Académique Documents
Professionnel Documents
Culture Documents
CORPORATE CULTURE
Bank Alfalah aims to inculcate a nurturing and invigorating corporate culture based on providing a safe, healthy and supportive environment where staff members are valued, respected and able to realize their full potential. This culture is based on the following core values:
CORE VALUES
Humility Extreme Customer Care/Focus Courtesy and Respect Honesty, Integrity and Trust Commitment and Hard work Creativity, Innovation and Quality Justice and Fairness to all Stake-Holders Open, Honest and Direct Communication Provider of growth and equal opportunity
Bank Alfalah is considered to be a very sound bank in the financial circles. A bank, where the customers can safely keep their money as long as they want. I am pointing some of the major strengths of the bank. Bank is financially strong and has a huge deposit reserve Its cost of funds is less as compared to money of its competitors Highly professional human resource department Commitment of sponsors Efficiency Phenomenal growth Vastly experienced management Foreign trade is the focus of bank. it has become an ideal bank for the importers and exporters As for as Bank Alfalah Ltd is concerned, it is one of the top in all-domestic commercial banks in Pakistan. The rapid increase in branch network shows the Banks performance within seven years, which is worth considerable. This is the largest PCB (Privatized Commercial Bank) in terms of assets and equity base. It provides a full range of commercial banking services with a focus on short term & Long term lending. The investments further reinstate management approach towards risk-asset management whereby only quality investments are booked on the balance sheet.
In 2000 the bank also started publishing a newsletter aimed at increasing interaction and exchange of views between staff for better coordinations and communication. The employees are encouraged to contribute articles for this newsletter, which serves the dual purpose of staff development and evaluation of common corporate culture.
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Individual Hiring Individual hiring is to be done from time to time when a branch or unit has a need to induct additional staff, or for replacement of outgoing staff. The Manager of the Branch/ Department where recruitment is to be made will first fill out the Job Requisition Form and send to HRD. After minimum of 7 days of posting on portal, if suitable replacement within the Bank is not available, then external recruitment is allowed subject to HRE Factor ( for BB & SME Group) and other requirements being met and a genuine business need is established. Hiring Managers (in initial selection interviews) must not commit any salary range or other perks to perspective external candidates in their initial interviews. Both Salary and Range will be first agreed by HRD and then conveyed to the candidate after clearance by Interview Panel. Minimum Entry Requirements 1.5.1- Minimum entry requirement for employment in Bank Alfalah Ltd. in officers cadre is graduation from a recognized university of home country or abroad. However, condition of graduation may be waived by CEO to suit the requirements of the Bank, especially for cashiers, sales/ verification/ recovery staff of various Products/ Call Centre, However, such employees will be on Contractual Employment. Their services will be regularized after clearance of test and completion of graduation.
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1.6
1.7
Regular/Contractu Dept. AM/ RM al Head/ BM Officer I III Officer IV VI Officers VII VIII Officers IX Outsourced Services R R --R R R --R Recommend ed Approved
HRD
Test ---R
R A
1.8
1.7.2- All appointments of Branch managers, Divisional Heads, Area/ Regional Managers, Range VII and above require subsequent ratification from Boards Advisory Committee. Selection Test All regular and contractual candidates for Range I, II & III must undergo a selection test arranged by HRD. Those obtaining 50 % or above points (allowing for two grace marks) will go to the next step in the hiring process. However, condition of written test can be waived for contractual employment, especially for Product Departments/ Cash Officers/ Call Centre staff etc. The employees of these departments will however have to appear for the test before their services are regularized.
1.9
Selection Interview Selection interviews should be conducted and evidenced by duly filled interview sheets, as follows: 1.9.1- For Branch Staff : By Branch Manager & Area Manager/ Regional Managers/ Panel Members approved by HRD 1.9.2- For Branch Manager & Area Office Staff: By concerned Area Manager/ Regional Manager/ Group Head/ Panel Members approved by HRD. *BM/ Team Leaders should be interviewed by CEO/ Co-Chairman Executive Committees (any one) 1.9.3- For Product Departments Staff: By concerned Manager & Product Head/ Group Head/ Panel Members approved by HRD
10
Minimum Service
Three years
Rs. 300,000/-
1.16. All new employees with less than one 3 years banking experience
Three years
Rs. 100,000/-
*1/3rd of the amount of surety will be reduced for every completed year of service. 1.17 Re-Hiring Policy Those staff who had worked with BAL can be considered for re-employment subject to following:
He/ She was not involved in any disciplinary action Performance Rating was never below Good No adverse comments/ records available on his/ her personal file Salary will be fixed based on current assignment and responsibility Salary of re-hired person should be in line with other officers of his/ her seniority level Verification of antecedents from previous employer After clearance of Panel interview and approval from GM HRD
TRAINING
2.1 In-Service Training
&
DEVELOPMENT
2.1.1. Training Need The objectives of training activities are to keep BAL employees abreast of latest professional knowledge and skills in all areas of banking, as well as to reinforce a passion for the highest quality of customer service at all levels. For this purpose a systematic approach for conducting TNA on scientific basis is being developed by a sub-committee of Learning Council comprising of members from TDC and HRD. The proposed TNA exercise will be launched as soon as it is fine-tuned and after taking all the stake-holders into confidence. 2.1.2. Annual Training Plan An Annual Training Plan shall be circulated on quarterly basis for both Training and Development Centres, keeping in view the requirements of various departments of the Bank currently identified through the annual appraisal form and feedback from Audit Division. After conducting the TNA, this training plan will be more reflective of actual training needs of our staff. The plan would list all workshops, courses & seminars to be offered during the quarter. 2.1.3. Minimum Training For All It is obligatory for each employee of the Bank to attend at least two days of training in a calendar year. Branches, Area Offices and Head Office Divisions/Departments are to send their nominations
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2.2.2
2.2.3
2.2.4.
First and third Mondays of every month, training courses will be organized in small batches. In some cases, training will be Program Structure imparted through individual instruction and systematic and guided study of operational manuals (followed by quizzes). Venue - TDC Karachi (for branches in Southern Areas and Area Multan) - TDC Lahore (for other Northern Areas) Mostly in-house faculty, plus some field specialists. For Branch Managers orientation session, concerned Area Manager and one or two available Group Heads/ GMs will be invited for discussions/ presentations. Detailed contents are handed over to candidates upon their arrival at the TDC.
Faculty
As per the requirements, the Bank recruits batches of fresh graduates under various schemes through a competitive process and offers them comprehensive training. The batch trainees will be also required to go through on-job training by way of structured rotation programs at the end of every module. 2. External Training 4 In order to augment in-house training efforts, external training providers will be utilized on a periodic basis, by nominating Bank Alfalahs employees to external courses. Alternatively, external training consultants may be invited to conduct training programs exclusively for BAL employees, whenever deemed necessary. 2. Branch Managers Mandatory Training 5
Four one-week modules evenly spread over the year (one in each quarter). Program Structure These modules will be run twice every quarter to cover the entire Branch Manager Population (including IBD Branches) - TDC Karachi (for participants from Southern Areas and Area Multan) - Training for participants from Northern Areas will be conducted at some external location at Lahore due to inadequacy of space and other constraints at TDC Lahore Premises. A Combination of in-house faculty, field specialists, senior BAL Executives and external Trainers.
Venue
Faculty
In order to induce BAL employees to contribute in the important venture of Training and Development on core banking modules i.e. Operations, Trade Finance, Credits & other management/ soft skill areas depending on the nature of batch, existing staff selected for faculty position who are posted at field or Head Office, will be provided secondment allowance equivalent to 20% of their gross salaries per month, with the minimum of Rs. 10,000/- and maximum of Rs. 40,000/- p.m. The period of secondment allowance should not exceed more than three years. After the period of three years, if the said staff wants to continue in the same position, he/ she will not be entitled for Title allowance. For Short period placement of any officer to TDC as faculty member, the following Title Allowance may be allowed: o For Range IV VI ------- Rs. 50,000/- per month
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Salary & Allowances for Officers & Executives (Minimum starting pay)
3.4.1. Salary and allowances of officers and executives of the Bank is as follows: (All Amounts in PKR) Furnit. Range Basic House Util. Conv. Drivers All. Telep. Gross
Range Basic I II III IV V VI VII VIII IX 3,500 5,500 8,000 12,000 16,000 20,000 25,000 50,000 65,000
House 1,400 2,200 3,200 4,800 6,400 8,000 10,000 20,000 26,000
Util. 350 550 800 1,200 1,600 2,000 2,500 5,000 6,500
Maint. Resid. All. Furnit. Telep. Maint. All. 1,500 1,500 1,500 2,500 3,500 5,000 Resid. 3,000 4,000 5,500
Gross 5,750 9,000 13,000 20,750 27,000 33,250 47,500 88,500 115,500
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1,400
350
300
5,550
* This Basic salary is inclusive of Cost of living allowance of Rs 300 as per the S.R.O. 606 (I)/98 dated June 6, 1998. 3.5.1 Reimbursement Limits (for Officers and Executives) (Amounts signify maximum limits payable on a reimbursement basis). Salary Range Car fuel (**) Mobile News paper Magazine Phone Limit (****) (*****) (***) Club Membership ^ No No No No No No No No 2,000
No No No No No No
***
A small limit may be allowed on functional basis, to be advised through HRD. Based on functional requirement, cellular phone limit for following will be as under : Branch Managers Rs.3,000/- p.m.
Cases where monthly expenses of an officer exceed approve limits should be referred, indicating reason, ( duly recommended by his / her supervising officer) to concerned Assistant Executive-In-Charge, HRD for obtaining necessary approval & record keeping.
****
Allowed only for Branch Managers and Senior Management at HO: One mass circulation & a business paper
Bank will provide club memberships of a local club to Executives-incharge and Area Managers/Country Heads with fixed monthly subscription fees. (The CEO may use his discretion to make exceptions to these rules). One time approval of CEO should be obtained for joining fee & monthly subscription in each case.
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Accommodation
At the discretion of the Banks Management, furnished or unfurnished accommodation upto reasonable rental value may be provided to senior officers, transferred from their permanent locations to fulfill the Banks requirements. Other staff members when transferred out of city of the permanent residence to suit the Banks requirements, may be entitled to the following additional allowance (this needs prior approval from HRD before transfer is implemented). Officers transferred to new location at their own request will not be entitled for this allowance) :(All amount in PKR per month) Salary Range Married Officers Unmarried Officers I III 6,000 4,000 IV VI 8,000 6,000 VII 10,000 8,000 (In specific circumstances, for managerial assignments, CEO may approve higher
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Furniture Facility
3.7.1 Abolition of Existing Furniture Facility The existing furniture facility is being abolished. As such no facility will henceforth be allowed, effective from January 01, 2007. 3.7.2 Introduction of Staff Furniture Loan Instead of furniture facility, the Furniture Finance Policy has been introduced which will be effective from January 01, 2007. All confirmed regular employees working in Salary Range IV & above and have completed two years continuous service with BAL will be entitled to avail the facility as per following details: Range IV VI VII VIII IX Limit 150,000 250,000 350,000 500,000 Installment 2,300 3,830 5,370 7,660 Mark-up will be charged @ 9% on reducing balance method. Mark-up
3.7.3 Repayment of Finance The finance will be recovered in 90 monthly equal installments (Principal + Mark-up) accrued there upon. No relaxation of installments will be given even during the salary of Eid months. (Copy of repayment schedule is attached). 3.7.4 Policy options for those staff who have already availed furniture facility. All those staff members who have availed furniture facility as per previous policy and still have some outstanding amount shall have following: i. They may continue to avail such facility, however, no furniture allowance will be paid to them till the value of furniture presently in their use become zero after charging depreciation as per rules. ii. All those who have already availed furniture facility may avail furniture loan up to the extent of outstanding Written Down Value (WDV) to liquidate the present outstanding balance. The recovery of said loan will be through monthly installments as mentioned above. iii. Those who are not interested to avail Furniture Finance may adjust outstanding balance from their own resources to avail furniture allowance. 3.7.5 Furniture Allowance All those who have not availed furniture facility will draw furniture allowance w.e.f. 1st January, 2007 as per following details. Range Allowance IV VI 2,750 VII 4,500 VIII 6,500 IX 9,500 3.7.6 Documents to be obtained from the eligible staff: i. Furniture Loan Application on prescribed format.
3.7.7 Approving Authority Assistant Executive-In-Charge, Human Resources Division Refer Circulars: 1) OPRN-007/HRD/DAN-54/2007 dated 16-01-2007 2) OPRN-023/HRD/MI0207/2007 dated 02-02-2007
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Fuel Allowance
At the discretion of the management, officers posted in business units such as Car Finance, Credit Cards, BDO, Home Loans, Agriculture Finance, Credit Marketing, are allowed payment of Fuel Allowance ranging between 50 ltrs. to 200 ltrs. (based on their functional requirements if recommended by concerned Heads of Division / Departments).
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Title Allowance
Branch Managers, Asst. Executives-in-Charge, Product Heads, Area Managers and Executives-in-Charge may be paid Title Allowance till such time they hold these positions. Officer Position Executives-in-charge Area Managers Product Heads Assistant Executives-incharge Branch Managers Chief Cashiers Tellers/Cash Officers Allowance in PKR per month 35,000 25,000 20,000 15,000 10,000 3,000 2,000
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3.11.1. Objective The objective of the Bank car facility is to provide Banks maintained transport facility to the Banks senior officers, to be used by them for office-cum personal use. 3.11.2. Eligibility Bank cars will be provided to Executives in range VII & above upon joining the Banks service, or on being promoted to such salary range. 3.11.3. Entitlement Types of cars and fuel entitlement for various salary ranges are
VII VIII IX
Management of the Bank may allow Bank car facility (1000 c.c.) plus fuel upto 200 liters per month to officers in salary range VI, based on their functional requirements if recommended by Executives-in-Charge/Area Manager. 3.11.4. Second car for Executives-in-Charges and Area Managers Executives-in-Charges and Area Managers will be eligible to have second car (1300 c.c.) based on their functional requirement. Area Managers may also avail additional 100 liters fuel in addition to their fuel entitlement mentioned in above (upto maximum 500 liters). 3.11.5. Repair & Maintenance Maintenance costs of Bank cars allotted to the Executives/Officers will be borne by the Bank. 3.1
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Bank Alfalah encourages its officers and staff to enhance their professional competence to meet the growing challenges of the financial industry. Part of the cost of registration/admission/exam fees will be reimbursed to those employees who
Staff Insurance
The Bank has arranged the following types of insurance for its full time staff, at its own expense. The Banks Management may decide, at its discretion, to apply some or all of the benefits of any of these policies to staff engaged on contractual basis. Various features relating to these policies are subject to amendment from time to time. Benefits currently available are briefly introduced below: 3.16.1. Hospitalization Insurance Coverage for Employees and their dependent Parents, Spouse and Children We are pleased to advise that Group hospitalization insurance policy has this time been renewed from 1st January, 2008 till 31st December, 2008 through M/s Alfalah Insurance Co. Ltd. Details of benefits in various salary ranges are given below. It is further emphasized that only those eligible employees who have sent the requisite Family Information Form complete in all respect are covered under this policy. Please also note that Family / Dependents of all regular employees and contractual employees above 60 years of age are covered. All other contractual employees below 60 years of age are covered for SELF only. Rang SELF PAREN ROOM &MATERNITY e/ TS(Rs.) BOARD Cat. Previo Revis Previo Revis Normal(Pr Normal(R Caesarean(Prev. Caesarean( us ed us ed ev.) ev.) ) Rs. Rev.) Rs. Rs. Rs. Rs. Rs. IX 500,00 500,00 150,000 4,800 Privat 30,000 40,000 45,000 60,000 A 0 0 e Room VIII 400,00 400,00 125,000 2,700 Privat 20,000 30,000 30,000 45,000 BI 0 0 e Room VII 400,00 400,00 125,000 2,150 2,500 20,000 30,000 30,000 45,000 BII 0 0 IV-VI 300,00 325,0 100,000 1,300 1,800 15,000 20,000 22,500 30,000 C 0 00 I-III 200,00 225,0 75,000 1,000 1,600 10,000 15,000 15,000 25,000 D 0 00 Non 150,00 175,0 50,000 800 1,000 7,000 10,000 10,500 15,000 Offic 0 00 ers E Following will not be covered under banks hospitalization policy: - Male children above 25 years of age. - Male children below 25 years but married or engaged in a gainful employment. - Married daughters. - Working spouse if availing medical facility from any other source. - Dependent parents not residing with the employee or are gainfully employed. M/s Alfalah Insurance will be providing Insurance cards to all our staff members which will be required to be presented in original to the concerned hospital authorities in order to avail hospitalization benefits from panel hospitals. The original letter / card
3.16.4.1. In addition to life coverage, the Bank will has also obtained coverage for permanent disability due to accident and sickness upto the age of 60 years. In case of disability, benefit will be paid according to percentage of disability as per schedule provided by the insurance company. 3.16.4.2. The insurance policy is subject to conditions and exclusions provided by the insurance company details of which shall be maintained by the Human Resources Division. 3.16.4.3. Coverage: - Death due to any cause Disability due to sickness and accident as per schedule of disability 3.16.5. Follow-up Treatment In addition to the above, regular employees, their parents, spouses and children suffering from serious illness (see list below) will be entitled for reimbursements of cost of medicines, lab tests and consultation fee subject to the following,
Tuberculosis
3.16.6. Medical Checkup In addition to hospitalization cover, a special arrangement has been made with the insurers whereby they will arrange for annual medical checkup of all officers in salary ranges VII and above. Arrangements have also been made to get medical checkup done for certain job applicants if so decided by HRD. 3.1
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entitled Fund to the + following Bank) end of service benefits: income. 3.18.1. Provident (Own plus investment
3.18.2 Gratuity payment: If period of service is less than 05 years, no gratuity will be payable. If period of service is 05 years and above, gratuity will be payable equivalent to one months basic salary (last drawn) for each completed year of service. Period of any overseas posting other than with Bank Alfalalh Limited will be excluded from the total service for calculation and payment of gratuity. Further, for the period of overseas posting with Bank Alfalah Limited any local law governing gratuity will be applicable and if he/she is posted back in Pakistan the period of overseas posting with Bank Alfalah Limited shall be excluded provided gratuity is paid according to the local laws of overseas posting.
LEAVE RULES All employees of the Bank including contractual staff, on completion of one years service with the Bank are entitled to certain number of days leave in a calendar year. This entitlement is spread over a few categories of leave, as elaborated below: 3.20.1 Privilege Leave (PL) 3.20.1.1. Entitlement 30 days with full pay in a calendar year, to be credited on pro rata basis to each employees leave account on 1st January of each year. Maximum PL balance for any employee cannot exceed 60 days. 3.20.1.2. New Joiners PL balance of those joining during the year will be calculated on a pro rata basis. 3.20.1.3. Authorization All PL should be availed after obtaining approval from the sanctioning authority. 3.20.1.4. Availment The employees must avail at least 15 days continuous leave from the available privilege leave balance during a calendar year. For this purpose, a leave roster for the entire staff strength of each unit must be drawn, under the supervision of the Head of each unit, and a copy forwarded to HRD for record. During notice period if an employee has resigned, no privilege leave will be allowed even if the leave shows credit balance. Casual Leave (CL) 3.20.2.1. Entitlement 10 days in a calendar year, to be credited on pro rata basis to each employees leave account on 1st
3.20.2
3.20.3
Application for Maternity Leave and Unpaid Study Leave/ Leave Without Pay must be processed for approval through HRD. 3.20.5.5. Leave Record Proper leave records should be maintained for all employees at their respective establishments according to the prescribed format. At the end of each month the officer maintaining leave records must go through the attendance register to counter-check that all absences or leaves marked against various employees are supported by leave applications and other documents, as required. Maintenance of leave records is done as follows: Maintenance of leave records is done as follows: Applicant Branch Staff Branch / Chief Manager Area/ Regional offices Record maintained at Concerned Branch Area Offices Area/ Regional Offices
AM/ RM/ Div. Head/ GM/ HRD GH All Head Office Staff Consumer Finance HRD Consumer Finance Group
All sanctioning authorities should forward approved leave applications and joining reports to concerned offices as listed above for record keeping purposes. 3.20.5.6. Permission to Leave Station Where an employee proceeding on leave intends to travel outside his place of posting, the fact must be highlighted in the leave application form for specific approval of the sanctioning authority. 3.20.5.7. Optional Leave (Festival Leave ) Optional leave can be availed by the employees only if announced by the State Bank of Pakistan. .
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Whenever an Authorizing Officer (other than CEO or EI Strategic Planning) wishes to arrange a meeting for which more than three participants need to undertake travel, prior approval from CEO will be required. Prior to undertaking travel, concerned officers must obtain written approval from Authorizing Officers on Travel Authorization Form and forward a copy of the same to the office(s) responsible for purchase of travel tickets and arranging hotel accommodation. 3.21.1.3. Exceptions and deviations Strict adherence to these guidelines should be ensured by Authorizing Officers. In extra-ordinary circumstances, exceptions may be allowed after obtaining approval from EI HRD. 3.21.1.4. Senior Officers traveling together As a precautionary measure, senior officers of the Bank should not travel together in groups of more than three people. This applies to all means of transport, whether by air, road or rail. 3.21.2. Mode of Travel Entitlement for travel by various modes of travel is as follows : 3.21.2.1. Air Travel Designation Range IX & above Range VIII Others Class of Travel Domestic Business Class Business Class Economy Class
As far as possible the concerned officers should travel by direct routes and without any stopovers for personal reasons. 3.21.3. Hotel Accommodation
3.21.4. Daily Allowance Employees who do not wish to use hotel accommodation can claim a daily-allowance to cover cost of hotel accommodation, food and refreshments, laundry etc.. Cost of local transport while on outstation duty may be claimed separately on the Travel Expenses Claim Form. For the purpose of calculating Daily Allowance, only the number of nights away from home base should be counted. Daily Allowance rates are as follows: Staff Range Domestic (Amount in PKR) 3,000/= 2,500/= 2,000/= 1,500/= 1,000/= 500/= 250/= International (Amount in USD) 100/= 75/= 60/= 50/= 25/= -
3.21.5 Audit Officers Cash Allowance During Audit Duty Special arrangements have been made for audit officers on audit duty. They will avail hotel accommodation usually in hotels/guest houses pre-selected jointly by Audit Division and HRD. However, they will only use the hotel for bed and breakfast facility (if included with room rate). The following per day cash allowance will be admissible to them in lieu of lunch, dinner, tips, laundry, telephone calls etc. Range I III IV VI VII & above Amount in PKR per day 750/= 1,000/= 1,250/=
3.21.6 Traveling on Retirement from Service 3.21.6.1. An employee who retires from the service of the Bank will be reimbursed admissible one-way traveling costs for self and family members plus cost of luggage transfer for his/her journey from last place of posting to his/her permanent place of residence in Pakistan as recorded in his/her personal file at HRD. 3.21.7 Permanent Transfer (Inter City) 3.21.7.1. Tickets Air tickets (or railway or coach tickets, as applicable) for the staff member, spouse and dependent children.
3.21.7.2. Insurance value of personal effects The maximum value of an officers personal effects on which the Bank will pay the premium shall be as under :Range VII & above IV VI I III Non-officers Amount in PKR 2,000,000 1,500,000 1,000,000 500,000
The insurance of personal effects will be arranged by Establishment & Administration Division through approved insurance companies. 3.21.7.3. Transportation personal effects Range VII & above Other officers Container Size 40 ft. 20 ft.
3.21.7.4. Relocation expense to meet extra-ordinary expenses caused by a permanent inter-city transfer, the Bank will pay 50% of monthly basic salary to an employee under transfer, with a minimum payment of Rs.5, 000/- for non-officers & Rs. 10,000/- for officers (whichever is higher). If the transfer is affected at the request of officer, no relocation allowance will be payable.
3.2 2
Other regulatory requirements The HRD will ensure deductions of Employees Old Age Benefit Contributions, Social Security Contributions, Education Cess, etc. as per the rules and provisions of the relevant statutes (if applicable)
Performance Management
The promotion procedure revolves around the following two activities, which are to be completed and recorded as described below. Promotion Interview
Promotion interviews for Head Office staff will be conducted as follows For promotion to Ranges I, II & III Ranges IV, V & VI Ranges VII & VIII Range IX 1st Interview Head of Dept. Head of Dept. CEO CEO 2nd Interview Concerned EI Concerned EI ----3rd Interview --EI HRD -----
Summary Benefits The primary benefit of succession planning is that a sequence of personnel actions is initiated so that one or more candidates are identified for each key position in advance of actual need. This prior identification permits opportunities for mentoring and developmental activities to improve their readiness to succeed to specific positions. The benefits of succession planning are; BAL would grow its own future managers rather than recruiting outside the organization. These managers will be fully conversant with the organizational culture prevailing at the Bank. The learning curve for future managers to prepare for meeting challenges of higher responsibility will shorten. Commitment and loyalty among officers aspiring for higher positions will increase. Morale and motivation will also be enhanced, while staff turnover will go down.
Key Elements of the Succession Planning Policy BAL Succession plan to achieve its goals, the following key elements are to be incorporated in its design: CEO and top management support
A review of transfer and placement needs at the point in time when those individuals are ready to advance Critical positions to be focused BAL Succession Plan is to focus on three tiers of management personnel in all units of the Bank. Succession plans for senior management levels in Tiers A (Senior Management) and Tier B (Managers of Branches/ Units) will be overseen by HRD. Succession plans for Tier C positions (Departmental Heads at Branches & Section Heads at HO/ Product Units) will be drawn and managed by concerned management at Tiers A and B, having received guidance and training towards this end from HRD.
Talent Pool A Talent Pool of bright and young employees, having post graduate degrees from reputable institutions and two years experience with BAL, will be provided training and development, and will be promoted to positions of higher responsibility on a fast track basis. Training and Development Needs HRD and TDC Management, in consultation with Senior Management of the Bank, will draw Training & Development plans for all officers nominated as successors, as well as those placed in the Talent Pool. HR Committee will monitor the progress of Training & Development Centers in providing focused training to both the groups: Nominated Successors and Officers in the Talent Pool. The following step by step plan is suggested for the implementation BAL Succession Planning Program: HRD to institute a system of identifying gaps, getting successors nominated for Tier A and Tier B positions and to prepare a quarterly progress report to be presented in HRMC meetings
DISCIPLINE
Accountability of Employee
Employees shall faithfully and punctually account to the Bank or its authorized officials for all moneys, drafts, securities, account books, registers, papers, vouchers, writings, goods and chattels or other property, which they may receive as employees of the Bank on behalf or on account of the Bank or of any member of the Bank.
The competent authority, in its sole discretion and without limitation, may impose on him/her one or more of the following penalties.
PERFECTION
ALLAH ALMIGHTY. NO OTHER BEING DEAD CAN SAY THIS FOR ITSELF. SIMILARLY , BANK ALFALAH ALSO SHORTCOMINGS THAT NEED TO BE MENTIONED :
Bank Alfalah Limited Does Not Possess Foreign Network Most of the employees are overloaded with work Inefficient software Bank Smart No Advertising in Electronic media It is step behind in using new technology as compared to other banks Disproportionate presence management Hierarchy of Old Staff in the upper