February 03, 2016

xxxxx
Department of business administration
University of Information Technology& Sciences

Sub: Submission of internship report.

Dear Madam
I hereby submit the internship report on the topic Human resource Management
Trading of Uttara bank Ltd intended to fulfill the partial requirement of my BBA
program.
It would be difficult to me to get the work done without your proper supervision &
guideline. Tried my best to work sincerely to cover all aspects regarding the matter.
Though I faced some limitation in preparing this report, I have thoroughly enjoyed
in preparing this internship report, which has contributed significantly to my
understanding on the essentials and important practical knowledge.
I therefore hope that the report will fulfill the requisite objectives that you wanted
to get done by me.

Sincerely yours

Ranjit Banrua
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ID: 10310090
Batch: 2010

Major: Accounting
Department of Business Administration
University of Information Technology& Sciences

University of Information Technology& Sciences

I do hereby declare that this report entitled Human resource Management is an

original one and work done by myself in the fulfillment of Bachelor of Business
Administration of University of Information Technology& Sciences Bangladesh as
a part of academic curriculum.

Ranjit Banrua

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ID: 10310090
Batch: 2010
Major: Accounting
Department of Business Administration
University of Information Technology& Sciences

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ACKNOWLEDGEMENT
Initially, I would like to thank the almighty Allah for giving me the strength to
complete this internship report. Then to say that I could not be able to complete
this report without the help of some honorable person who gives me proper
guideline to go ahead.
First I like to express my deepest sense of gratitude to my honorable teacher &
supervisor of my internship program xyz.
I am very much pleased to offer my thanks and gratitude to the HRD of Intelligent
image media Ltd. For giving me the opportunity to work with the Institute in its
DHUS office Banani. I would like to give thanks to name of (Manager),
Mohammed Asif(senior officer),Ali ashraf (Relationship manager), Farhana
rahman, MD.Ashik of DHUS office to help me throughout my internship program.
Very special thanks to our manage and other staf.
I also give a special thanks to all the personnel of DHUS office of Intelligent
image media Ltd for helping me to collect data.

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Executive summary
Attracting the best professionals is never easy no matter what industry segmentwe
consider. There is some truth in saying that what the Middle East is to oil,India is
to software professionals. So, in a predominantly manpower intensivesoftware
industry, issues of the manpower availability, its cost, turnover andproductivity are
critical issues.A major proportion of the turnover issue is attributed to movement of
manpower to the so-called land of opportunities-USA.The average stay of a
software consultant in any given in any given IT companyis not more than two
years which has further dropped down to one year. HRmanagers in India are
realizing that employee retention is a Herculean task for the IT industry, even for
big players.In such a scenario, where companies are fighting to combat global
businesscompetition, and struggling to survive,
employee turnover comes as a doubleblow.
The scenario is becoming worse. Companies are facing
double-edgedsword-to recruit and to retain talent.
The present skill crisis has caused a panic in the employment market, with
skilledprofessionals being poached or choosing to change jobs. The attrition rate in
theindustry is at an all-time high. This trend is likely to continue and even
accelerateas more companies suffer erosion while business demands continue to
escalate.HR department must therefore ensure that they donot fall fowl to the talent
war by ensuring, foremost, that their talent does not run out the door and go
knockingon the next.
Companies that can recruit the best talent and retain them will have anedge in the
long run.

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Tables of contents
Particular
1.1:Introduction of study
1.2:Objective of the study
1.3:Significant of the study
1.4:Methodology of the study
1.5:Scoop and limitation of the study
2.1: Welcome to the
2.2:1Vision, of the
2.2.2:Mission of the
2.2.3:Goal
2.2.4:Objective
2.3.1:Board of Directors of
2.3.2:Hierarchy of

4.18:SWOT analysis of
5.1:Findings & analysis
5.2:Recommendations
6.1:Conclusion

Page
07
08
08
09-10
10
11-14
15

16
17-18
19-21
21-28
29-30
31
31
32-48
39
50-51
52
52
53
54
55
55-56
56
57
57-58
59-60
61
61
62
63-64
65
66
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Reference

67

1. 1: INTRODUCTION OF THE STUDY:

Bachelor of Business Administration (BBA) Program requires a three months
attachment with an organization followed by a report assigned by the supervisor in
the organization and endorsed by the faculty advisor. I took the opportunity to do
my Internship at Intelligent Image Management Ltd.which is the largest and oldest
private-sector commercial bank in Bangladesh. This internship report has prepared
as the degree requirement of BBA, University of Information technology and
science in Bangladesh. As practical orientation is integral part of BBA, I was sent
to the Intelligent Image Management Ltd. Malibag Chowdhury Para Branch to
have real life exposure on a 90 days internship program (from September 30 to
December 30, 2013).

The current scenario in the IT sector India has the largest pool of manpower,
second only to the US.According to a study conducted by the National Association
of Software andServices Companies (NASSCOM)-quantity of skilled knowledge
workers in Indiaseems to be a non-issue, and it would be so atleast for another
couple of years.The arithmetic out of 1.22lakh engineering graduates qualifying
every year inIndia, about 73,000 are software engineers from IITs and other RECs.
Thus,around 73,000 fresh software engineers are expected to be available
annually.Total demand for software professionals during the next couple of years
isestimated at 1.40 lakh. Against this, India is expected to have a pool of 1.46
lakhsoftware engineers. Besides, quite a few Indian universities have started
coursesleading to Masters in computer Applications and there are private
TrainingInstitutes which offer high level software engineering courses.According
to an AIMA survey, 60% of the IT Companies have a written jobdescription of all
levels of employees. The rest 40% either have a partly written job description or
they donot have anything written at all making it difficult for both the employee
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and the employer.Most CEOs site lack of skilled professionals as one of the major
hindrances togrowth in the Indian Software Industry. Reputed software companies
might getpeople at the base level but getting somebody with an experience of more
than4-6 yrs is a problem. The problem of retention was more prevalent in
thetelecom, IT and the Services sector than manufacturing and traditional
sector.When asked about employee retention, the majority among HR professionals
of IT felt that it was all about retaining good people in the company and
creatingsuch situations for the non-performing employees that they quit on their
own. Itwas felt that employee retention was a collective responsibility of the
HRdepartment, top management and individual departments in an ascending order
with the HR Department having the maximum and individual department
havingminimum accountability.Data shows that in companies with more than 1000
employees, the HRDepartment was strong whereas in mid-sized companies, the
individualdepartment was responsible along with the top management.Large
companies with growth rate higher than 10% did not face serious
retentionproblems, but large companies with lower growth rates had acute
problems inretaining their employees. In all industry segments, the employee
attrition rates atthe junior level were on the higher side compared to that at the top
managementlevel

1.2.: OBJECTIVES OF THE STUDY:

The boom in the information technology revolution has been rising during
therecent past and is expected to go on for many years to come. Attracting the
bestprofessionals is never easy, no matter what industry segment we consider.This
is especially true in the case of the IT industry where the attrition rate hasbeen the
highest.Attracting and retaining talent has become a Herculean task in this sector.
Theobjective of this project has been to find out the major causes of
employeeturnover in the IT companies. It also looks at how this brain drain can be
reducedand what methods can be adopted to retain the knowledge worker in
thecompany.The project focuses on1.The importance of retentior in the IT
companies.2.Most effective methods to find the cause of turnover.3.Factors
favoring retention.4.Innovative methods adopted by companies to retain

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people.5.Constraints faced by the organization in implementation of

retentionstrategies.6.Effectiveness of the methods used to retain people.
1.4: RESEARCH METHODOLOGY
The objective of this project is to throw light on various strategies used by the
ITcompanies to retain people.This questionnaire purports to find out the
issues faced by the various ITcompanies with respect to retention of talented
human resource.These questions have been answered by four IT companies
which are OnwardTechnology Ltd, Mastek Ltd, Atos Origin and Rave
Technology.The findings and recommendations have been mentioned later in
the project.
QUESTIONNAIRE
Name of the company:Respected Sir/ MadamIt would be really kind on your
part to take out a few minutes from your busyschedule and fill up this
questionnaire which would be analysed for thecompletion of my research
report.
RETENTION STRATEGIES IN THE IT SECTOR
Q:1) What are the HR challenges that the organization faces? Is retention of
Human Resources a critical issue?
Q:2) What is the employee turnover rate in the company?Below 5%5-10%1015%15-20%Above 20%
Q:3) What are the methods adopted by the company to find the cause of
theturnover? Also rank them according to effectiveness.Exit interviewClimate
SurveyEmployee Satisfaction SurveyGrapevineAny other method (Please
specify)
Q:4) Rank the factors favoring retention (On a scale of 1-6)CompensationJob
satisfactionGrowth opportunitiesRewards and recognitionOther benefitsAny
other
Q:5) What are the methods adopted by the company to retain people?
Compensation comparable with the best in the industryJob satisfactionCareer
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growthESOPsPerformance based rewardsFlexi-timeAny other (please

describe)
Q:6) Briefly describe the methods(how they are being implemented)?
Q:7) Has the attrition rate reduced after the implementation of
retentionstrategies? If yes, by how much?
Q:8) What are the constraints faced by the organization in implementation of
retention strategies?
Q:9) How do you overcome these constraints?
Q:10) Which are the most preferred retention strategies by your employees?
Rank them.CompensationJob satisfactionGrowth opportunitiesFlexitimePerformance based rewardsOther benefits

This internship report has been prepared on the basis of on the job experience
with the Intelligent Image Management Ltd., Malibag Chowdhury Para Branch. In
spite of the scarcity of published data, it has been tried to make the report
informative and handy. The data used in the report have been complied through
different complicated ways- direct questionnaire to executives, continuous search
on the ongoing accountants, and interview with internal auditor and external
auditors report. Working with the organization for a meager period of three
months is the main aspect of acquiring data and information to evaluate the culture,
working environment and similar sort of affair of the organization.

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1.4.1: Data collection procedures:

1.4.1.1: Primary Sources
This study required a lot of primary data. For the analysis a lot of secondary
resources also needed. This have been provided theoretical basis of the report.
Such data has been collected mainly from the bank as well as the Internet.
Interviews have been conducted on the managers of the bank for insights and
clarification. The clients of the bank have been interviewed as they are one of the
primary data sources. There are four items of primary sources which are below:
Face to conversation with the respective officers and stuffs of the branch.
Discussing with my supervising manager of the bank.
Practical work experience in the different desk of the department of the
branch.
In-depth study of selected cases.

1.4.1.2: Secondary Sources

As for secondary resources, I used relevant journals and various publications of
UBL. Also, I have collected data from the NUB library, newspaper and the
Internet. Also, some of the published statistics by the Bangladesh Bank and
Intelligent Image Management Ltd.(UBL) has been used. There are some
secondary sources:
Annual Report of Intelligent Image Management Ltd.
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 Website of the Intelligent Image Management Ltd

Several books and periodicals related to the banking sector.
Bangladesh Bank Report
Different circular sent by the head office of Intelligent Image Management
Ltd.
Various documentary file of Intelligent Image Management Ltd.
Prior research report.

1.4.2: Data analysis:

In order to analyze gathered data, I have used statistical software like SPSS and
Microsoft Excel for Data analysis and presentations. The data have been presented
in graphs for better understanding and clarity.

1.4.3: Final format of the report:

The report is containing mainly two parts. The organizational part shall give the
idea about Uttara Bank historical background, different divisions, banking services
and branches. And the project part shall contain research part with two researches;
one is about the product or service and the other is the Loans and Advances of
Uttara Bank Limited, literature review and hypothesis development and lastly data
analysis part. There is also a segment where my point of view is expressed along
with some conclusions and recommendations to ensure their quality service.

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2.1: Welcome to the Intelligent Image Management Ltd.of Bangladesh....

IIMI has always been built on a team effort every person counts, every role
matters. IIMI is now a family with 3200+ full time dedicated staff members
working out of four different countries. We are thankful to all past and present
members, clients and partners who helped to make IIMI into an organization we
are today. Were proud to say that were friends and family, and well continue to
build a solid team and strive to give a better customer experience.

Our People
The clients needs always come first.
Our employees are our greatest asset in achieving this mission. More than 3200
employees make up the IIMI family, in addition to a pool of trained on-call
operators. Most of our staff members are cross-trained on multiple projects. This

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gives us the flexibility to ramp up quickly and accommodate fluctuating volume

without disruptions.
Every employee undergoes a thorough background check before hiring. Once
hired, employees go through a rigorous training program. We teach them our
processes, what clients expect from us, and the importance of our confidentiality,
quality, and reliability pledge.
Our people are committed to working at IIMI for the following five reasons:

Quality of co-workers
Integrity, ethical standards, and values
IIMI mission
Compensation and benefits
Work environment

2.1.3: Services include of Intelligent Image Management Ltd:

1) Data Conversion & Entry
Data conversion involves translating data from one format to another. It can range
from simple data entry to a complex process with extraction rules and elaborate
manual procedures.
IIMI offers high-quality, cost-effective solutions for your time-critical and costsensitive data entry and data conversion projects. We guarantee 99.999 percent

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accuracy, fast ramp up, and attractive pricing. We use the latest technologies and
adhere to the highest quality control standards.
Services include:

Online data entry

Offline data entry

OCR Clean up

Rebate processing

Catalog conversion

Book conversion

HTML conversion

XML conversion

SGML conversion

PDF conversion

CAD conversion

Data mining

Forms processing

Survey forms processing

Application processing

Indexing

Data cleansing

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Abstract creation
2) Equity Research and Financial BPO Services
IIMI offers equity research and Business Process Outsourcing (BPO) services to
the financial services industry. Our dedicated team of qualified finance personnel is
graduates of top universities with accounting and finance degrees, as well as
Chartered Accountants, CPAs, MBAs.
Your time is valuable
IIMIs equity research and financial BPO services can help free up your senior
analysts to concentrate on high-level analysis and spend more time talking to
CEOs and CFOs, instead of running numbers. We are well trained and experienced
to perform a variety of structured, repetitive financial analysis tasks, allowing you
to concentrate on producing better research and covering more companies.
Our equity research and financial BPO services clients include Watson Wyatt
Worldwide, a global leader in actuarial, pension, and compensation consulting
services and a leading equity research firm from Australia, providing incisive and
rigorous securities analysis to investment advisers throughout Australia and New
Zealand.

Services include:

Financial analysis

Equity and stock research

Stock coverage

Industry analysis

Financial modeling

research
qualitative analysis for buy-sell-hold recommendations
Accounting and bookkeeping from trial balances to financial statements

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Extracting financial, governance, and corporate social responsibility data

from unstructured reports and compiling into client-specific formats

3) Historical and Genealogical Documents

IIMI enjoys a strong reputation for superior quality hand-written data
conversion. This reputation stems from our expertise in historical document
conversion and our association with the genealogy industry, where most
source documents are handwritten.
Our historical data conversion services clients include ProQuest, IBM, the
Library of Congress, Hava s Interactive (Vivendi Universal Company),
Broderbund Software, and the American Genealogical Lending Library,
among others.
Genealogical data conversion
IIMI has performed data entry for eight historical U.S. Censuses, consisting
of more than 150 million names and covering census years 1790 to 1930. We
also converted Census data for Great Britain for 1841 and 1871. We have
been appointed to convert UK Census 1901 too. Finally, we digitized many
vital records and several non structured historical documents.
Hand-written data conversion
IIMI maintains a pool of skilled data-entry operators who are proficient in
reading both cursive and non-cursive hand-written data. These skills are
indispensable in capturing data from any hand-written source, including
credit card applications, rebate forms, surveys, etc.
4) Medical Claims and Prescription Processing

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 Security and confidentiality is of paramount importance in processing

private healthcare information. IIMI not only guarantees highly secure data
storage, we also have a company culture that emphasizes trust, honesty, and
integrity. The fact that industry-leading corporations and healthcare
providers trust us with their work underscores our dedication to protecting
data through robust security procedures and technology.
Our medical claims and prescriptions processing are two distinct service
lines. However, many commonalities exist because of the strict health data
security and privacy standards mandated by HIPPA legislation.

Medical claims processing

IIMI processes more than 150,000 medical insurance claims forms every
week. HCFA, UB 90, and dental forms comprise 90 percent of forms
processed. We offer both full key and OCR clean up, ensuring a 99.99
percent accuracy level through double-keying, and turnaround of 12-hours
or less. A highly security production environment ensures data
confidentiality and adherence to HIPPA standards.
Prescription processing project
IIMI processes between 200,000 and 250,000 medical prescriptions per
month, consisting mainly of hand-written doctors orders used to order
medicines from retail pharmacies. Our operators are trained by U.S. boardcertified pharmacists to recognize nearly 300 common drug names, calculate
dosages, offer less expensive generic drugs over brand names if allowed,
determine contraindications, etc. Our work is then vetted in the U.S. by
licensed pharmacists.

5) Title Search and Real Estate Centric Services

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IIMI provides real estate title searches, property tax research, mortgages, and other
real estate-related data services. Our client is a publicly traded company and one of
the largest real estate title insurance companies in the U.S.
Guaranteed 48-hour turnaround
Tasks involve research and analysis of real property information, mortgage
documents, property and tax records, etc. Process involves interfacing with various
county and city databases and cross referencing information with physical and
digital maps. IIMI has 500+ dedicated staff members in our real estate services
division, and we guarantee 48-hour turnaround.
IIM has been offering this service since 2001.

2.2.1: Vision of the UBL:

To be the most efficient bank of terms of customer service, profitability and
technology application.

2.2.2: Mission of the UBL:

Cost reduction through integration of technology at all levels.
Continuous improvement in its business policies and procedures.

2.2.3: Goal:
On delivery of quality service of all areas of banking activities with the aim to add
increased value to shareholders investments and offer the highest possible benefits
to the customers.
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2.2.4: Objective:
The main objective of Intelligent Image Management Ltd. Is to maximize the profit
through customer satisfaction which very much reflects the idea of fundamental
marketing concept. It has been pursuing to earn maximize profit by providing best
and improved customer service.
- To ensure high return on investment and with different products and
services.
- To remain as the market leader, diversification of business and the
automaton of banking operation.
- To play a significant role in the economic growth of this country.
- To strive for profit and sound growth.

Recruitment Procedure steps and actions

1. Identify workforce need
Has an established position become vacant, or is there a demonstrated need for a
new position?
Analyse and discuss your recruitment requirements with Human Resources,
considering:
o budget
o workforce establishment
o workforce plan
Get approval from the delegated authority to start recruitment process.
2. Review position description and classification
The hiring manager will need to:
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 clarify the type of position required; the proposed job classification and
salary; and the required skills, knowledge and behaviours
check the position title is in line with official position title guidelines
check the position description is up to date, including position
accountabilities, key selection criteria, qualifications, skills, knowledge and
behaviours
consider other requirements such as health and safety, web publishing and
mandatory checks (for example, Working with children or police checks)
decide on attraction, recruitment and selection methods, including any
targeted search activities for equity groups or specialised and difficult to
source skill sets
Decide on selection panel members and the extent of their activities for
example, will they be involved in initial applicant screening?
confirm the advertising budget available
3. Seek approval to appoint
The hiring manager should:
seek approval of the following through PageUp, the Universitys online
recruitment system:
o recruitment and advertising request
o justification/reason for recruitment
o cost centre details
o position number (if established position)
o updated position description
o selection methodology
o selection panel composition
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o advertising preferences
establish the selection panel and contact panel members to clarify their
responsibilities, involvement and meeting times
establish selection methodology and activities for example, interview
questions, case studies

4. Sourcing and advertising

At a minimum, the position should be advertised through the RMIT recruitment
website. As well, the hiring manager should consider any suitable redeployees.
The position can also be advertised through:
online websites
specialised websites (professional forums and associations)
print media (newspapers, magazines, journals)
agencies (general or Search)
referrals /word of mouth
5. Assess suitable redeployees
Assess suitable redeployees, and proceed in line with the redeployment
procedure.
6. Shortlist candidates
Shortlisting is a way to narrow the field of candidates to those you would like to
interview or assess.
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Shortlisting can be done by the:

Human Resources
hiring manager
selection panel
any combination of the above
The short list needs to be approved by the Chair of Panel (prior to interviews)
7. Conduct interviews and assessments
Liaise with Human Resources to coordinate at least one formal panel
interview. (This can include all panel members or be split over two
interviews.)
Contact Human Resources for advice on behavioural interview questions
Prepare and agree on the questions to be asked of all applicants through the
interview process.
Decide if any additional assessment methodology should be used for
example, assessment centres, role plays, presentations, case studies,
psychometric assessment.
During the interview, probe the applicant by asking the pre-arranged
questions linked to the selection criteria; also ask follow up questions to
determine suitability.
Academic appointments must meet the qualification requirements specified
in the Position Description in order to comply with the Tertiary Education
Quality and Standards Agency (TEQSA) Act 2011 and RMITsAppointment
of staff without Doctoral qualifications instruction. Should a preferred
candidate not meet these requirements, the above Appointment of staff
without Doctoral qualifications instruction is to be applied, making
reference to the Staff Qualification Equivalence Process.
8. Check references
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 The Human Resources or the panel chair will undertake reference checking
in line with the requirements of the role.
See step 11 for further checks.
9. Select preferred candidate
This will be the candidate who best meets the selection criteria.
10. Make a verbal offer
Obtain approval from the delegated authority to generate offer of
appointment
Extend a verbal offer of appointment to the preferred candidate once the
offer has been approved.
Note: The Chair must recommend professorial titles to the Vice-Chancellor
for approval.
11. Organise required checks
Human Resources will conduct the following verification checks where
appropriate:
Police checks
Working with Children checks
Sighting and verification of qualification
For TAFE Senior Management only check of RTO suspensions and
cancellations for past 3 years.
Note: Probation may be subject to the successful completion of these checks.
12. Contract offer and acceptance
Prepare the letter of offer.
Send the letter of offer to the preferred candidate.
Receive signed letter of offer from preferred candidate.
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 Ensure all relevant checks have been successfully completed.

Ensure all relocation arrangements are agreed (where relevant) and
processes are underway.
13. Contact unsuccessful applicants
After the successful candidate has accepted the contract the Human
Resources will advise all unsuccessful candidates via telephone or email.
14. Commence induction
The hiring manager will be notified that the staff member has signed the
contract and will be advised of the start date and induction and probation
provisions.
15. Commence probation period
If staff member is new to the University, continue induction process in line
with the induction and probation procedure.

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4.14: SWOTANALYSIS OF UTTARABANK LTD, MALIBAG BRANCH:

Strengths
1. The branch has a good number of loyal customers.
2. Old generation and Lower class people are highly satisfied with their services.
3. The interest rates and charges are comparatively lower than other competitors
bank.
4. The staffs of the branch are very friendly & help the customers in all cases.
They provide services along with bonding & personal relationship with the
customers.
5. Many customers have a misconception that the bank is government owned.
Weaknesses
1. Their banking system is not fully automation system.
2. The bank does not provide any promotional activities for customers.
3. Inadequate number of employee results customer dissatisfaction
4. The working system is also manual system.
5. Some of the PCs in this branch have very outdated hardware which is very slow
andaffects the customers and hence the performance of the bank as a whole
Opportunities
1. With small modification it can boost its profit.
2. The branch is situated in a dense area.
3 .Depositors can be increased through promotional activities.
4. Bangladesh is a developing country to satisfy the needs of the huge population, a
large amount of investment is required.
Threats

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1. Huge number of competitors in the market who are providing better and fast
services.
2. The problem of non-performing loans or default loans is very minimum or
insignificant. However, this problem may rise in the future thus; UBL has to
remain vigilant about this problem so that proactive strategies are taken to
minimize this problem.
3. New competitors are entering the market.
5.1: Findings & analysis:

People are becoming increasingly selective about who they work for CanI be
proud of the
company I work for?
Its a candidate tight market where there are more jobs than
candidatesand employees feel they are better infor med about what
the market is providing and employment conditions in competitor
companies to makecareer-shift judgements.
Salary is not the single most important factor. Employees are also lookingat
poor management and whether companies have innovative means
of rewarding people.
Highly undesirable turnover can cost companies significantly.
Who is hit? lower levels are the most vulnerable. Small companies
arebecoming increasingly vulnerable and departure of even one person
hitshard.
The Indian scene87% of the organizations feel attrition concerns acutely.60% of
the companies report increased employee turnover 52% of the employees also feel
retention as an issue
Exit interviews and employee satisfaction survey do help. These are
thetwo most commonly used methods used to find the cause of turnover.

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Major causes of employee turnover

Employers version
1)Growth opportunities2)Opportunity to work on new technology
3)Compensation4)Rewards and recognition5)Good work environment(open
culture)
Employeesversion
1)Compensation 2)Career advancement3)Jobchallenges4)Work life
balance5)Boss6)Education7)Health
Some of the constraints faced by many of the companies
inimplementation of retention strategies are:Coping with high salary expectations
and demands

RECOMMENDATIONS
To aid in retention, companies must look at valued employees place highlyand
attempt to meet these with the core values of the organization.
Invest efforts and money in becoming an employer of choice and
buildcompany branding to overcome retention dilemmas.
Companies need to continually invest to ensure that they are a step aheadand
know what competition is doing.
Be a peoples person
Provide an environment which assists in work life balance
Create an atmosphere where employees perceive the company as
beinginterested in partnering them in their career. An eg. Of work life
balancewould be providing financial support to learn one new non-work skill
everytwo years.
Both employees and employers are equally responsible for emplo
yeeretention. Senior executives can make this happen by discussing
bothcompany goals as well as employees ambitions.
This can be done by having an open communication across theorganization.
One of the most important tasks for any manager is hiring an
employee.Yet, very few are rained in this skill. Responsibility lies with
managementin hiring managers. Right hiring will ensure longer retention cycles.
34
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Look at retention linked performance bonuses for managers who are goodat
retaining their people.
Treat employees as you would treat valuable investments and ensure thatthey
have clear job roles, clear links to business needs and skills tosuccessfully perform
their roles is a must.
Employee satisfaction is the key to business success. Take care of
your people, they will atke care of your business.
Focus on three important things-Money, Culture, Career development.
Different strokes for different folks
-increase professionalism
-make appraisal as a robust process
-involve people in decision making
-ensure there is enough measurement of people satisfaction
-compensation
-increase organizational transparency
Enable Enlist Encourage1)Inculcate right leadership in your supervisors2)Enable
by empowering3)Enlist support4)Encourage from heart
Training1)Train and re-train2)Skill based training3)Training on new technology
Rewards and recognition1)Extrinsic salary benfits, promotions2)Intrinsic
motivation
apture the heart1)Open up communication2)Create a sense of
belongingness3)Drive learning4)Emancipate action

6.1: Conclusion:
Banking sector of Bangladesh consists of several nationalized and Private Bank
.They are doing their activities and highly contribute to the national economy.
Among them Intelligent Image Management Ltd.also makes significant
contribution to the economy. They are performing their activities, as a result not
only the bank but also the economy is benefited.
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REFERENCES

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Website references:

BIBLIOGRAPHY
A . I n t e r n e t s i t e s www.indiainfoline.comwww.atosorigin.comwww.ravetech.com B . P u b l i c a t i o n s Business TodayHuman capital
C . R e p o r t s Mc. Kinsey Report on retentionAIMA study on retention
D . B o o k s Employee rewards

http://www.scribd.com/doc/21439086/HRM-in-IT-Sector#scribd

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