1.

1 Preface:
In todays world academic education is not adequate to enable a student to compete with confidence and reach his/her goal without having experience with the outside world. In order to have an idea and gain experiences, we, the students of Department of Accounting & Information Systems, University of Dhaka have to undertake twelve weeks internship program at any organization.

As a part of my MBA program, the twelve weeks internship program gave me the opportunity to have a practical knowledge on the business procedure of a renowned financial institution namely Shahjalal Islami Bank Limited. Throughout the period of my internship, I had been working in Human Resource Division of the Bank as my main focus was to achieve a practical knowledge about how a banking organization plans and manages their human resources towards achieving organizational goals. In addition to that, I have also tried to find out whether there are any lacking in the Banks HR process and the causes of employee turnover.

The report will mainly reveal the background of the company, overview & evaluation of the HR practices and employee turnover and finally, findings and recommendations based on the experience gathered and analysis performed.

1.2

Derivation of the Study:

Human Resources are essential and foundational to the growth and development of any organization and hence the ability to satisfy and retain quality and trained employee is vital. It must be therefore very crucial to identify if there is an underlying dissatisfaction amongst the existing employees of the organization and if it is then consequently to find ways out to confront all such Human Resource related challenges. With that issue keeping in mind, I have commenced my internship report which theme is Evaluation of HR Practices & Overall Employee Turnover of a financial institution like Shahjalal Islami Bank Limited. Thus, the concerned bank
can be the largest beneficiary of this report.

1.3

Intentions of the study:

Core intention regarding this report is: To evaluate the Human Resource Practices of Shahjalal Islami Bank Limited in order to find out their shortcomings in this era comparative to other private commercial banks as well as to evaluate the overall Employee Turnover of the Bank to find out the trend and causes of such turnover. Ancillary intentions are: To get familiar with the human resource management system in the Banking arena and to grasp an idea about the workflows of a banks human resources division. To have an idea about overall employee turnover of Shahjalal Islami Bank Ltd. Understanding the environment, functions and management of SJIBL. Getting meaningful work experience to expand my knowledge beyond my theoretical base.

1.4

Scope of the Report:

This report will give a clear idea about the responsibilities of the Human Resources Division of Shahjalal Islami Bank Limited. Moreover analysis will also be shown regarding evaluation of the existing human resource practices of the Bank and to find out the trend of and causes behind the employee turnover of the Bank. Necessary recommendations will be provided as well based on the findings later on.

Research Design and Methodology: The report is a descriptive research and practical outcome. In order to prepare the assigned report I have collected necessary information from two types of source as follows: Primary Sources: Most of the necessary information has been collected by from the personal observation and one to one discussion with the relevant officials. Throughout the tenure of my internship, I worked in different wings of human resource division which gave me a great opportunity to collect information and learn more.

Secondary Sources: The secondary data sources are service rules, rules of delegation of authority, annual reports, articles, dissertations, and web pages of Shahjalal Islami Bank Limited and different publications of other private commercial banks.

1.5

Confines in Preparing the Report:

Instead of my heartiest endeavor to make this report based on facts and complete information available, there are some confines that are inevitable. These are following: The main obstacle while preparing this report was time. As the tenure of the internship program was only twelve weeks, it was not possible to highlight everything deeply. Moreover officials remain too much busy because of immense pressure of their responsibilities, which often hampered my discussion with them which made my short time period more shorter.

Confidentiality of information was another barrier that hindered the study. Sufficient records, publications were not available as per my requirement.

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2.1

Shahjalal Islami Bank Limited:

Backdrop History:

With a view to materializing the dream of the people of Bangladesh for doing their banking transactions in line with what is prescribed by Islam, a group of highly successful entrepreneurs conceived an idea of floating a commercial bank styled as Shahjalal Islami Bank Limited which is named after the name of the renowned saint Hazrat Shahjalal (R) who dedicated his life for the cause of peace in this world and hereafter and for the service of humanity. The sponsors are reputed personalities in the field of trade & commerce, industry and finance.

Shahjalal Islami Bank Limited (SJIBL) commenced its commercial operation in accordance with principle of Islamic Shariah on the 10th May 2001 under the Bank Companies Act, 1991 with the 1st branch (main branch) opened at 58, Dilkusha C/A, Dhaka. During last Eleven years SJIBL has diversified its service coverage by opening new branches at different strategically important locations across the country offering various service products both investment & deposit. Islamic Banking, in essence, is not only INTEREST-FREE banking business, it carries deal wise business product thereby generating real income and thus boosting GDP of the economy. Board of Directors enjoys high credential in the business arena of the-country, Management Team is strong and supportive equipped with excellent professional knowledge under leadership of a veteran Banker Mr. Md. Abdur Rahman Sarker.

Shahjalal Islami Bank Ltd. has already made significant progress within a very short period of its existence. The bank has been graded as a top class bank in the country through internationally accepted CAMELS- stand on Capital, Asset, Management, Earning, Liquidity and Sensitivity to market risk. The bank has already occupied an enviable position among its competitors after achieving success in all areas of business operation and as a reward of its contribution to the trade and economy of our country it has achieved the ICMAB Best Corporate Award 2011.

Corporate Information at a Glance:

Name of the Company Legal Form

Shahjalal Islami Bank Limited A public limited company incorporated in Bangladesh on 1st April 2001 under the companies Act 1994 and listed in Dhaka Stock Exchange Limited and Chittagong Stock Exchange Limited. 10th May 2001 Uday Sanz, 2/B Gulshan South Avenue, Gulshan-1, Dhaka-1212. Telephone No.: 88-02-8825457, 8824736 Fax No.: 88-02-8827607 www.shahjalalbank.com.bd SJBL BD DH sblho@shahjalalbank.com.bd Alhaj Anwer Hossain Khan Md. Abdur Rahman Sarker Emran Hossain 73 15 06 01 1,624 Authorized Capital Tk. 6,000.00 million Paid up Capital Tk. 4,452.65 million Face Value per Share Tk. 10.00

Commencement of Business Registered Office

Website SWIFT E-mail Chairman Managing Director Company Secretary No. of Branches No. of ATM Booth No. of SME Centers Off-Shore banking Unit No. of Employees Stock Summary

Corporate Ethos: Vision:

SJIBL wants to be- The unique modern Islami Bank in Bangladesh and to make significant contribution to the national economy and enhance customers trust & wealth, quality investment, employees value and rapid growth in shareholders equity.

Mission:

To provide quality services to customers. To set high standards of integrity. To make quality investment. To ensure sustainable growth in business. To ensure maximization of Shareholders wealth. To extend our customers innovative services acquiring state-of-the-art technology blended with Islamic principles. To ensure human resource development to meet the challenges of the time.

Motto:
Committed to Cordial Service

Brand Promise: SJIBLs commitment to three core pillars: People Its long-standing relationships and focus on customers and clients. Progress the way it conducts itself.

 Long run its footprint and heritage.

Strategies: To strive for customers best satisfaction & earn their confidence. To manage & operate the Bank in the most effective manner. To identify customers needs & monitor their perception towards meeting those requirements. To review & update policies, procedures & practices for providing better services to the customers. To train & develop all employees & provide them adequate resources so that the customers needs are reasonably addressed. To promote organizational efficiency by communicating company plans, polices & procedures openly to the employees in a timely fashion. To ensure a congenial working environment. To diversify portfolio in both the retail & wholesale markets.

Features of SJIBL: There are so many reasons behind the better performance of Shahjalal Islami Bank Ltd. than any other newly established banks: Shahjalal Islami Bank Ltd. has established a core Research & Planning Division comprising skilled person from the very inception of the bank. Highly qualified and efficient professionals manage the bank. The inner environments of all the branches of Shahjalal Islami Bank Ltd. are well decorated. Banking operations of all the branches of the Bank have been computerized to provide prompt & frequent customer service. The Bank has established correspondent relationship with 76 countries of the world. Shahjalal Islami Bank Ltd. provides attractive interest role than that of the other financial institutions. The Bank provides loan to the customers at lower interest with easy & flexible condition than the others do. The Bank frequently arranges customers meeting to achieve their valuable suggestions.

Letter of Credit (L/C) commissions and other charges are very lower than that of the other banks. Profit earning is not the main aim of SJIBL. The bank is responsible to maintain the social duties. The Bank is committed to provide the cheque amount within 30 seconds of submission the cheque.

Business Strengths: Second Largest bank in Bangladesh Extended network of 851 branches across the counties Holds a fine reputation in the banking industries Sponsoring by the government Personalized services Well linked distribution channel from Head Office to all branches Sound correspondent relationships with foreign banks Provide a record business run with computers under centralized network Sound and large capital base Promising growth opportunity

Business Prospects: Surplus Capital Adequacy after IPO subscription. Business expansion in Capital Market. Gradual expansion of branch network. Progressive automation of the branches. BEFTN services for real online banking. Expansion of ATM and Credit Card. Consideration of prime customers.

Products and Schemes provided by SJIBL:

Shahjalal Islami Bank Ltd. offers all kinds of Commercial Corporate and Personal Banking services covering all segments of society within the framework of Banking Company Act and rules and regulations laid down by our central bank. Diversification of products and services include Corporate Banking, Retail Banking and Consumer Banking right from industry to agriculture, and real state to software.

Mudaraba Monthly Income Mudaraba Double Money Mudaraba Monthly Deposit Mudaraba Millionaire Mudaraba Hajj Deposit Mudaraba Housing Deposit Mudaraba Small Business Mudaraba Cash Waqf Deposit Mudaraba Lakhopoti Deposit Mudaraba Bibaho Deposit Mudaraba Mohor Deposit Mudaraba Shikhkha Deposit Mudaraba Special term Deposit SJIBL School Banking Mudaraba Money Spinning

Investment Schemes: General Investment Scheme. Consumer Credit Scheme. Hire-Purchase. House Building Investment/Apartment Investment. Advances against shares. Value Added Credit Line for Senior Citizen Residential Home Modernization and Renovation Scheme.

Special Rebate on profit rate on Investment. Special Subsidized Credit Line for Quality Health Care for all. Special Credit Line for Small & Medium shop owners. Safe Custody Locker Facility.

Other Operations: Multi-Currency Account. Underwriting-cum-Bridge Finance. Non-Formal Banking Sector Family Empowerment Micro Credit Program. Family Empowerment Micro Enterprise Program. Student Shahjalal Fellowship Program. Shahjalal Fund Investment and its utilization. Rotating Family Savings and Credit Net (RFSCN). Non-formal Real Life School of Management. Displaced Garments Child Worker Student Stipend Disbursement Program.

Voluntary Banking Sector: Shahjalal Capital Market Operation Program. Cash Waqf Certificate. Mosque/waqf Property Development Bond. Mosque/waqf Property Development Quard-e-Hasanah Certificate. Non-Muslim Trust Property Development Bond. Mosque/waqf Property Development Scheme. Sabuj Haat Project. Non-Muslim Trust Property Development Scheme.

Company Performance at a Glance:

SJIBL has continued to deliver consistent, diverse and sustained growth while investing to underpin future momentum and building balance sheet resilience. A clear idea about its performance can be obtained through the following financial highlights:

SI No 01 02 03 04 05 06 07 08 09 10 11 12 15 16 17 13 14 18 19 20 21 22 23

Particulars Total Capital (Taka) Total Assets (Taka) Total Shareholders Equity (Taka) Total Deposits (Taka) Total Investment (Taka) Total Income (Taka) Total Expenditure (Taka) Profit after Tax (Taka) Import Business (Taka) Export Business (Taka) Profit Earning Assets (Taka) Provision Surplus (Taka) Net Asset Value Per Share (Taka) Earnings Per Share (Taka)

2009 5,430m 58,921m 4,676m 47,459m 43,958m 7,117m 5,076m 1,071m 39,543m 29,434m 53,132m 98.70m 17.98 3.13

2010 7,747m 78,800m 6,748m 62,965m 61,440m 9,509m 5,980m 2,072m 60,066m 48,857m 67,139m 88.68m 19.70 4.65 25.59 10.08% 1.91% 30.71% 3.01% 17.04% 637 1521 54,549

2011 9,183m 107,229m 7,917m 83,350m 80,592m 12,007m 9,009m 1,168m 82,341m 79,225m 92,569m 126.76m 17.78 2.62 7.32 11.40% 1.89% 13.80% 1.26% 12.38% 679 1624 78,104

Net Operating Cash Flow per Share 140.94 (Taka) Capital Adequacy Ratio 9.52% Classified Investment as % of Total 0.94% Investment Return on Equity (ROE) 25.10% Return on Assets (ROA) Price Earnings Ratio 2.08% 12.24%

Number of Foreign Correspondents 610 Number of Employees No. of Shareholders 1299 36,675

Human Resource Division of SJIBL:

HRD of SJIBL Located in the Gulshan Head office. It is a very restricted area & the personnel are very strict to maintain their privacy and rules & regulations.

HRM Objectives of SJIBL:

The objectives of SJIBLs HRM are focused to achieve the organizational goals as follows: 1. To hire the right person for the job to employ the skills and abilities of the workforce efficiently in the achievement of SJIBLs goals. 2. To attract competent employees and retain them in the bank to enrich the organization with diversified knowledge, which will expedite the expansion of the Bank. 3. To create and utilize an able and motivated workforce to reduce the employee turnover as well as to accomplish the basic goals of SJIBL. 4. To establish and maintain sound organizational structure and desirable working relationships among all the members of SJIBL. 5. To secure the integration of individual or groups within the organization by co-ordination of the individual and group goals with those of SJIBL. 6. To create facilities and opportunities for individual or group development so as to match it with the growth of SJIBL. 7. To identify and satisfy individual and group needs by providing adequate and equitable wages, incentives, employee benefits and social security and measures for challenging work, prestige, recognition, security, status of SJIBL. 8. To maintain high employees morale and sound human relations by sustaining and improving the various conditions and facilities of SJIBL. 9. To strengthen and appreciate the human assets continuously by providing training and development programs of SJIBL. 10. To consider and contribute to the minimization of socio-economic evils such as unemployment, under-employment, inequalities in the distribution of income and wealth and to improve the welfare of the society by providing employment opportunities to women and disadvantaged sections of the society. 11. To provide an opportunity for expression and voice management of SJIBL.

12. To provide fair, acceptable and efficient leadership of SJIBL. 13. To provide facilities and conditions of work and creation of favorable atmosphere for maintaining stability of employment of SJIBL. SJIBLs management has first to communicate the SJIBLs HRM policies to the employees to get awareness of the Employees to dedicate their work force towards the realization of the aims and objectives of the firm. It also has to create conductive environment, provide necessary prerequisites for the attainment of the personnel management objectives after formulating them.

Human Resource Planning:

The competitive SJIBL organizational strategy as a whole becomes the basis for human resource (HR) planning. It includes the process of analyzing and identifying the need for and availability of human resources so that the SJIBL can meet its objectives. So the planning includes the matter: Needs of new Human Resources for SJIBL. Availability of new Human Resources.

HR Planning Process:
SJIBL follows several steps for HR planning. These can be shown through the following flowchart and described later on.
Integrate HR Planning with Corporate Planning

Scan External Environment for Changes Affecting Labor Supply

Analyze Internal Inventory of SJIBLs HR Capabilities

Forecasting HR demand & supply

Forecasting HR Needs

Fig: HR Planning Process

Management Hierarchy of SJIBL:

Top Management

Chairman Vice Chairman Board of Directors Managing Director Additional Managing Director Deputy Managing Director

Executive Level

Senior Executive Vice President Executive Vice President Senior Vice President Vice President Senior Assistant Vice President Assistant Vice President First Assistant Vice President Junior Assistant Vice President

Officer Level

Senior Executive Officer Executive Officer First Executive Officer Management Trainee Officer Junior Executive Officer Assistant Executive Officer Senior Officer

Entry Level

Trainee Senior Officer Officer Trainee Officer

Major Functions of HR Division of SJIBL:

Recruitment & Selection Joining & Posting Training and Development Confirmation Performance Evaluation Increment, Promotion & Salary Fixation Transfer & Posting Provide intrinsic Employee Benefit Leave Management Implementation of Disciplinary Action Asserting smooth workflow in the organization Maintaining the daily attendance Reviewing and proposing the upcoming recruitment need Creating a good work environment Maintaining the industrial relation and so on.

Recruitment & Selection: Recruitment:

Recruitment is the process of discovering, developing, seeking and attracting individuals to fill actual and/or anticipated job vacancies and has three general purposes: to fulfill job vacancies, to acquire new skills, and to allow organizational growth.

Recruitment Policies:
Classification of the Posts: The employee of the Bank shall be classified and designated1. Any changes, additions, alterations, in the classification and designation shall require prior approval of the Board. 2. An employee of the Bank, other than Officer appointed to a particular category of posts shall continue in the same category. Provided that if he/she fulfills such conditions as may be laid down in this behalf he/she may be appointed to another category of posts by the competent authority. Nationality: No person shall be appointed to any post in the service of the Bank unless he/she is a citizen of Bangladesh. Provided that the Competent Authority may in special cases, waive this condition subject to fulfillment of other conditions regarding employment of foreign nationals in Bangladesh. Age: A candidate shall not be less than twenty years and more than thirty years of age at the time of appointment by direct recruitment as an Officer on probation and not less than eighteen years and more than thirty years of age at the time of appointment by direct recruitment as an employee on probation other than an Officer in the service of the Bank. Physical Fitness: No person shall be appointed in the service of the Bank unless he is declared physically fit by the Medical officer of the Bank or any other Medical Authority specified by the Bank in this behalf.

Method of Appointment: a) Appointment to the post of Officers and other employee shall be made by direct recruitment as per recruitment policy or by promotion as per promotion criteria. Provided that where suitable candidates are not available in adequate number for the posts to be filled by promotion may be filled by direct recruitment. b) All appointments of Officers and other employees shall be made by the Management under authority empowered by the Board in this behalf. Commencement of Service: The service under the Bank shall commence from the working day on which an employee reports for duty at the place and time intimated to him by the competent authority if he reports before noon and from the next working day if he reports in the afternoon. Agreements: a) An officer on probation i.e. every employee, appointed at entry level or any of the level (Where considered by the Management) shall be required to furnish a Surety Bond executed by him/herself along with two other respectable personalities of means and standing acceptable to the Bank as Sureties on a non- judicial stamp paper of the requisite value to the effect that the incumbent will serve the Bank for a minimum period of 5 (five) years failing which he/she shall be bound to refund half of the entire amounts received by him during the period of his/her service in the Bank on account of salary and allowances. b) On entering the service of the Bank, each employee shall sign the Declaration of Fidelity and Secrecy in the form. Assignment of Duty: a) b) An employee may be assigned such duties as may be determined from time to time. An employee may be required to serve at any place in or out side Bangladesh.

Recruitment Process: There are two type of sourcing in recruitment process. 1. Internal Sourcing 2. External Sourcing

1. Internal Sourcing: a. Personal recommendations b. Notice boards c. Newsletters d. Memorandum 2. External sources: a. Word of mouth b. Notices c. Education institutions d. The press or newspaper e. Radio f. Television g. Employee Reference h. Advertisement i. Internet Both internal and external sourcing is followed for employee recruitment in SJIBL. The recruitment process up to the selection can be shown through the following flow-chart:
Manpower Planning

Advertising

Internal Networks & Referrals

Processing of Applications

Feedback

Commencement & Retention

Figure: Recruitment Process

Selection:
Employee Selection is the partner of recruitment and directed to the attainment and accomplishment of goals. It is the process of putting right person on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Moreover, organization will face less of absenteeism and employee turnover problems. An effective selection process decreases the possibility of wasting financial resources in various HR activities such as repetitive training and documentation. Proper screening of candidates takes place during selection procedure. All the potential candidates who apply for the given job are tested. Each organization has a distinctive selection system. The following flow-chart will give us a clear view of the whole employee selection procedure carried out by SJIBL.

Receipts of Applications against the Post

Sorting out Applications

Preparation of Preliminary Selected List

Holding Written Test

Conducting Interview

Investigation of Previous History as far as Practicable

List of Desirable Candidates Final Approval by the Competent Authority

Ensuring Physical Fitness

Appointment and Placement

Fig: Selection Procedure of SJIBL

Joining and Posting:

Once the recruitment and selection process is done then the applicants are appointed based on their job description. After receiving appointment letters, applicants come to accomplish the further process of joining and posting. Fresh candidates come for joining, have to first accept the offer letter issued to them by signing it. After that they have to submit a number of important documents as well as have to fill up and sign on some important papers as per the requirement of HRD. For experienced applicants additionally respective release letters have to be submitted. If any candidate fails to submit any of the required documents then he or she has to provide necessary undertakings to place those papers before HRD as early as possible. Eventually at the end of the joining procedure, all necessary documents are reserved and necessary updates are carried out thereon regarding joining and posting and thus the applicants become the employees of the organization and finally their postings are executed after getting approval of Competent Authority on respective posting orders. So this was a brief discussion of joining and posting procedure, which is entirely presented in the following flow-chart.

Applicant(s) Comes for Joining

Experienced? No

Yes No Release Letter Available?

Yes Are All Documents Available? Yes Document Check Yes Not Accept No Taken Undertaking of Missing Documents? No

Provide Employee Information Form to Candidates

Ask for Joining Letter # Declaration of Fidelity and Secrecy # Personal Records # Declaration of Nationality/Domicile # Detail of Identity Card # Joining Note # Form of Application to become a member of the Provident Fund # General Conduct & Discipline # Declaration under General Conduct & Discipline # Conflict of Interest # Declaration of Assets

Prepare File & Give Entry in HRIS

Print Necessary Documents & Take Sign from Applicants

Place Office Note & Personal File for Approval

Give Entry in HRIS for Final Posting

Issue Posting Order (Single/Bunch)

Posting Order

Training:
The Human Resources department of SJIBL assesses the need for the training. For this, several measures are taken. The department sends out a detailed questionnaire to the managers and their subordinates to know the areas where training is needed of SJIBL. The department meets with managers of various departments to help identify those areas. After the assessment of training needs is complete, the results are tabulated, summarized and shared with stakeholders. For this, the SJIBL HR department sends out the summary pointer and feedback and an anticipated training program. SJIBL has a training center where the new employee and the new matters are learned by rotations. Each of the employees is taught various matters on products and software and the marketing process in these training processes. Generally two types of training are held by the HRD of SJIBL, which are: 1. Foundation Training: Arranged for the probationary officers, on the basis of which marks, their services are confirmed. 2. Topic-based Training: Sometimes training is arranged on a certain topic for only some particular employees for whom such training is required. Both of these types of training can be further categorized in the following two types of training: a. Internal Training: Arranged by the HRD in the banks own training centre. b. External Training: Circulated and arranged by various external institutions in their respective premises or outside. Process Training Management: Training management is one of the major responsibilities of the HRD. Based on the internal and external types of training, the procedure of overall training management performed by the HR division of SJIBL can be presented through the following flow-chart:

Foundation & Topic-based Training

Internal Training

External Training

Selection of Trainer & Trainee Finalize Training Schedule

Selection of Trainee

Taking Approval of Competent Authority

Taking Approval of Competent Authority

Preparation of Pay Order (If Necessary)

Acknowledge Respective Trainer & Trainee

Acknowledge Respective Trainer & Trainee

Preparation of Payment for Trainer

Collection of Training Result from Training Institute

Arrangement of all Supporting for Training

Updating Training Marks in Employee Database

Providing Completion Letter

Updating Training Marks in Employee Database

Fig: Process of Training Management of SJIBLs HRD

Confirmation:
After satisfactory completion of the probation period of one year or six months from the date of joining, employees services are confirmed. After confirmation, the service of the employee shall be calculated from the date of joining in the post. According to the service rule of SJIBL, this process of confirmation of services as well as the length of probation period varies regarding two different types of employees as follows: 1. Fresh Officer: Unless otherwise specified in the terms of appointment, an officer appointed by direct recruitment to the post of probationary officer or management Trainee officer or Trainee senior officer or Trainee officer shall be on probation for a period of one year. Provided that the competent Authority may for reason to be recorded in writing, extend the period of probation by such further period or periods on such terms and condition as it may decide. Here, the confirmation of services is basically granted based on employees last performance appraisal report along with the written test report of Foundation Training Course and the vivavoce report thereafter. 2. Sub- Staff: An employee other than officer, appointed by direct recruitment shall be on probation for a period of six months provided that the competent authority may for reason to be recorded in writing, extend the period of his probation by an additional period of three months under such terms and condition as it may decide. In this case, just after ending of probation period, employees services are confirmed. Besides these two levels, the confirmation appointed under direct recruitment at lateral levels shall undergo probation period of six months, unless decide by the competent Authority. Provided that the competent authority may for reason to be recorded in writing, extend the period of his/her such service by an additional. In relation to the above discussion, the overall confirmation process can be shown more apparently through the following flow- chart:

Employee Type?

Sub- Staff

Fresh Officer

Legends:
Messenger Security Guard
N Is Foundation Training Ok? Y N N Is Service Length 1 Year? Y Has Any EOL with NCS? Y Y Add the EOL Period to Probation Period N Calculate Confirmation Due Date Prepare List of Eligible Candidates Form Committee, Fix-up viva date & Time and Take approval from Competent Authority Prepare Office Order & Acknowledge to respective Candidates List of Eligible Candidates N EOL: Extra Ordinary Leave NCS: No Counting Service

Is Police Verification Available? Y

Not Eligible

Is Service Length 6 Months?

Is Any EOL With NCS? Y Add the EOL Period To Probation Period

Calculate Confirmation Due Date

Office Note for formation of Committee

Prepare List of Eligible Candidates

Office Order of Confirmation Viva

Arrange Viva

1. Attendance Sheet 2. Viva Statement

Is Qualify for Confirmation? Y

Ext. of Probation Period

Extension of Probation Period

Take Approval of Minutes from Competent Authority Update Information into Employee Database Issue Confirmation Letter to Eligible Candidate

Minutes of Confirmation

1. Data Source 2. Confirmation Letter

Annual Confidential Report (ACR):

A system of annual reporting on the performance and conduct of the employees shall be laid down by the Competent Authority and such report shall be called the Annual Confidential Report (ACR), and the authority may also call for Special Performance Reports on any employee as and when considered necessary. An employee shall not have access to his/her confidential reports but he/she shall be informed of the adverse report/scoring below qualifying marks, if any, in order to give him/her an opportunity to explain his/her position or to improve his/her performance or rectify his/her conduct accordingly. Calculation of ACR Marks: The first page of ACR is filled by the individual employee, which includes his/her personal, academic, professional & training information along with his/her contribution to the bank. The rest of the pages are filled by the respective supervisor/appraiser (branch/divisional head) of that employee, where rating points are given by the supervisor based on the employees performance. The following rating points are followed by SJIBL to appraise employees: Outstanding = 4, Very Good= 3, Good= 2, Average= 1, Below Average= 0 In addition to this, performance summary of the respective employee and recommendation thereon are also provided by the supervisor. Now after collecting the ACR, it is the duty of HRD to sum up the rating points given by the appraiser and to tick the appropriate performance rating box thereon, where for marks of: 85% & above- Outstanding, 75% but below 85%- Very good, 60% but below 75%- Good, 50% but below 60%- Average and for below 50%- Below average is ticked.

Process of ACR Management: The following flow-chart will give a brief overview of the process of ACR Management followed by the HRD of SJIBL.

Giving Reminder to Send ACR

Collection of Branch & Division wise ACR

Calculation of ACR Marks

Updating Marks in Employee Database

Fig: Process of ACR Management of SJIBL

Increment:
Regulation of Increment: An employee on regular scale shall be allowed annual increment by the competent authority as on the date of anniversary or as determined by the Competent Authority from time to time unless otherwise barred by any other decision of the Competent Authority. The conditions under which service counts for increments in a pay scale are specified as under: a) All duty in a post on a pay scale and periods of leave other than extraordinary leave count for increments in that scale. Provided that the competent authority may, in any case in which it is satisfied that the leave was taken on account of illness or for any other cause beyond the employee's control, direct that the extra-ordinary leave would count for increments.

b) Service in another post whether in a substantive capacity or on current charge or on deputation counts for increment in the pay scale applicable to the post on which the employee holds a lien. Advance Increment: Advance increment(s) not exceeding 3 (three) at a time may be granted to an employee by the Board or any other authority empowered by the Board for outstanding merit and performance the particulars of which are to be recorded in writing. Special Remuneration: An employee may be specially remunerated for rendering arduous and meritorious service beyond normal call of duty, which is casual and non-recurring in nature by the Board or any other authority as may be empowered by the Board. In case an employee is required to work during (closed) holidays, the Board may remunerate him for such works or any other authority as may be empowered by the Board. Award: An award in cash or in kind may be granted to an employee for outstanding academic and professional achievements by the Board or any other authority empowered by the Board.

Procedure of Increment Management: Increment on salary is basically given annually to the confirmed employees based on their yearend performance appraisal report, where an employee must have to obtain 60 (sixty) marks to be eligible for getting an increment. There are two cut-out dates in a year for granting increments, which are: 1st January & 1st July. But the first cut-out date of increment is always fixed in the favor of employees. Thus for a newly joined experienced employee, the date of increment is always winded back irrespective of his/her service year is one year or not. For example: an experienced employee joined on 02.04.2012 will complete his/her one year of service on 01.04.2013, so in this case if he/she gets increment on the immediate next cut-out date which is 01.01.2014, then he/she will face a loss of 8 months. Therefore, to protect the employee

from facing such loss, the increment date will be dragged back on 01.01.2013, though only 8 months of his/her service will be completed on that day. Once the first cut-out date is fixed, increments will be given every year on this date. A very short and simple process is followed by the HRD for increment management, which can be shown through the following flow-chart:

Fixation of the Date of Increment

IS ACR Marks At Least 60?

No Increment Postponed to Next Cut-out Date

Yes Preparation of Office Note

Approved by Competent Authority

Preparation of Increment Letter

Fig: Procedure of Increment Management of SJIBL

Promotion and Salary Fixation:

Promotion Criteria:

Promotion cannot be claimed as a matter of right and all promotions shall be made on the basis of seniority-cum-merit as per promotion criteria. Competent authority may give accelerated/out-of-turn promotion to an employee for his outstanding merit and performance. Employees promoted to the posts of the same scale on the same date shall rank according to the date of confirmation in the immediate lower post from which they were promoted. For promotion, the following marks distribution is followed:

Annual Confidential Report (ACR) Viva-voce Banking Diploma (if any) Seniority Total

60 30 5 5 100

Where, the pass marks for both ACR & Viva is 60% and for Total is also 60%. Number on Banking Diploma is provided proportionately to the part of degree completion. In case of seniority, 1 number is added for every years service and in this way an employee can get highest 5 numbers.

Promotion Management: The first duty of the HRD regarding promotion management is to find out the eligible employees for promotion. From the above flow-chart, it is clearly found that, to be qualified for getting promotion, employees of different levels must have to fulfill the following eligibility criteria: For Sub-staffs: Confirmed service of 3 (three) years from the date of joining.

For Officer Level employees ranking from Officers to FAVP: Confirmed service of 2 (two) years from the confirmation date or in case of experienced employees, from the joining date. For Executive Level employees ranking AVP and above: Confirmed service of 3 (three) years from the date of joining. FAVP (Officer Level) to AVP (Executive Level): To be eligible for being promoted from Officer Levels last designation (FAVP) to Executive Levels first designation (AVP), an employee additionally must have to qualify in the written exam held by BIBM. ACR marks: For all the above levels of employees, last years Annual Confidential Report is needed respectively to check out that whether the ACR marks is equal to or more than 60, because if it is below 60 then the employee will not be treated as eligible for promotion. As like increment, the same cut-out dates are also followed in case of promotion, which are: 1st January & 1st July. Therefore, HRD has to accomplish promotion management two times a year. In case of employees, unlike increment the promotion date is always postponed to the next cutout date. For example: an experienced employee joined in the officer level on 02.04.2011 will complete his/her two years of service on 01.04.2013 and thus he/she will be eligible for promotion on the next cut-out date of 01.07.2013. So in case of promotion, the date of being eligible for promotion is always postponed irrespective of the employees service exceeds the required eligibility period of promotion unlike that in case of increment. In this way, the date of being qualified for promotion is fixed after every 2 or 3 years from the cut-out date on which promotion takes effect. The following flow-chart can be presented to give an idea about the overall tasks of promotion management of SJIBL, where the tasks of selecting & recommending employees for promotion is performed by the Selection Committee of the bank.

Employee Type

Sub-staff

Officer Level

Executive Level

FAVP to AVP

Is Service Length 3 Years?

Is Service Length 3 Years?

Is Service Length 3 Years?

Qualified in BIBMs Written Exam? Yes Yes

Yes

Yes

Is ACR Marks Not Less than 60? Yes Preparation of List of Eligible Employees List of Eligible Employees Office Note

Fixation of Viva Date & Time & Taking Approval of Competent Authority

Preparation of Office Order & Acknowledge to Respective Employees Arranging Viva-voce

Office Order 1. Attendance Sheet 2. Viva Statement

No Is Qualify for Promotion? Yes Taking Approval of Minutes from Competent Authority

Promotion Postponed to Next Cut-out Date

Minutes of Promotion Promotion Letter

Issuance of Promotion Letter

Updating Employee Database Fig: Promotion Management of SJIBL

Salary Fixation:
The Scale of Pay and other allowances of officers and other employees of the Bank shall be as determined by the competent authority from time to time. Thus according to the decision of competent authority the HRD has to fix the pay scale of an employee under the following circumstances: Promotion: The initial pay of an employee promoted from a lower post to a higher post shall be fixed at the minimum of the scale of the higher post and the pay so fixed shall be his/her substantive pay according to his appointment. Provided that, if his/her substantive pay in the lower post is equal to or higher than the minimum in the scale of the higher post to which he/she is promoted, his/her pay in the higher post shall be placed in the new scale and adjusted in the new scale by placing his salary to the starting salary of the new scale or if it is inside the scale, then with one or less than one next increment of the new scale which is higher than his/her previous pay in the lower scale/post. Example: a) If his/her last salary is Tk. 8000 and the new scale is 9000-500X10-14000 than his salary will be fixed at TK. 9000/b) If his/her last salary is TK. 9400 in the last scale, his salary will be fixed at Tk. 9500/- in the new scale and c) If his/her last salary is Tk. 9000 in the last scale, his salary will be fixed at Tk. 9500/- in the new scale. An employee appointed on promotion shall begin to draw pay from the date he/she joins the higher post. Increment: After granting increment the pay scale must have to be fixed by adding the increment amount with the existing salary. In case of more than one increment, the number of increment must be multiplied with the amount of increment. Change of Scale:

In case of changing pay scale, the existing salary must be fixed to the new pay scale. Recruitment of an Experienced Employee: As like promotion, in case of recruiting an experienced employee from other institution, the pay scale must be fixed in accordance with the last pay scale he/she used to receiving in that institution. That means, if the lowest pay scale of the post for which he/she has been recruited is less than that he/she used to receiving in his/her last job, the pay scale of the concerned post must be adjusted in response to his/her last pay scale by giving one or more than increments. This is to be done as because the newly joined experienced employee must be offered higher pay scale than that he/she received in his/her previous job.

Leave:
As per the service rule, the following kinds of leave may be granted to an employee of SJIBL:

1. Privilege/ Earned Leave. 2. Extra Ordinary Leave. 3. Quarantine Leave. 4. Maternity Leave. 5. Casual Leave. 6. Sick Leave. 7. Pilgrimage Leave.

1. Privilege/ Earned Leave: Every employee shall earn Privilege leave on full pay at the rate of one-eleventh of the period spent on duty, that is one day, for every eleven days of duty and the leave shall be credited to his leave account and the maximum that can be accumulated shall be 180 (one hundred eighty) days. The extent of leave on full pay that may be taken at a time shall not exceed 60 Sixty days.

2. Extraordinary Leave: Extraordinary Leave may be granted without pay to an employee in special circumstances when no other leave is admissible under these rules. The duration of such leave shall be so regulated that the amount of total leave including other leave taken in combination does not exceed the maximum of three years at any one time. 3. Quarantine Leave: It is a leave of absence from duty necessitated by orders not to attend office on consequence of the presence of infectious disease in the family or household of an employee. 4. Maternity Leave: Maximum 180 days allowed to the confirmed female employees with full pay and only twice in the entire period of service. 5. Casual Leave: Casual leave may, subject to the exigencies of service, be granted to an employee or a probationary officer by the competent authority up to a maximum of 10 (ten) days in a calendar year, but not for a period exceeding 3(three) days at a time. 6. Sick Leave: An employee and officers on probation as well will be entitled to sick leave with full salary and other admissible benefits. Total sick leave allowed to an employee shall not exceed 15 days in a calendar year. 7. Pilgrimage Leave: An employee, once in his/her entire career in the Bank will be entitled to 15(fifteen) days pilgrimage leave to perform the Hajj.

Procedure of granting Leave:

The procedures of granting leave of employees can be shown through the following flow-chart:

Casual Leave

Earned Leave

Sick / Maternity / Quarantine Leave & Extra-ordinary Leave Yes

No More than 7 Days?

Head Office Employee

Branch Employee

Manager/ DM/Div. Head/Inch.

Head Office Employee

Branch Employee

Manager/ DM/Div. Head/Inch.

Approved by Div. Head/ Incharge

Approved by Branch Manager

Recommended by Head of HR

Recomm. by Div. Head/ Incharge

Recomm. by Branch Manager

Recomm. by Head of HR

Kept Record by HRD

Kept Record by Branch

Approved by Competent Authority

Recomm. by Head of HR

Recomm. by Head of HR

Approved by Competent Authority

Kept Record by Both HRD & Branch

Approved by Competent Authority

Approved by Competent Authority

Kept Record by Both HRD & Branch

Kept Record by HRD

Kept Record by Branch

Fig: Leave Procedures of SJIBL

Leave Fare Assistance (LFA):

As per Bangladesh Banks rule, every employee of an organization must have to avail a consecutive leave period of 15 days in a year and to spend that leave time smoothly an amount is given to the confirmed employees after every 1 year starting from their respective confirmation dates. This process of granting a 15 days leave with a certain amount is known as Leave Fare Assistance. This LFA amount is actually a cumulative sum of salary of the respective employees, which is deducted at a certain rate from their salaries on a monthly basis. Again this rate is determined based on individual employees basic pay. LFA Management Procedure: LFA management is one of the major responsibilities of the Human Resource Division. The LFA management of all employees of the head office along with the branch manager/deputy manager/divisional head/in-charge is performed by the HR personnel, where approvals are taken from the Head of HR & FAD and from the competent authority respectively. But a slight difference is found in case of branch employees LFA management, that is, in branch the respective branch managers are responsible for the approval of employees LFA. Now the whole process of LFA management held by the HRD of SJIBL can be shown through the following flow-chart:

Application for LFA

Providing Calculation of LFA Amount with Short Note

Approved by Competent Authority

Release of LFA
Fig: LFA Management Procedure of SJIBL

End Service Benefit:

End Service: The service of an employee of SJIBL can come to an end in four different ways, where in some cases the employee gets full benefit of end service from the bank or in some cases gets partial benefit or only own contribution from the bank as per the service rule of SJIBL. An overview of the rules of ending service of employees and the provisions of benefits to be granted thereon followed by SJIBL can be presented through the following discussion. Modes of End Service: Generally there are four modes of ending services of employees in SJIBL, which are: 1. Retirement 2. Resignation 3. Termination & 4. Dismissal 1. Retirement: The retirement of employees of the Bank may be again categorized as under: A) Normal Retirement: Every employee shall retire from the service of the Bank on completion of 60 years of age and will be entitled to all end service benefits. B) Optional Retirement: An employee will have the option to have voluntary retirement from the service after completion of 25 years of continuous and satisfactory services with not less than 3 (three) months' prior notice prior his/her going on such retirement with such benefits as admissible to normal retirement. C) Compulsory Retirement: An employee compulsorily retired from the service will be entitled to such retirement benefits. 2. Resignation: Employees can also discontinue their own services in the Bank by placing Resignation letters. As per service rule of the Bank the followings are the provisions of resignation which must be abided by the employees in case of resigning from services.

3. Termination of Service: The rights of the competent authority of the Bank to remove, dismiss or retire from service any of its employees as a disciplinary measure or on medical ground and in such cases is known as Termination of Service. Both the services of probationary and confirmed officials can be terminated by the competent authority and shall not be entitled to any form of compensation for termination of service. 4. Dismissal: This is one kind of termination of service of the employee by the Banks competent authority, which is actually undertaken as a disciplinary action against the employee conducted and or attached to any kind of grievance or again whom any legal complaints are there. End Service Benefits: All the confirmed and full time employees of SJIBL shall be entitled to get the following end service benefits, which will again differ in respect of employees service length or any case of dismissal due to legal complaints. Provident Fund: Every confirmed and full time employee who has rendered continuous and satisfactory service for at least 3 (three) years shall be entitled to Provident Fund as per the Banks rules at the time of retirement/ resignation /termination. In case of a permanent employee joins a higher post on being selected through appropriate process by the competent authority, the period of his/her services in the previous post shall also be counted for the purpose of entitlement of his/her Provident Fund. Calculation: The amount of provident fund is deducted from the employees basic every month at a rate of 10%. At the time of retirement/ resignation /termination, the employee shall be entitled to get the consolidated figure of this monthly deducted amount, calculated by multiplying the monthly deducted amount with 12 months and with the number of years the employee served the bank. But only in case of employees rendered confirmed service continuously for at least 3 (three) years, in addition to this

consolidated amount of employees own contribution the Bank itself will also provide the same amount and lastly on the total of these two amounts profit is counted @ 3% (deposit rate) and eventually added with that total amount. Thus the final amount of provident fund is computed. In case of dismissal and in case of service less than 3 years the employee shall only be entitled to his/her own contribution from the provident fund.

Gratuity: A confirmed and full time employee who has rendered continuous and satisfactory service in the Bank may be granted gratuity to him/her on retirement/ resignation/ termination or to his/her legal heirs or to the nominee in absence of legal heirs in the event of his/her death as per the following: SI. No. 1. 2. 3. Duration in the service For completion of 5 (five) years For completion of 7.5 (seven and a half) years For completion of 10 (ten) years and above Gratuity amount @1 month's basic @1.5months'basic @2 months' basic

In case of a permanent employee joins a higher post on being selected through appropriate process by the competent authority, the criteria may be relaxed for 2 (two) years at each phases object to condition that the incumbent served in the past Banks minimum for 2 (two) years without break. The dismissed/removed employee shall not be entitled to any gratuity. Social Security Fund: There are specific designation wise slabs as per which the amount of social security fund is deducted every month from the salary of the employee as well as a specific amount more than the total of such deducted amount is provided to the employee, which is also specified designation wise, at the end of the service only if the confirmed and satisfactory service length of the employee is at least 3 (three) years. Otherwise the employee shall be entitled to get nothing from the Social Security Fund (SSF). All the calculation of SSF is performed by FAD and afterwards sent to the HRD.

Earned Leave Encashment Facilities: Earned leave encashment facilities for a maximum of 180 days shall be allowed to the employees, as the discretion of the competent authority at the time of his/her resignation, retirement, termination, discharge, retrenchment and dismissal from the service of the Bank. While allowing the facilities, the last basic pay, house allowance/ceiling and medical reimbursement of the employees will be taken into consideration. The formula of counting earned leave encashment benefit is as follows: {Basic X (EL/30)} + {House Rent X (EL/30)} + {Medical Allowance X (EL/30)} Where, EL= Balance of Earned leave at the end of service, which is divided by 30 days. In addition to the above benefits from Bank, there are some own contributions of the employee, which he/she must be entitled to get regardless of his/her service length or any dismissal case. LFA Due: If any Leave Fare Assistance amount is found due on the date of ending service then the employee will must be entitled to get that amount irrespective of his/her service length or any dismissal case. Day Basis salary: If an employees service ended on a fragment of a month then he/she must be entitled to get the day basis salary for each of the day of a month up to which he/she rendered services for the Bank.

End Service Benefit Management: By and large for all types of end services the following workflow is followed by the HR personnel of SJIBL.

Letter of End Service

Checking Liability Position

Is there any Loan in SJIBL? No

Yes Requesting to Take- Over Liability

Providing Acceptance Letter to Branch /Division

Collecting Release Letter with Other Required Documents

Application for End Service Benefit

Computation of End Service Benefit

Providing End Service Note

Taking Approval of Competent Authority

Payment by FAD

Fig: Process of End Service Benefit Management of SJIBLs HRD

In order to evaluate the overall Human Resources Practices of Shahjalal Islami Bank Limited, I will show comparisons on some important HR practices of SJIBL and another private commercial bank and for the purpose I have chosen Brac Bank Limited. In Bangladesh, Private Banks are playing an important role. Brac Bank & SJIBL are some of those companies which are placed in high positions in banking industry. These banks are well structured and having well organized human resources division. As a result, I have done comparative analysis to know the lacking & problems of practicing Human Resource Policies in Shahjalal Islami Bank Limited.

Comparative Analysis It will help to find out the problem & its expected solution of practicing human resource policies in SJIBL. An extensive comparison with a leading private bank of the country will be done to develop the report more elegantly. It will help to compare the effectiveness of the recruitment and selection process of SJIBL in comparison with other banks. It will help to determine the strengths and weaknesses of recruitment, selection, training, evaluation and compensation process of SJIBL. It will help to determine the standards of these processes of SJIBL in comparison with Brac Bank Limited. The comparison will take place based on my practical experience gathered during my internship in the HR division of SJIBL and the data on Brac Bank Limited collected from different reports, essays and annual report of the Brac Bank Limited.

Effective Sources of Recruitment: Companies select sources from where they recruit employees for them. The companies always try to recruit employees from the sources which are effective for their Company.

Shahjalal Islami Bank Ltd. Internal External

Brac Bank Ltd. Internal External

Table: Effective Sources of Recruitment

Findings: I wanted to know that most effective sources for recruitment for SJIBL & Brac Bank and it is found that both SJIBL and BBL by and large uses the same sources of recruitment though SJIBL gives more emphasize on external recruitment. Interpretation: From above findings, we have seen that both of the companies think internal sector is mostly important for the executive levels position and they collect employee from external sources for the officer and entry level employee. And they also think if they collect employee form the internal sources then the recruitment time and the cost will reduce. But comparatively the tendency of internal recruitment for officer level is less in case of SJIBL than that of Brac Bank which is minimizing the promotion opportunities of the entry level officers of SJIBL.

Frequency of recruitment: It is an Important Issue for an organization that how frequently organization recruits employees. For this comparative study, I also tried to know companies philosophy about frequency of recruitment. Shahjalal Islami Bank Ltd. As & when required Brac Bank Ltd. Advance Recruit

Table: Frequency of recruitment

Findings: In Shahjalal Islami Bank, recruitment takes place as & when required; where in Brac Bank out employees are also recruited in advance.

Interpretation: From above findings, it is found that SJIBL collects employees as & when required and having no policy for advance recruitment like that of BBL. Thus SJIBL has no any fixed time for recruitment but when a new branch is opened it recruits people.

Available sources for External Recruitment: We have seen that SJIBL & Brac Bank all use External recruitment as their effective source. They consider following sources of external recruitment. Shahjalal Islami Bank Ltd. Walk in Internet Employment agency Newspaper Brac Bank Ltd. Walk in Internet Campus recruitment Employment agency Head hunting

Table: Available source for External Recruitment Findings: It is found that, in SJIBL the sources are available regarding external recruitment are Walk in, Internet, Employment agency and Newspaper where Brac Banks sources of external recruitment additionally include Campus recruitment & Head hunting and exclude Newspaper.

Interpretation: From the above findings, it is seen that the SJIBL & Brac Bank are not using same sources for external recruitment. Brac Bank additionally follows Campus Recruitment & Head hunting instead of Newspaper, which must be followed by SJIBL also to catch up fresh graduates and the most suitable person for the job.

Eligibility Criteria to apply for Management Trainee Officer: Both of the banks require the following eligibility criteria to apply for the post of Management Trainee Officer.

Shahjalal Islami Bank Ltd. At least Post Graduation

Brac Bank Ltd. At least Graduation

Finding: SJIBL wants candidates having at least post graduation degree to apply for all the of their entry level posts where Brac Bank is encouraging the fresh graduates also to apply for the same level posts. Interpretation: It is found that, Brac Bank also gives opportunity to the fresh graduates in addition to the post graduates in the posts of entry level where SJIBL requires at least post graduates. Thus unlike SJIBL Brac Bank is encouraging and assisting the fresh graduates to build-up their banking experience along with the accomplishment of their post graduation degree. I think this trend must

be followed in SJIBL as well to give a chance of enhancing the banking skill of the young generation from just after their graduations, which can also be helpful for lessening unemployment problem.

Feedback on Recruitment Process: Companies sometimes take feedback on recruitment process to know that whether they have any lacking on recruitment process or not.

Shahjalal Islami Bank Ltd. Yes

Brac Bank Ltd. No

Table: Feedback on Recruitment Process

Finding: It can be found from the above table that SJIBL takes feedback from the recruited employees on the recruitment process to know about whether they are having any lacking on the recruitment process. But Brac Bank does not take any such feedback from their employees.

Interpretation: From the above finding it can be understood that SJIBL wants to conduct their recruitment process more accurately. As a result, they take feedback. But Brac Bank does not take any feedback. Brac Bank thinks that their recruitment process is appropriate, so they do not need to take feedback on recruitment process. So in this case SJIBL is following the right strategy, which helps them to find out the problem of recruitment process so that next time they can conduct the process more accurately.

Methods Used in Internal Resources: Both SJIBL& Brac Bank follows internal sourcing. As a result they follow some methods for sourcing employees internally.

Shahjalal Islami Bank Ltd. Referral

Brac Bank Ltd. Referral Promotion

Transfer
Promotion

Table: Methods Used for Internal Sourcing of Employees

Finding: Both SJIBL and Brac Bank used to source their employees through referrals or recommendations of executives and promoting of existing employees to higher designation. But in case of SJIBL, promoting of existing employees play a very insignificant role as a method of internal sourcing as in the officer level, SJIBL prefers external sourcing on promoting present employees. But as an additional method of internal sourcing, SJIBL follows transfer & posting of employees from one workstation to another. Interpretation: From the above findings, it is found that in case of only referral approach regarding internal method, both companys policy is almost same. But SJIBL additionally use the method of transferring employees as internal sourcing, which is very effective both as a disciplinary measure and as a mean of increasing employee experience where SJIBL gives less emphasis on promotion as internal sourcing, which may result in job dissatisfaction and thus increasing number of employee turnover.

Selection Process Followed for Evaluation of Potential Employee: There are many kinds of selection process followed by SJIBL& Brac Bank Ltd.

Shahjalal Islami Bank Ltd. Written test IQ test Interview Group Discussion (GD)

Brac Bank Ltd. Written test IQ test Interview Group Discussion (GD)

Table: Selection Process Followed for Evaluation Potential Employee

Finding: Now all of the companies use most modern selection process for evaluation of potential employee. Therefore both SJIBL& Brac Bank follow the above modern selection processes for evaluating their potential employee. Interpretation: From above finding, it can be interpreted that both SJIBL & Brac Bank tries to find out the potential and the right people for their organization and therefore, for getting the best people among all the candidates, they use all the modern selection tools.

Process of Short listing Candidates: Here, Companies set some criteria for short listing candidates among a pool of applications and then listed candidates are called for written tests.

Shahjalal Islami Bank Ltd.

Brac Bank Ltd.

 Emphasis on experience
Considering the educational

Considering the educational institutes.

Emphasis on experience

institutes.

Table: Process of Short listing Candidate Finding: Based on some criterion organizations shortlist candidates from a pool of applications received. In short listing candidates SJIBL firstly emphasizes on experience and after that it considers the educational institutes of the candidates. On the other hand Brac Bank first considers the educational institutes of the candidates and then emphasizes on experience.

Interpretation: Multiple candidates apply against one position so both the bank has to shortlist candidates by considering some major facts as per their strategies. After short listing, candidates are invited for written test or future tests according to the policy of the organization.

Sector of Final Decision: After completing all formalities of selection process which candidates will be finally selected that decision comes from assessment center in case of SJIBL.

Shahjalal Islami Bank Ltd.

Assessment Center

Brac Bank Ltd.

Line & Staff Management

Table: Sector of Final Decision

Finding: It is found from my observation that, in SJIBL there is a specific Assessment Center for the final selection of employees, where in Brac Bank, the Line & staff management is responsible for the final decision regarding selection of employees.

Interpretation: From the above finding, it is clear that both SJIBL & Brac Bank has different sectors for taking final decision regarding employee selection. The assessment centre of SJIBL consists of representatives of all types of management and this assessment centre is responsible for taking final decision regarding employee selection. Such assessment center is the best practice for selecting right employees for the right position.

Regular Review or Audit Followed on Recruitment and Selection Process: Now, regular review or audit on recruitment and selection process is a modern concept in HRM, which is widely used in the organizations. I questioned to the respondents of SJIBL& Brac Bank that the following comparison is showing whether SJIBL & Brac Bank use regular review or audit or not along with its time of conducting.

Shahjalal Islami Bank Ltd. Yes (Yearly)

Brac Bank Ltd. Yes (Yearly)

Table: Regular Review or Audit Followed on Recruitment and Selection Process

Finding: I have found that both SJIBL & Brac Bank carries out regular review or audit on recruitment and selection process and they do it regularly on a yearly basis. Interpretation: From above finding it can be said that, though the modern concept of regular review or audit on recruitment and selection process is not developed everywhere, it is now developing in our country by the private commercial banks.

Other Findings: SJIBL is Bangladeshs one of the most successful private banks in Bangladesh. They practice almost every latest theory of management especially human resource. But I have found some problematic points regarding their practicing of human resource policies while I was doing comparative analyses, which are sited below. SJIBL doesnt use internal sources to get the qualified employees within short time and lower cost. SJIBL has no latest policy about recording and estimating cost per hires. SJIBL recruits employees on temporary or part time basis but they have no any fixed time policy to contract with temporary employees. For evaluating potential employee SJIBL arranges written test, interview IQ test, GD and role play. SJIBL emphasizes more in written test and interview regarding selection test but doesnt focus significantly on the role play & group discussion. SJIBL uses online ads and newspaper as medium for recruitment but doesnt use their website.

Recommendations: SJIBL may follow campus recruitment and head hunting in case of external recruitment thus they can get the best employees from the running talented students. SJIBL may use their organizational website as their medium of recruitment where potential candidates can to know about their recruitment and also apply there.

 Agency fees, relocation costs, employee referrals should be considered as SJIBLs cost per hire for recruitment. SJIBL should give the opportunity to fresh graduates and young people as well as experienced people to use their potentials in the growth of the company. Group interview and sequential interview may introduce in their interview process. SJIBL should find out the exact reason for not joining after final selection because for losses of best candidates. SJIBL should establish detailed recruitment budget by consulting with the departments or divisions. SJIBL may include Performance simulation test and psychological test. SJIBL should always try to develop and update their recruitment and selection process.

Now for analysis SJIBL training and development program, a broad comparison is shown below with adequate analysis of the collected data about management of SJIBL & Brac bank. Frequency of training period after selection of field force: Most of the organization fixes time for training period. But it differs organization to organization. Shahjalal Islami Bank Ltd. For new employees 6weeks For experienced employee 2 weeks Brac Bank Ltd. More than 3weeks

Table: Frequency of training period after selection of field force

Finding: In SJIBL, the training period is for new employees 6 weeks & for experienced employee 2 weeks, where Brac bank training period is 3 weeks. Implementation: Brac bank provides 3weeks training for their entry level employees. But SJIBL thinks after selection that, employees are new and they are unknown about our organization so we should

provide 6 weeks training for the employee. And they train the experienced employee for 2 weeks for the betterment of the performance.

Need Assessment: Organizations arrange training for the employees by considering their needs. Shahjalal Islami Bank Ltd. Employee performance Performance counseling Competency frame work Table: Need Assessment Brac Bank Ltd. Employee performance Performance counseling

Finding: In Shahjalal Islami Bank, employee performance, performance counseling and competency framework are considered for need counseling. But Brac Bank considers only employee performance and performance counseling. Interpretation: Brac Bank ignores competency frame work, which is a must to know the overall capability of an employee. But SJIBL thinks that employee performance, performance counseling and competency framework will be highly helpful to do need assessment. Reasons for providing training:

Organization provides training to enhance various types of skills of their employees. Shahjalal Islami Bank Ltd. Technical Skill Software Skill Table: Reasons for providing training Brac Bank Ltd. Software Skill

Finding: It is found that, SJIBL provides training to enhance both technical skill and software skill, where Brac Bank mostly emphasizes only on software skill.

Interpretation: SJIBL wants its employees to work through software but using their technical ability, which is very important for the employee to go with the technology.

Number of Trainers: The number trainers of SJIBL & Brac Bank are shown below:

Shahjalal Islami Bank Ltd. 3

Brac Bank Ltd. 4

Table: Number of Trainers

Finding: In SJIBL, there are 3 trainers preside training in one Batch. On the other hand, Brac Bank has 4 trainers to preside training in one Batch. Interpretation: SJIBL thinks SJIBL must emphasize on hiring more than 3 trainers in one batch like Brac Bank because trainees will get more benefit if there are more trainers for them.

Types of Training: Organization provides various types of training and it differs from organization to organization. Shahjalal Islami Bank Ltd. Brac Bank Ltd.

Management Training Re-training Team Building Training Product Knowledge Selling Skill Training Customer service IT Training

Basic Knowledge management Management Training Team Building Training Product Knowledge Selling Skill Training Customer service IT Training

Table: Types of Training

Finding: From the above table we can see that by and large, both the banks provide same type of training where Brac Bank additionally provides training on Basic Knowledge Management for the fresh graduates and SJIBL additionally provides re-training for the employees became unable to complete or pass the earlier training session.

Interpretation: Though both the bank provides same training facilities by and large, Brac Bank additionally emphasizes on Basic Knowledge management of the fresh graduates, which must be followed by SJIBL after including the fresh graduates in the applicants eligibility criterion. This will undoubtedly help the company to build up the youth of the country as an effective manpower. Moreover as SJIBL thinks that they have to create a comparative advantage by developing their human resources, hence with other training facilities it also provides re-training so that even the weaker employee can become a potential part of the bank.

Techniques of Evaluation after Training: In case of evaluating the employees performance after training the following evaluating techniques are pursued by SJIBL & Brac Bank.

Shahjalal Islami Bank Ltd. Observation Case Study

Brac Bank Ltd. Observation Focus Group Case Study

Table: Techniques of evaluation after Training

Finding: It is found that, SJIBL uses observation and case study techniques for evaluation of employees after training. On the contrary, Brac Bank uses both observation and focus group along with case study. Interpretation: Both the bank thinks that they are using most appropriate techniques for evaluating their employees after training. But I think like Brac Bank, SJIBL must include a focus group where participants will feel free to talk with other group members about their understandings and weaknesses.

Types of Incentives offered based on Performance Improvement: The following table shows the plan of SJIBL & Brac bank regarding incentives for the employees whose performances become improved after getting training.

Shahjalal Islami Bank Ltd. Promotion Salary increment

Brac Bank Ltd. Financial Benefits Promotion Salary Increment

Table: Types of incentive offer performance improvement

Finding: SJIBL offers those as incentives which are given in the above table. On the other hand, Brac Bank additionally offers financial benefits along with the above incentives provided by SJIBL to the out-performed employees after training.

Interpretation: Both the bank considers employees as their human assets. So after providing training, they want to offer most lucrative incentives to the employees in the mode of promotion & salary increment. But like Brac Bank, SJIBL may provide financial benefits also to the out-performed employees as a mode of reward.

Formal orientation program: After selecting candidates, organizations sometimes arrange orientation programs for introducing new employees with the organizational philosophies and policies. Shahjalal Islami Bank Ltd. It varies time to time Brac Bank Ltd. Yes

Table: Formal Orientation Program

Finding: By and large both the organization follows time to time orientation program.

Interpretation: Both of the Banks think that the time to time orientation is very essential for the employee because employees are very effective resource for the organization so they have to learn more to implement the actual performance of the employee. But in some cases, especially in case of recruiting mid/officer employee from outside such program is not arranged formally by SJIBL.

E-learning: I tried to find out that SJIBL & BRAC Bank are providing e-learning or not. The results are given below.

Shahjalal Islami Bank Ltd. No

Brac Bank Ltd. Yes

Table: E-Learning Finding: SJIBL is not found to provide e-learning facility to its employees, where Brac Bank maintains an e-learning portal to provide CBT (Computer Based Training) through Brac Bank internet. Every year all regular employees of the bank are required to take part in the e-learning exam and complete preset e-learning modules declared at the beginning of the year. Interpretation: E-learning is a modern method. Therefore like Brac Bank, SJIBL must upgrade their training process by including e-learning modules to make its human resources more competitive.

Problems of Training and Development of SJIBL:

The important part of this analysis is to analyze its shortcomings. Following analysis conferred from the study: Each year a huge amount of money is being spent on training. Sometimes it crosses the allocated training budgets. Considering department wise training programs, technical department is neglected. The training and development process at SJIBL is very well documented but at the same time it requires much paperwork to do, which is not enough. This bank trains the employees on the basis of their needs but not to improve their performance. SJIBL provides training to increase technical skills by not to increase software skills.

Recommendations: Shahjalal Islami Bank should have a very structured training and development policy. They should use extremely sophisticated and smart training materials for training. They should have different well decorated training rooms in their corporate headquarter for different levels of employees. They should have their own training personnel. Every year they should arrange a very good number of both in-house and external training programs. Often they should send their employees overseas for training workshop purposes. The duration of training period after selection of field force is required to divide between new employees and experienced employees. SJIBL is only following need as the basis of training need analysis but they can also follow employee performance and competency framework. It is required for SJIBL to find out those employees who have lack of basic skill and poor performance for training. SJIBL may follow cross functional training, creativity training for their employers. In case of on the job management training and development, SJIBL can also follow development coaching and action learning.

 Management games, role playing is also an important off the job management of training and development, so SJIBL may follow. SJIBL should believe well motivated, well trained and well mannered workforce is the most valuable asset for them. Therefore, the training must help to increase efficiencies of the employees.

Now analysis will go on regarding SJIBLs performance appraisal process and compensation package. Evaluation of Potential Employees: Most of the companies evaluate their potential employees by using numbers, tools or Five Point Likert scales like excellent, good, average etc.

Shahjalal Islami Bank Ltd. 5= Outstanding (>85%) 4= Very Good (84%-75%) 3= Good (74%-60%) 2= Average (59%-50%)

Brac Bank Ltd. 5= Excellent (>85%) 4= Very Good (84%-75%) 3= Good (74%-65%) 2= Fair (64%-50%) 1= Poor (<50%)

1= Below Average (<50%)

Table: Evaluation of Potential Employees

Finding: From the above table, it is found that both the bank uses the Five Point Likert scale method to evaluate their potential employees. Interpretation: Though overall same rating is followed by both the bank, in case of scaling as good SJIBL exempts the percentage to 60%, where in Brac Bank 60% means fair or average as per SJIBL. So at this particular rating point, SJIBL employees are enjoying more appraisal than that of Brac Bank.

Number of Performance Evaluation Techniques:

Shahjalal Islami Bank Ltd.

Brac Bank Ltd. Management by Objective (MBO) Five Point Likert Scale

Five Point Likert Scale

Table: Number of Performance Evaluation Techniques

Finding: From the above table we can find that, for appraising employees performance, SJIBL only uses the Five Point Likert Scale method, where Brac Bank is additionally using Management by Objective (MBO) for evaluating employee performance, where the employees and the superiors come together to identify common goals, the employees set their goals to be achieved, the standards to be taken as the criteria for measurement of their performance and contribution and deciding the course of action to be followed. Interpretation: Performance evaluation works like stimulus for employees for providing up to the mark performance. Ideally, when employees themselves have been involved with the goal setting and the choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities. Therefore, SJIBL must include MBO in its performance evaluation technique along with the earlier one. Problems of the Practices of Performance Appraisal in SJIBL: Employees are not being treated or compensated as per their performance. The bank doesnt follow standard method to identify the duties, qualities and responsibilities. The bank doesnt have the latest computerized database software to keep all the records of every individual employee.

Recommendations: The bank should compare all employees performance from best to worst.

 The bank should have logbook for every individual employees. They should use latest computerized database software like ERP software to keep all the records of an employee. The bank should follow a standard method to identify the duties, qualities and responsibilities. The bank should use checklist, which helps to decide for promotion of an employees. The bank should use the most popular method known as management by objectives. The bank should follow the steps which helps to decide for promotion of an employee such aso Setting performance standard. o Communicating performance expectations to employees. o Measuring actual performance with standard. o Discussing the appraisal results. o Initiating corrective actions, if necessary. From the overall description the bank should use standard method and follow the necessary steps which fulfill every aspects of the Performance Appraisal Problems of providing compensation Package in SJIBL: The bank provides the transport facilities only for the MD & AVP. But normal staffs dont get any type transportation facilities. Employees basic salary range is lower than the other well structured bank like Brac Bank. SIBL rarely gives the promotion to the experienced employees. Turnover of the employees is little bit higher than the other banks. Retirement policies are not well organized. Pension schemes are lower than many other reputed banks. SJIBL doesnt provided accommodation & daily allowance for the employees. Recommendations: SJIBL should provide transportation facilities for its employees. Wages schemes of the employees should be the analyzed and the basic salary range should be increased. This bank should promote the employees as per their performance.

 Retirement polices should be well organized and Pension schemes should be increased so

that employees can get a better life after retirement. SJIBL should try to increase the employees morale satisfaction by compensating them frequently such as giving rewards, achieving external & internal equity on their extraordinary performances & dedications.

Employee Turnover: Employee turnover refers to the number or percentage of workers who leave an organization and are replaced by new employees. Measuring employee turnover can be helpful to employers that want to examine reasons for turnover or estimate the cost-to-hire for budget purposes. Employee turnover can be of two types: Involuntary Turnover: Employee termination for poor job performance, absenteeism or violation of workplace policies is called involuntary turnover which is also referred to as termination, firing or discharge. It is involuntary because it is not the employee's decision to leave the company. Voluntary Turnover: When an employee leaves the company of his/her own volition because of a number of reasons, it is called voluntary termination. Annual Employee Turnover of SJIBL: Both voluntary and involuntary turnover takes place in SJIBL. But in comparison to involuntary turnover, the percentage of voluntary turnover is greater. In most of the cases, the entry level employees choose voluntary turnover. A table of SJIBLs last five years data on employee turnover is shown below:

Year

Total No. of Employees

Voluntary Turnover 26 14 52 89 60

Involuntary Turnover 5 8 6 3 9

Total

Existing No. of Employees

2008 2009 2010 2011 2012

1,051 1,320 1,675 1,817 2,251

31 22 58 92 69

1,020 1,298 1,617 1,725 2,182

The above table shows that, in last five years SJIBL has to precede insignificant amount of involuntary turnover. Now the calculation of annual employee turnover rates of last five years is shown in the next page:

Calculation of Annual Employee Turnover Rate:

Year 2008 2009 2010 2011 2012

Total No. of Separations 31 22 58 92 69

Divided by

Average Monthly Employment* 88 110 140 151 188

Times 100 X 100 X 100 X 100 X 100 X 100

Equals = = = = =

Annual Turnover Rate 35.2% 20% 41.4% 61% 37%

*Average Monthly Employment= Total no. of Employment at the end of the year 12

Annual Turnover Rate

70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 61% 41.40% 35.20% 20%

37%

2008

2009

2010 Year

2011

2012

Fig: Annual Employee Turnover Rate of SJIBL from the year 2008 to 2012

Interpretation: From the above graph, it can be inferred that the annual employee turnover rate was minimum in 2009 (20%) but maximum in 2011 (61%), in response to the average monthly employment. Moreover it is found that the employee turnover rate of SJIBL does not follow any trend of increasing or decreasing rather it is fluctuating from year to year. But the recent turnover rate of 2012 (37%) is showing a radical improvement from that of 2011 (61%) in response to the average monthly employment, which undoubtedly means increasing job satisfaction of employees in the very last year.

Calculation of Annual Voluntary Employee Turnover Rate:

Year

2008 2009 2010 2011 2012

Total No. of Involuntary Separations 26 14 52 89 60

Divided by

Average Monthly Employment* 88 110 140 151 188

Times 100 X 100 X 100 X 100 X 100 X 100

Equals

= = = = =

Annual Voluntary Turnover Rate 30% 13% 37.1% 59% 32%

Calculation of Annual Involuntary Employee Turnover Rate:

Year

2008 2009 2010 2011 2012

Total No. of Voluntary Separations 5 8 6 3 9

Divided by

Average Monthly Employment* 88 110 140 151 188

Times 100 X 100 X 100 X 100 X 100 X 100

Equals

= = = = =

Annual Involuntary Turnover Rate 6% 7.3% 4.3% 2% 5%

Annual Voluntary & Involuntary Employee Turnover Rate

60% 50% 40% 30% 30% 20% 10%
6%

59%

37.10% 32%

Annual Voluntary Turnover Rate Annual Involuntary Turnover Rate

13%
7.30% 4.30% 2% 5%

0%
2008 2009 2010 Year 2011 2012

Fig: Annual Voluntary & Involuntary Employee Turnover Rate of SJIBL from the year 2008 to 2012

Interpretation: From the above graph, it can be perceived that the annual voluntary employee turnover rate is far much greater than that in case of involuntary turnover. The voluntary employee turnover occurs mainly due to resigning the present job to go for better opportunity where the involuntary employee turnover occurs mainly due to normal retirement and in some special cases it can occur as a part of disciplinary measure or in case of absenteeism or health problem or employee redundancy. Thus from the above graph, it can be inferred that employees of SJIBL highly like to choose voluntary turnover to go for better opportunities, which means lower rate of job satisfaction and which is found acute in 2011 (59%) and lesser in 2009 (13%) in response to the average monthly employment. But in the very last year of 2012 (32%), a drastic improvement is detected in the turnover rate of employees than that of the year 2011 (59%), which is again inferring increasing rate of job satisfaction.

Causes behind Voluntary Employee Turnover of SJIBL: As stated earlier, the main cause of employee turnover of SJIBL is job dissatisfaction for which employees tend to move for better opportunities. Some common reasons relating to job dissatisfaction which I found from my practical experience during my internship think to be the causes of voluntary employee turnover of SJIBL. Unequal or substandard pay structures: Inequity in pay structures or low pay is a great cause of dissatisfaction of SJIBL employees and thus drives some employees to quit. Such inequality occurs mostly in case of entry level and officer level employees because of the substandard pay scale of SJIBL against huge job responsibilities at these levels. Lesser chance of advancements & promotion: Due to the lengthy hierarchy, the chance of promotion of employees becomes less. For that reason a big gap is found in entry levels different job positions. An employee entered as Trainee Officer (TO) has to wait for 10 years to be First Executive Officer (FEO), where an employee entered as Management Trainee Officer (MTO) can be promoted to the same post FEO after just one year. Thus after confirmation though being permanent & experienced employee, an employee entered as TO have to do more work but to receive same compensation than that of a MTO. A bad match between the employee's skills and the job: Employees who are placed in jobs that are too difficult for them or whose skills are underutilized may become discouraged and quit. Thus inadequate information about skill requirements that are needed to fill a job results in the hiring of either under skilled or overqualified workers. More tasks for less employees: The employees of SJIBL have to go through tremendous pressure during the working hours as the number of employees are less than the amount of tasks. Feelings of not being appreciated: Since employees generally want to do a good job, it follows that they also want to be appreciated and recognized for their work. Even the most seasoned employee needs to be told what he or she is doing right once in a while.

 Tedious working procedures: Because of the use of under developed software, some tedious paper works have to be done by the SJIBL official most of the time, which puts stress upon both of their body and mind and thus they feel reluctance to do the job. Lack of opportunity for growth: In SJIBL, most of the employees have to work in the same department and the same job year after year, which prevents them from utilizing their full potential and hinders their growth of knowledge and experience of working in other departments. Job Stress: A single employee of SJIBL has to face much job stress especially for branch employees, most of the cases the job becomes a dead-end proposition as they always have to face pressure of reaching higher and higher target of deposits along with fear of being replaced or not appraised in failing to reach preset target. Insufficient Working space: From my practical experience, I found the space of HR division of SJIBL is very insufficient against the number of employees. Moreover both food and other office equipment facility are also below the mark which may become the reason of employee dissatisfaction. Recommendations for Preventing High Voluntary Employee Turnover: Though the last year 2012 is showing an encouraging reduction in employees voluntary turnover, there is always a chance of the rate of jumping high again as the last five years employee turnover rate is found not following a specific trend rather it is fluctuating year by rear. Again more turnovers refers to more costs of turnover, therefore to avoid such turnover costs the voluntary turnover of the employees must be minimized after finding out the causes behind turnover and by taking effective measures thereon like following: Identification of the positive aspects of the organization that make employees wants to stay and then giving emphasis on those aspects. Considering and implementing the internal factors that may influence employees' desire to stay likedesirable benefits, pleasant working conditions, opportunity for

growth/advancement, pay and job security.

 The requirements of a specific job should be carefully studied for the required skills, and workers should be tested for the requisite qualifications through the use of job analyses and job descriptions to minimize the chances of happening a bad match between the employee's skills and the job. Revising pay structure of both entry level and officer level employees by obtaining information about what other businesses are paying for similar positions. Providing employees job perks like flexible hours or better-than-average benefits that are perceived by them as benefits, which might keep employees in a job that they would otherwise leave. Lessening the hierarchical echelons in both entry level and officer level to provide employees of those levels more chance of advancements and promotions. Taking attempts to redesign the job as fulfilling, interesting, and rewarding for the employees. Maintaining effective wage and job evaluation system to make sure the employees know that they are appreciated equally. If the job is going to be basically a dead-end proposition, this should be explained before hiring so as not to mislead the employee. The job should be described precisely, without raising false hopes for growth and advancement in the position. Emphasizing to future employees about a certain position having limited growth potential so that they know what to expect, or ways to be found to expand the responsibilities of the position. There are also outside factors that can influence employee turnover about which much cant be done but what can be done is trying to make the job as desirable as possible to minimize the chance that external factors will lure the staffs away. Analyzing and altering the work procedures and policies in a way which would enable employees to use their full potential and even gain significant work experience.

SWOT Analysis of SJIBLs HRD: Strengths: Shahjalal Islami Bank Limited has a large number of employees which is very difficult for any organization to control but SJIBL is controlling this huge number of workforce with great distinction. Well organized team. While they work as a team they are supportive to each others which are very helpful to fulfill their work. Training opportunity provided to employees working in every level. For better performance of every employee training is provided. Well planned training schedule with sufficient time allotment. All the trainings take place as scheduled before. The time prearranged for each training are also based on the type of the training so that every necessary point can be covered. SJIBL HRD is effectively stringed with other departments of the Bank. The communication among each and every department is quite good and all of them have better understanding. As a result they get effective output. Possessing strong brand image and thus overall employee job satisfaction remains satisfactory. Weaknesses: The overall situation of Human Resource for a company like Shahjalal Islami Bank Limited is not that much controlled to be used and utilized it perfectly. Compare to the workload there is not sufficient amount of refreshments. Too much work pressure on the employees sometimes makes them depressed towards their work. Less internal recruitment opportunity, that is causing poor generation of employee motivation. Thus employees feel reluctant to put their utmost effort to get a higher position. References from superior levels are also entertained as those CVs are always given priority in times of recruitment even if the candidate is unfit or unqualified for the vacant post. The salary structure is not high enough according to the workload of the employee. This discourages the employees to work hard and also increases turnover rate.

 Due to lack of sufficient amount of manpower in HR division it is difficult to control and maintain the large amount of employees. Comparatively higher dependence on external recruitment agencies. Online recruitment system is not upgraded. Opportunities: Shahjalal Islami Bank Limited has currently 2,182 employees to work with. This huge number of workforces helps this bank to get various ideas and plans and increase its productivity. The Human Resource Division of SJIBL is always thinking to do something new with their employees that can help to motivate the employees and can able to make them better resources/assets for the Shahjalal Islami Bank Limited. Very few Bangladeshi organizations have this kind of opportunity to be used.

Threats: Shahjalal Islami Bank Limited has a huge number of employees. So is difficult to maintain the Human Resource policies with this large number of employees. The resignation rate is higher than the anticipation of the Bank. Reference control on policy is common situation of Bangladeshi organization. SJIBL is not out of it. Reference control on Human Resource policy can be a bad threat for SJIBL.

Recommendations: In this part of recommendation, some valuable issues of Shahjalal Islami Bank Limited are discussed. These were the aspects that came out while working as an intern at SJIBL. These were related to various parts of SJIBL and thus are placed in the list of general recommendation. According to SWOT analysis some decisions can be taken. Efficient distribution of the number of employees in required positions. Making the salary structure attractive to the employee. Making succession planning. Reducing the extra workload of the employee. SJIBL should increase the manpower of HRD especially in recruitment wing. The Human Resource Divisions control must be structured. Arranging co-curricular activities for employees refreshment. Managerial control should be implemented perfectly. CV database must be well maintained. All the CVs must be stored in monthly basis thus it can be easy to find out the CVs when needed. Human Resource Information Software (HRIS) must be upgraded to keep the entire track records of an employees service life in SJIBL. Arranging proper training for the employee. They should provide that much of information in orientation training that will ensure the workforce to do their job smoothly. The training should be motivational. For better training they can go for professional trainers. Supplying more training materials during training. After training, it is very much important to take evaluation about training program. They should evaluate the trainees properly. Online recruitment system is not upgraded. They should upgrade it. Better MIS support is needed for smoother operation.

Conclusion:

The Shahjalal Islami Bank Ltd. has been trying to operate its business successfully in Bangladesh since 1995. Keeping the network within a reasonable limit, their strategy is to serve the customers through capacity building across multi delivery channels. They are ensuring better placed and poised to serve customers through fast changing times and enable them compete more effectively in the market they operate. During my internship period I got an opportunity to work in Shahjalal Islami Bank Ltd. under its Human Resource Division of its Head Office and come to know some important information and documentary evidence, internal records and HR policies and practices of this bank. I believe this practical experience and gathered information will help me to build my professional carrier in future. I wish every progressive success of this bank. Shahjalal Islami Bank Ltd. has already developed an image and goodwill among its clients by offering its excellent service. This success has resulted from the dedication, commitment and dynamic leadership of its management over the periods. During the short span of time of its operation the bank has successfully grabbed a position itself as a progressive and dynamic financial in the country. If the bank goes this way, it is expected that near future Shahjalal Islami Bank Ltd. become one of the top performer in this banking sector.

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