points across the country. In the years
ahead Dhaka Bank Limited TED expects to introduce many more services and products
as well as add a wider network of SME unit offices.
The Bank was incorporated as a public limited company under the Companies Act. 1994.
The Bank started its commercial operation on July 05, 1995 with an authorized capital of
Tk. 1,000 million and paid up capital of Tk. 100 million. The paid up capital of the Bank
stood at Tk. 1363.83 million as on 31 December, 2010. The total equity (capital and
reserves) of the Bank as on December 31, 2010 stood at Tk. 5,817.80 million
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3.2 Functions of the Organization
3.2.1: Trade Finance: DBL provides comprehensive banking services to all types of
commercial concerns such as in the industrial sector for export-import purpose as
working capital, packing credit, trade finance, Issuance of Import L/Cs, Advising and
confirming Export L/Cs. - Bonds and Guarantees.
-Low interest rate 13.00%-14.50%.
-Minimum processing time.
-Low service charges.
3.2.2: Overdraft: DBL offers overdraft facility for corporate customers for day-to day
business operations.
-Low charges in overdraft account maintenance.
-Facility is available against deposit receipt or mortgage property.
-Low interest rate 13-16%.
-Introductory current account.
-Others necessary documents as per loan requirement.
3.2.3: Lease Finance: Dhaka Bank Limited offers leasing facility for clients with easy
installment facility. As a part of its strategy to ensure steady growth and add value to
shareholders, the company diversified its business into Lease Finance for acquisition of
all types of Industries.
-Capital machinery.
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-Different equipments.
-Gas, Diesel generator and Power plant.
-Medical equipments.
-Lift or elevator.
-Information Technology equipments.
-Construction equipments.
-Consumer durables.
3.2.4: Home Lone: DBL offers home loan facility for purchasing flats or construction of
house
-Financing amount extends upto 70% or Tk. 75,00,000 which is highest of total
construction cost.
-Grace period available upto 9 months in flat purchase or 12 months in
construction.
-Competitive interest rate.
-No application or processing fee.
3.2.6: Savings Deposit: Dhaka Bank Limited offers customers a hassle free and low
charges savings account through the branches all over Bangladesh.
-Interest rate of 6.00% on average monthly balance.
-Minimum balance Tk.1000.
-Maintenance charge yearly Tk. 400.
-No hidden costs.
-Standing Instruction Arrangement are available for operating account.
3.2.8: Deposit Scheme: As approved by Bangladesh Bank we accept fixed deposit for 1-
year term from individual customers and 6 months from corporate customers. We offer
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attractive rate of interest for such Term Deposit.
3.2.9: Foreign Exchange Business: As usual foreign exchange business contributed
largely to its profitability in 2008 also. The Management of the bank careful in creating to
the banking needs of the exports and such as always tries to depute component officers
having required expertise in the field. As a result bank foreign trade witnessed impressive
development during last few years. During 2008, The Bank handled export & import
business for Tk.12, 522.04 million & Th.38, 796.88 million respectively. Number of
Bank’s AD Branches was 20 (twenty) in 2008, which is expected to increase by 03
(three) Branches in 2009.
3.2.10: Remittance Business: For last few years, in order to inspire the Non-Resident
Bangladeshis (NRS) residing abroad to remit their hard earned foreign currency through
legal Banking channel, DBL Bank has taken a number of steps. As part of this, agreement
with various exchange companies to cover the globe has been made, which brought result
beyond expectation. Last year, the Bank entered into a joint venture with TMSS-an NGO
working for empowerment of womenfolk’s of the county under DFID funded project
called RPCF and could outlets, this is a unique idea of extending maximum service at
minimum cost to the beneficiaries. Apart from this bank is regularly participation in
various potential remittance senders. In 2008 the Bank received more than BDT
12,098.18 million recording 62.53% increase over last year’s figure of BDT 7,443.50
million.
3.2.12: Others Function:
-Current Deposit
-Term Deposit
-Short Term Deposit
-Fixed Deposit
-Foreign Currency Deposit
-DBL Monthly Saving Scheme
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-Small Medium Enterprise
-Consumer Credit Scheme
3.3: Role of the Organization in the Economic Development of
BangladeshIn the economic view, DBL plays a lot role, now I describe the role. In the economic
front, inflation attracted the highest attention of the government, businessmen and media.
In Bangladesh, inflation has become a social problem rather than an economic problem as
it hit hard to lower income group. The inflation crept up to 5.94 percent in January to
11.59 percent in December 2007 and Dhaka Bank Ltd faced problems like previous
years. Dhaka Bank Ltd. Contributes in various way, like-
Employment: Dhaka Bank Limited has been continuously creating new fields of
employment every year by way of expansion of its business activities and branch
networks. In 2008, the bank created employment for 305 personnel.
Education: Dhaka Bank Limited Foundation was established in 1989 for fulfilling
responsibilities of societal welfare. It has been running the National public School and
Collage in Comilla, Dhaka where present enrolment is 1140. In 2008, 53 students
appeared at the SSC Examination and among them, 25 students achieved Golden A+
while 32 students appeared at the H.S.C. examination out of which 4 students achieved
Golden A+. The bank has been accommodating prospective graduates of recognized
universities for completing their internship.
-DBL also awarded stipend and scholarship to the 05 (five) meritorious students
of Faculty of Business Studies, University of Dhaka.
-Under the banner of the NCC Bank Foundation, the Bank distributed education
materials to poor students of Datagram and Angoras enclaves.
-Awarded Scholarships to talented but distressed students and grant assistance to
the off- springs of the Bank’s employees.
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Health Care: With a view to assisting destitute in treatment, the Bank extend subsidy to
a city Hospital.
Disaster Relief: Dhaka Bank Limited always extends its helping hands and stands by the
suffering and helpless people in times of natural calamities.
1. To help the Flood and Sidr Victims, the Bank has donated Th.1.10. crore to the
Chief Advisor’s Relief Fund and Relief Fund of the Chief of Army Staff.
2. The Bank has distributed blankets to the destitute of southern part of the county to
help them in coping with severe cold wave.
3. To help the victims of BDR carnage the Bank has donated Tk.25.00lac to the
prime Minister’s Relief Fund.
Merchant Banking: Dhaka Bank Limited is playing an effective role in capital market
of the country and remains engaged in various activities related to IPO’s such as banker
to the issue, underwriting etc. In 2008 DBL has earned an amount of Tk.3.98 million
from this arena.
Total investment of the bank in the capital market as on 31.12.08 was Tk.2,346.9 million
consisting of primary and secondary market for Tk.227 million and Tk.2,119.9 million
respectively. A total amount of Tk.143.19 million was earned from the sell & purchase of
shares in the year under review. On the other hand, DBL has earned a total amount of
Tk.44.12 million as cash dividend from shares of different companies.
DBL purchased a membership of the Dhaka Stock Exchange Limited (member No. 203)
and got registration as DBL Capital Services and became a corporate member of DSE.
Agri-Finance: Country’s northern part is always beloved to be a backward region where
threat of famine, popularly known as ‘Monga’ looms as there is little scope of
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employment during dry seasons. To help the people of the area, the Bank extended credit
facilities under flexible terms for cultivating maize.
Sports & Culture: Dhaka Bank Limited has a tradition of patronizing and sponsoring
sports and cultural activities of the Country. The "Dhaka Bank Volleyball league -2007"
was arranged under the patronization of the Bank. It has also arranged annual picnics as a
means of recreation for its executives, officers and staff.
Others: Dhaka Bank Limited has always maintained their corporate social responsibility
in various ways. It has always appreciated various kinds of fair, festivals and other
gatherings organized by different private or public sectors
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3.4 CORPORTE IFFORMTION
Name of the Company Dhaka Bank Ltd.
Legal Form A Public limited company incorporated in
Bangladesh on 6th April 1995 under the
Companies Act, 1994 and listed in Dhaka Stock
Exchange Limited and Chittagong Stock
Exchange Limited
Registration Number C-28146(1992)/95
Date of Commencement 05 July 1995
Registered Office Biman Bhaban(1st Floor)
100 Motijheel C/A, Dhaka-1000, Bangladesh
Telephone +8802 9554514
Telex 642425 DBL FX BJ
SWIFT Code DHBLBDDH
E-mail [email protected]
Web Page www.dhakabankltd.com
Auditors Howladar, Yunus & Co.Chartered Accountants
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3.5 Structural Management
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Board of DirectorsChief Advisor
Managing Director (HRD)
Deputy Managing DirectorGSD, CAD, A&I, GB, D&M
Deputy Managing DirectorID, IT, Credit, R&D
Executive Vice President/Company Secretary
Senior Vice President Senior Vice President Senior Vice President
Vice President
First Astt. Vice President
Astt. Vice President
Senior Principle Officer
Principle Officer
Senior Officer Officer
Officer
Astt. Officer
3.6 Dhaka Bank Ltd's Branches: There are 57 Branches of DBL. Some of them are follows:
Head Office
Uttara Branch
Local office
karwan Bazar branch
Joypara Branch
Islampur Branch
Islamic Banking Branch, Motijheel
Imamganj Branch
Gulshan Branch
Foreign Exchange Branch
Fantasy Kingdom Branch
EPZ Branch
Dhanmondi Branch
Bangshal Branch
Banani branch
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Junior Officer
Amin Court Branch
Agrabad Branch
Khatunganj Branch
Jubilee road Branch
Islamic Banking Branch, Agrabad
O.R Nizam Road Branch
Naryangang Branch
Madhabdi Bazar Branch,
Narshingdi Belkuchi Branch, Sirajgang
Laldighirpara Branch, Sylhet
Moulvibazar Branch
Rajshahi Branch
Bogra Branch
Cox’s Bazar Branch
Mohakhali Branch
Comilla Branch
B B Road Branch, Narayangong
Jossor Branch
Chandpur Branch
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Hazigong Branch
Konabari Branch
3.7 Corporate Values
Value the fact that customers are the member of the DBL family
Creating an honest, open and enabling environment
Have a strong customer focus and build relationships based on integrity, superior
service and mutual benefit
Strive for profit & sound growth
Work as a team to serve the best interest of its owners
Relentless in pursuit of business innovation and improvement
Value and respect people and make decisions based on merit
Base recognition and reward on performance
Responsible, trustworthy and law-abiding in all that the organization does.
3.8Departments of Dhaka Bank Limited
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If the departmentalization is not fitted for the particular works there would be haphazard
situation and the performance of a particular department would not be measured. Dhaka
Bank Limited has does this work very well. Departments are as follows:
1. Human Resources Department
2. Financial Administration Department
3. Asset Operations Department
4. Credit Division
5. SME Division
6. Internal Control & Compliance Department
7. Marketing & Product Development
8. Impaired Asset Management
9. Remittance Operation Department
10. Treasury Front
11. Treasury Back
12. General Infrastructure Service
13. Information Technology Department
14. Customer Service Delivery
15. Cards Division
16. Call Center
17. Cash Management
18. Secured Remittance department
19. Women Entrepreneur Cell
20. Payment Service
3.9 Introduction of the Banani Branch
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Dhaka Bank Limited of Banani Branch is one of the profitable Branch of DBL is located
at Kamal Ataturk Road, Banani, Dhaka. It started at the year of 1st July,1997 with 14
employees. Now it has 36 employees, which includes one EVP, one SAVP, three FAVP
three AVP, two SPO, one PO, two SO, five officer, two probationary officer, seven junior
officer, four assistant officer, four sales people, two peon, two security guard.
Organgram of Banani Branch
Personal Banking Cash Accounts
General Banking Credit Foreign Exchange
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Banani Branch
CHAPTER 4
Analysis & Findings
4.1 EMPLOYEE ACQUISITION
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4.1.01 Authority of RecruitmentTerms of Service Manual
8 January 2007
As per Bangladesh Bank BRPD Circular No.16 dated July 24, 2003, Appointments to the
services of the Bank up to the two-level below the rank of the Managing Director shall be
made by the Board of Directors of the Bank. All other appointments shall be made by the
Managing Director of the Bank as a when required under the Organ gram of the Bank
duly approved by the Board.
4.1.02 Recruitment/Appointment:Recruitment and selection are some of the important inputs to healthy organizational
activities. Recruitment procedure commences within the bank due to turnover,
promotion, retirement, new business strategy, etc. Bank’s philosophy is to retain and
develop the in house talents and hire the best performers in the industry. The recruitment
procedure includes Internal Job watch, and from external sources. Skill set, need,
availability are the prerequisite criteria for recruitment. For sustenance and growth of
business the Bank will
Recruit at three levels:
No person shall be appointed to the service who is below 18 (eighteen) years of age and
above 30(thirty) years of age in respect of direct fresh recruitment. This age limit may be
relaxed for lateral entry.
1. Junior Levels: (Junior Officer to Senior Officer)
On need basis, whenever a vacancy arises. Recruitment at this level will be made through
a basic job related written test and interview. Recruitment at this level is made from the
“Drop in Application’s that the bank receives on a regular basis or through media
advertisement. Minimum qualification for this level should be graduate.
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2. Management Trainees
On a planned basis to develop a team of young potential fresh graduates to develop them
as future leaders of the bank. The numbers will be determined every year depending on
the change in business, the requirement of people and the turnover of last year. The
recruitment should ideally be done from recognized educational institutions. Students of
the Bangladesh Institution of Bank Management and Bangladeshi nationals having
foreign education and degree from reputed Universities may be recruited on Oral Test/
Aptitude Test.
Every year, recruitment of the Management Trainee will be made through Job Fairs/
contacts with the appropriate academia. The selection procedure would involve assessing
a person’s ability through a formal “Assessment Centre” and Interview procedure where
the candidate will be judged for -
3. Lateral Entry:
External recruitment at any level will be made only when:
Internal successor is not available and/or
Totally a new job and/or
A technical job and/or
This may be done by publicizing the Position Opening through newspaper advertisements
in leading national dailies. The candidates will be selected through an in-depth
Competency Based Interview. In case of need, the Managing Director can recruit such
Officers on an option of Contractual service or temporary basis. Head Hunting firms may
be awarded the job for head hunt in some cases when no potential candidate is available
for recruitment within the CV database of HR Dept. and external sources.
4. Pre-Employment Medical Check For appointment
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Pre-employment Medical check-up and reference: Before issuing appointment
letterpress-employment medical examination and reference checks will be done.
After completing all necessary procedures, the Management will issue an Employment
Offer to the new recruits. The offer letter will state the position, starting salary,
commencement date and eligible benefits.
5. Form of Declaration
Every employee, to whom the Rules apply, shall execute a declaration in the following
form at the time of joining.
“I hereby declare that I have read and understood the Human Resources Manual Dhaka
Bank Limited and I hereby subscribe and agree to be bound by the said Rules and any
modifications and amendments thereto made from time to time. I further declare that I
will faithfully, truly and to the best of my judgment, skill and ability, execute and
perform the duties required of me and which will properly relate to my office or position
in DBL.
I also declare that I will not communicate or allow to be communicated to any person not
legally entitled thereto any information relating to the affairs of the Bank nor will I allow
any such person to inspect or have access to any books or documents belonging to or in
the possession of the Bank and relating to the business of the Bank. I also declare to the
effect that I have not ever been convicted by a Court.”
4.1.03 Probation Period:
Employees appointed from Junior Officer to Senior Officer Level shall be on probation
normally for a period of 6 (six) months. The probation period for the Management
Trainees will be for 1 (one) year from the date of joining.
28
1. During the probation period the new recruit’s suitability for the job will be
appraised. This period will also provide the new employees the opportunity to
appreciate whether the job is suitable for him/her. The probation period may be
extended if the Management is of the opinion that additional training or time is
enquired to review the performance of a new recruit.
2. During probation, the Management may terminate the employment at any time
without notice. Similarly, an incumbent may terminate his/her employment with the
Bank at any time during probation on intimation in writing to the Management.
The probation period in case of Management Trainees will be for 12 (twelve) months.
During the first six months the candidate will rotate among different functions of the
bank and the next six (6) months he/she will be stationed in a particular job. After
completion of probation period a thorough evaluation assessment of the competency and
suitability of the Management Trainees in the respective department of the bank is carried
out by an evaluation committee headed by Managing Director. On the basis of evaluation
the Management Trainees are confirmed and placed in different departments of the Bank
as Principal Officer.
4.1.04 Authority of Confirmation:On satisfactory completion of probationary period, from Principal Officer (Management
Trainee) and above will be confirmed in writing by the Managing Director duly
recommended by the Functional Heads and from Junior Officer to Senior Officer will be
confirmed in writing by the Head of Human Resources. In this case also, Functional
Heads will recommend the individual cases.
29
4.2 EMPLOYEE DEVELOPMENT
4.2.01 Training and Development:
1. Bank’s policy is to train and develop managers at all levels so that they contribute
towards the organization’s growth and also enhance their own development.
Development is seen as a joint responsibility of the individual and his/her manager.
2. Training needs will be identified and individuals during the Performance
appraisal process and the employees will be nominated to various programmed of
the following types.
o Induction (to orient the new entrant about the organization)
o On the job training
o Function based skill training
o General Management Training
4.2.02 Performance Appraisal System:Performance Appraisal System (PAS) is the tool by which the Bank will measure the
performance of an individual and identify the gaps and plan future developments in order
to enable a better fit between the jobs & the incumbent.
It is an HR process for driving business results. It is defining in advance what we must do
as an individual to win in the marketplace and later on assessing the performance based
on the extent to which we achieve results.
Performance Appraisal System is fully structured to measure/ asses the
competency of any employee. Goals/ Key Result Areas (KRA) are the specific
30
major objectives to be set at the beginning of the year through consultation with
the reporting manager. These need to be aligned to the objectives of the function
and consequently to overall objectives of the Bank.
A management competency is a skill, ability or trait that predicts success to perform a
job. The Performance Appraisal needs to be implemented as per the PAS format which
will be circulated by HR at the beginning of the year. The definitions of rating in
Performance appraisal are given below for reference:
1. = (Outstanding) The individual who has exceeded 125% and above of his target
in all of his key result areas is eligible for rating 1 .
2. = (Very Good) The individuals who has exceeded 105% - 110%of his target in
all of his key result areas is eligible for rating 2.
3. = (Good) The individual who has achieved 90%-100% of his target in all of his
key result areas is eligible for rating 3. The employee achieved the essential
requirement of day to day job.
4. = (Improvement Needed) The individual failed to perform within the set
objective. HR dept. will organize a counseling session with the employee those
who are rated -4.
5. = (Unacceptable) The individual who has failed to demonstrate his performance
in all of his key result areas to be rated 5 and he/she will be treated as non
performer will exit from the Bank subject to decision by the Management. He/she
also have a counseling session with the Human Resources Department.
31
Those who are rated 1 to 3 are eligible for incentive bonus. If any appraise feels that
his/her Performance Appraisal by the line Manager/supervisor is influenced by
discrimination or unfair and biased judgment, the appraise may appeal to Head of
HR with his/her grievance in writing. In such cases Head of HR will be the first
point of contact. If the issue remain unresolved than it will be referred to the
Managing Director for his review and decision and in that case the decision of
Managing Director will be final.
4.3 COMPENSATION & BENEFITS
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4.3.01 Salaries:
1. Salaries are confidential between the employees concerned and the Management.
3. Employees joining against a post will be receiving the salary as per the job level
they join in. The employees who are on probation will be eligible to join the PF
only after their confirmation. Management Trainee alone will receive a monthly
consolidated salary during the probation period.
4. Salary increase which is linked with the performance of the individual employee
per calendar year takes effect from 1st March of each year.
5. The annual salary revision is decided by the Managing Director with approval of
the Board of Directors based on:
a. Individual Performance
b. Market movement Terms of Service Manual 11 January 2005
c. The Bank’s affordability
d. Individual’s relative position in a particular salary range
e. COLA (Cost of living adjustment)
Any request for information relating to salary should be directed to the Human Resources
Department by appropriate authority.
Income Tax
33
Payment of Income Tax is payable by the employee.
While deducting tax at source, it is the responsibility of the individual Member to
comply with the current Income Tax Regulations in respect of filing his/her individual
returns of income.
For guidance in respect of Income Tax, reference may be made to the Finance
Department at the Head Office.
A Certificate is issued at the end of each tax year stating the amount of Income Tax
deducted from an employee’s income and paid to the Government during that year.
4.3.02 Promotional Benefits:
1. In the event of Promotion/Up- gradation to a higher Job Level, the employee will
receive an increase of minimum 10% over his/her previous basic salary and all other
allowances applicable in the higher level. However, the promote will receive the
minimum range of the level where he/she has been promoted.
2. In case the revised basic salary still remains below the starting scale of the new Job
Level, the employee is then given the differential needed to place him/her at the starting
basic salary of the new Job Level.
4.3.3 Increments:
34
Salary increases are awarded once a year on the basis of increment policy to all regular
employees who have performed satisfactorily in the given year for minimum period of
(180) days of confirmed service. The employees who completed a minimum of 3 (three)
months’ confirmed service will also be appraised/reviewed for the year; however no
rating will be awarded to those. One may not receive any increment on a given year as a
penalty on account of any offence/disciplinary measure. The confirmed employee who is
in service with the Bank less than (180) days may be given the COLA portion, which is
determined by rate of inflation and CPI (Consumer price Index) during that financial
year. The COLA portion of increment will be decided by Management of the Bank in
each year.
Increments are awarded to the employees as per Rating of the Annual Performance
Appraisal at variable percentage of their existing respective basic salary including COLA
portion. Cola portion will be maximum 6% of Basic Salary, to be fixed every year on the
basis of Consumer Price Index (CPI) and Inflation.
Special Increment:
Managing Director can award a merit increase to any employee, excepting two levels
below the Managing Director depending on their exceptional performance as per
Increment Policy. The Managing Director is empowered to allow merit increase @ 2%
more too any employee falling under each level of Junior Officer to Senior Principal
Officer considering the sir Performance Appraisal.
4.3.4 Interim Salary Review/ Adjustment:
35
Managing Director at his discretion can revise/adjust the salary package of employees
except two levels below of his designation for any special or extraordinary case in any
time of the year.
4.3.4 Promotion:Promotion depends on the availability of a position in the higher level and a proven track
record of an individual’s capabilities of taking over higher responsibilities. Promotion
may also take place if the job size increased and the Management committee decides to
up grade the job.
Promotion to the rank of two levels below of Managing Director lies with the
Board of Directors of the Bank. All promotions, other than the above, have to be
recommended by the functional heads and shall be approved by the Managing
Director. A minimum service of two (2) years in a similar position is the
prerequisite for promotion, but for any exceptional case the promotion may be
awarded at the full discretion of the Managing Director. Managing Director at his
discretion will review the recommendation for promotion and promote those
whom he feels deem fit and deserving. Promote those whom he feels deem fit and
deserving.
4.3.5. Bonus:
Entitlement of Bonus
Subject to other provisions of the Human Resources Manual guidelines declared by the
Management from time to time Bonus shall only be payable to the employees who
would, at the time of declaration of Bonus, be in the service of the Bank and entitled to
the same at that time.
36
Festival Bonus
The following Employees normally to receive festival bonus as under Employment
Category Payment System:
1. All regular Officers and Staff including Managing Director: One month’s basic pay
both in Eid-ul-Fitre & Eid- ul-Azha.
2. All regular Officers and Staff (non-Muslim): One month’s basic pay both in Eid-ul-
Fitre & Eid- ul-Azha or two months’ basic pay at the time of the main festival with the
approval of the management.
3. Officers on HR Contract i.e. Sales Team, Company Secretary, Consultant and others:
As per contract/50% of monthly consolidated pay
5. Officers/employees on probation or who have not completed six(6) month’s service:
50% of basic or 50% of consolidated pay.
6. Executives’ personal Drivers/outsourced employees/workers: Monthly consolidated
wages Officers and employees under any disciplinary action will not receive any festival
bonus.
Performance Bonus
The Bank may award performance bonus from time to time depending on the actual
profit made in a given year. This bonus is subject to payment only upon Board approval.
This bonus will only be awarded to those who have completed 180 days’ (one hundred
and eighty)’ confirmed service with the Bank and made significant contribution towards
achieving the profit target over and above the normal target. The contribution
37
measurement will be coming from the Performance Appraisal System. The employees
who are rated four (4) in the appraisal process are not eligible for Performance Bonus.
In years when the Bank does not declare any dividends no performance bonus will be
awarded. This is in compliance with Bangladesh Bank Regulations.
4.3.6 LEAVE:
The following categories of leave are given to all employees of DBL.
1. Annual Leave/Privilege Leave
2. Sick Leave
3. Maternity Leave
4. Extra ordinary Leave
Annual leave:
1. “Annual Leave” means any working day’s leave taken by a permanent employee.
2. Every employee shall earn Annual/Privilege leave with full pay after completion of
one year service. The entitlement of maximum annual Leave is 28 (Twenty eight) days in
a working days. Annual/Privilege leave will be accumulated up to maximum ninety (90)
days and leave accumulated more than Ninety (90) days will be lapsed.
3. Every employee shall have to avail at least 15 (fifteen) days privilege leave every year.
Any extension of leave will be at the discretion of competent authority.
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4. Annual leave entitlement is based on a current year calculations from January 1 to
December 31 each year. Bank Management encourages staff to enjoy and avail leave, as
such, all Dept/Unit Heads will be required to prepare a leave roster for his/her total
employees by of January 20 every year and submit the same to Human Resources
Department. It is responsibility of the respective Dept/Unit Heads to ensure that the staff
within his unit enjoys leave as per leave roster throughout the year.
5. An employee joining the Bank will be entitled to pro-rata leave based on the joining
date of first year.
6. An employee who leaves the Bank will be entitled to leave encashment calculated on a
pro-rata basis for the current year or maximum of (90) days.
7. Leaves of the Departmental/Divisional Heads will be sanctioned by the Deputy
Managing Director/Managing Director and leaves of Sales and Service Managers will be
sanctioned by the Head of Consumer Banking and leaves of the other employees will be
sanctioned by the respective Departmental Heads. Human Resources Department, Head
Office will process the leave applications and maintain the leave accounts of the
Departmental/Divisional Heads/Sales and Service Managers and all Head Office
employees for sanction of leave while the same for the other employees of a
Department/Division/ Branch will be approved by the respective Departmental/Divisional
Heads/Sales and Service Managers. Any employee applying leave for traveling abroad
will require prior approval from Deputy Managing Director/Managing Director.
8. Leave cannot be claimed as a matter of right, and leave admissible under these rules
may be granted by the management who may refuse leave, grant leave for a shorter
period than applied for, revoke leave of any description and recall an employee before the
expiry of his leave due to emergency of official work.
39
9. All employees shall resume duties on the expiry of leave as initially granted or as
subsequently curtailed or extended. If the leave needs to be extended, it has to be notified
in writing to the concerned Dept. Heads with a copy to Head of HRD, HO.
10. An employee who was granted leave on medical ground shall not return to duty
without first producing a certificate of fitness from an acceptable medical authority.
Provided that no such certificate shall be necessary if the leave was for 3 days or less.
The Leave Application Form is attached as Appendix –II1
Dhaka Bank Limited
Human Resources Department
Head Office, Dhaka
Application Form for Annual Leave and Sick Leave
ID # __________NAME: _________________________________________
DESIGNATION: _______________________JOINING DATE: ____________ DEPTT.
/ BR.: ___________________LOCATION: ________________
To be filled in by Human Resources Department
Leave Entitlement for
the Year 2007
: Annual Leave
28 working days
Sick Leave
14 days
40
Leave Availed To Date : Annual Leave: _______ days Sick Leave______ days
Net Leave Available : Annual Leave ________days Sick Leave _____ days
Leave Applied for : Annual Leave __________ days SL _____ days
Balance Leave Available as on
31.12.06
: Annual Leave ___________ days SL 00 days
Proposed Leave Dates : From ________________To _________
Purpose of Leave: ___________________________________________________________________
____________________________________________________________________________________
_
Proposed Leave Address : ___________________________________________________________
____________________________________________________________________________________
_
Applicant's signature: __________________________________ Date: _____________
Unit Head/Approving Manager: ________________________ Date:_____________
Distribution:
Applicant Unit File
HR, HO
41
SICK LEAVE (Non Accruable)
Sick leave will be given on the basis of actual need of staying away from work due to
illness. This shall however, not exceed 14 days in a calendar year.
1. When applying for Sick Leave, an employee must apply on a Leave Application Form,
through proper channel. Application for Sick Leave for more than 3 (three) days must be
accompanied by a medical report and prescription from his/her attending physician.
2. In case of serious illness, the concerned Department Head must maintain regular
contact by briefing his/her condition to HRD, HO until he/she has returned to duty with
HRD, HO.
3. A prolonged sick leave other than the admissible ones will be adjusted from
accumulated leave which can be a maximum of 180 days without pay
MATERNITY LEAVE: (Non Accruable)
1. Only the confirmed female employee will enjoy maternity leave for 45 (forty five)
days immediately proceeding and 45 (forty five) days following the date of delivery) with
admissible benefits. This leave will not be debited from her leave account. A certificate
from a doctor will be required at the time of applying maternity leave stating the expected
date of delivery.
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2 The extension/continuation of maternity leave for more than 1(one) month may be
granted/allowed by the Deputy Managing Director/ Managing Director on submission of
medical certificate with full pay. The extension/continuation of leave will be treated as
Leave without Pay if she does not have sufficient leave balance in her account.
3 The employee with less than six (6) month’s of service with the Bank may enjoy
maternity leave at the discretion of Deputy Managing Director/Managing Director, but in
that case her leave will be treated as leave without pay.
4 This leave shall, however, be allowed only twice in the entire period of service.
EXTRAORDINARY LEAVE:
Extra Ordinary Leave can only be granted to an employee on an emergency case when no
other leave is available to him/her leave account. The duration of extraordinary leave
shall be so regulated that the period of total leave including all other leave does not
exceed the maximum 90 days. Managing Director at his discretion can approve the
extraordinary leave up to 180 days without pay. This will be given only once during the
entire tenure of service with the Bank. Employees who have completed minimum five (5)
years of continuous service with the Bank are only eligible for this leave. No pay,
allowances and other benefits shall be admissible during the period of extraordinary leave
unless otherwise decided by the Board. The period spent on extraordinary leave (unless
otherwise decided by the Board) shall not be counted towards active service and
increments.
LEAVE FARE ASSISTANCE:
Leave Fare Assistance (LFA) as per level shall be allowed to an employee once in a year
when he/she will be proceeding on annual leave. To encase LFA one has to avail a
minimum of 6 (six) days leave at the time of application for LFA. Proportionate amount
will be deducted in the event of an employee leaves the Bank after availing the LFA. The
43
Managing Director/Deputy Managing Director may allow disbursement of the same to an
employee without any leave, if such leave could not be allowed to an employee in the
greater interest of the bank, and at any time he/she may post-avail that sanctioned leave
before March next year.
HR Compliance Leave:
All employees should avail a minimum of 15 days leave in a calendar year to ensure
compliance with the HR policy, while availing leave an employee should enjoy minimum
5(five) days leave at a time. Any employee availing leave is not allowed to attend office
during leave period unless he/she is called for any urgent /emergency work by his/her line
Manager.
Encashment facilities of annual/privilege leave:
Annual/Privilege leave encashment facilities may be allowed to the employees for a
maximum of 90 days at the time of his/her leaving the Bank other than dismissal. While
allowing the facilities, the last basic pay, house allowance/ceiling and medical allowance
will be taken into consideration.
The Management may withdraw this benefit at any time on receiving approval from the
Board.
4.3.7 FURNITURE & EQUIPMENT ALLOWANCE:
As per existing rules, the Furniture and Equipment Allowance of the Managing Director
and the Deputy Managing Director are determined by the Board of Directors. Furniture
and equipment allowance is given only to employees belonging to the Senior Executive
Vice President, Executive Vice President, Senior Vice President and Vice President
Levels as per following:
44
Designation: Entitlements:
Senior Executive Vice President Tk: 3, 00.000.00
Executive Vice President Tk: 2, 00,000.00
Senior Vice President Tk: 1, 50,000.00
Vice President Tk: 1, 00,000.00
This entire amount will be paid for a period of five (5) years which will be amortized
using standard average method of calculation. In case of separation from the services of
the Bank, the outstanding amount, if any, will be adjusted from his/her End-Service
Benefits Settlements.
Telephone:
Allowance for Telephone which is a part of monthly salary package is given below:
Designation: Monthly Allowances:
Senior Executive Vice President TK. 3,000.00
Executive Vice President TK. 3,000.00
Senior Vice President TK: 2,000.00
Vice President TK. 1,000.00
Senior Assistant Vice President TK. 800.00
First Assistant Vice President TK. 800.00
Assistant Vice President TK. 800.00
Reimbursement will be made for residential phone and for local calls and other
associated charges. The Managing Director has the discretion to approve the Mobile
Phone bill to any employee for functional reasons.
45
4.3.8 MEDICAL FACILITIES:
All regular employees of the Bank are entitled to Hospitalization bills and Maternity
charges in the following manner:
Hospitalization Reimbursement
a. The above facility will be limited only to the confirmed employees and his/her
immediate family members which include wife/husband and dependent sons and
daughters only. Children attaining 18 years of age or on getting married, whichever is
earlier, will not be entitled to reimbursement of the cost of medical treatment.
b. For hospitalization/surgical treatment, the Bank will reimburse two (2) basic salaries
for self/spouse/children up to the age of 18 years which may be exhausted in two cases of
hospitalization/surgical treatment and diagnostic purpose during a year.
c. The claim of hospitalization bills must be supported by original bills of reputed
hospital/clinic in Bangladesh or overseas acceptable to the Bank, along with their
admission/discharge certificate, cost of medicines and various medical examinations, if
any. The claim should be submitted within 1 (one) month from the date of discharge.
d. Prior approval from the Human Resources Department through respective
Departmental/Divisional Heads/Unit Heads and Sales & Service Managers must be
obtained before being hospitalized other than extreme and emergent circumstances.
e. The respective Unit Heads will verify and scrutinize all relevant papers before
recommending the bill for Head Office approval. Only on being satisfied by the Unit
46
Heads regarding the authenticity and genuineness of the bill, the same shall be forwarded
to the Head of Human Resources along with explicit recommendation for approval. It is
the absolute responsibility of the recommending officer(s) to verify the genuineness of
the bills. Any falsification of vouchers/truth shall cause disciplinary action of any nature
as deemed fit by the management.
Maternity
Maternity bills are reimbursable subject to a maximum of two months’ basic pay for 2
(two) children. This facility is admissible for two children during the tenure of services of
an employee at DBL.
EXPENSES NOT CLAIMABLE:
The Management will not reimburse the following expenses:
- Dental treatment
- The supply of spectacle
- Childbirth expenses in excess of a total of two children
- Children exceeding 18 years of age
- Circumcision
MEDICAL EXPENSES CLAIM FORM APPENDIX-11
Dhaka Bank Limited
Human Resource Department
Hospitalization / Maternity Expenses Claim Form
ID No Name of employee:
Department: Branch:
47
Designation: Grade:
Basic Salary: Tk. Annual Entitlement: Tk.
Total claim received in current year: Tk.
CASA Account Number:
Details of Patient:
Full Name of Patient Relationship with employee Date of birth (if children)
1.
2.
3.
4.
Please state details of Sickness:
Please state whether you/the patient were in hospital: YES NO
If “YES”, please state dates of hospitalization Admitted: Discharged:
(Attach copy of discharge certificate; claim should be submitted to HRD within 1 month of discharge date)
48
Details of Expenses (All Bills, Receipts, Invoices relative to this claim should be
attached in original with this form)
Nature of Expense Claimed Amount
(Tk)
Total claimed amount Approved amount
(for office use)
Consultation Fee
Hospital charges
Laboratory charges
Medicine
__________________
Signature of claimant
Recommended by
Date:
(HOD / SSM)
Approved by (HRD)
4.3.9 REIMBURSEMENTS:
All reimbursement requests, other than those specified, will need to be forwarded to HRD
at HO after recommendation by the respective Function Head. The reimbursement has to
be claimed by using the Reimbursement Claim Form. This has to be supported by bills/
advice/memo etc. All reimbursements will be made once a month with the monthly
payments.
49
Terms of Service Manual
49 January 2005
HRD File APPENDIX IV
DUTCH_BANGLA BANK LIMITED
Reimbursement Claim Form
NAME: _________________________ FUNCTION/BR._________________
Days: Reason Rate: Total
Date reason rate total
APPROVED BY:_________________________ Total Tk.___________________
4.3.9 RETIREMENT/TERMINAL BENEFITS:
Provident fund:
50
1. Members on confirmation, in regular employment with the Bank, are required to join
the Provident Fund to which members contribute 10% of their Basic Salaries and the
Bank makes a matching contribution.
2. Employees will be entitled to the Bank’s contribution of Provident Fund after 5 (Five)
years’ continuous services with the Bank excluding the period of probation,
Apprenticeship etc.
3. An employee who is dismissed from the Bank’s service will get only the own
contribution of his Provident Fund.
Admissibility and coverage:
The admissibility and coverage of the Provident fund Rules will be as per the Rules
framed and approved by the Board/Board of Trustees.
Gratuity:
The Bank shall create a gratuity fund every year for adequate amount required for the
purpose.
1. Managing Director and Deputy Managing Director would be eligible to receive
Gratuity after completion of 5 years of service with the Bank.
2. Members become eligible to receive Gratuity on completion of 10 years of continuous
confirmed services with the Bank.
3. Gratuity is paid to members on their last drawn basic salary time’s numbers of
completed years of service with the Bank or part thereof in excess of six months.
4. The Gratuity will be paid to members leaving the Bank for reasons other than
misconduct.
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4.3.10 SUPERANNUATION FUND SCHEME:
For the ceiling of different level please contact HR dept. Admissible Benefits under
Superannuation Fund Scheme
Death Benefits:
100% in the event of death of an employee during the tenure of service, prior to
retirement/ separation, which will be payable to his/her nominee and/or heirs.
Survival Benefits:
a) The following benefits as admissible/applicable will be payable to a permanent
employee of the bank up to the age of 58 who becomes physically incapacitated during
his/her service with the Bank.
- 100% of the admissible amount for damage of both hands and both legs or both eyes.
- 50% of the admissible amount for damage of one hand or one leg or one eye.
- 50% of the admissible amount for disability to work for damage of any limbs of the
body due to heart attack or any other severe diseases.
b) Managing Director and Deputy Managing Director are entitled 100% of the amount
after completion of 5 years of service.
c) 25% of the admissible amount on retirement or resignation after completion of 15
years of service with the Bank.
d) 20% of the admissible amount on retirement or resignation after completion of 10
years of service with the Bank.
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e) 15% of the admissible amount on retirement or resignation after completion of 8 years
of service with the Bank.
f) 10% on completion of 5 years of service with the Bank.
Coverage:
All employees of the Bank shall be covered by Superannuation Scheme. Any change,
modification or alteration will be made by the Board of Directors from time to time.
Inadmissible Benefit:
Suicide
In the case of death by committing suicide by an employee no such benefit shall be
admissible. In case of self- inflected casualty, same rule will apply.
1. The presentation of the gift will usually be made at an appropriate place and time.
4.3.11 LONG SERVICE AWARDS:
Suitable presentation of Long Service Awards will be made to the members on
completion 15 (fifteen) years of continuous service with the Bank. The gift amount will
not exceed Tk.25,000/- unless revised by the Board. An employee will be entitled for a
long service award who has a record of clean service with no allegation or charges of
misconduct
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CHAPTER 5
CONCLUSION & RECOMMENDATION
54
5.1 Conclusion
Dhaka Bank Limited which had been started its journey first at 1995 with the
commitment of “Excellence in Banking” still now it is trying to fulfill its commitment.
By providing its maximum its services to its customers it is has been regarded a
profitable business organization now. Now a day it has twenty branches in various places
of the country. They are also trying to increases its number of branches now.
Dhaka Bank Limited (DBL) deals with customers of all classes, ages, etc. The Bank
provides maximum services with minimum time. The bank’s integrated technical services
make the customer’s life easier. Day by day DBL is increasing its services by adding
different banking software; as a result the bank is now capable to give the services of
international standards to its potential customers. These services make Dhaka Bank
Limited (DBL) unique in the banking Business in the private sector of Bangladesh.
A system of Human Resource Management within the Dhaka Bank is required to
increase the organization’s performance and growth. So it is important to practice the
Human Resource Management in the organization and create a good working
environment for the employees. Companies operating in Bangladesh were found to
practice Human Resource Management in a limited area. But even in similar types of
organizations, striking variations were observed in terms of Human Resource practice.
55
Our study recommended that more study should be carried out on this field to draw a
proper scenario of HRM practice in Bangladesh. It will help us to address the major
problems and find out the solutions also.
5.2 Recommendation:
The study has analyzed activities, policies of Human Resource Department of DBL in the
report.
The study shows that SIBL has established a HRD in the organization and operating it
following its policy. Now days, fast growing organizations in Bangladesh are paying
more attention to HRD. But, there is less qualified and innovative people are working in
the department. Also, Top level management hardly considers HRD is one of crucial
department for organization. This may be one of the causes for poor condition of HRD in
many enterprises. There are some recommendations are given below:
Need to extend branch network and new branch to be opened in other cities and
towns of Bangladesh to reach out the potential customers.
Adequate measure to be taken to reduce system failure.
Interpersonal relationship needs to be built among the employees and superiors
Improved customer service and consequently get satisfactory operational result.
Proper training and technology savvy minimized risk at the root level.
A complaint book for the employees, because each and every complaint from the
customer has been received and complaint from the employees overlooked.
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A CRONOMYS
DBL: Dhaka Bank Limited
A .T.M: Automated Teller Machine
D.D: Demand Draft
M.T: Mil Transfer
T.T: Telegraphic Transfer
PO: Pay Order
STD: Short Term Deposit
FDR: Fixed Deposit
S.C: Short Collection
P&T: Postage & Telegram
FC A/C: Foreign Currency Account
FCC: foreign Correspondent Charges
BG: Bank Guarantee
L/C: Letter of Credit
SI: Standing Instruction
IC; Incident Charge
EC: Error corrected
ED: Excise Duty
RTN: Checks Return
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INTT: Interest
CLG: Clearing
CSH: Cash
COM: Commission
WES: Wage Earners Scheme
DPS: Deposit Pension Scheme
FDR: Fixed Deposit Receipt
Bibliography
Books:
David A. De Cenzo and Stephen P. Robbins, Human Resource Management, 5th edition, Jhon Wiley & Sons Inc. New York
Gary Dessler, Human Resource Management, 7th edition, Prentice Hall International, Inc. New York
Jhon M. Ivancevich, Human Resource Management, 8th edition, McGrawHill, Boston
Wayne F. Cascio, Managing Human Resources, sixth edition.
Peter Rose, Commercial Bank Management, 5th edition
Reports:
Dhaka Bank Limited, Annual Report 2010
Previous Internship Report
58