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Swot banking

The rise of retail lending in emerging economies like India has been of recent

origin. Asia Pacific’s vast population, combined with high savings rates, explosiveeconomic growth, and underdeveloped retail banking services, provide the most

significant growth opportunities for banks. Banks will have to serve the retail

banking segment effectively in order to utilize the growth opportunity.

Banking strategies are presently undergoing various transformations, as the overall

scenario has changed over the last couple of years. Till the recent past, most of the

banks had adopted fierce costcutting measures to sustain their competitiveness.

This strategy however has become

obsolete in the new light of immense growth opportunities for banking industry.

Most bankers are now confident about their high performance in terms of organic growth and in

realising high

returns. Nowadays, the growth strategies of banks revolve around customer

satisfaction.

Improved customer relationship management can only lead to fulfilment of long-

term, as well as,

short-term objectives of the bankers. This requires, efficient and accurate customer

database

management and development of well-trained sales force to develop and sustain

long-term

profitable customer relationship.

The banking system in India is significantly different from that of the other Asian

nations, because of the country’s unique geographic, social, and economic

characteristics. Though the sector opened up quite late in India compared to other

developed nations, like the US and the UK, the profitability of Indian banking sector

is at par with that of the developed countries and at times even better on some

parameters. For instance, return on equity and assets of the Indian banks are on

par with Asian banks, and higher when compared to that of the US and the UK.

Banks in India are mainly classified into Scheduled Banks and Non-Scheduled

Banks. Scheduled Banks are the ones, which are included in the second schedule

of the RBI Act 1934 and they comply with the minimum statutory requirements.

Non-Scheduled Banks are joint stock banks, which are not included in the second

Schedule of the RBI Act 134, on account of the failure to comply with the minimum

requirements for being scheduled.

STRENGTH

■ Indian banks have compared favourably on growth, asset quality and profitability

with other regional banks over the last few years. The banking index has grown at

a compounded annual rate of over 51 per cent since April 2001 as compared to a

27 per cent growth in the market index for the same period.■Policy makers have



made some notable changes in policy and regulation to help strengthen the sector.

These changes include strengthening prudential norms, enhancing the payments

system and integrating regulations between commercial and co-

operative banks.■ Bank lending has been a significant driver of GDP growth and

employment.

■ Extensive reach: the vast networking & growing number of branches & ATMs.

Indian banking system has reached even to the remote corners of the country.

■ The government's regular policy for Indian bank since 1969 has paid rich

dividends with the nationalisation of 14 major private banks of India.

■ In terms of quality of assets and capital adequacy, Indian banks are considered

to have clean, strong and transparent balance sheets relative to other banks in

comparable economies in its region.■ India has 88 scheduled commercial banks

(SCBs) - 27 public sector banks (that is with the Government of India holding a

stake)after merger of New Bank of India in Punjab National Bank in 1993, 29

private banks (these do not have government stake; they maybe publicly listed and

traded on stock exchanges) and 31 foreign banks. They have a combined network

of over 53,000 branches and 17,000 ATMs. According to a report by ICRA Limited,

a rating agency, the public sector banks hold over 75 percent of total assets of the

banking industry, with the private and foreign banks holding 18.2% and 6.5%

respectively.■ Foreign banks will have the opportunity to own up to 74 per cent of

Indian private sector banks and 20 per cent of government owned banks.

WEAKNESS ■ PSBs need to fundamentally strengthen institutional skill levels especially in sales

and marketing, service operations, risk management and the overall

organisational performance ethic & strengthen human capital.

■ Old private sector banks also have the need to fundamentally strengthen skill

levels.

■ The cost of intermediation remains high and bank penetration is limited to only a

few customer segments and geographies.

■ Structural weaknesses such as a fragmented industry structure, restrictions on

capital availability and deployment, lack of institutional support infrastructure,

restrictive labour laws, weak corporate governance and ineffective regulations

beyond Scheduled Commercial Banks (SCBs), unless industry utilities and service

bureaus.

■ Refusal to dilute stake in PSU banks: The government has refused to dilute its

stake in PSU banks below 51% thus choking the headroom available to these

banks for raining equity capital.■ Impediments in sectoral reforms: Opposition from

Left and resultant cautious approach from the North Block in terms of approving



merger of PSU banks may hamper their growth prospects in the medium term.

OPPORTUNITY

■ The market is seeing discontinuous growth driven by new products and services

that include opportunities in credit cards, consumer finance and wealth

management on the retail side, and in fee-based income and investment banking

on the wholesale banking side. These require new skills in sales & marketing, credit

and operations.

■ banks will no longer enjoy windfall treasury gains that the decade-long secular

decline in interest rates provided. This will expose the weaker banks.

■ With increased interest in India, competition from foreign banks will only intensify.

■ Given the demographic shifts resulting from changes in age profile andhousehold income, consumers will increasingly demand enhanced institutional

capabilities and service levels from banks.

■ New private banks could reach the next level of their growth in the Indian banking

sector by continuing to innovate and develop differentiated business models to

profitably serve segments like the rural/low income and affluent/HNI segments;

actively adopting acquisitions as a means to grow and reaching the next level of

performance in their service platforms. Attracting, developing and retaining more

leadership capacity

■ Foreign banks committed to making a play in India will need to adopt

alternative approaches to win the “race for the customer” and build a value-creating

customer franchise in advance of regulations potentially opening up post 2009. At

the same time, they should stay in the game for potential acquisition opportunities

as and when they appear in the near term. Maintaining a fundamentally long-term

value-creation mindset.

■ reach in rural India for the private sector and foreign banks.

■ With the growth in the Indian economy expected to be strong for quite some

timeespecially in its services sector-the demand for banking services, especially

retail banking, mortgages and investment services are expected to be strong.

■ the Reserve Bank of India (RBI) has approved a proposal from the government to

amend

the Banking Regulation Act to permit banks to trade in commodities and

commodity derivatives.

■ Liberalisation of ECB norms: The government also liberalised the ECB norms

to permit financial sector entities engaged in infrastructure funding to raise ECBs.



This enabled banks and financial institutions, which were earlier not permitted to

raise such funds, explore this route for raising cheaper funds in the overseas

markets.

■ Hybrid capital: In an attempt to relieve banks of their capital crunch, the RBI

has allowed them to raise perpetual bonds and other hybrid capital securities to

shore up their capital. If the new instruments find takers, it would help PSU banks,

left with little headroom for raising equity. Significantly, FII and NRI investment

limits in these securities have been fixed at 49%, compared to 20% foreign equity

holding allowed in PSU banks.

THREATS ■ Threat of stability of the system: failure of some weak banks has often threatenedthe stability of the system.

■ Rise in inflation figures which would lead to increase in interest rates.

·■

Increase in the number of foreign players would pose a threat to the PSB as wellas the private players.

Part # 1

Chapter - 1

Organization Overview



Organization history in brief

The Standard Chartered Group was formed in 1969 through a merger of two

banks: The Standard Bank of British South Africa founded in 1863 and the

Chartered Bank of India, Australia and China, founded in 1853.

Both companies were keen to capitalize on the huge expansion of trade and to earn

the handsome profits to be made from financing the movement of goods from

Europe to the East and to Africa.

The Chartered Bank

Founded by James Wilson following the grant of a Royal Charter by

Queen Victoria in 1853.

Chartered opened its first branches in Mumbai (Bombay), Calcutta and

Shanghai in 1858, followed by Hong Kong and Singapore in 1859.

Traditional business was in cotton from Mumbai (Bombay), indigo and tea

from Calcutta, rice in Burma, sugar from Java, tobacco from Sumatra, hemp

in Manila and silk from Yokohama.

Played a major role in the development of trade with the East which

followed the opening of the Suez Canal in 1869 and the extension of the

telegraph to China in 1871.

In 1957 Chartered Bank bought the Eastern Bank together with the

Ionian Bank's Cyprus Branches. This established a presence in the Gulf.

5



The Standard Bank

Founded in the Cape Province of South Africa in 1862 by John

Paterson. Commenced business in Port Elizabeth, South Africa, in

January 1863. Was prominent in financing the development of the

diamond fields of

Kimberley from 1867 and later extended its network further north to the

new town of Johannesburg when gold was discovered there in 1885.

Expanded in Southern, Central and Eastern Africa and by 1953 had

600 offices.

In 1965, it merged with the Bank of West Africa expanding its operations

into Cameroon, Gambia, Ghana, Nigeria and Sierra Leone.

In 1969, the decision was made by Chartered and by Standard to undergo a

friendly merger. All was going well until 1986, when a hostile takeover bid was

made for the Group by Lloyds Bank of the United Kingdom. When the bid was

defeated, Standard Chartered entered a period of change. Provisions had to be

made against third world debt exposure and loans to corporations and

entrepreneurs who could not meet their commitments. Standard Chartered began

a series of divestments notably in the United States and South Africa, and also

entered into a number of asset sales.

From the early 1990s, Standard Chartered has focused on developing its

strong franchises in Asia, the Middle East and Africa using its operations in

the United Kingdom and North America to provide customers with a bridge



between these markets. Secondly, it would focus on consumer, corporate and

institutional banking

6



and on the provision of treasury services - areas in which the Group had

particular strength and expertise.

In the new millennium it acquired Grindlays Bank from the ANZ Group and

the Chase Consumer Banking operations in Hong Kong in 2000.

Since 2005, it has achieved several milestones with a number of strategic

alliances and acquisitions that will extend its customer or geographic reach and

broaden its product range.

7



Principles & Values

At Standard Chartered their success is built on teamwork, partnership and

the diversity of their people.

At the heart of their values lie diversity and inclusion. They are a fundamental part

of their culture, and constitute a long-term priority in their aim to become the

world's best international bank.

Today they employ 73,000 people, representing 115 nationalities, and you'll find 61

nationalities among their 500 most senior leaders. They believe this diversity helps

to fuel creativity and innovation, supporting the development of exciting new

products and services for their customers worldwide.

8



What they stand for

Strategic intent

The world's best international bank

Leading the way in Asia, Africa and the Middle East

Brand promise

Leading by Example to be The Right Partner

Values

Responsive

Trustworthy

International

Creative

Courageous

Approach

Participation

Focusing on attractive, growing markets where they can leverage

their relationships and expertise

Competitive positioning

Combining global capability, deep local knowledge and creativity

to outperform their competitors

9



Management Discipline

Continuously improving the way they work, balancing the pursuit of

growth with firm control of costs and risks

Commitment to stakeholders

Customers

Passionate about their customers' success, delighting them with the quality

of their service

Their People

Helping their people to grow, enabling individuals to make a difference

and teams to win

Communities

Trusted and caring, dedicated to making a difference

Investors

A distinctive investment delivering outstanding performance and

superior returns

Regulators

Exemplary governance and ethics wherever they are

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Business & Strategy

Their business

Listed on both the London Stock Exchange and the Hong Kong Stock Exchange,

Standard Chartered PLC is consistently ranked in the top 25 FTSE 100 companies

by market capitalisation.

By combining their global capabilities with deep local knowledge, they develop

innovative products and services to meet the diverse and ever-changing needs of

individual, corporate and institutional customers in some of the world's most

exciting and dynamic markets.

Personal Banking

Through their global network of over 1,700 branches and outlets, they offer

personal financial solutions to meet the needs of more than 14 million customers

across Asia, Africa and the Middle East.

SME Banking

Their SME Banking division offers a wide range of products and services to

help small and medium-sized enterprises manage the demands of a growing

business.



11



Wholesale Banking

Headquartered in Singapore and London, with on-the-ground expertise that

spans their global network, their Wholesale Banking division provides

corporate and institutional clients with innovative solutions in trade finance,

cash management, securities services, foreign exchange and risk management,

capital raising, and corporate finance.

Islamic Banking

Standard Chartered Saadiq's dedicated Islamic Banking team provides

comprehensive international banking services and a wide range of Shariah

compliant financial products that are based on Islamic values.

Private Banking

Their Private Bank advisors and investment specialists provide customised

solutions to meet the unique needs and aspirations of high net worth clients.

12



People

Meet our Chairman and our Board of Directors. You can read their bios anddownload

their photos here.

Chairman

Mervyn Davies CBE

Chairman

Executive Directors

Peter Sands

Group Chief Executive



13



Richard Meddings

Group Finance Director

Steve Bertamini

Group Executive Director, Consumer Banking

Gareth Bullock

Group Executive Director, Africa, Middle East, Europe and theAmericas

Non-Executive Directors

John Peace

Non-Executive Director and Deputy Chairman



14



Jamie Dundas

Non-Executive Director

Val Gooding


Rudy Markham


15



Ruth Markland


Sunil Mittal


Paul Skinner


16



Oliver Stocken


Lord Turner


17



Recent alliances and strategic acquisitions

In 2000, Standard Chartered acquired Grindlays Bank from ANZ Bank, increasing

its presence in private banking and further expanding its operations in India and

Pakistan. Standard Chartered retained Grindlays' private banking operations in

London and Luxembourg and the subsidiary in Jersey, all of which it integrated into

its own private bank. This now serves high net worth customers in Hong Kong,

Dubai, and Johannesburg under the name Standard Chartered Grindlays Offshore

Financial Services. In India, Standard Chartered integrated most of Grindlays'

operations, making Standard Chartered the largest foreign bank in the country,

despite Standard Chartered having cut some branches and having reduced the staff

from 5500 to 3500 people.

On 15th April 2005, the bank acquired Korea First Bank, beating HSBC in the bid.

Since then the bank has rebranded the branches as SC First Bank.

Standard Chartered completed the integration of its Bangkok branch and Standard

Chartered Nakornthon Bank in October, renaming the new entity Standard

Chartered Bank (Thailand). Standard Chartered also formed strategic alliances with

Fleming Family & Partners to expand private wealth management in Asia and the

Middle East, and acquired stakes in ACB Vietnam, Travelex, American Express

Bank in Bangladesh and Bohai Bank in China.

18



On 9th August 2006 Standard Chartered announced that it had acquired an 81%

shareholding in the Union Bank of Pakistan in a deal ultimately worth $511 million.

This deal represented the first acquisition by a foreign firm of a Pakistani bank and

the merged bank, Standard Chartered Bank (Pakistan), is now Pakistan's sixth

largest bank.

On 22 October, 2006 Standard Chartered announced that it has received tenders for

more than 51 per cent of the issued share capital of Hsinchu International Bank

(“Hsinchu”), established in 1948 in Hsinchu province in Taiwan. Standard

Chartered, which had first entered Taiwan in 1985, acquired majority ownership of

the bank, Taiwan’s seventh largest private sector bank by loans and deposits as at 30

June, 2006. Standard Chartered merged its existing three branches with Hsinchu's

83, and then delisted Hsinchu International Bank, changing the bank's name to

(Standard Chartered Bank (Taiwan) Limited). Prior to the merger, Hsinchu had

suffered extensive losses on defaulted credit card debt.

In 2006, Standard Chartered in Bangladesh announced an alliance with Dutch

Bangla Bank to share their respective ATM operations.

On 23 August, 2007 Standard Chartered entered into an agreement to buy a 49

percent of an Indian brokerage firm (UTI Securities) for $36 million in cash from

Securities Trading Corporation of India Ltd., with the option to raise its stake to 75

percent in 2008 and, if both partners agree, to 100 percent by 2010. UTI Securities

offers broking, wealth management and investment banking services across 60

Indian cities.

19



On 29th February 2008, Standard Chartered PLC announced it has received all the

required approvals leading to the completion of its acquisition of American Express

Bank Ltd (AEB) from the American Express Company (AXP). The total cash

consideration for the acquisition is US$ 823 million.

The acquisition of AEB provides Standard Chartered with an opportunity to add

capability, scale and momentum in the strategically important Financial Institutions

and Private Banking businesses. It will add 19 more markets to the Standard

Chartered footprint, while deepening presence in some core markets and providing

access to several new growth markets

20



Position today

Today, the bank is a leading player throughout the developing world.

Standard Chartered Bank is one of the three banks issuing banknotes for Hong

Kong (Standard Chartered Bank (Hong Kong) Limited became a note-issuing

bank from 2004), the other two being the Bank of China (Hong Kong) and The

Hongkong and Shanghai Banking Corporation.

The bank supports marathons in many cities, including London (The City

Run), Jersey, Singapore, Dubai, Lahore, Mumbai, Hong Kong, and Nairobi.

21



Standard Chartered global presence

Standard Chartered global presence

The Americas Africa Asia Middle-East

Argentina Botswana Afghanistan Bahrain

Bahamas Cameroon Australia Jordan

Brazil Gambia Bangladesh Lebanon

Canada Ghana Brunei Oman

Colombia Ivory Coast Cambodia Qatar

Mexico Kenya China UAE

Peru Nigeria Hong Kong

US Sierra Leone India

Venezuela South Africa Indonesia

Tanzania Japan

22



Uganda Laos

Zambia Macus

Zimbabwe Malaysia

Mauritius

Nepal

Pakistan

Philippines

Singapore

South Korea

Sri Lanka

Taiwan

Thailand

Vietnam

23



Standard Chartered Bank in India

The Chartered Bank opened its first overseas branch in India, at Kolkata, on 12 April 1858.

Eight years later the Kolkata agent described the Bank's credit locally as splendid and its

business as flourishing, particularly the substantial turnover in rice bills with the leading Arab

firms. When The Chartered Bank first established itself in India, Kolkata was the most

important commercial city, and was the centre of the jute and indigo trades. With the growth of

the cotton trade and the opening of the Suez Canal in 1869, Bombay took over from Kolkata as

India's main trade centre. Today the Bank's branches and sub-branches in India are directed

and administered from Mumbai (Bombay) with Kolkata remaining an important trading and

banking centre.

1.1 Standard Chartered Bank: Getting to know

Standard Chartered Bank derives its name after two banks – Standard Bank of British South

Africa and the Chartered Bank of India, Australia and China. The merger took place in 1969.

Standard Chartered Bank is regulated by the Bank of England and is a clearing bank of United

Kingdom.

The new millennium brought with it two of the largest acquisition in the history of the bank-the

acquisition of the Grindlays Bank from the ANZ group for a consideration of $1.34 billion and

acquisition of the Chase Consumer Banking Corporation in Hong Kong for $ 1.32 billion.

These acquisitions demonstrate Standard Chartered Bank’s firm commitment to the emerging

markets.

1.2 Standard Chartered Bank at a Glance

Standard Chartered Bank employs 70,000 people with 125 nationalities and nearly half of

whom are women. So it proves that the bank has an international diverse workforce. Standard

Chartered has a network of over 1,600 branches and outlets and 5,500 ATMs in more than 70



countries and territories across the globe. The group provides consumer-banking services to

individuals and small to medium size businesses, and offers Wholesale Banking capabilities to

corporate and institutional clients. With 150 years in the emerging markets the group has

supreme knowledge and understanding with the customers in the market.

Standard Chartered Bank recognizes its responsibilities to its staff and to the communities in

which it operates. Their 150 years of history gives them a deep better understanding of their

markets, their customers, and the local communities where they operate. It is a strong platform

for future growth. Standard Chartered is holding leading positions in dynamic markets. They

are in some of the world’s fastest growing markets including the United Arab Emirates, India,

China, and the markets of South Asia. They are present in many of their markets for several

generations and have become a trusted partner to businesses and individuals. In other words,

they are trusted and well respected provider of financial products and services. The bank has

built up an enviable knowledge of local markets in Asia, Africa, the Americans and the Middle

East. In many cases, they have had a presence for more than a century. Their first two branches

8



were in Calcutta and Shanghai and the bank has been operating continuously in China for the

last 144 years.

1.3 Standard Chartered Banks in Bangladesh

Standard Chartered Bank is the largest multi national bank in Bangladesh. The Bank opened its

first branch in Chittagong in 1948, which was at that time the eastern region of the newly

created Pakistan. The branch was opened mainly to facilities the post-war re-establishment and

expansion of South and South East Asia.

At present the Bank has ten branches in Dhaka, it also have one offshore banking unit inside

the Dhaka Export Processing Zone at Savar, one branch in Narayanganj, three branches in

Chittagong, one branch in Khulna, one branch in Sylhet, one branch in Bogra. In the year 2000,

Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and

South East Asian countries. Former Grind lays Bank started its journey in Bangladesh in 1905

under the name of Grindlays Bank. Standard Chartered Bank took-over the operation of ANZ

Grindlays Bank in Bangladesh as a part of acquisition of South East Asian and Middle East

operation of Australia and New Zealand Banking Group.

After acquisition, Grindlays Bank has become a part of Standard Chartered Group. The Bank

presently has 25 branches in 6 cities, 60 ATMs and 2,750 employing over people.

Recently, the bank opened a new branch in Bogra to reach out in the northern part of the

country .The network of SCB engages itself for providing best quality banking service in retail,

commercial and corporate banking segments. The country’s top Enterprises; Multinational,

Local Corporation and Financial institutions are served by SCB. SCB is the best among the top

performing multinational bank in Bangladesh.

9



1.4 Vision

A Bank with Vision is the motto of Standard Chartered Bank. The vision is to be the most

efficient financial intermediary in the country. The relentless journey to achieve that visionstarted in 1995, since the very inception of the Bank. The journey still continues and will never

stop. Standard Chartered Bank sets a high standard for itself and every achievement of the

bank is a striving agent to reach a new height.

1.5 Mission

o To consistently help the customers make Intelligent Financial Choices.

o By being the preferred provider of the Highest Quality services in the Chosen business

areas, Relevant to all the Constituencies.

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

results in Absolute Professionalism.

1.6 Objectives

o The main objective of Standard Chartered Bank is to maximize the profit through

customer;o To ensure high return on investment and with different products and services;

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

operation;

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

The Bank believes that to provide standard financial services is to deliver a quality that makes

every transaction a pleasurable experience. The bank also believes that Customer is always

right and in the core of everything. So providing them friendly and personalized service, tailor-

made solutions for business needs, global reach in trade and commerce at the doorsteps and

high yield on investments are the core objectives of the bank and also ensuring the

development of a consistent, aligned collection of practices, programs and policies to facilitate

the achievement of the organization.



SWOT N LYSISThe SWOT analysis comprises of the Organization’s internal strength

and weakness and external opportunities and threats. SWOTanalysis gives an organization an insight of what they can do in

future and how they can compete with their existing competitors.

This tool is very important to identify the current position of the

organization relative to others, who are playing in the same field

and also used in the strategic analysis of the organization.

Strengths

Dominant market position in

chosen markets

Customer franchise

Strong regional focus

Product diversity

Experienced and efficient

management team.

Better infrastructure facilities. Company reputation and

goodwill.

Sound profitability and growth

with good internal capital

generation.

Larger corporate client base.

High performing bank.

Comfortable capital adequacy ratio.

Strategy is focused on emerging markets, taking advantageof faster recovery in such markets



Weaknesses

Limited headroom for growth in

top names SQ: not at par with customer

expectation

Lack of up-country reach

Perceived lack of flexibility vis-a-vis

local banks

Turnover and long term people

issues

Small market share.

High concentration of fixeddeposit and large scale of loans.

Lack of full-scale automation.

to cope with rising loan losses.

Exact level of the bank's exposure

to Dubai is unclear as the debt crisis is yet to settle

Opportunities

Untapped Middle Market Acquisition of PCB clients

State-owned Enterprises (SOE) Sector

Acquisition of Banks/NBFI

Islamic Banking

Structured Products

Scope of market penetration through diversified products.

Automation of transaction processes and online branch

banking.

Government’s policy of encouraging heavy inflow of foreigninvestment.

Regulatory environment favouring privet sector development.

Increasing purchasing power of people.

Increasing trend in international business.

Global efficiencies.

Acquisitions, including American Express Bank (excluding the

primary business of AMEX).

The bank is expanding its wholesale services into India's equity

market



Threats

Aggressive competition from Int. & local banks

Political volatility & regulatory impediments

Loss of people to competition

Privatised/re-structured NCBs

Increasing competition for market share in the industry.

Frequent changes of banking rules by central bank.

Market pressure of lowering of lending rate.

The banking industry is consolidating in Europe and the US.

The continued economic downturn. HSBC's Indian operations will be greatly expanded after it

purchased RBS' branch network in Q409

National and global political unrest.



Part # 2

Chapter # 1

Introduction of the Study

11



1.0 Introduction of Study

1.1 Rationale of the Study

Employees’ objective is to satisfy customers. So they always try to satisfy customer through

their work and service. So for providing better customer service to secure smooth banking,

Standard Chartered Bank recruits qualified employees. So I want to know about employees’

involvement with the job and employer’s contribution to employee.

The main intention of this study is to show how the HR practiced in a service providing

organization and to assess employees’ perception towards management policy and on their

jobs. By observing the process I get the opportunity to understand the extent of employees’ job

satisfaction and to oversee the present market requirements and factors which are being

considered in HR practices, level of job satisfaction and employees psychological contract with

the organization.

1.2 Statement of the Problems

Employees are working hard to satisfy customers and they are qualified for the banking

service. So I would like to know whether they are satisfied with HR practices and what are the

HR practices on Standard Chartered Bank in Bangladesh? And what is their perception onmanagement?

1.3 Scope of the Study

Standard Chartered Bank is a multinational Bank and it plays a significant role in the economic

development through their better service. As an intern I got the opportunity to work for this

giant Organization. I am placed at the customer service and relation section under the

consumer banking division of Standard Chartered Bank at Sheraton Branch. I got an enabling

environment and opportunity to observe the overall Services and employee’s involvement in

customer service. I am, in addition, getting the scope to interact with customers and reveal their

expectations. For customer satisfaction in branch level employees work hard and they are

qualified to satisfy customer needs. So I prepared this report on HR practices of Standard

Chartered Bank which is linked with Organizations strategy and to know about employees’

12



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

psychological contract with the Organization”. The scope of this report is to have an overall

idea of its human resource practices, its position in the industry, and to know about job

satisfaction with employees’ psychological contract with organization. From this report we can

generate idea about Recruitment system, Performance management, Training and Development

Process, Job Analysis, Compensation and Benefits, Employee grievances and dispute

resolution process, Job satisfaction, Employees Physiological Contract of financial service

providing organization.

1.4 Delimitation of the Study

The scope of this report to have an idea of HR practices being undertaken by Standard

Chartered Bank. Based on the management policy of the organization, this study will deal with

the HR activities. This is conducted through interviewing personnel. The delimitation of the

report is that the information is confidential and quite difficult to get from HR department.

The employees of Sheraton Branch and Chawkbazar Branch of Standard Chartered Bank are

involved in survey sessions. Survey conducted on Branch Manager, Personal Financial

Consultant, Sales Team Manager, Customer Service Officer, Branch Risk Manager, Asset

Center officer, Customer Service Manager, Customer Service Executive, and Branch Sales

Executives. They are representatives of other employees who worked in other branches.

Because my survey only focus on branch level employees who are directly linked with

customer services. Branches are all identical and are working with a group of staff of same

status, rank and qualifications; plus the nature and type of services are same in all the branches.

So if a branch is studied, it will give a representative sample of knowing the objectives.

Because of the heavy workloads, employees are not accessible to interview them in other

branches, but for advantage of my attachment with the branches I found an opportunity tointeract with them individually and in details. However, relevant HR related information

collected from Managers and Employees of the Branch.

1.5 Objective of the Study

13



Broad Objective:

Broad objective is to know about HR practices of Standard Chartered Bank (SCB), Bangladesh

and a Survey on Job Satisfaction and Employees Psychological fulfillment of Contract.

Specific Objectives: Focus on

o Mission, vision, objectives. o Organizational structure.o Job analysis.

o Recruitment process.

o Training and development process. o Performance appraisal system.

o Compensation and Reward management. o Employees’ data record system. (HRIS). o Employee relationship.

The survey focuses on:

o Satisfaction, Motivation, Psychological contract

1.6 Survey Analysis

1.6.1 Background of the Survey

Standard Chartered Bank (SCB) since its incorporation has been committed to hire the most

effective and efficient manpower to provide quality services, maintain a high standard of

corporate governance, and a continuation of excellent performance in international business.

Importance have been given for building skills & efficiency among the employees to perform

their assigned day to day activities with due confidence. To ensure, the SCB provides them

with various kinds of training programs and proper compensation benefits.

Employees’ objective is to satisfy customer. So they always try to satisfy customer through

their work and service. So for providing better customer service to secure smooth banking,

standard chartered bank recruits qualified employees. So I want to know about employees’

involvement with the job and employer’s contribution to employees.

The main intention of this survey is to show job satisfaction, motivation and fulfillment of

employees’ physiological contract.

Employees are working hard to satisfy customers and they are qualified for the banking

service. So this survey generates knowledge about whether they are satisfied or not. And

14



Whether the Organization fulfills their psychological contract? This is because

that the satisfied employees can only perform and serve higher quality of

service. And organization’s mission is by being the preferred provider of the

Highest Quality services in the Chosen business areas, Relevant to all the

Constituencies. Being a Workplace of Choice that fosters Excellence, builds

Intellectual Network and results in Absolute Professionalism. To achieve the

mission, Organization provides better HR practices to satisfy employees.

1.6.2 Survey Objectives

Primary Objective:

Conduct a Survey on Job satisfaction and fulfillment of Employees

Psychological fulfillment Contract.

Secondary Objectives:

o To know Job likeness.

o Is the job is

boring or enjoyable.

o Satisfaction of

work.

o

Is the job isinteresting or not.

o Motivation to

do the job.

o Is the job is secured or not.

o To know fulfillment of psychological contract.

1.6.3 Purpose of the survey

This survey is related to satisfaction, motivation, and Job security and

employees psychological contact. If employees are motivated and feel secured

with the job they will be satisfied with the job and fulfillment of employees’

psychological contract shows that they are motivated and satisfied. So to know

about job satisfaction I conduct this survey.



Part # 2

Chapter # 2

Methodology of the Study

16



2.0 Methodology of the Study

2.1 Data Collection Method of Report

Sources of Data: o Interviewed employees.

o Had discussion sessions with officials of Standard Chartered Bank.

o Consulted Annual report of Standard Chartered Bank.

o Consulted relevant other published documents of Standard Chartered Bank.

o Visited and studied Web site of Standard Chartered Bank in Bangladesh.

2.2 Methodology and Sampling method of survey

2.2.1 Type of Survey: Exploratory survey

2.2.2 Data collection Method:

o Questionnaire survey:

To gather knowledge and information about job satisfaction and fulfillment of employees’

psychological contract, I conduct survey which is questionnaire based. I gave questionnaire to

them and employees fill the questionnaire.

2.2.3 Sampling Procedure:

o Population:

I conduct this survey only on Branch level employees; they work under consumer Banking

division of Standard Chartered Bank. They have common set job characteristics that they have

to fulfill targets and provide higher quality service to customer.

Under Service Booth, Branch Sales and service there are about 444 employees work to serve

higher quality service to customer. So, these 444 employees of Service Booth, Branch Sales

and Service are respected as “Population” for this survey.

17



Population Size: 444 Employees.

o Sample:

I worked as Intern in Sheraton Branch, Standard Chartered Bank so I conduct my survey onthese branch employees and with the help or Branch Risk Manager I also conduct this survey

on Chawkbazar Branch, Standard Chartered Bank. I took 29 employees as sample for this

survey.

Sample: 27 employees.

o Target population:

I conduct questionnaire survey on 27 employees to complete this

survey. Targeted population: 27 employees.

o Stage of Sampling:

Population Size: 444 Employees.

Sample: 27 employees.

Targeted population: 27 employees.

Relevant Population: Employees of Branch Sales and Service, Booth Service under

Consumer Banking Division.

o Sampling Frame:

Total Population

Designation Amount

Branch Sales And Service 20

Managers.

Sales Team Managers. 20

Customer Service Managers and 26

Booth Incharges.

Branch Risk Managers. 13

Personal Financial Consultants. 80

18



Customer Service Officers. 130

Service Ambassadors. 20

Branch Sales Executives 60

(Contractual).

Customer Support Executives 15

Contractual).

Asset Center Employees. 60

Total : 444 Figure 1: Population of this survey.

o Target population / sample:

Designation Amount Age

Branch Sales And Service 3 40-45 Managers.

Sales Team Managers. 2 30-35

Customer Service Managers and 1 30-37

Booth Incharges.

Branch Risk Managers. 2 30-37

Personal Financial Consultants. 3 28-41

Customer service officers. 7 28-41

Service Ambassadors. 1 28-30

Branch Sales Executives 1 28-30

(Contractual).

Customer Support Executives 1 25-30

Contractual).

Asset Center Employees. 6 28-35

Actual Sample Unit: 27 employees.

Figure 2: Target population / sample of this survey. .

2.2.4 Questionnaire Design

19



o Likert scale

To measure attitudes toward satisfaction and dissatisfaction, Motivation, job Security and

fulfillment or physiological contract I used likert scale. Through 33 questions I tried to know,

how they feels about job.

2.2.5 Data Analysis Method

The data analyzed on Microsoft office and Excel. The statistical data analyzed through

Microsoft excel.

20



Part # 2

Chapter # 3

Topic Related Discussion

3.1 Organizational Structure

21



3.1 Organizational Structure

3.1.1 Development of Organization

Organization Mission of the Development

philosophy Organization policy

Work unites Goals and Formulationactivities and objectives Organizationaltasks strategy

Figure3: Development process of organization.

A. Organization philosophy:

The philosophy at SCB is to lead the way everything they do, ranging from the commitment to

the people, customers and the community to working in harmony with investors and regulators.Five values followed by SCB are described below:

o Responsive: Standard Chartered is good on their word. They are accessible whenever and

wherever the customers need them. Not only do they strive to deliver solutions, they also aim

to exceed customer’s expectations.

o Trustworthy: They respect the customers, and the life customers live. By understanding

customers’ needs and tailoring the right financial solutions for customers, they earn Standard

Chartered trust.

o Creative: Creative thinkers are not limited by convention. They allow their minds to soar

beyond predictable solutions. That’s how standard chartered approaches each challenge posed

to the bank, which is why they base their products and services on ideas that are innovative,

perceptive, and instinctive.

22



o International: SCB understand the balance between global and local. Customers trust

them to be established and internationally-networked, while at the same time sensitive to the

customer individual needs. Their strong network across cultures helps customers build stronger

relationship based on ideas.

o Courageous: A commitment to being there for customers, in good times and bad. They

help customers achieve their aspirations by guiding them towards the right choice, not just the

easy one.

B. Mission of the Organization:

The vision is to be the most efficient financial intermediary in the country. The relentless

journey to achieve that vision started in 1995, since the very inception of the Bank. The

journey still continues and will never stop. Standard Chartered Bank sets a high standard foritself and every achievement of the bank is a striving agent to reach a new height.

Missions:

o To Consistently help the customers make Intelligent Financial Choices.



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


C. Development policy:

The development policy grew up with the aim to serve quality service to customer. So standard

chartered bank hires talented and intelligent work force and create better work place to work.

Development policy depends on:

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

their relationships and expertise.

o Competitive positioning: Combining knowledge and creativity to outperform competitors.

o Management discipline: Continuously improving the way they work, balancing the control

of costs and risk with efficient management.

23



D. Formulation of Organizational strategy

Leading by example to be the right partner for its stakeholders, the Organization is committed

to building a sustainable business over the long term that is trusted worldwide for uploading

high standards of corporate governance, social responsibility, environmental protection and

employee diversity.

o Strategic intent: Be the world’s best international bank.

o Strategy making:

Top management and executive management (Country Head, CEO, and Corporate Head) make

the organizational strategy. But strategy depends on criteria of business and market.Management made their own policy and strategy to run the business.

Bank asks it self when make the strategy:

1. What are we now?

2. What do we want to be?

3. What is the best way to get there?

o Strategy content:

1. Types of business.

2. Target market.

3. Market growth and situation.

4. Service quality.

5. Profit turn over.

6. Analyze Competitors policy.

7. Competitive advantages.

8. Analyze risk.

9. KSAO Requirement that fixed with policy and task.

24



10. Discipline and actions.

11. Analyzing past and present business environment.

12. Analyzed SWOT.

o Operation strategy for banking:

How can we satisfy our customer? This is the most important question that bank can ask from

it self and its people. Customers needs and wants to run the full gamut, from tangible products,

quality service delivered and attitude of management to the aesthetics. Standard Chartered

Bank aims to satisfy these needs and wants by developing and full filling mission and

strategies which can be as the customers they serve.

E. Goals and objectives

o Objectives:

The main objective of Standard Chartered Bank is to maximize the profit through customer

satisfaction which very much reflects the idea of fundamental marketing concept. It has been

pursuing to earn maximize profit by providing best and improved customer service.

o To ensure high return on investment and with different products and services.

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

banking operation.

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

o To strive for profit and sound growth.

The Bank believes that to provide standard financial services is to deliver a quality that makes






the achievement of the organization.

25



o Goal:

On delivery of quality service of all areas of banking activities with the aim to add increased

value to shareholders investments and offer the highest possible benefits to the customers.

F. work unit activities:

Major Business Units

Business Banking of SCB

Corporate Treasury Institutional Consumer Custodial

Banking Division Banking Banking ServiceGroup Group Division

Local Multinational

Figure 4: Major Business units of SCB, Bangladesh.

o Corporate Banking Group:

The objective of this department is to maintain a thorough knowledge of the client's business

and to develop positive relationships with them. The Corporate Banking Group in Bangladesh

has displayed a spirit of community involvement by working with NGOs to underwrite soft

loans. Standard Chartered Bank offers its corporate customers:

26



o The wide varieties of lending needs are catered to with skilled and responsive

attention.

o Project finance and investment consultancy.

o Syndicated loans.

o Bonds and Guarantees.

o Local and International Treasury products.

o Treasury Division:

The Bank's treasury specializes in offering solutions to those who wish to manage interest rate

and currency exposures that result from trade, investment and financing activities of other

dynamic economies of the region. Treasury operations are developed in line with changing

market conditions to provide the best services to its customers. According to BAFEDA

(Bangladesh Foreign Exchange Dealers Association), Standard Chartered Bank presently

controls 42% of the local foreign exchange market's traded volume.

o Institutional Banking Group:

The IBG of Standard Chartered Bank offers a wide variety of products and services to banks

and financial institutions. The Bank offers a full range of clearing, payment collection and

import-export handling services.

o Custodial Service:

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

commitment to the provision of custodial service in Asia. Equator’s customers are primarilyforeign global custodians and broker/dealers requiring cross border information as well as sub-

custodian services. Standard Chartered Bank of Bangladesh is responsible for the planning in

Bangladesh, but the overall management of the custody business is based on Equator’s

international business strategy.

27



o Consumer Banking Division:

Superior retail banking services comprising a wide range of deposit and loan products are

offered by the Standard Chartered Bank to its individual customers. The Consumer Banking

division constantly faces challenges and meets them by developing new products and services

to fulfill the specific requirements of local and foreign customers. Bank offers a 24-hour

service in Bangladesh through its Money link ATM network and Phone-link Phone Banking

services.

Consumer Banking

Unsecured VC Secured VC Liabilities CCU Shared

Distribution VC

Credit cards Personal Financial

Services

Personal Loans

Islamic Personal Finance

Flexi loans

Figure 5: Structure of consumer banking.

Support Units

Major support units of Standard Chartered Bank are;

o Information Technology Department:

They help in the implementation and generation of computerized reports. Another major duty

of the department is to maintain communication with the rest of the world.

28



o Central Operations:

Central operations deals with the closing and opening of accounts and other payment and

account related processing of the Personal Banking division. Treasury operations help to deal

with the processing works of the treasury division. Loan Administration Unit (LAU) deals with

the processing of the Corporate Banking division. Operations also have a department that deals

with internal projects that arises from the need to deal with certain problems or to make certain

changes.

o External Affairs:

This department deals with advertising, public relations, promotions, partial marketing which

involves disseminating new products and services to customers and above all ensuring service

quality.

o Legal and Compliance:

In UK, Standard Chartered Bank is regulated by the Bank of England, while in Bangladesh

local banking laws regulate it and rules set by the Ministry of Finance and Bangladesh Bank.

Some of the key areas that the Legal & Compliance department has to take care of are: any

kind of legal issues, to advise the CEO regarding all matters and the management on legal andregulatory issues, correspond regulatory compliance issues to MESA Regional Head of

Compliance, and supervise internal control (e.g. internal audit).

o Human Resources Division:

This department manages recruitment, training and career progression plan. Standard

Chartered Bank highlights the importance of developing its people to create a culture of

customer service, innovation, teamwork and professional excellence. Human Resource

department involves making the function of managing people the most important priority in the

organization and integrating all human resource programs and policies within the framework of

a company’s strategy. This department also realizes that people make or break an organization

because all decisions made regarding finance, marketing, operations, or technology are made

by an organization’s people.

29



Organizational Structure of Human Resource Department

HR Head Head HR Service DeliverySr. Resourcing

South Asia Bangladesh Manager

Sr. HR Sr. HR Manager, HR Manager, Relationship Relationship Service Delivery Resourcing

Manager – WB Manager – CB

HR Officer

HR OfficerHR Relationship

Manager – GTO & CB

HR Officer

Figure 6: Organ-o-gram of HRD.

30



Organizational structure

CEO

Head of IT Head of CB Chief Chief Head of Head of

finance operati HR Serviceofficer on Deliver

officer

Head of Head Head of Head corporate Head ofcredits GSM market affaires CR

Multi Head of Large Local Local

National transaction (asset) asset (Asset) banking

Head of Head of Head of Business

product supply chain solution Development

deliver Manager

Asst. Asst.Product ManagerManager Manager

Figure 7: Organ-o-gram of the organization.

Structure: Organic structure and prefer team work.

Branch Structure

31



Branch sales and Supporting staff:

service manager ServiceAmbassador

Sales Team Customer service Branch RiskManager manager Manager

Personal CustomerFinancial service

consultant officer

Contractual: branch sales

Figure 8: Branch Organ-o-gram.

32



Part # 2

Chapter # 3


3.2 HR Planning and Forecasting

33



3.2 HR planning and Forecasting

HR planning is a process, which anticipates and maps out the consequences of business

strategy on an organization’s human resource. This is reflected in planning of skills and

competence needs as well as total headcounts. Every organization need to be able to forecast

and plans for its future requirements.

At Standard Chartered Bank, human resource planning, involves forecasting the numbers of

people which will needed by the bank, and then working out the best way of obtaining then as

and when they are needed.

o Forecasting:

Forecasting activities:

o Workforce number is sufficient detail to be use full.

o Work force supply.

o Impact on budget and funding.

o Who’s responsibility for it?

Banks operates in a dynamic environment where new and advance practices are frequentlyemerging resulting in changing customer’s requirements. HR department and divisional

managers are responsible for it.

o Planning process:

HR planning process consists of forecasting, goal setting, strategic planning, and process

implementation.

Hr manager should attempt to ascertain the supply of and demand for various types of human

resources. The primary goal is to predict areas with in the organization where there will be

future labor shortages of surpluses.

34



Planning Process

Organization HR design-Shaping Work force

Strategy for success planning

Assessing Assessing the

organization’s need of peoplecompetencies

Investment to develop organization

Figure 9: HR planning process of SCB.

o Organization strategy:

To consistently help the customers make Intelligent Financial Choices. By being the preferred

provider of the Highest Quality services in the Chosen business areas, Relevant to all the

Constituencies. By being a Workplace of Choice that fosters Excellence, builds Intellectual Net

worth and results in Absolute Professionalism. So for best service organization hires best

employee and organization provides best compensation and training for their job satisfaction

and development.

o HR Plans:

HR plans consist of:

35



Planning components

Recruitment and Orientation and Assigning dutiesselection training

Career Development Compensation & Performance Measure benefits

High performance

Figure 10: Planning component.

o Work force planning and need assessment:

Organization plans employees’ job and responsibilities based on organization’s objectives. And

divisional manager .senior manager asses what they need and how many employees they need

to accomplish there task and asses that, which are the best fitted for the post and positions. And

HR also assesses the process.

o Organization’s competencies:

Before recruiting employees’ organization asses the market situate and prepare budget with

compensation and training plans. And create the post to hire employee.

o High performance:

Because of HR practices employees can develop career and they feels satisfied. And best

practices direct employees to serve best services with high performance.

36



Forecasting Process:

Strategy of Scenario planning Assessing Demandorganization and supply

HR plans Gap analysis

Figure 11: Process of forecasting.

Organization strategy is to hires qualified employee to provide best services to customer. And

organization’s goal is to be the world’s best international bank. For example: Suppose

Branch’s sales team manager need a personal financial consultant so he will send requisition to

HR. HR assess the job and assess supply and demand. And HR also analyzes the gap or the gap

can also assess by managers. After analysis organization recruit employees as based on plans.

When organization, assesses the demand and supply, organization focus on:

o Requirement by number.

o Requirement by locations or divisions.

o Requirement by skills.

37



Part # 2

Chapter # 3


3.3 Job Analysis

38



3.3 Job Analysis

An organization’s mission statement presents the guiding rationale for the activities of all sub-

units and employees. To attain the strategic and operational goals, it is necessary to develop

short-run production and operational budgets, as well as to specify the division of labor,

commonly referred to as partitioning the work process into manageable units called jobs. A job

can be defined as a grouping of related duties, tasks and behaviors performed by one or more

individuals, namely jobholders. Each job has one or more positions – in other words, the

number of individuals who are performing the duties required by that specific job. The analysis

of subdivided work in the organization, both at the level of the individual job and for the entire

flow of the production process, is referred to as job analysis.

Standard Chartered Bank also follows job analysis. They define job analysis as an examination

of the jobs in an organization with a view to documenting the knowledge, skills, abilities and

others (KSAOs, e.g. experience) associated with successful performance of those jobs. They

collect job analysis information through job description method. The written outcomes of the

process are referred to as job description and it is being prepared by the department head and

HR department. The bank emphasizes more on the duties and tasks which needs to be carried

out in the job. In case of Standard Chartered Bank there are two reasons of following the job

analysis. One reason is that it is suitable for the organization and another reason is tradition.

The process of job analysis of Standard Chartered Bank involves the following three steps to

maximize the potential for success.

o Individual interview method:

To gather information about a job, sometimes they interview job incumbents, as well as co-

workers, supervisors, suppliers, clients and subordinates.

o Observation method:

Sometimes the job analysts observe directly and sometimes indirectly based on the

requirements. For direct observation job analysts are needed to stay on the spot and for indirect

observation videotaped can be used.

39



o Structured questionnaire method:

The bank also use questionnaires for job analysis and some of the more frequently used

instruments include:

1. The position description questionnaire.

2. The functional job analysis.

3. The job diagnostic survey.

4. The position analysis questionnaire.

These survey instruments are normally completed by job holders, their supervisors and

people who work in other jobs that are related to the specific job being investigated.

I worked for branch sales and service under consumer banking. Job analysis of branch and

sales describe bellow.

Branch structure

Branch sales and Supporting staff:

service manager serviceambassador

Sales Team Customer service Branch Risk

Manager manager Manager

Personal CustomerFinancial service

consultant officer

Contractual: branch sales

Figure 12: structure of the branch.

40



3.3.1 Job analysis of Branch employee (examples)

Sales Team Manager

Objectives : To position the branch as an effective Personal and SME Banking sales and

service outlet by providing superior customer service for increasing the customer base and

achieving the branch asset & liability targets. Assist the BSSM/BRM to ensure that all the

Group & Local Regulatory guidelines are followed in operations of the branch.

Achievement:

o

Branch Profit target.

o Branch Asset & Liability targets.

o Branch Service Standard targets.

Reporting Relationship:

To For

Branch Sales & Service Working on Strategies to meet target and for

Manager Performance management & Coaching for Development.

BSSM.

Key Relationship

Internal:

Liaise With For

Branch Sales & Services Performance management & Coaching for Development.Manager.

Customer Services Manager Daily Cash related services.

Personal Financial Managing sales & services activities.

Consultants

Service Ambassador. Co ordination of sales & services activities.

41



Customer Service Officers. Co ordination of sales & services activities.

External:

Liaise With For

Relationship Managers. Handling Corporate Transactions.

Value Center Managers. New Processes Implementations/product delivery.

Support Unit Departments. Issues of premises, security, stationeries, finance etc.

Other BSSM, STMs & PFCs. Coordination of Sales and Services Activities.

Account Services. Issues related to customer accounts/records.

Asset Operations. Disbursement of CB loans.

Trade Services. Enquiry of FCY Cheque collection.

Legal & Compliance. Approval of accounts, Deceased/Unclaimed/Sanctions.

Consumer Credit Unit. Approval of CB Loans.

Securities Bonds Dept. Issues related with US Dollar Bonds etc.

Service Quality. Issues related with SQ Survey, Examinations etc.

Existing and Prospective To make relationship and grow existing portfolio.

customers.

Direct Reports: PFCs, BSOs & BSEs.

Duties and responsibilities:

Duty 1: Fulfill Financial/Sales and objectives.

Responsibilities:

o Undertake major initiatives to achieve set targets in terms of building assets and liabilities

set forth in Job Objective.

o Supervise the PFCs, BSOs and BSEs to achieve Sales and Service momentum. o

Increase the customer base of the branch.

o Capitalize on cross-sell opportunities.

o Communicate with customers and potential customers for sales opportunities.

o Help organize sales promotions (Campaigns, presentations, seminars, exhibitions etc) in

coordination with the BSSM & other sale channels.

42



o Ensure cost minimization/control environment.

Duty 2: Maintain service quality.

Responsibilities:

o Provide high quality service to Consumers, Priority and SME Banking Customers. o

To achieve set targets in terms of service standards for customer transactions.

o Show a significant development of Service Quality levels across the Branch. o

Supervise customer complaints.

Duty 3: Complete operations.

Responsibility:

o Own and drive Customer Due Diligence, Reputation Risk, and Anti-Money Laundering

Initiatives.

o Establish Risk Recognition and Compliance Culture among the branch.

o Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings.

o Advise the PFCs for Proper documentation for different types of Account Opening &

Closing for all customers and keeping the error rate at acceptable level.

o Guide PFCs for Proper documentation for Dormant Account Regularization, Deceased

accounts and all other account related services.

o Supervise the PFCs and BSEs on Loan proposal, documentation and arrange approval of

the same.

o Maintenance and subsequent destruction of undelivered security items (e.g. PIN, TIN, Hold

Mail, Debit Card, Cheque Book).

Duty 4: Operational risk/administration.

Responsibilities:

o Assist BSSM in the implementation of all risk related policies and procedures within the branch.

o Co-ordinate with BSSM in establishment and or completion of self-assessment toolkits such

as Key Control Standards.

o Keep abreast of local regulatory changes and assist BSSM in his/her role in creating

awareness & implementation of local regulatory regulations & guidelines in the branch.

43



o Assist BSSM in prevention of money laundering by monitoring of various transaction

reports.

o Assist the BSSM to ensure that branches maintain all the records that are auditable for good

audit rating.

o Assist BSSM to ensure the carry out of Business Continuity Plan among the department.

o Act as the custodian of the Prime Keys as authorized in Key Register. o

To maintain the branch premises.

o To ensure proper branch security.

o Ensure proper signage’s are in place.

Duty 5: Assist personnel.

Responsibilities:

o Supervising, coaching and training the staffs on daily organization of work whenever and

wherever necessary for improved performance.

o Help create an environment where the branch people can operate as a team demonstrating

the Values of the Bank.

Duty 6: Create a Health & Safe work place.

Responsibilities:

o Ensure a safe and healthy workplace for all.

o Take reasonable care for the health & safety of co-workers and those who may be affected

by your actions or your omissions.

o Cooperate with management to support and promote Health and Safety in the workplace.

o Encourage others to work in a healthy and safe manner.

o Report all accidents and incidents and bring to the attention of management any hazard in

the workplace.

What is needed to join this post?

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

44



o Should be a University Graduate, preferably with a Business Major.

o Sound knowledge of SCB Retail products and other banks’ products and services. o

Sound Knowledge on Market and Economic trends.

o Language proficiency for written and verbal communication in English & Bengali. o

Good Knowledge on local banking regulations.

o Computer skills (Windows XP, MS Word, MS Excel, MS Power Point).

o Good knowledge on Group Code of Conduct, Standard Documentation, Operational

Manual for Personal Financial Consultant , Group Operational Risk Policy and other Procedure

Manuals.

o Leadership skills to lead and motivate a team of sales and service.

o Strong selling and interpersonal skills required to convince customers and sell bank

products.o Initiative and drive to achieve set targets and service standards.

o Creativity in terms of meeting customer demands with existing products.

o Organizational/Managerial skills (Campaigns, Promotions, Mail Shots, Seminars etc.)

Job analysis of

Customer Service Manager

Objective: Organizing, Supervising and Leading the Teller Services functions with the

customer services officers in the branch are to ensure that the delivery of quality service to

customers. Help project a professional and warm image of the bank. Exercise the operational

controls and continuous improvement in operational efficiency. Maximize new business

opportunities by building new relationships and Cross Selling. Assist the BSSM/BRM to

ensure that all the Group & Local Regulatory guidelines are followed in operations of the

branch.

Direct Report to:

To For

Branch Sales & Service Working on Strategies to meet target and for

Manager. Performance management & Coaching for Development.

45



Direct reports: Customer Services Officers.

Relationship:

Internal:

Liaise With For

Branch Sales & Services Performance management & Coaching for Development.

Manager.

Customer Service Officers. Supervise day-to-day operation.

Sales Team Manager. Co ordinate of sales & services activities.

Personal Financial Co ordinate of sales & services activities.Consultants.

Service Ambassador. Co ordinate of sales & services activities.

External:

Liaise With For

Customer Service Delivery. Operational Issues.


Value Center Managers. New Processes Implementations.

Value Center Senior Asset Product Delivery and Feedback.

Managers.

Support Unit Departments. Issues of premises, security, stationeries, finance etc.

Other BSSM, STMs & PFCs. Coordination of Sales and Services Activities.

Account Services. Issues related to customer accounts/records.

Trade Services. Enquiry of Cheque collection.

Legal & Compliance. Issues related to regulatory requirement.

Service Quality. Issues related with SQ Survey, Examinations etc.

Cash Management Issuance and Collection of TT, DD, TC & other

Operations. instruments.

46



Global Market. Exchange rate and Deal Booking.

National Collection Services. Cheque Collection for customer.

OIC- Regulatory Reporting. Reporting of FCY purchase and sale.

Feeder Branch. Issuance of FCY Draft and Cash movement.

Item Processing. Collection of cheques for Unopened accounts.

Service Quality. Issues related with SQ Survey, Examination etc.

Existing and Prospective To deepen relationship and grow existing portfolio.

customers.

Bangladesh Bank. Obtain permissions for FCY transactions and other

issues.

Duties and responsibilities:

Duty 1: Ensure Service Quality. Responsibilities:

o Providing prompt and high quality service to Consumer & Priority Customers.

o Undertake initiatives with the CSOs to achieve set targets in terms of service standards for

customer transactions.

o Ensuring that the branch premises are maintained to the specified standard. Recommended

workflow changes for greater efficiency.

o Resolving investigations and inquiries initiated by customer inquiry to the specified

standard.

o Continuing Customer Retention efforts with personal involvement in complaint resolution.

o Establishing Risk recognition and Compliance Culture across the branch.

o Own and Drive Know Customer, Reputation Risk, Money Laundering initiative. o

Report Suspicious Activities/Transactions to BSSM/BRO.

o Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings o

Ensure general house keeping standards of the branch.

o Customer quarries follow up and solve problems.

47



o Show a significant development of Service Quality levels across the Branch as measures by

Voice of Customer, Customer Satisfaction Survey and Mystery Shoppers Surveys.

Duty 2: Maintain Operations

Responsibilities:

o Approvals of Daily Cash & Transfer Transactions. Approval of the Transactions for

Remittances and other products (Drafts, Travelers’ Cheques, Cashier’s Orders, Foreign

Currency Exchange, Safety boxes etc).

o Approvals of Daily Cash & Transfer Transactions. Approval of the Transactions for

Remittances and other products (Drafts, Travelers’ Cheques, Cashier’s Orders, Foreign

Currency Exchange, Safety boxes etc).

Duty 3: Managing Operational Risk and Administration. Responsibilities:

o Assist the BSSM for the branch security management and coordinating with

Administration as and when required.

o Assist the BSSM to ensure that branches maintain all the records that are auditable for

good audit rating.

o Assist BSSM to ensure that proper signage is in appropriate place.

o Assist BSSM to ensure the carry out of Business Continuity Plan among the department.

o Maintain the branch premises. o

Ensure proper branch security.

o Ensure proper signage’s are in place.

What is needed to join this post?

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

o Should be a University Graduate, preferably with a Business Major.

o Sound knowledge of SCB Retail products and other banks’ products and services. o

Sound Knowledge on Market and Economic trends.

o Language proficiency for written and verbal communication in English & Bengali.

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o Good Knowledge on local banking regulations.

o Computer skills (Windows XP, MS Word, MS Excel, MS Power Point etc.).

o Good knowledge on Group Code of Conduct, Standard Documentation, Operational

Manual for Personal Financial Consultant , Universal Teller Process Guide, Group Operational

Risk Policy and other Procedure Manuals.

o Leadership skills to lead and motivate a team of sales and service.

o Strong interpersonal skills required to manage internal and external relationship.

o High level of initiatives, drive and achievement orientation to reach set targets and service

standards.

o Good Understanding in Service, Credit and Operational Risk Management.

o Fair Knowledge of IT related activities in terms of Trouble Shooting of branch processing

applications.

Achievements:

o Branch Service Standard target.

o Monitor Day to day Branch Operations.

Job analysis

Service Ambassador

Objective: Manage the Customer Service functions in the branch to ensure the delivery of high

quality Services to customers. Ensure maintenance of operational controls and continuous

improvement in operational efficiency. Maximize new business opportunities by building new

relationships and Cross Selling. Assist the BSSM/STM to ensure that all the Group & Local

Regulatory guidelines are followed in operations of the branch.

Reports Direct To:

To For Decisions and Authorities for Branch Operations and

issues not covered under own jurisdiction.Branch Sales & Services

Guidance on Service Quality Standards.Manager.

Performance management & Coaching for

Development.

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Key relationship:

Internal:

Liaise With For

Customer Services Manager. Operational Decisions and advices.

Sales Team Manager. Referral of new business.

Customer Services Officers. Co ordinate of Operational, sales & services activities.

Personal Financial Co ordinate of Operational, sales & services activities.

Consultants.Branch Sales & Services Performance management & Coaching for

Manager. Development.

External:

Liaise With For


Service Quality. Issues related with SQ Survey, Examination etc.

Support Unit Departments. Issues of administration, premises, stationeries etc.

Account Services. Queries on ATM card, Cheque books, PIN, TIN,

I-Banking.

Other Service Ambassadors. Gather Intelligence on Sales and Services techniques.

Existing and Prospective To deepen relationship and grow existing portfolio.

customers.

Duties and responsibilities

Duty 1: Maintain Service Quality Responsibilities:

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o Providing prompt and high quality service to Consumer & Priority Customers. o

To achieve set targets in terms of service standards for customer transactions. o

Ensuring that the branch premises are maintained to the specified standard.

Recommended workflow changes for greater efficiency.

o Resolving investigations and inquiries initiated by customer inquiry to the specified

standard.

o Continuing Customer Retention efforts with personal involvement in complaint

resolution.

o Establishing Risk recognition and Compliance Culture across the branch. o

Report Suspicious Activities/Transactions to BSSM.

o Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings.

o Ensure general house keeping standards of the branch. Customer quarries follow up and solve problems.

o Maintenance and subsequent destruction of undelivered security items e.g. PIN, TIN, Hold Mail, Debit Card, Cheque Book etc.

Duty 2: Operations

Responsibilities:

o Receive Delivery and safe keeping of Cheque Books, ATM Captured Cards, TIN, PIN, i-

Banking and Welcome Packs waiting to be delivered.

o Periodic reconciliation and balancing of Cheque Book, ATM Captured Cards, TIN,

PIN, I-Banking and Welcome Packs waiting to be delivered.

o Maintenance of Hold mails. o

Control of Security items.

o Destruction of undelivered PIN, TIN, Hold mails and Cheque books.

o Issue Solvency Certificate, Duplicate Statement and Balance Certificate in coordination

with CSM/PFCs.

Duty 3: Managing Operational Risk

Responsibilities:

o Assist the BSSM for the branch security management and coordinating with

Administration as and when required.

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o Good knowledge on Group Code of Conduct, and Group Operational Risk Policy.In

this way organization analyzes the job and prepares job descriptions and job specifications.

Part # 2

Chapter # 3

Topic Related Discussion3.5 Recruitment and selection

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3.5. 1 People and Management strategy for recruitment and development

As a company, Management and HR believe that if organization invests in recruiting and

developing talented people, outstanding performance will quickly follow.

Management and HR play to strengths of employees. They prefer to identify and develop an

individual’s strengths rather than focus on trying to fix their weaknesses. This sets Standard

Chartered Bank apart from many competitors because it is a surprisingly unusual approach.

However, it works: weaknesses will very rarely- if ever-be turned into strengths. But strengths

can be turned into even greater strengths.Focusing on strength means that:

o Recruit great people.

o Set them clear objectives that play to their strengths.

o Provide great development to build on their strengths.

o Recognize and reward exceptional performance.

The outcome of this is motivated or “engaged” individuals and terms who deliver outstanding

business performance. It is the way Standard Chartered delivers superior financial results.

Playing to strengths is a shared responsibility and line managers in fulfilling their potential to

deliver great business results.

Organization Mission is

o To Consistently help the customers make Intelligent Financial Choices.



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


So to help customer and to provide height quality service and to create professional, friendly

work environment organization hires qualified employee who are the best fitted for the job and

54



customer service because right recruitment strategy can help to accomplish organization

mission. Recruitment processes are linked with the mission and objectives of the organization.

Objectives of the organization is

Whether in treasury, consumer, or corporate banking, Standard Chartered Bank is committed to

provide the best. Meeting the demand of discerning customers is not the sole objective. The

Bank believes that to provide standard financial services is to deliver a quality that makes






the achievement of the organization. But the bank also tries to do the best in conjunction with

achieving the ultimate objective of a business organization – Wealth Maximization.

So Standard Chartered bank committed to provide best service to customer to meet their

satisfaction. HR recruit right person for the right place and give them appropriate training. So

to recruit best person for the job HR follows recruitment policies and the recruitment of

personnel done in step by step process.

3.5. 2 Recruitment budget:

The recruitment process is a very expensive component of organizational staffing. The high

costs of recruitment also point to the importance of establishing a well-developed recruitment

budget. The budget that is used for overall Human Resources purpose of Standard Chartered

Bank per year is 20% to 25% of total budget.

3.5. 3 Types of recruitment:

Standard Chartered Bank recruit employee in two ways.

1. External recruitment (Job advertisement / Job watch / SCB Global career website).

2. Internal Job recruitment (Employee referral / SCB Global career web site).

55



3.5. 4 Recruitment system of Standard Chartered Bank:

The recruitment system followed by Standard Chartered Bank is an Open Internal and external

Recruitment System.

Approaches:

1. Candidates know about job vacancies through advertisement and SCB Global Career

website.

2. External candidates and internal employee can apply for the post.

Why Standard chartered bank use Open Internal and external Recruitment System?

The organization prefer open internal recruitment system because,

o Existing employee are familiar to work environment and organizations rules, regulations.

o And employees have skills, knowledge, ability, to accomplish task. o

Employees are already trained to solve work related problems.

o And Standard Chartered bank recruits external candidates for new KSAO and or to hire

experienced personnel or fresher.

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Recruitment process:

Manager notifies of vacancy

Human Resource department posts job opening

Human Resource receives bids frominterested applicants

Human Resource department screens candidates

List of candidates given by Human Resources to

Managers

Call for test and interview

Filling position

Figure 13: Recruiting Process.

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o Manager notifies of vacancy and Human Resource department posts job

opening:

Manager asses’ employees need and he / she will send requisition to HR department.

Requisition can sent through written e-mail and or specific requisition forms. HR department

can also create a new post or can recruit personnel in existing vacant post.

Figure14: Post vacant in SCB, Source: career web page – SCB.

These are the posts, vacant in Standard Chartered Bank. Suppose Consumer banking division

needs HR relationship manager. HR Manager (recruitment – SCB) asses the need and

announced vacancy in Career web site.

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Job Id # 203531 (Officer Customer experience- North Gulshan) [figure 15]. This is a new post

created by HRD and requisite by the branch manager. HR manager (Recruitment) asses the

post, analyze the job, compensation packages and then post the job in vacancy web page.

Figure 15: Vacancy posts are advertised in career web site.

Last 2 Months ago Sales Team Manager, Sheraton Branch recruited two Branch Sales

Executives. Before recruited Branch Sales Executives he asses the need and send requisition to

HRD. After confirmation of requisition he took interviews and written test. Then he confirms

the position. Branch Sales Executives is a temporary post and recruited through third party

consultancy firm. For Any full time HR contractual job, temporary job, permanent job HRD

will asses the job and post vacancies in web career page.

o Human Resource Department receives bids from interested applicants and screens

candidates.

Candidates or employees are only able to apply for post/job in SCB career web site/ job watch.

Sometime Standard Chartered Bank- Bangladesh give advertisements in news papers for

vacant post. But applicants have to upload CV in SCB career web page and apply for the

vacant post.

59



Figure: 16: SCB global career web page.https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_O

BJECT.HC_H

This is the Standard Chartered Global Career web page. In this page applicant has to upload

CV and apply for the post. Internal applicant can use own job watch portal.

Suppose applicants apply for the post HR relationship manager-consumer banking (figure17).

For this post Human resource department upload job description and job specification (figure

18). As job specification applicant apply for the post.

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Figure 17: Post- HR relationship manager- consumer banking.https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRS.HRS_APP_SC

HJOB.GBL

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

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Human resource department downloads CV’s of applicants and match CV’s with job criteria/

job descriptions/job specifications. If the applicants CV’s match with the job specification then

HR select the person for test or interview. In this way HR sort out CV’s and screening

applicant. HRD screens CV’s, to match applicants KASO’s with job criteria.

o List of candidates given by Human Resource department to Managers:

After screen and sorting CV’s Human resource department prepare a list of applicants, who can

be fit for the offered post. HR manager approved it and send it to the manager (who prepare

requisition for the post). The manager also gives approval. After approval applicants are called

for test or interview.

o Test /Interview and filling the position:

New applicant has to give written test. After passing test applicant has to face group interview.

Suppose for the post “HR relationship manager- consumer banking” (figure 19 & 17). For

recruitment, interview board consists of Resource manager, HR officer, Manager Consumer

banking. After passing interview session board select applicant for the post. For existing

employees who apply for the post they call only for interview. From external and internal

resources, SCB Bangladesh recruits employees.

3.5. 5 Selection Process of Standard Chartered Bank

Initial screening Completing the application form

Comprehensive interview Employment test

Back ground investigation Decision making

Figure 19: selection process. o Initial screening:

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Standard Chartered Bank asses’ employees need and identify the Job. Prepare job description

and job specification. Then advertise the post or offer the post in which they want to hire

employee. Then HR sort out the CV’s and select CV’s which are match with job and job

criteria and then prepare sort list and call for test or interview. In screening interview, basic

questions are being asked which can be about education, background, etc.

o Completing the application form:

Applicant has to apply on SCB global career web site. Applicant has to register with the web

portal. When he/she registered into SCB career web page, applicant has to fill up personal

information and can able apply on specific post. After applying on vacant post; applicant has to

attend Mandatory Online Talent Assessments Test.

Following link:

https://gx.gallup.com/scbcbsriindex.gx?B2BLOCATION=&ACCESS_CODE=X8S7C3Q8E7 . So

before applying in any vacant post applicant fill up application form.

o Employment test:

Applicant has to attend employment test. Written test based on english, mathematical questions

and analytical questions.

o Comprehensive interview:

The applicant is being judged based on the qualification and knowledge required for the post.

In the interview usually they observe the candidate’s confidence level, smartness and

outspoken propensity.

o Back ground investigation:

Standard Chartered Bank is international organization and this is a financial institute, so data

and information are valuable for the organization. So Standard Chartered Bank emphasis on

background investigation, because organization aware about the reputation, secrecy of various

types of data and safety of the staffs. It is true that a wrong selection can make a lot of disaster

inside the organization. That’s why they put a great importance on references. For background

investigation they actually verify the nationality, citizenship, educational record, references.

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o Decision making:

After passing all of these steps the final decision is taken for selection.

Conditional Job offer:

Before job confirmation employee works under observation and it is for six months. Employee

has to pass 6 months as probationary employee. After that job are confirmed.

The following criteria below help to assess/ascertain the hiring need which are

o Whether the vacant role is critical to the business plan or not.

o Whether the output from the incumbent really necessary or value adding or not. o

Whether the work address a short-term need or an ongoing requirement.

o Whether it is necessary to have a full-time permanent person to do the work or not. o

Whether the hiring for the vacancy within headcount and financial budget or not. o

Whether the hiring need has been authorized as needed or not.

3.5. 6 Recruitment Sources

Standard Chartered Bank follows both external and internal recruitment.

External Sources:

o SCB global career web site / job advertisement:

Standard Chartered Bank rarely publishes vacancies advertisement in local new papers but

every one can apply on SCB career web page for offered posts. Applicant upload CV’s on this

site and HRD collect CV’s for vacant post from this site.

Link:

https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.H

RS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_H

o University and Employment agencies:

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From universities Standard Chartered Bank hires Intern and fresher for the job. SCB also hires

employee from Conquest, Mahadi enterprise, etc. Standard Chartered Bank hires fourth class

employees, customer assistants, customer service executives from Employment agencies.

Internal Sources

o Internal Applicants:

The Bank is committed to develop talent internally and to get the best out of the broadest range

of the people to sustain strong performance and competitive advantage. Job Watch supports

this commitment to helping individuals develop, as well as making the most of the diversity of

the employees. Its key objectives are:

o Facilitating the process of internal talent mobilization

o Enabling employees to maximize their potential and career development

o Ensuring that the Bank has access to a wide and diverse pool of internal candidates. o

Empowering employees to take personal responsibility for their careers.

There are 3 methods that can be used to decide how to look for them. The methods used by

Standard Chartered Bank are described below:

o Advertisement of internal vacancies:

In e-HR countries, internal job vacancies are posted using the PeopleSoft Portal, except that

when the internal job posting needs to be written in a local language not supported by the

system, a local advertising channel will be used (e.g., the country HR home page on Intranet).

In non e-HR countries, internal job vacancies are advertised in batch using e-mail broadcast.

In e-HR countries, internal job application should be submitted via the PeopleSoft Portal. In

non-e-HR countries, internal job application should be submitted via website of SCB.

To be eligible for a Job Watch application, applicant needs to demonstrate satisfactory

performance in current role for at least one year.

In e-HR countries, internal applicants receive a system-generated email to acknowledge their

applications. In non-e-HR countries, the country HR team arranges an acknowledgement

notification to be sent to internal applicants within seven days after the job posting has been

closed.

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Non-employed workers (e.g., agency workers, independent consultants, outsourced workers)

who wish to apply for an internal vacancy may do so if this is allowed by their work contract

with the Bank.

o Skills Inventory:

For taking decisions about recruitment and to understand the needs they focus on their skill

inventory where the records of each employee are being stored.

o Employee Referral:

Employee Referral Process- SCB Bangladesh

Hire a friend (HAF)

Hire a Friend is the newly formatted employee referral scheme. The objective of HAF is to

encourage employees to introduction potential candidates to fill published vacant positions in

the Bank.

All employed workers at Brand 4 and below on permanent roles of the Bank who have Bank

ID are eligible to an incentive award under the scheme, except those who are directly involved

in the hiring process.

The categories of employees will be considerate as being involved in the hiring process:

o Those who are involved in the screening and interviewing of applicants for the position

concerned, including hiring managers and head of department and / or senior employee to

which the position directly or indirectly report to.

o Those who are involved in the hiring decision.

o Member of the HR Relationship / Resourcing Team.

There are some rules in case of referring employees which are being discussed below: 1.

No incentive will be paid to the employee who makes the referral if the applicant:

66



Has already applied to the Bank via an external source

Has already been referred by another staff member

Is already working in the Bank

Was previously employed by the Bank and left within the last six months.

2. Additionally, the referrer will not be eligible for the referral incentive if they are-

Involved in screening and/or interviewing of applicants for the vacancy concerned,

or Involved in the hiring decision, or

Employees in Human Resources, or

Head of the departments into which the referred applicant may be hired.

Referral Process:

o List of vacant position will be advertised through people wise or job watch.

o Employees review the job position and choose job and ID number to prepare job referral.

o Candidate will receive web link and can apply through career website. o

Candidates provide his / her detail information.

o An automated Email will go to referrer email address.

o

Employees will be kept posted on the status of the referred candidate through

recruitmentteam.

o Recruitment team sort CV’s and notify candidates for interview.

o The team also verifies whether the same candidate has been referred by one or more

employee.

o The referred candidates would go through the regular process of selection and recruitment.

The final decision of hiring will be decided by the HR and business head.

o Successful annual referrals would be paid the referral amount through payroll and payroll

input will be provided by country resourcing team.

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3.5. 7 Group Job Watch Process:

The bank is committed to develop and providing career growth for individual and this process

support this. The objectives of job watch are:

o Enable talent to grow by highlighting opportunities.

o Ensure right people in right job.

o Empowering career development.

Advertising internal vacancies:

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

people soft portal.

o If more than one job requisition has been created concurrently in a country for a given role,

only one job requisition is requited to be posted on job watch.

o When posting a job watch, country HR must attach a job profile, which describes the job

and person specification and defines the candidate requirements.

o Country HR, in consultation with the hiring manager, is responsible for releasing the

internal job advertisement using the appropriate media.

o Vacancies must be posted on job watch for a minimum of two calendar weeks. This periodcan be extended further as needed to ensure that vacant jobs are filled in the most efficient

way.

o Hiring managers can initiate external recruitment immediately after the internal job watch

communication has been published.

Applying for internally advertised job opportunities:

o The group is committed to providing an environment that allows employees to develop and progress their career through job moves. It is important that any internal moves are

appropriately planned so as to be as smooth as possible. All applicants must inform their line

manager of their application before they attend any selection interview with the hiring

manager. Internal applicants are not required to inform their line manager before submitting

job application.

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o Internal applicants need to have demonstrated satisfactory performance in their current role

for at least one year in order to be eligible to make job watch application.

o In e-HR countries, employees should submit their application via the people soft portal

.Employees in non e-HR countries should submit their application via the SCB career website.

o HR must ensure that all applicants receive an acknowledgement of their application within

seven working days of the relevant job watch posting’s closing date.

Short listing and selection:

o HR must screen all applicants for the vacant role in order to identify those applicants who

satisfy the advertised role requirements. These candidates will then be short listed for

interviewing.

o In addition to internal applicants for advertised roles, the hiring manager must, at the same

time, consider potential candidates identified in succession plans or designed talents pool.

Applicants from external sources can also be simultaneously considered.

o All applicants who meet the job advertisement must be interviewed by HR hiring manager.

o The role will be offered to the applicant who best fits the requirement detailed in the role

description and job profile.

o Internal applicant is selected for the advertised role, the hiring master and the internal

applicant’s current line manager need to agree an effective date of transfer. The date of transfer

should be no later than the internal applicant’s contractual notice period.

o All unsuccessful interviewed applicants must be noticed of the final decision by hiring

manager.

Group Job watches operational process

Standard chartered bank is committed to developing talent and providing career growth

opportunities to employees in the basis of merit. The group aims to fill as many job vacancies

as possible with appropriate internal applications through advertising of vacancies, succession

planning and talent management. This policy establishes the minimum standards for the

internal advertising and application of permanent roles, as well as any role to be filled by a

fixed term working whose contract is for a period of one year or more.

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This process supports:

o Internal mobilization.

o Career development.

o Access to a wide and diverse talent pool.

o Ownership of employees’ careers.

Advertising vacancies:

All permanent roles, both fulltime and per time and any roles to be filled by a fixed term

worker whose contract is for a period of one year or more, must be advertised internally using

job watch

Categories:

1. Vacancies at brand 3 and above.

2. Country management committee. (MANCOM member).

3. Direct entry and fresher.

o All job watch communications must comply with the standers defined in the advertising

internal vacancies section of the group job watch process.

o

In e

– HR countries, a job watch for all eligible roles posted in people soft portal. in non

e-HR countries job watch for individuals must be advertised in e-mail, internal or external

channels.

o Hiring manager can initiate external recruitment through country human resources.

Employee application:

o Employees need to have demonstrated satisfactory performance in their current role for at

least one year in order to be eligible to make job watch application.

o Employees are not required to inform line manager before submitting job watch

application. But employees should inform line manager before interview.

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Short listing and selection:

If internal applicants’ qualifications match with job requirement then the applicants are short

listed. Then short listed applicant has to face interview. The role offered to the applicant who

best fits the requirement detailed in the role description and job profile.

Responsibilities:

Country HR is responsible for the local review of this process and its communication to

country CEO’s, business functional heads. HR also responsible for compliance with the

applicable standards defined within this policy.

CEOs, Business Heads and Functional Heads are responsible for implementing the policy and

process and ensuring its communication to all employees. All line managers are responsible for

ensuring that they comply with this policy.

3.5.8 Employee in Standard Chartered Bangladesh (2009)

Employee in Standard Chartered

Position Amount of Employees

Managerial 1500

Non Managerial 300

Full time 250

Per time 200

Contractual 500

Total : 2750

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Managerial (1500) Non Managerial (300)

Full time (250) Per time (200) Contractual (500)

Figure 20: Total employee at SCB.

Employees -Sheraton Branch (2009)

Level Employees Amount

Managerial Branch Manager. 1

Sales Team Manager. 1

Branch Risk Manager. 1 .

Customer Service Manager. 1

Non Personal Financial consultant. 2 Managerial Customer service officer. 3

Service Ambassador 1

Contractual Customer support executive 1

Branch Sales executive 4

4 class employee 4 Total 19

BSSM .1 STM .1 BRM .1 CSM .1 PFC.2 CSO.3 SA .1 CSE.1 BSE.4 4th class.4

Figure 21: Employees at Sheraton Branch.

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Part # 2

Chapter # 3


3.6 Performance Measurement

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3.6 Performance measurement

Performance measurement is an administrative duty and performed by employees of standard

chartered bank and responsibility of Human resource department. Performance measurement is

the process through which Management, HR ensure the employee activities and work output

which linked with organization goals. It helps to gain competitive advantage.

At Standard Chartered Bank the component of Performance Measurement are respect of the

five W’s that includes who , what , why , when , and where of performance measurement.

Who: all employees’ works under Manager or supervisor. So Managers are the best person to

measure performance. Not only that in this bank Performance are measured through People

soft software and by manager and performance are monitored by HR.

What: Performance are evaluated on total work process and behavior, service, interaction with

others.

Why: To create and maintain job satisfaction in present job and highlight employees need and

potential for personal growth.

When: Yearly basis.

Where: in friendly environment.

3.6.1 Objectives to do Performance evaluation

o Review performance:

The performance evaluation based on work and personality traits. From performance

measurement HR can know about the performance quality of employees and can set future

performance target. And HR can also evaluate previous performance to present performance.

o Training need assessment and career development:

Through performance appraisal HR and Manager can assess employees lacking in work related

area. And to over come it organization prepare training programs for employees and through

training employee can develop their career path.

o Promotion:

Based on performance evaluation, management can takes decision about employees’

promotion.

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I worked as intern in Standard chartered bank, Sheraton branch, Dhaka. And I assist branch

staffs to accomplish tasks. So in this report I only mention branch staff’s job responsibilities as

key performance indicators and key performance area.

Selected positions for performance evaluation(SCB Sheraton)

Grade Position Amount

6 Branch sales and service 1 manager

7 Sales Team Manager 1

Customer service manager 1

Branch Risk Manager 1

8 Customer Service officer 2

Personal Financial Consultant 3

9 Service Ambassador 1

To show measuring performance I select only 3 positions. The position and performance describe below.

Examples to Measure Performance

Performance evaluation Personal financial consultant (PFC)

Key Performance Area 1: Financial Targets Performance Evaluation Target: 30%

Key performance Indicators:

o Achieve balance sheet growth.

o Deposits: Organization fixed deposit account target.

o Assets: loan related targets.

Fulfillment of target is appraised.

Key Performance Area 2: Managing Risk:

Performance Evaluation Target: 20%


o Ensure control environments are robust and receive satisfactory audit ratings.

o Ensure standards in customer service area are met.

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o Establish risk recognition & compliance culture for the area managed.

o Own and contribute in CDD, Reputation Risk, and Money Laundering initiatives. o

Maintain a high degree of customer satisfaction.

Key Performance Area 3: Service Quality



o Show a significant development of SQ levels across the Branch as measured by Voice of

Customer (VOC) mediums such as Customer Satisfaction Survey.

o Introduce objective SQ monitoring processes at the branch. o

Ensure general housekeeping standards for the area managed. o

Ensure 10% increase in loyalty Index.

o Participation in all the Service quality Campaigns of all the Branch Staffs.

Key Performance Area 4: People & Talent Management



o Ensure that harmonization is maintained at the branch level at all times through active

participation in other functional activities with peers, especially in their absence with a goal tooffer maximum customer satisfaction.

Key Performance Area 5: Job Specified Objective



o Maintain smooth customer service operation with zero error. o

Improve SQ score at the branch.

o Devise constructive measures to improve the control environment of the branch.

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Key Performance Evaluation Rating Rating Scale

Area Target % 1=Exceptional Performance.

2=Very Good Performance.Financial Targets 30%

3=Good Performance.

Managing Risk 20% 4=Improvement Required.

5=Unacceptable Performance.Service Quality 30%

Based on KPA and evaluate targets,People & Talent 10%

Management employee rates own performance, Suppose a

PFC achieves financial targets. So he canJob Specified 10%

Objective rates his performance “Very good” and

“very good =2”. Total 100%

Evaluation target is that: The KPA “financial target” will be evaluated on only 30%. 30%

is the highest percentage to evaluate this segment of KPA. And total evaluation on100%.

The KPA evaluation percentages are different in different position.

Values Objective

Courageous:

Leadership Role in Change Management. Contribute to challenging the barriers which obstruct

team formation.

Responsive:

Improve overall services across distribution channels to address changing customer needs and

market shifts

International:

Actively participate in bank initiated community projects.

Creative:

Initiate new ideas to help develop the business and address issues in a more efficient way.

Trustworthy:

Encourage and drive a culture based on mutual respect and trust in the organization. Ensure

engagement of the team members.

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Values Rating Values Rating Scale

Objective A= Role models the values.

B=Lives the values in most situations.Courageous

C=Lives the values in many situations.Responsive

D=Fails to live the values in significant ways.International

Employee rates values based on this rating scale. Values

Creative objectives are not same for all employees. It differs position

Trustworthy to position.

Performance evaluation Customer Service Officer (CSO)

Key Performance Area 1: Financial Targets




o Deposits: organization fixed deposit account target. o

Assets: loan related targets.

Fulfillment of targets are appraised




o Ensure control environments are robust and receive satisfactory audit ratings. oEnsure timely submission of report.

o Cash shortage should be considered with zero tolerance.

o Establish risk recognition & compliance culture across the branch

o Ensure zero tolerance in cross checking of vouchers of all transactions in the branch

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o Ensure all the suspense accounts are in right order within the stipulated time as appropriate.

o charges as appropriate

o Ensure cost minimization/control environment




o Show a significant development of SQ levels across the Branch as measured by Voice of

Customer (VOC) mediums such as Customer Satisfaction Survey.

o Ensure general housekeeping standards across the Branch – Ongoing

Ensure participation in all the Service quality Campaigns of all the Branch Staffs.



Key performance Indicator:

Ensure that harmonization is maintained at the branch level at all times through active

participation in other functional activities with peers, especially in their absence with a goal to

offer maximum customer satisfaction.




o To come up with an idea to do the reengineer the processes resulting services to be

convenient for customer while control will be stricter.

Key Performance Area 6: Cash Management

Performance Evaluation Target: 20%.


o To report/escalate the breach of limit on a daily basis with appropriate explanation.

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Key Performance Evaluation Rating Rating Scale:



3=Good Performance.





CSO achieves financial targets. So he canJob Specified 5%


“very good =2”. Cash 25

Management

Total 100%



The KPA evaluation percentages are different in different position. CSO’s KPA and

percentages of evaluation KPA segment are not same and also responsibilities are

different. CSO need to manage cash but PFC dose not need to manage cash.. So

responsibility and percentages are different in different post.

Values Objective

Courageous:

Leadership role for promoting “Out serve & Outsell” culture while maintaining required

control.

Responsive:

Improve overall services across distribution channels to address changing customer needs andmarket shifts.

International:


81



Creative:


Trustworthy:

Encourage and drive a culture based on mutual respect and trust in the organization. Ensureengagement of the team members.

Values Rating Values Rating Scale:

Objective A= Role models the values.

B=Lives the values in most situations.Courageous CSO’s

courageous C=Lives the values in many situations.

objective D=Fails to live the values in significant ways.

is different Employee rates values based on this rating scale.

from Values objectives are not same for all employees. It

PFS’s differs position to position.

objectives.

Responsive

International

Creative Trustworthy

Performance evaluation Service ambassador

Key Performance Area 1: Financial Targets




o Deposits: organization fixed deposit account target.


Fulfillment of targets is appraised.

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o Ensure control environments are robust and receive satisfactory audit ratings. o

Ensure risk recognition & compliance culture for the area managed.

o Contribute in CDD, Reputation Risk, Money Laundering initiatives o

Maintain a high degree of customer satisfaction.

o Ensure realization of charges as appropriate.

o Show a significant development of SQ levels as measured by Voice of Customer (VOC)

mediums such as Customer Satisfaction Survey.

o Ensure participation in comprehensive product and SQ training. o

Ensure general housekeeping standards for the area managed.

o Ensure participation in all the Service quality Campaigns of all the Branch Staffs.




o Show a significant development of SQ levels as measured by Voice of Customer (VOC)

mediums such as Customer Satisfaction Survey.

o Ensure participation in comprehensive product and SQ training. o

Ensure general housekeeping standards for the area managed.

o Ensure participation in all the Service quality Campaigns of all the Branch Staffs.




o Ensure that harmonization is maintained at the branch level at all times through active

participation in other functional activities with peers, especially in their absence with a goal to

offer maximum customer satisfaction.

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o Ensure active contribution/ participation in leading the Way initiatives taken by the

branch.

o Improve the service quality of the branch with tangible results. o

Ensure cost minimization.

Key Performance Evaluation Rating Rating Scale



3=Good Performance.





SA achieves financial targets. So he canJob Specified 10 %


“very good =2”. Total 100%



The KPA evaluation percentages are different in different position.

Values Objective

Courageous:

Leadership role for promoting “Out serve & Outsell” culture while maintaining required

control.

Responsive:

84



Improve overall services across distribution channels to address changing customer needs and

market shifts.

International:


Creative:


Trustworthy:

Encourage and drive a culture based on mutual respect and trust in the organization. Ensure

engagement of the team members.

Values Rating .

Objective Values Rating Scale

A= Role models the values.Courageous

B=Lives the values in most situations.Responsive

C=Lives the values in many situations.International

D=Fails to live the values in significant ways.

Creative Employee rates values based on this rating scale. Values

Trustworthy objectives are not same for all employees. It differs position

to position.

3.6.5 The Process of Performanne Evaluation (Example)

For all employees this evaluation process is maintained. Performance measured through

indivividul self rating process. Individual set his /her work objective with line manager or

manager and end of the year performance are measured. Individual rates his own performance.

Performance is measured in weighted average. From 2010 the performance will measured in

people soft. For example:

Performance evaluation (individuals performance are evaluated in thisway) Example: Service ambassador’s job evaluation

KPA KPI % Self

rating

85



Financial o Achieve balance sheet growth: 10% 1

Targets: o Deposits: organization fixed deposit account

target.


Risk o Ensure control environments are robust and 40% 2

Management receive satisfactory audit ratings.

o Ensure KCS (Cheque book, PIN, hold

Statement etc. standards in customer service area are

met

o Ensure risk recognition & compliance culture

for the area managed.

o Contribute in CDD, Reputation Risk, Money

Laundering initiatives

o Maintain a high degree of customer satisfaction

& SLA

o Ensure realization of charges as appropriate

Service Quality o Show a significant development of SQ levels as 30% 2

measured by Voice of Customer (VOC) mediums such

as Customer Satisfaction Survey.

o Ensure participation in comprehensive product

and SQ training.

o Ensure general housekeeping standards for the

area managed.

o Ensure participation in all the Service quality

Campaigns of all the Branch Staffs.

People & o Ensure that harmonization is maintained at the 10% 1

Talent branch level at all times through active participation in

Management other functional activities with peers, especially in their

absence with a goal to offer maximum customer

satisfaction.

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Job Specified o Ensure active contribution/ participation in 10% 2

Objective leading the Way initiatives taken by the branch.

o Improve the service quality of the branch with

tangible results.

o Ensure cost minimization.

Responsibility based segmented performance 100%

percentage

Weighted average 2

As weighted average is 2 and 2= very good performance.

Rating Scale

1= Exceptional Performance.

2= Very Good Performance.

3=Good Performance.

4=Improvement Required.

5=Unacceptable Performance.

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comments Values Objective

What living the values looks like in the role

Courageous: Leadership role for promoting “Out serve & Outsell”

culture while maintaining required control.

Responsive: Improve overall services across distribution channels to

address changing customer needs and market shifts

International: Actively participate in bank initiated community projects.

Creative: Initiate new ideas to help develop the business and address

issues in a more efficient way.

Trustworthy: Encourage and drive a culture based on mutual respect and

trust in the organization. Ensure engagement of the team

members.

Values objective Self rating Values Rating Scale

rating A= Role models the valuesA

B= Lives the values in most situations

C= Lives the values in many situations

D= Fails to live the values in significant ways.

Over all agreed rating 2A

All over performance are agreed by employee and line manager. Line manager and senior

manager /head of division observe and signed the performance evaluation sheet and keep in

records.

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Performance Evaluation based on specific job responsibilities. And there are different

percentages of evaluation scale for different types of job responsibilities. Percentages are

different for different grade of employees. Different types of evaluation percentages for

responsibilities, analyzed below:

Percentage allocation to evaluate individuals performance

KPA BSSM STM CSM BRM PFC CSO SA

Financial 35% 45% 15% 30% 15% 10% objectives

Risk 20% 15% 30% 85% 20% 30% 40% managemen

t

Cash 5% 20% 20% Manageme

nt

Service 20% 15% 20% 30% 25% 30% Quality

People 15% 15% 10% 10% 5% 10%

Health and 5% safety

Specific 5% 10% 5% 10% 10% 5% 10% objective

Total 100% 100% 100% 100% 100% 100% 100%

Percentage allocation to evaluate individuals’ performance

89



90%

80% Financial objectives

70% Risk Management

60% Helth and Safty 50%

Cash Management 40%

Service Quality 30%

People and Training 20%

Specific Objective 10%

0%

BSSM

STM

CSM

BRM

PFC

CSO

SA

Figure 22: percentage allocation to evaluate performance based on KPA or responsibility.

90%

80% Financial objectives

70% Risk Management

60% Helth and Safty

50% Cash Management

40%

Service Quality 30% People and Training

20% Specific Objective

10%

0%

BSSM STM CSM BRM PFC CSO SA

Figure 23: percentage allocation to evaluate performance based on KPA or responsibility.

Responsibility based individuals’ performance % allocation

Responsibilities / KPA: Financial objectives

Financial objectives are not same for employees. Different level/grade has different percentage

of financial objectives.

90



BSSM 35% STM 45% CSM 15% BRM 0% PFC 30% CSO 15% SA 10%

Figure 24: Different Percentage allocation on financial objective based on different position toevaluate performance.

Sales team manager (STM) carried out 45% evaluation percentages because he has greater

sales target then others. And his performance evaluate on this responsibilities. Branch risk

manager do no need to sale any financial product and his responsibility is to managing risk in

branch. So his performance mainly evaluate based on managing risk.

Responsibilities/ KPA: Risk Management:


Figure 25: Different Percentage allocation on risk management based on different position toevaluate performance.

Branch Risk Manager’s responsibility is

o

Coordinate and consolidate operational risk and loss reporting of the Branch for the

reporting to the BSSM. Ensure data accuracy and completeness.

o Design and implement control measures and monitoring plans for compliance and

operational risk management in Shared Distribution. Ensure effectiveness of controls for

compliance monitoring and risk management in the Branch.

o Ensure risks and issues identified are resolved in an appropriate and timely manner.

91



o Assist BSSM in their role of Unit Money Laundering Prevention Officer and Business

Money Laundering Prevention Officer to ensure appropriate internal controls and procedures

for money laundering prevention are in place and functioning as intended. Where appropriate,

assist in the investigation of financial crime risks.

So responsibilities indicates these duties to evaluation performance

Receive satisfactory audit ratings; ensure accurate & timely completion of ORMA matrix.

Ensure accurate and timely CDD (KYC) review of A/Cs. Ensure KRI, KCS/KCSA, and

standards are met. Establish risk recognition & compliance culture across the branch. Ensure

accurate and timely completion of CBOR scorecard. Own and drive CDD (KYC), Reputation

Risk, Money Laundering initiatives, Ensure proper Business Continuity Plan (BCP) is in place.

All laid down processes in the plan are followed in case of a disaster situation. Ensure Zero

fraud loss, Create and maintain a compliance culture through maintenance of the Compliance

Risk Management framework within the business, Coordinate and assist in regulatory and

other audits, sample testing of compliance monitoring undertaken by the Compliance.

Representatives, Ensure timely completion of compliance management actions and timely

submission of accurate compliance reports, Assist BSSM in performing the role of BMLPO

Ensure CDD (KYC) Quality error is below 2%.

So BRM carried out 85% target percentage to evaluate performance.

Responsibilities/ KPA: Cash Management:

BSSM 5% STM 0%

CSM 20%

BRM 0%

PFC 0%

CSO 20%

SA 0%

Figure 26: Different Percentage allocation on cash management based on different position toevaluate performance

92



PFC, BRM, STM do not need to Manage cash but Customer Service Manager and Customer

Service Officer are responsible to manage cash. So their performance evaluates on cash

management operation and on this segment they carried out 20% to evaluate them.

Responsibilities/ KPA: Service Quality:


Figure 27: Different Percentage allocation on service quality based on different position toevaluate performance

Service ambassador, Customer support officer, Personal financial consultant, and Branch sales

and service manager need to serve quality service to customer so to evaluate their performance

this segment carries large percentage of performance evaluate scale.

Responsibilities/ KPA: People and Training:


Figure 28: Different Percentage allocation on service quality based on different position to

evaluate performance.

STM and BSSM have to confirm employees’ development so that is their responsibility

Organization allocate highest % on this KPA.

Responsibilities/ KPA: Specific objectives:

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BSSM 5% STM 10% CSM 5% BRM 10% PFC 10%

CSO 5% SA 10%

Figure 29: Different Percentage allocation on specific objectives on different position toevaluate performance

Employee has own objective. Organization evaluate there performance based on objectives and

try to find out that are they able to achieve objectives or not based on allocated percentage.

94



Part # 2

Chapter # 3


3.7 Training and Learning

95



3.7 Training and Development

Standard chartered bank’s performance will only continue to improve if organization develops

their employees. To develop employees is to invest in future. They know employees have

motivation to succeed, to be good at job. Training is a partnership between employees and

bank. The bank provides frame work in which training needs can be identified. Training

provides consistent standard of management learning. It also enables the employees to take all

the programs or study for individual modules according to particular development needs.

3.7.1 Types of training in Standard Chartered Bank

o Orientation Training:

Every new recruited staff of standard chartered bank has to attend 3 days comprehensive

orientation to get a feel about Bank process and the business. This orientation program

provides a good chain to meets with seniors, peers and to build up team spirit.

o Product and Operational process Training:

Product and Operational process Training helps to related staff to learn about product and

operational process of the bank.

o Skill Training:

Bank provides lot of skills related training e.g. credit workshop, management and negotiation

skills, service and quality, project management training, etc to help staff enhance their skill in

particular aspects.

o On – job training and off the job training:

Employees are continuously involved in the learning process in the form or on – job training.

And they also attend on class training and seminars, meeting etc.

o Specific competency training:

96



o Training Need assessment:

Organization mission is to

o

To Consistently help the customers make Intelligent Financial Choices.o By being the preferred provider of the Highest Quality services in the Chosen

business areas, Relevant to all the Constituencies.

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

and results in Absolute Professionalism.

To achieve customer satisfaction, to serve high quality service and to build better work force

with professionalism, organization provides training.

Standard Chartered Bank Bangladesh maintains the regulations of Bangladesh Bank. So if

Bangladesh bank introduces any new laws and regulation Standard Chartered Bank arrage

training program for employees. Not only that, standard Chartered bank provides training on

new product launching and operational procedures.

The training programs are mandatory for the employees. Because operational and products

service process are always changing. So for better quality service and swift operation

organization provides training.

All employees have to attend training programs because all the jobs are service oriented. And

the training also service based. So employees have to know the procees and service procedures.

Employees get training based on task like, for the Branch risk manager and sales team manager

get training on risk management. But branch risk manager do not get any sales related training.

Because sales related training is only for sales person not for any risk management employee.

But if the training is related to service all employee has to atted the program.

o Ensuring employees readiness for training:

Employees are motivated to get training because they try to develop their career and try to

serve high quality service to customer and organization. But some training programs are

mandatory for the employee. So they have to join and maximum they get service and operation

related training.

o Creating Learning Environment:

98



Every training has objective. In bank the training related to quality service and operational

process. So the employees can serve quality service to customer. Training program in branch

level arranged by senior manager, manager, STM, CSM and BRM. And maximum training

held in branch and senior manager or experienced individuals are the trainer or facilitators.

o Transfer of training:

Employees can share experiences with others about training and employees are help full to

share experience.

o Evaluation and monitoring:

After training employees have to fill up a form or evaluation and from that organization can

asses their learning outcome.

o Learning Methods:

Training can be on the job or class room and computer based.

3.7.3 Training and E learning program in Standard Chartered Bank

Training program of Standard Chartered Bank- Branch/ Front Office (2009)

Date Name of the training Objectives Participan Type

ts

18.6.09 Go Green campaign Know about audit 32 Off

risk rating the job

17.7.09 Training on Forex transaction Foreign exchange 85 Off

process the job

10.5.09 Rok n Rol training Process update 19 Off

the job

3.6.09 SPORT training Operational 46 Off

process and risk the job

related training

25.7.09 Financial control policy Process and 30 Off

operation the job

99



introduction

2.11.09 Operational risk management Managing risk 45 Off

the job

17.11.09 Group Compliance Training Process and 200 Off

compliance update, the job

fraud awareness.

Training program and participants 2009

250

200 150

100

50

0

participants

200

150

100

50

0 go green sport complince

go green

forex transaction

rok n rol

sport

financial risk

risk management

compliance

participants

Figure 31: Employee participation in training program

100



E- Learning program of Standard Chartered Bank- Branch/ Front Office (2009).

o Turning complaints into complements.

o Anti – money laundering and terror financing.

o

Basic operational risk management and assurance framework.o Core operational risk management and assurance framework.-full version.

o Group code of conducts.

o Healthy and safety work environment.

o Induction (Bangladesh local program).

o Introduction to out serve.

o Living with HIV.

o Management of operational risk.

o Money laundering prevention.

o Operational risk.

o Optical training.

o Out serve plus.

o Reputation.

o Risk learning.

o Risk reputation.

o Safer security awareness for every one.

3.7. 4 E-learning and training evaluation

E-learning evaluation

E -learning is open for all employees in branch. HR offers E-learning through people soft

career option. E- Learning consists of few questions. Employees have to read on specific topic

or issues and give the answer of the questions. And the software evaluates the result and

publishes learning certificates. And keep record on system. E-Learning develops individuals’

knowledge and skills. It also helps to develop individuals’ career.

Training Evaluation

101



Participants of training program fill up “participant feedback form”. This form is used as

Training Evaluation Form. From this form organization know about participants view on

Training. The form indicates:

Statements 1 2 3 4 5

I had the knowledge and skills required to start this course

The facilities were favorable to learning

I was able to take this course when I needed it

I clearly understood the objectives

The learning met all of the objectives.

The way this course was delivered was an effective way for me to

learn this subject matter.

Material were use full

I had enough time to learn the subject matter

Course content was logically organized

I was satisfied with facilitator

My knowledge and skills increased as a result of this course

The knowledge and skills gained through course are directly

applicable to my job.

I was satisfied with the course

I would recommend this course to other employees

Strongly disagree neither agree Strongly agree

disagree

1 2 3 4 5

Participants express their fillings through this rating scale and the form is evaluated and try to

give better training to employees.



Part # 2

Chapter # 3

Topic Related Discussion 3.8Compensation and benefits.

103



3.8 Compensation and Benefits

At Standard Chartered Bank, compensation packages provided to the employees can be divided

into to categories. One comprises of the sales/ temporary personnel who are compensated on

their ability to meet their targets. Second is compensationing the executives/officers who are

responsible for the overall functions of the bank.

Compensationing the sales force/temporary employees:

The key to a successful sales / temporary compensation program is achieved in 3 steps:

o Clearly define goals that are realistic but challenging.

o Measuring performance against goals.

o Rewarding achievement with competitive and motivational compensation packages.

Executives and officers compensation:

Basic salary is not the only component of the executives/officers compensation package. This

compensation packages comprise the following components:

o Basic salary.

o Annual incentives. oBonus and benefits.

3.8.1 Compensation and benefits of Standard Chartered Bank Bangladesh

Grades/Brand Position Salary (BDT)

Temporary/sales Temporary/contractual 6000-15000+

commissions

9 All officer/new entries 27000-30000

8 Sr.officer/asst.manager 35000-60000

7 All managers 54000-80000

6 to 5 Sr .managers 80000- 200000

4 Head of department 200000 –

270000

3 Country Head Not mentioned

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Benefits:

o Group insurance: taka 5 lac. (If the employee is dead).

o Full medical support. Provided by LABAID under ALICO medical policy. o

House rent:o Level/brand 9-8 – taka 10000.

o Level/brand 7 and above -15000 to 30000.

o Provident fund: after passing 5 year in this bank employee will get this benefits. Employee

will contribute 5% and Bank will contribute 5%.

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

be given to employee.

o Increment: based on performance.(10%-25%).

o Staff loan: employee can get loan at 3% interest rate.

o Shares save: employee can apply to buy shares of Standard Chartered Bank. They can

invest maximum 250 pound or equivalent on shares.

There compensation strategy sated by internal global policy.

105



Part # 2

Chapter # 3


3.9 HRIS

106



3.9 Human Resource Management System

3.9.1 People-wise software

Standard Chartered bank use peoplwise software as HRIS.

People-wise functions supporting the management

o Job requisition:

Sr .manager, Manger, HR manger submits job requisition through people-wise and HR upload

advertisement in job watch /SCB career web site. Job watch is linked with people-wise

software.

o CV review:

This software store CV’s of existing employees and job applicants. And this also analyzed

CV’s with job requirements and responsibilities.

o Performance review:

The software analyzes previous performance and present performance of employees. And keep

records of day to day work related activities.

o

Leave management: It can make leave plans.o Salary management: it also calculates over all compensation and benefits with job

responsibilities.

o Reports: it can generate training, compensation reports.

o Work list: it can also make job and responsibility and responsibility based performance

system.

o Promotion: it can evaluate performance and can make succession plans. o

Change location: job rotation, job transfer can do through this software.

o Change salary: it can also change salary with employees’ grad and position.

o Exit: Resignation, change supervisor and change cost can done through this software.

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Functions of People wise

Recruitment Management Changes Exit

o Job requisition. o Performance review o promotion o Interview valuation o Leave management o change location o Resignation o CV review o Salary management. o change salary o Change supervisor

o Reports. o transfer

Team recruitment o Work list. o Salary details o Team details

o Team movement o Team reports o Leave reports. o Team performance. o Team salary

Figure 31: HRIS functions.

People-wise functions supporting the management

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Part # 2

Chapter # 3


3.10 Employee relationship

109



3.10.1 Employee relations

Standard Chartered Bank is committed to creating, sustaining and reinforcing a high

performance culture in accordance with the Bank’s strategic intent to be the best international

bank.

The basic principles which will guide our approach in employee relations are:

o Managerial prerogatives for recruitment, talent management, performance management

and discipline are non-negotiable.

o Organization will follow the legal standards and regulations in the countries that we

operate in.

o Organization will encourage a performance culture designed to recognize individual

performance. Superior performance will be rewarded differentially.

o Organization will focus on driving employee engagement at all levels thus creating an

environment which encourages open two-way communication.

3.10. 2 Employee Engagement

Employee engagement is centered on creating a working environment where employees can

apply their individual talents; one, which builds psychological, cognitive and emotional

commitment to the mutual benefit of the Bank and its stakeholders.

Process:

o Annually the Bank will administer an employee engagement survey to establish progress

towards increased employee engagement within the Bank and to primarily identify areas that

need team attention to create a high performance culture.

o All permanent staff on the Bank’s payroll will be invited to participate on a voluntary

basis

o Each team with more than five (5) direct reportees will receive a team scorecard detailing

the engagement level of the unit. The line manager has the responsibility to discuss the

scorecard with their staff to agree key actions if carried out jointly, would increase the

engagement of team.

o Country presentations will be provided to highlight any key people management issues that

need to be addressed at the country and global level.

110



o Following this discussion, the teams create action plans, with various staff members having

responsibility to follow through on specific action plans.

o Line managers have overall accountability to improve how they manage their staff. This

will be stated as an explicit objective within their annual objectives and will be discussed as

part of the annual performance management system. Managers will be held accountable for

follow through on their employee engagement action plans.

o Driving an increase in employee engagement is the responsibility of the line manager. HR

partners with the manager to train them in the tools utilized (scorecards) and in acting as a

conduit to migrate best practice to assist in increasing the overall employee engagement.

Standard Chartered Bank believes that teams that are highly engaged create sustainable high

performance.

3.10. 3 Employee Discipline

Employees’ discipline will help Employees achieve and maintain high standards of conduct,

engagement, morale and performance and minimize the risk of litigation.

Minor conduct or performance issues should normally be dealt with informally between

Employees and their Managers as part of a performance improvement process, without

reference to formal disciplinary procedures.

Formal disciplinary process is required; line Managers must consult with Human Resources

before instigating the formal disciplinary procedures or taking formal disciplinary action.

Depending on the circumstances of the case, a fact finding investigation may be required

before a disciplinary hearing is held.

The Employee should be notified in writing of the specific performance or conduct issues, the

date on which any disciplinary hearing will take place and a summary of the reasons for the

hearing. The Employee should also be provided with copies of any relevant evidence,

including a summary of any investigation findings.

The Employee must receive reasonable notice of the disciplinary hearing and all

communications and the hearing itself must be conducted in a language which the Employee

understands.

111



The Employee should have the right to present and discuss evidence and state his or her case at

any disciplinary hearing.

The Employee should have the right to be accompanied by a work colleague (or other

representative if specifically permitted under local law) at any disciplinary hearing.

The Employee should have the right and opportunity to make a single appeal against the

decision made at or following a disciplinary meeting. This appeal must be made in writing and

should normally be made to a more senior manager or other appropriate person who has not

previously been involved in the disciplinary process.

The choice of disciplinary sanction will depend on the circumstances and severity of the

performance or conduct issue. The principal sanctions are likely to be a formal verbal warning

(recorded), a first written warning, a final written warning or dismissal.

Warnings must set out details of the complaint, the improvement required of the Employee, the

timescale within which the improvement must be made and the consequences of non-

improvement.

In most circumstances, subject to satisfactory improvements in performance or conduct,

warnings will expire six months from the date of issue after which they will be of no relevance

to future disciplinary action. However, final written warnings will expire after a year or, in

exceptional circumstances, may remain live for a longer period.

Dismissal is likely to be the disciplinary sanction imposed following the disciplinary process,where there have been findings of:

o Gross Misconduct and Gross Incompetence. o

Employee’s poor conduct or performance.

Employee’s conduct or performance fails to improve to the prescribed standards after the

issuance of disciplinary warnings

Gross Misconduct and Gross Incompetence may warrant summary dismissal (without notice or

payment in lieu of notice), or otherwise suspension (with pay) pending inquiry or discharge.

Employee is dismissed; he or she should be given written reasons for dismissal and informed

of the date on which employment will terminate and his or her right of appeal.

Standard Chartered Bank will not re-employ an Employee whose contract has been terminated

for disciplinary reasons unless required to do so by law.

112



3.10. 4 Grievance process

This process aimed at encouraging open and honest communication. This will increase the

likelihood that Employee concerns can be resolved quickly and internally, with a view to

encouraging high Staff morale and engagement and decreased Staff attrition, and avoiding

legal claims. The process encompasses any employment-related concerns and problems which

may affect an individual Employee personally and directly.

Grievances or disputes arising in connection with work must be resolved as near to the point of

origin as possible and appropriate.

For matters of a potentially serious nature, management must consult Human Resources before

taking any steps. An Employee must then be asked to set out the precise nature of his or her

grievances in writing. The Employee must be invited to present his or her case at a formal

meeting. The Employee must be advised of the outcome of the meeting and of his or her right

to make one appeal against the Group’s decision relating to the Grievance. In the event of any

appeal, the Employee must be invited to an appeal meeting which must be held by a more

senior manager or other appropriate person. The decision at the appeal will be final. All

communications and invitations to meetings made to the Employee must be in writing.

Employees must make all reasonable attempts to attend meetings referred to at 3 above. Each

stage of the Grievance or dispute procedure must be addressed within a reasonable timescale.

The Employee will be informed of any circumstances which prevent this.

The Group will endeavor to maintain confidentiality in respect of all concerns raised where

possible and appropriate. If agreed by the Employee and the Group, external advice and

assistance may be sought during a grievance process.

If the Employee’s Complaint relates to his or her immediate manager, the investigation must be

carried out by a more senior manager. The process must be managed in a language that the

Employee understands The Process must be formally recorded. A documentary record must bemade of all formal hearings, which must be agreed and signed by all parties.

Grievance management process ensures:

o Proper and effective channels of communication. o

Fair, impartial, confidential handling of grievances.

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o Action is taken promptly.

o Owner ship to be taken by concerned business unites – line manager. o

Grievances are protected from victimization and are not discriminated.

How to raise grievances

o Send Email/letter to line manger.

o Send Email / letter to HR relationship manager.

o Login their grievances on the email id – [email protected]

o This id will be personally monitored by the head of HR.

Monitoring grievances

o All staffs related to grievances that are logged to the “[email protected]” log will

be traced by HR relationship manager’s investigation and resolution.

o Response will sent with in 2 days from HR relationship manager. o

Grievances will be resolved as per grievance policy.

o The time frame for the resolution of grievances will be 15 working days.

HR responsible

o Monitoring and follow – up of the status of the issues. o

Advise on the conduct.

o Follow up on the decisions.

o Open issues before appropriate forum. o

Ensuring closure to issues.

o Conducts reviews of procedure.

3.10. 5 Prevention of Harassment

Harassment is unwanted conduct (whether verbal or otherwise), offensive behavior or bullying

which is based on individual circumstances, which include (but are not limited to) sex, race,

disability, nationality, gender, sexual orientation, age, religion or belief. Bullying may be

characterized as offensive, intimidating, malicious or insulting behavior, an abuse or misuse of

power through means intended to undermine, humiliate, denigrate or injure the recipient.

Sometimes behavior considered bullying by one person may be considered to be firm

114



management by another. Harassment and bullying may take many forms, including verbal

conduct, victimization, displaying offensive material and physical contact. Verbal conduct may

include, but is not limited to, sexual innuendo, suggestive remarks, lewd comments, racial or

sexist epithets, derogatory slurs, propositions, threats and suggestive or insulting sounds.

Non - verbal conduct may include, but is not limited to, displaying derogatory posters,

cartoons, drawings or suggestive objects and making suggestive gestures. Physical contact may

include, but is not limited to, touching, patting, pinching, brushing against someone and

assault. Harassment and bullying may also include overbearing supervision or other misuse of

power or position, making threats about job security without foundation, deliberately

undermining a competent worker by overloading and constant criticism and ridiculing or

demeaning someone – for example, picking on someone or setting them up to fail.

Harassment or bullying by or towards an employee is unacceptable. A violation of this process

may lead to disciplinary action, which may include summary dismissal. Supervisors and Line

Managers must take timely and appropriate action when the individual concerned reports

harassment or bullying to them. The Bank will seek to ensure that the complainant is not

penalized whether directly or indirectly for raising a complaint unless that complaint is

unfounded and not made in good faith, e.g. it is a malicious complaint. Making false

allegations of harassment or bullying or providing false information with regard to alleged

harassment will lead to disci plinary action. All employees should understand the Bank’s

position on harassment and bullying and take personal responsibility for dignified relationships

at work.

3.10.6 Dispute -Resolution

Employees may have problems or concerns relating to their employment that they wish to raise

and have resolved. Every effort should be made to resolve any problems through informal

discussion between manager and the employee. Where these issues cannot be resolved

informally, the grievance process provides a formal framework for these to be dealt with fairly

and quickly. The underlying principles are:

o The Bank will endeavor to settle grievances or any other disputes arising in connection

with work as early and as near to the point of origin as possible.

115



o Each stage of the grievance will be addressed within a reasonable time of the request unless

there are circumstances, which prevent this, in which case the employee will be informed.

o The Bank will endeavor to maintain confidentiality in respect of all concerns raised, where

possible and appropriate.

o To address instances where grievance issues would be raised, standard Chartered Bank will

handle the grievance process in compliance with the following requirements as well as

collective agreements, local laws and regulations:

o The process will be in a language that the employee understands. o

Employees will have the right to present his/her case.

o The process will be recorded.

o The employee will have a right and opportunity to appeal against the decision. However

the decision on the appeal will be final.

3.10. 7 Employees’ code of conducts

o Comply with laws, regulation and group standers

Employees are individually responsible for compiling with the spirit. Employee must act

ethically and honestly at all times. Employee must follow the organization’s laws and

regulation.

o Reject bribery and corruption

Employee must not give or accept bribes nor engage in any form of corruption. They do not

offer or give any kind of personal payment, benefit or improper advantage to customer,

officials. Employee cannot pay a customer for business.

o Avoid being compromised by gifts and entertainment:

Employee must not offer, give or accept, in appropriate gifts or benefits to or from third

parties.

o Speak up

Employee must speak up if the suspect or know of any actual planned or potential behavior

that breaks any laws and regulations.

116



o Combating financial crime

Employee must comply with laws and regulations on money laundering, terrorist financing and

fraud prevention.

o Avoid conflicts of interest:

Employees are responsible for identifying conflicts of interest. Once these have been identified

employee must take immediate steps to resolve the problems.

o Do not deal in shares when in possession of inside information.

o Treat customers fairly.

o Respect customer confidentially

Employee can disclose customer data unless authorized to do so.

o Treat people fairly and with respects:

All employees are entitled to a safe working environment that is free from discrimination,

bullying and harassment.

o Employee must be responsive to communities and demonstrate exemplary

governance at all times.

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Part # 2

Chapter # 4

Topic Related DiscussionAnalysis and interpretation of data

118



o Target population / sample:

Branch Sales And Service Managers.(3) Sales Team Managers.(2)

Customer Service Managers and Booth Incharges.(1) Branch Risk Managers.(2)

Personal Financial Consultants.(3) Customer service officers(7)

Service Ambassador.(1)

Branch Sales Executive(Contractual).(1) Customer Support Executives

Contractual).(1) Asset Center Employees.(6)

Figure 32: Target population of survey

Designation Amount Age

Branch Sales And Service 3 40-45

Managers.

Sales Team Managers. 2 30-35

Customer Service Managers and 1 30-37

Booth Incharges.

Branch Risk Managers. 2 30-37

Personal Financial Consultants. 3 28-41

Customer service officers. 7 28-41

Service Ambassadors. 1 28-30

Branch Sales Executives 1 28-30

(Contractual).

Customer Support Executives 1 25-30

Contractual).

Asset Center Employees. 6 28-35

Total : 27

119



Part A: Job satisfaction

The Job is Interesting

40.00%

20.00%

0.00% Participants

Strongly to some agree strongly disagree w hat agree

agree Participants

Figure 33: Employee participation on the “job is interesting”

Frequency Percentage Valid Cumulative

percent Percent

Strongly 0 0 0 0

Disagree

Valid Disagree 1 3.70 3.70 3.70

To some what 2 7.42 7.42 11.12

Agree

Mostly Agree 5 18.51 18.51 29.63

Agree 7 25.92 25.92 55.55

Fully Agree 2 7.42 7.42 62.97

Strongly Agree 10 37.03 37.03 100.00

Total 27 100.00 100.00

Interpretation: Most of the jobs are challenging and service related. So employees have vast

opportunity to meet with existing customers and new customers. And their challenges relating

to targets and employees are more innovative to accept challenges and achieve targets. They

find their job interesting and a vast majority of employees supports this statement.

120



Employee likes their job

60.00%

40.00%

20.00%

0.00% Participants

Strongly to some agree strongly disagree w hat agree

agree Participants

Figure 34: Employee like this job


percent Percent

Strongly Disagree 0 0 0 0

Disagree 0 0 0 0

Valid To some what Agree 0 0 0 0

Mostly Agree 4 14.81 14.81 14.81

Agree 11 40.74 40.74 55.55

Fully Agree 2 7.42 7.42 62.97

Strongly Agree 10 37.03 37.03 100.00

Total 27 100.00 100.00

Interpretation: Because of good compensation packages and scope for career development,

most of the employees agree to this statement. A process of learning is present in their job

environment and consequently, they can constantly gather knowledge and new experiences to

manage customers and find the ways to accomplish targets innovatively.

121



Employees’ Satisfaction with Present job

40.00%

20.00%

0.00% Participants

Strongly disagree to some mostly agree fully strongly disagree w hat agree agree agree

agree Participants

Figure 35: Satisfy with present job

Frequency Percentage Valid Cumulative percent Percent

Valid Strongly Disagree 0 0 0 0

Disagree 1 3.70 3.70 3.70

To some what 1 3.70 3.70 7.40 agree

Mostly agree 3 11.11 11.11 18.51

Agree 9 33.33 33.33 51.84

Fully agree 6 22.22 22.22 74.06

Strongly agree 7 25.93 25.93 100.00

Total 27 100.00 100.00

Interpretation: The contractual or 3rd party contractual employees are not satisfied because

they are not regular employees of the bank and have to work very hard with difficult workassignments/targets. They want to work as permanent employees of this bank. But maximum

of the employees thought that this job will eventually facilitate to develop their career.

122



Enthusiastic about work

60.00%

40.00%

20.00%

0.00% Participants


agree Participants

Figure 36: They Enthusiastic about work



Disagree 0 0 0 0

To some what 1 3.70 3.70 3.70 agree

Mostly agree 4 14.82 14.82 18.52

Agree 11 40.74 40.74 59.26

Fully agree 5 18.52 18.52 77.78

Strongly agree 6 22.22 22.22 100.00

Total 27 100.00 100.00

Interpretation: Employees are always energetic to serve good quality service. And they are

motivated to accomplish their work. Energy and motivation works as synergy to achieving

targets and provide the best service to customer to meet their satisfaction. Most of the

employees agree with this statement and newly recruited and newly promoted employees

strongly agreed with this statement.

123



Employees are satisfied with job for the time being

50.00%

0.00% Participants


agree Participants

Figure 37: Employees are satisfied with job for the time being



Disagree 1 3.70 3.70 3.70

To some what 0 0 0 3.70 agree

Mostly agree 4 14.82 14.82 18.52

Agree 13 48.15 48.15 66.67

Fully agree 3 11.11 11.11 77.78

Strongly agree 6 22.22 22.22 100

Total 27 100.00 100.00

Interpretation: Maximum employees are satisfied with current position and job but very few

employees working for long time at same position and post. As based on age, designation, and

experience employees are satisfied with their job and position.

124



The job is pleasant

50.00%

0.00% participants


agree participants

Figure 38: The job is pleasant


percent Percent


Disagree 0 0 0 0

To some what 2 7.40 7.40 7.40

agree

Mostly agree 4 14.82 14.82 22.22

Agree 11 40.74 40.74 62.96

Fully agree 3 11.11 11.11 74.07


Total 27 100.00 100.00

Interpretation: About 41% employees expressed agreement with this statement. Maximum job

and position are service related. Employees are experienced to provide quality service so they

know how to accomplish tasks and duties so they feel that their jobs are pleasant for them. Few

newly recruited contractual employees work under pressure and with sales targets and with

achieving the set targets they feel that the job is doable.

125



Employees are happy to take this job

40.00%

20.00%

0.00% employee


agree employee Figure 39: They are happy to take this job


percent Percent

Strongly 0 0 0 0

Disagree

Disagree 0 0 0 0

To some what 1 3.70 3.70 3.70

agree

Mostly agree 6 22.22 22.22 25.92

Agree 9 33.33 33.33 59.25

Fully agree 4 14.82 14.82 74.07

Strongly agree 7 25.93 25.93 100.00

Total 27 100.00 100.00

Interpretation:

Because of good compensation packages, friendly work Environment, scope to develop careerand social respect, employees feel that they are engaged in the best job in one of the best

Organization in Bangladesh.

126



Employee feels that the job is interesting than others they could get

50.00%

0.00% employee


agree employee Figure 40: The job is interesting then other job


percent Percent


Disagree 1 3.70 3.70 3.70

To some what 1 3.70 3.70 7.40

agree

Mostly agree 4 14.82 14.82 22.22

Agree 11 40.74 40.74 62.96

Fully agree 4 14.82 14.82 77.78

Strongly agree 6 22.22 22.22 100.00

Total 27 100.00 100.00

Interpretation: Most of the employees agree with this statement because they gatherexperiences and they receive social respect from the job.

127



Part B: Motivation

Motivated to execute duties at work

40.00%

20.00%

0.00% employee


agree employee Figure 41: Motivated to execute duties


percent Percent


Disagree 0 0 0 0

To some what 0 0 0 0

agree

Mostly agree 6 22.22 22.22 22.22

Agree 8 29.63 29.63 51.85

Fully agree 8 29.63 29.63 81.48


Total 27 100.00 100.00

Interpretation: Most of the employees agreed with this statement and they are motivated to

execute duties because they are experienced to meet customers’ satisfaction and accomplish

task properly. And employees work in a group and the group members are cooperative to help

each other to create a friendly work environment.

128



No one push employee to do job

40.00%

20.00%

0.00% Participants


agree Participants

Figure 42: No one push employee to do job


percent Percent Valid Strongly 0 0 0 0

Disagree

Disagree 0 0 0 0


agree

Mostly agree 4 14.82 14.82 14.82

Agree 9 33.33 33.33 48.15

Fully agree 8 29.63 29.63 77.78

Strongly agree 6 22.22 22.22 100.00

Total 27 100.00 100.00

Interpretation: Employees are always motivated to achieve their targets. Instead of pushing to

do work, seniors are always accessible and cooperative to coach subordinates to accomplishtask properly so most of employees agreed this statement.

129



Motivation drives employee to achieve more in the job

40.00%

20.00%

0.00% Participants


agree Participants

Figure 43: Motivation drives employee to achieve more in the job


percent Percent


Disagree 0 0 0 0


agree

Mostly agree 6 22.22 22.22 22.22

Agree 10 37.04 37.04 59.26

Fully agree 8 29.63 29.63 88.89


Total 27 100.00 100.00

Interpretation: About 37.4% of employees agreed with this because they are experienced and

work with targets and above all, employees get performance bonus. So they are motivated, and

always try to accomplish task and perform quality service to meet customer satisfaction.

130



Employees feel an inner urge to fulfill duties to this Organization

50.00%

0.00% Participants


agree Participants

Figure 44: Inner urge influence employee


percent Percent

Strongly Disagree 0 0 0 0

Disagree 0 0 0 0


agree

Mostly agree 4 14.82 14.82 14.82

Agree 13 48.15 48.15 62.97

Fully agree 8 29.63 29.63 92.6

Strongly agree 2 7.40 7.40 100.00

Total 27 100.00 100.00

Interpretation: Most of the employees work with targets so they have to fulfill their targets.

Based on task accomplishment and performance, they get promotion and performance bonus.

So, inner urge motivates them to accomplish tasks. And most of employees agreed with this

statement.

131



They perform above and beyond the call of duty

50.00%

0.00% Participants


agree Participants

Figure 45: They perform above and beyond the call of duty


percent Percent


Disagree 0 0 0 0

To some what 1 3.70 3.70 3.70

agree

Mostly agree 6 22.22 22.22 25.92

Agree 12 44.45 44.45 70.37

Fully agree 5 18.52 18.52 88.89


Total 27 100.00 100.00

Interpretation: The inner urge of doing better and learn new things combined the incentive of bonus and future promotions inspire them to work beyond the call of duty. Employees are

willing and ready to work more.

132



Company’s practices arouse among employees motivation to work harder

and better

100.00%

50.00%

0.00% employee


agree employee Figure 46: Company’s practices arouse among employees motivation to work harder and better


percent Percent


Disagree 0 0 0 0


agree

Mostly agree 3 11.11 11.11 11.11

Agree 14 51.85 51.85 62.96

Fully agree 6 22.22 22.22 85.18

Strongly agree 4 14.82 14.82 100.00

Total 27 100.00 100.00

Interpretation: Most of the employees agreed with this statement. Organization can recognize

personnel’s contribution in task. And organization awards employees and provides good

compensation packages to employee to motivate them.

133



They are motivated to do more than I originally expected I would do

50.00%

0.00% Participants


agree Participants

Figure 47: They motivated to do more


percent Percent


Disagree 0 0 0 0


agree

Mostly agree 6 22.22 22.22 22.22

Agree 13 48.15 48.15 70.37

Fully agree 5 18.52 18.52 88.89


Total 27 100.00 100

Interpretation: Employees are motivated to do additional tasks what they expect because

organization always tries to develop their knowledge and skills to develop career and to serve

best service to customer and the work environment helps to accomplish task properly and

cooperate with employee to get the work done in right way in short period of time. So

employees like to do his own work and motivated to do more; so about 48.15% of employees

agreed with this statement.

134



Part: C Job security

I feel my job is secure

40.00%

20.00%

0.00% Participants


agree Participants

Figure 48: The job is secure.


percent Percent

Valid Strongly Disagree 1 3.70 3.70 3.70

Disagree 1 3.70 3.70 7.40

To some what 4 14.82 14.82 22.22

agree

Mostly agree 4 14.82 14.82 37.03

Agree 9 33.33 33.33 70.37

Fully agree 5 18.52 18.52 88.89


Total 27 100.00 100

Interpretation: About 7.40% of employees work as a contractual and they have work pressures

and targets. If they can not meet targets will result in leaving the organization. So they think

the job is not secured. But all permanent staff thinks that the job is secured.

135



Organization focus on job security

40.00%

20.00%

0.00% Participants

Strongly disagree to some mostly agree fully strongly disagree what agree agree agree

agree Participants

Figure 49: Organization focus on job security.


percent Percent


Disagree 0 0 0 0

To some what 2 7.40 7.40 7.40

agree

Mostly agree 5 18.52 18.52 25.92

Agree 10 37.04 37.04 62.96

Fully agree 6 22.22 22.22 85.18

Strongly agree 4 14.82 14.82 100.00

Total 27 100.00 100.00

Interpretation: About 37.04% of employees agreed with this statement. But if any kind of

illegal occurrence, rules violation organization can fire any employee as disciplinary action.

136



Employees that perform modesty do not get fired

60.00% 40.00%

20.00%

0.00% Participants


agree Participants

Figure 50: Performing with modesty does not get fire.


percent Percent


Disagree 0 0 0 0

To some what 1 3.70 3.70 3.70

agreeMostly agree 3 11.11 11.11 14.81

Agree 14 51.85 51.85 66.66

Fully agree 4 14.82 14.82 81.48

Strongly agree 5 18.52 18.52 100.00

Total 27 100.00 100

Interpretation: Most of employees agree with this statement.

137



Employees are not worried about losing the job

40.00%

20.00%

0.00% Participants


agree Participants Figure 51: They are not worried about losing job.


percent Percent

Strongly Disagree 1 3.70 3.70 3.70

Disagree 0 0 0 3.70

To some what 0 0 0 3.70

agree

Mostly agree 3 11.11 11.11 14.81

Agree 7 25.93 25.93 40.74

Fully agree 10 37.04 37.04 77.78

Strongly agree 6 22.22 22.22 100.00

Total 27 100.00 100.00

Interpretation: Most of the employees are not worried to lose their job. Because, most of them

are permanent employees.

138



Job security is prime important in this organization

40.00%

20.00%

0.00% Participants


agree Participants

Figure 52: Security is important in organization.


percent Percent

Valid Strongly Disagree 1 3.71 3.71 3.71

Disagree 0 0 0 3.71

To some what 0 0 0 3.71

agree

Mostly agree 3 11.11 11.11 14.82

Agree 9 33.33 33.33 48.15

Fully agree 8 29.63 29.63 77.78

Strongly agree 6 22.22 22.22 100.00

Total 27 100.00 100.00

Interpretation: Most of the employees agreed with this because organization does not fire

permanent employees but if some one cannot contribute best of performances and if violate

discipline of the organization can be treated with exception.

139



In the organization employees are hired to work for long time

60.00% 40.00%

20.00%

0.00% Participants


agree Participants

Figure 53: Employees are hired to work for long time


percent Percent

Valid Strongly 0 0 0 0

Disagree

Disagree 0 0 0 0


agree

Mostly agree 3 11.11 11.11 11.11

Agree 5 18.52 18.52 29.63

Fully agree 13 48.15 48.15 77.78

Strongly agree 6 22.22 22.22 100.00

Total 27 100.00 100.00

Interpretation: Employees are satisfied to work with this organization and employees can work

life long with this organization. So, most of the employees fully agree with this statement.

140



Organization has come through in fulfilling the terms and conditions made

to me when I was recruited

40.00%

20.00%

0.00% Participants


agree Participants

Figure 55: Fulfilling the terms and condition



Disagree

Disagree 0 0 0 0


agree

Mostly agree 3 11.11 11.11 11.11

Agree 10 37.04 37.04 48.15

Fully agree 8 29.63 29.63 77.78

Strongly agree 6 22.22 22.22 100.00

Total 27 100.00 100.00

Interpretation: Before joining, an employee has to sign terms and conditions. And organization

fulfills all the conditions. And most of the employees agreed with this statement. It means

organization fulfills all promises like compensation, promotion, career development etc.

142



Organization has done an excellent job in fulfilling its terms and conditions

40.00%

20.00%

0.00% Participants


agree Participants

Figure 56: Organization has done an excellent job in fulfilling its terms and conditions


percent Percent


Disagree 0 0 0 0

To some what 0 0 0 0 agree

Mostly agree 1 3.70 3.70 3.70

Agree 10 37.04 37.04 40.74

Fully agree 10 37.04 37.04 77.78

Strongly agree 6 22.22 22.22 100.00

Total 27 100.00 100.00

Interpretation: Most of the employees agreed with this statement that organization fulfills allthe terms and conditions. So they are satisfied.

143



Organization has not broken yet of its promises to me as long as I

have upheld my side of the deal

50.00%

0.00% Participants


agree Participants

Figure 57: Organization has not broken yet of its promises to me.


percent Percent


Disagree 0 0 0 0


agree

Mostly agree 1 3.70 3.70 3.70

Agree 10 37.04 37.04 40.74

Fully agree 11 40.74 40.74 81.48

Strongly agree 5 18.52 18.52 100.00

Total 27 100.00 100.00

Interpretation: The terms and conditions mutually agreed at the time of joining is never broken.

It is the responsibility of the individual employee to keep up the standard of assignment and as

a result, the organization acts according to that individual performance. It is employer-

employee-friendly organization.

144



Part E: Employee psychological contract (Relational)

This job is stepping in career development of employees

40.00%

20.00%

0.00% employee


agree employee

Figure 58: Job is stepping in career development


percent Percent


Disagree

Disagree 1 3.70 3.70 3.70

To some what 2 7.41 7.41 11.11

agree

Mostly agree 3 11.11 11.11 22.22

Agree 5 18.52 18.52 40.74

Fully agree 8 29.63 29.63 70.37

Strongly agree 8 29.63 29.63 100.00

Total 27 100.00 100.00

Interpretation: Employees gather experiences from the job and they also get training so to most

of the employees strongly agree that the organization mapped their career development not

only that organization promote employees to new post and job. So they think their present job

stepped in career development.

145



Employee expect to develop their skills in this company

40.00%

20.00%

0.00% participants


agree participants

Figure 59: Employee expect to develop their skills in this company


percent Percent


Disagree

Disagree 0 0 0 0


agree

Mostly agree 4 14.81 14.81 14.81

Agree 7 25.93 25.93 40.74

Fully agree 9 33.33 33.33 74.07

Strongly agree 7 25.93 25.93 100.00

Total 27 100.00 100.00

Interpretation: Organization always tries to develop skills of the staff through training and e-

learning. And the training and learning is related to work and to develop career. And

employees get appropriate training on appropriate time. So most of the employees fully agreed

with this statement and they expect to develop their skills from this organization.

146



Employee feels this organization reciprocates the effort put in byits employee

60.00%

40.00%

20.00%

0.00% participants


agree participants

Figure 63: Organization reciprocates the effort put in by its employee



Disagree 0 0 0 0

To some what 0 0 0 0 agree

Mostly agree 3 11.11 11.11 11.11

Agree 9 33.33 33.33 44.44

Fully agree 11 40.74 40.74 85.18

Strongly agree 4 14.82 14.82 100.00

Total 27 100.00 100.00

Interpretation: The organization appreciates employees’ contributions and 41% of employees

agree with this statement.

150



They expect to gain promotion in this organization with length of service andeffort to achieve goals

50.00%

0.00% Participants


agree Participants

Figure 64: Expect to gain promotion in this organization


percent Percent Valid Strongly 0 0 0 0

Disagree

Disagree 0 0 0 0


agree

Mostly agree 3 11.11 11.11 11.11

Agree 6 22.22 22.22 33.33

Fully agree 7 25.93 25.93 59.26

Strongly agree 11 40.74 40.74 100.00

Total 27 100.00 100.00

Interpretation: Employees work hard and try to achieve targets and they develop their career

also so they expect promotion. And organization recognized their contribution. So most of theemployees expect it from organization and agreed with statement.

151



Part # 2

Chapter # 5

Findings of the Study

152



Part # 2

Chapter # 6

Suggestions

154



Suggestions

I had the practical exposure to/in Standard Chartered Bank for just four months, with my

limited experience in the Bank in comparison with vast and complex banking system; it is not

so easy to recommend some suggestions to enhance the performance level of the organization.

Depending on the observation of some shortcomings regarding the selection process and other

aspects of Standard Chartered Bank’s recruitment and selection process, the following

recommendations are presented-

o Standard Chartered Bank put a very low preference on external hiring. That’s why many

talented and extraordinary candidates are not getting the chance to prove their worth for not

being appointed, thus limiting the bank of its scope of getting new, but potential candidates to be inducted in the system. It has been observed that the bank prefer strong references as one of

the criteria for recruitment that might be reviewed by the bank.

o The bank usually doesn’t publish job advertisements in newspapers (based on interview)

where a large portion of applicants are used to see job vacancies in newspapers. To avoid

receiving a big junk of applicants and to ensure receiving best suited applicants, the bank

should at least focus on circulating vacancy notices to its branches and other relevant sources

of its choice.

o Organization should confirm and regularize appointments on contractual posts. Certain

criteria can set for creating opportunities for contractual staff to be screened and short-listed for

certain probable positions. The contracted firm/individuals should be provided with parameters

of performance of the contractual staff to bring to the regular staff.

o The bank might consider initiating a process of evaluating potentials of the Interns being

placed each to the bank for future possible recruitment on availability. This may help the bank

to find candidates who at least familiar with the bank’s work procedures and this will

eventually create bank’s positive image in the society.

o The bank values the efficiency of its staff and to encourage improving individual staff’s

efficiency, the bank ensures a leaning environment within its operational system which can

followed by other financial intuitions.

155



Part # 2

Chapter # 8

Conclusions

156



Conclusion

Banking is becoming more vital for economic development of Bangladesh in mobilizing

capital and other resources. Standard Chartered Bank is also extending such contributions to

the advancement of the socioeconomic condition of the country. Standard Chartered Bank is

committed to provide quality services, maintain corporate governance & support international

business as a continuation of excellence in performance since its incorporation. They are fully

committed to conduct its business activities in economically, environmentally & socially

sustainable manner. The Bank has ensured hygienic & convenient work environment for its

employees. Standard Chartered Bank respects the worth & dignity of each employee.

HR programs and policies are integrated within a larger framework facilitating, in general, the

organization’s mission and s pecifically its objectives. Standard Chartered has a good HR

policy. They believe that ensuring a right people in a right place at the right time can produce

the optimum output. So, they put and practice the great importance to ensure that they have the

right people with required skills and knowledge. They also revise the recruitment policy

thoroughly based on the demand. They have some uniqueness in their selection process but

they are very much careful and concerned for hiring employees from outside. Also they strictly

verify the references before hiring anybody because it is given that an organization’s

performance is a direct to the individuals it employs, the specific strategies used and decisions

made in the staffing process will directly impact an organization’s success or lack thereof.

Today Standard Chartered Bank is leading the Banking sector and the employees are the

leaders who are assigned through a good recruitment system and other HR activities. Not only

recruiting system this organization encouraged employees through compensation packages and

career development and most of the employees are satisfied with this organization and itsculture and this organization follows discipline to maintain employee relationship and to create

better work environment for work.

157



Part # 2

Chapter # 9

Bibliography

158



Bibliography

Richard l. Henderson (2006). Compensation management in a knowledge-based world .India: Pearson Education

Raymond A.Noe. (1994). Employee Training and development : Irwin: McGraw-Hill.

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Appendix

Survey Questionnaire

Part A: Job Strongly Disagree To Mostly Agree Fully Strongly

satisfaction Disagree some agree agree

what

agree

My job is usually

interesting enough to 1 2 3 4 5 6 7

keep me from getting

bored

I like my job 1 2 3 4 5 6 7

I feel satisfied with my 1 2 3 4 5 6 7

present job

Most days I amenthusiastic about my 1 2 3 4 5 6 7

work

I am satisfied with my 1 2 3 4 5 6 7

job for the time being

I consider my job as 1 2 3 4 5 6 7

pleasant

I am happy that I have 1 2 3 4 5 6 7

taken this job

I feel that my job is 1 2 3 4 5 6 7

interesting than others

I could get

160



Part B: Motivation Strongly Agree Fully Strongly

Disagree

I am motivated to

execute my duties at 1 2 3 4 5 6 7

work

No one has to push me 1 2 3 4 5 6 7

to do my job

My motivation drives 1 2 3 4 5 6 7

me to achieve more in

the job

I feel an inner urge to

fulfill my duties to this 1 2 3 4 5 6 7

Organization

I perform above and 1 2 3 4 5 6 7

beyond the call of duty

I am motivated to do 1 2 3 4 5 6 7

more than I originallyexpected I would do

Company’s practices 1 2 3 4 5 6 7

arouse in me

motivation to work

harder and better

Part :C Job security Strongly Strongly

Disagree agree

I feel my job is secure

1 2 3 4 5 6 7

My Organization focus 1 2 3 4 5 6 7

on job security

161



Employees that 1 2 3 4 5 6 7

perform modesty do

not get fired

I am not worried about

losing my job 1 2 3 4 5 6 7

Job security is of prime 1 2 3 4 5 6 7

importance in this

company

In this organization , 1 2 3 4 5 6 7

employees are hired to

work for a long time

Part: D Employee Strongly Disagree To Mostly Agree Fully Strongly

psychological Disagree some agree agree

contract fulfillment what

agree

Almost all of the terms

and conditions made 1 2 3 4 5 6 7

by company duringrecruitment have been

kept so far

I feel , my company 1 2 3 4 5 6 7

has come through in

fulfilling the terms and

conditions made to me

when I was recruited

My organization has 1 2 3 4 5 6 7

done an excellent job

in fulfilling its terms

and conditions to me

My company has not 1 2 3 4 5 6 7

162



broken yet of its

promises to me as long

as I have upheld my

side of the deal

Part E: Employee Strongly Disagree To Mostly Agree Fully Strongly

psychological contract Disagree some agree agree

(Relational) what

agree

This job is stepping in

my career development 1 2 3 4 5 6 7

I expect to develop my 1 2 3 4 5 6 7

skills in this company

I expect to grow in this 1 2 3 4 5 6 7

organization

My career path in the

organization is clearly 1 2 3 4 5 6 7

mapped out

I feel part of a team in 1 2 3 4 5 6 7

this organization

I feel this organization 1 2 3 4 5 6 7

reciprocates the effort

put in by its employee

I expect to gain 1 2 3 4 5 6 7

promotion in this

organization with

length of service and

effort to achieve goals

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Sample of questionnaires: Interview (open end-

Broad questions)

1. Define relationship between subordinate and superior?

2. How many departments do you have?

3. How many levels included in organization structure?

4. How many employees do you have?

5. Define the structure-organic or mechanistic and why?

6. Is this a learning organization?

7 Whi h l i t t f i ti d h i ti it

Updated Project Data

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Transcript of Updated Project Data