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Recruitment and Selection,
Performance Appraisal
&
Training and Development
At
The Royal Bank of Scotland - Pakistan
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HUMAN RESOURCE MANAGEMENT
PROJECT REPORT
SUBMITTED T0:SUBMITTED T0:
Mr. Imtiaz Ahmed
SUBMITTED BY:SUBMITTED BY:
MOHIT TANWANI (07-0233)MOHIT TANWANI (07-0233)
SADDAF IMRAN (07-0134)SADDAF IMRAN (07-0134)
SUBMITTION DATE:SUBMITTION DATE:
NOVEMBER 21, 2009NOVEMBER 21, 2009
ACKNOWLEDGEMENT
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This report is a part of our course “Human Resource Management”. It is a report of our topics “Recruitment and Selection, Training & development, and Performance appraisal” at The Royal Bank of Scotland Pakistan. It has been written by us on the basis of our knowledge of these topics and the way these activities are implemented at RBS . This report may not be even close to perfection, but we have given it a Big Effort on our part.
We thank Allah Subhan Tallah, the Most Gracious and the Most Merciful.
We thank their Parents who have been supporting and loving us throughout.
Our big thanks to Mr. Imtiaz Ahmed, for giving us the opportunity to make this report. Without his guidance and support, this report could have never reached completion. He helped us gain command over the concepts of Human Resource Management, helping us to apply that knowledge in the making of this report.
_____________ _____________
Mohit Tanwani (07-0233) Saddaf Imran (07-0134)
Mr. Imtiaz Ahmed
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TABLE OF CONTENTS
INTRODUCTION 5
HISTORY 6
RECRUITMENT AND SELECTION 10
PERFORMANCE APPRAISAL 22
TRAINING AND DEVELOPMEENT 26
APPENDIX 30
Executive Summary
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Recruitment and Selection, performance appraisal and training and development are the three core activities of any organization’s Human Resource Department. It a challenge for every organization’s HR department to choose right people for the right job, appraise, compensate and give proper feedback to its employees and train and teach them advanced techniques in order for them to create a competitive edge in the industry by serving the organization’s customers well.
The organization that we have selected is The Royal Bank of Scotland – Paksitan. It is a multinational bank having its branches and offices in many parts of the world. RBS human resource department gives tough competition to its rivals (HR department of other organizations) as it recruits, appraises and trains its employees properly.
This report points out the factors why RBS’s HR Department is effective and how they have given a tough competition to its opponents.
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Introduction
The Royal Bank of Scotland
“Our focus is on building stand alone strength”
RBS will achieve this with integrity, transparency, and by serving their customers well.
History
Early Scottish success
The Royal Bank of Scotland was founded in 1727. Originally opened with a staff of just eight, its first premises were in the Old Town of Edinburgh. For more than half a century, RBS traded solely from the Scottish capital, but in 1783 it opened first branch in the fast-growing trading city of Glasgow. This new office was soon conducting over half of the Bank's entire business. Spurred on by this success, many more branches opened across Scotland and then, in 1874, their first office opened in London.
Domestic and overseas growth
In the twentieth century RBS expanded rapidly, acquiring several English banks including Williams Deacon's Bank, Glyn, Mills & Co and Drummonds Bank. In the 1950s their mobile banks began serving rural communities, and by 1960 their first office opened in New York. In 1969 their merged with National Commercial Bank of Scotland to achieve a greater market share in Scotland. RBS also introduced the daisy wheel brand mark which remains so central to their corporate identity.
Technology and diversification
In the 1970s they embraced computerisation and introduced a new generation of multi-function cash dispensers. In the 1980s they launched Direct Line motor insurance and bought Citizens Financial Group in the USA. By the 1990s they were at the forefront of telephone and internet banking.
Takeovers and acquisitions
In 2000, they acquired National Westminster Bank in the biggest banking takeover ever in Britain and so inherited a rich heritage covering more than 200 banks that had made up NatWest. In 2005 they formed a strategic partnership with Bank of China and, two years later, in the
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biggest takeover in banking history, they led a unique consortium to acquire the Dutch bank ABN AMROCommitted to working together With three centuries of banking behind them, they remain committed to making it happen for their customers, shareholders and staff around the world.
Striking the right note
In the 18th and 19th centuries hundreds of British banks - most of them small, local enterprises - issued their own banknotes. When The Royal Bank of Scotland was established in 1727, starting up a banknote issue was one of its directors' first priorities. They based their first designs on the notes of existing rivals, but added an impressive new detail; a portrait of the King. This was the first banknote in Britain to include such an intricate illustration.
This was the beginning of a long history of innovation in banknote design, driven by the requirement to make notes attractive and acceptable to the general public, while always protecting them against counterfeiters. In 1777, we became the first bank in Europe to issue multi-coloured banknotes, and in 1826 we issued Britain's first double-sided note.
Building trust and stability
Throughout all these changes, one feature that remained the same was the vital importance of banknotes to the economy in Scotland, where there were often chronic shortages of coins. Unlike many other nationalities, the Scottish people developed absolute trust in their banknotes, which contributed to the near-unique stability of Scotland's early banking system.
Reflecting national pride
When the British government periodically threatened to withdraw or limit the Scottish banks' right to issue notes, the nation rose up in protest, celebrating their banknotes as a matter of national pride and identity. It is thanks to the popularity of the notes, and to the demonstrated stability of the system, that Scotland's banks have been allowed to continue issuing pound sterling notes to this day.
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The Royal Bank of Scotland – Pakistan
The Royal Bank of Scotland Group has grown from small beginnings nearly 300 years ago to become the second largest financial services group by profit, in the world. With an AA credit rating, RBS group has more than 40 million customers worldwide, operating profit in 2007 ₤10.3 billion, and total assets, as at 31 December 2007, of GBP 1,900.5 billion. Our brands operate around the globe and down your street to provide banking services for individuals, businesses and institutions. Proud of our history, we remain committed to innovation and service - in business and through our many sponsorship activities.
Asia PacificThe Royal Bank of Scotland Group is now one of the top five banks in the Asia Pacific region for corporate and institutional customers, and retains a strategic partnership with Bank of China. We also provide wealth management services across the region through RBS Coutts.
EuropeAs well as having the largest branch network in the UK and providing market-leading wealth management, consumer finance, insurance and corporate banking solutions to millions of customers, the RBS Group has a growing presence across the rest of Europe.
North AmericaThe Royal Bank of Scotland Group is now one of the top 10 banking groups in the US, and an established name across North America. Citizens Bank has retail branches in 13 states, while RBS GloRBS Banking & Markets works with 80 per cent of the Fortune 100 companies.
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Introduction to Human Resources Department
The Royal Bank of Scotland – Pakistan
“People are at the heart of our success”
There is possibly no greater challenge in HR than recruiting, motivating, engaging, developing and rewarding so many people in a Group with so many brands. If you consider our growth record, this is only likely to increase. The size of the challenge is matched only by the success of our approach. We act as internal consultants across the Group, creating and delivering business-specific solutions. Our remit covers every issue involving staff recruitment, training, development, reward, career building, and change management. We need to understand the specifics of each business and deliver solutions which are consistent across the Group yet sensitive to individual requirements. With a consultancy HR model well established, HR services are delivered to the business through Business Partners, project-based HR Consultants and a range of technical specialists.
Within RBS there are HR professionals working within the Group's Central Functions as well as aligned in the business. There are also specialist technical areas such as Remuneration and Benefits, Policy and Employment, HR Shared Services, Health, Safety and Wellbeing, Group Resourcing and Group Organizational Effectiveness.
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Recruitment & Selection:
RECRUITMENT is the process of generation a pool of capable people to apply for employment to an organization. SELECTION is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job, given management goals and legal requirements.
The step to step Recruitment process followed by organization is:
Planning Sourcing Screening Interviewing Hiring Reporting Planning
1. Planning: Planning includes both workforce planning and individual recruitment planning. Workforce planning typically focuses on forecasting staff and skill gaps in the most business-critical positions, while
individual recruitment planning focuses on sourcing and screening strategies for specific vacancies.
2. Sourcing: Sourcing focuses on activities to attract both passive and active candidates. Common strategies include advertising, marketing at select schools and organizations, managing employee referral programs, and cross-marketing new positions to prior applicants.
3. Screening: Screening focuses on creating a qualified pool of candidates to share with the hiring manager. Common activities include resume/application reviews for select qualifications, supplemental questionnaires, and formal testing.
4. Interviewing: Interviewing includes in-person reviews designed to select a final candidate. Common strategies include peer interviews, panel interviews, and the use of behaviourally-based interview techniques.
5. Hiring: Hiring focuses on persuading the selected candidate to join the organization. Common activities include making the job offer, negotiating terms and conditions of employment, and all pre- and post-start on-boarding.
6. Reporting: Reporting includes all post-hire data collection, monitoring, and reporting. Common activities include surveying applicants and hiring managers, collecting and analyzing applicant flow data, and reporting performance measures and processing metrics.
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Recruitment & Selection at RBS Pakistan:
RBS is interested in attracting and hiring the very best people in the market.
“We understand the integral role you play in our continued success. We're committed to providing you with a candidate experience that is robust, transparent and gives you the power to make choices.”
A two way process
RBS wants to make sure the hiring process works for everyone is the same. They provide candidates with all information and support they need to demonstrate their experience and capabilities and to help them make the right career decision .Their selection experience will vary based on the role they have applied for but will typically include the following stages.
Effective Recruiting
Recruitment is done through developing applicant pool. Employee recruiting means finding and /and or attracting applicants for the employees open positions
Why recruitment is important:
Recruitment is an important and an important part in every organization. Recruiting is not only done in unemployment
Why recruitment is important:High performing staff are essential if an organisation is to deliver outstanding services to vulnerable people. Member agencies tell us they have difficulties in recruiting and retaining great people. Other sectors seem to offer more to staff – be it in terms of remuneration, progression opportunities, effective support for frontline workers, job security or just showing staff that they are valued. Long-term reliance on agency staff can be incredibly damaging to consistency of service delivery and more importantly have a hugely detrimental effect on service users. Homeless people say that it is the way frontline staff works with them that makes the biggest difference.
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Recruiting the right people is a key managerial role, yet one that agencies often do not devote
enough time to. In financial terms, the average frontline worker paid £18,000 represents an
investment of around £65,000 over a three year period. If your organisation was considering
investing a similar sum in a new IT system, a great deal of thought and analysis would go into
selecting the right system. Many organisations do not invest enough time in thinking about the
skills, attributes and behaviours they need in their staff. This guide aims to help service managers
recruit the right staff and give them the best induction into their new role.
Many organisations that are members of Homeless Link tell us they currently employ staff who
they know are not the best people for the job. Some staff recruited into the sector simply do not
have the skills they need to do their jobs, which highlights shortfalls in recruitment practice
within the sector. One hostel manager talked of the difficulty of finding suitable staff; having
tried three rounds of recruitment he was reliant on agency staff to deliver services, as no suitable
permanent staff were available. However, many frontline staff came to work in homelessness
agencies for a reason – that they care about the service user. Staff who under-perform generally
do so for a reason – this might be due to lack of skill to undertake the work which was not
identified during the recruitment process, poor management, lack of support and supervision,
lack of clarity about their role and how they are expected to work, or simply being burnt out after
working in the same role for a long time without the refreshers and re-motivators of training and
development activity.
Once the right staff have been recruited, they need to be supported effectively, and given the
right tools for personal and career development.
However, there are agencies in the sector that do not have a problem recruiting high quality staff,
that involve service users in recruitment and selection, and whose organisational turnover is very
low. This guide explores some of the human resources practice in these agencies, and sets out
step-by-step instructions on how to set up these systems.
Examples of organisations which operate best practice principles in this area include Broadway,
Macclesfield Accommodation Care and Concern and Foundation Housing
Recruitment and selection has many processes and steps that must be followed.
Decide what positions to fill, through personal planning and forecasting Build a pool of candidates for these jobs, by recruiting internal or external candidates
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Have candidates complete application form and perhaps undergo initial screening interviews
Use selection tools like tests, background investigations, and physical exams to identify viable candidates.
Decide who to make an offer to, by having the supervisor and perhaps others interview the candidates
`
Application stage:
Whether candidate applies directly through RBS’ careers website or through their staff referral scheme, they'll ask you for some background information - this usually involves completing an application form or submitting a CV/resume.
For some roles, candidate will need to complete an online application form and then be directed straight through to an online assessment process.
For other roles, once HR managers have reviewed your CV/resume and established there is a good fit between your background and the 'essentials' they are looking for, the candidate will hear from their recruitment team.
The team will tell you what to expect next, share information about what it's like to work here and answer any questions, the candidates might have.
For some roles, candidates may also have an initial phone interview. This helps HR managers assess candidate’s skills, background and experience so they can decide if they should invite you to the next stage of the hiring process. Phone interviews usually take about 30 to 40 minutes.
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Interview stage
Interviews are usually conducted face-to-face in RBS’ offices with of recruiters or a line manager. The process and questions will vary based on the role you have applied for, but may explore:
Candidate’s behavioural abilities (called 'competencies') Candidate’s technical skills and background (based on qualifications and/or relevant
work experience) Candidate’s reasons for wanting to work for them.
They'll make sure candidate is fully briefed on what to expect from the interview process and what they are looking for.
Further selection stages
The next stages will vary based on the role candidate has applied for. In some cases a face to face interview will be the final stage in the process. In other cases, candidate may attend additional interviews, complete further individual assessment exercises or join RBS at an assessment centre.
Making the offer
Assuming everything has gone well for both candidate and HR managers, they will make candidate an offer. This is a very important part of the overall process. Your recruiter or RBS contact will help answer any questions and support candidate with any of the practicalities involved in confirming offer, such as our pre-employment screening process.
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Findings through our Direct Interview from HR managers
The potential candidates in RBS are generated through following external resources:o Direct applicantso Job portalso Employee Referralo University campuses
S.No Source Candidates with experience of
0-1 yr 1-3 yrs 3-5 yrs 5-10 yrs10 yrs & above
1 Campus
2 Employee Referrals
3 Consultants Depends on nature of job
4 Walk-ins Depends on nature of job
6 Advertisements Depends on nature of job
7 Job Fairs Depends on nature of job
Employees are mainly recruited through:
The time HR Managers take from JRF ( Job Requisition Form) till the final offer is:
o For Junior level recruitment: 15-20 days
o For Middle Level Recruitment 30-45 days
o For Higher Level Recruitment
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60-75 days
The sources HR managers prefer most for hiring:o Junior Level employees:
External Sources
o Middle Level employees: Both internal and external sources
o Higher Level employees: Internal Sources
When a middle level employee is transferred from one department to another, he/she has to go through a probation period of 6 months. During this period, the employee is trained in that department by the supervisor and the employee is also properly scrutinized this whether employee is capable of working in that department or not.
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Candidates can also apply at RBS via online job application form
The online job application form is given below:
Application submitted for * Please Select
Here you have to specify whether you are applying for any suitable job or for internship program.
Personal Information
Fields marked with an*are mandatory
Title: *
First Name: *
Middle Name:
Last Name: *
Gender: * Please Select
Country of Residence: * Please Select
Address: *
City: *
Contact No *- -
country code
area code
phone no.
Cell No:
National Identity Card No.
Passport No. *
(Without space)
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Email Address: *
Date of Birth: * -- -- --
Country of Birth: * Please Select
Education
Degree / Diploma / Certificate: * Please Select
School / Institute / University: *
City / State: *
Country: * Please Select
From:(Month / Year) * -- --
To: (Month / Year) * -- --
GPA: Please Select (If Applicable)
Grade: (If Applicable)
Major:
Internships (if any)
Organization *
Country * Please Select
From (Month / Year) * -- --
Till (Month / Year) * -- --
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Assignment/Responsibilities *
Area of Experience
Please select one * Please Select
* Banking Category: Please Select
* Non – Banking Category: Please Select
* Fresh Category: Please Select
Professional Experience/s (if any)
Organization *
Country * Please Select
City
From (Month / Year) * -- --
Till (Month / Year) * -- --
Responsibilities/Nature of work
Annual gross salary
Area of Interest
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Field of Interest - 1st Choice
2nd Choice
3rd Choice
Position Applied for
Job Location
Expected Salary (PKR)
Mobility Local Yes No
Mobility International Yes No
Skills
Computer Skill
Skill Level Please Select
Language
Skill Level
Key Strengths
Other
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Why do you want to join “RBS”?
Please note that mere submission of instant application or any subsequent correspondence from RBS should not be considered as guarantee for employment or even for an interview call in this regard.
Preview
After the proper filling out of this job application form, HR managers check whether the candidate fulfills the minimum selection requirements or not and then contacts the person for further proceedings.
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Performance Appraisal:
Performance Appraisal is a process supporting the use of human resource in an organization. It is possibly management’s most powerful tool in controlling performance and productivity of human resources in the organization. Used effectively, it can have tremendous strategic potential for governing employee behavior and in turn, organization’s direction through its dynamic links to selection, training, career-path planning and reward systems.
Performance appraisal is the process of evaluating the employee’s performance on the job in terms of requirements of the job. It identifies the differences among the employees in terms of their performance.
Need, Importance and Advantages of Performance Appraisal:
Scientific basis for judging the merit or worth of employees
Sound basis for promotion, demotion, transfer or termination of employees.
Helps in distinguishing between efficient and inefficient workers.
It reveals the defects in the selection procedure
Helps to know the potentials of the subordinates systematically.
Helps correct placements.
It helps in constructively guiding the employees.
It prevents grievances and develops a sense of confidence
Protects the management against the charges of discrimination.
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Essentials of Effective Performance Appraisal:
The employees should be made aware in terms of goals, targets and behavior.
Job-related.
Performance-based.
Uniform and non-variable.
Fair, just and equitable.
Appraisers should be honest, rational and objective.
Superiors should be well trained to ensure uniformity, consistency and reliability
Reports should be examined meticulously before taking any positive or negative action.
Intra and inter-departmental consistency and uniformity should be ensured.
There should be provision of appeals against appraisals to ensure confidence of the employees and their associations/unions.
Traditional methods of Performance Appraisal:
Ranking Method
Paired Comparison
Graphic Scale method
Forced Distribution Method
Check-list Method
Critical Incident Method
Field Review Method
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Performance Appraisal at RBS Pakistan:
RBS Pakistan’s performance appraisal system is based on a combination of 'MBO' and 'Enabling Traits' approaches, under which 60% weight age is given to performance goals discussed and laid out in the beginning of the year. Another 40% weight age is assigned to enabling personality factors, which are clarified to all employees by their supervising officers at the start of each year.
The system and process flow of the appraisal process is modified, improved and upgraded from time to time in line with the Bank's requirements, as well as with industry practices. HR Department notifies all units of the Bank of the PA system and procedure currently in use. Units are also notified deadlines for goal setting, form filling, monitoring and final appraisals.
Salary increases and adjustments are based on performance of employees during a calendar year and are finalized during the first quarter of the new year. Grade promotions on the other hand are based on the -availability of higher positions, employees' ability to fill those positions and sustained high performance during the last few years, and are finalized during the second quarter of each year.
RBS’ OBJECTIVES OF PERFORMANCE APPRAISAL:
1. Improving the performance of the Bank and its staff members 2. Laying a solid foundation for relationships between staff and management. 3. Clarifying performance targets for all.4. Using the process for career planning and professional development of staff.5. Review of salary, assignment and career path. 6. Award of bonuses. 7. Promotion to higher salary ranges and functional responsibilities.
ROLE OF IMMEDIATE SUPERVISOR & BRANCH MANAGER / UNIT HEAD:
Performance appraisal is an interactive exercise between the immediate supervisor and the staff member reporting to him/her. A supervisor is defined as the person to whom one or more employees report on a regular basis. Branch Managers and Unit Heads supervise this interaction from a distance, and try not to dominate the proceedings. With their greater maturity and experience, they discreetly guide the process in order to empower the departmental heads to assume greater responsibility in this area.
The Branch Managers and Unit Heads however, continue to bear the ultimate responsibility for successful completion of the exercise. They discuss the goal setting done by their departmental heads and place second signature on appraisal forms of all non-supervisory staff. Supervisory staff is evaluated
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by the Branch Manager and Unit Heads directly. In addition to personal skills, their supervisory skills are also evaluated, using the second page of the appraisal form for 'Managerial' staff.
Training and development25
Training Design Process
1 -
Conducting Needs Assessment
Ensuring Employees’ Readiness for
TrainingCreating a Learning
Environment
Ensuring Transfer of Training
Developing an Evaluation Plan
Select Training Method
Monitor and Evaluate the Program
Training refers to a planned effort by a company to facilitate employees’ learning of job-related competencies.
The goal of training is for employees to master the knowledge, skill, and behaviors emphasized in training
programs, and apply them to their day-to-day activities
Assumptions of Training Design Approaches
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Training design is effective only if it helps employees reach instructional or training goals and objectives.
Measurable learning objectives should be identified before training.
Evaluation plays an important part in planning and choosing a training method, monitoring the training program, and suggesting changes to the training design process.
Needs Assessment
Effective training practices involve the use of an instructional systems design process. The instructional systems design process begins by conducting a needs assessment.
Needs Assessment refer to the process used to determine if training is necessary.
Because needs assessment is the first step in the instructional design process: If it is poorly conducted, training will not achieve the outcomes or financial
benefits the company expects.
Needs assessment involves:
Organizational Analysis – involves determining: the appropriateness of training, given the business strategy resources available for training support by managers and peers for training
Task Analysis – involves: identifying the important tasks and knowledge, skill, and behaviors that
need to be emphasized in training for employees to complete their tasks
Person Analysis – involves: determining whether performance deficiencies result from a lack of
knowledge, skill, or ability (a training issue) or from a motivational or work design problem
identifying who needs training
determining employees’ readiness for training
Training and Development at RBS Pakistan
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The management of RBS believes that systematic training and development helps the Bank's human resource in acquiring professional skills and expertise, which in turn gives RBS a sustainable edge over their peer banks in the today's competitive business environment. Ongoing learning for all is therefore one of the priority areas at RBS. The objectives of training activities are to keep RBS’ 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.
It is obligatory for each employee of the Bank to attend at least one training course (of a minimum duration of one full day) in a calendar year. Branches, Area Offices and Head Office Divisions/Departments are to send their nominations for training courses at least two weeks prior to the start of a training course. Employees may also take the initiative and get themselves nominated through their supervising officers for training courses relevant to their needs.
The Bank has the latest state-of-the-art training facilities at its Training & Development Center (TDC) and a dedicated training team to look after most of the training needs of its employees.
Regular in-house training programs offered by the TDC in-house are as follows:
IN-SERVICE TRAINING PROGRAMME: Basic Course on General Banking Operations 4 days Officers working in general &
consumer banking departments Account Opening & Customer Relationship 2 days Officers in-charge of account opening Clearing, Collections and Remittances 2 days Employees working in these areas Advanced Course in General Banking Operations 3 days Operations' managers Basic course in Processing of Credit Proposals 2 days Credit officers Analysis & Interpretation of Financial Statements 2 days Credit officers Credit Administration & Documentation 2 days Credit Adm. Officers Elementary Course in Trade Finance 4 days Officers working in trade finance Advanced Course in Trade Finance 3 days Experienced trade finance officers Time Management and Personal Effectiveness 1 day Officers in Range III and above who
have not attended this course Customer Service Skills Workshops 1-2 days All RBS’ employees Telephone Handling Skills 2 days All RBS’ employees handling telephone calls Selling Skills 2 days All RBS employees at branches Performance Appraisal Workshop 1 day All RBS employees
At the beginning of every quarter, TDC announces dates for training courses for the following quarter. These courses are planned on the basis of training requirements received from area offices, branches or Head Office Divisions/Departments, either through employee appraisal forms or by specific demand from time to time. TDC may also design and offer additional training programs in other areas in response to specific training needs expressed by its internal customers.
Some specialized courses, especially at an advanced level, may be outsourced by using reputable academic institutions and management consultants.
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MANAGEMENT TRAINEE PROGRAM
With appropriate frequency, the Bank recruits batches of fresh MBAs and other post graduates through a competitive process and offers them comprehensive three months training, at the end of which they are posted to various branches and offices of the Bank. Management trainees are further required to go through on the job training through a structured rotation program.
CASH OFFICERS, OPERATIONS OFFICERS & CUSTOMER SERVICE OFFICERS The Bank also recruits fresh graduates as Cash Officers, Operation Officers & Customer Service Officers through a competitive process for induction into mainstream general banking operations. The duration of the training program in these positions is four to six weeks and frequency of the batches depends upon staffing requirements of the Bank.
Where in-house expertise is not available in a certain area, employees may be nominated to attend training programs offered by other institutions including Institute of Bankers Pakistan.
Alternatively, external training consultants or training providers may be invited to conduct training programs for RBS employees whenever deemed necessary.
Appendix29
Comparison between BANK AL FALAH and Royal Bank of Scotland
MANPOWER PLANNIG
In Bank The manpower planning of employees is done by immediate supervisor of Bank Alfalah. While recruiting and selection processes, HR manager keeps in his mind , what type of person required for what job, what are his qualifications, skills, and is he either according to specific job or not and in which department he has to manage. So during recruitment, all conditions must be visualized, so that planning of human resources after recruitment could be easily done. To manage employees both internal and external sources are used Alfalah.
When the need for recruiting new employee arises and for which department and job, the line manager informs to the department head of that department, then he consults with HR manager and after interviewing and tests, that person is employed in the bank who is according to a specific job
TURNOVER RATE
The turnover rate for jobs in Bank Alfalah is very minimal as compared to other job industries.
JOB ROTATION
Periodic rotation of staff between various assignments is used by Bank Alfalah as a means of broadening areas of expertise of concerned staff. This is also done to ensure smooth transition from one job to another in case a staff member leaves the job, or is transferred to another job or location. Furthermore, periodic job rotation has also become a standard audit requirement in BAL.
It has therefore been decided that all staff members posted at branches should be rotated periodically according to the following guidelines:
TERMINATION OF EMPLOYEE
In Bank Alfalah, severe frauds, harm to the integrity of the bank, commits a mistake beyond normal routine are the circumstances bring under consideration for the termination of an employee. If an employee does not perform well, training, warnings and firing are the solutions to cope with the situation.
30
Article
The HR Scorecard: Linking People, Strategy, and PerformanceCompetitive advantage in the new economy relies on intangible assets like brand recognition, knowledge, innovation and, in particular, human capital. As a result, business leaders must rise to this occasion by incorporating the HR function into the firm's overall corporate strategy. In this excerpt from their new book, Brian E. Becker, Mark A. Huselid, and Dave Ulrich explain how "managers throughout the firm can understand exactly how people create value and how to measure the value-creation process."
by Brian E. Becker, Mark A. Huselid, and David Ulrich
The Evolving Picture of HR: From Professional to Strategic Partner Recent decades have witnessed dramatic shifts in the role of HR. Traditionally, managers saw the human resources function as primarily administrative and professional. HR staff focused on administering benefits and other payroll and operational functions and didn't think of themselves as playing a part in the firm's overall strategy.
Efforts to measure HR's influence on the firm's performance reflected this mindset. Specifically, theorists examined methodologies and practices that are focused at the level of the individual employee, the ind ividual job, and the individual practice (such as employee selection, incentive compensation, and so forth). The idea was that improvements in individual employee performance would automatically enhance the organization's performance.
Although such research attempted to extend the range of HR's influence, it did little to advance HR as a new source of competitive advantage. It provided scant insight into the complexities of a strategic HR architecture. And simply put, it didn't encourage HR managers to think differently about their role.
In the 1990s, a new emphasis on strategy and the importance of HR systems emerged. Researchers and practitioners alike began to recognize the impact of aligning those systems with the company's larger strategy implementation effort — and assessing the quality of that fit. Indeed, although many kinds of HR models are in use today, we can think of them as representing the following evolution of human resources as a strategic asset:
The personnel perspective: The firm hires and pays people but doesn't focus on hiring the very best or developing exceptional employees.
The compensation perspective: The firm uses bonuses, incentive pay, and meaningful distinctions in pay to reward high and low performers. This is a first step toward relying on
31
people as a source of competitive advantage, but it doesn't fully exploit the benefits of HR as a strategic asset.
The alignment perspective: Senior managers see employees as strategic assets, but they don't invest in overhauling HR's capabilities. Therefore, the HR system can't leverage management's perspective.
The high-performance perspective: HR and other executives view HR as a system embedded within the larger system of the firm's strategy implementation. The firm manages and measures the relationship between these two systems and firm performance.
We're living in a time when a new economic paradigm — characterized by speed, innovation, short cycle times, quality, and customer satisfaction — is highlighting the importance of intangible assets, such as brand recognition, knowledge, innovation, and particularly human capital. This new paradigm can mark the beginning of a golden age for HR. Yet even when human resource professionals and senior line managers grasp this potential, many of them don't know how to take the first steps toward realizing it.
In our view, the most potent action HR managers can take to ensure their strategic contribution is to develop a measurement system that convincingly showcases HR's impact on business performance. To design such a measurement system, HR managers must adopt a dramatically different perspective, one that focuses on how human resources can play a central role in implementing the firm's strategy. With a properly developed strategic HR architecture, managers throughout the firm can understand exactly how people can create value and how to measure the value-creation process.
Learning to serve as strategic partners isn't just a way for HR practitioners to justify their existence or defend their turf. It has implications for the very survival of the firm as a whole. If the HR function can't show that it adds value, it risks being outsourced. In itself, this isn't necessarily a bad thing; outsourcing inefficient functions can actually enhance a firm's overall bottom line. However, it can waste much-needed potential. With the right mindset and measurement tools, the HR architecture can mean the difference between a company that's just keeping pace with the competition and one that is surging ahead.
A recent experience of ours graphically illustrates this principle. In a company we visited, we asked the president what most worried him. He quickly responded tha '. In simple terms, his firm's $100 of cash flow had a market value of $2,000, while his largest competitor's $100 of cash flow had a market value of $4,000. He worried that unless he could change the market's perception of the long-term value of his organization's earnings, his firm would remain undervalued and possibly become a takeover target. He also had a large portion of his personal net worth in the firm, and he worried that it was not valued as highly as it could be. the financial market was valuing his firm's earnings at half that of his competitors'. When we asked him how he was involving his HR executive in grappling with this problem, he dismissed the question
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the most potent action HR managers can take to ensure their strategic contribution is to develop a measurement system that convincingly showcases HR's impact on business performance.
with a wave of his hand and said, "My head of HR is very talented. But this is business, not HR." He acknowledged that his HR department had launched innovative recruiting techniques, performance-based pay systems, and extensive employee communications. Nevertheless, he didn't see those functions' relevance to his problem of how to change investors' perceptions of his firm's market value.
Six months after our meeting, a competitor acquired the firm.
The sad truth is that the HR executive in this story missed a valuable opportunity. If he had understood and known how to measure the connection between investments in HR architecture and shareholder value, things might have turned out differently. Armed with an awareness of how investors value intangibles, he might have helped his president build the economic case for increased shareholder value.
The story of Sears, Roebuck and Co.'s recent transformation stands in stark contrast to this anecdote and shows what companies can achieve when they do align HR with the larger organization's strategy. 1 After struggling with lack of focus and losses in the billions in the early 1990s, Sears completely overhauled its strategy implementation process. Led by Arthur Martinez, a senior management team incorporated the full range of performance drivers into the process, from the employee through financial performance. Then, they articulated a new, inspiring vision: For Sears to be a compelling place for investors, they said, the company must first become a compelling place to shop. For it to be a compelling place to shop, it must become a compelling place to work.
But Sears didn't just leave this strategic vision in the executive suite or type it up on little cards for employees to put in their wallets. It actually validated the vision with hard data. Sears then designed a way to manage this strategy with a measurement system that reflected this vision in all its richness. Specifically, the team developed objective measures for each of the three "compelling." For example, "support for ideas and innovation" helped establish Sears as a "compelling place to work." Similarly, by focusing on being a "fun place to shop," Sears became a more "compelling place to shop." 2 The team extended this approach further by developing an associated series of required employee competencies and identifying behavioural objectives for each of the "3-Cs" at several levels through the organization. These competencies then became the foundation on which the firm built its job design, recruiting, selection, performance management, compensation, and promotion activities. Sears even created Sears University in order to train employees to achieve the newly defined competencies. The result was a significant financial turnaround that reflected not only a "strategic" influence for HR but one that could be measured directly.
Few firms have taken such a comprehensive approach to the measurement of strategy implementation as Sears has. Granted, retail service industries are characterized by a clear "line of sight" between employees and customers. Thus their value-creation story is easier to articulate. But that doesn't mean that other industries can't accomplish this feat. The challenges may be greater — but so are the rewards.
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Why HR? Why Now?Consider the following:
In most industries, it is now possible to buy on the international marketplace machinery and equipment that is comparable to that in place at the leading global firms. Access to machinery and equipment is not the differentiating factor. Ability to use it effectively is. A company that lost all of its equipment but kept the skills and know-how of its workforce could be back in business relatively quickly. A company that lost its workforce, while keeping its equipment, would never recover. 3
This excerpt captures the difference between physical and intellectual capital — and reveals the unique advantages of the latter. The Coca-Cola Company's experience testifies to this reality. According to then-CFO James Chestnut, after transferring the bulk of its tangible assets to its bottlers, Coke's $150 billion market value derived largely from its brand and management systems. 4
The evidence is unmistakable: HR's emerging strategic potential hinges on the increasingly central role of intangible assets and intellectual capital in today's economy. Sustained, superior business performance requires a firm to continually hone its competitive edge. Traditionally, this effort took the form of industry-level barriers to entry, patent protections, and governmental regulations. But technological change, rapid innovation, and deregulation have largely eliminated those barriers. Because enduring, superior performance now requires flexibility, innovation, and speed to market, competitive advantage today stems primarily from the internal resources and capabilities of individual organizations — including a firm's ability to develop and retain a capable and committed workforce. As the key enabler of human capital, HR is in a prime position to leverage many other intangibles as well, such as goodwill, research and development, and advertising.
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Excerpted from The HR Scorecard: Linking People, Strategy, and Performance
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Performance appraisal score card
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Recruitment score card
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Balanced Score Card
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Performance Measurement is a critical issue for HR
This report provides a step-by-step process by which HR leaders can create their own dedicated functional balanced scorecard that will clearly demonstrate how the function is helping to deliver its organization's strategic goals.
Demonstrating value is now critical. As senior managers turn the spotlight onto HR’s contribution to the success of the organization, discover the powerful role played by performance measurement in enabling HR to reposition itself as a key strategic business partner
Creating the HR Scorecard reveals:
The 'new' skills HR professionals must develop in order to become true strategic assets to their organizations
10 international best-practice case studies illustrating how HR can play a critical role in shaping world-class people strategies for their companies.
An explanation of how the ROI of HR programmes can be assessed and a detailed overview of how to conduct an HR audit
The demands placed on HR in the current climate and the challenges involved in becoming a strategic partner
Complete results, analysis and commentary from a survey of over 200 leading organizations.
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