Académique Documents
Professionnel Documents
Culture Documents
___________________________________________________________
HR Management of NBP 1
Objectives of Studying Organization Introduction Overview of the Organization Organizational structure of HR Department HR Process in the organization Human Resource Planning and Forecasting Employee recruitment and selection Training and Development Performance Management Employee Compensation and benefits Organizational Career Management Job Changes within the organization Labor Management Relations SWOT analysis Weaknesses of the Organization Recommendations Conclusions References & Sources used Annexes/Appendices
___________________________________________________________
HR Management of NBP 2
___________________________________________________________
HR Management of NBP 3
Objectives:
Initially the Bank was established to extend credit to the Agriculture Sector only. During the year 1950, the Banks Ordinance was amended so that it could take up Ordinary Commercial Banking Business as well.
Central Board:
Consisted of a Chairman and 4 Directors (elected by the shareholders) and 5 Directors (Appointed by the Federal Government)
Local Board:
___________________________________________________________
HR Management of NBP 4
Three Local Boards were also established one each at Karach, Dhaka and Lahore.
___________________________________________________________
HR Management of NBP 5
2. 3. 4. 5. 6. 7.
Mr. Sikandar Hayat Jamali Mr. Azam Faruque Mr. Mian Kausar Hameed Mr. Ibrar A. Mumtaz Mr. Tariq Kirmani Muhammad Arshad Chaudhry
The Chairman, the President, and other members of the Board shall be appointed by the Government in consultation with the State Bank for a term of three years.
The Chief executive and other officers of the Bank shall act in accordance with policies, criteria and guidelines determined by the Board. The Board shall appoint committees amongst the executives of the Bank , and determine the powers, functions and duties of such committees.
___________________________________________________________
HR Management of NBP 6
2. 2nd Offer in Oct., 2002 of 5% (18.652 M) Shares with a greenshoe option of additional 5 % shares, at a premium of Rs. 11/per share, which was over-subscribed by 4 times.
Summary of Current Share-holding Structrue: Sr. No. Share Holder Percentage 1 2 3 % Total Number of NBP Shareholders = (Approx) 10,000/Gop, SBP & PC 75.56 % Other (Govt. owned & Controlled Corporations) 11.33 % General Public 13.11 % Total 100.00
___________________________________________________________
HR Management of NBP 7
Vision
To be recognized as a leader and a brand synonymous with trust, highest standards of service quality, international best practices and social responsibility.
Mission
NBP will aspire to the values that make NBP truly The Nations Bank, by:
Institutionalising a merit and performance culture. Creating a distinctive brand identity by providing the highest standards of
services.
Adopting the best international management practices. Maximising stakeholders value. Discharging our responsibility as a good corporate citizen of Pakistan and
in countries where we operate.
___________________________________________________________
HR Management of NBP 8
Core Values:
Highest standards of Integrity
Goals:
To enhance profitability and maximisation of NBP share through increasing leverage of existing customer base and diversified range of products.
___________________________________________________________
HR Management of NBP 9
___________________________________________________________
HR Management of NBP 10
___________________________________________________________
HR Management of NBP 11
___________________________________________________________
HR Management of NBP 12
Regional Offices
___________________________________________________________
HR Management of NBP 13
___________________________________________________________
HR Management of NBP 14
___________________________________________________________
HR Management of NBP 15
___________________________________________________________
HR Management of NBP 16
___________________________________________________________
HR Management of NBP 17
___________________________________________________________
HR Management of NBP 18
___________________________________________________________
HR Management of NBP 19
___________________________________________________________
HR Management of NBP 20
Payment of Zakat funds on behalf of government to the needy and deserving person. Catering of collection and payment of donations for the welfare and charity purposes. Selling and purchasing of Prize bonds. Selling of charity tickets on behalf of charity institutions. Collection of all types of utilities bills. Collections of Traffic challan fees and tokens. Collections of government treasury challans both Federal and Provincial. Loaning to the talented students of the nation (Qarz-e-Hasna). Collection of fees for passport and National Identity Cards. Loaning for the purchase, construction and renovation of houses for the government employees and businessmen on easy installment and interest rate basis under the name of SAIBAN. National Bank of Pakistan performs the functions of State Bank of Pakistan in those areas where SBP has no Office.
___________________________________________________________
HR Management of NBP 21
Deposit Accounts
Current Accounts PLS Saving Accounts Term Deposit Accounts Short Term Deposit Special Notice Deposit Call Deposit Receipts National Income Daily Account (NIDA) NBP PLS Plus Term Deposit Certificates NBP Cash Cards Basic Banking Account (BBA) Blind and Visually Impaired Person Account
Monthly Income Scheme Earn upto 11 % p.a. + Minimum Deposit of Rs 20000/- & no maximum limit for 5 years Free Demand Draft, Pay order and Cheque Book Convenience of NBP Online Aasan Banking ( for online banking customers)
___________________________________________________________
HR Management of NBP 22
Free NBP Cash Card (ATM+ Debit) Profit paid every month.
Earn 8 % p.a. + Minimum Saving Balance of Rs. 20,001 & a maximum balance of Rs. 10,00,000/ Free NBP Cash Card (ATM+ Debit) Convenience of NBP Online Aasan Banking Two debit withdrawals allowed in a month & no limit on number of deposit transactions Profit Calculated monthly and paid on half yearly basis
Collections
Cheques Bills Drafts/Pay Orders and other Instruments
___________________________________________________________
Sales & Purchase of FC Notes /Tcs Foreign Currency Loans Corresponding Banking
Trustee-Ship Services
Hajj Services
Hajj Applications
NBP Saibaan
Home Financing Home Purchase Home Construction Balance Transfer Facility (BTF)
___________________________________________________________
HR Management of NBP 24
Home Renovation Purchase of Land + Construction Period of repayment ranges between 3-20 years Loans available upto a maximum of Rs 35 million Mark up SBP Discount Rate+ 2% (with life insurance) Mark up SBP Discount Rate +4% (without Life Insurance) Minimum approval and disbursement timing. Limited to arreas where there is no documentation, fee, resale and foreclosure related issues, so to protect the banks interest.
___________________________________________________________
HR Management of NBP 25
Financing against Pass book, residential / commercial property , gold ornaments and papers security. Finance facility up to Rs. 500,000/- for landless farmers against personal guarantee Loan facility on revolving basis for three years (renewable without documentation & approval ) Markup 15.5 % p.a.
NBP Karobar
Minimum down payment 10 % of asset price (5 % for PCO & Tele Centre) Tenure: 1 to 5 years (for PCO 2 years) Grace Period: 3 months Maximum loan amount Rs. 200,000/Age 18-45 years Markup (variable) 1 year KIBOR + 2.00 % p.a. Life and disability insurance paid by GOP
___________________________________________________________
HR Management of NBP 26
ORGANIZATION NBP
The Bank has Chairman and president at top of the organization and executes its power through its six directors. There is also one secretary of board of directors. In addition to this the bank has following senior hierarchy in the chain of command. SEVP & Group Chief, Retail Banking Group SEVP & Group Chief, Operations Group SEVP & Group Chief, Audit & Inspection Group SEVP & Group Chief, Corporate & Investment Banking Group SEVP & Group Chief, Human Resources Management SEVP & Group Chief, Treasury Management Group SEVP & Group Chief, Commercial Banking Group SEVP & Group Chief, Compliance Group EVP & PSO to the President EVP & Secretary Board of Directors EVP & Divisional Head Employee Benefits, Disbursements & Trustee Division EVP/Divisional Head, Special Assets Management Division EVP / CFO, Financial Control Divisional EVP & Group Chief, (A) Risk Management Group EVP & Group Chief, Overseas Coordination & Management Group
___________________________________________________________
HR Management of NBP 27
HUMAN RESOURCE
Introduction:
Institutions are all about people, if you have quality people then you will have good institutions
NBP is the employer of choice. The whole NBP family comprises of committed and dedicated members with passion to serve in their respective functional areas. The Bank has challenging work environment where merit and performance help the individuals to explore their true potential. As a caring employer the Bank enables the employees to excel and grow in highly congenial employment conditions and culture. The career path is full of challenges and opportunities. The Bank has absolutely open culture where members share and communicate freely.
HR Mission Statement:
___________________________________________________________
HR Management of NBP 28
To provide more talented human resource in relation to competition in all NBP functional areas and keep them motivated and maintain total industrial harmony.
Basic Components:
Provision of Talented Human Resource Employee Motivation Industrial Harmony
ITS VALUES:
It believes that;
People make the organization People collectively yield results People have ambitions and aspirations to be distinguished and rewarded People form the human capital to be developed and invested in.
___________________________________________________________
HR Management of NBP 29
HR Practices at NBP:
At NBP, different functions are being practiced for the betterment and success of the business. They are:
HR Planning Recruitment & Selection Training & Development Performance Appraisal Employee Compensation & Benefits Organizational Career Management Job Changes within the organization
The HR department assesses current human resource skills, abilities, and potential to analyze how they are currently being used.
2. Forecasting HR Requirements:
It is forecasting of human resource supply and demand over short and long term periods
3. Action Plans:
Next step of the HR department is to matching forecasted results to action plans which include recruitment, selection , performance appraisal, training , transfers, and many other types of career enhancement activities. These action plans helps the organization adapt to change in their environments.
___________________________________________________________
HR Management of NBP 31
5.2
5.2.1.1.1.1
___________________________________________________________
HR Management of NBP 32
5.2.1.1.1.2 5.2.1.1.1.3
Sources of Candidates:
Internal Sources: In NBP, for senior positions job posting is internal recruitment method. Current employees are given an opportunity to apply for a new job opening within the organization as to reward the employee for their past performance or give the opportunity to career development. By doing this, they retain their organizations investment in the employee that reduces cost of recruitment. One of the methods is EMPLOYEE REFFRALS that is to recommend the person for the job opening. Employee usually refers only those candidates who are confident, so that they will match with the positions and organization. Human Resource Department of NBP thinks that this recruitment technique is good as people recruited by the staff usually have some understanding of the work of the organization.
___________________________________________________________
HR Management of NBP 33
External Sources: Print Advertisement is another method the job is posted in a newspaper or
professional journal in this way time keeping manual system is made by which HRD can reach a large audience in a specific area. Another method Internship/Field Placement in which the students who come to NBP for internship as part of their education, organization recruits them after completing their studies. As HRD considers that, those internees will have a good understanding of the fit between the person and the organization, as well as their abilities and they require less time to become productive. NBP also welcome Unsolicited Resumes that is those individuals who show interest in working for organization and send in resumes. HRD thinks that, this is best to respond with courteous and frank information about whether or not the application will be kept for further reference. The internet and the world wide web is one of the fastest-growing recruitment methods, thats why NBP also gives career opportunities on their web site which is nbp.org.com.pk on which the applicant can be available for the job. NBP can also rely on alternative staffing options like Temporary Workers are those employees who are hired on as needed basis. Selection:
In NBP selection is taken as very important part of organizations success and is integrated with all other aspects of Human Resources and determines
___________________________________________________________
HR Management of NBP 34
what kind of employee resources the organization will have, which leads to the potential core competencies of the Organization. First, the Human Resource Department needs figure out what the job is exactly, then what tasks will be performed, from this what knowledge, skills, abilities and other characteristics will be required of the employee, and then this information should be used to define what qualities and characteristics are required , needed and wanted in the individual to be selected.
5.3
5.3.1 5.3.2
___________________________________________________________
HR Management of NBP 35
towards nurturing the strength of the human capital at its disposal. This will help to create a progressive environment with a thorough commitment of staff to meet challenges of the ever-changing business requirements and customer needs. Training was imparted through institutions like National Institute of Banking and Finance (NIBAF), Institute of Bankers Pakistan (IBP).
To develop in them managerial and inter-personal skills. To create awareness amongst the trainees about their changed roles, and familiarizing them with the expectations of the management. To develop in them necessary communication and leadership skills. To provide them deep insight into the expectations from them of the bank's customers. To impart them understanding about their functions as supervisory and managerial personnel. To assist them in obtaining role clarity by actively involving them in role perception and management games exercises. To improve their ideas about important work areas like corporate strategies and business goals, deposit mobilization and customer service. To impart them in-depth training in the policy application and procedures of the bank relating to credit appraisal, various business schemes of the bank, foreign exchange work, returns, compilation work, inspection and audit work, handling of deposit accounts, industrial relations angle and sanction, conduct & follow-up of loan accounts.
There are three levels for determining the needs that training can fulfill. Organizational analysis: Focuses on identifying where within the organization training is needed. Operational analysis: Attempts to identify the content of training what an employee must do in order to perform competently. Individual analysis: Determines how well each employee is performing the tasks that make up his or her job.
departmental heads as a result of the following developments: Changes in services and operations New and revised procedures or changes in the policy Inadequate performance of individual or group of personnel Results of internal Human Resource Audit Corrective / Preventive Action
___________________________________________________________
HR Management of NBP 37
session with the employee the concerned departmental head/HRD recommend him for further training and development. Skill Gap Analysis: To identifying the SKILL GAPS in respect on potential employees holding/likely to be place on key jobs in the Branches and Regions.
Types of Training:
The HR Department facilitates and conducts following types of Training: Orientation Programs Internal Generalized Programs External Generalized Programs Skills Development Program Collaborative Programs Departmental Programs Middle Management Programs Senior Management Programs Contingency Programs within Pakistan Outside Pakistan
___________________________________________________________
HR Management of NBP 38
NBP TO LAUNCH WORLD CLASS TRAINING CENTRE Change Management Workshop NBP will soon launch a world class training center to upgrade the skills of its employees. The Bank organized Change Management workshop for its senior executives, the programme combines a dynamic computer simulation of a business firm with some of the best learning materials on change and business strategy available today. This was presented in an interesting, challenging and learning environment, enabling to focus on team dynamics. With support materials and exercises tailored for NBP, participants focused on the keys to long term success in business and levers for change.
Motivating Employees:
NBP expects from its employees that every employee should contribute towards the betterment of the bank by honesty, loyalty, responsiveness and dedication. Their integrity should be beyond doubt. They should be part of a dedicated work force, committed to the uplift of the Bank. On the other hand we also try to motivate them
___________________________________________________________
HR Management of NBP 39
adequately. They are offered handsome salaries and adequate perks. Various schemes of group insurance coverage have been introduced for the benefit of our employees and their dependents. Incentives for acquiring professional qualifications are available to employees so that they can elevate themselves to next grade. The day scholars are also granted study leave to relieve them from official responsibilities. The employees are also offered cash rewards for acquiring a Masters degree in a banking related subject and on becoming associate of professional institutes, like IBP, ICMA, ICAP etc. Those who qualify the Banking Diploma Examination of Institute of Bankers Pakistan are also granted monetary reward and appreciation.
5.4
5.4.1 5.4.2
PERFORMANCE MANAGEMENT
___________________________________________________________
HR Management of NBP 40
The organization has a well-defined and proper Employee Performance Appraisal System. The performance appraisal established clear objectives, expectations and performance measurement criteria linked to that specific job. Objective setting for each job is given very high priority by the organization. In appraisal , the objective, interactive and meaningful feedback on performance is provided to the employee. An individuals performance objectives are actually one part of departmental and organizational objectives. When individual fulfills those objectives, a part of departmental objectives is fulfilled and in turn organizational objectives are achieved. In short, performance objectives clearly support departmental and organizational objectives. These objectives and measurements criteria are clearly discusses with the individual being appraised. The individual is properly guided by the times as well. In most cases the employees have clear and direct control over the outcome of their appraisals through their performance. Performance appraisal reflects individuals performance, strengths, key achievements on the job, areas for improvements, and recommended training. In the form of recommended training and suggestions, there is a written plan to improve employees knowledge and skills. Pay plans and highly linked to rewards for measured performance. The performance rating/pay adjustment reviewed by someone in a position higher than that of the rater before discussion with the employee and implementation and then there is final review by the HR.`
___________________________________________________________
HR Management of NBP 41
NBP performance appraisal forms are based on rating scales for workers and for upper management they also behaviorally anchored rating scale. At NBP, formal performance appraisal review is conducted annually but informally supervisors always play a role of good mentor or coach to guide the employee about their performance so that they can have idea about their performance on their goals.
___________________________________________________________
HR Management of NBP 42
Designation:
Grade:I
Basic Pay
CurrentPosting:(Branch/Region/Group) Date of Joining NBP: Academic Qualification: (Last Degree) Status of Disciplinary actions, if any. Section II. (To be filled in By the Appraisee)
___________________________________________________________
HR Management of NBP 43
Section III. (To be filled in By the Appraisee) What Training would you like to undertake to benefit you
*Also applicable to all Executives & Officers in the contractual employment. ** (RBC/ROC/RCMC/RCC/RHRC) in case of employees on RO Strength and name/designation of Supervisory Executive/Officer in case of employees on HO strength.
Cont.page 2
(Page 2)
Name of Appraisee: Part B (To be completed by the appraiser) Section I. Performance Achievement against job objectives/KPIs Rate the performance against objectives:
(1=Poor, 2=Satisfactory, 3=Good, 4=Very Good, 5=Excellent)
Objectives
Score (1 to 5) TOTAL:
Section II Behavioral Skills Score(1 to 5) 1. Job Knowledge 2. Communication Skills 3. Attitude, Behavior & Response to Controlling Office 4. Initiative 5. Attendance & Punctuality 6. Commitment to Job & Organization ___________________________________________________________
HR Management of NBP 44
7. Team Work 8. Analytical ability 9. Development of subordinates 10. Personal appearances and grooming. TOTAL:
Total Score of Section II = (Score of Section II 10) x 0.3 =
Overall Score = (Total Score of Section I + Total Score of Section II) Section III. Signature of Appraisee & Date (With Comments, if any)
5.5
Compensation:
The organization follows a well-organized policy that states the organizations philosophy on employee compensation at various levels that reinforces the value of performance in the organization. It is made sure that these policies are communicated to the entire employee and full implemented. Also, on the occasion of orientation, the employee are provided with documents and relevant policies, which also includes the compensation policy. These policies,
___________________________________________________________
HR Management of NBP 45
which also includes the compensation policy are clearly supported and monitored by the management. The compensation policy contains procedures, guidelines and methods to guide managers on how to implement the compensation system.
Allowances and Fringe Benefits House Rent Allowance Utility Allowance Dearness allowance Medical Allowance Conveyance Allowance Evening and night Banking Allowance Special Pay (Northern Areas) Education Allowance
LEAVE ENCASHMENT o Leave Privilege Leave Sick Leave Casual Leave GENERAL Bonuses Statutory Bonus On the Ist week of Ramazan ul Mubarak
HR Management of NBP 46
(30 days per annum) (18 days per annum) (20 days per annum)
___________________________________________________________
On the Event of Eid ul Azha Funeral Expenses Marriage Grant Grant of incentives for improving professional and educational Qalification Compensation Traveling Allowance Honorarium for securing Ist Position Provident Fund
FINANCES Hose Building Finance Motor Cycle Finance Car Finance Computer Finance
___________________________________________________________
HR Management of NBP 47
Medical Facilities
5.6.1
___________________________________________________________
HR Management of NBP 48
Empowering chief managers to accelerate the process of disposal of cases at their level without referring these to the HOK.
___________________________________________________________
HR Management of NBP 49
Implementation of job rotation policy for OG-1 and above. Introduction of transfer policy of Assistant Treasury Officers Cash Side to General Side. Introduction of the scheme for grant of study leave. Introducing policy for promotion of graduate and postgraduate clerical and non-clerical staff as OG-1 through competitive test. from
RECREATIONAL ACTIVITIES:
Following the deliberations that took place in the Change Management Conference 2005, the NBP has taken a number of steps to promote a lively and healthy environment in the bank, by arranging cricket tournaments and hockey and volleyball matches. During the past two and half years, sports activities were progressively increased. Cricket teams of the Bank were formed and tournaments were arranged between different offices.
24 female officers have been inducted in the bank with a view to give them a fair representation and address the gender imbalance that exists in the Bank. This batch has undergone extensive 24 weeks (6 months) training at National Institute of Banking and Finance (NIBAF), in Islamabad and a subsequent follow up with intensive orientation in the field offices of the NBP.
5.7
5.7.1 5.7.2
___________________________________________________________
HR Management of NBP 51
Promotion Policy
The promotion policy introduced in 1979 was based on three parameters i.e. (i) qualification, (ii) length of service and (iii) standard of service. Separate marks were prescribed for each of the three parameters and, after obtaining the minimum qualifying marks varying from cadre to cadre; one could be promoted to the next higher position. While formulating the merit based promotion policy introduced in 1999, the considered opinion was that separate points should not be prescribed for qualification and length of service. The Board of Directors in its 167th meeting held on April 29, 2008 has approved the Promotion Policy 2008. the sailent features of the policy are as follows. PROMOTION IN THE EXECUTIVE CADRE Eligibility: Minimum 3 years continuous service in the grade. Basis for Promotion Written test Qualifications
HR Management of NBP 52
___________________________________________________________
PROMOTIONS IN OFFICEERS CADRE Eligibility: Minimum 3 years continuous service in the grade. Basis for Promotion Qualifications Service in the Grade Performance rating of 3 years
PROMOTIONS FROM CLERICAL CADRE TO OFFICER GRADE III Eligibility criteria fro promotion Qualifications Service in the Grade Performance rating of 3 years
___________________________________________________________
HR Management of NBP 53
Rotation of employees from one unit to another in a division will be made by the concerned Divisional Head on a regular basis so that no one is allowed to remain posted in one unit for more
than 3 years at a stretch. The HOD/Office in-charge will make rotation of employees from one Division to another in a planned way so that no employee is allowed to remain posted in one Division for a period exceeding 4 years at a stretch. Employees on promotion as OG-III and above shall invariably be transferred from the office/department where they were working before their promotion. An employee transferred from one office to another shall be allowed to seek his posting back to his parent office or to the office of his choice subject to administrative convenience immediately after completion of 3 years.
___________________________________________________________
HR Management of NBP 54
The Chief Manager shall not remain posted at one office for a period of more than 3 years.
Demotion:
___________________________________________________________
HR Management of NBP 55