Professional Documents
Culture Documents
Function
STANDARD CHARTER BANK NEPAL
We would like to express our heartiest gratitude to our Faculty Teacher, Human Resource
Management Mr. Jayendra Rimal and Program Director Dr. Pradeep Rajopadhyay of ace
institute of management and Rajan Udas, Head Human Resources and Shraddha Joshi,
Resourcing Manager at Standard Chartered Bank, Nepal for allowing us to prepare report on
this topic and for their motivating inspiration, with effective guidelines, kind direction, valuable
suggestions, advices, sincere cooperation to prepare this report worthwhile.
Our grateful appreciation goes to Standard Chartered Bank‘s authority for rendering us their
expertise, knowledge, and giving us the opportunity of having a practical experience with their
coordination for this report. All of HRM employees co-ordinate and provide their enthusiastic
guidance and critical comments during the entire phase of the study, made it possible for us to
grasp the inner knowledge of a corporate house and to prepare this report with that
knowledge. They shared their views, opinions, feedback with us and their experience,
knowledge and encouragement inspired us during our stay at the organization for interview.
Again this report might never have been completed without the necessary practical knowledge,
assistance of many books, articles, websites, and primary data. It enhanced us knowledge
satisfaction level of customer as well as overall banking activities. Thanks to all those persons,
have assisted us, providing us co-operation, authors of the books and articles.
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Table of Content
Head Page no.
1. Introduction of Standard Chartered Bank 4
1.1. Business Activities of the Standard Charter Bank 5
1.2. Vision of Standard Charter Bank 5
1.3. Mission of Standard Charter Bank 5
1.4. Five values of Standard Charter Bank 5
3. Literature Review 10
6. Methodology 13
6.1. Primary Source 13
6.2. Secondary Sources 13
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9. HRM Practice in Standard Charter Bank Nepal 16
19. Recommendation 30
20. Conclusion 31
21. Reference 31
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1. Introduction of Standard Chartered Bank
The name Standard Chartered basically comes after two banks which merged in 1969. They
were originally known as the ―Standard Bank of British South Africa and the ―Chartered Bank
of India, Australia and China. After the merger the new shares of the Standard and Chartered
Banking Group Limited were listed in the London Stock Exchange on January 30th, 1970.
Although the two banks merged in 1969, but their operations were being executed from two
different headquarters, until on June 1980, the original building of the Chartered Bank was
demolished and a new headquarter of the Standard Chartered Bank PLC was opened on March
20th, 1986. Right after the merger the bank experienced continuous growth and expansion in
United States and Europe, which led the bank to be one of the top 100 listed banks in the
world. Moreover, it was also judged the best bank in the Asia-Pacific region in 1993 and 1994
for its excellent service and growth rate as well.
The new millennium brought with it two of the largest acquisition in the history of the bank-
the acquisition of the Grindlays Bank from the ANZ group for a consideration of $1.34 billion
and acquisition of the Chase Consumer Banking Corporation in the Hong Kong for $ 1.32 billion.
These acquisitions demonstrate Standard Chartered Bank‘s firm commitment to the emerging
markets.
Standard Chartered employs 87,000 employees in over 12,000 locations serving (Branches and
outlets) more than 70 countries and territories across the Asia Pacific region, South Asia, the
Middle East, Africa, the United Kingdom and the Americas with the history of more than 150
years. It is one of the world‘s most international banks with employees representing 80
nationalities.
Standard Chartered Bank Nepal has been in operation in Nepal since 1987. This is one of the
largest international bank operating in Nepal. This bank have the ownership of 70.21% of
Standard chartered Group and remaining 29.79% of Nepalese public. There is 15 branch and 23
ATM located at the major city of Nepal with 450 staff. As per of Corporate Social Responsibility
it supports non-governmental organizations involving charitable community activities they
launched two major initiatives in 2003 under its 'Believing in Life' campaign- 'Living with
HIV/AIDS' and 'Seeing is Believing'. Its Swift code is SCBLNPKA.
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1.1 Business Activities of the Standard Charter Bank
The bank provides a full range of products and services all around the world, some of which are
mentioned here:
1. Global Consumer Finance
2. Personal Banking
3. Global Corporate and Institutional Banking
4. Global Custodial Service
5. International Trade Management
6. Global Cash Management
7. Global Institutional banking
8. Global Electronic Banking:
1. Courageous: Being courageous is about confidently doing what‘s right. Often the task may
seem insurmountable but with courage and tenacity, the odds can be overcome. A truly
courageous act both inspires and builds character.
2. Responsive: How employees response to our customer will influence their belief in our
commitment to them. A proactive response is often unexpected and more effective for
that. It clearly demonstrates our willingness to go beyond the unexpected.
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3. International: As a member of global village employees view the world from the widest
perspective. Employees are all global citizens and the world is full of new opportunities and
exciting possibilities. Employees also deliver world class products and services.
4. Creative: Creativity belongs to those of us who are excited by challenges and engage them
in fresh thinking and an open mind. Creative thinkers are not limited by convention but
allow their minds to soar beyond predictable solutions.
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2. Service & Organizational Structure
There are different divisions for targeting different type of customers. Mainly consist of two
divisions, that are Consumer Banking Division (CB) and other is Corporate Banking Division
named Corporate and Institutional Banking (C & I). The divisions are mainly based on some
service lines designed for and provided to targeted customers, other divisions and units are
there to support the business activities of the major service based divisions. The following is the
list of the divisions of Standard Charter Bank Nepal. Note that the divisions are little different
compared to the major areas of the Group.
• The wide varieties of lending needs are offered with skilled and responsive attention.
• Project finance and investment consultancy.
• Syndicated loans.
• Bonds and Guarantees.
• Local and International Treasury products
The trade finance of Standard Chartered Bank takes care of the commercial activity related
issues, particularly those related to import and export finance services. Some of the services
are:
Trade finance facilities including counseling, confirming export L/Cs and issuing of import L/Cs,
backed by its international branch and correspondent loan network Bond and Guarantees
Project finance opportunities for import substitution and export oriented project.
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2.2 Financial Institution Department:
Financial Institution Department (former Institutional Banking) is a specialized banking
unit of Standard Chartered, providing products and services to the specific needs of other banks
and financial institutions. It assists the local banks by taking care of their cross-border business
through the worldwide Standard Chartered Bank networking over 40 countries. It offers various
services like L/C Confirmation, Negotiation, Inter and intra Bank Guarantee, Local Bill
Discounting, L/C Advising, L/C Transfer, L/C amendment advising, Reimbursement Undertaking
and Authorities, Fund Transfers, Export proceeds, BDT Draft Drawing, International Payments (T
T‘s)
2.6 Operation:
Operation is part of the support division, which helps to run the businesses of the bank
in a smooth and controlled manner. Since it helps mainly in processing the works of the
business units, any mistakes made can be easily detected and on time.
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2.7 Legal and Compliance:
In the UK, Standard Chartered Bank is regulated by the Bank of England, while in Nepal
local banking laws regulate it and rules set by the Ministry of Finance and Nepal Rastra Bank. It
also encourages its staff to conform to an internal culture of ethical behavior and sensitivities to
the culture and religion of the country.
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3. Literature Review
Human resources management includes a variety of activities , and among them is deciding
what staffing needs an organization has and whether to use independent contractors or hire
employees to fill these needs , recruiting and training the best employees , ensuring they are
high performers , dealing with performance issues and ensuring the personnel and
management practices conforms to various regulations. Activities also include managing their
approach to employee benefits and compensation, employee record and personnel policies.
HRM practices have shown to be valuable to any company’s success. Thus to be successful in a
global marketplace, the challenge for all businesses regardless of size is to invest in human
resources. They need to select and retain talented employees, undertake employee training
and development programs and dismantle traditional bureaucratic structures that limit
employee’s ability to be innovative and creative.
The commonly practices HR activities include the following:
HR Planning
Recruiting
Selection
Training and Development
Compensation
Performance Management
Employee Relations
World-class organization use performance measurement systems to determine whether they
are fulfilling their vision and meeting their customer-focused strategic goals. Leading-edge
organizations use performance measurement to gain insight into, and make judgments about,
the effectiveness and efficiency of their programs, processes and people. These best-in-class
organization decide on what indicators they will use the measure their progress in meeting
strategic goals and objectives, gather and analyze performance data and then use those data to
drive improvements in their organization and successfully translate strategy into action.
Thus in today’s organizations, the use of Strategic Human Resource Management information is
to help set agree-upon performance goals, allocate and prioritize resources, inform managers
to either confirm or change current policy or program directions to meet those goals , and
report on the success in meeting those goals.
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4. Functional Components of HRD of Standard Charter Bank
ACQUISITION
HR Planning
Job Analysis:
Job Description
Job Specification
Recruitment & Selection
Job Changes
Employee Socialization
MOTIVATION
Job Design
Performance Appraisal
Job Evaluation
Compensation &
Benefits
Discipline
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planning for acquiring the most efficient and honest personnel who will contribute to the bank.
Like other organization Standard Charter Bank created a good Human Resource Planning.
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5. Scope of the Study
The scope of this report is to cover how the HR department of Standard Chartered Bank carries
about the functions of Human Resource Planning, Recruitment, Performance Appraisal,
Compensation and Benefits and Services and all other functions that fall under Human resource
Management. And how it’s been benefiting for the achievement of organization goal and its
value.
6. Methodology
In order to complete the study on the HRM of Standard Charter Bank Nepal we have develop
the questioner and we have collected the data from different other source. The source of data
of this report had divided into two categories:
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7. HRM function covered by the assessment instrument
To identify and analyze the HRM characteristics and capacity of Standard Charter Bank Nepal, a
comprehensive assessment Instrument was developed with the questioner to the senior
management of HRD. This assessment instrument is explained by 6 HRM Characteristics with
altogether 27 questioner with rate of scale in each component as follows:
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7.6 HRM outcome
HRM outcomes deal with the implication of HRM on performances. It assesses the employee
performance capacity, qualitative change in employees, employee performance and
productivity and customer satisfaction as result of HRM policy and practices in the organization.
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9. HRM Practice in Standard Charter Bank Nepal
During this survey we have develop the questioner which we have used for the finding the HRM
practice in Standard Charter Bank Nepal. The HRM Function is divided into 6 HRM
Characteristics with altogether 27 questioner as per mention in Mythology. The finding are as
following.
HRM Component
Indicators 1 2 3 4
HRM Capacity
HRM Structure and planning
HRM Staff
HRM Budget
HRM Facilities and Physical Resources
HRM Program Planning and delivery capability
HRM Climate
HRM Importance
Leadership style and managerial system
Organizational process and practices
HRM Information
Human Resource Database
Utilization of HR data for HRM
HRM resource information
HRM Strategy and Policy
HRM Policy strategy and plan
Strategic linkage of HRM
Alignment with HRM
HRM Mechanisms and Methods
HRD alignment with HRM
HRD evaluation and Feedback
HRM program, planning and management
Number and variety of training programs
Number and variety of Development Programs
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Use of work system for development
Career planning and development supports
Diagnosis of organizational effectiveness and renewal issues
Organizational change and development interventions
HRM Outcomes
Employee Performance Capacity
Qualitative change in Employee
Employee Performance and Productivity
Customer Satisfaction
Summarize overall questioner as per the HRM Characteristics with its function rating is
tabulated as below. From this survey the outcome is nearly 4 which is our optimum value of the
survey i.e. 3.96 is an overall outcome of the survey. This indicate that they follow all the
standard procedure of the HRM as they are one of the Largent International Bank operating in
70 countries.
1 HRM Capacity 5 4
2 HRM Climate 3 4
3 HRM Information 3 4
HRM Strategy and
4 3 4
Policy
HRM Mechanism and
5 9 4
Methods
Total 1 26 3.96
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10. HRM Capacity Analysis
HRM Capacity is one of the major part of the HRM. Without this there won’t be exist of
organization. It’s consist of Staffing, HRM budget, HRM Facility and resources and overall. The
strength and the weakness of the organization HRM function can be determined with this
function. If the organization is strong in this function then the organization will operate in full-
face without any problem. The analysis of the HRM Capacity of Standard Charter Bank Nepal
can be categorize in 5 group which are as following.
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premises. Since they also need to report directly to the Head office of Standard Charter Bank in
London so they are fully equip to achieve their goal and vision.
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11. HRM Climate Analysis
HRM Climate is also the major factor of the HRM Function. The smooth operation of the HRM
function is depend upon this factor. HRM Climate play vital role in employee motivation and
their performance. Since HRM climate is characterized by the tendencies such as
Treating employees as the most important resources of an organization
Perceiving that developing employees is the job of every manager
Believing in the capability of employees
Communicating openly
Encouraging risk taking and experimentation
For addressing those factor in this survey we have subcategorize HRM climate in 3 group which
are as following.
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Respect our communities and the environment
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12. HRM Information Analysis
In every decision information play vital role. In HRM also information are very important for
developing planning, strategy, placement, requirement, training, budget etc. Standard Charter
Bank Nepal also have the importance of HRM information which can be describe with following
categories.
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13. HRM Strategies and Policy Analysis
HRM Strategy and Policy defines both short-term goal and long term goals which are important
for any organization for their success and regarded as indicator of their growth. Standard
Charter Bank Nepal updating and monitoring its HRM Strategy and Policy in regular basis. The
various sub-tools under this category are utilize to measure the over HRM strategy and policy.
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14. HRM Mechanism and Methods Analysis
The overall work performed by the Human Resource Department depends upon the HRM
Mechanism and Methods developed by the organization. The comprehensive HRM policy and
system should be translated into the Human Resource Department program. Overall program
and planning that are going to be adopted by Human Resource Department in regard with staff
management, training program, developing a career planning mechanism is catered by the
HRM Mechanism and Methods. The indicator under this category as defined by Standard
Charter Bank Nepal is mentioned with the following details.
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14.4 Number and variety of training program
Training opportunities are available both in- house and outside to all staff categories, including
senior managers, according to the need and as a part of employee development and of the
organization. They are planned and offered regularly within the framework of the training plan.
Trainings are more focused on technical aspect, leadership, communication skills, project
management, presentation skills, sustainability trainings which are conducted by specialist
international consultants (they are in house and external as well) which indicates a long term
planning on the overall and personal development of the employees. All employees receive
mandatory conduct trainings and their performance objectives and reward mechanism are
explicitly linked to behaving appropriately. In 2017 first and second quarter two successful
learning weeks were conducted by senior facilitators of Standard Charter Bank Indian and Nepal
which provide the learning opportunities to over 95% of their employees.
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managed cafeteria, availability of 24 hours bank’s doctor, 3 days paid employee volunteering
leave are some of the initiatives that Standard Charter Bank Nepal have provided to employee
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15. HRM Outcomes Analysis
The overall HRM outcomes are measured on Employee performance capacity, various
development program developed by the organization. All these elements lead to the
customer’s satisfaction, which is kept by the Standard Charter Bank Nepal on its top-most
priority.
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16. HRM Profile and level
In Standard Charter Bank Nepal the Human Resource Department is locate at head office
Baneshwor office. Mr. Rajan Udas is the Head of this department. He is working at Standard
Charter Bank Nepal in HR service delivery since 2010. And he report to Chief Executive officer
Mr. Joseph Silvanus. Head of Human Resource is also the member of Executive committee of
Standard Charter Bank Nepal. And Ms. Shraddha Joshi is Talent Acquisition manager at
Standard Charter Bank Nepal. She is working in Standard Charter Bank Nepal since 2005.
Dichhya Amatya as Talent acquisition Specialist at Standard Charter Bank Nepal. She is working
in Standard Charter Bank Nepal since 2014. All of the employee in the Human Resource
Department is experience and qualified and they have made their own portfolio. With this
qualification the Human Resource Department qualified for making decision and developing
planning and strategy for the company. The important is they can handle the dispute easily.
The budget is allocated annually as per the requirement to carry out HRM functions, but
reviewed quarterly and if needed adjusted quarterly. The employees are facilitated with all
kinds of necessary physical resources to carry on their day-to-day work like desktops, laptops,
mobiles, proper working setup, emails, internet etc.
The HR personnel are trained in their specific job responsibilities. In-house trainers are
developed through trainer’s trainee program and many HRM related programs are delivered by
them. The department stills operates in traditional ways to facilitate the works like leave
approvals, travel approvals/clearing forms, requisite forms, etc. They are planning to go the
digital process. The HR staff organized the workshop where they trained the managers and
employees about the tool functions and operations. Besides, they are providing their support
for all kinds of queries related to the tool and taking feedbacks from the users to optimize the
tool functions. The HR staffs also provide annual training session on performance management
and appraisal system to make sure that they are carried out effectively by appraiser as well as
appraise.
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17. Strengths and weakness of HRM
Strengths of the HRM at Standard Charter Bank Nepal can be pointed as follow:
For employee development programs, much focus has not been given at
individual level. Only at group level, the programs are run.
Due to the country’s poor policies, not all the HRD activities could be conducted
as planned.
Challenge in implication of performance management system
Unorganized Political system interference
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HRM not only can be a strategic tool, it can also help establish an organization’s sustainable
competitive advantage. Retaining good workers has become even more important and
challenging in today’s workforce market. Achieving competitive success through people
requires a fundamental change in how employers think about their employees and how they
view the work relationship. The effective implementation of HRM helps to establish a good
relationship between the employer and employee.
Standard Charter Bank Nepal appears to be clear on this front. The achievement of Standard
Charter Bank Nepal as one of the employee brand in today’s context comes out with the notion
that HRM practice is well establishment in Standard Charter Bank Nepal. With time
advancement and building of more competitive market the HR functions have to be more
streamlined and increased in order to obtain the best output from the link between HRM and
organization performance.
19. Recommendations
In order to improve upon the weaknesses, the following recommendations are made:
a) The human resource executives should be provided with more opportunities to be
exposed variety of HR management programs.
b) Experienced senior executives should be involved in training and development activities
and share their knowledge and experience with junior colleagues.
c) The employees should be encouraged to be updated on HR policies, objectives of and
criteria for selection to the training programs.
d) Training should be imparted to the employee based on promotion policies, not just only
for the employees who are found inefficient. This helps in enhancing the level of
motivation on the part of employees and maintains the effectiveness of training.
e) The ROI – The return on investment made towards training and development activities
need to be measured. Employee has to be aware of the cost invested by company
indirectly so that they are motivated to get the desired outputs of the training.
f) All the line managers should be engaged in overall strategy and policy making process.
The line managers should make sure that the staff members working under them are
also effectively consulted and their views and opinions obtained before feeding the
strategic and policy process.
g) Finally, the existing HR mechanisms and methods should be continuously sharpened
through periodic consultation with staff members, and the communication system
should be improved to achieve this.
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20. Conclusion
The Assessment of the HRM functions at Standard Charter Bank Nepal has helped us uncover
major HR functions, practices, policies, adopted by the organizations. The study also has
provided with an opportunity to make in depth analysis of the various HRM functions’ dynamics
and its outcomes. Based on the study it can be concluded that Standard Charter Bank Nepal has
adopted HRM as one of the key strategic functional units in the organization and is
continuously developing its HRM functions in the organization acquiring as per their parental
company norms.
There are areas where the organization has excelled in terms of HRM functions as outlined in
the strengths section and there are areas where the organization needs to improve the HRM
functions for the overall effectiveness in terms of overall productivity and performance.
21. Reference
https://www.sc.com/np/
https://en.wikipedia.org/wiki/Standard_Chartered
http://www.newbusinessage.com/MagazineArticles/view/2051
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