HRM Report on BRAC Bank Ltd.

7/24/2019 HRM Report on BRAC Bank Ltd.

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Banking industry in Bangladesh

The commercial banking system dominates Bangladesh's financial sector.Bangladesh Bankis the

Central Bank of Bangladesh and the chief regulatory authority in the sector. The banking system is

composed of four state-owned commercial banks, five specialized development banks, thirty private

commercial Banks and nine foreign commercial banks. The obel-prize winning !rameen Bankis aspecialized micro-finance institution, which revolutionized the concept of micro-credit and contributed

greatly towards poverty reduction and the empowerment of women in Bangladesh."ursuant to

Bangladesh Bank #rder, $%& the !overnment of Bangladesh reorganized the (haka branch of the )tate

Bank of "akistan as the central bank of the country, and named it Bangladesh with retrospective effect

from $* (ecember $%&$. The banking system of Bangladesh is dominated by the + ationalized

Commercial Banks in which is totally controlled by government and $ upali Bank/ bank is

controlled by both government and private sector. The nationalized commercial banks are0

ationalized Commercial Bank of Bangladesh0

a/ )onali Bankb/ 1grani Bank

c/ upali Bank

d/ 2anata Bank

"rivate Banks are the highest growth sector due to the dismal performances of government banks

above/. They tend to offer better service and products.

a/ 3nited Commercial Bank 4imited

b/ 5utual Trust Bank 4imited

c/ B1C Bank 4imited

d/ 6astern Bank 4imitede/ (utch Bangla Bank 4imited

f/ (haka Bank 4imited

g/ 7slami Bank Bangladesh 4td

h/ 3ttara Bank 4imited

i/ "ubali Bank 4imited

8/ 797C Bank 4imited

k/ ational Bank 4imited

l/ The City Bank 4imited

m/ CC Bank 4imited

n/ "rime Bank 4imited

o/ )outheast Bank 4imited

p/ 1l-1rafah 7slami Bank 4imited

:/ )ocial 7slami Bank 4imited

r/ )tandard Bank 4imited

s/ #ne Bank 4imited

t/ 6;im Bank 4imited

u/ Bangladesh Commerce Bank 4imited

$
http://en.wikipedia.org/wiki/Bangladesh_Bankhttp://en.wikipedia.org/wiki/Bangladesh_Bankhttp://en.wikipedia.org/wiki/Grameen_Bankhttp://en.wikipedia.org/wiki/Grameen_Bankhttp://en.wikipedia.org/wiki/Sonali_Bankhttp://en.wikipedia.org/wiki/Agrani_Bankhttp://en.wikipedia.org/wiki/Rupali_Bankhttp://en.wikipedia.org/wiki/Janata_Bankhttp://en.wikipedia.org/wiki/UCBLhttp://en.wikipedia.org/w/index.php?title=MTBL&action=edit&redlink=1http://en.wikipedia.org/wiki/BRAC_Bankhttp://en.wikipedia.org/wiki/Eastern_Bank_Ltdhttp://en.wikipedia.org/wiki/Dutch_Bangla_Bankhttp://en.wikipedia.org/wiki/Dhaka_Bank_Limitedhttp://en.wikipedia.org/wiki/Islami_Bank_Bangladesh_Ltdhttp://en.wikipedia.org/wiki/Uttara_Bankhttp://en.wikipedia.org/wiki/Pubali_Bankhttp://en.wikipedia.org/wiki/IFIC_Bank_Limitedhttp://en.wikipedia.org/wiki/National_Bank_(Bangladesh)http://en.wikipedia.org/w/index.php?title=The_City_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=NCC_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/Prime_Bank_Limitedhttp://en.wikipedia.org/wiki/Southeast_Bank_Limitedhttp://en.wikipedia.org/w/index.php?title=Al-Arafah_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Social_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Standard_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=One_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Exim_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bangladesh_Commerce_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/Grameen_Bankhttp://en.wikipedia.org/wiki/Sonali_Bankhttp://en.wikipedia.org/wiki/Agrani_Bankhttp://en.wikipedia.org/wiki/Rupali_Bankhttp://en.wikipedia.org/wiki/Janata_Bankhttp://en.wikipedia.org/wiki/UCBLhttp://en.wikipedia.org/w/index.php?title=MTBL&action=edit&redlink=1http://en.wikipedia.org/wiki/BRAC_Bankhttp://en.wikipedia.org/wiki/Eastern_Bank_Ltdhttp://en.wikipedia.org/wiki/Dutch_Bangla_Bankhttp://en.wikipedia.org/wiki/Dhaka_Bank_Limitedhttp://en.wikipedia.org/wiki/Islami_Bank_Bangladesh_Ltdhttp://en.wikipedia.org/wiki/Uttara_Bankhttp://en.wikipedia.org/wiki/Pubali_Bankhttp://en.wikipedia.org/wiki/IFIC_Bank_Limitedhttp://en.wikipedia.org/wiki/National_Bank_(Bangladesh)http://en.wikipedia.org/w/index.php?title=The_City_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=NCC_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/Prime_Bank_Limitedhttp://en.wikipedia.org/wiki/Southeast_Bank_Limitedhttp://en.wikipedia.org/w/index.php?title=Al-Arafah_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Social_Islami_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Standard_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=One_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Exim_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Bangladesh_Commerce_Bank_Limited&action=edit&redlink=1http://en.wikipedia.org/wiki/Bangladesh_Bank


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v/ 9irst )ecurity 7slami Bank 4imited

w/ The "remier Bank 4imited

;/ Bank 1sia 4imited

y/ Trust Bank 4imited

z/ )hah8alal 7slami Bank 4imited

aa/ 2amuna Bank 4imitedbb/ 7CB 7slami Bank

cc/ 1B Bank

dd/ 5arcantile Bank 4imited

Beside these ational and private Banks we also have some foreign banks operating in our country

namely0

a/ Citibank

b/


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2.1 Introduction:

B1C Bank 4imited is a full service scheduled commercial bank. 7t has both local and 7nternational

7nstitutional shareholder. The bank is primarily driven with a view of creating opportunities and

pursuing market niches not traditionally meet by conventional banks. B1C Bank has been motivated

to provide >best-in-the-class? services to its diverse assortment of customers spread across the country

under an on-line banking dais.

Today, B1C Bank is one of the fastest growing banks in the country. 7n order to support the planned

growth of its distribution, network and its various business segments, B1C Bank is currently looking

for impressive goal oriented, enthusiastic, individuals for various business operations.

The bank wants to build a profitable and socially responsible financial institution. 7t carefully listen to

the market and business potentials, 7t is also assisting B1C and stakeholders to build a progressive,healthy, democratic and poverty free Bangladesh. 7t helps make communities and economy of the

country stronger and to help people achieve their financial goals. The bank maintains a high level of

standards in everything for our customers, our shareholders, our ac:uaintances and our communities

upon, which the future affluence of our company rests.

2.2 About BRAC Bank Limited:

B1C Bank 4imited, one of the latest generation of commercial banks started its 8ourney on 2uly @+,

@@$. 7t is an affiliate of B1C Bangladesh ural 1dvancement Committee/, one of the worldAs largest

non-governmental development organizations founded by 9azle


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International Finance Cororation0

BB4 has important international shareholdings apart from B1C0 79C and )horeCap. 7nternational

9inance Corporation 79C/ is the commercial wing of =orld Bank. 3sing certain channels and overseas

representatives, 79C helps local financial institutions find profitable ways to target small and medium

sized companies. 9unding comes from the 1sian (evelopment Bank, Canada, the 6uropeanCommission, the etherlands, orway, the 3nited Eingdom and 79C itself.

!hore Ca International Ltd

1nother international institutional investor )hore Cap 7nternational 4td. is an international private non-

profit, e:uity company seeking to invest in small business banks and regulated micro finance institutions

in countries with developing and transitional economies. )hore Cap typically invests between F@@,@@@

and F million for an ownership position of $@-G of a company. 1s a minority shareholder, )hore Cap

seeks financial institutions with a strong, e;perienced management team and a committed set of local

development-minded investors.

The shareholding structure of B1C Bank 4imited0

Table0 $.$ )hareholding structure of Brac bank

!hareholders o" BBL

BRAC +.&&G

IFC .*G

!hore Ca International @.D*G

General #ublic through I#$ @G

$thers @.@$G

%otal $@@G

+


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Fig1.1: !hareholder&s ercentage

2.' Cororate (ission:

B1C Bank 4imited wants to be the absolute market leader in the number of loans given to small and

medium sized enterprises, service holders, teachers, students, immigrants and people belong to all

income and professional groups through out Bangladesh. 7t tries to be a world-class organization in

terms of service :uality and establishing relationships that help its customers to develop and grow

successfully. 7t wants to become the Bank of choice both for its employees and its customers, the model

bank in this part of the world.

The missions that BB4 follows are-

)ustained growth in )mall H 5edium 6nterprise sector

Continuous low-cost deposit !rowth with controlled growth in retail assets

Corporate 1ssets to be funded through self-liability mobilization. !rowth in 1ssets through

syndications and investment in faster growing sectors

Continuous endeavor to increase non-funded income

Eeep our debt charges at G to maintain a steady profitable growth

1chieve efficient synergies between the bankAs branches, )56 unit offices and B1C field

offices for delivery of remittance and BankAs other products and services

5anage various lines of business in a full controlled environment with no compromise on

service :uality

Eeep a divers, far flung team fully controlled environment with no compromise on service

:uality

Eeep a diverse, far flung team fully motivated and driven towards materializing the bankAs vision

into reality


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2.) Cororate *ision:

The vision of BB4 is to build a profitable and socially responsible financial institution focused on

5arkets and Business with growth potential, thereby assisting B1C and stakeholders build a 8ust,

enlightened, healthy, democratic and poverty free Bangladesh.

2.+ (anagement Asects

4ike any other business organization, the Top management makes all the ma8or decisions at B1C Bank

4imited. The Board of directors being at the highest level of organizational structure plays an important

role on the policy formulation. The Board of directors is not directly concerned with the day-to-day

operation of bank. They have delegated their authority to its management committee, which is called

51C#5. ow there are directors in the Top management of the bank. 1ll the directors have good

academic background and have huge e;perience in business. 5r. 9azle


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The B1C Bank 4imited has in different employeeAs criteria. There are different types of employees

working in different places inside B1C Bank. The types of employees are-

Regular emloyee0

The permanent stuffs are known as regular employees. The regular employees are allowed to get

the bonus, incentives and other allowances with their basic salaries. 1nd these types ofemployees also have the benefit of gating e;tra facilities the B1C Bank limited is providing for

their employees. -R !ta""0


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5anagement Trainee #fficers highly :ualified students of B1C Bank 4imited. The 5T#As are

regular employee but they have to learn as a student inside B1B Bank for the period of one

year. 1fter one year if they can complete their learning period successfully they will become a

senior officer directly from the 5T#.

D


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'. %he -uman Resources 0eartment o" BRAC Bank L%0.


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). %he Reort:

).1 Introduction

1s part of the report for


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).+ Limitation

The research contains a number of limitations as well.

The first and foremost limitation was that it was carried out on the most confidential and sensitive

department of any organization that is the human resources division. 1 number of items had to bee;cluded from the analysis as they were considered confidential. The research was therefore forced to be

very primitive.

5oreover, while conducting the )urvey, selection bias might have e;isted in sample population may be

there. The sample distribution may not be even, there may be a ma8ority of people coming from a fi;ed

range of income level.

Time constraint is one of the problems, for which it has been very difficult for me to go in depth with my

research.

$$


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#roblems 4 issues "acing by BRAC Bank Limited

(uring doing this report 7 had did the )=#T analysis for getting the internal and e;ternal problems of

B1C Bank limited. 1ccording to the )=#T analysis 7 found the following analysis

The overall situation of


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1ccording to the survey result illustrated in the table above, we can see that about $ G of the surveyed

employees disagree that their salary is fair with respect to their 8ob. 1nd about *G of the employees

:uestioned strongly disagree to the same. To sum up this portion, &&G of the sample believes that their

salary is not sufficient enough or does not reflect upon their 8ob description and 8ob responsibilities and

hence is unfair. The following :uestion backs up the same thought when it is seen that *+G of the

sample does not believe that they do not receive proper reward and recognition for their efforts. $$G of

the sample strongly believes that they do not receive proper rewards and recognition for their efforts.


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their contribution is not being recognized and rewarded then there will be a definite fall in motivation

towards work resulting from a rising sting of 8ob dissatisfaction. This will adversely affect the bankAs

productivity efficiency and coordination. Therefore we can understand that the survey correctly indicates

towards a very significant issue that in all probability is a rising cause of employee dissatisfaction.

The survey talks about is Training. B1C Bank trains its employees very e;tensively and has a whole

training division dedicated to serve the purpose of training these individual employees. ot only does

the bank invest in in-house training but also in international as well as local e;ternal training. ow, it is

therefore very important to assess the satisfaction the employees have considering the considerable

investment that bank makes on training its employees. These training are meant not only to teach

employees how to do their work well but also to add value to an employeesA knowledge and talent to

increase their potential so that they can keep up with the growth of the bank and make valuable

contribution to its productivity. The survey shows that @G of the employees strongly disagree that

orientation training provided to the fresh recruits of the bank did not significantly helped them begin

their 8ourney at B1C Bank. 1 significant G of the sample disagrees to the above claim. B1C Bankalso provides employees with training pertaining to 8ob roles and also depending upon their individual

nominations. These training are meant to aid these individuals to develop their professional skills and

add value and direction to their career paths. G of the surveyed employees agree that indeed the

e;tensive training provided by B1C Banks training team has indeed provided direction and value to

their career path. #nly %G of the :uestioned employees disagree to the fact that these training might

have added value to their career. +DG of employees disagree that they have received specific training to

do their particular 8ob well while &G of the sample agree that they have received sample training to do

their 8obs effectively and efficiently.

G of the sample strongly disagree or disagree that employee performance evaluation process is fair

and appropriate. That is, this point further strengthens the point that the employees are significantly de

motivated and dissatisfied if they believe that their performances are not evaluated fairly. 7f an

employees that heJshe is not being paid fairly and hisJher efforts and contributions are not recognized

and evaluated fairly then it clearly indicates a serious case of dissatisfaction amongst employees that

may prove unhealthy for a fast growing bank like B1C Bank in the near future.

The last :uestioned in this section is actually tied to the first :uestion and it again investigated whether

the employees believe that they have a fair share of work load or not. But unfortunately it is seen that

DG of the sample does not believe that they have a fair share of work load instead it is believed thatthey have an unacceptable work load. 7f the ma8ority of the employees believe that they have

tremendous pressure that stretches out of their 8ob description and design and yet not getting the

remuneration that they believe is 8ustifies and fair then it is natural that these employees suffer from 8ob

dissatisfaction and the stimulant behind this dissatisfaction is poor salary and e;treme work pressure.

$+


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7n summary, it can be said that a serious case of dissatisfaction can be identified amongst the Brac bank

employees and a significant cause behind this dissatisfaction seems to be unfair or less pay or little or no

recognition of effort and contribution.

The ne;t section, directly asked the sample to asses and answer how satisfied they are as employees ofB1C Bank.

9ig0 +.$ 6mployee )atisfaction 4evel

7n answer, as the figure above illustrates, a ma8ority of * G of the sample strongly disagrees or

disagrees that they are satisfied as the employees of the bank. 7t is also asked that whether employee

satisfaction is an important issue to the management, it is seen that *%G of the sample does not believe

that management of the management of the bank will provide due consideration to employee satisfactionas an issue. This section proves that there is dissatisfaction amongst the employees and is amongst :uite

a ma8ority. This ma8ority perhaps also believes that the management is indifferent to the problem and

dissatisfaction of this large group.

The employees were then asked that if they were to leave the organization what would be the main

reason behind it and amongst the answers, +* G of these people would leave for higher salary while

DG would leave to work in a larger more reputed organization and $& G would move out to work under

lesser pressure.


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9ig0 +. Eey eason behind leaving B1C Bank.

=hen asked if they were looking out for 8ob opportunities, a ma8ority of *+ G said that they were indeed

looking for 8ob opportunities.Therefore these employees must be looking out for 8obs that pay higher or for 8obs in larger

organizations or for 8obs in larger organizations or for 8ob with less pressure. Therefore, it can be

understood that employees are dissatisfied with the increasing pressure the salary paid and B1C Bank

and hence they are searching for 8ob opportunities in other organizations.

9inally when asked what B1C Bank can do to increase employee satisfaction, a ma8ority of + G

claimed that by increasing the salary it can boost up the employee satisfaction level at B1C Bank. $

G said that it can reduce the stress that employees undergo while another G claimed that reducing

targets can significantly increase employee satisfaction level at B1C Bank.

5. -R( aroaches to ensure ongoing strategic cometitie adantage

5.1 Recruitment:

)election and ecruitment is an integral part of any organization that heavily depends on their workforce

to successfully perform their mission and achieve their vision in the long run. Thus appropriate selection

of candidates to 8oin in the workforce is a necessary part of


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Recruitment #rocess:

9or the recruitment the B1C Bank 4imited should use the following process

a/ (irect ecruitment0 The B1C Bank 4imited should use a CI Bank in


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(epartment


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B1C Bank had newly establish 57) H )trategic "lanning wing in 6-4earning? system which is an 6mployee

(evelopment program based on #nline Training H 6valuation. 6mployees can sit for online e;ams

within the workplace and it is the duty of the 57) H )trategic "lanning 5anager to evaluate the

electronic scripts and distribute the results after evaluation. The current pro8ects of 57) H )trategic

"lanning are development of two computerized systems named >6-1ttendance? and >6-"5?, one for

employee attendance management and the other is for employeesA performance measurement matter

respectively. By developing such kind of thing the employees performance measurement will be

improve and accordance to that the employees will be benefited, rewarded and recognized.

5.) Comensation 4 Bene"its

)alaries0

The Bank is making new policies which will be committed to follow a fair, competitive and fle;ible

remuneration policy. The remuneration policy of the bank will cover all persons engaged in permanent

service of the bank.

The )alary structure of the Bank will be based on 2ob !rades. 2ob grades will be decided on the basis of

an analytic assessment of the position based on the size, responsibilities, decision-making authorities

and the nature of the 8ob.

The remuneration of employees consists of0

- Basic )alary

-


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twoJthree years. KBasic "ayA means the pay on the scale or fi;ed rate of pay that has been sanctioned by

the competent 1uthority for the post held by an employee but does not include any other remuneration.

K!ross "ayA means the summation of the all types of payment received by an employee.


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year service and being confirmed, calendar year must have the option to accommodate staff mandatory

leave.

491 will be given at the time when an employee will avail the $ days mandatory leave. 491 will be the

one monthAs basic salary of processing month for current and future treatment. 9or previous treatment,

the amount will be one monthAs basic salary of 5andatory 4eave 1vailing month.6very Confirmed 6mployee is entitled to receive 491 only once in a year.

1fter receiving 5andatory 4eave application


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=elfare 9und0

The motive behind establishing the welfare fund is to be able to provide the regular confirmed

employees from 2# to )"# with financial support for incidents or events when the cost may not be

affordable for the employees. These may include the following0

-

1ccidents on the 8ob- 6;tended illness

- 6ducation for children- 5arriage of children

6mployees of the grade 2# to )"# may be the members of this fund. The amount to be received by the

employees under such special circumstances would be settled on by the fund management committee

after thorough assessment of the claim application and relevant documents.

1 beneficiary will not be entitled to receive fund more than once in one calendar year.

5a;imum limit for relevant occurrences are stated below0

- )evere 1ccident H 6;tended 7llness TE @,@@@

- 6ducationJ6;amination0

o ))C H


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people have mobile phones. Thus there are +G people with mobile phones, but no bank

accounts. Banks now have a great opportunity to deliver banking services a portion of the unbanked

+G people using new products based on mobile phone technologies http0JJwww.progoti.com/. 1lready

(utch-Bangla Bank limited had started this new product and had gaining huge number of customers. To

compete with this challenge B1C Bank combines with 5oney in 5otion 44C, 3)1 to start mobilebanking in the name of bkash which was launched in 2uly $, @$$.

7.' Financial Crisis: (ue to financial problem face by the bank in the year @$$ reason of financial

crisis is confidential/ the bank had to layoff about $@G of their employees which includes all type of

employees specially the


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5ore importantly, it is very important to eliminate the discrepancy among employees in terms of salary

within the bank to remove all possible chances of unfairness. 1n element of e:uity must be established

within the bank across 8ob grades and designation.

The bank must restructure its pay from the bottom of the organization by bringing up the salary level

from bottom to top.The bank should also utilize its training department in increasing employee dedication and motivation to

work towards a combined goal and enhanced solidarity.

Certain other issues that came out of the survey must also be dealt with such the bank must pursue a

certain degree of decentralization within a centralized framework. That is the bank can delegate power

of promotion and salary increment to specific departments to which the employee belongs to. This

reduces layers and the chances of an employee being correctly evaluated and awarded should

significantly increase.

The bankAs management must be more transparent about its functions and decision making and ensure

that there is significantly reducing layers between employees and management or the administration.

7n this part of recommendations, some valuable issues of BB4 are discussed. These were the aspects that

came out while working for this report at BB4. These were related to various parts of BB4 and thus are

placed in the list of general recommendation.

5ake the salary structure attractive to the employee.

5ake succession planning.

educe the e;tra workload of the employee.

They should increase the manpower of


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B1C Bank intends to set standards as the market leader in Bangladesh. 7t demonstrates that a locally

owned institution can provide efficient, friendly and modern banking service on a profitable basis.


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http://www.progoti.com/index.php?option=com_content&view=article&id=21&Itemid=16http://www.progoti.com/index.php?option=com_content&view=article&id=21&Itemid=16http://www.progoti.com/index.php?option=com_content&view=article&id=21&Itemid=16

HRM Report on BRAC Bank Ltd.

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Transcript of HRM Report on BRAC Bank Ltd.