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The Right People in the Right Places at the Right Time

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Acknowledgment

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Declaration

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Contents
Acknowledgment...........................................................................................................2 Declaration....................................................................................................................3 Executive summary.......................................................................................................6 1. 2. 3. Introduction.............................................................................................................7 Research Methodology............................................................................................7 Organisational background.....................................................................................7 3.1. 3.2. 3.3. 4. 4.1. 4.2. 4.3. 4.4. 4.5. 5. About RAKBANK................................................................................................7 Vision and mission of RAKBANK........................................................................8 Products and services.......................................................................................8 HRP and its importance...................................................................................10 Best HRP practice in industry..........................................................................10 HRP policy of RAKBANK...................................................................................11 Hr policy at RAKBANK..................................................................................11 Strategic plans................................................................................................13 Relation between HRP and strategic plan.......................................................13 Lack in the policy of RAKBANK.......................................................................13

Organisation strategy and HRP.............................................................................10

4.3.1.

4.5.1.

HR planning process..............................................................................................14 5.1. SWOT analysis...................................................................................................14 5.2. PESTLE Analysis (external analysis)..................................................................15 5.3. 7s framework (internal analysis)......................................................................16 5.4. Labour market for RAKBANK.............................................................................17 5.5. Proposed HR PLAN.............................................................................................17 5.6. Staff audit matrix for RAKBANK.........................................................................18 5.7. Demand availability forecast............................................................................20 5.8. Job description for the post of clerk (mortgage/operations) RAKBANK..............21

Page |5 5.9. Job specification for the post of clerk (mortgage/operations) RAKBANK............22 6. Recruitment and Selection....................................................................................23 6.1. 6.2. 6.3. Recruitment....................................................................................................23 Methods of recruitment............................................................................23 Selection.........................................................................................................25 Analyze the emerging trend in recruitment and selection methods...............25 6.1.1.

6.2.1. Methods of selection............................................................................................25 6.4. Critical review of existing recruitment and selection methods..........................25 6.5 Propose a new recruitment and selection method for the identified vacancy....26 6.6 Devises recruitment and selection plan & describe the stages in it provide flow diagram....................................................................................................................27 7. 8. 9. Evaluation.............................................................................................................29 7.1. Implementation plan.......................................................................................29 Recommendation..................................................................................................30 Conclusion.............................................................................................................30

Bibliography....................................................................................................................32

Bibliography

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Executive summary
This project has been developed on the human resource planning of RAS-ALKAHIMA, a leading bank of UAE. The main objective of this project is to analyze the human resource planning process of RAKBANK. Another important objective of this project is to analyze the demand supply forecast process, the recruitment and selection process of RAKBANK, to analyze the key methods of selection, finding the areas of improvement in those procedure and suggesting future recommendations for improvement. RAKBANK is a customer centric organisation1(Vardhan, 2001); they aim at getting best employees in their organisation. In this project the internal and external environment for human resource needs of RAKBANK has been critically evaluated, and the labour market of UAE for financial sector has been analyzed to get information on the availability of the resource, this will help to strike a balance between the organisational needs and available resources. In this project different method of managing those resources has also been suggested, to help the organisation to do, better employee motivation and retention.

1 Vardhan, S. (2001). RAKBANK. Abu dhabi: Great plains siebel front office.

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1. Introduction
This project has been written on RAKBANK, the leading financial institution of UAE; in this assignment the human resource planning of RAKBANK has been discussed. Human resource is the main pillar of a successful business organisation. RAKBANK started as a very small financial institute but today it is regarded as the best bank in UAE. In this assignment the human resource policy, demand forecast of human resource, and appropriate recruitment and selection policy have been developed. In the last decade human resource has gained new dimensions and those new trends have also been evaluated in this project.

2. Research Methodology
For the purpose of collecting various data on human resource system of RAKBANK, a secondary method of research that is the interview method has been used. Unstructured method of interviews has been used for this project. Interviews were conducted with the HR head of RAKBANK, and few employees to get in-depth knowledge about the overall human resource system of RAKBANK2. (Cassell, 2005) A secondary research has also been conducted, all the secondary research data has been collected with the help of newspaper, journal articles, books, internet and press releases.

2 Cassell, C., & Symon, G. (2005). Essential guide to qualitative methods in organizational research. London: Sage
publication.

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3. Organisational background
3.1.About RAKBANK
The national bank of RAS-AL-KAHIMA was established in the year1976 as a corporate bank with a small number of employees and customer, in the year 2001 RAKBANK also entered into the retail banking sector of UAE. The RAS-AL-KAHIMA bank is called as RAKBANK in UAE. It is a public joint stock company with 52.2 percent shares owned by government; bank is headquartered at RAS-AL-KAHIMA, UAE, with capital of Dh. 22.3 billion as on 31st march 2011. RAKBANK is a customer friendly bank with continuous growth and innovative development. Its customer has increased to 450,000 from 5,000. There are around 31 branches of RAKBANK in UAE, and it is a listed on the stock exchange of Abu Dhabi3. (RAK bank, 2011)

3.2.Vision and mission of RAKBANK

The vision of RAKBANK is to satisfy customer needs by providing them with the best of products and services; RAKBANK tries to offer tailored products to its customer by satisfying the needs of every customer4.(Goe, 2008) The aim of RAKBANK is to become the first preference of every customer in banking sector of UAE. The mission of RAKBANK is to help their customer constantly at every point, they want to make customer happy provide them with a positive experience at RAKBANK.

3 RAK bank. (2011, june). About us. Retrieved from rakbank.ae: http://rakbank.ae/rakbank/aboutus/aboutus.jsp

4 Goe, D. A. (2008). GENERAL INFORMATION. Dubai.

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3.3.Products and services

RAKBANK believes in continuous innovation and development of products, bank has developed many new products, it provides its customer with a range of different products and services in both corporate banking sector and retail banking sector according to their need. The product range offered by RAKBANK is follow;

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4. Organisation strategy and HRP

4.1.HRP and its importance
A strong HRP is required for optimum utilisation of resources, minimising the cost of employment, saving time and selecting a right person for the job to get the maximum utilisation5.(Torraco, 1995)

4.2.Best HRP practice in industry

The best HR practices include the objectives that need to be achieved with the given time frame to achieve those objectives. It also includes the total number of employees needed in a particular time period for achieving the business goals that will also include the number of employees, the type of qualities needed within them and the time of their need. The human resource planning must be integrated with the business goals, vision and mission6. (Guest, 2007)

5 Torraco, R. J., & Swanson, R. A. (1995). The Strategic Roles of Human Resource Development. Hunan resource
planning , 18.

6 Guest, D. E. (2007). HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS. Journal of

Management Studies , 24.

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4.3.HRP policy of RAKBANK

The hr objective of RAKBANK is to get the best people, whose quality and competencies match with the organisational goal, they aim at getting such qualified people, developing their ability and retaining them for long term. 4.3.1. Hr policy at RAKBANK The human resource of RAKBANK is to provide clear procedure of all human resource requirement of the organisation. The HR policy of RAKBANK is as follow: Type of policy Recruitment policy Objective Bank give importance to give employment to UAE nationals, first preference is given to existing employees. Reward policy Merit is given to the employee in relation to the job done according to its objectives fulfilment. Job evaluation policy Every job is described with the help of detailed job description, and then evaluation is done with the help of internal grade system. Grade policy There is a formal grade system in the RAKBANK which help in determining the level of responsibility and seniority and

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authority among employees. Promotion policy A job performance is seen, evaluated through grade system and then employee get promotion and transfer to higher position with salary hike and increase in responsibility. Salary policy The salary is mentioned in the contract note with the breakage and the incentives mention; it is paid through employees current account. Working policy The total working hours in a week is 46 hours excluding lunch hours. Development policy RAKBANK promises to be at the side of its employees for their growth, various programs, trainings are conducted to help the employees. Employee relation All the employees have to maintain good conduct, bank follow the equal treatment to all its employees, there is no discrimination made on the basis of gender, race, etc Deployment policy Any employee can leave the bank by means like resignation, dismissal, retirement, redundancy, or death.

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4.4.Strategic plans
RAKBANK strategic policy is customer centric7,(KHALID, 2006) a financial institute has to operate directly with the customer, therefore, bank aims at maintaining the highest level of customer service standards, and it aims at providing its customers with the best of experience with the organisation. RAKBANK tries to maintain a diversified portfolio across corporate and personal banking services; RAKBANK tries to be innovative as much as possible by proving innovative products to its customers. Another important strategic objective of RAKBANK is to increase its market share across both the corporate and retail banking segment of UAE, and become the market leader.

4.5.Relation between HRP and strategic plan

The strategic policy and HR policy8(Reilly, 2006)of RAKBANK is aligned with each other; they are integrated with each other. The strategic policy of RAKBANK is customer centric, and they should try in getting employees who can maintain relationships well. In customer centric organisations employees play the key part.

7 KHALID, M. (2006). RAKBANK reinventing the retail banking in UAE. Abu dhabi.

8 Reilly, P. A., & Williams, T. (2006). Strategic HR: building the capability to deliver. Burlington: Gower publishing
limited.

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4.5.1. Lack in the policy of RAKBANK In the hr policy of RAKBANK they have not mentioned about the type of training programs they provide to their employees, they have not mention anything about employee feedback, there must be an employee feedback program. There is no exit interview for the employees to know the reason for their leave, there is no induction program conducted.

5. HR planning process
It is important to know the future demand of employees required by the organisation and that is done with the help of proper HR planning that is done in the following manner:

5.1. SWOT analysis

FACTORS Strength

DESCRIPTION The grade system of RAKBANK which help in continuous evaluation of the candidate.

RAKBANK staff is customer friendly. RAKBANK has devoted and loyal staff The staffs are satisfied with company policy and support which helps in building strong relationship.

There are employees development plan, and growth opportunity.

There is scope for promotion in the

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organisation. Weakness The preference given to the people of UAE in terms of employment. There is lack in motivational programs No employee feedback program conducted. Opportunity Strong labour laws of UAE are beneficial for both employees and employers. Due to recession there is strong availability of educated staff. The cosmopolitan environment of UAE helps in getting a diverse workforce Threats

The uncertainty in financial market is a matter of concern, and for this reason many people dont want to work in financial sector.

Increasing inflation in the country is a matter of concern.

Brain drain happening from Middle East to the western countries.

Efficient employees are taken away by the competitors by paying high.

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5.2. PESTLE Analysis (external analysis)

Factors
Political

Issue
According to the policy of UAE government the financial institutes have to stress upon recruiting locals, especially in the top management level. The ongoing recession is another major problem of UAE.

Impact
This will impact the overall recruitment process.

Economic

This will impact the overall business of RAKBANK, also the employment policies and number of employees to be recruited. This kind of social environment will impact the recruitment policy heavily. This will make the human resource system simple and help in applying new technologies to the system

Social

There is huge cultural discrimination, it is an Islamic country. UAE is technologically advanced, new developments are taking place.

Technological

5.3. 7s framework (internal analysis)

Factors Implication

P a g e | 17 Strategy The strategy of RAKBANK is strong; they first entered into corporate banking and then moved into the retail segment. They try to innovative new products constantly. The structure of RAKBANK is divisional and functional. HR department needs to select candidates who can gel well with this kind of structure. The information system at RAKBANK is also strong, the daily activates are clearly mentioned. RAKBANK is customer centric, main aim of RAKBANK is to satisfy their customer and solve their queries. The leadership style at RAKBANK is laissez faire. Staff at RAKBANK is highly qualified and the company give attention to their overall growth both at professional level and personal level. The employees at RAKBANK are well skilled, the most important skill required is the interpersonal skill.

Structure

System

Shared value

Style

Staff

Skills

5.4. Labour market for RAKBANK

The population of UAE is now becoming one of the fastest growing population of the world, the point of difference in the labour market of UAE is that, more than two third of the

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UAE population is constituted of non citizens9.(Rutledgea, 2011) Around 88 percent of the UAE population is below the age of forty five. The citizens of UAE are mostly employed by the public sector and Financial sector of UAE. So in financial sector the citizen of UAE are given preference10. (Oxford Business Group, 2008) The problem with the labour market at UAE is that, most of the workforce is on temporary visa, no long term career scope.

9 Rutledgea, E., Shamsia, F. A., Bassion, Y., & Sheikhb, H. A. (2011). Women, labour market nationalization policies
and human resource development in the Arab Gulf states. Human Resource Development International , 14 (2).

10 Oxford Business Group. (2008). The Report. Dubai: Oxford Business Group.

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5.5. Proposed HR PLAN

RAK Bank Strategic objectives 1. Maintain a high level of customer service standards 2. Diversify the portfolio across Corporate and Personal Banking Services 3. Increase market share across corporate and personal banking
Promote culture and values Assessment centre process to select the best fit for culture staff HR and hiring manager

HR Strategic Objectives
To attract, develop and retain the bestqualified employees in order to ensure that the Bank will meet its overall long-term business objectives.

How to meet the objectives?

Profile mix of skills required Launch Employee retention program

Who is responsible?

RAK BANK HR Budget

HR and GM 130,000 AED overall budget allocation to kick off the HR plan in order to meet RAK BANK objectives.

Training & Development

Quarterly assessment of skill gaps and training needs

HR and hiring manager

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5.6. Staff audit matrix for RAKBANK

Job position Personal banker

Required skills Must be aware of all financial product Good knowledge Good inter personal skills

Job description In this job the personal banker have to get individual customers and provide them with tailored financial products. Direct sales, phone banking and telesales.

Sales

Good personality Good communication ability Strong market knowledge

Credit collection

A strong financial analyst Well versed with market knowledge Strong computer knowledge Strategy and analytical ability.

Credit collection is about formulating different credit policies, evaluating them.

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Projects & channel

Strong knowledge of information technology Good inter personal skill to handle customer queries.

In this job the employee has to deliver efficient technological solution to get customer satisfaction. Here the employee is responsible for the brand management of RAKBANK.

Marketing

Good market knowledge Creativity Lateral thinking Strategic and analytical power

Treasury

The knowledge about financial market. The monetary policy and planning knowledge Knowledge about foreign exchange market. Loyal, honest and truthful

Responsibility to maintain the liquidity of the bank, the foreign exchange etc.

Operations

Knowledge on Risk management strategy and

Compliance handles the risk management. The operation

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tricks. Analytical ability. Strategy and planning. Deep understanding of monetary policy. Internal audit Truthful, unbiased, honest, integrity. Knowledge of finance and accounting system. Public relation Must have good networking Strong personality Interpersonal skills Stress handling Human relation Good analytical ability on human behaviour Understanding of human psychology

department manages the different operations of the bank and the IT department handle the I.T infrastructure of the bank.

Responsible for independent assessment of the working of the bank.

Maintaining the public image of RAKBANK, the corporate social responsibility and ethical issues.

Responsible for doing strategic planning and implementation of human asset of RAKBANK.

5.7. Demand availability forecast

It is important to analyze the future need for the employees and planning for the same, it makes easy for the organisation to get the best resource at the time of need. The demand

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forecasting helps in estimating the future demand of the employees required by the organisation11. (Rothwell) There are different methods available for forecasting the human resource demand in an organisation.

It is advisable to the organisation to also forecast the supply of human resource of an organisation as this will help them in getting true picture of inflow and outflow of the employees in the organisation. The supply of the human resource must be calculated by taking absenteeism, promotion, attrition into account12.(Turner, 2008)

5.8. Job description for the post of clerk (mortgage/operations) RAKBANK

This is a detailed job description provided for the post of clerk at RAKBANK, as a part of job analysis.

JOB DESCRIPTION
Job Title : Location Clerk (mortgage operations/ centralised activities and Job ID : A PL takeovers) Abu Dhabi , UAE

11 Rothwell, W. J., & Kazanas, H. C. Planning and managing human resources: strategic

planning for human. Amherst: Human resource development press.

12 Turner, P. (2008). HR forecasting and planning. London: Chartered Institute of Personnel and Development.

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1.

Job purpose: the purpose of this job is to do administration of mortgage loans activities of the bank. 2.1 Report to mortgage operations, centralised activity and PL takeover officer. 2.2 Report indirectly or occasionally to the Sr. Officer of Mortgage loans. Primary responsibility Credit documentation Preparing Offer letters and standard documents Cross checking the documents Registration and outdoor Settlement and amendments P L takeovers

2. 3.

4.

Secondary responsibility Loan administration Offer letter Documentation Centralised activity Miscellaneous activity

Decision making authority Authority to take timely decision and have to work under strict time constraints

5.9. Job specification for the post of clerk (mortgage/operations) RAKBANK

Competency Level 1 Qualification 2 Must be a undergraduate / or graduate will get preference

Required experience

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A minimum experience of 3 years is required, with knowledge of operations and 3 computers. Specialist Skills required to the Job Must be aware of all banking regulation Good communication skill required Quick decision making ability

1. Recruitment and Selection

Recruitment is the first step of getting people into the organisation; a situational audit must be conducted before starting the recruitment process13.(Orrick, 2008)
1.1.1.Methods of recruitment

There are various methods of recruitment in management field; the method of recruitment can be classified under two broad headings as follow: 1) Internal source of recruitment 2) External source of recruitment

1.1.Selection
Selection does not mean only to select a suitable candidate; it also means striking a harmonious balance between the candidate expectations from the job, his abilities and the organisational needs14.(Aamodt, 2010)
13 Orrick, W. D. (2008). Recruitment, retention, and turnover of police personnel. Charles thomas publisher.

14 Aamodt, M. G. (2010). Industrial/Organizational Psychology: An Applied Approach. Belmont: wadsworth cengage learning .

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6.2.1. Methods of selection Selection is a long process with a number of steps involves, there are various selection method suggested, the two broad categories are as follow15: (Kleiman, 2008) a) Written test b) Interview

1.1.Analyze the emerging trend in recruitment and selection methods

In the era of globalisation the whole procedure of recruitment and selection is changing, now a days the new method recruitments are giving advertisements on the job portals, tie up with the consultancy advertising at social websites, headhunting etc16.(Collingsa, 2009) The method of selection is also changing, earlier the candidates were selected on the basis of their performance in written test and interview, but now a days their whole personality, networking, group interview, team qualities are checked in the selection process.

6.4. Critical review of existing recruitment and selection methods

The existing recruitment policy of an organisation must be sound, otherwise poor recruitment and selection leads to lowered motivation among employees, high attrition rate, low job satisfaction, lower productivity and increasing overhead expenditure17. (Skinner, 2005)The
15 Kleiman, L. (2008). Human Resource Management: A Managerial Tool for Competitive Advantage. USA: Atomic dog
publication.

16 Collingsa, D. G., & Sculliona, H. (2009). Global staffing: a review and thematic research agenda. The
International Journal of Human Resource Management , 20 (2).

17 Skinner, N., Roche, A. M., OConnor, J., Pollard, Y., & Todd, C. (2005). Development tips. Australia.

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selection process must be rigorous enough to get the best of talent in the organisation and the one who are really interested in doing the job. The temporary staff recruitment is not suitable for financial industry, if recruited then also they can only be used for sales and marketing purpose.

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6.5 Propose a new recruitment and selection method for the identified vacancy

Current R&S Methods at RAK BANK

Impact on RAK BANK

Proposed new/additional R&S Methods for RAK BANK

Impact on RAK BANK

Responsibility

Presently the methods of recruitment are walk-in Jobs at the website Newspaper advertisement Currently the selection of candidate is done through interview. If a candidate clear the interview round then a written test is conducted to test his analytical skills.

Profile of top 5 percent of candidate of the organisation and then finding the candidates with similar characteristics. These methods are Another method of time recruitment can be consuming. Consultancy Job fair Campus recruitment High cost involved.

These methods of recruitment will help RAKBANK in getting qualified applicants. Huge cost can be saved. Time can save. HR & Hiring Managers

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6.6 Devises recruitment and selection plan & describe the stages in it provide flow diagram
Recruitment and selection is a long procedure, following a number of steps which are as follow:

Flow chart representation of Recruitment and Selection Process

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First an middle management passtop After selection candidate is be full filled to written medicalIf and then externalinterview are adopted. For internal databaseall ofIfevery management vacancya secondasked of join under is conducted HR the CEO of the Those who is checkeddepartmentJobfor collect the is hr requirementeverynot. notthe takes the methods The head and Then HR department candidate requirements of and inform to hr with medical test Applications are received, with internally or probation the writtenisSelection process starts shortlisted a to see if thesit portalsinterview round a interview head test analyze their total round, department cleared, the can asked to undergo and position company department period test. candidates are called. the recruitment department.Approval is taken from the top test Hr departments start Recruitment agencies process. Advertisement is given in news management paper

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1. Evaluation
After making a human resource plan, the nest step is to check to evaluate the plan in terms of validity and reliability18.(Gatewood, 2008)

After preparing a plan for future requirement of human resource the next step is to prepare an implementation plan that will include the time required for plan implementation, cost involve and the other necessary steps to implement the plan successfully.

TASKS Recruiting a Clerk (mortgage operations/ centralised activities and PL takeovers)

TIME REQUIRED 15 days

COST INVOLVED Dh 18000.

This is a implementation plan for only one position whose job description is mentioned , there are different cost and time involve for recruitment of officers for different post which are as follow: TASKS ( one person) Recruiting a Clerk Recruiting a senior officer Sales officer TIME REQUIRED 15 days one month 15 days COST INVOLVED Dh 18000. Dh 23000 Dh 18000

18 Gatewood, R. D., Feild, H. S., & Bar, M. R. (2008). Human resource selection. Thomson higher education.

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Top management

One month or more

Dh 30000

2. Recommendation
The human resource system of RAKBANK is strong and efficient, but there are certain areas of improvement still left, which are as follow:
RAKBANK still follow traditional method of recruitment, they can

participate in job fairs to get pool of good candidate, and they can also go for campus recruitment.
The employee feedback system can be made transparent and employees

feedback on the organisation culture should also be taken to get their views on the prevailing system and suggestions if any. The order of interview process can be changed, instead of taking interview first, written test can be conducted at first and the eligible candidates should sit for the interview, this will save the cost. Probation period can be reduced as 6 month of probation period is too long and increase uncertainty among employees. To maintain strong ethical norms a strong internal whistle blowing system should be maintained. Can implement new employee retention programs Regular interaction sessions can be conducted to know employees problems and solving them.

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1. Conclusion
RAKBANK is among the top financial institutes of UAE, it has certain national obligation and commitments to be fulfilled. For this reason RAKBANK tries to get best talent, they also encourage the nationals and citizen of UAE to make career with them, for this purpose they also conduct a UAE national trainee program. RAKBANK believes in both personal and professional growth of its employees. RAKBANK has strong HR policy and organisational structure, but only these policies implications should be made clear to the employees, it should help employees in further improvement and career growth. RAKBANK HR structure believes in giving equal opportunities to its employees, (Vardhan, 2001)there are certain recommendations made to the management that will help them for further improvement in the human resource system of RAKBANK.

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Bibliography
Aamodt, M. G. (2010). Industrial/Organizational Psychology: An Applied Approach. Belmont: wadsworth cengage learning . Bandt, A., & Haines, S. G. (2004). Successful Strategic Human Resource Planning. Australia : system thinking press. Cassell, C., & Symon, G. (2005). Essential guide to qualitative methods in organizational research. London: Sage publication. Collingsa, D. G., & Sculliona, H. (2009). Global staffing: a review and thematic research agenda. The International Journal of Human Resource Management , 20 (2). Gatewood, R. D., Feild, H. S., & Bar, M. R. (2008). Human resource selection. Thomson higher education. Goe, D. A. (2008). GENERAL INFORMATION. Dubai. Guest, D. E. (2007). HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS. Journal of Management Studies , 24. KHALID, M. (2006). RAKBANK reinventing the retail banking in UAE. Abu dhabi. Kleiman, L. (2008). Human Resource Management: A Managerial Tool for Competitive Advantage. USA: Atomic dog publication. Kleynhans, R., Markham, L., Meyer, W., & o'Neill, C. (2009). Human resource management: fresh perspectives. South Africa: Pearson . Lundby, K., & Kraut, A. I. (2010). Going Global: Practical Applications and Recommendations for HR and OD. San fransisco: John weilly & sons. Orrick, W. D. (2008). Recruitment, retention, and turnover of police personnel. Charles thomas publisher.

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Oxford Business Group. (2008). The Report. Dubai: Oxford Business Group. RAK bank. (2011, june). About us. Retrieved from rakbank.ae: http://rakbank.ae/rakbank/aboutus/aboutus.jsp Reilly, P. A., & Williams, T. (2006). Strategic HR: building the capability to deliver. Burlington: Gower publishing limited. Rothwell, W. J., & Kazanas, H. C. Planning and managing human resources: strategic planning for human. Amherst: Human resource development press. Rutledgea, E., Shamsia, F. A., Bassion, Y., & Sheikhb, H. A. (2011). Women, labour market nationalization policies and human resource development in the Arab Gulf states. Human Resource Development International , 14 (2). Skinner, N., Roche, A. M., OConnor, J., Pollard, Y., & Todd, C. (2005). Development tips. Australia. Torraco, R. J., & Swanson, R. A. (1995). The Strategic Roles of Human Resource Development. Hunan resource planning , 18. Turner, P. (2008). HR forecasting and planning. London: Chartered Institute of Personnel and Development. Vardhan, S. (2001). RAKBANK. Abu dhabi: GREAT PLAINS SIEBEL FRONT OFFICE.

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