Executive Summary

Commercial banks are one of the key contributors in the economy of developing countries. They act as financial intermediaries by performing the function of mobilizing the funds from one group and lending the same to another while making a reasonable amount of profit after meeting the cost of fund. People and government itself are very much dependent on the services provided by the 48 banks in the financial market. To know how well commercial banks perform actually, a case study on Mirpur Branch of AB Bank Limited is being taken. AB Bank a nationalized commercial bank (NCB) of Bangladesh established on 31st December 1981 as

Arab Bangladesh Bank Limited and started its operation with effect from April 12, 1982.
AB Bank Limited is committed to provide high quality financial services/products to contribute to the growth of GDP of the country through stimulating trade and commerce, accelerating the pace of industrialization, boosting up export, creating employee opportunity for the educated youth, poverty alleviation, raising standard of living of limited income group and overall sustainable socio-economic development of the country. Performances of the Mirpur Branch of AB bank Limited are shown, with analysis showing its Strengths, Weakness, Opportunity and Threats. Also different problems areas of AB Bank Limited are discussed at the end. On the basis of these problems I have prescribed number of recommendation. I hope if the bank pays attention to my recommendation then the bank will overcome from these problems.

Chapter 1 Introduction
1.1 Background of the Report

Banks are the financial institutions that play a vital role of a countrys economy. World becomes more competitive. In this competitive time, Banks require dynamic executives with modern banking knowledge and experience. This report is prepared to fulfill the course requirement. So, I was assigned to AB Bank Limited to take real life exposure of the activities of banking financial institutions. I have worked in AB Bank Ltd., Mirpur Branch and finally submit this report.

1.2

Purpose of the report

The main purpose of the study is to know the HR practices of the AB Bank Ltd, through different aspects of the accessories sector and its effectiveness in this regard. Beside the primary objective of this report is to achieve practical knowledge about observe what the basic HR practices. But the specific objectives of the study are given below: To gather comprehensive knowledge on HR practices of the AB Bank Ltd. 3 times visits to AB Bank helps to know about the policy of accounts and advances and loan recovery techniques, recruitment, selection, compensation, and benefit and evaluation procedure. Interviewing the concerned people to get information about the organizations present and future plan regarding this topic.
To trace the origin of the AB Bank Ltd.

Collect the documents related to this topic. Study of books, journals and articles. To identify the weakness and problem in successful/effective HRM system. To understand the need and objective of HRD. To have an idea of the existing system of HRD To explain the meaning and concept of HRM.
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 To acquire in depth knowledge on about the AB Bank Ltd. HRD.

1.3

Objectives of the report

The prime objective of this practical orientation to take a real life exposure of banking activities and at the same time clarifies our knowledge with practical situation. Other objectives are To fulfill the course requirement of MBA Program. To relate our banking knowledge with real banking activities. To gather knowledge about overall banking business. To gather a real life experience. To understand some banking activities that may help to understand the future courses of MBA Program.

1.4

Methodology of the report

The study involves various types of information past and present policies, procedures and tactic of HRM. There are various tactic have been used in preparing this report. Tasting Procedure of the Report: During my thesis period, my testing procedure is biased, because here my size is too little. Here is my taste is bankers of any HRD. I asking them question and collect data for my research. Sometimes the bankers were so busy for their daily activities and then I was failed to get my necessary information. In this situation I have used different procedure for my essential element to prepare this report and I think that can collect the necessary information.

Sources of Data:

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The data collection method of study consists of both of primary and secondary sources. But majority of the information was collected from secondary sources.
1. Primary Sources: The primary sources include interview with the Officers, discussion with

the officials of the AB Bank Ltd, experts opinions comments and my visit experiences. 2. Secondary Source: The secondary sources are the annual reports, monthly reports of the AB Bank Ltd, relevant books, newspapers, journal, published documents office circular and others published prospectus.

1.5

Limitations of the report

This project did not cover all the specific area where technology uses created business
opportunities.

This report relied heavily on the personal judgment and observation. Technology use and creation business opportunities relation is an extensive task where
need expert to conduct research. Since the researcher is not an expert in this field, the project report may not be used as a guide but can be a tiny spotlight for future research. I cant present the recent data because the annual report and the financial statement are published at the month of October every year. I carried out such a study for the first time, so in experience is one of the main constraints of the study.

Chapter 2
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Organization Profile

2.1 Background of AB Bank Limited

AB Bank Limited, the first private sector bank was incorporated in Bangladesh on 31st December 1981 as Arab Bangladesh Bank Limited and started its operation with effect from April 12, 1982. AB Bank is known as one of leading bank of the country since its commencement 27 years ago. It continues to remain updated with the latest products and services, considering consumer and client perspectives. AB Bank has thus been able to keep their consumers and clients trust while upholding their reliability, across time. During the last 27 years, AB Bank Limited has opened 78 Branches in different Business Centers of the country, one foreign Branch in Mumbai, India and also established a wholly owned Subsidiary Finance Company in Hong Kong in the name of AB International Finance Limited. To facilitate cross border trade and payment related services, the Bank has correspondent relationship with over 220 international banks of repute across 58 countries of the World.

The Bank maintained its sound credit rating in 2008 to that of the previous year. The Credit Rating Agency of Bangladesh Limited (CRAB) awarded the Bank an A1 rating in the long term and ST-2 rating in the short Term. AB Bank believes in modernization. The bank took a conscious decision to rejuvenate its past identity an identity that the bank carried as Arab Bangladesh Bank Limited for twenty-five long years. As a result of this decision, the bank chose to rename itself as AB Bank Limited and the Bangladesh Bank put its affirmative stamp on November 14, 2007.

The Bank decided to change its traditional color and logo to bring about a fresh approach in the financial world; an approach, which likes its new logo, is based on bonding, and trust. The bank has

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developed its logo considering the contemporary time. The new logo represents our cultural Sheetal pati as it reflects the bonding with its clientele and fulfilling their every need. Thus the new spirit of AB is Bonding. The Logo of the bank is primarily red, as red represents velocity of speed and purity. Our new logo innovates, bonding of affiliates that generate changes considering its customer demand. AB Bank launched the new Logo on its 25th Anniversary year. AB Bank commits to nation to take a lead in the Banking sector through not only its strong financial position, but also through innovation of products and services. It also ensures creating higher value for its respected customers and shareholders. The bank has focused to bring services at the doorstep of its customers, and to bring millions into banking channels those who are outside the mainstreambanking arena. Innovative products and services were introduced in the field of Small and Medium Enterprise (SME) credit, Womens Entrepreneur, Consumer Loans, Debit and Credit Cards (Local & International), ATMs, Internet and SMS Banking, Remittance Services, Treasury Products and Services, Structured Finance for Corporate, strengthening and expanding its Islamic Banking activities, Investment Banking, specialized products and services for NRBs, Priority Banking, and Customer Care. The Bank has successfully completed its automation project in mid 2008. It envisages enabling customers to get banking services within the comfort of their homes and offices. AB Bank has continuously invests into its biggest asset, the human resource to drive forward with its mission to be the best performing bank in the country. The bank has introduced Dress Code for its employees. Male employees wear designed ties and females wear Sharee or Salwar Kamiz, all the dresses are consisted with the unique AB Bank logo. AB is recognized as the peoples choice, catering to the satisfaction of its cliental. Their satisfaction is ABs success.

2.2 Vision & Mission

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Vision
"To be the trendsetter for innovative banking with excellence & perfection"

Mission
"To be the best performing bank in the country"

Long term Goal

Keeping ahead of other competitors in productivity and profitability

Short Term Goal

To attain budgetary targets fixed in each areas of business

2.3 Corporate Information of AB Bank Limited

Name of the Company: AB Bank Limited Legal Form: A public limited company incorporated on December 31, 1981 under the Companies Act, 1913 and listed in the Dhaka Stock Exchange Ltd and Chittagong Stock Exchange Ltd.

Nature of Business: Private commercial bank Commencement of Business: 27th February 1982 Number of total Branches: 78 Chairman: Faisal M. Khan President and Managing Director: Kaiser A. Chowdhury]

Registered Office

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BCIC Bhaban, 30-31, Dilkusha C/A Dhaka 1000, Bangladesh.\ Tel: +88-02-9560312 Fax: +88-02-9564122, 23 SWIFT: ABBLBDDH E-mail: info@abbank.com.bd Web: www.abbank.com.bd

2.4 Retail Banking

Unsecured Loan:
1. Personal Loan 2. Auto Loan 3. Easy Loan (For Executives) 4. Gold Grace Jewellery Loan 5. House/Office Furnishing/Renovation Loan 6. Staff Loan 7. Education Loan.

Secured Loan:
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1. Personal Loan 2. Personal Overdraft.

Besides this, AB Bank Ltd. also doing large loan and project finance, Loan syndication, Nonresident Bangladeshi Banking, Islamic Banking and Investment Banking.

2.5 Branch Profile

Mirpur Branch is the Non-Authorized Branch of the AB Bank Ltd. in Dhaka. It was established in 28th March, 1994. At present 30 officers are working in the Branch. Code of the branch is 4015. Address: 5/A,5/B Darus Salam Main Road(1st floor),Section-01, Mirpur,Dhaka . Tel: 9013693, 9006525, 01199-977001 Fax: 9006525 E-mail: mirbmg@abbank.com.bd Branch Manager: Mr. Chowdhury A.N. M.M. Ali Beg, Senior Assistant Vice President. Operation Manager: Mr. A.S.M.Khairul Alam, Assistant Vice President.

2.6 Organizational Hierarchy

Chairman
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Vice Chairman Director

Managing Director Deputy Managing Director Senior Executive Vice President Executive Vice President Senior Vice President Vice President Senior Assistant Vice President Assistant Vice President Senior Principal Officer Principal Officer Senior Officer Officer

Chapter 3
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Theory 3.1 Human Resource Management*

HRM refers to the policies, procedures, strategies or guidelines involved in carrying out the people or human resource aspects of a management position, including recruiting, screening, training, rewarding and appraising. Also HRM is the set of organizational activities directed at attracting, developing and maintaining an effective work force. HRM is concerned with the people dimension in mgt. it is a process consisting of the acquisition, development, motivation and maintenance of HRs.

3.2 Importance of HRM**

Personnel mistakes that a manager dont want to make while managing. For example, managers dont want to: Hire the wrong person for the job. Experience high turnover. Have your people not doing their best. Waste time with useless interviews. Have your company taken to court because of discriminatory actions. Have your company cited under federal occupational safety laws for unsafe practices. Have some employees think their salaries are unfair and inequitable relative to others in the organization. Allow a lack of training to undermine your departments effectiveness. Commit any unfair labor practices.

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Carefully studying HRM will help a manger to avoid mistakes like these. And, more important, it can help ensure that manager get the right results- through people. As a manager, he/she can do everything else right- lay brilliant plans, draw clear organization charts, set up modern assembly lines and use sophisticated accounting controlsbut still fail, by hiring the wrong people or by not motivating subordinates. So, for the reason, HRM is important to all manages.

Source: * and ** Garry Dessler Human Resource Management, 2005

Figure: HRM Model*

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Acquisition *Human Resource planning. *Recruiting - Internal -External *Employee Socializatin. Maintenance *Safety and health *Employee Labor Relations Development *Employee Training. *Management Development. *Career Development.

External Influences
Motivation *Job design *Performance Evaluation *Rewards. *Compensation/Ben efits. *Discipline

Source: * Business Journal Vol-II.

3.3 Line Managers HRM responsibility*

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The direct handling of people has always been an integral part of every line managers responsibility, from president down to the lowest- level supervisor. Line managers responsibility includes: 1. Placing the right person on the right job. 2. Starting new employees in the organization. Orientation 3. Training employees for jobs that are new to them. 4. Improving the job performance of each person. 5. Gaining creative cooperation and developing smooth working relationships. 6. Interpreting the companys policies and procedures. 7. Controlling labor costs. 8. Developing the abilities of each person. 9. Creating and maintaining department morale. 10. Protecting employees health and physical condition.

Source: * Decenzo Robbins, Fundamentals of HRM 8th Edition.

3.4 HR Managers responsibility*

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As the organization grows, they need the assistance, specialized knowledge and advice of a separate human resource staff. The HR manager carries out 3 distinct functions:
1. A line Function:

The HR Manager directs the activities of the people in his or her own department and in related service areas. While they generally cant wield line authority outside HR, they are likely to exert implied authority. This is because line managers know HR has top mights ear in areas like testing and affirmative action.
2. A coordinative function:

Here the HR manager and department act as the right arm of the top executive to ensure that line managers are implementing the firms HR objectives, policies and procedures.
3. Staff function:

Assisting and advising line managers is the heart of the HR managers job. HR assists in hiring, training, evaluating, rewarding, counseling, promoting and firing employees. The HR manager also assists in strategy design and execution by helping the CEO to better understand the personnel aspects of the companys strategic options. Apart from these 3 functions, HR job duties also include Recruiter: Search for qualified job applicants. Equal employment opportunity coordinatorsEEOInvestigate and resolve EEO grievances, examine organizational practices for potential violations and compile and submit EEO reports. Job analysts: Collect and examine information about jobs to prepare job descriptions.
Compensation manager: Develop compensation plans and handle the employee benefit program.

Training Specialists: Plan, organize and direct training activities. Labor relations specialists: Advise management on all aspects of union- management relations
Source: * Garry Dessler Human Resource Management, 2005.

3.5 The Changing Environment of HRM*

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Today the globalization of the world economy and several other trends are again triggering changes in how companies organize, manage and use their personnel/ HR departments. Workforce Diversity: Generally diversity means the cultural differences of the organization. Workers need to be shifted from one area to another. The workforce is becoming more diverse as women, minority-group members and older workers enter the workforce. Diversity is the outcome of globalization. Workforce of any organization comprises people from different countries. Within this diversity of national origins, there is even wider diversity of cultures. Religions, languages, educational attainment, skills, values, races, ages, genders and other differentiating variables may change the environment of HRM. Globalization: It refers to the tendency of firms to extend their sales, ownership, and manufacturing to new markets abroad. More globalization means more competition, make employees more productive and to do things better and less expensively. Form helping firms like Dell cut global HR communication costs, to formulating selection, training and compensation policies for expatriate employees, managing globalization in world class firms is a major HR challenge. Trends in the nature of work: Upcoming issues should be identified by the HR meager based on the required position. Technology may change the nature of work. Even factory jobs are more technologically demanding. With global competition more manufacturing jobs are shifting to low-wage countries. As just-in-time manufacturing techniques link day to day manufacturing schedules, there has also been a dramatic increase in productivity there has been a shift to use nontraditional workers *contingent or part time workers*. Today, the center of gravity in employment is moving fast from manual and clerical workers to knowledge workers. In this environment, managers need new world-class HR management systems and skills to select, train and motivate these employees and to get them to work more like committed partners.
Source: * Decenzo Robbins, Fundamentals of HRM 8th Edition.

3.6 Changing role of HR manager/management*

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As technology in such areas as testing and interviewing begin to emerge, the HR department begins to play an expanded role in employee selection, training and promotions. The changing roles of HRM are as follows: 1. HR and Boosting Productivity: HR plays a pivotal role in lowering labor costs. As labor costs decreases, productivity will increase. HR department plays role in planning and implementing corporate downsizings and then taking steps to maintain the morale of the remaining employees. HR helps to prioritize tasks and reduce jobs stress. 2. HR and Responsiveness: Downsizing, flattening, the pyramid, empowering employees and organizing around teams are aimed at facilitating communications and making it easier for decisions to be made and for the company to respond quickly to its customers needs and its competitors challenges. HR plays a crucial role in accomplishing this. 3. HR and Service: Employee behavior is particularly important in service firms. Service organizations have little to sell but their good service, and that makes them uniquely dependent on their employees attitudes and motivation. Progressive HR practice *career progress, developing orientation programs for new employees* appear to build employee commitment and morale, employees will then provide excellent customer service, which in turn will generate profits. 4. HR and Employee commitment: Intense global competition and the need for more responsiveness put a premium on employee commitment. High commitment firms aim to ensure their employees have every opportunity to fully use all they can be. HR practices are crucial here, in establishing career-oriented performance appraisal procedures and open-job posting and job transfer practices. 5. HR and corporate strategy: The most striking change in HRs role is its growing importance in develop and implementing strategy. Globally competitive and quality oriented industries involving HR in the earliest stages of developing and implementing the firms strategic plan, rather than letting HR just react to it. Source: * Alfred J. Walker, Web-Based Human Resources: The Technologies and Trends That Are Transforming HR, Published By Tata McGraw Hill [2001].

3.7 Functions of HRM*

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HRM consists of four basic functions: 1. Staffing 2. Training and development 3. Motivation and 4. Maintenance. The four HRM activities are highly affected by what occurs outside the organization. It also important to recognize these environmental influences. The influences are: a. The dynamic environment: We must prepare ourselves for events that have a significant effect on our lives. HRM is no different. Many events help shape our field. Some of the more obvious include globalization, technology, workforce diversity, continuous improvement, teams, employee involvement and ethics. b. Government legislation: Govt. legislation has given employees the right to take unpaid leave. Laws supporting this and other employer actions are important to the HRM process. Laws *civil Rights Act*, Equal pay act, Mandatory Retirement Act etc* have had a tremendous effect on HRM in organizations. c. Labor Union: The union acts on behalf of its members to secure, wages, hours and other term and conditions of employment, union may promote and foster grievance procedure or specified process for resolving conflict between workers and management. When a union and HRM practices are spelled out in a negotiated agreement, employers cannot fire for unjustified reason. d. Management practices: The last area of external influence is current mgt. thoughts early theories *Frederick Taylor, Marry Parker Follet, Elton Mayo* of Mgt that promoted todays HRM operations. The four HRM functions are as follows

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1. Staffing:

Activities in HRM concerned with seeking and hiring qualified employees. The goal of the staffing function is to locate competent employees and bring them into the organization. Staffing function includes i. Strategic human resource planning: When an organization plans strategically, it determines its goals and objectives for a given period of time. Once strategic plan has been developed, HRM identifies essential qualifications for a particular job.
ii.

Recruiting: The goal of recruiting is to give enough information about the job to attract a large number of qualified applicants and simultaneously discourage the unqualified from applying.

iii.

Selection: Selection attempts to thin out the large set of applications that arrived during the recruiting phase and to select an applicant who will be successful on the job. HRM must ensure the good prospect accepts a job offer.

2. Training and Development: Activities in HRM concerned with assisting employees to develop upto-date knowledge and abilities. HRM attempts to reach the goal of having competent, adapted employees who possess the up-to-date skills, knowledge and abilities needed to perform their current jobs more successfully.
i. ii. iii. iv. Employee training: Employee training is designed to assist employees in acquiring better skills for their current job or to promote competency in the new job. Employee development: The focus of employee is on a future position within the organization for which the employee requires additional competencies. Career development: Career development programs are designed to assist employees in advancing their work lives. Organization Development: Organization development focuses on system wide changes in the organization. 3. Motivation:

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Activities in HRM concerned with helping employees exert at high energy, levels. It has been proposed that ones performance in an organization is a function of two factors: ability and willingness to do the job. Motivation process includes: i. Motivation theories and job design: From implications of motivational theories *Hierarchy of needs, theory x and Theory Y* we understand what motivates people at work. Employees will perform at their best if jobs are properly designed. ii. iii. Performance appraisal: Performance standards for each employee must also be set to provide feedback to employees. Compensation and benefit: The compensation and benefit activity in the organization should be adapted to and coordinated with a pay for performance plan.

4. Maintenance: Activities in HRM concerned with maintain employees commitment and loyalty to ht organization. This phase includes:
i.

Safety and health: Safety and health programs should protect employees health and physical conditions. Communications: In addition to protect employees welfare, HRM programs

ii.

designed to provide information to employees.

iii.

Employee relations: Employee relations programs should ensure that employees are kept well informed through the companys Internet, Bulletin Boards, town hall meetings.

HR planning:
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The company determines what job needs to be done and how what types of workers will be required. In management terminology, we call this organizing. Thus, establishing the structure of the organization assist in determining the skills, knowledge, and abilities required of jobholders. Only at this point do us being to look at people to meet thus criteria. And thats where human resource management comes in to play an integral role. Lets look at how HR planning operates with in strategic planning process.

This organization has some planning in HR .this planning are given bellow: 1. Mission: Determining what business the organization will be in. This will be the more profitable that are find firstly, get information and then take the risk to start. 2. Objectives and goals: setting the goal and the objectives. They take the objectives and make it goals for achievement. 3. Strategy: Determining how goals and objectives will be attained. 4. Structure: Determining what jobs need to be done and by whom. Which people appropriate for the right place and then they are found the people by the advertising. 5. People: Matching skills, knowledge, and abilities to required jobs. People are the main elements for the organization. So this company fined this kind of people.

3.8 Recruitment
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Meaning of Recruitment
According to Edwin B. Flippo, Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are: A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected. It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective Measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy.

Recruitment needs are of three types

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 PLANNED

i.e. the needs arising from changes in organization and retirement policy.

ANTICIPATED anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment.

UNEXPECTED Resignation, deaths, accidents, illness give rise to unexpected needs.

Recruitment Strategies
Recruitment is of the most crucial roles of the human resource professionals. The level of performance of an organization depends on the effectiveness of its recruitment function. Organizations have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: 1. Identifying and prioritizing jobs Requirements keep arising at various levels in every organization; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first.

2. Candidates to target
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The recruitment process can be effective only if the organization completely understands the requirements of the type of candidates that are required and will be beneficial for the organization. This covers the following parameters as well:
o

Performance level required: Different strategies are required for focusing on hiring high performers and average performers. Experience level required: the strategy should be clear as to what is the experience level required by the organization. The candidates experience can range from being a fresher to experienced senior professionals. Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

3. Sources of recruitment
The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions? Employee referral is one of the most effective sources of recruitment.

4. Trained recruiters
The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioral, technical etc.) to focus while interviewing and selecting a candidate.

5. How to evaluate the candidates

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The various parameters and the ways to judge them i.e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests etc.

3.9 HR Challenges in Recruitment

Recruitment is a function that requires business perspective, expertise, ability to find and match the best potential candidate for the organization, diplomacy, marketing skills (as to sell the position to the candidate) and wisdom to align the recruitment processes for the benefit of the organization. The HR professionals handling the recruitment function of the organization- are constantly facing new challenges. The biggest challenge for such professionals is to source or recruit the best people or potential candidate for the organization. In the last few years, the job market has undergone some fundamental changes in terms of technologies, sources of recruitment, competition in the market etc. In an already saturated job market, where the practices Like poaching and raiding are gaining momentum, HR professionals are constantly facing new challenges in one of their most important function- recruitment. They have to face and conquer various challenges to find the best candidates for their organizations. The major challenges faced by the HR in recruitment are:

Adaptability to globalization The HR professionals are expected and required to keep in tune with the changing times, i.e. the changes taking place across the globe. HR should maintain the timeliness of the process

Lack of motivation Recruitment is considered to be a thankless job. Even if the organization is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers.

Process analysis The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective.

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Strategic prioritization The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals.

3.10 Forms of Recruitment

The organizations differ in terms of their size, business, processes and practices. A few decisions by the recruitment professionals can affect the productivity and efficiency of the organization. Organizations adopt different forms of recruitment practices according to the specific needs of the organization. The organizations can choose from the centralized or decentralized forms of recruitment, explained below: CENTRALIZED RECRUITMENT The recruitment practices of an organization are centralized when the HR / recruitment department at the head office performs all functions of recruitment. Recruitment decisions for all the business verticals and departments of an organization are carried Out by the one central HR (or recruitment) department. Centralized from of recruitment is commonly seen in government organizations. Benefits of the centralized form of recruitment are:

Reduces administration costs Better utilization of specialists Uniformity in recruitment Interchangeability of staff Reduces favoritism Every department sends requisitions for recruitment to their central office

DECENTRALIZED RECRUITMENT

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Decentralized recruitment practices are most commonly seen in the case of conglomerates operating in different and diverse business areas. With diverse and geographically spread business areas and offices, it becomes important to understand the needs of each department and frame the recruitment policies and procedures accordingly. Each department carries out its own recruitment. Choice between the two will depend upon management philosophy and needs of particular organization. In some cases combination of both is used. Lower level staffs as well as top level executives are recruited in a decentralized manner.

3.11 Equal Employment Opportunity

Equal opportunity employment refers to the approach of the employers to ensure the practice of being fair and impartial in the employment process. *The term "Equal Opportunity Employment" was first given by President Lyndon B. Johnson when he signed Executive Order 11246 which was created to prohibit federal contractors from discriminating against employees on the basis of race, sex, creed, religion, color, or national origin*. The scope of the order also covered the discrimination on the basis of the minority status. Discrimination in employment Discrimination refers to the any kind of prejudice, biasness or favoritism on the basis of

disability race age sex sexuality pregnancy Marital status

In employment. No person should be treated less favorably than any other on the basis of the specified issues above. Many countries (like SA) have already implemented Equal Opportunity Act, making it against the law to treat anybody unfairly.

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Diversity in workforce With the globalization and the increasing size of the organizations, the diversity in the workforce is increasing i.e. people from diverse backgrounds, educational background, age groups, race, gender, abilities etc come together to work for one organization and common objectives. Therefore, it is the responsibility of the employer to create an equality-based and discrimination-free working environment and practices. Equal opportunity means treating people equally and fairly irrespective of their race, religion, sex, age, disability etc. Giving women an equal treatment and access to opportunities at the workplace. Any employee should be ill-treated or harassed by the employer or other employees. Equal Employment Opportunity principles help to realize and respect the actual worth of the individual on the basis of his knowledge, skills, abilities and merit. And the policy should cover all the employees of an organization whether permanent or temporary, contractual etc. Equal employment opportunity is necessary to ensure:

To give fair access to the people of all development opportunities To create a fair organization, industry and society. To encourage and give disadvantaged or disabled people a fair chance to grow with the society

3.12 Recruiting Expatriates

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Expatriate is a person who leaves his country to work and live in a foreign country. Generally, expatriates are the nationals from the other countries than the host and the MNCs parent country, i.e. expatriates are the third country nationals. The unavailability of the required skills and talents takes the organization to source talent from other countries. The procedures and processes of recruiting and selecting the human resources are never uniform even within a single organization. The procedures vary according to the post, the skill set required, the nature of work etc. More of it is seen in the case of recruitment of expatriates. The recruitment and selection procedures and considerations are drastically different for expatriates than that Of the domestic employees. Recruitment of expatriates involves greater time, monetary resources and other indirect costs. Improper recruitment and selection can cause the expatriates to return hastily or a decline in their performance. A mismatch between job (its requirements) and people can reduce the effectiveness of other human resource activities and can affect the performance of the employees as well as the organization. Recruiting expatriates require special considerations and skills to select the best person for the job. Except for a few expatriate selection policies, the expatriate selection criterion is generally organization and nation specific. The recruiters for recruiting the expatriates should be carefully selected and trained. The recruitment strategies for expatriates should be aligned with requirements of the job. The interviews of expatriates are designed in a manner to judge there:

Adaptability to the new culture Intercultural interaction Flexibility Professional expertise Past international work experience Tolerance and open-mindedness Family situation
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Language ability Attitude and motivation Empathy towards local culture

A few researches in this field also suggest that women are more likely to be successful in certain positions as expatriates as they are more sensitive towards new culture and people. Recruitment of expatriates should be followed by cultural and sensitivity training, and language training.

3.13 Purpose & Importance of Recruitment

Attract and encourage more and more candidates to apply in the organization. Create a talent pool of candidates to enable the selection of best candidates for the organization. Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants

3.14 Sources of Recruitment

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Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.

SOURCES OF RECRUITMENT

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3.15 Recruitment Process

The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Posts to be filled Number of persons Duties to be performed Qualifications required

Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making

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1. Identify vacancy 2. Prepare job description and person specification 3. Advertising the vacancy 4. Managing the response 5. Short-listing 6. Arrange interviews 7. Conducting interview and decision making The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.

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3.16 Difference between Recruitment and Selection

Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization WHEREAS the basic purpose of selection process is to choose the right candidate to Fill the various positions in the organization. 3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.

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3.17 Factors Affecting Recruitment

The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are:

FACTORS AFFECTING RECRUITMENT

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3.18 Training and development

Training and development is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format. Traditional Approach: Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results

Training and development objectives

The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs.
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Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

Figure: Developing training objectives

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Importance of Training and Development

Optimum Utilization of Human Resources Training and Development helps in optimizing

the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.
Development of Human Resources Training and Development helps to provide an

opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.
Development of skills of employees Training and Development helps in increasing the job

knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.
Productivity Training and Development helps in increasing the productivity of the

employees that helps the organization further to achieve its long-term goal.
Team spirit Training and Development helps in inculcating the sense of team work,

team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.
Organization Culture Training and Development helps to develop and improve the

organizational health culture and effectiveness. It helps in creating the learning culture within the organization.
Organization Climate Training and Development helps building the positive perception

and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.
Quality Training and Development helps in improving upon the quality of work and

work-life.
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 Healthy work environment Training and Development helps in creating the healthy

working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal.
Health and Safety Training and Development helps in improving the health and safety

of the organization thus preventing obsolescence.

Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more

positive attitudes towards profit orientation.

Training and Development aids in organizational development i.e. Organization gets more

effective decision making and problem solving. It helps in understanding and carrying out organizational policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

Importance of Training Objectives

Training objectives are one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objective tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives, 1.Trainer
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2.Trainee 3.Designer 4.Evaluator

Trainer The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.

Trainee The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise.

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Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training. Designer The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. Therefore, without any guidance, the training may not be designed appropriately. Evaluator It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants.

Training and Human Resource Management:

The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now days, training are an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital
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part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization. To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses. Role of HRD Professionals in Training This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is: 1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training 5. Flexible access i.e. anytime, anywhere training

Models of Training:
Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs). The training system
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A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organizations requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies.

The three model of training are: 1. System Model 2. Instructional System Development Model 3. Transitional model

System Model: The system model consists of five phases and should be repeated on a

regular basis to make further improvements. The training should achieve the purpose of
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helping employee to perform their work to required standards. The steps involved in System Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department, job, employees requirement, who needs training, what do they need to learn, estimating training cost, etc The next step is to develop a performance measure on the basis of which actual performance would be evaluated. 2. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying

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3. Develop- This phase requires listing the activities in the training program that will assist the participants to learn, selecting delivery method, examining the training material, validating information to be imparted to make sure it accomplishes all the goals & objectives. 4. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program. 5. Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent work performance. Making necessary amendments to any of the previous stage in order to remedy or improve failure practices.
Instructional System Development Model

Instructional System Development model or ISD training model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance. Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favorable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved.
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The Instructional System Development model comprises of five stages: 1. ANALYSIS This phase consist of training need assessment, job analysis, and target audience analysis. 2. PLANNING This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc. 3. DEVELOPMENT This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary. 4. EXECUTION This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories. 5. EVALUATION The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

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 Transitional model:

Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed. Vision focuses on the milestones that the organization would like to achieve after the defined
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point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role model, or bringing some internal transformation, or may be promising to meet some other deadlines.

Mission explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire, and inform The employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders. Values is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc. The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented.

Training Need Analysis (TNA)

An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. Why training need analysis? Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action.

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Training Need arises at three levels:

Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group. Organizational Level Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs.

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For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level.

Individual Level Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are:

Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to Be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done.

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Figure: Training needs analysis

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Training Methods:
1. Lecture The lecture method is the most widely used form of presentation. Every instructor should know how to develop and present a lecture. They also should understand the advantages and limitations of this method. Lectures are used for introduction of new subjects, summarizing ideas, showing relationships between theory and practice, and reemphasizing main points. The lecture method is adaptable to many different settings, including either small or large groups. Lectures also may be used to introduce a unit of instruction or a complete training program. Finally, lectures may be combined with other teaching methods to give added meaning and direction. The lecture method of teaching needs to be very flexible since it may be used in different ways. For example, there are several types of lectures such as the illustrated talk where the speaker relies heavily on visual aids to convey ideas to the listeners. With a briefing, the speaker presents a concise array of facts to the listeners who normally do not expect elaboration of supporting material. During a formal lecture, the speaker's purpose is to inform, to persuade, or to entertain with little or no verbal participation by the students. When using a teaching lecture, the instructor plans and delivers an oral presentation in a manner that allows some participation by the students and helps direct them toward the desired learning outcomes.

Advantages and Disadvantages of the Lecture:

There are a number of advantages to lectures. For example, a lecture is a convenient way to instruct large groups. If necessary, a public address system can be used to amplify the speaker's voice. Lectures can be used to present information that would be difficult for the student to get in other ways, particularly if the students do not have the time required for research, or if they do not have access to reference material. Lectures also can usefully and successfully supplement other teaching devices and methods. A brief introductory lecture can give direction and purpose to a demonstration or prepare students for a discussion by telling them something about the subject matter to be covered.
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In a lecture, the instructor can present many ideas in a relatively short time. Facts and ideas that have been logically organized can be concisely presented in rapid sequence. Lecturing is unquestionably the most economical of all teaching methods in terms of the time required to present a given amount of material. The lecture is particularly suitable for introducing a new subject and for explaining the necessary back- ground information. By using a lecture in this way, the instructor can offer students with varied back- grounds a common understanding of essential principles and facts. Although the lecture method can help the instructor meet special challenges, it does have several drawbacks. Too often the lecture inhibits student participation and, as a consequence, many students willingly let the instructor do all the work. Learning is an active process, and the lecture method tends to foster passiveness and teacher-dependence on the part of the students. As a teaching method, the lecture does not bring about maximum attainment of certain types of learning outcomes. Motor skills, for example, can seldom be learned by listening to a lecture. The only effective way students can perfect such skills is through hands-on practice. The lecture does not easily allow the instructor to estimate the students' understanding as the material is covered. Within a single period, the instructor may unwittingly present more information than students can absorb, and the lecture method provides no accurate means of checking student progress. Many instructors find it difficult to hold the attention of all students in a lecture throughout the class period. To achieve desired learning outcomes through the lecture method, an instructor needs considerable skill in speaking. As indicated in Chapter 1, a student's rate of retention drops off significantly after the first 10-15 minutes of a lecture and picks back up at the end. In addition, the retention rate for a lecture is about five percent after 24 hours. In comparison, the rate of retention for active learning goes up dramatically. An instructor who can introduce some form of active student participation in the middle of a lecture will greatly increase retention. One form of active learning that has been successfully used is cooperative or group learning.

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2. Coaching Today's organizations feature fewer management layers and emphasize individual responsibility. Successful delegation and empowerment relies on effective coaching. This Coaching & Mentoring training course focuses on the methods by which managers develop the performance of individuals in their team. It looks at two main types of coaching, providing opportunities for managers to apply these skills.

Coaching & Mentoring Objectives:

At the end of this coaching and mentoring training course participants will learn about:

Coaching to improve individual performance The relationship between coaching and other performance management techniques The key coaching styles (input and output) The coaching process and skills The role of the mentor and mentoring programmes

Coaching & Mentoring Content

Coaching styles: Input and output coaching Coaching in the context of other performance development techniques Applications for coaching Measuring results Coaching Process: A coaching model Developing empathy Questioning techniques Putting coaching into practice Mentoring: Structuring a Mentoring programme to give benefits to the company and individuals involved Who needs mentoring and who makes a good mentor? Responsibilities, skills and overcoming problems Defining and developing the mentoring relationship
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3. Job rotation For the executive, job rotation takes on different perspectives. The executive is usually not simply going to another department. In some vertically integrated organizations, for example, where the supplier is actually part of same organization or subsidiary, job rotation might be to the supplier to see how the business operates from the supplier point of view. Learning how the organization is perceived from the outside broadens the executives outlook on the process of the organization. Or the rotation might be to a foreign office to provide a global perspective.

For managers being developed for executive roles, rotation to different functions in the company is regular carried out. This approach allows the manger to operate in diverse roles and understand the different issues that crop up. If someone is to be a corporate leader, they must have this type of training. A recent study indicated that the single most significant factor that leads to leaders achievement was the variety of experiences in different departments, business units, cities, and countries.

An organized and helpful way to develop talent for the management or executive level of the organization is job rotation. It is the process of preparing employees at a lower level to replace someone at the next higher level. It is generally done for the designations that are crucial for the effective and efficient functioning of the organization. Benefits of Job Rotation Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon of knowledge, skills, and abilities by working in different departments, business units, functions, and countries Identification of Knowledge, skills, and attitudes (KSAs) required It determines the areas where improvement is required Assessment of the employees who have the potential and caliber for filling the position

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4. Movies/videos/computer-based training Computer-based training (CBT) is any course of instruction whose primary means of delivery is a computer. A CBT course (sometimes called courseware ) may be delivered via a software product installed on a single computer, through a corporate or educational intranet, or over the Internet as Web-based training . CBT can be used to teach almost any conceivable subject, but it is especially popular for computer-related studies. People often take advantage of CBT to learn how to run a particular computer application, such as Microsoft Excel , or to learn a computer programming language, such as Visual Basic . Benefits of Computer based training:

5. Business Games Training Business games are the type of simulators that try to present the way an industry, company, organization, consultancy, or subunit of a company functions. Basically, they are based on the set of rules, procedures, plans, relationships, principles derived from the research. In the business games, trainees are given some information that describes a particular situation and are then asked
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to make decisions that will best suit in the favor of the company. And then the system provides the feedback about the impact of their decisions. Again, on the basis of the feedback they are asked to make the decisions again. This process continues until some meaningful results do not came out or some predefined state of the organization exists or a specified number of trails are completed. As an example, if the focus is on organization's financial state, the game may end when the organization reach at desirable or defined profitability level. Some of the benefits of the business games are:

It develops leadership skills It improves application of total quality principles It develops skills in using quality tools It strengthen management skills It demonstrates principles and concepts It explores and solves complex problem

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6. Case Study Case Studies try to simulate decision making situation that trainees may find at their work place. It reflects the situations and complex problems faced by managers, staff, HR, CEO, etc. The objective of the case study method is to get trainees to apply known concepts and ideologies and ascertain new ones. The case study method emphasize on approach to see a particular problem rather than a solution. Their solutions are not as important as the understanding of advantages and disadvantages.

Procedure of the Case Study Method the trainee is given with some written material, and the some complex situations of a real or imaginary organization. A case study may range from 50 to 200 pages depending upon the problem of the organization. a series of questions usually appears at the end of the case study. The longer case studies provide enough of the information to be examined while the shorter ones require the trainee to explore and conduct research to gather appropriate amount of information. the trainee then makes certain judgment and opines about the case by identifying and giving possible solutions to the problem. In between trainees are given time to digest the information. If there is enough time left, they are also allowed to collect relevant information that supports their solution. once the individuals reach the solution of a problem, they meet in small groups to discuss the options, solutions generated. then, the trainee meets with the trainer, who further discusses the case.

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Case Study method focuses on:

Building decision making skills Assessing and developing Knowledge, Skills and Attitudes (KSAs) Developing communication and interpersonal skills Developing management skills Developing procedural and strategic knowledge

7. Role Play Role play is a simulation in which each participant is given a role to play. Trainees are given with some information related to description of the role, concerns, objectives, responsibilities, emotions, etc. Then, a general description of the situation, and the problem that each one of them faces, is given. For instance, situation could be strike in factory, managing conflict, two parties in conflict, scheduling vacation days, etc. Once the participants read their role descriptions, they act out their roles by interacting with one another.

Role Plays helps in Developing interpersonal skills and communication skills Conflict resolution Group decision making

Developing insight into ones own behavior and its impact on others

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There are various types of role plays, such as: Multiple Role Play In this type of role play, all trainees are in groups, with each group acting out the role play simultaneously. After the role play, each group analyzes the interactions and identifies the learning points. Single Role Play One group of participants plays the role for the rest, providing demonstrations of situation. Other participants observe the role play, analyze their interactions with one another and learn from the play. Role Rotation It starts as a single role play. After the interaction of participants, the trainer will stop the role play and discuss what happened so far. Then the participants are asked to exchange characters. This method allows a variety of ways to approach the roles. Spontaneous Role Play In this kind of role play, one of the trainees plays herself while the other trainees play people with whom the first participant interacted before.

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8. Discussion
This method uses a lecturer to provide the learners with context that is supported, elaborated, explains, or expanded on through interactions both among the trainees and between the trainer and the trainees. The interaction and the communication between these two make it much more effective and powerful than the lecture method. If the Discussion method is used with proper sequence i.e. lectures, followed by discussion and questioning, can achieve higher level knowledge objectives, such as problem solving and principle learning. The Discussion method consists a two-way flow of communication i.e. knowledge in the form of lecture is communicated to trainees, and then understanding is conveyed back by trainees to trainer. Understanding is conveyed in the form of verbal and non-verbal feedback that enables the trainer to determine whether the material is understood. If yes, then definitely it would help out the trainees to implement it at their workplaces and if not, the trainer may need to spend more time on that particular area by presenting the information again in a different manner. Questioning can be done by both ways i.e. the trainees and the trainer. When the trainees ask questions, they explain their thinking about the content of the lecture. A trainer who asks questions stimulates thinking about the content of the lecture. Asking and responding questions are beneficial to trainees because it enhance understanding and keep the trainees focused on the content. Besides that, discussions, and interactions allow the trainee to be actively engaged in the material of the trainer. This activity helps in improving recall.

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9. Equipment Simulators Equipment simulators are the mechanical devices that necessitate trainees to use some actions, plans, measures, trials, movements, or decision processes they would use with equipment back on the their respective work place. It is imperative that the simulators be designed to repeat, as closely as possible, the physical aspects of equipment and operational surroundings trainees will find at their work place. This is also called as physical fidelity of the simulation. Besides that, the mental conditions under which the equipment is operated such as, increasing demands, pressure of time, and relationship with colleagues, subordinates, etc must also be closely matched to what the trainees experience on the work place. The literature on socio-technical approaches to organizational development provides guidelines for the design or redesign of tools. Human Resource professionals involved in propose of simulators and their pre-testing should engage those who will be using the equipment and their supervisors. Their input can help in reducing the potential resistance, errors in the equipment and more importantly, it also increases the degree of reliability between the simulation and the work setting. Equipment simulators can be used in giving training to:

Air Traffic Controllers Taxi Drivers Telephone Operators Ship Navigators Maintenance Workers Product Development Engineers Airline Pilots Military Officers

10. Demonstration

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This method is a visual display of how something works or how to do something. As an example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more effective, demonstration method should be should be accompanied by the discussion or lecture method. To carry out an effective demonstration, a trainer first prepares the lesson plan by breaking the task to be performed into smaller modules, easily learned parts. Then, the trainer sequentially organizes those modules and prepares an explanation for why that part is required. While performing the demonstration, trainer: demonstrates the task by describing how to do, while doing

Helps the focusing their attention on critical aspects of the task Tells the trainees what you will be doing so they understand what you will be showing them Explains why it should be carried out in that way

The difference between the lecture method and the demonstration method is the level of involvement of the trainee. In the lecture method, the more the trainee is involved, the more learning will occur. The financial costs that occur in the demonstration method are as follows:

Cost of training facility for the program Cost of materials that facilitate training Food, travel, lodging for the trainees and the trainers Compensation of time spent in training to trainers and trainees Cost related to creating content, material Cost related to the organization of the training

After completing the demonstration the trainer provide feedback, both positive and or negative, give the trainee the opportunity to do the task and describe what he is doing and why.

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11. Behavior Modeling Behavior Modeling uses the innate inclination for people to observe others to discover how to do something new. It is more often used in combination with some other techniques. Procedure of Behavior Modeling Technique In this method, some kind of process or behavior is videotaped and then is watched by the trainees. Games and simulation section is also included because once the trainees see the videotape, they practice the behavior through role plays or other kind of simulation techniques. The trainee first observes the behavior modeled in the video and then reproduces the behavior on the job.
The skills that are required to build up are defined A brief overview of the theory is then provided to the trainers

Then, trainees are given instructions that what specific learning points or critical behavior they have to watch Then the expert is used to model the suitable behaviors
Then, the trainees are encouraged to practice the suitable behavior in a role play or through

any other method of simulation Trainees are then provided with some opportunities to give reinforcement for appropriate imitation of the models behavior
In the end, trainer ensures that a trainee appropriately reinforces the behavior on the work

place Behavior modeling focuses on developing behavioral and interpersonal skills. This type of method can be used for training in

Sales training Interviewee training Interviewer training Safety training Interpersonal skills training
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12. in Basket Technique In-Basket Technique It provides trainees with a log of written text or information and requests, such as memos, messages, and reports, which would be handled by manger, engineer, reporting officer, or administrator. Procedure of the in basket Technique In this technique, trainee is given some information about the role to be played such as, description, responsibilities, general context about the role. The trainee is then given the log of materials that make up the in-basket and asked to respond to materials within a particular time period.

After all the trainees complete in-basket, a discussion with the trainer takes place. In this discussion the trainee describes the justification for the decisions. The trainer then provides feedback, reinforcing decisions made suitably or encouraging the trainee to increase alternatives for those made unsuitably.

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A variation on the technique is to run multiple, simultaneous in baskets in which each trainee receives a different but organized set of information. It is important that trainees must communicate with each other to accumulate the entire information required to make a suitable decision. This technique focuses on:

Building decision making skills Assess and develops Knowledge, Skills and Attitudes (KSAs) Develops of communication and interpersonal skills Develops procedural knowledge Develops strategic knowledge These skills are mainly cognitive to a certain extent than behavioral.

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14. Management Development Program (MDP) Management Development has become very important in todays competitive environment. According to a survey, those companies that align their management development with tactical planning are more competitive than the companies who are not. It has also been indicated that 80% of the companies report MDP, compared with 90% that provide executive leadership training. For most of the companies 37% of the training budgets go to management development and learning programs. Therefore, it is important to consider management development as an important part of organizational competitiveness.

Some of the reasons behind the management development programs are:

It is managements responsibility of ensuring the success of the organization It is the management who deal with people of different background, culture, language, etc Mergers and acquisitions, downsizing, etc are all under managements control It is managements responsibility to ensure that the employees obtain the required KSAs to perform the tasks It is managements responsibility to ensure that right people is hired for the right job, at the right time for the right place Managers job is complex i.e. for the managers understanding the training need is not easy because his training need is determined by how well his department is meeting its objective and goal.

It is the management who makes decisions on the basis of judgment and intuition It is the manager who performs several routine duties as well as handling the exceptions in their own as well as subordinates routine Managers are engaged in varied, discontinues, and brief activities It is the management that understand the organization, its vision, mission, ethics, values, strategies, capabilities, and how his organization fits into the industry, and how his behavior will influence people outside the organization

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Overview of training methods:

Job training methods There are many and many ways to train. In this post, we just list 14 training methods used in job development. 1. Training by Lecture A lecture is a method in which he or she may use handouts, visual aids, question/answer, or posters to support the lecture. Communication is primarily one-way: from the instructor to the audiences. Instructor can be experts, consultants, senior management 2. Training by Presentation Presenter talks on a topic which requested from organization. Presentation usually is conducted by one or some member of organization. This method can include lecture method above. 3. Coaching When a manager takes an active role in guiding employee we refer to this activity as coaching. Coaching is a forced task of all positions at management level. 4. On-the-job training The trainee is placed on the job and the manager or instructor shows the trainee how to do the job.

5. Self-training
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 This method also called self-discovery training. Trainees discover the competencies on their own using such techniques as video-visual aids, books at company library, company intranet. 6. Job rotation Job rotation represents an excellent method for broadening the manager or potential manager and for turning specialist into generalists. It can also provide opportunities for a more comprehensive and reliable evaluation of the manager by his or her supervisors. 7. Movies/videos/computer-based training Content for the training experience comes primarily from a videotape program 8. Training by Group discussion Group discussion is a good problem-solving approach. A group considers a specific problem and they work to reach a agreement. 9. Training by Seminar Seminars often combine several group methods: lectures, discussions 10. Training by Projects Projects require the trainees to do something on the job which improves the business as well as helps them learn about the topic of training. Member of a project should come from other sections.

Facilitation of Training through Organization Intervention

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Failure of training is not always because of lack of KSAs but sometimes it is because of the organizational forces also. These forces also hold back the transfer of training, and learning. Therefore, it is important to keep in check those forces. For the successful transfer of training, it is necessary to have supervisor support, trainer support, peer support, reward system, climate and culture.
PEERS SUPPORT Peer support can also help in transfer of training, for example, if the trainee is

the only one who is receiving training in the department then probably the experienced peers might put pressure on trainee to forget the training and work. This situation also hampers in transfer of training. However, this situation can be avoided by involving the entire department in training,
SUPERVISOR SUPPORT can affect their employees learning in number of ways, for example,

if the trainee is motivated to learn and receives full support from their supervisor, then this support in turn encourages the employee to learn as much as possible. Also, supervisor can also reduce the negative factors of training, such as, the work that piles up during training that makes the employee uncomfortable and employees negative perception about the training program. Also by encouraging the learning culture in the organization.

TRAINER SUPPORT can also have a positive impact on the transfer of training. Gone are the days, when the trainers role used to get over once the training program is done. Trainers role is now extended to the work place also. Besides training, trainers role is to keep a check on how
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trainees are performing and help them and discuss with them if they encounter any problem in the workplace.

CLIMATE Apart from supervisor support, peers support, trainer support, Climate factor also comprises of company polices, attitude of upper management towards employee, towards training. If these factors are positive then the climate will also support the transfer of training. It is the organizations foremost duty to make the employees realize through these factors that adequate amount of time and resources are spent on them for their professional and personal development. CULTURE also have the impact over the transfer of training. If the culture of the organization provides enough opportunities to its employees to implement what they have learnt in the workplace and provide them variety of others factors such as, social support, challenging jobs, etc then the likelihood of the transfer of training increases.

REWARD SYSTEMS If the learning outcome that helps in achieving the objectives is linked to reward system then the probability of the success of training would increase.

Performance Mgmt. System*** Performance mgmt is a process where organization assesses the performance of each and every employee on the basis of standard criteria according to the
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hierarchy it involves numerous activities, far more than simply reviewing what an employee has done.

Methods of performance management* Three approaches exist for doing appraisals: employees can be appraised against: 1. Absolute standards: This means that employees are compared to a standard, and their

evaluation is independent of any other employee in a work group. This process assesses employee job traits and behaviors. 2. Critical incident appraisal: A performance evaluation that focuses on key behaviors that different between doing a job effectively or inefficiently. The strength of this method is that looks at behaviors. 3. Checklist appraisal: A performance evaluation in which rater checks off applicable

employee attributes. This method reduces some bias in the evaluation process because the rater and the scorer are different. 4. Adjective rating scale: A performance appraisal method that lists traits and a range of

performance for each. Rating scales can be used to assess factors such as quantity and quality of work, job knowledge, co-operation, loyalty, dependability, attendance, honesty, integrity and initiative. To use the adjective rating scale, the assessor goes down the list of factor and notes the point along the scale or continuum that best describes the employee. 5. Forced-choice appraisal: A performance evaluation in which the rater must choose

between two specific statements about an employees work behavior. The major advantage of the forced-choice method is that because the appraiser does not know the right answers it reduces bias and distortion. 6. Behaviorally anchored rating scales: A performance appraisal technique that generates

critical incidents and develops behavioral dimensions of performance. The evaluator appraises behaviors rather than traits. BARS specify definite, observable and measurable job behavior.

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Although it is a time consuming and lengthy process, it provides accurate information about the employees. 7. Relative Standard methods: The most popular of the relative methods are--i. Group order: It requires the evaluator to place employees into a particular classification. E.g. if a rater has 20 employees, only four can be in the top fifth, of course four also must be relegated to the bottom ii. iii. Fifth. This method prevents raters from inflating their evaluations so everyone looks good. Individual ranking: This method requires the evaluator merely to list employees in order from highest to lowest. In this process, only one employee can be rated best. iv. Paired comparison: Ranking individuals performance by counting the times, any one individual is the preferred member when compared with all other employees. Certain employees will be selected from different departments and then their performance will be compared. Compensation* Compensation is a part of the motivation. Also it is a term based on which salaries, benefits or rewards are provided to the employees against their performance. Compensation is a regular and fixed phenomenon as it provided in terms of monetary unit. Compensation package is for reducing the difference between the employees views.

Types of reward**
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There are three major types of rewards and each of which assist in maintaining employee commitment. 1. Intrinsic VS extrinsic rewards: Intrinsic rewards are the personal satisfactions derived from the job itself, such as pride in ones work, feeling of accomplishment or being part of a team. Extrinsic rewards are the benefits provided by the employer, usually money, promotion or benefits 2. Financial vs. non-financial rewards: Rewards provided by the employee in terms of

monetary value are treated as financial rewards. Financial rewards are fixed on the basis of the employees positions, length of the service and mental enrichment. Rewards given in terms of non-monetary value are treated as non-financial rewards. It may not be fixed as orgs have their own rules and regulation. Eg. Business cards own secretary, impressive title. 3. Performance based and membership based rewards: bonuses or other forms of merit pay. Membership-based reward include cost of living increases, benefits and salary increases attributable to labor- market conditions time-in rank, credential and a specialized skills. Performance based rewards are the

rewards exemplified by the use of commissions, piece work pay plans, incentive systems, group

Source: * and ** Garry DesslerHR practices 2004

Job evaluation* By job evaluation, we mean using job analysis information to systematically determine the value of each job in relation to all jobs within the organization. In short to all jobs in the organization in a
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hierarchy that reflects the relative worth of each. This a ranking of jobs, not people. The ranking should be used to determine the organizations pay structure. Job evaluation methods For determining pay structure, three basic methods of job evaluation are currently in use: 1. Ordering Method: The ordering method requires a committee typically composed of both management and employee representatives to arrange jobs in a simple rank order from highest to lowest. The committee members merely compare twojobs and judge which one is more difficult to perform or which one is more important. 2. Classification Method: Evaluating jobs based on predetermined job grades. These classification grades are created by identifying some common denominator skills, knowledge and responsibilities to create distinct classes or grades of jobs. 3. Point method: Breaking down jobs based on identifiable criteria skill, effort and responsibility and the degree to which these criteria exist on the job. Appropriate weights are given, points are summed and jobs with similar point totals are placed in similar pay grades.

Storys dimensions of personnel and Human Resource Management

Content

Personnel management

HRM
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Beliefs and assumptions 1. Contract 2.Rules

Careful

deliration of

of

written Aim to go beyond contract clear Can-do-outlook; with rule. Business-need. Values/mission. Nurturing. Unitarist. De-emphasized Customer. Integrated Central to Fast Transformational leadership General or business or line managers. Direct Low Integrated key task Performance related impatience

contracts Importance

devising

rules/mutuality 3.Guide to management Procedures. 4.Behavior referent Norms/custom and practice 5.Managerial task vis a vis Monitoring labor 6.Nature of relations 7.conflict Strategic Aspects 8.Key relations 9. Initiatives 10. Corporate plan 11.speed of decision Line Management 12. Management role 13. key mangers 14. Communication 15. Standardization 16. Selection Key Levers 17. Pay Pluralist Institutionalized Labor-management Piecemeal Marginal to Slow Transactional Personnel or IR specialists Indirect High Separate marginal task Job evaluation

List of figures:
In this thesis paper I have used these diagrams that are given below: Figure: HRM Model

Facilitation of Training through Organization Intervention Procedure of the in basket Technique Role Plays Business Games Training Benefits of Computer based training
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System Model Instructional System Development Model Transitional model

Recruitment Process Training and development objectives Organizational Hierarchy Sources of Recruitment

Chapter 4 Conceptual framework:

In general terms, the business activity of accepting and safeguarding money owned by other individuals and entities, and then lending out this money in order to earn a profit is termed as banking.

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The Banking (Special Provisions) Act 2008 (c.2) is an Act of the Parliament of the United Kingdom that entered into force on the 21 February 2008 in order to enable the UK government to nationalize highstreet banks under emergency circumstances by secondary legislation. Torrington and Hall (1987) define personnel management as being: a series of activities which: first enable working people and their employing organizations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" (p. 49). While Miller (1987) suggests that HRM relates to: ".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (p. 352). Miller, (1989).The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company. Cornell University's School of Industrial and Labor Relations was the world's first school for collegelevel study in HRM. The sort of careers available in HRM is varied. There are generalist HRM jobs such as human resource assistant. There are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, EEO (Equal Employment Opportunity) specialists or college recruiters. Training and development specialism is often conducted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators.

Chapter 5 Findings and Analysis

Business strategy and corporate of the organization:

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AB Bank Limited, the first private sector bank was incorporated in Bangladesh on 31st December 1981 as Arab Bangladesh Bank Limited and started its operation with effect from April 12, 1982. During the last 27 years, AB Bank Limited has opened 78 Branches in different Business Centers of the country, one foreign Branch in Mumbai, India and also established a wholly owned Subsidiary Finance Company in Hong Kong in the name of AB International Finance Limited. To facilitate cross border trade and payment related services, the Bank has correspondent relationship with over 220 international banks of repute across 58 countries of the World.
There bank is totally goal oriented. They work towards being a leader in innovative policies. But the greater challenge is to study the progress and impediments on our way to business success. They can improve and improvise and it is a continuous process. They also invest in training, resource mobilization and maximization of resource utilization. They believe that HR strategy must be measured by results. HR strategy must also recognize the dynamics of the external environment. Competitive advantage: According to their study, it is speed, efficiency and investment in capital market which in turn keeps them highly motivated and work oriented.

Relating corporate level strategy with business level strategy:

While there organization keeps on following the set of corporate strategy, it constantly follows the developments in the given business sectors and immediately adopts and adapts required changes at the business level. This requires coordinated efforts, but it is a constant struggle. They believe that the company that improvises with the changing environment is best suited to stay vibrant, profitable and competent. A well suited strategy guided by good HR practices and sound management decision making is prudent in staying ahead. Distinctive capability: They are still formulating good business and employee welfare practices. For instances, we want to employ as many physically challenged persons as possible. They have also provided equal opportunity and pay for our female workers as their male colleagues.

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Relationship between business strategy and HR practice in the organization:

Human Resource in AB Bank ltd. represents investment in human capital. Whatever may be the size of the organization, it is its employees that provide firm with the strategic advantage. There firm believes that HR practices may not always take place due to having better resources but making better use of those resources. This means the company has to make maximum use of its resources by achieving higher productivity per worker and by matching the capabilities of employees with the strategy.

Strategic model used by the organization:

They use both the Industrial/ Organizational and RBV model in a combined manner. There strategic model is a mix of Industrial /Organization model and Resource based view. In the changing scenario, they have to keep themselves abreast of all production, and delivery systems. Types of linkage they have: a. Administrative linkage. No b. One-way linkage No c. Two-way linkage Yes d. Integrative linkage Mostly

Communication system between HR departments with other departments:

They prefer networking and communications through built in computer connectivity or we can say e-hr. An in house bulletin is also published. There HR people have by rotation meetings with all departments.

Type of HRM system they maintain: Traditional HRM: - Not generally, but in a limited way. Strategic HRM: - Undoubtedly; this has elements of dynamism and also some flexibility.

External environment analysis:

They are constantly monitoring external environment. For that they not only analyze their own output data but they also have a separate desk to follow and monitor all external developments relating to all their business sectors by following the media and also through networking with other similar companies. 80 | P a g e

Problem of HR policies and suggested solution:

Generally most of their workers usually do not accept changes. Given the track record of their company of being fair in implementing management, HR and pay policies, their employees feel that any shift of their work pattern or place is meant to suit them better than before. Moreover they know that they will receive both guidance and training for suiting them in their new environment. On the whole, the employees feel that it is them whom the company work for and it them who work for the company. They see a win, win situation. However, such an environment has taken investment of time, fair policy practices and emulation of seniors and peers leading by example. We never implement absolutely new strategy if we think our managers and staff have not been suitably trained or selected for the new mission.

Recruitments of Candidates:
Recruiting is the common feature of any organization. The HRD of an organization strongly handled this process. The HRD of AB bank ltd. complete recruiting process with some policies. The AB bank ltd. bears a proper recruitment model plan. This model is so much specific and clear. They also updated recruitment model in case of necessity. The AB Bank ltd. Follow strategic decision regarding planning of the organization which is based on supply and demand ratio. For recruiting they sometime hire experts/consultants/psychologists to choice better candidates. The AB bank also have own experts that is much important rendering services of banks. Recruitment planning options that AB bank ltd follow external agency. AB bank ltd selected candidates through some recruitment procedure are advertisements, written tests, short listing and personal interview. On the recruitment criterias considered in recommendation as per priority qualification and age for junior level where experience for mid level and special achievement for senior level. AB bank bank strongly considered age group where needed below 30 years for junior level, 30 to 45 years for middle level and 45-60 years for senior level. Within 45 days AB bank recruiting new candidates when needed. For internal recruitment, they reference from the existing employee. AB bank recruited candidates mostly basis on educational factors. AB bank has no specific indicator for percentage of vacancies for economically backward class candidate.

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Sometimes political pressure also impact on recruitment but the candidates must be well educated while candidate recruiting AB bank make ranking as consistent performer, Rank holder, all rounder and then ranking of an institution. When AB bank wants to recruit HR people, It is taken within the organization sometimes AB bank recruited employee based on campus recruitment and it make a rank on qualities which are leadership, Creative thinking, Understanding, Cooperation, Hard working, pleasant mode and last one is maturity. Ab bank has a promotion model and if basically depends on some chronological criterion such as performance, efficiency, experience, skills, knowledge, ability to cope up with environment, understanding ability, and nature of work and also sometimes it depends on organization promotion policy. The rule of promotion is based on performance. When the vacancy is not filled for longer period the steps taken by AB bank is internal sourcing or external source or reduction of posts. When expertise needed or seen staff lacking, then they follow transfer policy. AB bank sometimes follows bond system to recruit candidates but it depends on situation. AB bank selects or maintain recruitment budget by advertising, expert cost, recruiting cost which includes written tests, interview, and training. Sometimes for the project, AB bank takes employee on contractual basis and it given the same priority for both contractual and local employees.

Chapter 6

Recommendations
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They never implement absolutely new strategy if they think their managers and staff have not been suitably trained or selected for the new mission. Even if they try to employ some new policies they take the following solutions: 1. Initiate a gradual process to implement the policy 2. Persuade the employees with the benefits of employing a particular policy 3. Provide necessary training 4. Inform the employees through general meeting or organizing a seminar 5. Motivate employees with modified reward systems for the change that is going to take place 6. Counseling for the individual employee. 7. Employees of all departments should be positive in terms of allowing bonus in several times. 8. Experienced and motivated entrepreneur should be allowed for sanctioning the loan. 9. It should uses greater pay scale, efficiency people to reduce absenteeism. 10. It should use jab analysis, jab description and job specification in exchange of annual confidential report (ACR) like other banks.

If they really try to implement a particular policy in the organization, then they need to go through change process that has three distinct stages: Unfreezing- at this stage a sense that change is needed must be developed Changing- organizational change is implemented Re-freezing- the new order is institutionalized, presenting the new equilibrium.

Conclusion

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The AB Bank Ltd is a first growing third generation bank with setting a new standard in banking sector. The management team of the bank consists of well-educated, highly skilled and dynamic executives who have been contributing in the continued growth and progress of the bank. In a large organization like bank HR department plays a key role in designing and monitoring of human resource system. In most organizations, the human resource department plays a major role in wage and salary administration. The HR department is likely to develop the job evolution system, perhaps with the help of an outside consultant and will coordinate and manage the system. As a rule, the HR department conducts surveys of wages and salaries or participates in surveys the department uses in revising the pay structure. Once top management has approved modification of the overall pay structure, the HR department monitors compliance with that structure and with the rules that have been established. The HR department of AB Bank Ltd plays a vital role in retaining its employees performance and mental piece. HR department of the bank already has established a competitive salary and compensation structure as well as other employee benefits.

Appendix 1

Bibliography
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Books: a) DeCenzo D.A. and Robbins S.P., HUMAN RESOURCE MANAGEMENT, 7TH Ed. 2003, John Wiley & Sons (ASIA) Pvt. Ltd. B) Dessler Gary, Human Resource Management, 10th Ed. 2005, Prentice Hall of India Private Limited, New Delhi- 110001 C) Fisher C.D., Schoenfeild L.F., and Shaw J.B., Human Resource Management, 5th Ed. 2004, biztantra, New Delhi 110002. d) French Wendell L., Human Resource Management, 3rd Ed. 1997, Houghton Mifflin Company, U.S.A. e) Mello A. Jeffrey (2006). Strategic Human Resource Management (2nd edition) f) C.R.Kothari. Research Methodology, 2'd edition. New Delhi: Wishwa Prakashan, 2003-2004. Website: g) ABBL, Annual Report. h) www.cipd.co.uk/NR/rdonlyres/...EF5C.../SHRM_Chapter_01.doc i) http://www.abbank.com.bd/ j) http://en.wikipedia.org/wiki/Human_resource_management Journals: k) Stamford University Bangladesh, Journal of Business Studies 2003, Val. l) Bagozzi, R.P., Yi, Y. (1988).On the evaluation of structural equation models. Journal of the Academy of Marketing Science, 16, 74-94.

Appendix 2

Questionnaire:
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1. Type of organization----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. Organization chart of HR department with major sub divisions-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------3. How often do you interact with the internal customers (departmental heads)? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------4. How often does the HR department is involved in the organizations strategic decision regarding organization? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------5. What are the communication channels used in communicating to-

COMMUNICATIO N MEANS

JUNIOR LEVEL
(Officers, Sr. officers, Executives)

MIDDLE LEVEL SENIOR LEVEL

(Deputy managers, Asst. managers, Managers, Sr. Managers) (Deputy General Manager, General Manager)

Written Oral/ telephone Reports Notices Emails Fax Meetings

QUESTIONS RELATED TO PLANNING

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RECRUITMENT OF CANDIDATES 1. Do you have a proper recruitment model plan? If yes, please attach the model used and explain? Yes/ No ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. Strategic decision making of the organization regarding planning of the organization is based ona) Future projects b) Career and development of people c) Diversification d) Expansion e) Retrenchment f) Supply and demand ratio 3. In the interview panel, do you have experts like psychologists/ consultants as a part of it? Please explain? Yes/ No -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------4. Recruitment planning optionsa) Direct through company b) Through recommendation c) External agency 5. Recruitment procedure followed by company Advertisements/ short listing/ personal interview Advertisements/Written test/ short listing/ personal interview Advertisements/Written test/ Group discussion/short listing/ personal interview Advertisements/Personal interview e) If any other procedure is followed, please explain----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------6. Recruitment criterias considered in recommendation as per priority (please rank them accordingly)
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a) b) c) d)

PRIORITIES

JUNIOR LEVEL
(Officers, Sr. officers, Executives)

MIDDLE LEVEL
(Deputy managers, Asst. managers, Managers, Sr. Managers)

SENIOR LEVEL
(Deputy General Manager, General Manager, VPs)

Qualifications Experience Special achievement Age

7. The minimum age group preferred most while recruitingJUNIOR LEVEL MIDDLE LEVEL SENIOR LEVEL

AGE GROUP
8. Average time spent behind recruiting new candidate. --------day/s 9. Has Market have an impact on recruitment of new candidate? Yes/ No Please explain?------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------10. Procedure of internal recruitment is ------same procedure / different procedure ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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11. According to you, who of the following factor you; consider the most while recruiting a candidatea) b) c) d) Social factors (like State, language, race, religion etc) Economical factors Political factors Educational factors (like qualifications, institute etc)

12. Do you have any percentage of vacancies for economically backward class candidate? Yes/ No If yes, please mention the percentage---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------13. How do you handle recruitment under political pressure? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------14. While recruiting a candidate, criterias for selection are (please rank them)CRITERIAS TECHNICAL

NON TECHNICAL
Commercial

Personality Knowledge of content Clarity of speech General awareness

15. Preference is given to the candidate while recruiting (please rank them)-

CRITERIAS
Ranking of an institute Rank holder Consistent performer All rounder

RANKING

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16. How do you recruit HR people in the organization? a) b) c) d) Through external Within the organization Within the group (internal transfer) Person having interest in the field, but having no professional qualification

17. During campus recruitment, what qualities do you wish to find out during Group Discussion (please rank them)

CRITERIAS
Leadership Cooperation Pleasant mood Hardworking Creative thinking Maturity Understanding

RANKING

18. Do you have a promotion model? Yes/ no Please explain your answer--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------19. Rule of promotion is based ona) Time scale b) Based on performance

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20. What actions are proposed if vacancy is not filled for a longer period? Please mention the major steps taken -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

21. Criterias for transfer of an employee a) b) c) d) e) f) Lack of staff Need of expertise External pressure Promotion Retrenchment Others, if any

22. Do the organization follow Bond System? Yes/ No If yes, then what is the minimum bond period adopted----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------23. Do you prepare recruitment budget? Yes/No If yes, what are the things that is being considered both for short term & long term planning--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------24. What is the overall recruitment cost? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------25. What is the cost of recruiting 1 employee? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------91 | P a g e

26. Employee Requisition Form (ERF) is used or not? Yes/ No ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------27. Percentage of employment given during project periodPermanent role-----------------------------------------------------------------------------b) Contractual employee (for a time frame of 1 year)------------------------------------c) Contractual employee (project based)---------------------------------------------------d) Local category------------------------------------------------------------------------------a)

28. Do contractual/ local employees have similar facilities/ benefits as applicable to permanent employees? Yes/ No ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------29. Is there the policy of retaking the employee who has left the company earlier and wishes to join back? Yes/ No Please explain your answer---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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TERMINATION/ RESIGNATION

1. Do you face the problem of retrenchment?

Yes/ No

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. Do you follow hire & fire policy? Yes/ No Please Explain ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------3. What is the ground for retrenchment of people? a) b) c) d) e) Insufficient working Employee separation scheme Inefficiency/ poor performance of an employee Closing of department/ project Misconduct/ Integrity

4. Why do people leave? a) b) c) d) e) Better opportunity Moving towards hometown Going for higher studies Going for different assignment Family problems

5. Formalities/ certificates to be taken when an employee resigns93 | P a g e

a) b) c) d)

Clearance certificate from the department No due certificate Exit interview Handing over procedure

6. What is the notice period given by an employee? a) b) c) d) 6 months 3 months 2 months 1 month

7. During probation period, the employee has to give a notice period ofa) 1 day b) 1 month c) No notice period/ immediate

RE-RECRUITMENT 1. If an employee leaves within 1 month from the date of joining, do you follow the entire recruitment procedure again? Yes/ No --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. Reasons for re-recruitment procedure a) b) c) d) None availability of suitable candidate Acceptance problems by the candidate Constraints in negotiations Less flexibility

3. What is the procedure time for interview process?------------------------------------------4. How do you store the CVs? --------------------------------------------------------------------94 | P a g e

5. Do you have any software for reviewing the CVs? Yes/ No Please give a little brief about it----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

QUESTIONS ON INFORMATION SYSTEM

1. DO you have Human resource information system? Yes/ No ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------2. Software used to store the datas of your employees a) SAP b) ORACLE - HR c) People Soft d) Own ERP Others-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------3. How effectively the HRIS datas are used a) b) c) d) Satisfactory Not satisfactory Giving more information Not useful

4. The HRIS datas are generated on aa) Weekly basis b) Fortnightly basis 5. updating of employee datas are done a) Daily b) Fortnightly c) Monthly
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a) b) c) d)

6. Methodology of collecting information & communicating to employees in the organization are through Conference Workshops Seminars Company Magazine

7. Investment spent on HRIS----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

8. Is this investment effective? Yes/ No Please explain your answer----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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