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The basic tenet for Human Resource Management and Development
(HRM/D) is that the people working in an organization are its greatest
asset for achieving objectives. HRM is a coherent and holistic approach
to the management of people that requires and develops
organizational structures and systems, individual attitudes and
behavior. Commonly, HRD refers to 'training' or development of skills
and is regarded as part of HRM. Other principle elements ascribed to
HRM may be; recruitment, induction, performance management,
career development, reward and recognition.

Training & Development refers to a planned effort by an organization

to facilitate employees’ learning of job-related competencies. These
competencies include knowledge, skills, or behaviors that are critical to
job performance. The goal of training is for employees to master the
knowledge, skills, and behaviors emphasized in training programs and
to apply them to their day-to-day activities.

Overview of HABIB BANK LTD

To be recognized as the leading financial institution of Pakistan and a
dynamic international bank in the emerging markets, providing our
customers with a premium set of innovative products and services, and
granting superior value to our stakeholders – shareholders, customers and

The Organization
Member of management committee

Business Groups
 Commercial banking
 Corporate Investment & Banking Group (CIBG)
 Global Treasury Group (GTG)
 International & Overseas Banking Groups (IOBG)
 Retail Banking Groups (RBG)

Support Groups
 Asset Remedial Management Group (ARMG)
 Audit, BRR & Investigation Group (ABIG)
 Credit policy Group (CPG)
 Financial control, Global Operation & Information
Technology Groups

To be the dominant financial institution in Pakistan and a leading international bank in
the emerging markets by providing a premier set of innovative products and services to
our target markets, an providing superior value to our stakeholders – shareholders,
customers and employees.

HBL is firmly grounded with a corporate philosophy that incorporates five solid values
which each individual associated with the bank abides by.

We encourage a culture of mutual respect and treat both our team members and
customers with humility and care.

For us, integrity means a synergic approach towards abiding our core values. United with
the force of shared values and integrity, we form a network of a well-integrated team.

At every level, from selection to advancement, we have designed a consistent system of
human resource practices, based on objective criteria throughout all the layers of the
organization. We are, therefore, able to achieve a specific level of performance at every
layer of the organization.

Our team strives to become a cohesive and unified force, to offer you, the customer, a
level of service beyond your expectations. This force is derived from participative and
collective endeavors, a common set of goals and a spirit to share the glory and the
strength to face failures together.

We aim to be proactively responsive to new ideas, and to respect and reward the agents,
leaders and creators of change

Social Commitment
The Public Relation Division of HBL maintains effective rapport with the
general public by communicating the policies and schemes of the bank
through press and electronic media. Besides maintaining close relationship
with journalists & advertising agencies, the Division also receives the
visiting dignitaries and delegations from abroad.

HBL believes in serving the nation and building the country strong. We
are always at the forefront to support noble causes and promote the social
& cultural activities in the country. The Public Relation Division of HBL
sponsors various social, cultural and sports events to generate healthy
activities in the society. It also organizes religious programs to uphold the
religious tradition of our people. The Division represents the bank at
important forums to exchange views on national & international issues
with various organizations to-boost-the-intellectual-activities.
Following are some of the major events sponsored by the bank in the
recent past that demonstrates its commitment to the society & its desire to
remain at the forefront to push forward the national cause.

Related to HRM
HBL is an organization that provides opportunities for its staff to have a challenging and
rewarding long-term career. To this end the Human Resource Group (HRG) encourages
and motivates its employees to excel in the responsibility that they have in the
organization. We believe that creativity and innovation comes from talent, knowledge
and experience and it is our endeavor to provide and maintain an environment which not
only nourishes these strengths but also provides opportunities for the staff to have a
career which has multidimensional growth opportunities.

In doing so, HRG has been restructuring and redesigning the overall structure of the
organization, which includes rationalization, cutting down the decision layers,
improvement in staff training and hiring professionals and MBAs at entry-level

The overall direction of HRG has been towards nurturing the strengths of the human
capital to its maximum with a defining principal to help create a progressive environment
and sustain a thorough commitment of our staff towards focused customer service.

HRG therefore recognizes the need to proactively invest in staff training and develop
courses on a regular basis. Under the umbrella of our Management and Organization
Development Division (MODD) our Management Development Institute (MDI) with its
three fully equipped chapters at Karachi, Lahore & Islamabad regularly conducts and
outsource technical and personal development courses for our all level of staff enabling
them to meet the challenges of the ever-changing business requirements and customer
needs. During 2003, 529 courses, workshops, skill development clinics and seminars in
the disciplines of Service & Attitude, Market Research & Selling, Management &
Communication, Credit & Finance, I.T. & e-Banking, Treasury & Trade Finance, Global/
Domestic Banking Operations and on other diverse subjects were conducted by In / Ex-
House professionally skilled, qualified and certified faculty and industry experts for
10233 people of senior / middle line management & staff carving 1334 days training
days. There is no budget limit for Training and Education at Habib Bank.

HR Aims
HR Group aims to maintain and further improve the service-oriented culture and to make
employment not only satisfying but also enjoyable.


Components of an Objective
The beginning point for any planning and appraisal system is having an objective,
knowing where one wants to end up, what the outcome will be. Conveniently, criteria for
a well-written objective is easily remembered by its initials.

As objective is:






HBL steps of
Development Opportunities
 Job rotation
 Special project assignment – own function
 Special project assignment – different function
 Task force assignment
 Stand in coverage (Vacation, illness, other)
 Skills training – formal classroom
 Skills training – self study
 University course
 Opportunities to make presentations
 Stand in for your manager in selected meetings
 Home study courses
 Informal study courses
 Planned reading in specialized fields – technical, journals
 In-house management training courses
 Attendance at selected seminars, lectures, workshops, conferences
 Active participation in community and civic organizations, affairs, etc

 Monotonous, bored, de-motivated and depressed
 Without Feeling
 Indifferent attitude
 Without emotions, interest, passion and excitement
 Trying to get rod of customers by avoiding their needs or problems.
 Promises without any intension to fulfill.
 Not listing properly, not paying attention
 To be rude to customers
 Unfriendliness
 Posing to be better, clever or wise than customers
 Talking without humanity
 Concerning customers
 Treating every customer alike with put a trace of warmth or individuality.
 Routine delivery.
 Putting organizational rules above customer satisfaction
 Question your rules if they don’t serve customers
 Involvement of many people
 Bouncing between departments
 Lack of training
 Lack of new development tools

Development Questionnaire
Questions to help determine what to do
Yes No Suggested Solutions
when performance is off target
Does the assessee know what to do?
 Do standards exist? Set and communicate realistic
 Are the realistic? standards of performance
 Are they known?
Train the assesse through
Does the assessee know how to do it?
courses, job aids or personal
 Has he/she ever done it?
Does the assessee know when he/she is
not meeting standards? Develop a feedback system
 Is there a feedback system? that will let the assessee know
 Is it timely? when standards are not being
 Is it specific? met.

Does the assessee have sufficient

Tools? Either provide resources or
Time? change the standards of
Resources? performance.

Do priorities evens, other jobs or work

conditions get in the way of performing
properly? Re-structure the job to remove
interference or set clear
 Are the job procedures correct?
 Are priorities clear?

Are there any positive incentives or

reasons for performing well? Provide positive consequences
 Recognition? recognition, positive
 Positive Reinforcement? reinforcement. Reward, etc.
 Rewards?
Remove negative
Are there any negative consequences for
consequences or
performing well?
counterbalance by adding
 Can they be removed?
positive consequences.

Is the assessee physically or mentally Remove or transfer into a job

capable of doing the job? that meets their capabilities.

Ask from your self
There are very many ways to design a mentoring program, whether within an
organization, or as a service or help that you provide personally to others.

Here are some questions that you should ask yourself. The answers will move you closer
to what you seek to achieve:

 What parameters and aims have you set for the mentoring activity?
 What will your mentoring program or service look and feel like?
 What must it achieve and for whom?
 What are your timescales?
 How will the mentoring program or activity be resourced and managed and
 What type of design and planning approach works best for you? (It makes sense
to use a design and planning approach that works for you.)
 What are your main skills and style and how might these influence the program
 What methods (phone, face-to-face, email, etc) of communication and feedback
are available to you, and what communications methods do your 'customers' need
and prefer?
 What outputs and effects do you want the program to produce for you, and for the
people being mentored?
 How might you build these core aims, and the implied values and principles, into
your program design?
 How can you best measure and agree that these outputs - especially the agreed
expectations of the people being mentored - are being met.
 How can you best help people in matters for which you need to refer them
 What skills, processes, tools, experience, knowledge, and style do you think you
will need that you do not currently have?

General Training Tips

These tips apply essentially to traditional work-related training - for the transfer of
necessary job- or work-related skills or knowledge.

These tips do not apply automatically to other forms of enabling personal development
and facilitating learning, which by their nature involve much wider and various
development methods and experiences.

When planning training think about:

• your objectives - keep them in mind all the time

• how many people you are training
• the methods and format you will use
• when and how long the training lasts
• where it happens
• how you will measure its effectiveness
• how you will measure the trainees' reaction to it

When you give skills training to someone use this simple five-step approach:

1. Prepare the trainee - take care to relax them as lots of people find learning new
things stressful.
2. Explain the job/task, skill, project, etc - discuss the method and why; explain
standards and why; explain necessary tools, equipment or systems.
3. Provide a demonstration - step-by-step - the more complex, the more steps -
people cannot absorb a whole complicated task all in one go - break it down -
always show the correct way - accentuate the positive - seek feedback and check
4. Have the trainee practice the job - we all learn best by actually doing it - ('I hear
and I forget, I see and I remember, I do and I understand' - Confucius).
5. Monitor progress - give positive feedback - encourage, coach and adapt according
to the pace of development.

Some tips to make training (and learning, coaching, mentoring) more enjoyable and

• keep instructions positive ('do this' rather than 'don't do this')

• avoid jargon - or if you can't then explain them and better still provide a written
• you must tailor training to the individual, so you need to be prepared to adapt the
pace according to the performance once training has begun

• encourage, and be kind and thoughtful - be accepting of mistakes, and treat them
as an opportunity for you both to learn from them
• focus on accomplishment and progress - recognition is the fuel of development
• offer praise generously
• be enthusiastic - if you show you care you can expect your trainee to care too
• check progress regularly and give feedback
• invite questions and discussion
• be patient and keep a sense of humor

Some good resources to collect associated information are:

 Habib Bank Ltd.


 Human Resource Management by Gary Dessler

Text Book

 www.successfulmarketing.co.uk

 Public Relations Society of America, 33 Irving Place, New York, NY 10003-

2376. Internet: http://www.prsa.org


 References
Search reports from HBL library
Management development institute Karachi-MDI HBL
HBL-Hr Dept + Training & Development Department

Alternative staffing: The use of nontraditional recruitment source.

Advertising: Any paid form of non personal presentation and promotion of ideas, goods,
or services by an identified sponsor.

Business Analysis: A review of the sales, costs and profit projections for a new product
to find out whether these factors satisfy the company’s objectives.

Bias: The tendency to allow individual difference such as age, race, and sex to affect the
appraisal ratings employees receive.

Business Portfolio: The collection of business and products that makeup the company.

Case study method: A development method in which the manager is presented with a
written description of an organizational problem to diagnose and solve.

Environmentalism: An organized movement of concerned citizens and government

agencies to protect and improve people’s living environment.

Employee compensation: All forms of pay or reward going to employees and arising
from their employment.

Globalization: The tendency of firms to extend their sales, ownership. And/or

manufacturing to new markets aboard.

HRM: The policies and practice involved in carrying out the people ort human resource
aspects of a management position, including recruiting, screening, training, rewarding,
and appraising.

Idea Screening: Screening new-product ideas in order to spot good ideas and drop poor
ones as soon as possible.

Marketing Strategy: The marketing logic by which the business unit hopes to achieve
its marketing objectives.

Metric: A set of quantitative performance measures HR managers use to assess their


New task: A business buying situation in which the buyer purchases a product or service
for the first time.

Organizational security: Using good management to improve security.


Strategic Planning: The process of developing and maintaining a strategic fit between
the organization’s goals and capabilities and its changing marketing opportunities.

Strike: A withdrawal of labor.

Task analysis: A detailed study of a job to identify the specific skills required.

Training: The process of teaching new employees the basis skills they need to perform
their jobs.

Web sit: A Web site that engages consumers in interaction that will move them closer to
a direct purchase or other marketing outcome.

Work samples: Actual job tasks used in testing applications’ performance.