MGT 351

SEC: 8
Human Resource Management

Final Project
ANALYSIS OF HRM
ACTIVITIES OF

THE CITY BANK

LIMITED

DATE OF SUBMISSION: 15th APRIL 2018

I
 PREPARED BY:

NAME ID
Sabrina Ameen 17-99913-1
Md. Ahsanuzzaman 17-90346-3
Nayeem, Neamul Hossain 17-90320-3
Khan, Asif Mahmud 17-90309-3

SUBMITTED TO:
Abdul Kader Nazmul
Faculty of Masters of Business Administration
American International University

II
 Letter of Transmittal
15th April, 2018
To
Abdul Kader Nazmul
Course Instructor
Masters of Business Administration
American International University

Subject: Submission of report on “Training and development of City Bank

Limited”

Sir,
With due respect, we the undersigned student of MBA, HRM course section- B, have
reported on “Training and Development of City Bank Limited”, one of the renowned
commercial bank of our country.

Though we are in the learning curve, this report has enabled us to gain insight into the
core fact of how training and development. So, it becomes an extremely challenging
and interesting experience. Thank you for your supportive guidance and consideration
for formulating ideas and lessons in the class. Without your inspiration and guidance,
this report would have been an incomplete one.

Lastly, I would be thankful once again if you please give your judicious advice on the
effort.

Sincerely,

Sabrina Ameen

Asif Mahmud Khan

Neamul Hossain Nayeem

Md. Ahsanuzzaman

III
 Table of Contents

1. Introduction ......................................................................................................................... 1

2. History and Background: .................................................................................................... 1

3. Products and Services ......................................................................................................... 3

4. Types of people hired as employees and their educational qualifications, skills and
experiences. ......................................................................................................................... 5

5. Recruitment Process............................................................................................................ 6

6. Selection Process ................................................................................................................ 6

7. Master Plan of HR: Program Framework ........................................................................... 7

8. Orientation and Training Plan............................................................................................. 8

9. Business Awareness, Functional Training and Devlopment ........................................................... 8

10. Compensation provided to the new employees ................................................................ 11

11. Strengths and weaknesses of recruitment, selection, induction/orientation and training

process............................................................................................................................... 11

12. Scope of the Report ...................................................................................................................... 13

13. Survay findings and Analysis ........................................................................................................ 14

14. Limitation of the study ...................................................................................................... 19

15. Methodology ................................................................................................................................. 19

16. Recommendations ............................................................................................................. 19

17. Conclusion ........................................................................................................................ 20

18. References ..................................................................................................................................... 21

19. Appendix ........................................................................................................................... 22

IV
Introduction

The City Bank Limited is one of the largest private banks in Bangladesh. It has been
operating in Bangladesh for many years now thanks to its efficient employees. This
paper analyzes the human resource management (HRM) activities of City Bank. It
looks into the recruitment, selection, training, compensation policies of City Bank and
provides guidelines on how they can be improved if needed to make sure City Bank
reaches new heights. Since people are the main asset of the bank without whom the
bank won’t run, it is important that the right people are hired and that they are
compensated fairly for smooth running of operations. The right employees will ensure
an efficient banking service to clients.

History and Background:

City bank is one of the oldest private Commercial Banks operating in Bangladesh. It
is a top bank among the oldest five Commercial Banks in the country which started
their operations in 1983. The Bank started its journey on 27th March 1983 through
opening its first branch at B. B. Avenue Branch in the capital, Dhaka city. It was the
visionary entrepreneurship of around 13 local businessmen who braved the immense
uncertainties and risks with courage and zeal that made the establishment & forward
march of the bank possible. Those sponsor directors commenced the journey with
only Taka 3.4 crore worth of Capital, which now is a respectable Taka 330.77 crore as
capital & reserve.

City bank is among the very few local banks which do not follow the traditional,
decentralized, geographically managed, branch based business or profit model.
Instead the bank manages its business and operation vertically from the head office
through 5 distinct Units namely

a) Business Unit
b) Branch Banking
c) Risk Unit

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d) Operation Unit
e) Support

Under real-time online banking platform, these 5 distinct Units are supported at the
back by a robust service delivery or operations setup and also a smart IT Backbone.
Such centralized business segment based business & operating model ensure
specialized treatment and services to the bank's different customer segments.

City bank is the first bank in Bangladesh to have issued Dual Currency Credit Card.
The bank is a principal member of VISA international and it issues both Local
Currency (Taka) & Foreign Currency (US Dollar) card limits in a single plastic. VISA
Debit Card is another popular product which the bank is pushing hard in order to ease
out the queues at the branch created by its astounding base of some 400,000 retail
customers. The launch of VISA Prepaid Card for the travel sector is currently
underway.

A couple of years ago, CBL took an ambitious objective of becoming the number one
private commercial bank in Bangladesh. In order to achieve this goal, CBL is going
through a massive restructuring process. In its 25thAnniversary, CBL has come up
with a new dynamic brand logo and tagline. The company is expanding very fast with
the recruitment and training of highly potential employees, automation of the daily
operations and improvisation of its service quality policies.

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Currently the bank has 92 online branches and 1 SME service centers and 11
SME/Agri branches spread across the length & breadth of the country that include a
full fledged Islami Banking branch. Besides these traditional delivery points, the bank
is also very active in the alternative delivery area. It currently has 213 ATMs of its
own; and ATM sharing arrangement with partner banks that has more than 1150
ATMs in place; SMS Banking; Interest Banking and so on. It already started its
Customer Call Center operation.

Vision of CBL:
Vision of City Bank is to be the leading bank in the country with best practices and
highest social commitment.
Mission of CBL:

 To contribute to the socioeconomic development of the country

 To attain highest level of customer satisfaction through extension of services
by dedicated and motivated team professionals
 To maintain continuous growth of market share ensuring quality
 To maximize bank’s profit ensuring its steady growth
 To maintain the high moral and ethical standards
 To ensure participative management system and empowerment of human
resources
 To nurture an enabling environment where innovativeness and performance is
rewarded.

Products and Services

City Bank’s offered products/accounts are:

Current Account: Meets the needs of individual and commercial customers. Anyone
aged 18 years or above and having adequate capital can open a current account.

Savings Account: City Savings is a sound savings for retail customer. They give the
major facilities and services to customers through 102 branches allover in Bangladesh
with their skilled manpower. Interest rate is 4% (half yearly). Anyone above 18 years
of age and having adequate capital can open a savings account.

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City Savings Delight: City bank introduces “City Savings Delight”- a new premium
savings account that gives up to 8% interest on savings. Savings can also be
maximized with amazing privileges from City Maxx American Express Card. Interest
will be calculated on daily closing balance and credited to your account quarterly
basis. Anyone above 18 years of age and having minimum required capital can open a
City Savings Delight account.

City Onayash: It is a unique kind of savings account which calculates interest on

daily balance and pays interest every month. It is a major departure from the
conventional savings account available in the market. All such accounts calculate
interest on the average or lowest balance of the month, while City Onayash does on
daily product basis. Not only that, while those conventional savings accounts pays
interest only twice a year - in December and June - City Onayash pays it every month.
Anyone above 18 years of age and having minimum required capital can open a City
Onyash account.

Fixed Deposit: Interest Rates are, 3 months- 6.75%, 6 months- 9.25%, 1 yr- 9.5%.
Anyone above 18 years of age and having minimum required capital can open a fixed
deposit account.

City Bank’s offered services are:

City Foreign Remittance: The city Bank's Foreign Remittance unit meets growing
customer needs for fast, secure & easy money transfers to an extensive range of
destinations. Being a committed bank to its customers, the bank goes to all the lengths
to remit their customers hard earned money safely to their loved ones.

City I-Bank: this service offer features, such as-

view account summery
view account detail
print statement
check book inquiry
view standing instruction.

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City Muldhan: SME banking in Bangladesh mostly requires active financial/
banking support for their business to grow. To create these types of needs of different
trade related business, very soon the bank is going to introduce a complete tailor-
made package which surely meets the specific financial needs and services of the
business groups.

City Sheba: This sheba service positively satisfy different business-related needs of
the clients involve in different service sector.

City Shulov: This is a unique product facilitate concerned engaged in manufacturing

business. It will facilitate diversified needs to different manufacturing concerns.

City Wallet: It’s a first mobile banking application that has all the facilities in the
handset menu option. If anyone has JAVA enable cell phone with internet access,
they no longer need to type to get sms banking. Rather they will go to the menu
option to get the services always.

SME Centre: Other than all the services, city bank is also providing its SME service
to the many places of Dhaka like Jatrabari, Saver, Lohagora etc.

Types of people hired as employees and their educational

qualifications, skills and experiences.

Dessler (2011) said, “Human resource management is the process of acquiring,

training, appraising, and compensating employees, and of attending to their labor
relations, health and safety, and fairness concerns.” City bank runs a strong human
resource department which looks after all its staffing needs.
The organization does not look for any previous job experience in the candidates. Yet
if any candidate possesses any, it is counted as an extra point. the organization expect
the candidate to possess certain competencies like: leadership ability, analytical, good
problem-solving skill: going to the core of a problem and find best solution. Good
communication skill.

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Academic Qualification: preferably CGPA 3.5, yet candidate having minimum
CGPA 3 can apply.

Recruitment Process

From the long-term plan, through analysis and forecasting the organization finds out the
possible upcoming vacancy. And post in house news. Beside also posts add on print media,
company website and online job sites like: www.bdjobs.com and www.jobsa1.com
Candidates’ fills up the form, attach their Resume, and answer few subjective questions (if
there is any). For top officials, the company prefers in house references. Also job circular
which the HR department maintains. *job circular: looking for potential candidate in house:
from other branch.

Selection Process

After the applicants pass through the 1st stage screening, the company calls the eligible
candidates to attend the further selection process.

Selection tools:
 Aptitude test: candidates need to attend aptitude examinations, conducted by the IBA
faculty members. The subject area in the examination includes: English, Mathematics,
Analytical case, General knowledge. The paper is checked and graded by the faculty
members, and grade sheet is sent to the City bank. Next, the city bank calls the
candidates who have passed the aptitude exam.

 Assessment center: divided in 3 phase

 Phase 1: case solving with a 6 member FGD (focus group discussion)

 Phase 2: Role-play; all the 6 members are individually assigned with a common
organizational problem (case). All the 6 members/ candidates acts in front of a judge
panel to show how they take control of the situation, and their perspective on that
particular incident. e.g., “an old employee decides to quit, because s/he is

6
 dissatisfied with the company, through in conversation, how would you change
his/her mind and make him/her stay”
 Phase 3: individual presentation on a case study, on flip chart in front of a judge
panel

 Interview: If the candidates score a remarkable grade in above selection tests, the
company calls the candidate for a final interview with the CEO, MD, DMD of the
company. Based on the final interview the company sends an offer letter with a flower
bouquet, welcoming the selected candidate. If the candidate agrees to sign the offer
letter, s/he needs to go for a further medical test. And then get ready for the Orientation
day.

Master Plan of HR: Program Framework

Orientation & On-the-job

Recruitment
Attachment Training

Training & Performance

Development Management

 Recruit potential talents through state of the art assessment center

 12 months training and development program, in different functions- wholesale
banking, Branch Banking, Commercial Banking, Trade Services, Operations,
Cards, CRM RM, Credit & Collections, SAMD and Finance
 Successful completion of the program ensure employees placement depending on
the Performance.
 Current System integration- Training & Development, performance Management,
Succession Planning.

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Orientation and Training Plan

Objective of the orientation plan are to:

 Discover the core knowledge about the City Bank, its objectives, its products and
services and the market
 Understand employees’ role in the organization, and the performance standards
expected out of them.
 Develop a network of useful contacts
 Adopt positive work attitude and behaviors, reflecting a real commitment toward
the City Bank
 Provide bridge between the academia and the world of work by enabling faster
integration and contribution to the business
 Confirm to the employees that they have made the right choice
 Increase EMPLOYEES’s motivation and their understanding of what is expected
of them.

Foundation Program
The City Bank will conduct this program to help employees and other employees to
gain the banking knowledge. The program has been designed in two different phases
to guide them understanding the Banking Structure. Under phase one the employees
will have the opportunity to learn the basic banking system & fundamentals of general
baking and the phase two is mainly focused to comprehensive learning on exposition
on banking, financial and commercial laws of the country and the ways they influence
the banking laws and practices, handling loan & advances, and rules, regulations,
procedures and techniques of foreign exchange business.

Business awareness, Functional Training and Development

The newly hired employees are considered as high potential talents. High Potential
individuals are people who should demonstrate particular abilities that fall into three
categories:

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 1. Learning ability
2. Strategic ability
3. Emotional ability
The block attachments are real life opportunities to develop the three types of
abilities, but more importantly to demonstrate the potential across the three categories.
Need for cross functional knowledge and skills
Functional development acquiring technical competencies are the core elements of the
development program. Whilst the critical aim of the EMPLOYEES program is to
develop the trainees as Generalist Leaders; cross functional knowledge and skills of a
base level shall play a crucial role to strive for excellence.

How to gain business awareness and functional knowledge- The block attachments
The block attachments aim to:
 Offer depth of experience in a particular division
 Develop key business awareness and functional competencies
 Nurture the leadership capabilities that the bank values
 Address employees’ specific needs
 Promote the development of relationships with all divisions
 Help employee to realize the right career path
The block attachment plan has been prepared around the core technical competencies
with a particular function which a trainee must experience in order to gain the
necessary breadth of functional exposure and business awareness. It is expected are
the end of the program the trainee will acquire the required level of core technical
competencies of all functions.
The block attachments are intended to provide the employees with real job
experiences in different divisions of the business.

Leadership and Skill Development and Training

The two main delivery mechanisms for the development of leadership competencies
are:
 On-the-job experience during block attachments
 Formal trainings
 Substitute Training

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 On-the-job Experience
As employee is appraised using the performance management system, he needs as
many opportunities as possible to develop and display leadership competencies. On
the job activities will provide the opportunity to develop leadership competencies.
The block attachment plan will enable the assignment managers and coach to
highlight the key leadership competencies that the trainee has developed by carrying
out the on the job activities during block attachment. The observations are recorded
and will feed in to the performance review.

Formal training
Formal training are offered on the following areas to nurture development for all
general employees, and sometimes to build them more efficient, the bank provide
institutional functional training department wise, that are mandatory order by
Bangladesh bank.
 Communication
 Leadership
 Teambuilding
 Functional training

Substitute training:
Substitute training are offered for the higher management employees to groom their
leadership and planning skills.

Performance Appraisal
The objective of the performance appraisal is to understand your learning and
capabilities against the expected standard.

As soon as an attachment period comes to an end, the employees will write down the
outcomes against respective critical success factor & key performances indicator and
submit to the Assignment Manager of that block. The Manager and the Coach will
rate the performance as per following rating scale:

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 Rating – Exceed (1): Results for the period were outstanding. The employees
consistently and clearly exceeded CSFs and KPIs.
 Rating – Succeed (2): the level of performance expected from aemployees fully
qualified to carry out all key activities of the job to the required standard.
 Rating – Need Improvement (3): several key personal did not match expected
levels of performance.

Subsequently, the coach and the Assignment Manager will convey the rating to the
employees along with feedback on the performance. Employee’s strength and
weakness in leadership & functional competencies will also be shared in the session.
Employees will also get an opportunity to receive guidance on how to improve their
performance and build on their competencies. The performance Evaluation form will
be recorded and signed off by all three parties.

Compensation provided to the new employees

For the 1st year, the Basic salary for the employees is BDT 40,000. Other than that, an
employee does not get any other benefits, or any performance-based incentives. However,
after a year, when the placement of the new employee is secured, the basic salary is
expected to increase.

N.B: benefits, incentives are subject to change, depending on the branch location, and
posting

Strengths and weaknesses of the City Bank: Recruitment, selection,

induction/orientation and training & development process

STRENGTHS
Recruitment
 Experience not necessary to apply, but applicants must have decent academic
achievements.
 Potential applicants are well informed of job positions via both printed media,
in house and online methods.

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Selection
 Aptitude tests conducted by IBA faculties, who are very capable of evaluating
such things.
 Aptitude tests conducted by external party means tests are not biased.
 State-of-the-art assessment center further helps in narrowing down the
candidates via role plays, presentation and focus group case studies.
 Final interview done by top candidates who know what type of candidates are
required for the post.

Induction/Orientation
 Tries to provide a good first impression for the new employees.
 Instills core knowledge about the City Bank, its objectives, its products and
services and the market.
 Helps develop relations with current employees.
 Provides an idea of how academic life is different from organizational
workplace.
 Confirm to the EMPLOYEESs that they have made the right choice
 Attempts to motivate employee from the first day.

Training Process
 Rigorous 12 month training process
 Involves on-the-job training, training and development and finally
performance management.
 Training conducted in parts by program coach, assignment manager, a mentor
and also the HR department.
 A thorough foundation program helps employees understand basic banking
knowledge, commercial laws, information on handling loans and regulations
and techniques of foreign banking business.
 Leadership development program which involves coaching and project work.
 Comprehensive and decisive performance appraisal at the end of the program.

WEAKNESSES
Recruitment
 Less focus on extracurricular activities, more focus on CGPA.

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  Application forms have to be filled out on paper i.e. no online application
forms.
 In-house candidates given preference.

Selection

 Assessment center could be improved including management games, action

learning and behavior modeling.
 HR department involved in training process but does not have final say in
selecting candidates.
 Aptitude tests set-up by IBA faculties who have no real connection to the
bank’s operations and thus the results of the test may not necessarily reflect
the best candidates for the particular bank.

Orientation/Induction
 Orientation program is very comprehensive and may be too much to take for a
new employee.

Training Process
 Training process lasts for a whole year, which is costly for the firm especially
if it experiences high turnover.
 Too many people involved in the training process may lead to conflict of
information and orders.
 Does not have much online or computer simulate training programs.
 Performance appraisal does not make a connection to the employees’ efforts
and his/her career path.

Scope of the report:

For this report, we have interviewed Associate Manager, learning and development
brunch of HR division of City Bank. Based on his interview, we have analyzed and
described about City Bank.

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Without interviewing him, we also did a survey on the general employees of the City
Bank. We surveyed on 50 different employees of different department and our
findings are described below.

Survey findings and analysis:

For survey, keeping the employees name anonymous, we made a questionnaire to

know what their evaluation on City Bank’s orientation, training and development
program are. The survey result is described below.

Questions for Employees

1. Are employees satisfied the way Higher Management planned to trained and
developed?
 Strongly 10
13 (26%)  Dissatisfied 8 (16%)  Mutual
Satisfied (20%)
 Satisfied 14 (28%)  Strongly Dissatisfied 5 (10%)

Are employees satisfied the way Higher Management planned to trained and
developed?
16% 10%
26%

20% 28%
Strongly Satisfied Satisfied Mutual Dissatisfied Strongly Dissatisfied
Analysis: From the data analysis majority of employees 14 (28%) said they are
satisfied with the way of Higher Management planned to trained and developed and
lowest number of employees 5 (10%) said they are Strongly Dissatisfied with the way
of Higher Management planned to trained and developed.
Opinion: We can see that majority of employees satisfied with the higher
management training and development process. So City Bank should focus on
maintain this satisfaction level.

2. Are employees satisfied with the behavior of Higher Management towards them?
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  Strongly Satisfied 12 (24%)  Dissatisfied 7 (14%)  Mutual 9 (18%)
 Satisfied 15 (30%)  Strongly Dissatisfied 7 (14%)

Are employees satisfied with the behavior of Higher Management towards

them?
Strongly Satisfied
14% 24%
Satisfied
14% Mutual
Dissatisfied
18% 30% Strongly Dissatisfied

Analysis: From the data analysis majority of employees 15 (30%) said they are
satisfied with the behavior of Higher Management towards them and both lowest
number of employees 7 (14%) each said they are Dissatisfied &Strongly Dissatisfied
with way of Higher Management planned to trained and developed.
Opinion: We can see that majority of employees satisfied with the higher
management behavior. So City Bank should focus on to maintain this internal
relationship.

3. Does the Higher Management evaluate their employees in a right way based on
their performances?
 Strongly  Agree 16  Mutual
6 (12%) 9 (18%)
Disagree (32%)
 Disagree  Strongly 11
8 (16%)
Agree (22%)

Does the Higher Management evaluate their employees in a right

way based on their performances?

22% 12%
Strongly Disagree
16% Disagree
32% Mutual
18% Agree

Analysis: From the data analysis majority of employees 16 (32%) said they are agree
that the Higher Management evaluate their employees in a right way based on their

15
performances and lowest number of employees 6 (12%) said they are Disagree on the
statement of the Higher Management evaluate their employees in a right way based
on their performances.
Opinion: We can see that majority of employees agree that City Bank evaluate their
performance in a right way. So As a part of training and development process City
Bank should always evaluate their employees performance in a right way properly.

4. Do you think Higher Management take immediate actions to solve any kind of
critical situation they face regarding training and development program?
 Strongly 7  Agree 15 (30%)  Mutual 10 (20%)
Disagree (14%)

 Disagree 6  Strongly Agree 12 (24%)

(12%)

Do you think Higher Management take immediate actions to solve any

kind of critical situation they face regarding training and development
program?
14% Strongly Disagree
Disagree
24% 12% Mutual
30% 20% Agree
Strongly agree

Analysis: From the data analysis majority of employees 15 (30%) said they are agree
that they think Higher Management take immediate actions to solve any kind of
critical situation they face regarding training and development program performances
and lowest number of employees 6 (12%) said they are Disagree that they think
Higher Management take immediate actions to solve any kind of critical situation they
face regarding training and development program performances.
Opinion: this Data tells us that City Bank always prepared to solve any kind of
situation whether that situation critical or not. Majority of the employees also think
that &agreed.

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5. What are the reasons do you think behind employee conflicts or inner political
situations in your organization?
 Nepotism 12  Improper Performance 7 (14%)  Others 6 (12%)
(24%) Evaluation
 Govt. 9  Employee Referrals 16 (32%)
Influence (18%)

What are the reasons do you think behind employee conflicts or inner
political situations in your organization?
12% Nepotism
14% Govt. Influence
24%
Employee Referrals
32% Improper Performance Evaluation
18%
Others

Analysis: Majority of employees thought Employee Referrals 16 (32%) major reason

behind employee conflicts or inner political situations within the organization and
lowest people 6 (12%) thought there could be other reason behind employee conflicts
or inner political situations within the organization.
Opinion: There could be some reason for employee conflict and those are; Nepotism,
Government influence, Employee referrals, Improper Performance evaluation,
&others. From this data it shows that majority of employees of City Bank are against
on internal or external referrals.

6. What kind of solutions do you think Higher Management should take to solve
employee conflicts or inner political situations in your organization?
 Ban any kind of Politics 10  Keep update of employee regular 7 (14%)
inside the organization (20%) performance
 Properly evaluate employees 16  Apply Rewarding system according 12
performance (32%) to employees’ performance (24%)
 Others 5 (10%)

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 What kind of solutions do you think Higher Management should take to solve
employee conflicts or inner political situations in your organization?
10% Ban any kind of Politics inside the organization

20% Properly evaluate employees performance

14%
Apply Rewarding system according to employees performance
24% 32%
Keep update of employee regular performance

Others

Analysis: Majority of employees 16 (32%) said that properly evaluate employees

performance could be the best solutions that Higher Management should take to solve
employee conflicts or inner political situations within the organization. 5 (10%)
employees thought Higher Management should take other different kind of solutions
Higher Management should take to solve employee conflicts or inner political
situations within the organization.
Opinion: This Data Shows majority of employees demands properly employee
performance evaluation that could be the best solution to solve any kind of internal
organization problem.

7. Do you think Higher Management need to improve their training & development
process?
 Strongly 8 (16%)  Agree 14 (28%)  Mutual 10 (20%)
Disagree
 Disagree 9 (18%)  Strongly Agree 9 (18%)

Do you think Higher Management need to improve their training &

development process?

Strongly Disagree Disagree Mutual Agree Strongly agree

18% 16%

18%
28%
20%

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Analysis: From the data analysis we can saw that majority of employees 14 (28%)
said they are agree that they think Higher Management need to improve their training
& development process and lowest number of employees 8 (16%) said they are
Strongly Disagree to think that Higher Management need to improve their training &
development process.
Opinion: Though City Bank employee satisfied with the training and development
process of City Band majority of employees agree on more improvementin improving
training and development process.

Limitation of the study:

For this report, we got 1 month of time which was insufficient to manage a meeting
schedule to interview the HR manager of The City Bank from their busy schedule and
survey 50 people, thus finishing the report as well.

Methodology:

Primary data: Our primary sources was the information by interviewing the manager
and surveying 50 general employees from different employees of The City Bank Ltd.
Secondary Data: Our secondary data was City Bank’s official website, online
journals and reports, our course text book, notes etc.

Recommendations

City Bank can start taking more online applications when looking for applicants. This
will save a lot of time and screen out some unwanted candidates from the very
beginning. When recruiting, City Bank should focus on extracurricular activities of
the potential employees. This will give them the understanding of the holistic abilities
of the individual and help them better screen applicants. After an applicant is selected,
instead of having a large orientation program for them they can be taught a few basic
things and immediately start working. Further learning can take place on the job.
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However, for this to work effectively quality applicants must be selected during
recruitment. This requires the HR department to be more efficient. They should use
only the best aptitude tests. Limiting the number of recruitments every year or period
would ensure quality recruitment and only the best applicants would be selected.
Moreover, the HR department should play a more active role in both the selection and
post selection process. They should advise every level of management on how to deal
with various HRM related issues. There should also be a more in-depth assessment
center. Activities like management games, in-basket, etc should be used to find out
the best talents for the bank. The performance appraisal system can also be improved
and feedback provided to the employee on how he or she must maintain or improve
his or her performance and what must be done to move up the ranks. Also, the overall
training time can be slightly compacted to save time and money, but not at the
expense of a major decline in quality training. Furthermore, technology can be used
more efficiently for all kinds of human resource related activities of City Bank.
Online and computer training should be given to the employees more rigorously.

Conclusion

One cannot deny the success that City Bank has achieved so far in Bangladesh.
Taking capital and reserve value from $3 crore to $330 crore is no ordinary task.
Although the bank does not have a full-fledged HR system, it does not take out the
‘human factor’ out of their success. Following a different centralized business route
compared to other decentralized banks, it has shown that its risks do bear results.
Although one might question City Bank’s weakness when it comes to online
recruitment and heavy emphasis on academics, the HR department still managed to
employ some diligent people who work towards their career plan and simultaneously
manage to work for the company’s interests and company’s strategic goals. With only
minor tweaks and changes towards its human resource system, City Bank can
improve even further, moving towards being not only one of the oldest but one of the
best private banks in Bangladesh.

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References

Dessler, G. 2011. Human Resource Management. 12th ed. New Jersey: Pearson
Education, Prentice Hall.

Thecitybank.com. 2014. City Bank Limited. [online] Available at:

http://www.thecitybank.com/ [Accessed: 14 Apr 2014].

Thecitybank.com. 2014. City Bank :: Career. [online] Available at:

http://thecitybank.com/career [Accessed: 14 Apr 2014].

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Appendix

Questions for HR Head

1. What is their HR motive?

2. What is their primary skill requirement to hire an employee?
3. What are their planning and strategies department wise?
4. How do they execute the plans department wise?
5. How do they observe each and every employee and plan for their training and
development program accordingly?
6. What are the factors they consider while making training and development
strategies?
7. What are the factors they consider while planning for training and development?
8. How do they evaluate their employees’ performance and development?
9. How do they solve employee conflicts or inner political situations?
10. How are they evaluated based on their performances?
11. What sort of critical situation they face regarding training and development
program?
12. How the bank plan for future training and development program with rapid
change of globalization, technology and competition?
13. Who and how do they plan to fix those problems and situations?
14. What kind of safely measure or solutions they take to avoid future critical
situations and problems?
15. Are they improving and motivated to work for the organization in future?

Questions for Employees

1. Are employees satisfied the way Higher Management planned to trained and
developed?
2. Are employees satisfied with the behavior of Higher Management towards them?
3. Does the Higher Management evaluated their employees in a right way based on
their performances?
4. Do you think Higher Management take immediate actions to solve any kind of
critical situation they face regarding training and development program?
5. What are the reasons do you think behind employee conflicts or inner political
situations in your organization?
6. What kind of solutions do you think Higher Management should take to solve
employee conflicts or inner political situations in your organization?
7. Do you think Higher Management need to improve their training & development
process?

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