Internships Report - Standard Chartered

8/20/2019 Internships Report - Standard Chartered

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Part # 1

Chapter - 1

Organization Overview


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1.1 Standard Chartered Bank: Getting to know

Standard Chartered Bank derives its name after two banks – Standard Bank of British SouthAfrica and the Chartered Bank of India, Australia and China. The merger took place in 1969.

Standard Chartered Bank is regulated by the Bank of England and is a clearing bank of United

Kingdom.

The new millennium brought with it two of the largest acquisition in the history of the bank-

the acquisition of the Grindlays Bank from the ANZ group for a consideration of $1.34 billion

and acquisition of the Chase Consumer Banking Corporation in Hong Kong for $ 1.32 billion.

These acquisitions demonstrate Standard Chartered Bank’s firm commitment to the emerging

markets.

1.2 Standard Chartered Bank at a Glance

Standard Chartered Bank employs 70,000 people with 125 nationalities and nearly half of

whom are women. So it proves that the bank has an international diverse workforce. Standard

Chartered has a network of over 1,600 branches and outlets and 5,500 ATMs in more than 70

countries and territories across the globe. The group provides consumer-banking services to

individuals and small to medium size businesses, and offers Wholesale Banking capabilities to

corporate and institutional clients. With 150 years in the emerging markets the group has

supreme knowledge and understanding with the customers in the market.

Standard Chartered Bank recognizes its responsibilities to its staff and to the communities in

which it operates. Their 150 years of history gives them a deep better understanding of their

markets, their customers, and the local communities where they operate. It is a strong platform

for future growth. Standard Chartered is holding leading positions in dynamic markets. They

are in some of the world’s fastest growing markets including the United Arab Emirates, India,

China, and the markets of South Asia. They are present in many of their markets for several

generations and have become a trusted partner to businesses and individuals. In other words,

they are trusted and well respected provider of financial products and services. The bank has

built up an enviable knowledge of local markets in Asia, Africa, the Americans and the Middle

East. In many cases, they have had a presence for more than a century. Their first two branches


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were in Calcutta and Shanghai and the bank has been operating continuously in China for the

last 144 years.

1.3 Standard Chartered Banks in Bangladesh

Standard Chartered Bank is the largest multi national bank in Bangladesh. The Bank opened its

first branch in Chittagong in 1948, which was at that time the eastern region of the newly

created Pakistan. The branch was opened mainly to facilities the post-war re-establishment and

expansion of South and South East Asia.

At present the Bank has ten branches in Dhaka, it also have one offshore banking unit inside

the Dhaka Export Processing Zone at Savar, one branch in Narayanganj, three branches in

Chittagong, one branch in Khulna, one branch in Sylhet, one branch in Bogra. In the year 2000,

Standard Chartered has acquired the operation of Grind lays Bank in the Middle East and

South East Asian countries. Former Grind lays Bank started its journey in Bangladesh in 1905

under the name of Grindlays Bank. Standard Chartered Bank took-over the operation of ANZ

Grindlays Bank in Bangladesh as a part of acquisition of South East Asian and Middle East

operation of Australia and New Zealand Banking Group.

After acquisition, Grindlays Bank has become a part of Standard Chartered Group. The Bank

presently has 25 branches in 6 cities, 60 ATMs and 2,750 employing over people.

Recently, the bank opened a new branch in Bogra to reach out in the northern part of the

country .The network of SCB engages itself for providing best quality banking service in retail,

commercial and corporate banking segments. The countr y’s top Enterprises; Multinational,

Local Corporation and Financial institutions are served by SCB. SCB is the best among the top

performing multinational bank in Bangladesh.


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1.4 Vision

A Bank with Vision is the motto of Standard Chartered Bank. The vision is to be the most

efficient financial intermediary in the country. The relentless journey to achieve that visionstarted in 1995, since the very inception of the Bank. The journey still continues and will never

stop. Standard Chartered Bank sets a high standard for itself and every achievement of the

bank is a striving agent to reach a new height.

1.5 Mission

o To consistently help the customers make Intelligent Financial Choices.

o By being the preferred provider of the Highest Quality services in the Chosen

business areas, Relevant to all the Constituencies.

o By being a Workplace of Choice that fosters Excellence, builds Intellectual Network

and results in Absolute Professionalism.

1.6 Objectives

o The main objective of Standard Chartered Bank is to maximize the profit through

customer;o To ensure high return on investment and with different products and services;

o To remain as the market leader, diversification of business and the automaton of

banking operation;

o To play a significant role in the economic growth of this country.

The Bank believes that to provide standard financial services is to deliver a quality that makes

every transaction a pleasurable experience. The bank also believes that Customer is always

right and in the core of everything. So providing them friendly and personalized service, tailor-

made solutions for business needs, global reach in trade and commerce at the doorsteps and

high yield on investments are the core objectives of the bank and also ensuring the

development of a consistent, aligned collection of practices, programs and policies to facilitate

the achievement of the organization.


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Part # 2

Chapter # 1

Introduction of the Study


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1.0 Introduction of Study

1.1 Rationale of the Study

Employees’ objective is to satisfy customer s. So they always try to satisfy customer through

their work and service. So for providing better customer service to secure smooth banking,

Standard Chartered Bank recruits qualified employees. So I want to know about employees’

involvement with the job and employer’s contribution to employee.

The main intention of this study is to show how the HR practiced in a service providing

organization and to assess employees’ perception towards management policy and on their

jobs. By observing the process I get the opportunity to understand the extent of employees’ job

satisfaction and to oversee the present market requirements and factors which are being

considered in HR practices, level of job satisfaction and employees psychological contract with

the organization.

1.2 Statement of the Problems

Employees are working hard to satisfy customers and they are qualified for the banking

service. So I would like to know whether they are satisfied with HR practices and what are the

HR practices on Standard Chartered Bank in Bangladesh? And what is their perception onmanagement?

1.3 Scope of the Study

Standard Chartered Bank is a multinational Bank and it plays a significant role in the economic

development through their better service. As an intern I got the opportunity to work for this

giant Organization. I am placed at the customer service and relation section under the

consumer banking division of Standard Chartered Bank at Sheraton Branch. I got an enabling

environment and opportunity to observe the overall Services and employee’s involvement in

customer service. I am, in addition, getting the scope to interact with customers and reveal their

expectations. For customer satisfaction in branch level employees work hard and they are

qualified to satisfy customer needs. So I prepared this report on HR practices of Standard

Chartered Bank which is linked with Organizations strategy and to know about em ployees’


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relationship with organization. I conduct a survey on “Job satisfaction and Employees

psychological contract with the Organization”. The scope of this report is to have an overall

idea of its human resource practices, its position in the industry, and to know about job

satisfaction with employees’ psychological contract with organization. From this report we can

generate idea about Recruitment system, Performance management, Training and Development

Process, Job Analysis, Compensation and Benefits, Employee grievances and dispute

resolution process, Job satisfaction, Employees Physiological Contract of financial service

providing organization.

1.4 Delimitation of the Study

The scope of this report to have an idea of HR practices being undertaken by Standard

Chartered Bank. Based on the management policy of the organization, this study will deal with

the HR activities. This is conducted through interviewing personnel. The delimitation of the

report is that the information is confidential and quite difficult to get from HR department.

The employees of Sheraton Branch and Chawkbazar Branch of Standard Chartered Bank are

involved in survey sessions. Survey conducted on Branch Manager, Personal Financial

Consultant, Sales Team Manager, Customer Service Officer, Branch Risk Manager, Asset

Center officer, Customer Service Manager, Customer Service Executive, and Branch Sales

Executives. They are representatives of other employees who worked in other branches.

Because my survey only focus on branch level employees who are directly linked with

customer services. Branches are all identical and are working with a group of staff of same

status, rank and qualifications; plus the nature and type of services are same in all the branches.

So if a branch is studied, it will give a representative sample of knowing the objectives.

Because of the heavy workloads, employees are not accessible to interview them in other

branches, but for advantage of my attachment with the branches I found an opportunity tointeract with them individually and in details. However, relevant HR related information

collected from Managers and Employees of the Branch.

1.5 Objective of the Study


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Broad Objective:

Broad objective is to know about HR practices of Standard Chartered Bank (SCB), Bangladesh

and a Survey on Job Satisfaction and Employees Psychological fulfillment of Contract.

Specific Objectives:Focus on

o Mission, vision, objectives.o Organizational structure.o Job analysis.o Recruitment process.o Training and development process.o Performance appraisal system.o Compensation and Reward management.o Employees’ data record system. (HRIS). o Employee relationship.

The survey focuses on:

o Satisfaction, Motivation, Psychological contract

1.6 Survey Analysis

1.6.1 Background of the Survey

Standard Chartered Bank (SCB) since its incorporation has been committed to hire the most

effective and efficient manpower to provide quality services, maintain a high standard of

corporate governance, and a continuation of excellent performance in international business.

Importance have been given for building skills & efficiency among the employees to perform

their assigned day to day activities with due confidence. To ensure, the SCB provides them

with various kinds of training programs and proper compensation benefits.

Employees’ objective is to satisfy customer. So they always try to satisfy customer through

their work and service. So for providing better customer service to secure smooth banking,

standard chartered bank recruits qualified employees. So I want to know about employees’

involvement with the job and employer’s contribution to employees.

The main intention of this survey is to show job satisfaction, motivation and fulfillment of

employees’ physiological contract.

Employees are working hard to satisfy customers and they are qualified for the banking

service. So this survey generates knowledge about whether they are satisfied or not. And


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Whether the Organization fulfills their psychological contract? This is because that the

satisfied employees can only perform and serve higher quality of service. And organization’s

mission is by being the preferred provider of the Highest Quality services in the Chosen

business areas, Relevant to all the Constituencies. Being a Workplace of Choice that fosters

Excellence, builds Intellectual Network and results in Absolute Professionalism. To achieve

the mission, Organization provides better HR practices to satisfy employees.

1.6.2 Survey Objectives

Primary Objective:

Conduct a Survey on Job satisfaction and fulfillment of Employees Psychological fulfillment

Contract.

Secondary Objectives:

o To know Job likeness.

o Is the job is boring or enjoyable.

o Satisfaction of work.

o Is the job is interesting or not.

o Motivation to do the job.

o Is the job is secured or not.

o To know fulfillment of psychological contract.

1.6.3 Purpose of the survey

This survey is related to satisfaction, motivation, and Job security and employees

psychological contact. If employees are motivated and feel secured with the job they will be

satisfied with the job and fulfillment of employees’ psychological contract shows that they are

motivated and satisfied. So to know about job satisfaction I conduct this survey.


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Part # 2

Chapter # 2

Methodology of the Study


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2.0 Methodology of the Study

2.1 Data Collection Method of Report

Sources of Data:o Interviewed employees.

o Had discussion sessions with officials of Standard Chartered Bank.

o Consulted Annual report of Standard Chartered Bank.

o Consulted relevant other published documents of Standard Chartered Bank.

o Visited and studied Web site of Standard Chartered Bank in Bangladesh.

2.2 Methodology and Sampling method of survey

2.2.1 Type of Survey: Exploratory survey

2.2.2 Data collection Method:

o Questionnaire survey:

To gather knowledge and information about job satisfaction and fulfillment of employees’

psychological contract, I conduct survey which is questionnaire based. I gave questionnaire to

them and employees fill the questionnaire.

2.2.3 Sampling Procedure:

o Population:

I conduct this survey only on Branch level employees; they work under consumer Banking

division of Standard Chartered Bank. They have common set job characteristics that they have

to fulfill targets and provide higher quality service to customer.

Under Service Booth, Branch Sales and service there are about 444 employees work to serve

higher quality service to customer. So, these 444 employees of Service Booth, Branch Sales

and Service are respected as “Population” for this survey.


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Population Size: 444 Employees.

o Sample:

I worked as Intern in Sheraton Branch, Standard Chartered Bank so I conduct my survey onthese branch employees and with the help or Branch Risk Manager I also conduct this survey

on Chawkbazar Branch, Standard Chartered Bank. I took 29 employees as sample for this

survey.

Sample: 27 employees.

o Target population:

I conduct questionnaire survey on 27 employees to complete this survey.

Targeted population: 27 employees.

o Stage of Sampling:

Population Size: 444 Employees.

Sample: 27 employees.

Targeted population: 27 employees.

Relevant Population: Employees of Branch Sales and Service, Booth Service under Consumer

Banking Division.

o Sampling Frame:

Total Population

Designation Amount

Branch Sales And Service

Managers.

20

Sales Team Managers. 20

Customer Service Managers and

Booth Incharges.

26

Branch Risk Managers. 13

Personal Financial Consultants. 80


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Customer Service Officers. 130

Service Ambassadors. 20

Branch Sales Executives

(Contractual).

60

Customer Support Executives

Contractual).

15

Asset Center Employees. 60

Total : 444Figure 1: Population of this survey.

o Target population / sample:

Figure 2: Target population / sample of this survey.

.

2.2.4 Questionnaire Design

Designation Amount Age

Branch Sales And Service

Managers.

3 40-45

Sales Team Managers. 2 30-35

Customer Service Managers and

Booth Incharges.

1 30-37

Branch Risk Managers. 2 30-37

Personal Financial Consultants. 3 28-41

Customer service officers. 7 28-41

Service Ambassadors. 1 28-30

Branch Sales Executives

(Contractual).

1 28-30

Customer Support Executives

Contractual).

1 25-30

Asset Center Employees. 6 28-35

Actual Sample Unit: 27 employees.


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o Likert scale

To measure attitudes toward satisfaction and dissatisfaction, Motivation, job Security and

fulfillment or physiological contract I used likert scale. Through 33 questions I tried to know,

how they feels about job.

2.2.5 Data Analysis Method

The data analyzed on Microsoft office and Excel. The statistical data analyzed through

Microsoft excel.


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Part # 2

Chapter # 3

Topic Related Discussion

3.1 Organizational Structure


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3.1 Organizational Structure

3.1.1 Development of Organization

Figure3: Development process of organization.

A. Organization philosophy:

The philosophy at SCB is to lead the way everything they do, ranging from the commitment to

the people, customers and the community to working in harmony with investors and regulators.Five values followed by SCB are described below:

o Responsive: Standard Chartered is good on their word. They are accessible whenever

and wherever the customers need them. Not only do they strive to deliver solutions, they also

aim to exceed customer’s expectations.

o Trustworthy: They respect the customers, and the life customers live. By

understanding customers’ needs and tailoring the right financial solutions for customers, they

earn Standard Chartered trust.

o Creative: Creative thinkers are not limited by convention. They allow their minds to

soar beyond predictable solutions. That’s how standard chartered approaches each challenge

posed to the bank, which is why they base their products and services on ideas that are

innovative, perceptive, and instinctive.

Organization

philosophy

Mission of theOrganization

Development policy

FormulationOrganizationalstrategy

Goals andobjectivesWork unitesactivities andtasks


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o International: SCB understand the balance between global and local. Customers trust

them to be established and internationally-networked, while at the same time sensitive to the

customer individual needs. Their strong network across cultures helps customers build stronger

relationship based on ideas.

o Courageous: A commitment to being there for customers, in good times and bad. They

help customers achieve their aspirations by guiding them towards the right choice, not just the

easy one.

B. Mission of the Organization:

The vision is to be the most efficient financial intermediary in the country. The relentless

journey to achieve that vision started in 1995, since the very inception of the Bank. The

journey still continues and will never stop. Standard Chartered Bank sets a high standard for

itself and every achievement of the bank is a striving agent to reach a new height.

Missions:

o To Consistently help the customers make Intelligent Financial Choices.

o By being the preferred provider of the Highest Quality services in the Chosen business

areas, Relevant to all the Constituencies.

o By being a Workplace of Choice that fosters Excellence, builds Intellectual Net worth


C. Development policy:

The development policy grew up with the aim to serve quality service to customer. So standard

chartered bank hires talented and intelligent work force and create better work place to work.

Development policy depends on:

o Participation: focusing on attractive, growing markets where organization can leverage

their relationships and expertise.

o Competitive positioning: Combining knowledge and creativity to outperform

competitors.

o Management discipline: Continuously improving the way they work, balancing the

control of costs and risk with efficient management.


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D. Formulation of Organizational strategy

Leading by example to be the right partner for its stakeholders, the Organization is committed

to building a sustainable business over the long term that is trusted worldwide for uploading

high standards of corporate governance, social responsibility, environmental protection and

employee diversity.

o Strategic intent:

Be the world’s best international bank.

o Strategy making:

Top management and executive management (Country Head, CEO, and Corporate Head) make

the organizational strategy. But strategy depends on criteria of business and market.Management made their own policy and strategy to run the business.

Bank asks it self when make the strategy:

1. What are we now?

2. What do we want to be?

3. What is the best way to get there?

o Strategy content:

1. Types of business.

2. Target market.

3. Market growth and situation.

4. Service quality.

5. Profit turn over.

6. Analyze Competitors policy.

7. Competitive advantages.

8. Analyze risk.

9. KSAO Requirement that fixed with policy and task.


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10. Discipline and actions.

11. Analyzing past and present business environment.

12. Analyzed SWOT.

o Operation strategy for banking:

How can we satisfy our customer? This is the most important question that bank can ask from

it self and its people. Customers needs and wants to run the full gamut, from tangible products,

quality service delivered and attitude of management to the aesthetics. Standard Chartered

Bank aims to satisfy these needs and wants by developing and full filling mission and

strategies which can be as the customers they serve.

E. Goals and objectives

o Objectives:

The main objective of Standard Chartered Bank is to maximize the profit through customer

satisfaction which very much reflects the idea of fundamental marketing concept. It has been

pursuing to earn maximize profit by providing best and improved customer service.

o To ensure high return on investment and with different products and services.

o To remain as the market leader, diversification of business and the automaton of

banking operation.

o To play a significant role in the economic growth of this country.

o To strive for profit and sound growth.

The Bank believes that to provide standard financial services is to deliver a quality that makes






the achievement of the organization.


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o Goal:

On delivery of quality service of all areas of banking activities with the aim to add increased

value to shareholders investments and offer the highest possible benefits to the customers.

F. work unit activities:

Major Business Units

Figure 4: Major Business units of SCB, Bangladesh.

o Corporate Banking Group:

The objective of this department is to maintain a thorough knowledge of the client's business

and to develop positive relationships with them. The Corporate Banking Group in Bangladesh

has displayed a spirit of community involvement by working with NGOs to underwrite soft

loans. Standard Chartered Bank offers its corporate customers:

ConsumerBanking

Division

Treasury

Division

InstitutionalBanking

Group

CorporateBanking

Group

Custodial

Service

Business Banking of SCB

Local Multinational


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o The wide varieties of lending needs are catered to with skilled and responsive

attention.

o Project finance and investment consultancy.

o Syndicated loans.

o Bonds and Guarantees.

o Local and International Treasury products.

o Treasury Division:

The Bank's treasury specializes in offering solutions to those who wish to manage interest rate

and currency exposures that result from trade, investment and financing activities of other

dynamic economies of the region. Treasury operations are developed in line with changing

market conditions to provide the best services to its customers. According to BAFEDA

(Bangladesh Foreign Exchange Dealers Association), Standard Chartered Bank presently

controls 42% of the local foreign exchange market's traded volume.

o Institutional Banking Group:

The IBG of Standard Chartered Bank offers a wide variety of products and services to banks

and financial institutions. The Bank offers a full range of clearing, payment collection and

import-export handling services.

o Custodial Service:

Headquartered in Singapore, Standard Chartered Equator fulfills the group's strategic

commitment to the provision of custodial service in Asia. Equator’s customers are primarily

foreign global custodians and broker/dealers requiring cross border information as well as sub-

custodian services. Standard Chartered Bank of Bangladesh is responsible for the planning in

Bangladesh, but the overall management of the custody business is based on Equator’s

international business strategy.


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o Consumer Banking Division:

Superior retail banking services comprising a wide range of deposit and loan products are

offered by the Standard Chartered Bank to its individual customers. The Consumer Banking

division constantly faces challenges and meets them by developing new products and services

to fulfill the specific requirements of local and foreign customers. Bank offers a 24-hour

service in Bangladesh through its Money link ATM network and Phone-link Phone Banking

services.

Figure 5: Structure of consumer banking.

Support Units

Major support units of Standard Chartered Bank are;

o Information Technology Department:

They help in the implementation and generation of computerized reports. Another major duty

of the department is to maintain communication with the rest of the world.

Consumer Banking

Shared

Distribution

Unsecured VC Secured VC Liabilities

VC

CCU

Credit cards Personal Financial

Services

Personal Loans

Flexi loans

Islamic Personal

Finance


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o Central Operations:

Central operations deals with the closing and opening of accounts and other payment and

account related processing of the Personal Banking division. Treasury operations help to deal

with the processing works of the treasury division. Loan Administration Unit (LAU) deals with

the processing of the Corporate Banking division. Operations also have a department that deals

with internal projects that arises from the need to deal with certain problems or to make certain

changes.

o External Affairs:

This department deals with advertising, public relations, promotions, partial marketing which

involves disseminating new products and services to customers and above all ensuring service

quality.

o Legal and Compliance:

In UK, Standard Chartered Bank is regulated by the Bank of England, while in Bangladesh

local banking laws regulate it and rules set by the Ministry of Finance and Bangladesh Bank.

Some of the key areas that the Legal & Compliance department has to take care of are: any

kind of legal issues, to advise the CEO regarding all matters and the management on legal and

regulatory issues, correspond regulatory compliance issues to MESA Regional Head of

Compliance, and supervise internal control (e.g. internal audit).

o Human Resources Division:

This department manages recruitment, training and career progression plan. Standard

Chartered Bank highlights the importance of developing its people to create a culture of

customer service, innovation, teamwork and professional excellence. Human Resource

department involves making the function of managing people the most important priority in the

organization and integrating all human resource programs and policies within the framework of

a company’s strategy. This department also realizes that people make or break an organization

because all decisions made regarding finance, marketing, operations, or technology are made

by an organization’s people.


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Organizational Structure of Human Resource Department

Figure 6: Organ-o-gram of HRD.

Head HR Service Delivery

South Asia

Sr. HRRelationship

Manager – WB

HR Officer

Sr. HRRelationship

Manager – CB

HR Officer

Manager, HRService Delivery

Manager,Resourcing

HR RelationshipManager – GTO & CB

HR Officer

Sr. Resourcing

Manager

HR Head

Bangladesh


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Organizational structure

Figure 7: Organ-o-gram of the organization.

Structure: Organic structure and prefer team work.

Branch Structure

CEO

Head of IT Head of CB Chieffinance

officer

Chiefoperati

onofficer

Head of

HR

Head ofservice

deliver

Head ofcredits

HeadGSM

Head ofmarket

Head corporateaffaires

Head ofCR

Multi National

(Asset)

Head oftransaction

banking

Large Local

(asset)

Local

asset

Head of

product

Head of

supply chain

Head ofsolutiondeliver

BusinessDevelopment

Manager

Product Manager Asst.

Manager

Asst.

Manager


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Figure 8: Branch Organ-o-gram.

Branch sales and

service manager

Sales TeamManager

Customer servicemanager

Branch RiskManager

PersonalFinancial

consultant

Customerservice

officer

Contractual: branch sales

Supporting staff:service

ambassador


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Part # 2

Chapter # 3


3.2 HR Planning and Forecasting


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3.2 HR planning and Forecasting

HR planning is a process, which anticipates and maps out the consequences of business

strategy on an organization’s human resource. This is reflected in planning of skills and

competence needs as well as total headcounts. Every organization need to be able to forecast

and plans for its future requirements.

At Standard Chartered Bank, human resource planning, involves forecasting the numbers of

people which will needed by the bank, and then working out the best way of obtaining then as

and when they are needed.

o Forecasting:

Forecasting activities:

o Workforce number is sufficient detail to be use full.

o Work force supply.

o Impact on budget and funding.

o Who’s responsibility for it?

Banks operates in a dynamic environment where new and advance practices are frequently

emerging resulting in changing customer’s requirements. HR department and divisional

managers are responsible for it.

o Planning process:

HR planning process consists of forecasting, goal setting, strategic planning, and process

implementation.

Hr manager should attempt to ascertain the supply of and demand for various types of human

resources. The primary goal is to predict areas with in the organization where there will be

future labor shortages of surpluses.


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Planning Process

Figure 9: HR planning process of SCB.

o Organization strategy:

To consistently help the customers make Intelligent Financial Choices. By being the preferred

provider of the Highest Quality services in the Chosen business areas, Relevant to all the

Constituencies. By being a Workplace of Choice that fosters Excellence, builds Intellectual Net

worth and results in Absolute Professionalism. So for best service organization hires best

employee and organization provides best compensation and training for their job satisfaction

and development.

o HR Plans:

HR plans consist of:

Organization

Strategy

HR design-Shapingfor success

Work force planning

Assessingorganization’s

competencies

Assessing the

need of people

Investment to develop organization


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Planning components

Figure 10: Planning component.

o Work force planning and need assessment:

Organization plans employees’ job and responsibilities based on organization’s objectives. And

divisional manager .senior manager asses what they need and how many employees they need

to accomplish there task and asses that, which are the best fitted for the post and positions. And

HR also assesses the process.

o Organization’s competencies:

Before recruiting employees’ organization asses the market situate and prepare budget with

compensation and training plans. And create the post to hire employee.

o High performance:

Because of HR practices employees can develop career and they feels satisfied. And best

practices direct employees to serve best services with high performance.

Recruitment and

selection

Orientation and

trainingAssigning duties

Performance MeasureCompensation &

benefitsCareer Development

High performance


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Forecasting Process:

Figure 11: Process of forecasting.

Organization strategy is to hires qualified employee to provide best services to customer. And

organization’s goal is to be the world’s best international bank. For example: Suppose

Branch’s sales team manager need a personal financial consultant so he will send requisition to

HR. HR assess the job and assess supply and demand. And HR also analyzes the gap or the gap

can also assess by managers. After analysis organization recruit employees as based on plans.

When organization, assesses the demand and supply, organization focus on:

o Requirement by number.

o Requirement by locations or divisions.

o Requirement by skills.

Scenario planning Assessing Demandand supply

Gap analysisHR plans

Strategy oforganization


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Part # 2

Chapter # 3

Topic Related Discussion3.3 Job Analysis


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3.3 Job Analysis

An organization’s mission statement presents the guiding rationale for the activities of all sub-

units and employees. To attain the strategic and operational goals, it is necessary to develop

short-run production and operational budgets, as well as to specify the division of labor,commonly referred to as partitioning the work process into manageable units called jobs. A job

can be defined as a grouping of related duties, tasks and behaviors performed by one or more

individuals, namely jobholders. Each job has one or more positions – in other words, the

number of individuals who are performing the duties required by that specific job. The analysis

of subdivided work in the organization, both at the level of the individual job and for the entire

flow of the production process, is referred to as job analysis.

Standard Chartered Bank also follows job analysis. They define job analysis as an examination

of the jobs in an organization with a view to documenting the knowledge, skills, abilities and

others (KSAOs, e.g. experience) associated with successful performance of those jobs. They

collect job analysis information through job description method. The written outcomes of the

process are referred to as job description and it is being prepared by the department head and

HR department. The bank emphasizes more on the duties and tasks which needs to be carried

out in the job. In case of Standard Chartered Bank there are two reasons of following the job

analysis. One reason is that it is suitable for the organization and another reason is tradition.

The process of job analysis of Standard Chartered Bank involves the following three steps to

maximize the potential for success.

o Individual interview method:

To gather information about a job, sometimes they interview job incumbents, as well as co-

workers, supervisors, suppliers, clients and subordinates.

o Observation method:

Sometimes the job analysts observe directly and sometimes indirectly based on the

requirements. For direct observation job analysts are needed to stay on the spot and for indirect

observation videotaped can be used.


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o Structured questionnaire method:

The bank also use questionnaires for job analysis and some of the more frequently used

instruments include:

1. The position description questionnaire.

2. The functional job analysis.

3. The job diagnostic survey.

4. The position analysis questionnaire.

These survey instruments are normally completed by job holders, their supervisors and

people who work in other jobs that are related to the specific job being investigated.

I worked for branch sales and service under consumer banking. Job analysis of branch and

sales describe bellow.

Branch structure

Figure 12: structure of the branch.

Branch sales and

service manager

Sales Team

Manager

Customer service

manager

Branch Risk

Manager

PersonalFinancial

consultant

Customerservice

officer

Contractual: branch sales

Supporting staff:service

ambassador


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3.3.1 Job analysis of Branch employee (examples)

Sales Team Manager

Objectives : To position the branch as an effective Personal and SME Banking sales and

service outlet by providing superior customer service for increasing the customer base and

achieving the branch asset & liability targets. Assist the BSSM/BRM to ensure that all the

Group & Local Regulatory guidelines are followed in operations of the branch.

Achievement:

o

Branch Profit target.o Branch Asset & Liability targets.

o Branch Service Standard targets.

Reporting Relationship:

To For

Branch Sales & Service

Manager

BSSM.

Working on Strategies to meet target and for

Performance management & Coaching for Development.

Key Relationship

Internal:

Liaise With For

Branch Sales & ServicesManager.


Customer Services Manager Daily Cash related services.

Personal Financial

Consultants

Managing sales & services activities.

Service Ambassador. Co ordination of sales & services activities.


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Customer Service Officers. Co ordination of sales & services activities.

External:

Liaise With For

Relationship Managers. Handling Corporate Transactions.

Value Center Managers. New Processes Implementations/product delivery.

Support Unit Departments. Issues of premises, security, stationeries, finance etc.

Other BSSM, STMs & PFCs. Coordination of Sales and Services Activities.

Account Services. Issues related to customer accounts/records.

Asset Operations. Disbursement of CB loans.

Trade Services. Enquiry of FCY Cheque collection.

Legal & Compliance. Approval of accounts, Deceased/Unclaimed/Sanctions.

Consumer Credit Unit. Approval of CB Loans.

Securities Bonds Dept. Issues related with US Dollar Bonds etc.

Service Quality. Issues related with SQ Survey, Examinations etc.

Existing and Prospective

customers.

To make relationship and grow existing portfolio.

Direct Reports: PFCs, BSOs & BSEs.

Duties and responsibilities:

Duty 1: Fulfill Financial/Sales and objectives.

Responsibilities:

o Undertake major initiatives to achieve set targets in terms of building assets and

liabilities set forth in Job Objective.

o Supervise the PFCs, BSOs and BSEs to achieve Sales and Service momentum.o Increase the customer base of the branch.

o Capitalize on cross-sell opportunities.

o Communicate with customers and potential customers for sales opportunities.

o Help organize sales promotions (Campaigns, presentations, seminars, exhibitions etc)

in coordination with the BSSM & other sale channels.


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o Ensure cost minimization/control environment.

Duty 2: Maintain service quality.

Responsibilities:

o Provide high quality service to Consumers, Priority and SME Banking Customers.

o To achieve set targets in terms of service standards for customer transactions.

o Show a significant development of Service Quality levels across the Branch.

o Supervise customer complaints.

Duty 3: Complete operations.

Responsibility:

o Own and drive Customer Due Diligence, Reputation Risk, and Anti-Money Laundering

Initiatives.

o Establish Risk Recognition and Compliance Culture among the branch.

o Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings.

o Advise the PFCs for Proper documentation for different types of Account Opening &

Closing for all customers and keeping the error rate at acceptable level.

o Guide PFCs for Proper documentation for Dormant Account Regularization, Deceased

accounts and all other account related services.

o Supervise the PFCs and BSEs on Loan proposal, documentation and arrange approval

of the same.

o Maintenance and subsequent destruction of undelivered security items (e.g. PIN, TIN,

Hold Mail, Debit Card, Cheque Book).

Duty 4: Operational risk/administration.

Responsibilities:

o Assist BSSM in the implementation of all risk related policies and procedures within

the branch.

o Co-ordinate with BSSM in establishment and or completion of self-assessment toolkits

such as Key Control Standards.

o Keep abreast of local regulatory changes and assist BSSM in his/her role in creating

awareness & implementation of local regulatory regulations & guidelines in the branch.


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o Assist BSSM in prevention of money laundering by monitoring of various transaction

reports.

o Assist the BSSM to ensure that branches maintain all the records that are auditable for

good audit rating.

o Assist BSSM to ensure the carry out of Business Continuity Plan among the

department.

o Act as the custodian of the Prime Keys as authorized in Key Register.

o To maintain the branch premises.

o To ensure proper branch security.

o Ensure proper signage’s are in place.

Duty 5: Assist personnel.

Responsibilities:

o Supervising, coaching and training the staffs on daily organization of work whenever

and wherever necessary for improved performance.

o Help create an environment where the branch people can operate as a team

demonstrating the Values of the Bank.

Duty 6: Create a Health & Safe work place.

Responsibilities:

o Ensure a safe and healthy workplace for all.

o Take reasonable care for the health & safety of co-workers and those who may be

affected by your actions or your omissions.

o Cooperate with management to support and promote Health and Safety in the

workplace.

o Encourage others to work in a healthy and safe manner.

o Report all accidents and incidents and bring to the attention of management any hazard

in the workplace.

What is needed to join this post?

o Years of experience in a retail sales/service environment.


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o Should be a University Graduate, preferably with a Business Major.

o Sound knowledge of SCB Retail products and other banks’ products and services.

o Sound Knowledge on Market and Economic trends.

o Language proficiency for written and verbal communication in English & Bengali.

o Good Knowledge on local banking regulations.

o Computer skills (Windows XP, MS Word, MS Excel, MS Power Point).

o Good knowledge on Group Code of Conduct, Standard Documentation, Operational

Manual for Personal Financial Consultant , Group Operational Risk Policy and other Procedure

Manuals.

o Leadership skills to lead and motivate a team of sales and service.

o Strong selling and interpersonal skills required to convince customers and sell bank

products.

o Initiative and drive to achieve set targets and service standards.

o Creativity in terms of meeting customer demands with existing products.

o Organizational/Managerial skills (Campaigns, Promotions, Mail Shots, Seminars etc.)

Job analysis of

Customer Service Manager

Objective: Organizing, Supervising and Leading the Teller Services functions with the

customer services officers in the branch are to ensure that the delivery of quality service to

customers. Help project a professional and warm image of the bank. Exercise the operational

controls and continuous improvement in operational efficiency. Maximize new business

opportunities by building new relationships and Cross Selling. Assist the BSSM/BRM to

ensure that all the Group & Local Regulatory guidelines are followed in operations of the

branch.

Direct Report to:

To For

Branch Sales & Service

Manager.

Working on Strategies to meet target and for



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Direct reports: Customer Services Officers.

Relationship:

Internal:

Liaise With For

Branch Sales & Services

Manager.


Customer Service Officers. Supervise day-to-day operation.

Sales Team Manager. Co ordinate of sales & services activities.

Personal FinancialConsultants.

Co ordinate of sales & services activities.

Service Ambassador. Co ordinate of sales & services activities.

External:

Liaise With For

Customer Service Delivery. Operational Issues.


Value Center Managers. New Processes Implementations.

Value Center Senior

Managers.

Asset Product Delivery and Feedback.

Support Unit Departments. Issues of premises, security, stationeries, finance etc.

Other BSSM, STMs & PFCs. Coordination of Sales and Services Activities.

Account Services. Issues related to customer accounts/records.

Trade Services. Enquiry of Cheque collection.

Legal & Compliance. Issues related to regulatory requirement.

Service Quality. Issues related with SQ Survey, Examinations etc.

Cash Management

Operations.

Issuance and Collection of TT, DD, TC & other

instruments.


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Global Market. Exchange rate and Deal Booking.

National Collection Services. Cheque Collection for customer.

OIC- Regulatory Reporting. Reporting of FCY purchase and sale.

Feeder Branch. Issuance of FCY Draft and Cash movement.

Item Processing. Collection of cheques for Unopened accounts.

Service Quality. Issues related with SQ Survey, Examination etc.


customers.

To deepen relationship and grow existing portfolio.

Bangladesh Bank. Obtain permissions for FCY transactions and other

issues.

Duties and responsibilities:

Duty 1: Ensure Service Quality.

Responsibilities:

o Providing prompt and high quality service to Consumer & Priority Customers.

o Undertake initiatives with the CSOs to achieve set targets in terms of service standards

for customer transactions.

o Ensuring that the branch premises are maintained to the specified standard.

Recommended workflow changes for greater efficiency.

o Resolving investigations and inquiries initiated by customer inquiry to the specified

standard.

o Continuing Customer Retention efforts with personal involvement in complaint

resolution.

o Establishing Risk recognition and Compliance Culture across the branch.

o Own and Drive Know Customer, Reputation Risk, Money Laundering initiative.

o Report Suspicious Activities/Transactions to BSSM/BRO.

o Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings

o Ensure general house keeping standards of the branch.

o Customer quarries follow up and solve problems.


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o Show a significant development of Service Quality levels across the Branch as

measures by Voice of Customer, Customer Satisfaction Survey and Mystery Shoppers Surveys.

Duty 2: Maintain Operations

Responsibilities:

o Approvals of Daily Cash & Transfer Transactions. Approval of the Transactions for

Remittances and other products (Drafts, Travelers’ Cheques, Cashier’s Orders, Foreign

Currency Exchange, Safety boxes etc).

o Approvals of Daily Cash & Transfer Transactions. Approval of the Transactions for

Remittances and other products (Drafts, Travelers’ Cheques, Cashier’s Orders, Foreign

Currency Exchange, Safety boxes etc).

Duty 3: Managing Operational Risk and Administration.

Responsibilities:

o Assist the BSSM for the branch security management and coordinating with

Administration as and when required.


good audit rating.

o Assist BSSM to ensure that proper signage is in appropriate place.

o Assist BSSM to ensure the carry out of Business Continuity Plan among the

department.

o Maintain the branch premises.

o Ensure proper branch security.

o Ensure proper signage’s are in place.


o Years of experience in a retail sales/service environment.

o Should be a University Graduate, preferably with a Business Major.

o Sound knowledge of SCB Retail products and other banks’ products and services.

o Sound Knowledge on Market and Economic trends.



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o Good Knowledge on local banking regulations.

o Computer skills (Windows XP, MS Word, MS Excel, MS Power Point etc.).

o Good knowledge on Group Code of Conduct, Standard Documentation, Operational

Manual for Personal Financial Consultant , Universal Teller Process Guide, Group Operational

Risk Policy and other Procedure Manuals.

o Leadership skills to lead and motivate a team of sales and service.

o Strong interpersonal skills required to manage internal and external relationship.

o High level of initiatives, drive and achievement orientation to reach set targets and

service standards.

o Good Understanding in Service, Credit and Operational Risk Management.

o Fair Knowledge of IT related activities in terms of Trouble Shooting of branch

processing applications.

Achievements:

o Branch Service Standard target.

o Monitor Day to day Branch Operations.

Job analysis

Service Ambassador

Objective: Manage the Customer Service functions in the branch to ensure the delivery of high

quality Services to customers. Ensure maintenance of operational controls and continuous

improvement in operational efficiency. Maximize new business opportunities by building new

relationships and Cross Selling. Assist the BSSM/STM to ensure that all the Group & Local

Regulatory guidelines are followed in operations of the branch.

Reports Direct To:

To For


Manager.

Decisions and Authorities for Branch Operations and

issues not covered under own jurisdiction.

Guidance on Service Quality Standards.

Performance management & Coaching for

Development.


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Key relationship:

Internal:

Liaise With For

Customer Services Manager. Operational Decisions and advices.

Sales Team Manager. Referral of new business.

Customer Services Officers. Co ordinate of Operational, sales & services activities.

Personal Financial

Consultants.

Co ordinate of Operational, sales & services activities.


Manager.

Performance management & Coaching for

Development.

External:

Liaise With For


Service Quality. Issues related with SQ Survey, Examination etc.

Support Unit Departments. Issues of administration, premises, stationeries etc.

Account Services. Queries on ATM card, Cheque books, PIN, TIN,

I-Banking.

Other Service Ambassadors. Gather Intelligence on Sales and Services techniques.


customers.

To deepen relationship and grow existing portfolio.

Duties and responsibilities

Duty 1: Maintain Service Quality

Responsibilities:


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o Providing prompt and high quality service to Consumer & Priority Customers.

o To achieve set targets in terms of service standards for customer transactions.

o Ensuring that the branch premises are maintained to the specified standard.

Recommended workflow changes for greater efficiency.

o Resolving investigations and inquiries initiated by customer inquiry to the specified

standard.

o Continuing Customer Retention efforts with personal involvement in complaint

resolution.

o Establishing Risk recognition and Compliance Culture across the branch.

o Report Suspicious Activities/Transactions to BSSM.

o Ensure Control Environment is robust enough to receive Satisfactory Audit Ratings.

o Ensure general house keeping standards of the branch. Customer quarries follow up and

solve problems.

o Maintenance and subsequent destruction of undelivered security items e.g. PIN, TIN,Hold Mail, Debit Card, Cheque Book etc.

Duty 2: Operations

Responsibilities:

o Receive Delivery and safe keeping of Cheque Books, ATM Captured Cards, TIN, PIN,

i-Banking and Welcome Packs waiting to be delivered.

o Periodic reconciliation and balancing of Cheque Book, ATM Captured Cards, TIN,

PIN, I-Banking and Welcome Packs waiting to be delivered.

o Maintenance of Hold mails.

o Control of Security items.

o Destruction of undelivered PIN, TIN, Hold mails and Cheque books.

o Issue Solvency Certificate, Duplicate Statement and Balance Certificate in coordination

with CSM/PFCs.

Duty 3: Managing Operational Risk

Responsibilities:

o Assist the BSSM for the branch security management and coordinating with

Administration as and when required.


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good audit rating.

o Participate in carry-out the Business Continuity Plan among the department.

Duty 3: Fulfill Financial Targets:

Responsibilities:

o Generation of new business via in-branch contacts/Cross Selling from observation of

customer transactions.

o Generation of new business via sales promotion, marketing calls etc.

o Active participation in branch sales planning to generate. branch to finalize branch

action plans for meeting set targets.o Building new relationships and strengthening existing Relationships.

o To achieve set targets in terms of potential customer and follow up with phone calls.

o Referral of prospective business to other SCB functional units.

What to do?

o Set Service Standard target.

o Day to day Branch Operations.

o Achievement of providing an excellent platform for services and sales.

Achievement:

Achieve sales target set by the BSSM/STM.


o 2 years of experience in a service environment is preferable.

o Should be a University Graduate.

o Good knowledge of SCB Procedures, related policies, Retail products and banking

environment.


o Good Knowledge on selling techniques used for banking products.

o Computer skills (Windows XP, MS Word, MS Excel).


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o Good knowledge on Group Code of Conduct, and Group Operational Risk Policy.In

this way organization analyzes the job and prepares job descriptions and job specifications.

Part # 2

Chapter # 3


3.5 Recruitment and selection


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3.5. 1 People and Management strategy for recruitment and development

As a company, Management and HR believe that if organization invests in recruiting and

developing talented people, outstanding performance will quickly follow.

Management and HR play to strengths of employees. They prefer to identify and develop an

individual’s strengths rather than focus on trying to fix their weaknesses. This sets Standard

Chartered Bank apart from many competitors because it is a surprisingly unusual approach.

However, it works: weaknesses will very rarely- if ever-be turned into strengths. But strengths

can be turned into even greater strengths.Focusing on strength means that:

o Recruit great people.

o Set them clear objectives that play to their strengths.

o Provide great development to build on their strengths.

o Recognize and reward exceptional performance.

The outcome of this is motivated or “engaged” individuals and terms who deliver outstanding

business performance. It is the way Standard Chartered delivers superior financial results.

Playing to strengths is a shared responsibility and line managers in fulfilling their potential to

deliver great business results.

Organization Mission is

o To Consistently help the customers make Intelligent Financial Choices.

o By being the preferred provider of the Highest Quality services in the Chosen business

areas, Relevant to all the Constituencies.

o By being a Workplace of Choice that fosters Excellence, builds Intellectual Net worth


So to help customer and to provide height quality service and to create professional, friendly

work environment organization hires qualified employee who are the best fitted for the job and


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customer service because right recruitment strategy can help to accomplish organization

mission. Recruitment processes are linked with the mission and objectives of the organization.

Objectives of the organization is

Whether in treasury, consumer, or corporate banking, Standard Chartered Bank is committed to

provide the best. Meeting the demand of discerning customers is not the sole objective. The

Bank believes that to provide standard financial services is to deliver a quality that makes






the achievement of the organization. But the bank also tries to do the best in conjunction with

achieving the ultimate objective of a business organization – Wealth Maximization.

So Standard Chartered bank committed to provide best service to customer to meet their

satisfaction. HR recruit right person for the right place and give them appropriate training. So

to recruit best person for the job HR follows recruitment policies and the recruitment of

personnel done in step by step process.

3.5. 2 Recruitment budget:

The recruitment process is a very expensive component of organizational staffing. The high

costs of recruitment also point to the importance of establishing a well-developed recruitment

budget. The budget that is used for overall Human Resources purpose of Standard Chartered

Bank per year is 20% to 25% of total budget.

3.5. 3 Types of recruitment:

Standard Chartered Bank recruit employee in two ways.

1. External recruitment (Job advertisement / Job watch / SCB Global career website).

2. Internal Job recruitment (Employee referral / SCB Global career web site).


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3.5. 4 Recruitment system of Standard Chartered Bank:

The recruitment system followed by Standard Chartered Bank is an Open Internal and external

Recruitment System.

Approaches:

1. Candidates know about job vacancies through advertisement and SCB Global Career

website.

2. External candidates and internal employee can apply for the post.

Why Standard chartered bank use Open Internal and external Recruitment System?

The organization prefer open internal recruitment system because,

o Existing employee are familiar to work environment and organizations rules,

regulations.

o And employees have skills, knowledge, ability, to accomplish task.

o Employees are already trained to solve work related problems.

o And Standard Chartered bank recruits external candidates for new KSAO and or to hire

experienced personnel or fresher.


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Recruitment process:

Figure 13: Recruiting Process.

Manager notifies of vacancy

Human Resource department posts job opening

Filling position

Human Resource receives bids from interested

applicants

Human Resource department screens candidates

List of candidates given by Human Resources to

Managers

Call for test and interview


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o Manager notifies of vacancy and Human Resource department posts job

opening:

Manager asses’ employees need and he / she will send requisition to HR department.

Requisition can sent through written e-mail and or specific requisition forms. HR department

can also create a new post or can recruit personnel in existing vacant post.

Figure14: Post vacant in SCB, Source: career web page – SCB.

These are the posts, vacant in Standard Chartered Bank. Suppose Consumer banking division

needs HR relationship manager. HR Manager (recruitment – SCB) asses the need and

announced vacancy in Career web site.


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Job Id # 203531 (Officer Customer experience- North Gulshan) [figure 15]. This is a new post

created by HRD and requisite by the branch manager. HR manager (Recruitment) asses the

post, analyze the job, compensation packages and then post the job in vacancy web page.

Figure 15: Vacancy posts are advertised in career web site.

Last 2 Months ago Sales Team Manager, Sheraton Branch recruited two Branch Sales

Executives. Before recruited Branch Sales Executives he asses the need and send requisition to

HRD. After confirmation of requisition he took interviews and written test. Then he confirms

the position. Branch Sales Executives is a temporary post and recruited through third party

consultancy firm. For Any full time HR contractual job, temporary job, permanent job HRD

will asses the job and post vacancies in web career page.

o Human Resource Department receives bids from interested applicants and screens

candidates.

Candidates or employees are only able to apply for post/job in SCB career web site/ job watch.

Sometime Standard Chartered Bank- Bangladesh give advertisements in news papers for

vacant post. But applicants have to upload CV in SCB career web page and apply for the

vacant post.


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Figure: 16: SCB global career web page.https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_O

BJECT.HC_H

This is the Standard Chartered Global Career web page. In this page applicant has to upload

CV and apply for the post. Internal applicant can use own job watch portal.

Suppose applicants apply for the post HR relationship manager-consumer banking (figure17).

For this post Human resource department upload job description and job specification (figure

18). As job specification applicant apply for the post.

https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_Hhttps://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_Hhttps://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_Hhttps://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_H


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Figure 17: Post- HR relationship manager- consumer banking.

https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRS.HRS_APP_SC

HJOB.GBL

Figure 18: Job description of HR relationship manager- consumer banking.

Link: https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRS.HRS_APP_SCHJOB.GBL


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Human resource department downloads CV’s of applicants and match CV’s with job criteria/

job descriptions/job specifications. If the applicants CV’s match with the job specification then

HR select the person for test or interview. In this way HR sort out CV’s and screening

applicant. HRD screens CV’s, to match applicants KASO’s with job criteria.

o List of candidates given by Human Resource department to Managers:

After screen and sorting CV’s Human resource department prepare a list of applicants, who can

be fit for the offered post. HR manager approved it and send it to the manager (who prepare

requisition for the post). The manager also gives approval. After approval applicants are called

for test or interview.

o Test /Interview and filling the position:

New applicant has to give written test. After passing test applicant has to face group interview.

Suppose for the post “HR relationship manager - consumer banking” (figure 19 & 17). For

recruitment, interview board consists of Resource manager, HR officer, Manager Consumer

banking. After passing interview session board select applicant for the post. For existing

employees who apply for the post they call only for interview. From external and internal

resources, SCB Bangladesh recruits employees.

3.5. 5 Selection Process of Standard Chartered Bank

Figure 19: selection process.

o Initial screening:

Initial screening Completing the application form

Employment testComprehensive interview

Back ground investigation Decision making


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Standard Chartered Bank asses’ employees need and identify the Job. Prepare job description

and job specification. Then advertise the post or offer the post in which they want to hire

employee. Then HR sort out the CV’s and select CV’s which are match with job and job

criteria and then prepare sort list and call for test or interview. In screening interview, basic

questions are being asked which can be about education, background, etc.

o Completing the application form:

Applicant has to apply on SCB global career web site. Applicant has to register with the web

portal. When he/she registered into SCB career web page, applicant has to fill up personal

information and can able apply on specific post. After applying on vacant post; applicant has to

attend Mandatory Online Talent Assessments Test.

Following link:

https://gx.gallup.com/scbcbsriindex.gx?B2BLOCATION=&ACCESS_CODE=X8S7C3Q8E7.

So before applying in any vacant post applicant fill up application form.

o Employment test:

Applicant has to attend employment test. Written test based on english, mathematical questions

and analytical questions.

o Comprehensive interview:

The applicant is being judged based on the qualification and knowledge required for the post.

In the interview usually they observe the candidate’s confidence level, smartness and

outspoken propensity.

o Back ground investigation:

Standard Chartered Bank is international organization and this is a financial institute, so data

and information are valuable for the organization. So Standard Chartered Bank emphasis on

background investigation, because organization aware about the reputation, secrecy of various

types of data and safety of the staffs. It is true that a wrong selection can make a lot of disaster

inside the organization. That’s why they put a great importance on refe rences. For background

investigation they actually verify the nationality, citizenship, educational record, references.

https://gx.gallup.com/scbcbsriindex.gx?B2BLOCATION=&ACCESS_CODE=X8S7C3Q8E7https://gx.gallup.com/scbcbsriindex.gx?B2BLOCATION=&ACCESS_CODE=X8S7C3Q8E7https://gx.gallup.com/scbcbsriindex.gx?B2BLOCATION=&ACCESS_CODE=X8S7C3Q8E7


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o Decision making:

After passing all of these steps the final decision is taken for selection.

Conditional Job offer:

Before job confirmation employee works under observation and it is for six months. Employee

has to pass 6 months as probationary employee. After that job are confirmed.

The following criteria below help to assess/ascertain the hiring need which are

o Whether the vacant role is critical to the business plan or not.

o Whether the output from the incumbent really necessary or value adding or not.

o Whether the work address a short-term need or an ongoing requirement.

o Whether it is necessary to have a full-time permanent person to do the work or not.

o Whether the hiring for the vacancy within headcount and financial budget or not.

o Whether the hiring need has been authorized as needed or not.

3.5. 6 Recruitment Sources

Standard Chartered Bank follows both external and internal recruitment.

External Sources:

o SCB global career web site / job advertisement:

Standard Chartered Bank rarely publishes vacancies advertisement in local new papers but

every one can apply on SCB career web page for offered posts. Applicant upload CV’s on this

site and HRD collect CV’s for vacant post from this site.

Link:

https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.H

RS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_H

o University and Employment agencies:

https://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_Hhttps://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_Hhttps://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_Hhttps://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_Hhttps://cgportal.global.standardchartered.com/psc/hrms/EMPLOYEE/HRMS/c/HRS_HRAM.HRS_CE.GBL?FolderPath=PORTAL_ROOT_OBJECT.HC_H


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From universities Standard Chartered Bank hires Intern and fresher for the job. SCB also hires

employee from Conquest, Mahadi enterprise, etc. Standard Chartered Bank hires fourth class

employees, customer assistants, customer service executives from Employment agencies.

Internal Sources

o Internal Applicants:

The Bank is committed to develop talent internally and to get the best out of the broadest range

of the people to sustain strong performance and competitive advantage. Job Watch supports

this commitment to helping individuals develop, as well as making the most of the diversity of

the employees. Its key objectives are:

o Facilitating the process of internal talent mobilization

o Enabling employees to maximize their potential and career development

o Ensuring that the Bank has access to a wide and diverse pool of internal candidates.

o Empowering employees to take personal responsibility for their careers.

There are 3 methods that can be used to decide how to look for them. The methods used by

Standard Chartered Bank are described below:

o Advertisement of internal vacancies:

In e-HR countries, internal job vacancies are posted using the PeopleSoft Portal, except that

when the internal job posting needs to be written in a local language not supported by the

system, a local advertising channel will be used (e.g., the country HR home page on Intranet).

In non e-HR countries, internal job vacancies are advertised in batch using e-mail broadcast.

In e-HR countries, internal job application should be submitted via the PeopleSoft Portal. In

non-e-HR countries, internal job application should be submitted via website of SCB.

To be eligible for a Job Watch application, applicant needs to demonstrate satisfactory

performance in current role for at least one year.

In e-HR countries, internal applicants receive a system-generated email to acknowledge their

applications. In non-e-HR countries, the country HR team arranges an acknowledgement

notification to be sent to internal applicants within seven days after the job posting has been

closed.


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Non-employed workers (e.g., agency workers, independent consultants, outsourced workers)

who wish to apply for an internal vacancy may do so if this is allowed by their work contract

with the Bank.

o Skills Inventory:

For taking decisions about recruitment and to understand the needs they focus on their skill

inventory where the records of each employee are being stored.

o Employee Referral:

Employee Referral Process- SCB Bangladesh

Hire a friend (HAF)

Hire a Friend is the newly formatted employee referral scheme. The objective of HAF is to

encourage employees to introduction potential candidates to fill published vacant positions in

the Bank.

All employed workers at Brand 4 and below on permanent roles of the Bank who have Bank

ID are eligible to an incentive award under the scheme, except those who are directly involved

in the hiring process.

The categories of employees will be considerate as being involved in the hiring process:

o Those who are involved in the screening and interviewing of applicants for the position

concerned, including hiring managers and head of department and / or senior employee to

which the position directly or indirectly report to.

o Those who are involved in the hiring decision.

o Member of the HR Relationship / Resourcing Team.

There are some rules in case of referring employees which are being discussed below:

1. No incentive will be paid to the employee who makes the referral if the applicant:


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Has already applied to the Bank via an external source

Has already been referred by another staff member

Is already working in the Bank

Was previously employed by the Bank and left within the last six months.

2. Additionally, the referrer will not be eligible for the referral incentive if they are-

Involved in screening and/or interviewing of applicants for the vacancy concerned, or

Involved in the hiring decision, or

Employees in Human Resources, or

Head of the departments into which the referred applicant may be hired.

Referral Process:

o List of vacant position will be advertised through people wise or job watch.

o Employees review the job position and choose job and ID number to prepare job

referral.

o Candidate will receive web link and can apply through career website.

o Candidates provide his / her detail information.

o An automated Email will go to referrer email address.

o Employees will be kept posted on the status of the referred candidate through

recruitment team.

o Recruitment team sort CV’s and notify candidates for interview.

o The team also verifies whether the same candidate has been referred by one or more

employee.

o The referred candidates would go through the regular process of selection and

recruitment. The final decision of hiring will be decided by the HR and business head.

o Successful annual referrals would be paid the referral amount through payroll and

payroll input will be provided by country resourcing team.


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3.5. 7 Group Job Watch Process:

The bank is committed to develop and providing career growth for individual and this process

support this. The objectives of job watch are:

o Enable talent to grow by highlighting opportunities.

o Ensure right people in right job.

o Empowering career development.

Advertising internal vacancies:

o Hiring manager must complete job requisition. Job requisition should be raised using

the people soft portal.

o If more than one job requisition has been created concurrently in a country for a given

role, only one job requisition is requited to be posted on job watch.

o When posting a job watch, country HR must attach a job profile, which describes the

job and person specification and defines the candidate requirements.

o Country HR, in consultation with the hiring manager, is responsible for releasing the

internal job advertisement using the appropriate media.

o Vacancies must be posted on job watch for a minimum of two calendar weeks. This period can be extended further as needed to ensure that vacant jobs are filled in the most

efficient way.

o Hiring managers can initiate external recruitment immediately after the internal job

watch communication has been published.

Applying for internally advertised job opportunities:

o The group is committed to providing an environment that allows employees to develop

and progress their career through job moves. It is important that any internal moves are

appropriately planned so as to be as smooth as possible. All applicants must inform their line

manager of their application before they attend any selection interview with the hiring

manager. Internal applicants are not required to inform their line manager before submitting

job application.


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o Internal applicants need to have demonstrated satisfactory performance in their current

role for at least one year in order to be eligible to make job watch application.

o In e-HR countries, employees should submit their application via the people soft portal

.Employees in non e-HR countries should submit their application via the SCB career website.

o HR must ensure that all applicants receive an acknowledgement of their application

within seven working days of the relevant job watch posting’s closing date.

Short listing and selection:

o HR must screen all applicants for the vacant role in order to identify those applicants

who satisfy the advertised role requirements. These candidates will then be short listed for

interviewing.

o In addition to internal applicants for advertised roles, the hiring manager must, at the

same time, consider potential candidates identified in succession plans or designed talents pool.

Applicants from external sources can also be simultaneously considered.

o All applicants who meet the job advertisement must be interviewed by HR hiring

manager.

o The role will be offered to the applicant who best fits the requirement detaile

Internships Report - Standard Chartered

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