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Transcript of HRM Report
A case study On
Training & Development Process in Consumer Banking of Standard
Chartered Bank
1
1.0 INTRODUCTION
About Standard Chartered Bank
Standard Chartered Bank is one of the top Multinational Banks in Bangladesh. Through its
strong brand image company make it has been able to provide innovative services to the
consumers of a developing country such as Bangladesh. The bank offers a huge range of
products and services to its customers, which has contributed to the overall reputation and
success of the bank. The bank increasingly invested in people, technology and premises as its
business grew in relation to the country's thriving economy. At present the bank has 25 offices in
Dhaka Chittagong and Sylhet, including the country's only offshore banking unit inside the
Dhaka Export Processing Zone at Savar. The banks strength to build business opportunities for
corporate and institutional clients at home and abroad. Continuous upgrading of technology and
control systems has enabled the bank to offer new services, which include unique ATMs and
Phone banking. Standard Chartered services in Bangladesh, ranges from Personal & Corporate
Banking to Institutional Banking, Treasury and Custodial services.
In order to provide best services the bank is very much concerned about the employees, because
good employees can ensure good services. And for that every bank needs to establish good HR
practice.
Present Situation of Standard Chartered Bank:
At present Standard Chartered Bank has covered:-
A network of over 500 offices in 56 countries.
A staff of about 30,000 people managing assets of around 5120,280 million.
Standard Chartered Bank’s international business in Personal Banking, Corporate
Banking and Standard Chartered Markets are its special strengths.
2
Standard Chartered Bank also maintains correspondent’s relationship with over 600
banks in 157 countries around the world.
It has 26 branches and 50 ATM booth in Bangladesh
CONSUMER BANKING
Generally Standard Chartered Bank has three product streams:
1) Consumer Banking,
2) Wholesale Banking and
3) Financial Markets
Among these product stream, Consumer banking is the one with the most variety of products and
longer value chain. Consumer Banking consists of three major functional areas:
1. Credit Cards (unsecured lending)
2. Auto & Mortgage (secured lending)
3. Small and Medium Enterprise (SME)
The Credit card section consists of credit cards (CC), personal loan (PL) and the Consumer
Transaction Banking (CTB) also known as the wealth management. Customer has to submit their
Income Document for getting their credit card (credit limit given after the income document
assessed) or personal loan, the reason why it is classified as unsecured lending.
The Auto and Mortgage consists of the Auto and the Mortgage loan which is provided to the
customers to buy the cars (in case of auto) and home loan. (in case of Mortgage). Standard
Chartered Bank is also offering Credit Card to the Auto and Mortgage customers who don’t have
to submit their Income Document as they have already submitted their document before taking
loan, the reason why it is classified as secured lending.
Small and Medium Enterprises provide loans to buy or build factory industry, shop etc. in small
or medium scale.
3
Credit card is one of the most popular products in Consume Banking of Standard Chartered
Bank. Purchasing goods became really comfortable when there is credit card in the pocket and
also because of credit card, we can avoid the hassle of carrying large amount of money in the
pocket, the reason why credit card is special and popular.
There are mainly three types of credit cards in two forms. The two forms are:
Master Card
Visa Card
The three types of credit cards are:
1. Silver
2. Gold
3. Platinum
The limit of Silver Card is from 10,000 Taka to 90,000 Taka
The limit of Gold Card is from 100,000 Taka to 290,000 Taka
The limit of Platinum Card is from 300,000 Taka to 450,000 Taka
So with these credit cards we can carry thousands, lakhs of Taka easily avoiding the hassle of
carrying hard cash clearly defines its usefulness and reason for its popularity
4
STANDARD CHARTERED BANK PRODUCT STREAM
(Product Stream of Consumer Banking shown in Detail)
5
ConsumerTransaction Banking
Auto Loan
Mortgage Loan
Personal Loan
Standard Chartered Bank Product Stream
Consumer Banking Wholesale Banking Financial Markets
Credit Card
Small and Medium Enterprise
Unsecured Lending & Consumer Transaction
Banking – Org Chart (in Consumer Banking)
6
Ahsan AfzalGM, Unsecured Lending &
CTB
Ahsan AfzalGM, Unsecured Lending &
CTB
Gitanka D DattaGitanka Dutta
Head - CB Marketing &
Alliances
Gitanka D DattaGitanka Dutta
Head - CB Marketing &
Alliances
Mahiul Islam Head—Product,
Unsecured & CTB
Mahiul Islam Head—Product,
Unsecured & CTB
Nazmur RahimHead—Portfolio,
Cards & CTB
Nazmur RahimHead—Portfolio,
Cards & CTB
Syed Minhaj Ahmed
Senior Manager -CB Finance
Syed Minhaj Ahmed
Senior Manager -CB Finance
Suman Kumar Saha
Assistant Manager,MIS
UL & CTB
Suman Kumar Saha
Assistant Manager,MIS
UL & CTB
Md. Mahfuzur Rahman
Senior Manager -Alliance
Md. Mahfuzur Rahman
Senior Manager -Alliance
Riyadh Ferdous Assistant Manager
-Marketing Support
Riyadh Ferdous Assistant Manager
-Marketing Support
Kazi Mahfuz M Rahman
Senior Manager Product
Kazi Mahfuz M Rahman
Senior Manager Product
Sarah AnamAssistant Manager
–Product
Sarah AnamAssistant Manager
–Product
A. B. M Wasi Uddin
Asst. ManagerProduct
A. B. M Wasi Uddin
Asst. ManagerProduct
Lubna HossainInternational
Graduate
Lubna HossainInternational
Graduate
Tahsin TaherManager -
Retention & Balance Build
Tahsin TaherManager -
Retention & Balance Build
Debasish SarkerManager -
Retention & Balance Build
Debasish SarkerManager -
Retention & Balance Build
Nusrat JabeenOfficer-
Cross- sales &Tail Management
Nusrat JabeenOfficer-
Cross- sales &Tail Management
Tarique HyderBusiness Manager
-Payroll
Tarique HyderBusiness Manager
-Payroll
Durreen Fatema Quayyum
Assistant Manager -
Payroll
Durreen Fatema Quayyum
Assistant Manager -
Payroll
Ibnul WaraInternational Graduate
Ibnul WaraInternational Graduate
Tawfique ImamBusiness Manager
- PL
Tawfique ImamBusiness Manager
- PL
Mohammad Naser
ChowdhuryAssistant Manager
-PL
Mohammad Naser
ChowdhuryAssistant Manager
-PL
Farzana MayeshaHead –Risk,
Unsecured Lending & CTB
Farzana MayeshaHead –Risk,
Unsecured Lending & CTB
Navia Novaly Nipa
Management Trainee
Navia Novaly Nipa
Management Trainee
Syed Sanowarul HoqueCB BORM
Reason behind choosing SCB
Training and Development process is an essential part of banks and for any organizations all
over the world. Training and Development process is used in a bank to increase the performance
and efficiency of the individuals and the bank as a whole. Standard Chartered Bank is one of the
leading multinational banks well established in Bangladesh. Their training and development
program is very much well designed and organized. So to know how a multinational company
provides training to its employees to make them more productive, we choose Standard Chartered
Bank.
2.0 Objective the Study
Primary Objective
The broad objective of the study is to identify how the Standard Chartered Bank is implementing
their Training & development process in Consumer Banking to establish best policy to do
business & broad description and analysis of the overall Training and Development process in
Consumer Banking of Standard Chartered Bank (SCB).
Secondary Objective
To know about the overall banking activity of Standard Chartered.
To understand the training and development process of Standard Chartered Bank.
Identify the current training and development plan for Standard Chartered Bank.
To find out the variety of the training and development used on the people with
different level.
To get an overall idea about the performance of Standard Chartered Bank.
How they are checking the feedback of training (whether training effective not)
To suggest necessary measures for the development of the bank
7
3.0 Scope of the Study
The report contains a broad description and analysis of the overall Training and Development
process in Consumer Banking of Standard Chartered Bank (SCB). As Training and
Development, process is an indispensable part of banks and in fact for any organizations all over
the world. Training and Development process is used in a bank to increase the performance and
efficiency of the individuals and the bank as a whole. Readers will find useful information about
the overall Training and Development process of Standard Chartered Bank which may be a vital
learning regarding the Training and Development issues in Consumer Banking.
4.0 Methodology
Major part of data was collected through the secondary resource. It was not easy to collect
primary data because the bank personnel’s were very busy and we had wait for long time to get a
data from them. The secondary and primary resources are:
a) The primary sources of data and information:
Observation
Discussion with officials of Standard Chartered Bank
b) The secondary sources of data are as follows:
Annual report of the Standard Chartered Bank.
Web site of Standard Chartered Bank
HRM books and Periodicals.
Internet, Newspapers and magazines.
8
5.0 Limitation of the Study
Some parts of the data used in the report are given on an approximate basis due to banks
tendency towards confidentiality. It also served as a major limitation.
Lack of required information, which is the main obstacle we faced to prepare this report.
Difficult to collect the necessary information (sometimes difficult to realize the actual
required information)
Time is always a constraint to prepare this report.
Lacking of practical skills
Having a lacking in required knowledge about different situational requirement.
Another reason of insufficient information in this study is lack of information as the
employees were busy.
9
TOPIC ANALYSIS &
DISCUSSION
10
6.0 The Organizational
Structure of S.C.B Bangladesh
The bank is divided into several divisions and business units, which are also further sub-divided.
The divisions are mainly based on some service lines designed for and provided to targeted
customers, other divisions and units are there to support the business activities of the major
service based divisions. The organogram of Standard Chartered Bank in Bangladesh is given
below followed by a detailed discussion on the list of the divisions.
Figure1 The organization structure of Standard Chartered Bank as a whole
11
CEO (Bangladesh)
Head of corporate
And institutional banking
Head of Treasury
Head of Legal and
Compliance
Head of Human
ResourceHead of IT
Head of
corporate and external affairs
Head of consumer
banking
Unit Head Unit Head Unit Head Unit Head Unit Head Unit Head Unit Head
Senior Managers
Senior Managers
Senior Managers
Senior Managers
Senior Managers
Senior Managers
Senior Managers
Managers Managers Managers Managers Managers Managers Managers
Assistant managers
and officers
Assistant managers
and officers
Assistant managers
and officers
Assistant managers
and officers
Assistant managers
and officers
Assistant managers
and officers
Assistant managers
and officers
The structure of Standard Chartered Bank involves quite a lot of hierarchy. Starting from the
bottom of the hierarchy, this is how information is communicated through the hierarchical ladder
Assistant managers and officers such as cash officers, personal financial consultants, credit card
officers, front desk officers and sales executives have to report to the managers which include the
customer relations manager, sales team manager, product manager and the cash manager. These
managers in turn have to report to the senior managers which includes the Branch Sales and
Service Manager (BSSM). Each of these Branch Sales and Service Managers has to report to
their respective unit heads. The unit heads have to report to the heads of each department which
include the following departments:
Corporate and Institutional Banking
Consumer Banking
Corporate and External Affairs
Information Technology
Treasury
Legal and Compliance
Human Resource
The head of each of these departments finally report to the CEO of Standard Chartered Bank,
Bangladesh. Standard Chartered Bank believes that efficient human resource is the key to
success. A timely qualitative contribution of the human resource can increase the competitive
performance of the organization. Therefore, Standard Chartered Bank put emphasis on the
improvement of the human resources through training and development. Selecting the pool of
12
potential employee and provide them necessary training is one of the main concerns of the
Human Resource Department of the organization. Standard Chartered Bank always tries to
recruit the high caliber youth who are energetic and risk taker along with outgoing and friendly
attitude. Standard Chartered Bank selects those candidates who have the good educational
background. The contribution of the quality training and high potential targeted human resource
should be turn to be the source of power of the organization.
The overall policy of the Human Resource Department of Standard Chartered Bank:
Build up effective and efficient human resource through training.
Selecting the appropriate candidate who fit the culture.
Retain the talented employee within the organization.
Create such an atmosphere so that employee can contribute fully.
Motivate the employees so that they can give their best effort, another method of retaining
the talented and efficient employees.
Train the employees and develop the employees for the future job.
Build smooth career for the brilliant employee to retain them.
Maintain the efficient human resource inventory.
Provide sufficient feedback of the employee for their effort.
Provide attractive Incentive package both monetary and non-monetary for brilliant effort as
well as to layoff those who do not fit the culture and norm, also those who are unable to
perform according to the requirement.
13
7.0
TRAINING & DEVELOPMENT
7.1 Meaning and Definition of the Training & Development
Training and development is any attempt is to improve current or future employee performance
by increasing an employee's ability to perform through, usually by changing the employee's
attitude or increasing his or her skills and knowledge.
Training refers to improvement in required skills and knowledge of the employees in
short run. Example: Training given to improve skills in order to improve skills for
making outbound calls
Development refers to improvement in required skills and knowledge of the employees in
long run. Example: Training given to develop an employee and make him an
International Graduate (I.G. which is a Band-7 post) from Management Trainee (M.T
which is a Band-8 post)
14
Post Training
Education is the process of increasing the level of knowledge and understanding. Therefore,
training is the "know-how" and education in the "know-why". Essentially, organizations are
concerned with increasing the knowhow of the employees. Thus, employee training is what
companies are mostly concerned with.
7.2 Training as a Process in Consumer Banking
Training has most emphasis to achieve the organizational objectives.
Pre- Training
Training
FIG: 2. THE BASIC TRAINING PROCESS IN CONSUMER BANKING.
Pre-training: This is before training stage, where reason for training and types of training are
determined.
15
Training: As stated earlier, is the process to increase the attitudes skills, and abilities of the
employees to perform specific jobs.
Post training: This stage contains the evaluation of the training. It shows whether the training is
effective or not
7.3 Training as a System in Consumer Banking
A training system in Consumer Banking may be defined as a rational arrangement of inputs,
technology, people, materials, events and process designed to extract behavioral outputs, which
produce further social or economical output, increasing organizational effectiveness. Training
system receives a person as raw mat, a person having actual or potential deficiency in the job
performance and process to modify behavior to match that has been specified in the training
objectives. This is done under defined rating conditions and constrains. Feedback is from the
trained person to refine the system. The process consists of several factors such as trainer,
subject matter, training techniques and aids, physical features, time and money including
operating conditions and constrains.
7.4 The Reasons for Employee Training and Development in Consumer
Banking
Training and development can be initiated for a variety of reasons for an employee as well as the
group of employees:
When a performance appraisal indicates performance is not up to the mark then there is a
need for training.
Helps people to identify with the goals
Improve relationship between boss and subordinate.
Helps to prepare guidelines for different types of work.
Provides information for future needs in all areas of the organization
Helps individuals in making better decisions effectively increasing the problem solving
abilities.
16
To eliminates fear in attempting new works.
8.0 TRAINING DESIGN IN CONSUMER BANKING OF
STANDARD CHARTERED BANK
8.1 Training in Consumer Banking of Standard Chartered Bank
The training in Consumer Banking and in fact to all department of Standard Chartered Bank is
given by its human resource department. There is no specific topic that training is given on a
routine basis. It varies from time to time and according to the need of the bank. Here are some
training courses that are given to employees in Consumer Banking and other department:
English communication.
Computer skills.
Written for professionals, Stress management.
Time management.
Basic accounting.
Decision making process.
17
Problem solving process.
Job related technical training.
Leadership, Personal management.
Company rules and procedures.
Interpersonal communication.
Team work, Common goal
Office management, Service quality
Major investment decision criteria.
8.2 Level and Form of Training in Consumer Banking of Standard Chartered
Bank
The human resource department of Standard Chartered Bank provides its training to its potential
top-level personnel (Directors and Managing Directors) and each of the mid-Level executives
based on their needs and organizational demand.
There are two forms of training that is provided by the human resource department of Standard
Chartered Bank to its personnel based on the necessities:
Internal Training: In case of internal training, training is given within the Standard
Chartered Bank. There is a hall room in the corporate office in which internal training is
provided to the employees using its own facilities and logistic support. Sometimes guest
lecturers are hired from out side institutes to provide training if required.
External Training: Based on the necessity and demand, sometimes Training is provided
to the employees from various training centers out side of the organization. Standard
Chartered Bank used to send their people to take training from different institute and
18
many others reputed training centers, also outside the country (such as the employee who
are working as an International Graduate in Consumer Banking Division)
8.3 Pre-training
From the name, it is easy to determine that all the activities that are carried out before the
training process is known as pre-training.
8.3.1 Steps of Pre- Training in Consumer Banking of Standard Chartered
Bank:
The pre-training stage can therefore be broken down into the following number of steps to be
carried out successfully:
8.3.1.1. Conducting Needs Assessment:
First stage of training instruction design process of any kinds of organization is to conduct the
needs assessment and Standard Chartered Bank is no exception. The needs assessment helps to
determine whether training is necessary or not.
A) Person Analysis:
19
Job Description Job Specification
Performance Appraisal
Person analysis helps the HR manager of Standard Chartered Bank. to identify whether training
is appropriate and which employees needs training. In certain situations, such as the introduction
of a new technology or service, all employees may need training.
.
FIG: Person Analysis Process.
B) Task Analysis:
Task analysis results in a description of work activities, including tasks performed by the
employee and the knowledge, skills and abilities required to successfully complete the task. Task
analysis in Consumer Banking of Standard Chartered Bank involves the following activities:
Selecting the jobs that needs to be analyzed and developing a preliminary list of tasks
performed on the job by interviewing and observing expert employees and their managers
and talking with those who have performed a task analysis.
Verifying the importance of the tasks for the job through task inventories or expert
committees composed of managers, employees, and other persons.
Identifying the knowledge, skills or abilities necessary to successfully perform each task
using interviews and questionnaires
8.3.1.2 Ensuring Employee's Readiness for Training:
20
After the need for training has determined, it is necessary to evaluate whether employees are
ready to learn or not. Standard Chartered Bank in Consumer Banking uses the following
processes to ensure the employee's readiness for training:
Motivation to Learn:
Motivation to learn is the desire of the trainee to learn the content of the training program
which is related to knowledge gain, behavior change or skills acquisition in training
programs. Managers need to ensure that employee's motivation to learn is as high as
possible through:
i. Self-efficiency: Self-efficiency is the employee's belief that they can successfully
learn the content of training program. Managers can increase employees self
efficiency level by
o Providing as much information as possible about the training
program ,
o Purpose of training prior to the actual training and showing
employees the training success of their peers who are now in similar
jobs and
o Providing employees with feedback that learning is under their
control and they have the ability and the responsibility to overcome
any learning difficulties they experience in the program.
ii. Understanding the benefits of learning: Understanding the benefits of
training to the employees by communicating to them the potential job-related,
personal and career benefits they may receive because of attending the training
program.
Basic Skills:
21
Employee's readiness for training activities can also be influenced by the degree to which
they have basic skills-the reading, writing and communication skills needed to understand
the content of training program and therefore, HR Manager of Standard Chartered Bank
Conduct a literacy audit to determine employee's basic-skill level.
8.4 Training
As stated earlier, training is any process by which the attitude, skills and abilities of employees to
perform specific jobs has increased the driving force of Standard Chartered Bank and it has
always been because of their employees.
In order to sustain economic and effective performance it is important to optimize the
contribution of employees to the aims and goals of the necessary to ensure an adequate supply of
staffs that are technically and socially competent and capable of career advancement into
specialist department of management position. This is therefore, a continual need for the
processes of staff training in order to fulfill part of this process in Consumer Banking.
8.4.1 Steps of Training in Consumer Banking of Standard Chartered Bank
Standard Chartered Bank follows the following strategies to provide training to its employees:
8.4.1.1 Creating Learning Environment:
As learning involves a permanent change in behavior, therefore Standard Chartered Bank
provides an emphasis on creating learning environment within the bank for the personals. For
employees to acquire knowledge and skills in the training program and apply this information in
22
their jobs the training program needs to include specific learning principals and therefore it is
necessary to have a learning environment within the organization.
According to HR Manager of Standard Chartered Bank, they create the learning environment
within the bank through following ways:
Informing objectives of learning to the employees.
Providing learning guidance to the employees through verbal cues with proper combining
sequence and larger meaningful context.
Providing feedback on degree of accuracy and timing of performance to the employees
during their on job time.
Selecting and supplying the necessary and modernize training material to the employees.
Usually Standard Chartered Bank in Consumer Banking uses the following training
materials.
a) Well-qualified instructor.
b) Computer.
c) Overhead projectors.
d) Slide projectors.
e) White board.
f) Markers.
g) Graphs and charts, etc.
Standard Chartered Bank in Consumer Banking assures the availability of its training
materials to its trainees. Also it ensures a friendly and encouraging classroom to its
trainees. Unlike most other training centers, the class rooms of Standard Chartered Bank
are well maintained and clean. The positive points of the classroom are as below:
a) Clean.
b) Carpeted Floor.
c) Air-Conditioned.
23
e) Water Dispenser (mineral water -hot or cold).
f) Single desk-chairs.
g) Big open spaces to give breathing space.
h) Enough space for trainer to teach and move about.
Standard Chartered Bank also creates learning environment informally such as arranging picnic,
tour, debate competition, cultural program (specially done in Consumer Banking) etc.
8.4.1.2 Selecting Training Methods:
A number of different methods can be used to help employees acquire new Knowledge, skills, &
behaviors. Survey results suggest that videotapes, lectures, one-on-one instruction, and
simulations are the most frequently used training methods.
Standard Chartered Bank HR authority believes that training is major thing to achieve
organizational goals precisely. Therefore, they strictly follow modern and sophisticated training
process that is attributable on their existing employees. Throughout Standard Chartered Bank
and in Consumer Banking, in order to provide training to its top-level and mid-Level executives
Standard Chartered Bank uses both the two methods.
On the job training:
On the job methods refer to the methods that are applied in the work place, when the
employees are actually working. Virtually every employee of Standard Chartered Bank in
Consumer Banking gets on the job training when he or she joins the Standard Chartered
Bank. Standard Chartered Bank uses this training process for newly hired employees,
upgrading the skills of experienced employees when new technology is introduced, cross-
training employees within a department (happens frequently in Consumer Banking) or
work unit and orienting transferred or promote employees to their new jobs.
24
At lower level, trainees may acquire skills for, say, by observing other experienced
employees. Nevertheless, this technique is also widely used at top management level in.
Standard Chartered Bank.
Off-the-job training:
Off -the-job training in Consumer Banking of Standard Chartered Bank follows the
Presentation Techniques. Standard Chartered Bank uses presentation techniques for
presenting new facts, information, different philosophies, and alternative problem solving
solutions through traditional classroom instruction, distance learning, and audiovisual
techniques.
Classroom instruction: Despite new modern techniques, classroom instruction
remains a popular training method to different organizations and Standard
Chartered Bank is no exception.
Audiovisual technique:To improve communication skills, interview skills, and
customer service skills Standard Chartered Bank in Consumer Banking uses this
technique where overheads, slides, and video are used.
25
8.5 Post- Training Definition:
In simple sense, post-training refers to the evaluation done after the training program is
completed. It measures the benefits and cost of the training program in qualitative as well as
quantitative forms, Standard Chartered Bank in Consumer Banking uses both forms of this
information to evaluate its training program. Examining the outcomes of program helps to
evaluate the training effectiveness.
In Consumer Banking of Standard Chartered Bank, the training program is evaluated in the
following ways:
To determine whether the program is meeting the objectives or not.
To determine whether trainees believe that the content and administration of
the program were satisfactory.
To determine the financial benefits and costs of the training program.
To compare the costs and benefits to different training programs to choose the
best program
To market training programs and services to different clients.
8.5.1 Steps of Post- Training in Consumer Banking of Standard Chartered
Bank:
26
During post-training Standard Chartered Bank follows the following strategies to evaluate its
training programs:
8.5.1.1 Identification of Training Outcomes:
In order to evaluate the overall training programs in Consumer Banking and also other
departments of Standard Chartered Bank, the first step uses by the HR Manager is to identify the
training outcomes that can be categorized into four categories:
Cognitive
Skill-based
Affective
Result.
To collect the above training outcomes in Consumer Banking of Standard Chartered Bank, the
following methods are performed:
O Surveys.
O Observations.
O Focus groups, and
O Personnel records
8.5.1.2 Cost-Benefit Analysis:
Standard Chartered Bank like the other organizations put emphasis on the cost-benefit analysis,
which is the process of determining the economic benefits of a training program using
accounting methods Training related cost-benefit information is important to Standard Chartered
Bank for following reasons:
To understand total expenditure for training, including direct and indirect cost.
To compare the cost and benefit of alternative training program. .To ensures the well
use of the training budget.
27
To control cost.
8.6 Development
Standard Chartered Bank in Consumer Banking and other departments is concerned with
attempts to improve the overall performance and effectiveness of their bank. Development refers
to those learning opportunities design to help employees grow. Efforts towards development
often depend on personal drive and ambition.
8.6.1 Employee Development Methods in Consumer Banking of Standard
Chartered Bank:
Some development of individual's ability can take place on the job. Standard Chartered Bank in
Consumer Banking follows several methods of development. These are discussed below:
A. Job rotation:
Job rotation is one of the most popular on the job technique to develop bank personnel. Job
rotation can be either horizontal or vertical. Standard Chartered Bank in Consumer Banking
generally follows horizontal job rotation method at the early stage of service life. Standard
28
Chartered Bank cannot follow job rotation technique to those people who are specialized in any
particular job.
B. Assistant to positions:
Assist to positions is another good technique to develop employees of Standard Chartered Bank
in the Consumer Banking. Employees with demonstrated potential are given the opportunity to
work under an experienced or successful employee. In this process an individual perform many
duties under the watchful eye of experienced person. In doing so, these employees are groomed
for assuring the duties of the next higher level.
C. Seminars:
Seminar is a traditional form to develop employees it is widely practiced by Standard Chartered
Bank in the Consumer Banking. This offers an opportunity for individuals to acquire knowledge
and develop their conceptual and analytical abilities.
D. Lecture courses:
Lecture is verbal presentation of information by an instructor to a large audience. The lecture is
presumed to possess a considerable depth of the subject at hand. A virtual of this method is that
it can be used for very large groups, and hence the cost per trainee is low. Standard Chartered
Bank in Consumer Banking uses this method to develop and instructor or experience persons
provide related information and activities in Consumer Banking and of all departments
E. Mentoring:
In case of mentoring, a senior employee takes an active role in guiding another individual.
Mentoring is a helpful device to develop employees and it is widely followed to develop new
employees to Standard Chartered Bank.
29
9.0 MAJOR FINDINGS
The major findings of the Report are stated below:
Similar Training Methods in Consumer Banking and all other Departments: Though this
report basically focused on the Training and Development Process in Consumer Banking of
Standard Chartered Bank, but it is also found out that similar Training and Development process
is followed all over the bank means all the departments of Standard Chartered Bank
Working environment: Standard Chartered Bank provide safe and friendly working
environment to their employee in Consumer Banking and all other departments, so that their
employee would be able to give their best performance. Training is provided for safety such as
“Fire Warden Training” to ensure the safety from fire.
30
Adoption of culture: Standard Chartered Bank have strong and effective training department in
Consumer Banking and also other departments which work for adopting new technology,
operation process, marketing strategy.
Leadership: Standard Chartered Bank leadership is very well structured because of expert,
talented and some charismatic people that has also been developed by means of Training.
Skilled employee: Standard Chartered Bank Employees are very experienced & enough smarter
than the other private bank officer, which makes them special. The way they make decisions,
takes risk, develop innovative ideas, effectively operate and successfully achieve the goals within
deadline makes them special and proves them better than the others. Training is one of the major
tool to build skilled employees.
Added Value: One of their strategies in Consumer Banking of Standard Chartered Bank is that
they try to add value such as the ‘I banking’, International Banking, Foreign remittance, phone
banking and so on to be a part of Standard Chartered Bank is the key to their success. Whenever
a new concept is developed, Training is given to make the employees efficient enough to operate
on that new concept or the new product.
Creative and Innovative: Standard Chartered Bank Creativity belongs to those of us who are
excited by challenges and engage them in fresh thinking and feels open minded in making
decision. Employees are very experienced Creative thinkers are and not limited by convention
but allow their minds to ascend beyond predictable solutions. Training is also given on that to
generate new ideas and employees who work as the International Graduate (I.G.) often taken to
abroad for training to gain more knowledge about the other countries, generate more global
knowledge and try to implement that knowledge by developing more creative and innovative
products.
International: Standard Chartered Bank in Consumer Banking have strong and effective
training department which work for adopting new technology, operation process, marketing
strategy. As a member of global village, they view the world from the widest perspective.
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Standard Chartered Bank is like to be with all global citizens and they believe the world as a
place full of new opportunities and exciting possibilities. Standard Chartered Bank also delivers
world class products and services. Training is one of the most effective method they use for
Globalization.
Major findings which proves why Standard Chartered Bank is classified among the best courtesy
of Training:
Really efficient in increasing employee motivation & boost employee moral.
Increase job satisfaction.
Reduce employee turnover.
Increase innovation & opportunities.
Increase departmental as well as organizational productivity.
Reduce financial distress.
Enhance organizational image.
10.0 Recommendations
The amount of salary needs to be increased as the other private bank also pay good amount
of salary so being a multinational, Standard Chartered Bank should give more salary in
order to retain talented employee and reduce turnover. This issue is applicable specially in
the entry level and to the contractual people. Training regarding the salary structure in entry
level might be an effective method to resolve this issue
Standard Chartered Bank needs to make an agreement to the employees who receive
training like employees cannot leave the organization within 6 months or 1 year of training.
The reason is that it is found out in many cases that an employee immediately leave the
organization after receiving the training which means both loss of money and time for the
organization. Moreover, the employee will share his/her training learning to the new
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organization in order to benefit them can create a negative impact to the Standard Chartered
Bank
Training, most of the time should be done with the expert people. But often the bank uses
their new employee to take the training class.
Bank need to maintain proper succession plan because after training & development this
employee will help them to grow, develop and sell their product, help the Bank to achieve
the future goals. But employees can leave the bank any time for better opportunity. That’s
why Bank needs to maintain proper succession planning so that they can always keep the
potential and talented people in their bank.
Needs the transparent recruitment & selection for training because after the training this
employee will carry or increase the Bank Reputation by performing more efficiently and by
giving better outputs.
Sometimes the number of policies is a bit too much for the customer to tolerate which
creates a frustration among the customers (like lots of requirement for credit card
application). So those issues must be find out and reviewed again to reduce the number of
policies. After reducing the policies, training should be given to make the employee expert
in dealing with the less number of policies in order to gain more customer satisfaction.
Credit Card department should have to concern about the inflated sales target. Sometimes
card officers face pressure to sale more cards, if they are not able to meet the sales target
then they will be in trouble to get their salary or promotion. So they have to avoid this sort
of tendency, rather they can reinforce the officers or introduce them with new training which
will play a supportive drive to meet the sales target.
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Generalizing training for as many employee as possible and trainer should be friendlier with
the trainee.
Employer interaction should be more with the employees discussing different aspect of
changes and the need and utilization of trainings conducted.
11.0 CONCLUSION
Training and development process plays a vital role for organization’s overall success the
Standard Chartered Bank. They have expertise in the corporate and institutional banking
including cash management, trade finance and customer services, consumer banking and
operations. With over 140 years of experience in trade finance and an extensive international
branch network, Standard Chartered is committed to help the people to succeed in every
competitive environment.
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Employees are the most valuable assets for Standard Chartered Bank. They must therefore
retrain and reeducate them for the survival and growth for Standard Chartered Bank. The
increase productivity and total quality depends upon the drive, core competence, skill and
technical knowledge of employees. So Standard Chartered Bank needed to implement such HR
practice for hiring and training employees and also work for the compensation package for those
employees who are the best and able to perform the job in the most effective manner and meet
the demand for the organization.
To keep pace with their changing needs, they will constantly review their comprehensive cash,
trade and treasury products and services, ensuring that a full range of flexible and innovative
services is always available for the customers wherever they trade
As mentioned earlier, Training and development process plays a vital role for organization’s
overall success in the Consumer Banking and overall department of Standard Chartered Bank. It
assists Standard Chartered Bank to obtain and retain the effective and efficient employees. The
process is also conductive to the achievement of the objective of the HRM department, assist the
effective performance of other functional department of the organization and at last contribute to
the overall organizational broad objective.
BIBLIOGRAPHY
[REF-1]
Mello, Jeffrey A., Strategic Human Resource Management, 2002 Thomson,
South-Western
[REF-2]
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David A. De Cenzo and Stephen P. Robbins; 'Human Resource Management', 5th ed.,
John Wiley and Sons, Inc., 1996, pp-156- 233
[REF-3]
Raymond A. (1999). Employee Training and Development (3rd Ed): Introduction to
Training and Development (pp5-7)
[REF-4]
Brochure of Standard Chartered Bank
[REF-5]
Websites of Standard Chartered Bank
Retrieved from http://www.standardchartered.com/uk/
Retrieved from http://www.standardchartered.com/bd/
Retrieved from http://www.standardchartered.com/bd/index.html
Retrieved from http://www.standardchartered.com/bd/home/aboutus.ht
Retrieved from
http://www.standardchartered.com/aboutus/sponsorship/en/index.html
Retrieved from http://investors.standardchartered.com/
Retrieved from http://www.standardchartered.com/aboutus/history/en/index.html
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