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¬Training and Development of Standard Bank Ltd

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Chapter-One

Background of the Study

1.1 Origin of the Study

This report was assigned to fulfill the requirement of term paper program after completing my BBA program. The purpose of this report is to organize and present my understanding of Human Resources operations that may become useful in my professional life.

The students of BBA program have to study several semester consist of several credit hours according to educational background of a particular student & in the last semester there is an term paper program consist 3 credit hours which a student under this program must go through . So, after completion of several credit hours from the different department of business studies faculty, students are sent to different organization to expose them to real life scenario. The theoretical knowledge that students acquire from class lectures, books & journals, case studies, seminars, project, workshop etc. is replenished in the practical setting. As a student of BBA program I had to complete 5 semesters & now I am in the last semester & got the opportunity to complete term paper program. I was asked to prepare my term paper on the assigned topic of “Training and Development” of Standard Bank Limited, on CEPZ Branch.

1.2 Objectives of the study

The primary objective of this report is to use the theoretical concepts, gained in the classroom situation, in analyzing real life scenarios. This is also a partial requirement of the BBA program. This objective is basically met by remaining attached with an organization for a considerable length of period of three months and working in the host organization, so that it adds value to the knowledge base of the BBA graduate. In case of this report, the objectives are:

• To know different functions of HRM activities and practice in Standard Bank Ltd

• To know about the training & development method.

• To find out problem in training at SBL.

• To provide some recommendation to overcome the problem in HRM practices

1.3 Scope of the study

The study is a part of academic curriculum. The collected data and information have been tabulated, processed and analyzed carefully and report has been prepared in the present form to make the study more informative and useful.

This Case Study of Standard Bank Ltd, CEPZ Branch, Chittagong, has been setting for three months. The shorter period is not sufficient for empirical research work. The information of the report collect through primary and secondary of the primary data had been collected by direct interviews and discussion withal the departmental in charge.

The scope of this report is to cover how the HR department of SBL carries about the functions of Human Resources Planning, Recruitment, Performance Appraisal, Compensation and Benefits and Services and all other functions that under Human resource Management.

1.4 Methodology of the study

The information of this term paper report is mainly based on working at the SBL and in preparing this report I have collected data & information from the following sources:
a) Primary Sources.
b) Secondary Sources.

The primary data had been collected by direct interviews & discussions with executives of various department of SBL that provides some insights into the problems and issues of the study.

All the secondary information is collected from various books, financial papers, document and articles related with Human Resource Management. The collected data & information have been tabulated, processed and analyzed carefully. Annual report provided valuable information about the Accounting practices. The exploratory research method has been mainly followed. The collected data & information has been, according to chronology, collected, corrected, organized, analyzed and interpreted to prepare report and to draw some finding.

1.5 Limitation of the study

A good report “SELL THE RESULT OF THE STUDY BUT SHOULD NOT OVER SELL”. Obviously the study is far from being perfect .Despite my sincerest endeavor in preparing a perfect report; some of the limitations are inescapable. These are as follows:

1. Due to short time, I could not collect enough necessary data about the study to prepare the report.
2. Some of key people of SBL so much busy with their duties that they seldom manage time to answer the questions.
3. There was the shortage of adequate literature on the SBL.
4. As a student collecting data and preparing report is very expansible.
5. Researcher could not find sufficient data because of SBL great secrecy.

Chapter-Two

An Overview of SBL

2.1 PROFILE:

Standard Bank Limited (SBL) was incorporated as a public limited company on May 11,1999 under the companies Act, 1994 with the motto of “Setting a new Standard in Banking” and the Bank achieved satisfactory progress from its commercial operations on June 03, 1999. SBL has introduced several new products on credit and deposits schemes. It also goes for corporate and retail banking etc. The Bank also participated in fund syndication with others Banks. Through all these myriad activities SBL has created a positive impact in the Market.

Standard Bank Limited is a third generation bank in Bangladesh and has a strong position in the present competitive market. The Bank has not restricted itself to traditional function rather it has extended its wings into numerous sectors. The Standard Bank Ltd has been trying to operate its business with in an appropriate register. SBL is trying to develop its goodwill among its client by offering its excellent services through General Banking, Credit Division and specially Foreign Exchange Division. Recently they have introduced on-line Banking Service.

2.2 Background of SBL:

The initial authorized capital of the SBL was TK.3, 000.00 million and paid-up capital Tk.1093 million. The sponsors of the new consisted of 15 Members, who comprised the first Board of Directors. The share price of the bank TK. 272/- is currently being quoted at both Dhaka and Chittagong Bourses against per value of TK. 100. The Bank, which started with 3 branches, two branches at Dhaka and another in Khatungonj, Chittagong in 1999 and now it has 58 branches. SBL is now positioned to best suit financial needs of its customers and make them partners of progress.

The Bank has earned an operating profit TK.616.34 million during the year 2010 compared to TK.492.33 million during the year 2009, showing an increase of 25.19%. The operating profit of TK.291.48 million of the bank during the year 2008 compared to TK.121.97 million of 2007, registered an increase of 138.98%.

2.03 Vision & Mission

Vision:

The bank would serve as partner and advisor of the clientele to trade, commerce and industry.

Mission:

Their mission is to be * Utmost trustworthy stakeholder.
* Careful committed for equitable.
* Sustainable growth based on diversified deployment of fund and
• Resources leading the bank to the peak of healthy and wholesome financial institution.

2.04 Goal of SBL:

General Goal: To share a significant portion of the banking sector by utilizing available manpower and state of the art technology for maximizing the shareholders wealth.

Long term Goal: To maximizing the wealth the shareholders.

Short term Goal: To earn satisfactory rate of return on investment by providing wide range of banking services.

2.05 Objectives:

The objectives are as follows:

• To be a dynamic leader in the financial market in innovating new products as to the needs of the society.
• To earn positive economic value addition (EVA) each year to come.
• To top the list in respect of cost efficiency of all the commercial Bank.
• To become one of the best financial institutions in Bangladesh economy participating in the most significant segments of business market that they serve.

2.06 The special Features of SBL:
• The bank is assuring to its customers, best cooperation & service all the times with attractive & competitive rates.
• To act as official liquidator and receiver.
• To provide for safe deposit vaults and custody of valuables of all kinds.
• To act as agents for the sale and purchase of any stocks, shares or securities or for any other monetary or mercantile transaction.
• To promote or take part in the formation, management, supervision or control of the business or operation of any company or undertaking in Bangladesh or elsewhere and to render all assistance in this regard.
• To form, manage, join or subscribe to any syndicate, or any holding company or trust to carry on business of an investment trust company.
• To act as executors and trustees of wills, settlements and trust deeds of any kind made by customers and other matters related thereto.

2.07 Organizational structure Of SBL

2.08 Board of Directors & Sponsors
Board of Directors
Name Designation
Mr. Kazi Akramuddin Ahamed Chairman
Mr. Ferdous Ali Khan Vice-Chairman
Mr. Md. Zahedul Hoque Director
Mr. Kamal Mostafa Chowdhury Director
Mr. Mohammad Nurul Islam Director
Mr. Ashok Kumar Saha Director
Mr. Ferozur Rahman Director
Mr. Harun Rashid Chowdhury Director
Mr. Md. Monzurul Alam Director
Mr. S. A. M. Hossain Director
Mr. Mohammed Abdul Aziz Director
Al-Haj Mohammed Shamsul Alam Director
Mr. Abdul Ahad Director
Mr. Harun-Or-Rashid Director
Al-Haj Md. Yousuf Chowdhury Director
Mr. Moshfeque Mamun Rizvi Director
Mr. Md. Fayekuzzaman Director
Mr. Shaikh Mesba Uddin Director
Mr. S. S. Nizamuddin Ahmed Independent Director
Mr. S. A. Farooqui Managing Director

Sponsors
Name Designation
Mr. Mohammad Nurul Islam Sponsor
Mr. Nani Gopal Saha Sponsor
Mr. Ferozur Rahman Sponsor
Mr. Harun Rashid Chowdhury Sponsor
Mr. Md. Monzurul Alam Sponsor
Mr. S. A. M. Hossain Sponsor
Mr. Mohammed Abdul Aziz Sponsor
Mr. Harun Or Rashid Sponsor

2.09 Management Team
Name Designation
Mr. S.A. Farooqui Managing Director
Mr. Md. Nazmus Salehin Additional Managing Director
Mr. Md. Alauddin Al Azad Deputy Managing Director
Mr. Md. Abul Hossain Deputy Managing Director
Mr. A F M Nizamul Islam Chowdhury Board Secretary & Executive Vice President
Mr. A F Jamal Uddin Senior Executive Vice President
Mr. Mufakhkharul Islam Executive Vice President
Sayed Mohammad Masum Executive Vice President
Mr. Md. Nazrul Islam Senior Vice President
Ms. Syeda Khaleda Begum Senior Vice President
Mr. Md. Moazzem Hussain Senior Vice President
Mr. Mohammad Abdul Wali Senior Vice President
Mr. Abdul Mannan Khan Vice President
Mr. Syed Anisur Rahman Vice President
Mr. Mohammad Abdul Qaium Khan Vice President
Mr. Md. Nurul Islam Vice President
Mr. Md. Sanaullah Sr. Asst. Vice President
Mr. Md. Rezaul Karim Sr. Asst. Vice President
Mr. Kazi Zahirul Haque Sr. Asst. Vice President
Mrs. Arjoomand Begum Assistant Vice President
Mr. S.M. Mizanur Rahman Assistant Vice President
Mr. Syed Mosnoor Ali Assistant Vice President
Mrs. Rubina Khan Assistant Vice President
Ms. Ashfa Khanam Assistant Vice President
Mrs. Rebeka Sultana Assistant Vice President
Mr. Md. Zahangir Alam Assistant Vice President
Mr. Md. Shafiqul Hassan Assistant Vice President

2.10 Corporate Information

Name of the Company : Standard Bank Limited

Legal Form : A Public limited incorporated in
Bangladesh on 11th May, 1999 under the companies Act 1994, subsequently listed in Dhaka Stock Exchange limited & Chittagong Stock Exchange Limited.

Commencement of business : 3rd June, 1999

Registered Office : Metropolitan Chamber Building
(3rd floor),122-124, Motijheel C/A, Dhaka - 1000

Telephone : +88027175698,
9560299, 9558375

Telex : +88027276367,

SWIFT Code : SDBLBDDH

E-mail : sblho@bangla.net

Web Page : www.standardbankbd.com

Auditors : Howladar, Yunus & co. Chartered Accountants
Legal Advisor : Mr. M. Ziaul Hasan Barrister-at-law M/S Hasan & Associates

Tax Consultants :Alhaj Md. Serajul Islam Advocate & Tax Consultant

Managing Director : S. A. Farooqui

Deputy Managing Director : Md. Nazmus Salehin

Company Secretary : A.F.M Nizamul Islam Chowdhury.

2.11 SCHEMES AND PRODUCTS OF SBL

SCHEMES:
SBL Regular Deposit Programme ( SRDP )
If any monthly installment remains unpaid for 5 (five) consecutive months, the account will be closed automatically and the account will be settled as detailed below:-

Relationship/ Tenure Applied Interest
Less than 1(one) year No interest
More than 1 year but less 3 years Savings Rate
More than 3 years but less 5 years Matured value of 3 years and rest as per prevailing interest rate on savings rate
More than 5 years but less 10 years Matured value of 5 years and rest as per prevailing interest rate on savings rate.

If failure to pay monthly installment on due dates he/she will pay penalty of Tk. 20/-(Twenty) next subsequent installment.

SBL Regular Income Programme ( SRIP )
1. SBL Regular Income Program is an income program, which helps you to earn a monthly fixed amount on your deposits at SBL for period of 3 years.
2. Deposit of Tk. 50,000/- (Fifty Thousand) and multiples thereof but maximum limit of Tk. 25,00,000/- (Taka Twenty Five Lac) at a time and depositor will earn 36 equal monthly profit.

Depositor can earn money due date as per following schedule:-
Deposit Amount 50,000 1,00,000 2,00,000 3,00,000 4,00,000 & above
Monthly Interest Payable 365 730 1,460 2,190 2,920 & Above
SBL Double Income Plus ( DI+ ) Programme 1. Deposit of Tk. 10,000/- (Ten Thousand) and multiples thereof but maximum limit of Tk. 25,00,000/- (Taka Twenty Five Lac) at a time will be acceptable under the program.
2. A specially designed receipt shall be issued for the deposit under the program.
3. The instrument shall be issued for 7 years 6 (Six) months.
4. At maturity after 7 years 6 (Six) months the depositor will be get double plus (DI+).
5. If any depositor intends to withdraw his deposit before maturity, the following rules will apply :-
• No benefit including interest/profit shall be allowed for pre-mature encashment within 1 (one) year.
• If the accounts/deposits are closed/en-cashed after 1 (one) year of its opening interest shall be allowed on the deposit at prevailing FDR Interest Rate.
6. The instrument will be acceptable as collateral security against any investment subject to registering lien with the issuing Branch.
7. In case of instrument get lost, the procedure for the issuance of a duplicate receipt will be the same as applicable in case of loss of FDR.

SBL 5 (Five) Lacs Savings Scheme

1. Any body can open this scheme by Deposited Tk.5,500/-(five thousand five hundred) only per Month.
2. The tenure of the scheme is 6 (six) years.
3. After Six Years Depositor will get Tk. 5,20,000/-.
4. If failure to pay monthly installment on due dates he/she will pay penalty of Tk. 20/-(twenty) on next subsequent installment.
5. In case of premature close of the account the account holder will get savings rate interest but not interest less than 6 (six) months.
6. If 4 (four) consecutive monthly installment unpaid the account will be closed automatically.

SBL 10 (Ten) Lacs Savings Scheme
1. Any body can open this scheme by deposited Tk. 5,200/- (five thousand two hundred) only per month.
2. This scheme tenure 10 (Ten) years.
3. After 10 (Ten) years depositor will get Tk. 10,00,000/.
4. If failure to pay monthly installment on due dates he/she will pay penalty of Tk. 20/- (twenty) next subsequent installment.
5. In case of premature close of the account the account holder will get saving rate interest but not interest less than 6 (six) months.
6. If 4 (four) consecutive monthly installment unpaid the account will be closed automatically.

SBL Lakhapoti Plus (SLP+) Programme
1. The depositor will have the option to choose any installment size at the time of opening of the account and will not be allowed change the size of installment afterwards.
2. In case of premature closing of the account minimum after 1 (one) year completion, the account holder will get Saving Rate of Interest only. But no interest will be paid before 1 (one) year completion of continued payment.
3. In case of premature close of the account the account holder will get savings rate interest but not interest less than 6 (six) months.
4. If any client fails to pay monthly installment on due dates in maximum 4 (four) months he/she will pay penalty of Tk. 20/- (Twenty) per month to the next subsequent installment.
5. If any client fails to pay 4 (four) consecutive monthly installments the account will be closed automatically.

SBL Millionaire plus (SMP+) Programme
1. The depositor will have the option to choose any installment size at the time of opening of the account and will not be allowed change the size of installment afterwards.
2. In case of premature closing of the account minimum after 1 (one) year completion, the account holder will get Saving Rate of Interest only. But no interest will be paid before 1 (one) year completion of continued payment.
3. In case of premature close of the account the account holder will get savings rate interest but not interest less than 6 (six) months.
4. If any client fails to pay monthly installment on due dates in maximum 4 (four) months he/she will pay penalty of Tk. 20/- (Twenty) per month to the next subsequent installment.
5. If any client fails to pay 4 (four) consecutive monthly installments the account will be closed automatically.

Monthly Installment, Tenure and Maturity Value will be as per following Schedule :
Monthly Installment Tenure Amount to be paid after Maturity
25,000 3 Years 10,23,487
14,000 5 Years 10,30,015
9,400 7 Years 10,38,488
6,000 10 Years 10,43,070
4,250 13 Years 10,49,000

PRODUCTS:

Consumer Credit Scheme:
Lending rate has been shown in the following table where fixed rate (Bangladesh bank instructed rate) and mid-rate are given. Bank may re-fix ±1.50 over the mid rate considering the risk involvement. These rates are effective from January 01, 2010.

SL Particulars Fixed Rate Mid Rate
01 Consumer Credit Scheme (Staff) 12.00% --
02 Consumer Credit Scheme (Commercial) -- 14.00%

House Building Loan :

Lending rate has been shown in the following table where fixed rate (Bangladesh bank instructed rate) and mid-rate are given. Bank may re-fix ±1.50 over the mid rate considering the risk involvement. These rates are effective from January 01, 2010.

SL Particulars Fixed Rate Mid Rate
01 House Building Loan (Staff) 9.00% --
02 House Building Loan (Commercial) 13.00% --
03 House Building Loan (Residential) -- 14.00%

1.00% additional interest rate will be charged for default in payment/ adjustment. All other charges, commissions and fees shall remain unchanged.

SBL AT A GLANCE
Branch 58 Branches with SME Branch
Employment 1200 approximately
Branches in Chittagong 7 Branches situated at Khatungonj, Agrabad, Jubilee Road, CDA Avenue, Chowdhury Haat, Cox’s Bazar, Nalgalmura SME,

Employment in Chittaong 145 approximately
Main Shareholders Main share holders comprise leading industrialist and business magnets of the country. The boards of directors consist of 14 members. Most of the directors are owners of large of business groups having high net worth.
Main Customer Due to the predecessor company’s involvement investment financing sector of the country the bank inherited its top corporate customers. Moreover the bank is involved in import trade financing. Bulk importers of consumer durable, food grains industrial raw materials are its customers. The bank has financed in textile and apparels sectors. The bank has a trend of choosing customers from diversified groups. The bank has first class customers in the construction sectors involved in high rise building, heavy construction and roads and high way construction.
(Source: Standard Bank Limited, AGM Report of- 2010)

HIGHLIGHTS OF SBL’s PERFORMANCE
Particulars 2010 2009 2008 2007
Deposits 42,556 29,305 19,214 14,221
Loans & Advances 38,056 27,190 17,311 12,634
Foreign Trade 69,588 60,761 43,943 33,439
Investment 5,340 3,218 2,014 1,623
Operational Profit/Loss before provision 1,52,97,77,383 1,46,84,96,673 69,71,41,436 73,30,48,595
(Source: Standard Bank Limited, AGM Report of – 2007 & 2010)

FINANCIAL UNDERSCORE
The Financial Highlights of SBL is giver below for the year of 2009 and 2010 (Figure’s in Million Taka)
SL. No: Particulars 2010 2009
01. Paid up Capital 2644 2203
02. Total Capital 4739 3822
03. Total Assets (Excluding off-balance sheet items) 49001 34210
04. Total Deposits 42556 29,305
05. Total Loans and Advances 38056 27190
06. Total Liabilities 2224 1480
07. Credit Deposit Ratio 89% 93%
08. Percentage of Classified Loans against total Loan and Advances 0.45% 0.43%
09. Profit after tax and provision 767 660
10. Amount of classified loans during current year 365 245
11. Cost of fund ( Deposit ) 9.33% 9.29%
12. Net Interest Income 1,083 974
13. Non- Interest Income 447 495
14. Return on Equity (ROE) 20.06% 21.32%
15. Return on Assets (ROA) 1.84% 1.95%
16. Earning per share (Taka) 28.90 24.83
17. Price Earning Ratio (Times) 11 8

(Source: Standard Bank Limited, Annual Report- 2010)

An Overview of CEPZ Branch: My study has completed at CEPZ branch, standing on GAZI COMPLEX (lst Floor), CEPZ, Chittagong. There are some efficient and effective bankers’ works in this branch, its management of the branch always tries to provide better service to its customer and behave well with them. As a result they have got a huge number of accounts in. There are mainly four divisions in this branch. The General Banking Division deals le day to day transactions. This is the highest busy department among all the three departments. The Loans and Advances Division gives loan to the customer and monitor whether he repays regularly or not. Another Division is Accounts, which does all cash deals and lastly the Foreign exchange Division deals their activities by processing Letter of Credit.

Highlights of CEPZ Branch: ( UP to December 31, 2010)
Total number of employees 09.
It is a borrowing based branch.
The Branch’s total deposit is about TK .243 core approximately.
There is no time deposit and demand deposit.
Last years profit TK .1,94,00,000/- The largest part of its income generated by General Banking.
Number of A/C: 2000

Executive Structure of CEPZ Branch

Corporate Service

• Project Finance
• Short & Long Tern Loan
• Syndicate Loan
• Trade Finance
• Transport Loan
• Working Capital Loan

Housing Loan:

• House Building Loan
• House Renovation Loan

SME:

• Consumer Finance
• Festival Business Loan
• Festival Personal Loan
• Lease Financing
• Personal Loan
• Small Business Loan Remittance:

• Foreign Remittance
• Inland / Local Remittance

Brokerage House:

• Consultancy
• Credit Facility Under Margin Rules
• Trading

Card Service:

• ATM Service
• Credit Card Local
• Credit Card International

TYPES OF CREDIT CARD AT SBL

VISA CARD
Fees & Charges for VISA Credit Card (Gold Card) of Standard Bank Ltd.

FEES AND CHARGES OF SBL VISA CREDIT CARD (Gold Card)
PARTICULARS OF PAYMENT GOLD LOCAL (TK) GOLD INT'L ($) GOLD DUAL ($)
ANNUAL/RENEWAL FEE 1500 20 22
REPLACEMENT FEE 300 4 5
SUPPLEMENTARY CARD FEE FREE FREE FREE
LATE PAYMENT FEE 300 4 5
STATEMENT RETRIVAL FEE 50 1 2
CHARGE SLIP RETRIVAL FEE 250 4 5
PIN REISSUE FEEE 500 8 9
CASH ADVANCE FEE FROM ATM TK.100 OR 2% OF WITHDRAWAL AMOUNT,WHICH EVER IS HIGHER
CASH ADVANCE FEE FROM BRANCH TK.100 OR 2% OF WITHDRAWAL AMOUNT,WHICH EVER IS HIGHER
CASH ADVANCE LIMIT 50% OF THE TOTAL CARD LIMIT
INTEREST ON CASH ADVANCE 2.5% PER MONTH

GOLD CARD

Fees & Charges for VISA Credit Card (Gold Card) of Standard Bank Ltd.

FEES AND CHARGES OF SBL VISA CREDIT CARD (Gold Card)
PARTICULARS OF PAYMENT GOLD LOCAL (TK) GOLD INT'L ($) GOLD DUAL ($)
ANNUAL/RENEWAL FEE 1500 20 22
REPLACEMENT FEE 300 4 5
SUPPLEMENTARY CARD FEE FREE FREE FREE
LATE PAYMENT FEE 300 4 5
STATEMENT RETRIVAL FEE 50 1 2
CHARGE SLIP RETRIVAL FEE 250 4 5
PIN REISSUE FEEE 500 8 9
CASH ADVANCE FEE FROM ATM TK.100 OR 2% OF WITHDRAWAL AMOUNT,WHICH EVER IS HIGHER
CASH ADVANCE FEE FROM BRANCH TK.100 OR 2% OF WITHDRAWAL AMOUNT,WHICH EVER IS HIGHER
CASH ADVANCE LIMIT 50% OF THE TOTAL CARD LIMIT
INTEREST ON CASH ADVANCE 2.5% PER MONTH

CLASSIC CARD
Fees & Charges for VISA Credit Card (Classic Card) of Standard Bank Ltd.

FEES AND CHARGES OF SBL VISA CREDIT CARD (Classic Card)
PARTICULARS OF PAYMENT CLASSIC LOCAL (TK) CLASSIC INT'L ($) CLASSIC DUAL ($)
ANNUAL/RENEWAL FEE 600 10 12
REPLACEMENT FEE 300 4 5
SUPPLEMENTARY CARD FEE FREE FREE FREE
LATE PAYMENT FEE 200 3 4
STATEMENT RETRIVAL FEE 50 1 2
CHARGE SLIP RETRIVAL FEE 200 3 4
PIN REISSUE FEEE 500 7 8
CASH ADVANCE FEE FROM ATM TK.100 OR 2% OF WITHDRAWAL AMOUNT,WHICH EVER IS HIGHER
CASH ADVANCE FEE FROM BRANCH TK.100 OR 2% OF WITHDRAWAL AMOUNT,WHICH EVER IS HIGHER
CASH ADVANCE LIMIT 50% OF THE TOTAL CARD LIMIT
INTEREST ON CASH ADVANCE 2.5% PER MONTH

ATM CARD

Fees & Charges for Debit Card of Standard Bank Ltd.

FEES AND CHARGES OF SBL DEBIT CARD
PARTICULARS OF PAYMENT FEES/CHARGES (TK)
ANNUAL/RENEWAL FEE FREE
REPLACEMENT FEE 300
PIN REISSUE FEE 200

International Trade Service:

• Export L/C
• Import L/C
• Pre & Post Shipment Finance

Others:

• Bond & Guarantees
• Consultancy
• Issuing of TC (Foreign Currency)
• Locker Facilities
• On Loan Banking
• Utility Service (Payment of Bills)

Chapter - Three
Literature Review

3.01 Training and Development:

At SBL Training and development process is framed and designed to provide an employee with information, skills, and an understanding of the organization and its goals. In addition training and development also aimed at to help a person continue to make positive contribution in the form of good performance. Here Training in an attempt to improve current and future performance of employees. It is more present day oriented, focused on individuals current jobs, enhancing those specific skills and abilities to immediately perform their jobs.

3.02 Training:

SBL’s Training is the systematic process of altering the behavior of employees in a direction that will achieve organization goals. It is related to personal job skill and abilities. It has a current orientation and helps employees’ master specific skills and abilities needed to be successful.

Here it is defined as planned program to improve performance and bring about measurable changes is Knowledge, skills, attitudes and social behavior of employees for doing a particular job.

It always adopts formal training in an effort to provide opportunities for the employee to acquire job- related skills, abilities and knowledge.

3.03 Types of Training followed at SBL:

Different forms of training and development programs are followed by SBL to train up it s existing workforce  Orientation
 Socialization
 Training
 Development

3.04 Orientation:

Through Orientation, it introduces new employees to the organization and to employee’s new task, manager and work groups. Employee orientations provide new employees with the basic background information required to perform their jobs satisfactorily. Such information related to company rules, norms, culture, practices. Orientation directs and guides employees to understand the work, colleagues. And the mission of the company. Degrees of orientation are needed, depending on the experience, carrier path and the age of the new employee.
Orientation is also designed to start the employees in a direction that is compatible with the firm’s mission, goals and culture.

The goals of orientation are:

 To reduce anxiety.
 To reduce turn over
 To save time
 To develop realistic expectation

3.05 Features of SBL’s Orientation program:

 SBL’s Orientation program is relevant and immediate kinds of information and then proceed to more general policies of the organization. It occurs at a pace that new employee is comfortable with.

 The most significant part of its orientation program is the human side; giving new employees knowledge of what supervisors and coworker like, telling them how long it should take to reach standard of effective work, and encouraging them to seek help and advice when needed.

 By orientation it’s new employees are ‘ sponsored ’ or directed in the immediate environment by an experienced worker or supervisor who can respond to question and keep in close touching during the early induction period.

 New employees are gradually introduced with whom they will work, rather than given a superficial introduction to all of them on the first day. The objective is to help them know their coworkers and supervisors.

 New employees are allowed sufficient times to their feet on the ground before job demands on them are increased.

3.06 Accomplishments of SBL’s orientation Program:

 The new employees feel quickly at home and ease at their new workplace.

 They understand the organization in a broader sense ( its past, present, culture, and vision of the future), as well as key factors such as policies and procedures.

 The employees become clear about what is expected in terms of work and behavior.

3.07 Socialization:

SBL’s socialization process aim toward to teach to learn the values and norms of work roles.
Socialization occurs when new employee learns the norms, values, work procedures and pattern of behavior and dress that are expected in the organization.
It’s socialization procedure consists of social process through which organization transmits to members the expectations associated with their roles.

3.08 Gained Benefits of SBL through Socialization:

 By Socialization process, it familiarizes the new members of it’s family with the organization’s culture history, rules, and regulations.

 Socialization helps its employees to play proper role for accomplishment of organizational objectives.

 Socialization also helps it to maintain stability of the organization by creating commitment among the employees concerned and to develop interpersonal relationship among employees.

 Finally socialization process reduces the level of turnover of it’s employees.

3.09 Training Need Assessment (TNA) at SBL:

Why SBL regularly assesses it’s employees TNA

 Updating knowledge

 Avoiding obsolescence

 Improving performance

 Developing performance

 Imparting trade specific skills

 Stabilizing the workforce

 Increase morale

 Effective control

 Improving organizational climate

 Supporting personal growth and development.

3.10 SBL follows following Four ways to determine employees need for Training:

 Observation Method.

 Listen to employees.

 Ask supervisor about employees, needs.

 Examine the problems employees have.

3.11 Reason for becoming training and development as increasingly major strategic issues:

 Rapid changes in technology continue to cause increasing rates of skill obsolescence.

 Redesign of work into job having broader responsibilities requires employees to assume more responsibilities, take initiatives, and further development of interpersonal skills to ensure their performance and success. Employees need to acquire a broader skill base and be provided with development opportunities to assist with teamwork, collaboration, and conflict management.

 The increasing trend of mergers and acquisitions require integrating employees of one organization into another having a vastly different culture. This requires the proper system of management of people.

 Employees are moving from one employer to another with a far more frequency than they did in the past. With less loyalty to a particular employer and more to the employees own careers, more time must be spent on integrating new hires into the work place.

 Globalization of business operations requires managers to acquire knowledge and skills related to language and cultural differences.

3.12 How SBL design an Effective Training Program:

A key characteristic of training system that contributes to competitiveness in that they are designed according to the instructional design process. Instructional design process refers to a systematic approach for developing training program.

1. Assessment needs
 Organization analysis
 Person analysis
 Task analysis
2. Ensuring employees readiness for training
 Attitude and motivation
 Basic skills
3. Creating a learning environment

 Identification and learning objectives and training outcomes.
 Meaningful materials.
 Practice.
 Feedback.
 Observation of others
 Administering and coordinating program.
4. Ensuring transfer of training

 Self – management strategies.
 Peer and manager support.
5. Selecting training method

 Presentational methods.
 Group methods.
6. Evaluating training program
 Identification of training outcomes and evaluation design.
 Cost – benefit analysis.

3.13 SBL’s Training Design process:

Assessment Needs Procedure at SBL:

 Organizational Analysis: SBL’s Organization analysis involves determining the business appropriateness of training, given the company’s business strategy, its resources available for training and support by managers and peers for training activities.

 How does training relate to organizational objectives?
 How does the training impact day to day work place dynamics?
 What are cost and expected benefits of the training?

 Personal Analysis: It determine whether employees need training, and whether employees are ready for training. PA helps it to identify who needs training.

 What knowledge, skills and abilities do trainees already have?
 What are trainees learning style?
 What are special needs do the trainees have?

 Task Analysis: It also identify the task, knowledge, skills and behaviors that need to be emphasized in training.
 What responsibilities are assigned to the job?
 What skills and knowledge are needed for successful performance?
 Should the learning setting be the actual job setting?
 What are the implications of mistake?
 How can the job provide the employee with direct feedback?
 How similar to or different from the training needs of the job from the other jobs in the organization?

Ensuring employee’s readiness for training:

The second step involves in SBL’s training design process is to evaluate whether employees are ready to learn. Readiness refers to whether (1) employees have the personal characteristics (ability, attitude, belief, and motivation) necessary to learn the program content and apply it on the job. And (2) the work environment will facilitate learning and not interfere with performance. Motivation to learn is the desire of the trainee to learn the content of the training program. This motivation is related to knowledge gain, behavior change, or skills acquisition in training. Managers need to ensure that employees motivation to learn is as high as possible. They can do this by ensuring employees self efficiency, understanding the benefits of training; being aware of training needs, carrier interests and goals, understanding work environment characteristics and ensuring employees basic skill levels. Managers also consider input, output, consequences, and feedback because these factors influence motivation to learn. To be motivated to learn in training programs, employees must be aware of their skill strength and weakness and of the link between the training program and improvement of their weakness.

Basic skills – cognitive ability and training, writing and communicating skills needed to understand the content of training program.

Creating a learning environment:

Creating a learning environment is the third steps in SBL’s training design process:

 The purpose and expected outcome in respect of quality, level of performance expectation, and conditions under which the trainee is expected to perform the desired outcome of training activities must be known to employees.
 The content of the training should be meaningful and the training context like physical, intellectual, and emotional environment in which the training occurs must be conducive.
 Practice aspect of training is related to have the employee demonstrate what they have learned in training. This practice also need to relevant to the training objectives. Effective practice actively involves the trainee, includes over learning, takes the appropriate amount of time, and includes the appropriate unit of learning (amount of materials).
 Feedback is information about how well people are meeting the training objectives. To effective, feedback should focus on specific behaviors and be provided as soon as possible after the trainees behavior. Also positive trainee behavior should be verbally praised or reinforced.
 People learn by observing and imitating the actions of models. After observing the model, trainees should have the opportunity to reproduce the skill or behavior shown by the model in practice sessions.
 Training administration refers to coordinating activities before, during and after the program. It involves communicating courses and programs to employees , enrolling employees in course and programs, preparing and processing any pertaining materials, preparing materials, that will be used in instruction, arranging training facilities and room, testing equipment that will be used in instruction, providing support during instruction, distributing evaluation materials, facilitating communication between trainers and trainees during and after training recording course completion in trainees personal files.

Transfer of Training at SBL:

Transfer of training refers to on the job use of knowledge, skills and behaviors learned in training. Transfer of training influenced by the climate for transfer, manager support, peer support, opportunity to use learned capability, technological support and self – management skills. The rate of transfer of training at SBL is almost 80% to 90 %

Evaluating Training Programs:

SBL very frequently evaluates the effectiveness of a training program based on cognitive skill- based, affective and result outcomes.

Cognitive outcomes determine the degree to which trainees are familiar with principles, facts, techniques, procedures or processes emphasized in training.

Skill based outcomes include acquisition or learning of skills and use of skills on the job.

Effective outcomes include attitudes and motivation.

Results are used to determine training’s play off for the company.

Cost benefits analysis is the process of determining the economic benefits of a training program using accounting methods. This involves determining training costs and benefits.

Way to apply learning principles to job training:

SBL is truly a learning organization where employees continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where people are continually learning how to learn together.

I. The trainees must be motivated to learn.
II. The trainees must able to learn.
III. The learning must be reinforced.
IV. The training must provide for practice of the materials.
V. The material presented must be meaningful.
VI. The material must be communicated effectively.
VII. The material taught must transfer to the job.

3.14 Following Training Methods are practiced at SBL:

On the job training:

• Coaching
• Under Study
• Job Rotation
• Apprenticeship Training
• Job Instruction Training
• Committee Assignment
• Special Meeting of the Staff

Coaching:

This method involves teaching by a superior about the knowledge and skills of a job to the junior or subordinate. The superior points out the mistakes committed by the trainee and makes suggestions whenever and wherever necessary. Coaching is a directive process conducted by manager to train and orient an employee to the realities of the work place and to help the employee remove barriers to optimum work performance. The coach is usually either a successful former executive or a behavioral scientist with extensive experience as a management consultant.

Under Study Methods:

This method involves a superior providing training to his subordinate who is working under him. The chosen trainee subordinate is most likely to be promoted to the higher post after the promotion or retirement of his superior under whom he has got training. It helps the employee to learn the skills of superior position.

Job Rotation:

This method provides scope to the trainee to learn more by observing and doing then by receiving instructions. Job rotation involves a serious of assignment to different position or department for a specific period. The objective is to broaden the outlook and acquire the diverse skills and knowledge needed to perform the various jobs in the organization. It is frequently used for first level management training, particularly for new employee. During this assignment the trainee is supervised by department employee, usually supervisor who is responsible for orienting, training, and evaluating the trainee. It helps the trainee to acquire comprehensive knowledge and skills and motivate to his work.

Apprenticeship Training:

This is the oldest and most common method of training; where in most of the training time is spent on the job productive work. This type of training is essential for fulfilling up position requiring technical skills. It is structured process by which people become skilled workers through a combination of class room instruction and on the job training. This Training occurs under the supervision of an experienced person; apprentices receive knowledge and develop skills associated with a designed trade through on the job training. The objective is to improve them to perform efficiently the assigned job. The period of training ranges from one year to four years. During the training period the trainee can earn pay and learners pay usually increase automatically as their skills improve.

Job Instruction Training:

In this type of training a sequence of instructional procedures used by the trainer to train employees while they work in their assigned job. In this method a supervisor explains the knowledge, skills and the method of doing the job to the trainee or the employee. The supervisor then asks the trainee to do the job himself. The supervisor provides the feedback. This also known as “training through step by step learning” as it involves all necessary steps in the job. Which are as follows:

I. Preparation of the trainees for instructions
I. Present the task
II. Performance of the job by the trainees
III. Motivating the trainee to follow up the job regularly.

The success of Job Instruction Training (JIT) depends on the ability of the trainer to adopt his or her own style to the training process. The trainer, particularly if this person is the trainee’s coworker or supervisor, should have an opportunity to assess the trainee’s needs before beginning the training. OJT trainers should adjust the materials or techniques to fit the needs of the trainee.

Committee Assignment:

In this methods SBL’s committee consisting of a group of employees are given a problem and are invited to give solution. The employee solve the problem and submit the solution. The objective of this method is to develop a teamwork among the employees.

Special Meeting of the Staff:

In SBL, special meeting of the staff of the department are held periodically to discuss the problems faced by the employees at work and suggestions are invited to improve performance of the job.

Off the Job Training: • Lecture Method
• Conference Method
• Universities and College
• Role Playing
• Vestibule Training
• Workshops

Lecture Method:

It represents the oral presentation of information by a subject matter expect to a group of listeners. It is an efficient way of transmitting factual information to a large audience in a relatively short amount of time. The concepts, ideas, theories and principles are explained through this method. It emphasizes one way communication. It is poorly suited to for facilitating transfer of training and individualizing training. It is less effective in facilitating attitudinal and behavioral changes.

Conference Method:

Under this method, Group discussions, exchange of ideas and opinions take place which help the participants develop leadership qualities. Two way communications in this method proves to be effective.

Universities and College:

Many colleges and universities run part time and evening specialized courses to suit the working class. These courses include the areas of finance, accounting, personal management, marketing & materials management, Computer software etc. The employees can be sponsored for doing such courses by their establishments.

Role Playing:

Role playing method training used for improving human relations and leadership qualities. In this technique, trainees are presented with an organizational situation, assigned a role or character in the situation, and asked to act out the role with one or more other trainees. The role should offer trainees an opportunity for self- discover and learning. For role play to be effective, trainers need to engage in several activities before, during and after the role play.

Vestibule Training

Under this method, training is provided in a classroom where the actual working situation is created.

Workshops:

In workshops a group of executives meet as per plan and discuss a problem of common interest to find solution.

3.15 Development:

SBL development process is an on going process to improve skills for present and future jobs. Management development teaching managers and professionals to learn, grow, and change in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization.

Here management development has been described as having three main components:
• Management Education: Management education concerned with the acquisition of a broad range of conceptual Knowledge and skills in formal class room situation, most typically from degree granting institutions.

• Management Training: Management training focus more on providing specific skills or knowledge that could be immediately applied within an organization and to a specific position or set of position with in an organization (mid-level managers).

• On the Job Experience: On the Job experience are planned and unplanned opportunities for a manager to gain self- knowledge, enhance existing skills and abilities or obtain new skills or information with in the context of day to day activities ( e.g. mentoring, coaching, and assignment to a task force).

Every Year SBL increases his training program to get better performance or feedback.

Year 2006 2007 2008 2009
2010

Training 50% 60% 70% 80%
90%

Feedback 20% 25% 30% 45%
60%

(Source- www.sblbd.com)

Chapter - Four
Findings

Distinct Operating Procedures:

SBL is known countrywide for its distinct operating procedure. The company’s managing for Value strategy better satisfy customer needs and also keeps the firm profitable.

Distinct Schedule:

Everyone in SBL from the appraiser to the top management has to work to the same schedule toward a different aspect of the same goal, interfacing simultaneously at all level over quite a long period of time.

Strong Employee Bonding & Belongingness:

SBL employees are one of the major assets of the company. The employees of SBL have a strong sense of commitment towards organization and also feel proud and a sense of belonging towards SBL. The strong culture of SBL is the main reason behind the strength.

Efficient Performance:

SBL provides hassle free customer service to its client base comparing to the other financial institutions of Bangladesh. Personalized approach to the needs of customers in its motto.

Young Enthusiastic Workforce:

The selection and recruitment of SBL emphasizes on having the skilled graduates & postgraduate who have little or no previous work experience. The logic behind of that SBL wants to avoid the problem of ‘garbage & garbage out` & this type young & fresh workforce stimulates the whole working environment of SBL.

Empowered Workforce:

The human resource of SBL is extremely well thought & perfectly managed. As from the very first, the top management believed in empowered employees, where they refused to put their finger in every part of the pie. This empowered environment makes SBL a better place for the employees. The employees are not suffocated with authority but are able to grow as the organization matures.

Equalization:

At SBL, workshops are conducted periodically. On the workshops, all people participate as equals, with new members free to openly challenge top managers.

MBO:

SBL also has Management by Objectives (MBO) everywhere. Each person has multiple objectives. All the employees must have to get the approval of their bosses on what they are going to do. Later they review as how well they have performed their job with their management as well as peer group.

Modern Equipment & Technology:

SBL owns the best banking and information technology equipment in Bangladesh.

Various products:

Several deposit and financial products offered by SBL, so client have enough options to invest their money.

Strong Financial Position:

From the early time of millennium SBL’s financial position, profit earning growth is upgrading which certify that the banks performed well as on their strategy.

Fewer Service Charges:

Compare of other banks SBL take very few service charge. It gives comparative advantage to the SBL in the competitive market.

Limited Branch:

SBL is the first growing bank in Bangladesh. But in Bangladesh they have only 58 branches. It is not sufficient, they need more branch. Absence of Strong Marketing Activities:

SBL perform in the marketing sectors in a little bit, Poor marketing will brings a negative effect on banking operation.

Low Remuneration Package:

The remuneration package for the entry level officer is considerable low. Since other foreign and local banks offer a more lucrative salary package, it will be difficult for SBL to attract BBA’s in future with its current salary package.

Not Fully Automated:

SBL is not fully automated. Till it has to record many things manually. It hampers many productive time of officers and clients. It also creates the problem of manipulation.

Not Fully Modernized:

SBL is not fully modernized. It has not available ATM booth. As a result its clients are deprived from withdrawing money from without going bank. Countrywide Network:

The ultimate goal of SBL is to expand its operations to whole Bangladesh. Nurturing this type of vision & mission & to act as required, will not only increase SBL’s profitability but also will secure its existence in the long run.

More Experienced & Managerial Know – How:

The top management team of SBL is expert in banking activities, The operating policies established by them are unique & unified. All the members of the team carry out their management roles exhaustively. They equally contributed to SBLl’s superior leadership, by carrying out their unique roles. They worked well together, respecting each other’s abilities, & arguing openly & without any rancor when they disagree.

Expanding the Market Share:

SBL has good reputation in the capital market. It has a good position in the stock market, so it can easily pick money from capital market in order to expand the business.

Upcoming Banks:

The upcoming private local & multinational bank posses a serious threat to the existing banking networks of SBL. It is expected that in the next few years more commercial banks will emerge. If that happens the intensity of competition will rise further and banks will have to develop strategies to compete against and win the battle of banks.

Moderate level of Customer Satisfaction:

SBL should continuously improve its customer service strategies and the overall service quality needs to win the customer satisfaction undoubtedly.

Effect of the World Economic Slump:

The world economic slump effecting the under developing country seriously. It’s reflects already cover Bangladesh. SBL perform in the banking sectors very well from the last 11 years. Its need to protect it selves from the effects of economy slump to continue the performance.

Chapter - Five
Recommendations & Conclusions

Recommendations

 Manpower shortage should be minimized by employing more & efficient workforce.

 Performance should be evaluated with the of 360 degree feedback method.

 To cope with the modern information technology company should train up the employee.

 HR department of SBL should follow the best recruitment process.

 A Need to extend Branch Network and more New Branch to be opened in other Cities and Towns of Bangladesh to reach out the Potential Customers.

 SBL needs to give their web sites some effective information about training, motivation & recruitment policy.

 SBL needs a unique HR policy, which is under progress supervised by the manager and head of HR.

 For better Training and to get feedback it needs to increase reward and recognition.

 SBL should to develop motivational program.

Conclusion

Standard Bank Ltd. the pioneer Bank of the country has created a sense of mass participation through its diversified activities over the last 11 years. Their number of clients’ service recovers and supports have been increase rapidly. Even their employee number is now around 1200. They are maintaining their banking business with their 58 branches. For its diversified banking service, it has got a wide range of publicity and created a special image the banking area in the country. Now SBL is one of profit making organization among the private commercial banks of Bangladesh.

The report is aimed at the Human Resource Division. SBL Bank Ltd. operating in the market with the ambition of becoming the Bank of choice for its clients and all its stakeholders. It is just natural for SBL to pitch its customer service benchmarks high, at a level where the local standard are far exceeded and global standard are embraces and met.

SBL is committed to focus to all its energy on its customer as well as its employees. This is sure a strong Human Resource practice will help SBL pave the way leading to outcome destination. Human Recourse Division in SBL is under massive reconstruction program ensures the future benefits and high corporate culture and the secured place of contribute and dedicate the experience and exposure of high professionalism.

Bibliography

1. “Human Resource Management” –Dr. Abdul Awal -2004 & Dr. Md. Abu Taher-2007.

2. “Human Resource Management” –The strategic perspective-john B.Miner -2002. & Donald Crane-2003.

3. “Human Resource Management”- David A. Stephen Robbins.

4. Previous Orientation Report.

5. The Company’s Annual Report 2009-2010.

6. www.sblbd.com

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