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Profile of Eastern Bank Ltd.

Established Known As Category Type Origin Slogan Authorized Capital Paid-up Capital Number of Employee Number of Branches SWIFT Code Stock Code Head Office Website : 16th August 1992 : EBL : Commercial : Private : Local : Simple Math : 12000 (mn) : 4527 (mn) : 1500 : 52 : EBLDBDDH : EBL : Jiban Bima Bhaban, Dilkusha , Dhaka, Bangladesh : http://www.ebl.com.bd/

Profile of Eastern Bank Ltd.


Historical Profile of EBL
BCCI (1990) EBL (1992)

In 1991, when BCCI had collapsed internationally, the operation of this bank had been closed in Bangladesh. After a long discussion with the BCCI employees and taking into consideration the depositors interest, Bangladesh Bank then gave the permission to form a bank named EBL which would take over all the assets, cash and liabilities of former BCCI in Bangladesh, with effect from August 16, 1992. It can therefore be said the EBL is a successor f BCCI.

Vision-Mission-Values
TO BECOME THE BANK OF CHOICE BY TRANSFORMING THE WAY WE DO BUSINESS AND DEVELOPING A TRULY UNIQUE FINANCIAL INSTITUTION THAT DELIVERS SUPERIOR GROWTH AND FINANCIAL PERFORMANCE THEY WILL DELIVER SERVICE EXCELLENCE TO ALL OUR CUSTOMERS, BOTH INTERNAL AND EXTERNAL. THEY WILL ENSURE TO MAXIMIZE SHAREHOLDERS VALUE. THEY WILL CONSTANTLY CHALLENGE OUR SYSTEMS, PROCEDURES AND TRAINING TO MAINTAIN A COHESIVE AND PROFESSIONAL TEAM TO ORDER TO ACHIEVE SERVICE EXCELLENCE. THEY WILL CREATE AN ENABLING ENVIRONMENT AND EMBRACE A TEAM BASED CULTURE WHERE PEOPLE WILL EXCEL.

VISION

MISSION

SERVICE EXCELLENCE OPENNESS TRUST COMMITMENT INTEGRITY RESPONSIBLE CORPORATE CITIZEN

VALUES

Levels of Management Structure

Competitive Status
Net Profit After Tax EPS in BDT 1120.14 892.89 52.9 2.49 Turnover Q2, 2011 (mn) 1567.33 990.9 Paid-Up Capital (mn) 4527.0 3590.0

SL No. Banks

1 2 3 5

Eastern Bank Ltd. Dhaka Bank

Dutch-Bangla bank AB Bank

1130.49 56.52 619.04 25.90

2206.47 1675.73

2000.0 3686.0

HR Planning of EBL
There are mainly four function units exists under the Human Resources Division of the Eastern Bank Limited. These function units are fully authorized for taking any decisions regarding human capital of Eastern Bank Limited. These function units are

Recruitment and Selection Unit of EBL.

Development and Learning Unit of EBL.

Compensation and Benefit Unit of EBL.

Disciplinary Actions and Performance Monitoring Unit of EBL.

Recruitment and Selection Process of EBL


Recruitment Philosophy There are certain recruitment philosophies that shape up the recruitment process of EBL:
EBL has developed a corporate culture where employees are not treated as mere employees rather than family members.

EBL either promotes from within the Org or hire from the outside to fill vacancies.

Recruitment and Selection Process of EBL


Recruitment Practices

Permanent Employees

Contractual Employees

Third-Party Employees

EBL Employees

Recruitment and Selection Process of EBL


Recruitment Category and Criteria
For Eastern Bank Ltd, usually the recruitment and selection process are conducted for the following positions/categories: 1. Regular Employee (for different departments & positions) 2. Contractual Executives 3. Management Trainee Officer 4. Officer on Contract (for different departments & positions) Consumer BankingContractual 5. Customer Services Officer (Cashier), Contractual 6. Loan Officer, SME BankingContractual 7. Direct Sales Officer, Consumer Banking, CardsContractual 8. Direct Sales Executive 9. Support Staff 10. Third Party Contract

Recruitment and Selection Process of EBL


Recruitment & Selection Process
Manpower Requirement Received Collecting Manpower Requisition form
Internal Vacancy Announcement Source of Application; Job Posting

Salary Fixation/Final Offer


Pre employment Medical Checkup

Assessment/ Interviews

Written Examination

CV Sorting

Joining

Recruitment and Selection Process of EBL

Recruitment and Selection Process of EBL

Training and Management Development


The strategic role of development Development of the people is a key to success and to meet the business strategy. In this believe EBL states the following strategies:

Timely and relevant from an individual perspective Becoming a performer; Firmly linked to both todays business needs and the
longer term business plan of the Bank.

Training and Management Development


Opportunities provided by EBL
There are two ways HR can implement the development needs: a. On the job learning learning by doing the activities other than formal training. On the job learning is usually focused on learning by doing or self- initiated study. All the individuals of the bank will work with the unit/department/Divisional Heads to explore how these opportunities can be maximized.

b. Formal Training describes formal programs which can be anything from Computer Based Training to long/ short daytime Management Training in the Training Academy of the Bank or any outside Institutions.

Training and Management Development


Orientation of new employees
The following guidelines should be followed by officers when welcoming a new employee: a. Before the employee arrives: Review the job description and update as necessary. Make sure that a desk, equipment and supplies are ready. Inform other employees in the department when the new employee will join.

b. When the employee joins the Bank: Welcome the new employee; make him/her feel welcome, and comfortable. Explain in short the activities of the bank. Explain the new employee's job-title, grade, duties etc. Explain the GAP policy of the bank and hand over a copy of GAP policy Explain the Bank's working conditions -hours, overtime, etc. Explain the importance of punctuality and attendance. Give the employee name and telephone number to call in case of unavoidable absence. Explain the use of identification cards. Introduce the new employee to associates.

Training and Management Development


c. Before the employee begins to work:
Explain the importance of services rendered. Explain the relationship of the department to other areas. Review the organization of department/branch. Explain the work flow. Introduce and explain the various terminology used in the Bank. Explain the performance appraisal and merit reward system.

d. Ongoing Communication:
Review the employee's work, so that he/she knows how he/she is doing, both during and after the probationary period. Ask how the employee feels about his/her job, the Bank and you, the supervisor. Understand what the employee wants from his/her job.

Performance Appraisal Policies


General principles
Firstly
Each Departments have to set the financial Target or the functional targets for the Department and for the individuals in line with the Annual target set by the Management.

The targets to be recorded in the appraisal form and to be signed by the Appraisee and Appraiser both and the form Secondly will be preserved by the Department for review. Department should set target for the individual, social, auxiliary, core and other competencies expected from the team members in discharging their assigned duties and inform the individuals accordingly.

Thirdly

Performance Appraisal Policies


General principles (Contd) Fourthly
Each individual will assess his/ her performance rating (individual, social, auxiliary, core and other competencies, Target/ business performance) as per his/her best judgment and achievement quarterly The Department will assess the performance of the individual half yearly and guide the individual for any shortfall

Fifthly

Sixthly

The Department will assess and calculate the rating on the yearly send the form to HR Division for record by 15th January.

Performance Appraisal Policies


Responsibilities for Performance Assessments
Individual Employee
Prepare at the beginning of the year : Financial/ Non Financial Objectives Attributes Finalize these with the Line Manager. Self Assessment of the performance appraisal annually by January 1st week.

Line Manager
Assessment of Performance: Half yearly during 2nd week of July Yearly during January Rate overall performances by January 15th

HRs
Provides : Guidelines Documentations Advice and clarifications

Review the level of Preserves: Rating attributes. and Documents Support for development

Performance Appraisal Policies


Annual Performance Assessment

Compensation System: Pay & Reward


General policies The job they are filling in terms of its technical demands

and responsibilities in relationship to other jobs in the Bank. A fixed pay for the holder of the post. The salary structure is determined by the Board and can be changed any time at its discretion. Once placed between the salary range, employees proceed through the range at varying rates related to their performance, appraisal and their position in the range at any time. Every employee has the right to be told his/her grade and the minimum and maximum salary assigned to that grade and one immediately above.

Compensation System: Pay & Reward


Regulations of Pay and Allowances
1) Salaries are confidential between the employees concerned and the Human Resources Division. 2) The Scale of Pay and other allowances of employees of the Bank shall be as determined by the competent authority from time to time. 3) The annual salary revision is decided by the Managing Director with approval of the Board of Directors based on:
a. b. c. d. e. Individual Performance Market movement The Banks affordability Individuals relative position in a particular salary range COLA (Cost Of Living Adjustment)

Compensation System: Pay & Reward


Salary Structure
.

Basic Salary

House Rent

Salary Package

Conveyance Facility

Medical Allowance

Compensation System: Pay & Reward


Bonus
The regular employees of the bank are entitled to the Bonus provisions. Festival Bonus is paid to graded employees equivalent to one months Basic Salary. The basis of payment of this Bonus is as follows:
Employees on probation and not confirmed and or less than three months of service are entitled to 50% of this Bonus The Festival Bonus of the Managing Director is subject to approval of Bangladesh Bank.

The Festival Bonus is paid once during Eid-ul Fitre and once during Eid-ul Azha.
Eligible Non- Muslim Employees are paid on their festivals (i.e. Durga Puza, Budhdha Purnima, Christmas day, etc).

Compensation System: Pay & Reward


Retirement/End-Service Benefits: Provident Fund

Members on confirmation, in regular employment with

the Bank, are required to join the Provident Fund to which members contribute 10% of their Basic Salaries and the Bank makes a matching contribution. Employees will be entitled to the Banks contribution of Provident Fund after 5 (five) years continuous services with the Bank excluding the period of probation, apprenticeship etc. Incase of resignation/ Termination before 5 years, an employee will be entitled to get his/her own contribution of PF. An employee who is dismissed from the Banks service will get only the own contribution of his Provident Fund.

Compensation System: Pay & Reward


Retirement/End-Service Benefits: Gratuity
The Bank shall create a gratuity fund every year for adequate amount required for the purpose. Members become eligible to receive Gratuity as per duration of continuous service Entitlement i. 7 years 1 basic for completion of every year ii. 10 years or more 1 and basic for completion of every year.

Compensation System: Pay & Reward

Traveling Allowances Maternity Bill Furniture & Equipment Other Performance Bonus Benefits Medical Facilities Allowance Utility Reimbursement

Employee Discipline
GAP
GAP is a guidebook which is followed by the employees to achieve the cultural change in EBL with regards to their understanding about customer service.
Grace Premises Appropriate
Customer Interaction

GAP
People

4 Pillars of GAP
Documentary Communication

Pleasing

Employee Discipline (Code of Conduct)


Abidance of Laws Free Competition (sharing of policy & procedures) Misappropriation and Bribery Conflict of Interest Self and Citizenship duties Use of Corporate Name and Letterhead Outside Employment Speculation in Stocks Prevent Money Laundering and Transaction Structuring Honesty and integrity Borrowings Disclosure of Relationship; Employment of Relatives / Conflict of Responsibilities Acceptance of Gift Use of Service Facilities Non Smoking Workplace and Vehicle Pool Alcoholism Drug Addiction Respect for others Representation to directors Participation in political activities Harassment GAP (Graceful, Appropriate and Pleasing) Customer complain Misrepresenting and Misselling the Banks product and Services

Health and Safety


Hospitalization Reimbursement
Facility will be limited only to the confirmed employees and Family Members. For hospitalization/surgical treatment, the Bank will reimburse 3 (three) basic salaries per calendar year. The claim of hospitalization bills must be supported by original bills of hospital/clinic. The claim should be submitted within 1 (one) month from the date of discharge from the hospital/clinic.

Health and Safety


Maternity Bill
Maternity bills are reimbursable subject to a maximum of three months basic pay per children for 2 (two) children during the tenure of services of an employee or spouse of the employee at Eastern Bank Limited.

The claim of maternity bills must be supported by original bills of hospital/clinic in Bangladesh or overseas acceptable to the Bank, along with their admission/discharge certificate, cost of medicines and various medical examinations, if any, during the period of hospitalization.
The claim should be submitted within 1 (one) month from the date of discharge from the hospital/clinic.

Health and Safety


Expenses not claimable The Management will not reimburse the following expenses: Dental treatment The supply of spectacle Childbirth expenses in excess of a total of two children Children exceeding 21 years of age