CHAPTER -ONE

INTRODICTION

1.1 Background of the study

1.2 Objective of the study
1.3 Methodology of the study
1.4 Scope of the study
1.5 Limitations of the study
1.6

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 1.1Background of the study

Any academic course of the study has a great value when it has practical application in the
real life. Only a lot of theoretical knowledge will be little important unless it is applicable in
the practical life. So we need proper application of our knowledge to get some benefit from
our theoretical knowledge. To make it more fruitful when we engage ourselves in such field
to make proper use of our theoretical knowledge in our practical life, only then we comes to
know about the benefit of the theoretical knowledge. Such an application is made possible
through practical activities. When theoretical knowledge is obtained from a course of study it
is only the half way of the subject matter. Practical working shows the full application of the
methods and procedures through rich acquired knowledge of subject matter can be fruitfully
applied in our daily life. Such a procedure of practical application is shown in this study. The
study is titled HRM Policies and Practices in BRAC Bank Limited. From my practical
study I tried to complete the report as an academic requirement of my MBA degree.

1.2 Objective of the study

General Objective of the Study:

To observe the HRM Policies and Practices in BRAC Bank Limited.

Specific Objectives of the Study:

To observe the HRM correspondents of the bank.
To know about the performance of the BBL in HRM Policies and Practices.
To know about the problems faced by the BBL in HRM Policies and Practices.
To suggest some recommendations for solving the problems faced by the BBL in
HRM Policies and Practices.

1.3Methodology of the study

In order to attain the objectives, collection of primary data is necessary. This data will be
used to analyze the problem statement. The largest part of the analysis however would
obviously be conducted by carrying out the employee satisfaction survey. The intention is to
obtain a randomly selected unbiased sample of 100 employees across the bank and to
question them on various HR Grounds to assess the employee satisfaction level. Therefore
the methodology would include relevant information is collected from interviews, Surveys,
observation and annual reports of the bank. The relevant information is collected from the
primary sources and also uses the secondary sources of information.

Primary data are collected through:

Open ended and closes ended questions

Relevant file study
Conducted discussions with Officers
Observation

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Secondary data are collected through:

Manuals and Annual Report of BRAC Bank Limited

Website browsing.

1.4 Scope of the study

Human Resources are essential and foundational to the growth and development of any
organization and hence the ability to satisfy and retain quality and trained employee is vital. It
must be therefore very crucial to identify if there is an underlying dissatisfaction amongst the
existing employees of the organization. Therefore, the bank is the largest beneficiary because
through this report we can identify how to confront the challenges.

This report will give a clear idea about HRM Policies and Practices in the BRAC Bank Ltd.
How efficiently they utilize their resources? What types to benefits they offer to their
employees to motivate their work? Does the training program that they organized is effective
or not? What are the aims to develop training program? To have answers of all these
questions, it is tried to go through the BBL HR policies.

1.5 Limitations of the study

The sources of the report are collected from different desks, various documents of BRAC
Bank Limited (BBL). Though the entire staff member remains busy all the time for their desk
work they helped a lot to manage and collect the data & information. But it was very difficult
to collect information on the client as it is very sensitive and secret issue for the Bank. Every
task has some limitations. So, there have also some limitations of the study. These are as
follows-

a) Shortage of time period: This report is written within a shorter period of time. So the time
constraint of the study hindering the course of vast area and time for preparing a report within
the mentioned period is really difficult.

b) Busy working environment: The officials had some times been unable to provide
information because of their huge routine work. That is why we do not gather vast knowledge
about the critical issues.

c) Secrecy of Management: There some information which are confidential for collecting the
data. So, some data could not been collected for confidentiality or secrecy of management.

d) Uneven Sample Distribution: The sample distribution may not be even, there may be a
majority of people coming from a fixed range of income level.

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 CHAPTER -TWO
Banking Industry in Bangladesh

2.1 Introduction
2.2 Number and types of banks in Bangladesh

2.1Introduction

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The Jews in Jerusalem introduced a kind of banking in the form of money lending before the
birth of Christ. The word 'bank' was probably derived from the word 'bench' as during ancient
time Jews used to do money -lending business sitting on long benches.

First modern banking was introduced in 1668 in Stockholm as 'Svingss Pis Bank' which
opened up a new era of banking activities throughout the European Mainland.

In the South Asian region, early banking system was introduced by the Afgan traders
popularly known as Kabuliwallas. Muslim businessmen from Kabul, Afganistan came to
India and started money lending business in exchange of interest sometime in 1312 A.D.
They were known as 'Kabuliawallas'.

2.2 Number and Types of Banks in Bangladesh

The number of banks in all now stands at 49 in Bangladesh. Out of the 49 banks, four are
Nationalized Commercial Banks (NCBs), 28 local private commercial banks, 12 foreign
banks and the rest five are Development Financial Institutions (DFIs).

Sonali Bank is the largest among the NCBs while Pubali is leading in the private ones.
Among the 12 foreign banks, Standard Chartered has become the largest in the country.
Besides the scheduled banks, Samabai (Cooperative) Bank, Ansar-VDP Bank,
Karmasansthan (Employment) Bank and Grameen bank are functioning in the financial
sector. The number of total branches of all scheduled banks is 6,038 as of June 2000. Of the
branches, 39.95 per cent (2,412) are located in the urban areas and 60.05 per cent (3,626) in
the rural areas. Of the branches NCBs hold 3,616, private commercial banks 1,214, foreign
banks 31 and specialized banks 1,177.

Bangladesh Bank (BB) regulates and supervises the activities of all banks. The BB is now
carrying out a reform program to ensure quality services by the banks.

Bangladesh Bank(BB)
Nationalized Commercial Banks (NCBs )
Private Commercial Banks ( PCBs)
Foreign Banks
Development Banks
Other

Bangladesh Bank

Bangladesh Bank (BB) has been working as the central bank since the country's

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independence. Its prime jobs include issuing of currency, maintaining foreign exchange
reserve and providing transaction facilities of all public monetary matters. BB is also
responsible for planning the government's monetary policy and implementing it thereby.

The BB has a governing body comprising of nine members with the Governor as its chief.
Apart from the head office in Dhaka, it has nine more branches, of which two in Dhaka and
one each in Chittagong Rajshahi, Khulna, Bogra, Sylhet, Rangpur and Barisal.
Nationalized Commercial Banks (NCBs)
1. Sonali Bank
2. Janata Bank
3. Agrani Bank
4. Rupali Bank
Private Commercial Banks (PCBs)
1. Pubali Bank
2. Uttara Bank
3. National Bank Ltd.
4. The City Bank Ltd.
5. United Commercial Bank Ltd.
6. Arab Bangladesh Bank Ltd.
7. IFIC Bank Ltd.
8. Islami bank Bangladesh Ltd.
9. Al Baraka Bank Bangladesh Ltd.
10. Eastern Bank Ltd.
11. National Credit & Commerce Bank Ltd.
12. Prime Bank Ltd.
13. South East Bank Ltd.
14. Dhaka Bank Ltd.
15. Al-Arafah Islami Bank Ltd.
16. Social Investment Bank Ltd.
17. Dutch-Bangla Bank Ltd.
18. Mercantile Bank Ltd.
19. Standard Bank Ltd.
20. One Bank Ltd.
21. EXIM Bank
22. Shah Jalal Bank Limited (Based on Islamic Shariah)
23. Mutual Trust Bank Ltd.
24. First Security Bank Ltd.
25. The Premier Bank Ltd.
26. Bank Asia Ltd.
27. The Trust Bank Ltd.
28. Bangladesh Commerce Bank Ltd.

Foreign Banks
1. HSBC Ltd.
2. Standard Chartered Grindlays Bank

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 3. Habib Bank Ltd.
4. State Bank Of India
5. Credit Agricole Indosuez (The Bank)
6. National Bank of Pakistan
7. Muslim Commercial Bank Ltd.
8. City Bank NA
9. Hanvit Bank Ltd.
10. Shamil Islami Bank Of Bahrain EC
11. Standard Chartered Bank
12. American Express Bank
Development Banks
1. Bank of Small Industries & Commerce Bangladesh Ltd
2. RajshahiKrishiUnnayan Bank
3. Bangladesh Krishi Bank
4. Bangladesh Development Bank Ltd. (The bank came into effect with the merger of
ailing Shilpa Bank and Shilpa Rin Sangstha.)
Other
1. Karmasansthan Bank
2. Bangladesh Samabai Bank Ltd. (BSBL)
3. Grameen Bank
4. Ansar VDP Unnayan Bank

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 CHAPTER -THREE
An Introduction to BRAC Bank Limited.

3.1 History of BRAC Bank Limited.

3.2 Product/services of BRAC Bank Limited.
3.3 Organogram of BRAC Bank Limited.
3.4 Goal, vision, mission of BRAC Bank Limited.
3.5Long term Strategy of BRAC Bank Limited.
3.6Highlights on the Overall Activities of BRAC Bank Limited (As on March 31, 2013)

3.1 History of BRAC Bank Limited.

BRAC Bank Limited, one of the latest generation of commercial banks started its journey on
July 04, 2001. It is an affiliate of BRAC (Bangladesh Rural Advancement Committee), one of

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the worlds largest non-governmental development organizations founded by Fazle Hasan
Abed in 1972. It has been the fastest growing Bank in 2004 and 2005. The Bank operates
under a "double bottom line" agenda where profit and social responsibility go hand in hand as
it strives towards a poverty-free, enlightened Bangladesh.

BRAC Bank Limited, with institutional shareholdings by BRAC, International Finance

Corporation (IFC) and Shore Cap International, has been the fastest growing Bank in
Bangladesh for the last three consecutive years. In the recent past the bank has gone public
with price of shares reaching impressive heights, further showing promising future.

BRAC Bank, a fully operational Commercial Bank, focuses on pursuing unexplored market
niches in the Small and Medium Enterprise Business, which hitherto has remained largely
untapped within the country. In the last five years of operation, the Bank has disbursed over
BDT 2200 crore in loans to nearly 50,000 small and medium entrepreneurs in 2007. And this
year Banks disbursement plan is BDT 4100 crore. The management of the Bank believes that
this sector of the economy can contribute the most to the rapid generation of employment in
Bangladesh. Since inception in July 2001, the Bank's footprint has grown to 36 branches,
more than 400 SME unit offices and 38 ATM sites across the country, and the customer base
has expanded to 200,000 deposit and 45,000 advance accounts through 2006. In 2005, BRAC
Bank had a $178 million portfolio consisting of around 21,000 loans with an average loan
size of $8,000. It has around 400 regionally-placed loan processing units offering services in
the heart of rural and urban communities and employs over 700 business loan officers
around 60% of total staff.
In addition to small business lending, BRAC Bank has fast growing remittance, savings
mobilization and consumer lending businesses. In the years ahead BRAC Bank expects to
introduce many more services and products as well as add a wider network of SME unit
offices, Retail Branches and ATMs across the country.
International Finance Corporation:
BBL has important international shareholdings apart from BRAC: IFC and Shore Cap.
International Finance Corporation (IFC) is the commercial wing of World Bank. Using
certain channels and overseas representatives, IFC helps local financial institutions find
profitable ways to target small and medium sized companies. Funding comes from the Asian
Development Bank, Canada, the European Commission, the Netherlands, Norway, the United
Kingdom and IFC itself.
IFC is a 9.5% shareholder in BBL. A new assistance program signed in August 2005 aims to
double the banks number of small and medium enterprise clients in 18 months through
campaigns to target women entrepreneurs and rural clients, introduce new products and train
branch managers.
Shore Cap International Ltd
Another international institutional investor Shore Cap International Ltd. is an international
private non-profit, equity company seeking to invest in small business banks and regulated
micro finance institutions in countries with developing and transitional economies. Shore Cap
typically invests between $500,000 and $2 million for an ownership position of 10-25% of a
company. As a minority shareholder, Shore Cap seeks financial institutions with a strong,
experienced management team and a committed set of local development-minded investors.
Shore Cap currently owns 8.75% of BBLs shareholdings.

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3.2 Product/services of BRAC Bank Limited.
BRAC Bank Ltd. is currently focusing on four different areas of business activities. These
are:

SME Banking
Retail Banking

Retail Distribution
Non Funded Business and Secured Value Center
Alternate Delivery Channel
Unsecured Value Center
Corporate Banking
Probashi Banking
Cards
Treasury & Financial Institution
Marketing & Corporate Affairs

The businesses directly related to customer service are briefly described in the following
section:

SME Banking

BRAC Bank considers the population of Bangladesh the most valuable resource of the
country. According to BRAC Bank, after achieving liberation, the attainment of economic
uplift should be our most important goal. Micro lenders are working here in the financial
field, providing very small amount and on the other hand regular commercial banks have
been providing bigger amount of loans to larger industries and trading organizations. But the
small and medium entrepreneurs were overlooked. This missing middle group is the small but
striving entrepreneurs, who because of lack of fund cannot pursue their financial uplift, as
they have no property to provide as equity to the commercial banks. With this end in view-
BRAC Bank was opened to serve these small but hard working entrepreneurs with double
bottom line vision. As a socially responsible bank, BRAC Bank wants to see the
emancipation of grass-roots level to their economic height and also to make profit by serving
the interest of missing middle groups. 50% of BRAC Banks total portfolios usually collected
from urban areas are channeled to support these entrepreneurs who in future will become the
potential strength of our economy. The Bank currently is the market leader in giving loans to
Small and Medium Entrepreneurs. It has been doing this for the last five years. Showing
SME Network coverage in the figure bellow:

SME Products

Anonno Rin - Anonno Rin is a business loan designed to finance small scale
trading, manufacturing and service ventures, especially to help small and medium
entrepreneurs to meet their short term cash flow shortages and bridge the fund-flow
gaps.

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 Apurbo Rin - Apurbo is a loan facility for Small and Medium business. Apurbo loan
has been designed and targeted for relatively bigger business units requiring loan
above tk. 8 lacs to 30 lacs.
Pathshala Rin - Pathshala Rin is a loan designed to meet the needs of small and
medium sized private educational institutions, such as kindergartens, schools and
colleges etc.
Aroggo Rin - Aroggo is a loan allowed to various Health service Provider like
private clinics, diagnostics centers and doctors' chambers. The product offers fixed
assets purchase financing under equated Monthly Installments.
Digoon Rin - This is a double loan on clients deposits. With this, clients do not need
to encash their savings rather they can take double amount of loan on their deposit for
their business expansion.
Supplier Finance - SUPPLIER FINANCE is a loan facility for the enlisted Suppliers
of various large retailers, marketing companies, distributors, exporters etc. This
products main objective is to help various Suppliers to meet their short-term cash
flow shortages or bridge the fund-flow gaps. Amount is minimum BDT 3 lac up to
maximum BDT 30 lac.
Prothoma Rin - "PROTHOMA RIN" is a loan facility for small and medium sized
business, which is operated by women entrepreneur. The product offers terminating
loan facilities for the purpose of working capital finance and/or fixed assets purchase.
Loan limit is from minimum BDT 3 lac up to maximum of BDT 9.5 lac.
BIZNESS Account - Bizness Account is an interest bearing current account for sole
proprietorship business Entrepreneur. Opening balance required is only BDT-10,
000.00
Cash Secured Loan - "Cash Secured Loan" is a loan facility for small and medium
sized business. There are two types of loan facility in the product i.e. Secured Loan
and Secured Overdraft. These facilities are fully secured by fixed deposit of BRAC
Bank. Amount is minimum BDT 3 lac up to maximum BDT 30 lac.
BIZNESS Loan - Bizness loan is an equated monthly loan facility for all types of
business who have healthy bank transactions for the purpose of working capital
finance and/or fixed assets purchase. Loan limit is minimum BDT 10 lac to maximum
of BDT 50 lac.
Proshar - "Proshar" is a loan facility for small & medium sized manufacturing
business. The product offers loan facilities for working capital finance and/or fixed
assets purchase.
Trade Plus - Trade plus is a composite facility for small & medium sized import-
oriented businesses to meet their trade finance requirements.
Super Supply Loan - Super Supply Loan is a loan facility for Suppliers of various
large retailers, marketing companies, manufacturing companies and various corporate
houses. This products main objective is to help various Suppliers to meet their
financial requirements.

Retail Banking:
There are retail banking products of three categories. One is Loan Products, second is Deposit
Products and the other is Cards.
In Loan Products category there are eleven services/products facilitating clients demands.
These are:
Salary Loan, Now Loan, Car Loan, Teachers Loan, Study Loan, Travel Loan, Credit Card
Loan, Top Up Loan, High Flyer Loan, Secured Loan/ OD and Doctors Loan.
Under Deposit Products category currently there are ten services/products in total. These are:

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Fixed Deposit, Interest First, Abiram Account, DPS, EZee Account, Savings Account, Short
Term Deposit, Current Account, Salary Account and Step Up Fixed Deposit.
Under Cards category there are two types of cards products active. One is ATM Debit Cards
and the other is Co-Branded Cards. ATM Debit Cards facilitates money withdrawal of up to
BDT 20,000.00 per day. Also checking balance statements of ATM and POS (Point Of Sale)
transactions. The Cards Department provides 24 hour customer support hotline to resolve
queries and problems.

The Co-Branded Cards are from Aarong, ALICO and DIA Gold. The BRAC Bank Aarong
ATM Card gives users 5% cash back facility from shopping in any Aarong outlets. The holder
of BRAC Bank ALICO ATM Card can enjoy a special life insurance facility with insurance
coverage of up to BDT 200,000.00. And BRAC Bank DIA Gold ATM card holder will enjoy
a special cash back and cash discount feature. This feature is 10% discount from any diamond
product bought and 8% discount on making charge of any gold products bought from DIA
Gold.

Corporate Banking:
Corporate Banking section has three types of coverage currently. These are:

1. Corporate Loan Products

2. Trade Financing
3. Corporate Cash Management

Corporate Loan Products is offering six services at the moment. The services are listed and
described in the following section:
Corporate Loan Products
Overdraft This is an on-demand credit facility designed to meet day-to-day operational
activities of the business, including purchase of raw materials and expenses.
Term Loan Short Term Loan/Revolving Loan: This scheme is to meet different short-term
fund requirements of the client. Payment of duty, Tax, VAT and other expenses related to the
release of goods from customs through pay orders in the name of customs authority or
Bangladesh Bank cheque is payable through this scheme.
Lease Finance One of the more convenient long-term sources of acquiring capital
machinery and equipment. The client is given an opportunity to have exclusive rights to use
an asset, for an agreed period of time, against payment of rent.
Loan Against Trust Receipt (LATR) This is advancement against a Trust Receipt
provided to the client when the documents covering an import shipment are given without
payment. Under this system, the client will hold the goods of their sale proceeds in trust for
the bank, until the loan allowed against the Trust Receipt is fully paid.
Work Order Finance BRAC Bank provides Work Order finance facility for its valued
clients. Through this arrangement, clients can avail loan facilities against valid Work Orders
up to a certain proportion.
Medium Enterprise - The products offered under this sort of financing are versatile in nature
and each product is tailored according to the need of the borrower, under certain parameters.
The range of organizations this sort of financing caters to include proprietorship concerns,
private limited companies, educational institutions as well as NGOs. The purpose of this unit
is to serve medium enterprises having facility requirements like a large corporate in nature,
but smaller in volumes. The facilities may range from a single-funded or non-funded limit to
a composite credit facility that includes various corporate products. The Bank believes that

12
the emerging medium enterprise of today is tomorrows large corporate that will facilitate the
true growth of the nation.

Trade Finance:
Letter of Credit (LC):
This facility is related to import or local purchase of different items. It is also provided for the
import and export of goods (such as raw materials, machinery, equipment, any trading item).

Letter of Guarantee (LG):

To meet different contractual requirement such as participating in Bid, Performance
Guarantee and Advance Payment guarantee for different contractual requirements.

Corporate Cash Management:

NCS BRAC Bank will collect clients bills through their Bills Pay Machines in the strategic
locations of the city and also at the correspondent branches, where the BRAC Bank branches
are not available and at the booths.

PTS PTS will allow clients to disburse all kinds of payments anywhere in the country
through BRAC Banks own branch network in Dhaka, Chittagong, Sylhet, Savar, Feni and
the partner bank branches all over the country.

Advantages to Employers BRAC Bank provides services such as Salary Upload, Multi-
Location Salary, payroll management, MIS on payroll etc. Salary Upload facility requires a
consolidated cheque of the total salary amount and a break-up of the disbursements to the
employees in soft and hard copy format, BRAC Bank will do the rest. Multi-Location Salary
features salary disbursal in multiple locations within BRAC Bank network. Payroll MIS
creates standard reports for corporate clients with neatness and conciseness.

Advantages to Employees Along with all other Retail Banking services, employees can
avail 24 Hour Banking through ATMs, Online Banking, Extended Banking Hours till 8:00
PM except for Thursdays and Fridays and Payday Overdraft on request for emergency
situations (this is adjusted with the employees following months salary).

Cash Management Services BRAC Bank's national Collection Services (NCS) is designed
to assist corporate with nationwide collection requirements by providing faster funds
availability in a cost- effective manner.
Cash Collection Services: Through BRAC Bank Cash Collection Services they collect cash
directly from clients offices/business premises. The whole process is arranged with executive
logistic services.

Drop Box Facility: On request, BRAC Bank can install Drop Box at customers office which
can be used for depositing cheques or any instruction. Their representative will visit clients
office and clear the box every day.

Probashi Banking:
Our nations workforce who are away from their families, relatives, friend and above all,
from breathing the air of our country, working abroad for the prosperity of their lives and the
nation in the long run while sacrificing a lot. BRAC Bank, through Probashi Banking

13
services, is facilitating the banking needs of remitters. Currently BRAC Bank is providing six
services for remitters under Probashi Banking. These products/services are described below:

Probashi Current Account It is ideal for Probashi Bangladeshis who do not wish to earn
interest due to religious reasons. This account also comes with cheque book and ATM card
and is ideal for regular transaction.

Probashi Savings Account This account provides interest which is paid in June and
December of each year. This account comes with a cheque book and ATM Card and is ideal
for Probashi Bangladeshis who want to save. Accounts are maintained in Taka.

Probashi DPS Is a savings scheme specially designed for the Probashi clients. This service
requires monthly installment of minimum Tk. 500.00 and any multiples. Provides a savings
account with a personalized cheque book, earnings remitted to savings account will be
automatically transferred on the due dates and loans are provided against 90% of deposited
amount.

Probashi Fi

xed Deposit A fixed deposit account allows remitters to deposit their money for a set-
period of time, thereby earning them a higher rate of interest in return. Fixed Deposits can be
made from 3 months to 3 years. Interest is paid on the maturity at a very attractive rate.
Accounts are maintained in Taka.

Probashi Abiram Probashi Abiram is a Fixed Deposit which is ideal for Probashies who
want to get a return every month. If one has sufficient funds, this can be made into a fixed
deposit from 1 year to 3 years and interest will be paid every month on their Savings Account
automatically. This is ideal for customers who want to pay their DPS installments. Accounts
are maintained in Taka.

Probashi Shubidha (NRB Beneficiary) Account This is a specialized account for Non-
Resident Bangladeshis where the remitter can open an account for the Beneficiary. The
beneficiary can then avail all the services offered by BRAC Bank such as: SMS Banking,
Phone Banking, Internet Banking etc. When the beneficiarys account is setup, the Remitter
just requires the account number, and amount of money to be sent to make a safe, fast and
efficient transaction. Transaction is completed within 6 hours of receiving instructions.

3.3 Goal, vision, mission of BRAC Bank Limited.

Goal of BRAC Bank
BRAC Bank will be the absolute market leader in the number of loans given to small and
medium sized enterprises throughout Bangladesh. It will be a world - class organization in
terms of service quality and establishing relationships that help its customers to develop and
grow successfully. It will be the Bank of choice both for its employees and its customers,
the model bank in this part of the world.

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Vision of BRAC Bank
Building a profitable and socially responsible financial institution focused on Markets &
Business with growth potential, thereby assisting BRAC & stakeholders build a "just,
enlightened, healthy, democratic and poverty free Bangladesh". BRAC Bank will be a unique
organization in Bangladesh. It will be a knowledge-based organization where the BRAC
Bank professionals will learn continuously from their customers and colleagues worldwide to
add value. They will work as a team, stretch themselves, innovate and break barriers to serve
customers and create customer loyalty through a value chain of responsive and professional
service delivery. Continuous improvement, problem solution, excellence in service, business
prudence, efficiency and adding value will be the operative words of the organization.
BRAC Bank will serve its customers with respect and will work very hard to instill a strong
customer service culture throughout the bank. It will treat its employees with dignity and will
build a company of highly qualified professionals who have integrity and believe in the
Banks vision and who are committed to its success.
BRAC Bank will be a socially responsible institution that will not lend to businesses that
have a detrimental impact on the environment and people.
Mission of BRAC Bank
Corporate Mission:
1) Sustained growth in 'small & Medium Enterprise' sector
2) Continuous low cost deposit growth with controlled growth in Retained Assets
3) Corporate Assets to be funded through self-liability mobilization. Growth in Assets
through Syndications and Investment in faster growing sectors.
4) Continuous endeavor to increase fee based income
5) Keep our Debt Charges at 2% to maintain a steady profitable growth
6) Achieve efficient synergies between the bank's Branches, SME Unit Offices and of
BRAC field offices for delivery Remittance and Bank's other products and services
7) Manage various lines of business in a fully controlled environment with no
compromise on service quality.
8) Keep a diverse, far flung team fully motivated and driven towards materializing the
bank's vision into reality
Corporate Values
Our Strength emanates from our owner - BRAC. This means, we will hold the following
values and will be guided by them as we do our jobs. Value the fact that we are a member of
the BRAC family.

1) Creating an honest, open and enabling environment.

2) Have a strong customer focus and build relationships based on integrity, superior
service and mutual benefit.
3) Strive for profit & sound growth.
4) Work as a team to serve the best interest of our owners.
5) Relentless in pursuit of business innovation and improvement.
6) Value and respect people and make decisions based on merit.
7) Base recognition and reward on performances.
8) Responsible, trustworthy and law-abiding in all that we do.
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3.5 Long Term Strategy of BRAC Bank
Summed up in a single sentence, BRAC Banks long-term strategy is to go where the market
is. The SME market in Bangladesh is large. The report produced by the Shore Bank team,
[Ronald Grzywinsky, Mary Houghton and Lynn Pikholz] and the independent consultant,
Kaiser Zaman, indicates that the market size would be over hundreds of billions of Taka. He
quoted: "As a result of the achievements of the micro-credit providers, Bangladesh now has
an hour glass shaped banking market in which credit and other limited financial services are
valuable to both very large and very small businesses and very wealthy and very poor
individuals. While there is wellknown informal system that provides credit to businesses,
virtually nothing is available from either banks or micro finance provider to the million the
middle businesses and individualwho are severely constrained in their ability to produce
and save for lack of access to financial resources and services. Until modern, competitive
financial services are readily availableincluding credit in amounts, terms and conditions that
small can access, Bangladesh will not be able to create the large middle class that is a
prerequisite to social stability.

3.4 Highlights on the over all

activities of BRAC Bank
As on March 31, 2013

Particulars

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 (Amount in Taka)
Paid-up capital
2013 December-2011

3,212,352,000 2,676,960,000
Total capital including general 12,718,641,447 12,010,934,007
provisions
Capital surplus/(deficit) 2,022,355,157 2,060,089,365
Total assets 126,995,866,831 119,150,087,964
Total deposits 98,676,933,752 88,157,908,331
Total loans & advances 88,268,903,797 84,302,789,317
Total contingent liabilities & 22,650,202,883 23,151,348,479
commitments
Credit deposit ratio (Loans & 89.45% 95.63%
advances/Deposits)
Percentage of classified loans against 6.19% 5.85%
total loans & advances
Profit after tax & provisions 370,513,508 1,664,354,981
Amount of classified loans during the 5,465,581,357 4,929,558,176
current year
Provision kept against classified loans 3,293,451,690 2,995,829,167
Provisions surplus/deficit 398,164,797 476,542,833
Cost of fund 10.19% 8.54%
Interest earning assets 119,321,010,715 112,181,605,786
Non-Interest earning assets 7,674,856,116 6,968,482,177
Return on Investment (ROI) [PAT/ 10.16% 9.00%
(Shareholders equity+ Borrowings)]
Return on assets (ROA) [PAT/Average 1.20% 1.55%
assets]
Return on Equity (ROE) 15.82% 18.95%
[PAT/Averageshareholders equity]
Income from investments 950,949,202 2,145,070,708
Weighted average earning per share 11.09 60.39
Net income per share [(PAT-Dividend 11.09 60.39
on preference share/No. of Ordinary
Shares)]
Price earning ratio (Market price per 10.10 14.18
share/EPS)

17
 CHAPTER -FOUR
HRM Policies and Practices: Theoretical
Perspective

4.1 HR Recruitment
4.2 Job Analysis
4.3 Selection Process
4.4 Employee Training and Development
4.5 Performance Appraisal
4.6 Compensation
4.7 Employee Relations

4.1HR Recruitment

18
Recruitment is an important part of an organizations human resource planning and their
competitive strength. Competent human resources at the right positions in the organization
are a vital resource and can be a core competency or a strategic advantage for it.
The objective of the recruitment process is to obtain the number and quality of employees
that can be selected in order to help the organization to achieve its goals and objectives. With
the same objective, recruitment helps to create a pool of prospective employees for the
organization so that the management can select the right candidate for the right job from this
pool.

According to Edwin B. Flippo, Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organization. Recruitment is the
activity that links the employers and the job seekers. A few definitions of recruitment are:

A process of finding and attracting capable applicants for employment. The process
begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of applications from which new employees are selected.

It is the process to discover sources of manpower to meet the requirement of staffing

schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient working force.
Recruitment of candidates is the function preceding the selection, which helps create a pool
of prospective employees for the organization so that the management can select the right
candidate for the right job from this pool. The main objective of the recruitment process is to
expedite the selection process.

Recruitment is a continuous process whereby the firm attempts to develop a pool of

qualified applicants for the future human resources needs even though specific vacancies do
not exist. Usually, the recruitment process starts when a manger initiates an employee
requisition for a specific vacancy or an anticipated vacancy.
Recruitment needs

Planned
The needs arising from changes in organization and retirement policy.

Anticipated
Anticipated needs are those movements in personnel, which an organization can
predict by studying trends in internal and external environment.

Unexpected
Resignation, deaths, accidents, illness give rise to unexpected needs.
Purposes of Recruitment

Attract and encourage more and more candidates to apply in the organization.

Create a talent pool of candidates to enable the selection of best candidates for the
organization.

19
 Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly
under qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will leave
the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its
workforce.

Begin identifying and preparing potential job applicants who will be appropriate
candidates.

Increase organization and individual effectiveness of various recruiting techniques

and sources for all types of job applicants.

Recruitment Process
Recruitment process involves a systematic procedure from sourcing the candidates to
arranging and conducting the interviews and requires many resources and time. A general
recruitment process is as follows:

Identifying the vacancy:

The recruitment process begins with the human resource department receiving
requisitions for recruitment from any department of the company. These contain:

Posts to be filled
Number of persons
Duties to be performed
Qualifications required
Preparing the job description and person specification.

Locating and developing the sources of required number and type of employees
(Advertising etc).

Short-listing and identifying the prospective employee with required characteristics.

Arranging the interviews with the selected candidates.

Conducting the interview and decision making

20
 1. Identify vacancy
2. Prepare job description and person specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final
interviews and the decision making, conveying the decision and the appointment formalities.

Sources of Recruitment

Every organization has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources. The sources within the organization
itself (like transfer of employees from one department to other, promotions) to fill a position
are known as the internal sources of recruitment. Recruitment candidates from all the other
sources (like outsourcing agencies etc.) are known as the external sources of recruitment.
Sources of Recruitment

21
Factors Affecting Recruitment
The recruitment function of the organizations is affected and governed by a mix of various
internal and external forces. The internal forces or factors are the factors that can be
controlled by the organization. And the external factors are those factors which cannot be
controlled by the organization. The internal and external forces affecting recruitment function
of an organization are:

Factors Affecting Recruitment

4.2 Job Analysis

Job analysis is the procedure through which you determine the duties and nature of the jobs
and the kinds of people who should be hired for them. You can utilize the information it
provides to write job descriptions and job specifications, which are utilized in recruitment and
selection, compensation, performance appraisal, and training.

I. Steps in Job Analysis

22
Job Analysis process has following steps:

a. Identify how the information will be used because that will determine what data will be
collected and how it should be collected. Interviewing and position analysis questionnaire are
some examples of data collection techniques.

b. Review relevant background information, such as organization charts, process charts, and
job descriptions.

c. Elect representative positions to analyze because there may be too many similar jobs to
analyze, and it may not be necessary to analyze them all.

d. Analyze the job by collecting data on job activities, required employee behaviors, working
conditions, and human traits and abilities needed to perform the job.

e. Review and verify the job analysis information with job incumbents to confirm that it is
factually correct and complete.

f. Develop a job description and job specification from the job analysis information.

II. Job Analysis Methods

Job analysis traditionally has been conducted in a number of different ways. Also, firms differ
in their needs and in the resources they have for conducting job analysis.

Methods of Collecting Job Analysis Information

Introduction

An HR specialist (an HR specialist, job analyst, or consultant), a worker, and the

workers supervisor usually work together in conducting the job analysis.
Job analysis data is usually collected from several employees from different
departments, using interviews and questionnaires. The data is then averaged, taking
into account the departmental context of the employees, to determine how much time
a typical employee spends on each of several specific tasks.
The Interview

1. The three types of interviews managers use to collect job analysis data are: individual
(to get the employees perspective on the jobs duties and responsibilities, group
(when large numbers of employees perform the same job), and supervisor (to get
his/her perspective on the jobs duties and responsibilities).
2. The pros of using an interview are that it is: simple, quick, and more comprehensive
because the interviewer can unearth activities that may never appear in written form.
3. The following questions are some examples of typical questions. What is the job
being performed? In what activities do you participate? What are the health and
safety conditions? Figure 3-3 gives an example of a job analysis questionnaire.

23
 4. The following are interview guidelines: a) the job analyst and supervisor should
identify the workers who know the job best and would be objective; b) establish a
rapport with the interviewee; c) follow a structured guide or checklist; d) ask worker
to list duties in order of importance and frequency of occurrence; and e) review and
verify the data.

b. Questionnaire

1. Structured or unstructured questionnaires may be used to obtain job analysis

information
2. Questionnaires can be a quick, efficient way of gathering information from a large
number of employees. But, developing and testing a questionnaire can be expensive
and time consuming.

c. Observation

1. Direct observations are useful when jobs consist of mainly observable physical
activity as opposed to mental activity.
2. Reactivity can be a problem with direct observations, which is where the worker
changes what he/she normally does because he/she is being watched.
3. Managers often use direct observation and interviewing together.

d. Participant Diary / Logs

1. The employee records every activity he/she engages in, in a diary or log along with
the amount of time to perform each activity to produce a complete picture of the job.
2. Employees may try to exaggerate some activities and underplay others.

e. Quantitative Job Analysis Techniques

1. Position Analysis Questionnaire (PAQ) is a questionnaire used to collect quantifiable

data concerning the duties and responsibilities of various jobs, see Figure 3-5, on five
basic activities: a) having decision-making/communication/social responsibilities, b)
performing skilled activities, c) being physically active, d) operating
vehicles/equipment, and e) processing information.
2. Department of Labor Procedure (DOL) is a standardized method for rating,
classifying, and comparing virtually every kind of job based on data, people, and
things. Table 3-1 shows a set of basic activities, and Figure 3-6 gives a sample
summary.
3. Functional job analysis: 1) rates a job on data; people; things; the extent to which
specific instructions are necessary to perform the task; the extent to which reasoning
and judgment are required to perform the task; and mathematical ability required to
perform the task; and 2) identifies performance standards and training requirements.

f. Using Multiple Sources of Information Likely, no one job analysis method will be used
exclusively. A combination is often more appropriate.

24
 1. Where possible, collect job analysis data using several types of collection techniques
and respondents.
2. Potential inaccuracies in peoples judgments could lead to inaccurate conclusions

III. Source of Data

Main sources of collection of data for job analysis are as following:

Employees
Supervisor
Manager
Job Analyst
Job Analyst (HR)
Outside consultant
Supervisor/Manager

IV. Problems with Job Analysis

Too lengthy

Time consuming and requires much patience

Might be a reflection of stereotypes

V. Job analysis outcomes

a. Job description

The job description is a document that provides information regarding the tasks, duties, and
responsibilities of the job. Job description takes on an even greater importance under the
Americans with Disabilities Act because the description of essential job functions may be
critical to a defense regarding reasonable accommodation.

1. Job Identification contains the job title, the FLSA status, date, and possible space to
indicate who approved the description, the location of the job, the immediate supervisors
title, salary and/or pay scale.

2. Job Summary should describe the general nature of the job, and includes only its major
functions or activities.

3. Relationships occasionally a relationships statement is included. It shows the jobholders

relationships with others inside and outside the organization.

4. Responsibilities and Duties The Department of Labors Dictionary of Occupational

Titles can be used for itemizing the jobs duties and responsibilities.

25
5. Standards of Performance states the standards the employee is expected to achieve under
each of the job descriptions main duties and responsibilities.

b. Job specification

Minimum acceptable qualifications that a person should possess to perform the job are
included in the job specification. Some of the items often included are requirements for
education, experience, personality, and physical abilities.

c. Job evaluation

In Job Evaluation process the worth of job is identified based upon job comparability and
according to worth, importance of job and relative value Compensation is designed and
selected

4.3 Selection Process

Employee Selection is the process of putting right men on right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people. Effective
selection can be done only when there is effective matching. By selecting best candidate for
the required job, the organization will get quality performance of employees. Moreover,
organization will face less of absenteeism and employee turnover problems. By selecting right
candidate for the required job, organization will also save time and money. Proper screening
of candidates takes place during selection procedure. All the potential candidates who apply
for the given job are tested.
But selection must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates more
of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data.
While selection is a negative process as the inappropriate candidates are rejected here.
Recruitment precedes selection in staffing process. Selection involves choosing the best
candidate with best abilities, skills and knowledge for the required job.

The Employee selection Process takes place in following order-

1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the
minimum eligibility criteria laid down by the organization. The skills, academic and
family background, competencies and interests of the candidate are examined during
preliminary interview. Preliminary interviews are less formalized and planned than
the final interviews. The candidates are given a brief up about the company and the
job profile; and it is also examined how much the candidate knows about the
company. Preliminary interviews are also called screening interviews.
2. Application blanks- The candidates who clear the preliminary interview are required
to fill application blank. It contains data record of the candidates such as details about
age, qualifications, reason for leaving previous job, experience, etc.
3. Written Tests- Various written tests conducted during selection procedure are
aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used
to objectively assess the potential candidate. They should not be biased.

26
 4. Employment Interviews- It is a one to one interaction between the interviewer and
the potential candidate. It is used to find whether the candidate is best suited for the
required job or not. But such interviews consume time and money both. Moreover the
competencies of the candidate cannot be judged. Such interviews may be biased at
times. Such interviews should be conducted properly. No distractions should be there
in room. There should be an honest communication between candidate and
interviewer.
5. Medical examination- Medical tests are conducted to ensure physical fitness of the
potential employee. It will decrease chances of employee absenteeism.
6. Appointment Letter- A reference check is made about the candidate selected and
then finally he is appointed.

4.4 Training and Development

The quality of employees and their development through training and education are major
factors in determining long-term profitability of a small business. If you hire and keep good
employees, it is good policy to invest in the development of their skills, so they can increase
their productivity.

Training often is considered for new employees only. This is a mistake because ongoing
training for current employees helps them adjust to rapidly changing job requirements.

Purpose of Training and Development

Reasons for emphasizing the growth and development of personnel include

Creating a pool of readily available and adequate replacements for personnel who
may leave or move up in the organization.
Enhancing the company's ability to adopt and use advances in technology because of
a sufficiently knowledgeable staff.

Building a more efficient, effective and highly motivated team, which enhances the
company's competitive position and improves employee morale.

Ensuring adequate human resources for expansion into new programs.

Research has shown specific benefits that a small business receives from training and
developing its workers, including:

Increased productivity.
Reduced employee turnover.

Increased efficiency resulting in financial gains.

Decreased need for supervision.

Employees frequently develop a greater sense of self-worth, dignity and well-being as they
become more valuable to the firm and to society. Generally they will receive a greater share

27
of the material gains that result from their increased productivity. These factors give them a
sense of satisfaction through the achievement of personal and company goals.

The Training Process

The model below traces the steps necessary in the training process:

Organizational Objectives
Needs Assessment

Is There a Gap?

Training Objectives

Select the Trainees

Select the Training Methods and Mode

Choose a Means of Evaluating

Administer Training

Evaluate the Training

Your business should have a clearly defined strategy and set of objectives that direct and
drive all the decisions made especially for training decisions. Firms that plan their training
process are more successful than those that do not. Most business owners want to succeed,
but do not engage in training design that promise to improve their chances of success. Why?
The five reasons most often identified are:

Time - Small businesses managers find that time demands do not allow them to train
employees.

Getting started - Most small business managers have not practiced training employees. The
training process is unfamiliar.

Broad expertise - Managers tend to have broad expertise rather than the specialized skills
needed for training and development activities.

Lack of trust and openness - Many managers prefer to keep information to themselves. By
doing so, they keep information from subordinates and others who could be useful in the
training and development process.

Skepticism as to the value of the training - Some small business owners believe the future
cannot be predicted or controlled and their efforts, therefore, are best centered on current
activities i.e., making money today.

A well-conceived training program can help your firm succeed. A program structured with the
company's strategy and objectives in mind has a high probability of improving productivity
and other goals that are set in the training mission.

28
For any business, formulating a training strategy requires addressing a series of questions.

Who are your customers? Why do they buy from you?

Who are your competitors? How do they serve the market? What competitive
advantages do they enjoy? What parts of the market have they ignored?

What strengths does the company have? What weaknesses?

What social trends are emerging that will affect the firm?

The purpose of formulating a training strategy is to answer two relatively simple but vitally
important questions: (1) what is our business? And (2) what should our business be? Armed
with the answers to these questions and a clear vision of its mission, strategy and objectives, a
company can identify its training needs.

Identifying Training Needs

Training needs can be assessed by analyzing three major human resource areas: the
organization as a whole, the job characteristics and the needs of the individuals. This analysis
will provide answers to the following questions:

Where is training needed?

What specifically must an employee learn in order to be more productive?

Who needs to be trained?

Begin by assessing the current status of the company how it does what it does best and the
abilities of your employees to do these tasks. This analysis will provide some benchmarks
against which the effectiveness of a training program can be evaluated. Your firm should
know where it wants to be in five years from its long-range strategic plan. What you need is a
training program to take your firm from here to there.

Second, consider whether the organization is financially committed to supporting the training
efforts. If not, any attempt to develop a solid training program will fail.

Next, determine exactly where training is needed. It is foolish to implement a companywide

training effort without concentrating resources where they are needed most. An internal audit
will help point out areas that may benefit from training. Also, a skills inventory can help
determine the skills possessed by the employees in general. This inventory will help the
organization determine what skills are available now and what skills are needed for future
development.

Also, in today's market-driven economy, you would be remiss not to ask your customers what
they like about your business and what areas they think should be improved. In summary, the
analysis should focus on the total organization and should tell you (1) where training is
needed and (2) where it will work within the organization.

Once you have determined where training is needed, concentrate on the content of the
program. Analyze the characteristics of the job based on its description, the written narrative
of what the employee actually does. Training based on job descriptions should go into detail

29
about how the job is performed on a task-by-task basis. Actually doing the job will enable
you to get a better feel for what is done.

Individual employees can be evaluated by comparing their current skill levels or performance
to the organization's performance standards or anticipated needs. Any discrepancies between
actual and anticipated skill levels identify a training need.

Selection of Trainees

Once you have decided what training is necessary and where it is needed, the next decision is
who should be trained? For a small business, this question is crucial. Training an employee is
expensive, especially when he or she leaves your firm for a better job. Therefore, it is
important to carefully select who will be trained.

Training programs should be designed to consider the ability of the employee to learn the
material and to use it effectively, and to make the most efficient use of resources possible. It
is also important that employees be motivated by the training experience. Employee failure in
the program is not only damaging to the employee but a waste of money as well. Selecting
the right trainees is important to the success of the program.

Training Goals

The goals of the training program should relate directly to the needs determined by the
assessment process outlined above. Course objectives should clearly state what behavior or
skill will be changed as a result of the training and should relate to the mission and strategic
plan of the company. Goals should include milestones to help take the employee from where
he or she is today to where the firm wants him or her in the future. Setting goals help to
evaluate the training program and also to motivate employees. Allowing employees to
participate in setting goals increases the probability of success.

Training Methods
There are two broad types of training available to small businesses: on-the-job and off-the-job
techniques. Individual circumstances and the "who," "what" and "why" of your training
program determine which method to use.

On-the-job training is delivered to employees while they perform their regular jobs. In this
way, they do not lose time while they are learning. After a plan is developed for what should
be taught, employees should be informed of the details. A timetable should be established
with periodic evaluations to inform employees about their progress. On-the-job techniques
include orientations, job instruction training, apprenticeships, internships and assistantships,
job rotation and coaching.

Off-the-job techniques include lectures, special study, films, television conferences or

discussions, case studies, role playing, simulation, programmed instruction and laboratory
training. Most of these techniques can be used by small businesses although, some may be
too costly.

Orientations are for new employees. The first several days on the job are crucial in the
success of new employees. This point is illustrated by the fact that 60 percent of all

30
employees who quit do so in the first ten days. Orientation training should emphasize the
following topics:

The company's history and mission.

The key members in the organization.

The key members in the department, and how the department helps fulfill the mission
of the company.

Personnel rules and regulations.

Some companies use verbal presentations while others have written presentations. Many
small businesses convey these topics in one-on-one orientations. No matter what method is
used, it is important that the newcomer understand his or her new place of employment.

Lectures present training material verbally and are used when the goal is to present a great
deal of material to many people. It is more cost effective to lecture to a group than to train
people individually. Lecturing is one-way communication and as such may not be the most
effective way to train. Also, it is hard to ensure that the entire audience understands a topic on
the same level; by targeting the average attendee you may under train some and lose others.
Despite these drawbacks, lecturing is the most cost-effective way of reaching large audiences.

Role playing and simulation are training techniques that attempt to bring realistic decision
making situations to the trainee. Likely problems and alternative solutions are presented for
discussion. The adage there is no better trainer than experience is exemplified with this type
of training. Experienced employees can describe real world experiences, and can help in and
learn from developing the solutions to these simulations. This method is cost effective and is
used in marketing and management training.

Audiovisual methods such as television, videotapes and films are the most effective means of
providing real world conditions and situations in a short time. One advantage is that the
presentation is the same no matter how many times it's played. This is not true with lectures,
which can change as the speaker is changed or can be influenced by outside constraints. The
major flaw with the audiovisual method is that it does not allow for questions and interactions
with the speaker, nor does it allow for changes in the presentation for different audiences.

Job rotation involves moving an employee through a series of jobs so he or she can get a
good feel for the tasks that are associated with different jobs. It is usually used in training for
supervisory positions. The employee learns a little about everything. This is a good strategy
for small businesses because of the many jobs an employee may be asked to do.

Apprenticeships develop employees who can do many different tasks. They usually involve
several related groups of skills that allow the apprentice to practice a particular trade, and
they take place over a long period of time in which the apprentice works for, and with, the
senior skilled worker. Apprenticeships are especially appropriate for jobs requiring
production skills.

Internships and assistantships are usually a combination of classroom and on-the-job

training. They are often used to train prospective managers or marketing personnel.

31
Programmed learning, computer-aided instruction and interactive video all have one thing in
common: they allow the trainee to learn at his or her own pace. Also, they allow material
already learned to be bypassed in favor of material with which a trainee is having difficulty.
After the introductory period, the instructor need not be present, and the trainee can learn as
his or her time allows. These methods sound good, but may be beyond the resources of some
small businesses.

Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a

neutral site and is used by upper- and middle management trainees to develop a spirit of
teamwork and an increased ability to deal with management and peers. It can be costly and
usually is offered by larger small businesses.

Trainer
who actually conducts the training depends on the type of training needed and who will be
receiving it. On-the-job training is conducted mostly by supervisors; off-the-job training, by
either in-house personnel or outside instructors.

In-house training is the daily responsibility of supervisors and employees. Supervisors are
ultimately responsible for the productivity and, therefore, the training of their subordinates.
These supervisors should be taught the techniques of good training. They must be aware of
the knowledge and skills necessary to make a productive employee. Trainers should be taught
to establish goals and objectives for their training and to determine how these objectives can
be used to influence the productivity of their departments. They also must be aware of how
adults learn and how best to communicate with adults. Small businesses need to develop their
supervisors' training capabilities by sending them to courses on training methods. The
investment will pay off in increased productivity.

There are several ways to select training personnel for off-the-job training programs. Many
small businesses use in-house personnel to develop formal training programs to be delivered
to employees off line from their normal work activities, during company meetings or
individually at prearranged training sessions.

There are many outside training sources, including consultants, technical and vocational
schools, continuing education programs, chambers of commerce and economic development
groups. Selecting an outside source for training has advantages and disadvantages. The
biggest advantage is that these organizations are well versed in training techniques, which is
often not the case with in-house personnel.

The disadvantage of using outside training specialists is their limited knowledge of the
company's product or service and customer needs. These trainers have a more general
knowledge of customer satisfaction and needs. In many cases, the outside trainer can develop
this knowledge quickly by immersing himself or herself in the company prior to training the
employees. Another disadvantage of using outside trainers is the relatively high cost
compared to in-house training, although the higher cost may be offset by the increased
effectiveness of the training.

Whoever is selected to conduct the training, either outside or in-house trainers, it is important
that the company's goals and values be carefully explained.

Training Administration

32
Having planned the training program properly, you must now administer the training to the
selected employees. It is important to follow through to make sure the goals are being met.
Questions to consider before training begins include:

Location.
Facilities.

Accessibility.

Comfort.

Equipment.

Timing.

Careful attention to these operational details will contribute to the success of the training
program.

An effective training program administrator should follow these steps:

Define the organizational objectives.

Determine the needs of the training program.

Define training goals.

Develop training methods.

Decide whom to train.

Decide who should do the training.

Administer the training.

Evaluate the training program.

Following these steps will help an administrator develop an effective training program to
ensure that the firm keeps qualified employees who are productive, happy workers. This will
contribute positively to the bottom line.

Evaluation of Training
Training should be evaluated several times during the process. Determine these milestones
when you develop the training. Employees should be evaluated by comparing their newly
acquired skills with the skills defined by the goals of the training program. Any discrepancies
should be noted and adjustments made to the training program to enable it to meet specified
goals. Many training programs fall short of their expectations simply because the
administrator failed to evaluate its progress until it was too late. Timely evaluation will
prevent the training from straying from its goals.

33
4.5 Performance Appraisal

A performance appraisal, employee appraisal, performance review, or (career) development

discussion is a method by which the job performance of an employee is evaluated (generally
in terms of quality, quantity, cost, and time) typically by the corresponding manager or
supervisor. A performance appraisal is a part of guiding and managing career development. It
is the process of obtaining, analyzing, and recording information about the relative worth of
an employee to the organization. Performance appraisal is an analysis of an employee's recent
successes and failures, personal strengths and weaknesses, and suitability for promotion or
further training. It is also the judgment of an employee's performance in a job based on
considerations other than productivity alone.

Aims of Performance Appraisal

Generally, the aims of a performance appraisal are to:

Give employees feedback on performance

Identify employee training needs
Document criteria used to allocate organizational rewards
Form a basis for personnel decisions: salary increases, promotions, disciplinary
actions, bonuses, etc.
Provide the opportunity for organizational diagnosis and development
Facilitate communication between employee and employer
Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.
To improve performance through counseling, coaching and development

Methods of Performance Appraisal

A common approach to assessing performance is to use a numerical or scalar rating system

whereby managers are asked to score an individual against a number of objectives/attributes.
In some companies, employees receive assessments from their manager, peers, subordinates,
and customers, while also performing a self assessment. This is known as a 360-degree
appraisal and forms good communication patterns.

The most popular methods used in the performance appraisal process include the following:

Management by objectives
360-degree appraisal
Behavioral observation scale
Behaviorally anchored rating scales

34
4.6 Compensation

Compensation is a fundamental component of employment and one of the most critical HR

management policies. While compensation traditionally refers to employment wage, best
practice in today's workplace considers total compensation to include base salary, bonus or
incentive plans, benefits, and non-cash compensation.

Organizations should establish and communicate clear principles by which employees are
paid. At a minimum, organizations need to ensure that their compensation policy adheres to
employment legislation. Elements of compensation that are regulated by provincial
employment standards acts include:

Minimum wage
Rate of holiday pay
Overtime pay
Equal pay
How often employees receive their pay
How payment is made
Contents of pay stub or pay sheet (information that must be tracked and reported to
employees)
Deductions
Gratuities
Payroll records (information that must be tracked and documented)
Vacation pay

Additionally, many organizations adopt compensation principles that ensure fairness and
equity in pay rates and salary administration, and transparency in compensation practices.

An effective compensation policy is based on objective and up-to-date job descriptions,

effective job evaluation and performance management, and relevant salary administration.
Salary administration encompasses establishing:

Salary ranges
Decision-making criteria for salary increases
Time frames for salary review

35
Establishing salary ranges
Organizations need to determine where they want to pay specific jobs/job categories in
relation to the employment market (industry and regional compensation norms).
Based on availability of qualified employees, funds available for salaries, ability to
offer non-monetary attractors (such as vacation, benefits or alternative work
arrangements) organizations make a choice to pay at the low end of the market, in the
middle, or at the high end.

Organizations normally have a number of jobs within one salary range - for example, an
organization may establish one salary range for all administrative jobs, one range for all
specialist jobs, and one range for all director jobs. Consideration must also be given to the
increase from one range to the next, and whether or not the ranges should overlap. Once
again, market comparison is a useful tool in making these policy decisions.

Placement on salary range

Compensation policies will often establish criteria for employee placement on the salary
range. Typical criteria include years of experience, years with the organization or in the
position, and specific skill sets related to the position. Consideration should be given to how
the organization wants to position new hires on the salary range relative to current employees.

Criteria for salary increases

I order to ensure fair and equitable compensation practices, organizations need to clearly
establish, communicate and apply decision-making criteria for salary increases. Decisions on
salary increases can be based on a number of factors, such as seniority, cost of living
increases, or performance (merit) based. The trend in compensation is toward performance-
based pay - organizations choosing to adopt performance based pay need to ensure that they
have a clear performance management policy that is applied equitably throughout the
organization.

Organizations may also implement re-earnable bonuses instead of salary increases. This
compensation strategy serves to keep salaries and wages constant over time, however, may
result in compensation below industry standards. A re-earnable bonus can be a useful tool to
provide salary increases for employees who are at the top of the grid, without impacting the
established salary range.

Salary review timing

Organizations need to establish regular time frames for salary review. Typically salary
reviews are conducted annually, often in conjunction with performance reviews. (Best
practice organizations hold separate meetings with employees for performance appraisal and
salary review.)

Bonus and incentive pay

Bonus and incentive pay are not typical components of nonprofit compensation policies.
However, bonus and incentive pay are considered best practice in other sectors and can be
effective tools in motivating and retaining top talent, particularly at the director and executive
director levels. As with base salary and salary increases, decision-making criteria should be

36
established and communicated for awarding bonuses and incentive pay. Typically this type of
compensation is tied to specific performance results against pre-set goals and objectives at
the individual and organizational level. Results that are measured can be quantitative and
qualitative, such as quality of service to clients, number of clients served, effectiveness of
programs, etc. When establishing bonus schemes, organizations often apply a balanced
scorecard approach: looking at financial, human resources and customer results. In the
voluntary sector this balanced scorecard approach could translate into examining results of
funding goals and objectives, budget management, employee and volunteer recruitment and
retention targets, and program development and client service achievements.

CHAPTER -FIVE
HRM Policies and Practices in BRAC Bank Limited.

5.1 Different types of employees

5.2 Human Resource Division
5.3 Recruitment
5.4 Training and Development
5.5 Compensation, Pay and Benefits
5.6 MIS and Strategic Planning

37
5.1 Different Types of employees
The BRAC Bank Limited has in different employees criteria. There are different types of
employees working in different places inside BRAC Bank. The types of employees are-

1. Regular/ Full time employee:

In full time category, employees are joined as probationary for six months or one year
depending on job category. They also have to sign a deed for three years a long with
depositing taka one lac refundable. The regular employees are allowed to get the bonus,
incentives and other allowances with their basic salaries. And these types of employees also
have the benefit of getting extra facilities the BRAC Bank limited is providing for their
employees.

2. HR Contractual:

Contractual employees are taken for specific period like six months basis. Along with their
salary, they get attractive performance bonus if they achieve their target which determined by
organization. HR temporary contract are for those categories whose Job description is such,
where he/she needs to be under the direct supervision of Banks authority, whose
performance is monitored by the Bank Management. They might be specialist, consultant,
and specially assigned staff. Staff under HR contract are those people who directly or
indirectly deals with customer, has access to Banks confidential datas & valuable properties
(car, etc.), deals with sensitive areas, also where staff need to deal with customer as a
representative of BRAC Bank directly.

3. Outsource Staff:

Other contractual employees are not entitled for any service agreement. They will be
recruited through outsource agencies. The requirement of any support staff through outsource
agency must come through HR signed by the Division Head. HR will send the requirement to
provide staff by the Outsource Agency. Outsource Staff recruitment depends on the budgeted
requisition of the staff from the respective departments. However, for non-budgeted
requisition it will go through after the approval process of MANCOM. The bank reserves the
right to terminate the contract with the outsource agency without assigning the reason
whatsoever. The outsource staffs salary are fixed and they wont get any allowances with
their salary.

4. Intern:

38
To encourage and help human resource development in the financial industry the Bank may
decide to offer internship programs to individuals or educational institutions. The decision to
enter such an engagement will be decided by the MD& CEO on the recommendation of the
Department Head.
The HRD will prepare the proposal of such engagement with individual/institution and
forward it to the MD& CEO for consideration with the recommendation of the Head of HR.
Individuals engaged as Internees will be paid a consolidated Honorarium of Tk. 3500/- per
month, as decided by the MD/MANCOM and will not be entitled to any other benefits.

5. Management Trainee Officer (MTO):

Management Trainee Officers highly qualified students of BRAC Bank Limited. The MTOs
are regular employee but they have to learn as a student inside BRAB Bank for the period of
one year. After one year if they can complete their learning period successfully they will
become a senior officer directly from the MTO.

5.2 Human Resource Division

Having a Human Resources Department in Bangladeshi business organizations today is
becoming a common and important part. But Human Resource Management is a relatively
new discipline to study and implement in this part of Asia and in most organizations HR
Department work as a Support department to the organization. Whereas it was supposed to
be an integral part of the business without which an organization cannot maximize the utility
of its most valuable resource, which is the workforce, the employees of the organization. In
HRD, there are 39 permanent employees are currently functioning.
In BRAC Bank Ltd. there are three different divisions of departments. One is Business,
another is Support and the other is Operations. Here also HRD is a Support department to
the Bank. The Business division includes the departments which are directly related to the
Banks banking business, banking products e.g. SME, Retail, Corporate etc. Whereas
Operations division includes departments related to logistics, transports etc. e.g. the GIS
(General Infrastructure Services) Department. BRAC Bank also outsource for contractual
posts e.g. the Bank is currently outsourcing from an organization named CLEANCO for
floor maintenance. They also hire HR Contracts who, upon satisfactory performance and
experience, can achieve a regular post in the bank. The HR policies regarding employees of
BRAC Bank will be discussed later.

5.3 Recruitment
The recruitment division is responsible for collection of CVs, Job Applications for vacant
posts, Internship Applications etc. The recruitment officers collect and store these hard copies
and also updates, maintains computer databases regularly. The recruitment officers task is to
organize CVs for potential candidates so that in time of recruitment they can be found and
short listed within a reasonable time. The very general idea about the functions of recruitment
division is that after CV short listing, the short listed candidates are contacted (usually by
telephone) for interviews. In case of large number of candidates, letters are mailed to the
applicants/candidates mailing address. These are done according to the interview schedule

39
made before contacting the candidates. The interview or written test schedule is made prior to
contacting with the short listed candidates by communicating with respective departments
who submitted requisition for the needed workforce. The respective Department Heads
accompany the Head of HR in the interview board and cross Department Heads also join the
board. After the interview the recruitment division acquires the Interview Score Sheet which
is printed and handed to Interview Board before starting the interviews. The filled out
Interview Score Sheets are then used to list the finally selected candidates for the respective
posts. According to the Score Sheets, the Recruitment Division issues Offer
Letters/Appointment Letters to the finally selected candidates and requests them to collect
their Letters from the HRD. The new employees are then greeted to finish all the official
formalities (e.g. Bond Signing, PIN number assignment etc.) and assigned a joining date in
their respective departments. Written tests are only arranged when necessary, usually in case
of large number of applicants. Before a recruitment process is completely finished, the
recruitment officers must communicate with the Learning & Organization Development
officers so that they can arrange orientation or initial training sessions for the newly recruited
employees on time. This is done frequently because most of the time the posts getting filled
up require an initial training or orientation.
The steps involved in a recruitment process are as follows:

1. A properly filled-out Staff-Requisition Form is submitted by the concerned Department

Head or Manager.

2. The Requisition should be supported by the Manpower Budget for the year; otherwise,
a Non-Budgeted Requisition must be signed and approved by the Managing Director
upon stating valid reason for the recruitment.

3. Determining the type of recruitment is the next step so that source of CVs can be
identified. For a Full-Time/Regular post an Internal Job Watch must be circulated with
details of the post throughout the bank using Lotus Mail. External CVs are also
accepted for a post offered through mail but in these cases, internal source is preferred
by the concerned department as some posts require existing, experienced employees
within the bank. For example, a Regular post open in Unsecured Value Center usually
prefers an HR Contract working in Unsecured Value Center for past two years with
satisfactory performance.
4. Criteria for existing Regular employees to apply in an Internal Job Watch are:
a) The employee must have worked 1 Year after his/her confirmation and completed 1
continuous year of service in his/her current department.
b) Must have minimum performance rating P (for Proficient)
c) Must have completed 8 mandatory E-Learning courses.

5. Condition for HR Contracts is 2 years of continuous service in the current department.

6. For external CVs the Recruitment wing looks into the archive of CVs applying for any
suitable post and for large recruitments we publish circular in Newspapers. Usually in
Prothom Alo and The Daily Star.

7. On the day an Internal Job Watch closes or a Paper Ad reaches deadline for CV
submission, the Recruitment wing checks all the CVs as an initial screening and then
sends the CVs for final short listing to the concerned departments who submitted
requisition. The finally selected applications are then called (issued interview cards in

40
 case of large recruitments e.g. CRO's for SME Banking) for an interview after setting
an interview date and venue.

The recruitment wing manages Internal Job Postings, recruiting HR Temporary Staffs and
Outsourcing Staffs. The Service Level Agreement (SLA) schedule is strictly followed by all
concerned wings.

The Recruitment SLA procedure followed is given below:

Recruitment through Internal Job Search & CV Bank

Working days
Sl. Particulars Required to
No. Complete the Task

Internal Job Search will be published or CV will be collected

01. through the CV bank/E-Recruitment site after getting requisition 05
from respective department with respective Job Description (JD)
as per approved head count budget.
02. 05
After CV collection interview will take place.

03. From the date of CV collection, HRD will constitute interview 03

Board and Members will be informed prior to interview.

04. Appointment letters will be signed after final interview. 03

05. Appointment letters to be handed over to candidate after signing by 02
HOHR and Managing Director
Recruitment through Advertisement

After Receiving Requisition from Concerned Department,

06. Marketing Department will publish the Advertisement upon the 07
advice from HRD. Advertisement will also publish in website.

07. Application Duration (Collection of CV with application from 15

external candidates against the advertisement published)

08. HRD will scrutinize the CVs (Other than CRO & MTO) after CV 03
scrutinize is over

09. HRD will arrange the Interview (Other than CRO & MTO) after 05
CV collection is over.

10. HRD will scrutinize the CVs (Only for CRO & MTO) after the 10
period for collection of CV is over.

11. HR will Process the data of the scrutinized CRO & MTO 10
applicants

41
12. HR will send the letters to the applicants ahead of interview 15
process

13. HRD will arrange the Interview (Only for CRO & MTO) after CV 10
scrutinize is over.
14. Same as above
Other Process (Sl. # 03 to 05) (Sl.# 3 to 5)
*MTO refers Management Trainee Officer and CRO refers Credit Risk Officer.
Recruitment Budget:

Managing Director & CEO will determine and analyze the necessity of manpower
based on recruitment required by the Departments and projected budget based on
the year after discussing with different department heads. Therefore, it is the
responsibility of the management to examine the work load and carry out the job
analysis and as well as looking into the real requirement of employees under
various categories, to see whether an additional hand is really necessary

Board of directors holds the authority to finally decide any matter regarding any
sort of recruitment. Besides they are the supreme authority to create any kind of
new position.

BRAC Bank must recognize the importance of manpower estimation and

accordingly an organization structure should be prepared for the Bank and for
each Division & Branch. The organization structure shall however, not be rigid, it
may be reviewed and revised when necessary from time to time. Subject to review
from time to time, the competent authority as per power delegated by the Board
will make the appointments.

The Recruitment Policy:

All regular employees will appointed by the Managing Director.

All HR contract and outsource contract employees will be appointed by The Head of
Human Resource Division.

The schedule of recruitment will be created according to the Service Level

Agreement (SLA).

The interview board will with The Head of Department of that post, The Supporting
Department Head and The Head of HRD.

Officer Grade I and Officer II can appoint directly after the interview.

From Senior Officer and more there will be a second interview with the Managing
Director of BRAC Bank Limited after the first interview.

42
 For internal job posting the employee can only apply if he has the service time in
BRAC Bank is more than two years and also need to recommend the candidates
application by the reporting supervisor of the employee.

The HR Contract employee can apply for the regular post after servicing more than
two years in the BRAC Bank.

Outsource Staff can apply for the regular post after servicing more than three years in
the BRAC Bank.

The new recruited will get the probationary period of one year if the employee has
less than three years of working experience and will get the probationary period of six
months if he has more than 3 years working experience.

5.4 Training and Development

After recruiting a potential candidate the next important function of HRD is to orient
the new entrant to the organization and providing him/her with all the necessary knowledge
about their duties and responsibilities. This is done to ensure effective input from the
employees into the organization thus, their most efficient level of performance. The training
program used in the organization also ensures employee retention. To BRAC Bank Ltd.
spending in training programs for employees is not an expense, but an investment. Each and
every permanent employee must have 30 days training.
Training & Development Issues

The training program includes:

Orientation Training: Orientation program consist a five days workshop which

includes brief ideas about BRAC Bank and its Human Resource Division in the first
two days; Anti-money laundering, Negotiable Act and Finacle (Financial article) are
discussion topics of last three days. Sometimes seven days training are provided to the
contractual employees with their respective department.

In-house training: This training is conducted by their own trainer when it is necessary
for the new or existing employees. Here the trainers are paid five hundred taka in
weekdays and seven hundred taka in weekend. This training includes both job specific
and need base training. Orientation training is also a part of in-house training.

Job specific training: Mock Branch training is an example of job specific training
which is applicable for all branch employees. This training improves employees
knowledge, service quality, and risk and compliance issues about specific job.

Need based local/foreign training: These trainings are conducted by hiring external
trainers or sending the employee in the external training houses by seeing
advertisements of training offers in newspapers or via email. As these are expensive
trainings so every single employee cannot participate. Nominations are given from
each department and then approval is taken from division head and only the
nominated employees take part

43
 Peer or Supervisors coaching: This training is conducted under the direction of
supervisors or fellow colleagues.

E-learning: Online training and evaluation. It is a mandatory part of training. There

are six courses that every employee must do. The mandatory four courses are 1.
Human Resource Division, 2. Anti-money laundering, 3. BRAC Bank overview
(which includes operations, retail banking, SME and whole-sale banking) 4. Company
secretariat, legal and regulatory and internal control. The other two courses are based
on the respective department. Examinations and results both held and published via
internet.

Every department has to follow an employee performance measurement method devised by

the HRD. This performance measurement form is filled out and signed by the supervisors and
respective Department Heads. Based on these performance reviews, training needs are
identified for different employees.
Below is a training need identification flow chart:

Discuss with Recommend

Identification of by Dept. Arrange Completion
the Dept.
Head of HR Training of Training
the need by the Head
employee in
performance
Feedback
measurement
to HR

Counseling,
Record
Mentoring,
Keeping in
Material
Personal
Training procedure for Management Trainee Officers (MTO): File

Joining/participating in orientation with different departments

Foundation Course

Attachment with SME Unit Offices & Branches

Organization of Development Program

Attachment with different departments

Information Technology Training

On job hands-on training according to Job Description

44
In every 3 month, the HR sits with the trainees to follow up on their progress along with
MANCOM. The whole training program is divided into two major parts. One part is the
training on foundation courses and the other part includes attachment in core and support
business and operations unit.

1. Core banking training comprises of BIBM Foundation course, Induction and SME &
Retail Attachment.

2. After completion of foundation courses, the trainees are attached in different departments
basically on core business departments and operations departments. The training and
development department conducts this training session; HR department works as a
coordinator for the whole process. Training wing also follow an SLA.

The training procedure followed by BRAC Bank HRD can be summarized in the following
steps:

Working Days
NO. Particulars Required to
Complete the
Task
01 Orientation training after the new hires has completed all the 03
formalities.
02 Special training for retail staff and corporate who deal with 03
cash.
Arrangement of post field attachment training for CROs who
03 Have been nominated by the concerned authority 05
04 In- house person will be informed prior to training. 03
HRD will be informed/concern person will be informed prior
05 to training. 45
Concern person/department will be informed prior to outside
06 local training. 05
HRD will be confirmed by the concerned department/person
07 after receiving offer from HRD. 02
If the participants arrange any course (local training institute),
08 it should be informed to HR along with proper approval from 05
MD/COO for necessary action for training.
Training arranged by BANGLADESH bank or any other
09 legalized body where any staff of the bank has been 04
nominated by the supervisor and the same has been informed
to HR.
10 For cancellation of participation in any training (local or in- 03
house, HR must be informed through concern
supervisor/department heads before training.

5.5 Compensation, Pay and Benefits

45
The Bank is committed to follow a fair, competitive and flexible remuneration policy. The
Board is the final authority for approval of this policy and will amend and review the policy
on recommendation of the Managing Director / Management Committee periodically.
The remuneration policy of the bank will cover all persons engaged in permanent service of
the bank.
The different job grades at BRAC Bank are as follows:

Deputy Managing Director

Executive Vice President
Senior Vice President
Vice President
Senior Assistant Vice President
First Assistant Vice President
Assistant Vice President
Senior Principal Officer
Principal Officer
Senior Officer
Management Trainee Officer (Direct Recruit)
Officer Grade II
Officer Grade I

The Salary structure of the Bank is based on the aforementioned Job Grades. Job grades are
decided on the basis of an analytic assessment of the position based on the size,
responsibilities, decision-making authorities and the nature of the job.
The remuneration of employees consists of:

Basic Salary
House Rent and
Medical Allowance
Salaries are confidential between the employees concerned and the Management. The salary
ranges for these job grades are reviewed from time to time.
HR Temporary & outsource staff do not have any assigned job grade. The contracts get a
consolidated payment per month and there are no other entitlements applicable except
commission based on job criteria.
Basic Pay
Basic Salary Ranges (BSRs) is commensurate with the job grades and is determined by the
Board on the recommendation of the Managing Director. The Board reviews the BSR at least
once every two/three years.

House rent allowance:

House Rent Allowance may be paid to the employees at such rates and on such conditions as
may be prescribed by the Competent Authority from time to time.

Medical allowance:
Medical Allowances may be paid in accordance with the job grades and on such conditions
that may be prescribed by the Competent Authority from time to time.
Festival Bonus

46
All regular and confirmed employees get two bonuses each year. One in Eid-Ul-Fitr and
another during Eid-Ul-Azha only for Muslims and employees of different religion gets that
bonus during their respective religious festival.
There is also a performance bonus system maintained by the Compensation, Pay & Benefits
wing. But final evaluation is always decided by the MANCOM.
Other than the above benefit there is a Provident Fund System, a Gratuity System, Group
Hospitalization Insurance Policy, Employee Security and Welfare Fund maintained by the
Bank.
Regular and confirmed employees can apply for House Building Loan and Car Loan.
Allowances are also available to only regular and confirmed employees but Car Allowances
are only for the grades above Senior Princip1al Officer (SPO).
There is an annual increment for all regular and confirmed employees on their joining
anniversary.

Festival Bonus will be paid to all confirmed officers/staff at one month basic salary
which will be reimbursed twice in each calendar year. All confirmed employees
would get one bonus during Eid-ul-Fitre and another one for Muslims during Eid-ul-
Azha and for others based on their respective religious festival.
Non-confirmed employees will be entitled to get Festival bonus as pro rata basis
depending on his/her BBL joining Date.
HR Contract & Outsource Staff would get 1 bonus, which is 50% of this gross salary.
The Board of the Directors will decide the annual salary revision and recommendation will be
based on:

Revised Pay Scale, and/ or

Inflation adjustment rate
Performance

Performance Bonus (PB) ;( once a year):

The Board of Directors at its discretion, based on the Banks profit will declare a certain
percentage of the pre-tax profit as Performance Bonus. The contribution measurement will be
coming from the Performance Matters. Performance Matters for such purpose shall be made
on the criteria set by the management from time to time.
Amount of Performance Bonus will be 3% based on net profit after tax and method of
distribution will be based at Management discretion
No bonus will be applicable to the employees rating marginal & unsatisfactory.
Final Evaluation will be decided by the MANCOM for the entire bank after going through a
rating process to ensure that a consensus is reached for the entire bank.
Hospitalization Insurance:
In the event where hospitalization or surgery is required for a member of the officers
(confirmed employee) dependent (Spouse and Children) including hospitalization on account
of maternity - the Bank will reimburse the officer (Group C) up to a maximum of Tk.35,000/-
per annum, for executives (Group B) Tk.100,000/- per annum and 200,000/- per annum for
MANCOM (Group A).
Travel allowance:
An employee of the Bank may be allowed to draw traveling allowance in respect of journeys
performed for the purposes authorized by the competent authority which include:

47
 - On officially assigned tour
- To give evidence in a court of law
- On transfer
- On compulsory recall from leave
- To appear at a departmental/professional examination as authorized by the competent
authority
- To attend a course of training sponsored by the Bank
- To bear the cost of travel of deceased employee
Types of allowances under travel policy:
- Traveling Allowance (Mode of Transport)
- Accommodation Allowance (Hotel Rent)
- Daily Allowance

Gratuity:
The Gratuity Fund is a terminal benefit that an employee receives at the time of
retirement/resignation.
Gratuity Calculation:
Last months basic Salary multiplied by the year of service completed e.g., if an employee
serves The Bank for 6 years and then resigns/retires his Gratuity Calculation shall be (Lets
assume his Basic Salary is Taka 20,000.00): Taka 20,000.00 x 6 years = Taka 1, 20,000.00
The custody, management, investment and control of the fund shall be vested in the board of
trustees.

There shall be at least 6 trustees of the fund. Trustees will be nominated by the MD.
The MD shall be an Ex-Officio Member and Chairman of the Board of Trustees.

- The Head of Human Resources - Ex-Officio Member.

- The Head of Financial Admin - Ex-Officio Member.
- At least three representatives from the members as nominated by the Chairman.

If there is a shortage of member of the board of trustees due to resignation then the Chairman
can nominate trustee/s to reach the minimum number.
authorized members of the board of trustees. The Trustees are authorized to
invest the surplus money of the fund in accordance with the provisions of
Company Act 1994 and Income Tax Rules 1984.
Security Fund:
The objective of the fund is to provide predetermined monetary benefit against Death and
Permanent Disability of regular confirmed staff to his/her Dependent/Heir/Nominee by the
Bank. All Regular Confirmed employees are eligible to avail this benefit. The fund for this
benefit is created solely with The Banks Contribution.
The Bank will contribute Taka 5.00/Thousand on a yearly basis against the last basic salary of
each eligible employee. (The rate of contribution may be changed subject to the approval of
the board.) The Bank maintains a liability account to manage the fund.
The total amount of benefit will be equal to 36 times of the last basic salary of the employee.
Two forms of benefits:

48
a) Death Benefit:
- If an eligible employee dies within the term of employment.

b) Permanent and Total Disability (PTD):

Disability resulting from accidental means that is continued for at least Six months and is
certified by Banks designated doctor as incurable.
For both cases the benefit shall be paid to the nominee upon receipt of necessary proof. (In
case of minor nominee, the benefit will be paid to the legal guardian of the nominee)
Exclusion from Employee Security Benefit:
Employees will not be eligible for the benefit, if Death or disability is caused by:

- For further injury of Employees with pre-existing degree of disablement.

- Attempted suicide or self-inflicted injury.
- Civil commotion, Assault, homicide or any war like operations.
- Making an arrest as an officer of law.
- Committing a felony.
- Racing on wheels.
- Accident while the employee is affected by Alcohol/Drug.
The Board of Directors reserves the power to close fund at any time. At such event the fund
shall be refunded to the Bank.
BRAC Bank Employees Provident Fund:
The BRAC Bank employees provident fund requires the employer i.e. BRAC Bank Limited
to contribute to the fund 10% of basic salary for all regular confirmed employees. Every
member of this fund on retirement is provided with a sum of money as determined by the
established rules for the fund on retirement or resignation from his or her services. This fun
has been effective from the 1st of January 2003.
A board of trustee is entrusted with the control, management and investment of the fund. The
trustees of the board are nominated by the Chief Operating Officer (COO) who also holds the
right to replace any such trustee. Each trustee may hold the office for a period of three years.

Contribution:
As stated by the rules, each member contributes a sum equal to 10% of the basic salary each
month that is deducted by the bank at the time of payment. BRAC Bank Limited matches the
employees contribution with a monthly payment equal to 10% of the basic salary of each
member. Every half year, each members account is credited with interest pertinent to the
income earned on the investments from the fund. The sum of money given by the members
and the amount contributed by the bank are credited separately to his/her account in a special
ledger kept by the trustee at the head office of the bank in Dhaka.
Payment:
At the time of resignation or retirement, the employee is entitled to receive the employers
contribution and the accumulated interest subject to his or her length of membership in the
contributory provident fund.
If the employee has been a member for less than or equal to year then he/she will not be
eligible to receive any of the above mentioned contributions. He/she will only be able to
obtain his added contributions over the period of his membership.
If the duration of membership has been equal to or less than three years then the member will
be entitled to receive 50% of the employers contribution and accumulated interest.

49
If the duration of membership has been more than 3 years then the member will be entitled to
receive 100% of the accumulated interest and employers contribution.
In case a member is dismissed due to negligence or incompetence, he or she will be entitled
to receive her/her own contribution along with the accrued interest thereon at the settled
interest rate. The banks contribution however may be forfeited and distributed among the
members according to the individual balances of the members.
The same is applicable in case of an employee dismissed from the bank due to misconduct or
fraud. However, for such purposes, only the trustees shall be the sole judge of whether the
cause of dismissal or forced retirement is significant enough or not.

Welfare Fund:
The motive behind establishing the welfare fund is to be able to provide the regular
confirmed employees from JO to SPO with financial support for incidents or events when the
cost may not be affordable for the employees. These may include the following:

- Accidents on the job

- Extended illness

- Education for children

- Marriage of children

Employees of the grade JO to SPO 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.

A beneficiary will not be entitled to receive fund more than once in one calendar year.
Maximum limit for relevant occurrences are stated below:

- Severe Accident & Extended Illness: TK 50,000

- Education/Examination:

O SSC & HSC TK 10,000

O Degree (BA/ BSS/ BSC/ BCOM/ BBA) TK 20,000

O Master Degree/ MBA TK 50,000

O Marriage Ceremony TK 1, 00,000

Car Loan Scheme:

50
The car loan facility is extended to employees of or above the grade PO. The amount of loan
that these employees can take obviously varies according to their respective job grades.
Principal and Senior Principal Officers can take loan amounting to Tk.800, 000
AVP, FAVP, SAVP can file for loan amounting to Tk.10, 00, 000
VP and SVP can file for loan extending up to Tk14, 00,000

Car Allowances:
Employees of or above the grade of AVP are also provided with car allowances that
incorporate expenses for Fuel, Driver and Maintenance.
AVP, FAVP, SAVP can have an amount of TK.29, 000 allocated as car allowance per month.
The VP and SVP can have an amount of TK.37, 000 allocated as car allowance per month.

Staff Loan:
Staff loan is granted to regular confirmed employees of the bank. The duration of service of
the employee has to be at least a year long. The employee can apply for loan extending up to
5 times of his/her gross salary at 10 % interest rate.

House Building loan:

Employees who have had a service length of 5 years and above are eligible to apply for house
building loan. A committee will oversee the loan application and monitor the location for
house building the debt burden ration of the employee and other relevant issues. The debt
burden ratio for the employee has to be 50% or below for the loan to be approved. The
repayment schedule for the loan has to be before the retirement of the employee. The interest
rate of the loan is 3%.

Termination Benefit:
In case a confirmed employee is asked to resign from his/her services by the relevant
authority without stating any reason, he/she is eligible to receive one months notice in
writing or one months gross salary as payment. If the employee is duly notified with one
months notice, he/she will not be entitled to receive any form of compensation for the
termination of services.

Suspension Benefit:
In the event that a report/information about misconduct or fraud is received against an
employee, he/she has to undergo stages of disciplinary proceedings. The employee is
presented with charge sheet and is given 4 days to come up with an explanation. A
preliminary enquiry committee is formed and an enquiry notice is issued that marks the
beginning of a proper domestic enquiry. If, according to the committees report, the employee
is found guilty he is duly punished. In case the employee is found not guilty, he/she is
retained with due respect. During the period of enquiry, the employee may be suspended and
will only receive 50% of his basic salary. In case he/she is proven to be not guilty, then the
full amount of salary must be refunded to the employee.
Leave System:
The policies followed for employee leaves management based on the types of leaves and their
criteria are given below:

Annual Leave:

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All officers will become eligible for annual leave of 24 working days after completion of one-
calendar year. Of these 24 days 15 days must be taken as consecutive leave each year. Any
pending leave may be carried forward to the next year.
Annual leave encashment facilities may be allowed to the person for a maximum of 90 days
at the time of Employees leaving the bank. Any leave taken in advance to be adjusted during
the final settlement period.

Casual/Sick Leave:
Casual leave up to 14 calendar days can be granted per year to an employee who may be
unable to attend duty due to sudden illness or urgent private affairs. Not more than 2 days
casual leave can be taken at a time in a month. Casual Leave more than 3 days will be
considered as sick leave and has to be supported by medical reports. In case of prolonged
illness the Managing Director may grant medical leave in excess of sick/casual leave with full
pay and allowances for a period up to one month.
Maternity Leave: Female (confirmed) employees will enjoy 4 months maternity leave. One
employee will be entitled to avail this leave for 2 times in her entire service period.
Study Leave: Study leave of maximum 2 years can only be granted to an employee without
pay and allowances provided he/she has put in at least three years of service. This Leave is
only granted to those employees who have achieved a minimum of 3 years of service record
with the bank and also to those who are due to retire within 5 years of the date on which
he/she is likely to return from the study leave. This leave shall, however be allowed in the
entire period of service.

Leave without Pay: Leave without pay may be granted to an employee in special
circumstances where no other leave is admissible under these rules. In case of Leave without
Pay, the period does not exceed 60 days.

Leave during Probation Period: For sick leave in the probation period, the leave has to be
specially mentioned by the department. Casual leave will be granted to probationary
employees after completion of 6 months. Any leave taken prior to completion of 6 months
will be adjusted against the casual leave.

Encashment Facilities of Annual Leave: Annual leave encashment facilities may be

allowed to the employees for a maximum of 90 days (based on last basic) at the time of
employees leaving the bank.

Probation and Confirmation:

The terms of probation are as follows:

A person selected for appointment with less than 3 years job experience will be on
probation period of one year.

An employee with job experience of 3 years or more will be on probation for 6 months.

In the event of the probationers failure to show satisfactory progress and acquire required
efficiency during employees probationary period, the appointing authority may, at its

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discretion, extend his probationary period by a maximum of additional 6 (six) months, or
dispense with his service by giving one months notice or by paying a sum equal to one
months pay without assigning any reason. An officer shall become eligible for confirmation
in the specified post subject to employees successful completion of the period of probation.
In the case of one year, if the person fails to show satisfactory progress, employees
appointment will be terminated.
The confirmation of service of all officers and employees in the services of the Bank shall
take effect on and from the date as will be specified in the order of confirmation.
After the probationary period of six months or one year the administration send the appraisal
form to the Department Heads. After completing the appraisal form send the form to the
administration. In the procedure the HRD head send this appraisal form with his approval
signature to the Deputy Managing Director of BRAC Bank Limited to approve and forward it
Managing Director of BRAC Bank Limited and after that it will be approved signed by the
Managing Director. According to the comment and remark of appraisal form the employee
will get the confirmation with increment of salary or confirmation with promotion or no
confirmation.
Promotion Pattern:
Promotion is a continuous process by which the employee motivates for batter work; get the
price for employees better work. In BRAC Bank there are two types of promotions-

Regular Promotion:
Regular promotion is given according to the employees regular performance. When the
supervisor or department head of the employee evaluate that his employee is become an asset
for the bank and deserve promotion then the supervisor or the department head take a
promotion appraisal form from HRD and recommended the employee for promotion. In the
procedure the HRD head send this appraisal form with his approval signature to the Deputy
Managing Director of BRAC Bank Limited to approve and forward it Managing Director of
BRAC Bank Limited and after that it will be approved signed by the Managing Director.
According to the comment and remark of appraisal form the employee will get the promotion
with increment of salary.

PM Promotion:
Performance Matter (PM) is the annual performance report of individual employee of BRAC
Bank Limited. According to Performance Matter ranking scale the employee can get
promotion in the job grade of their own.
According to the policy any employee cant get any promotion within a year after the
employees joining in the BRAC Bank Limited. And on the other section the employee can
get promotion after six months of his previous promotion.
Resignation:
The following sections will display the policies of BRAC Bank Limited regarding its
employees resignation and termination situations. This part will discuss about the policies
and procedures for resignation or termination in situations when:

A regular employee wishes to resign

A probationary or temporary employee wishes to resign
When a regular employee is terminated
When a probationary or temporary employee is terminated
Resignation of Regular Employee:

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A confirmed employee may leave or discontinue from the services of the bank by giving one
month notice, in writing or pay to the bank as compensation an amount equal to the
employees total pay for one month.
Resignation of Probationary or Temporary Employee:
Probationary or any temporary employee shall leave or discontinue employees service from
the Bank by giving 15 (fifteen) days prior notice in writing of employees intention to do so
or pay to the bank as compensation an amount equal to employees total pay for fifteen (15)
days.
Note: Certificate will not be provided to staffs who were forced to resign, got
unsatisfactory rating in their Performance Matters or have integrity issue and non-
confirmed staff.
Termination of Probationary or Temporary Employee:
The service of a probationer or a temporary employee shall be liable to be terminated by the
competent authority without assigning any reason without giving him or her any notice and
the probationer or the employee shall not be entitled to any form of compensation for
termination of service.
Resignation Process:

Resignation submitted to line manager

With the acceptance & recommendation line manager send it to

departmental/divisional Head

Resignation letter forwarded to HR

HR will take final approval from Managing Director to start the

process

Resignation staff will collect clearance from HR which to be cleared

by the concerned departments

The filled up clearance form will then sent to Finance for final
settlement

After final settlement HR will exit interview of the resigned staff

HR will prepare the release paper and certificate

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Resignation and Settlement Procedure:
The official formalities for resignation and settlement cases administered by the concerned
department and HRD are sequentially shown below:

Working Days
Sl. Task Required to
No. Complete The
Task
Resignation letter must be forwarded to HRD by concern
01 supervisor or department Head after his/her proper signing. 2 Days
After receiving Resignation/Termination/Dismissal letter
02 with handover and takeover documents HRD will due 4 Days
clearance from various departments.
03 HRD will do final settlement work after having clearance. 4 Days
04 FAD will pay the final settled amount after having final 2 Days
settlement documents from HRD.
05 If separated staff has liabilities with the bank then he Reasonable Time
concerned department/owner of liabilities will take
initiatives.
06 HRD will send the file to orogenic after final settlement in Once in a month
normal case.
07 In case of unsettled matter HRD will hold the files. Until Settlement
Total Reasonable Time
*Orogenic is a company which helps the BRAC Bank to archive their personal file.

REWARD:

Reward and Recognition is a way to express appreciation for another employee's hard work,
dedication and contribution to the Bank. There are many levels of Reward and Recognition,
to ensure both small contributions as well as the larger ones is recognized.
There are four levels of rewards and recognition:
LEVEL 1: Individual Contribution Award & SME Monthly Award
LEVEL 2: Departmental Committee Award
LEVEL 3: Organizational Competence Award
LEVEL 4: Chairmans Excellence Award
Spot award:
This is an award is given to employees on the spot recommended by the customers or the
employees very nicely handle any difficult client /situation.
5.7 MIS and Strategic Planning
MIS & Strategic Planning wing is a relatively new division under the HRD. The MIS &
Strategic Planning section does not follow any procedure of work, as most of the functions
are project or assignment based. It includes work process improvement, project management,
increasing use of technology more and paperwork less by developing and generating ideas to
incorporate technology in different business and day-to-day functions. BRAC Banks

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different departments and divisions use different MIS, there is no centralized system formed
yet. Thus MIS & Strategic Planning does not go by any specific work procedure. The
Manager, MIS & Strategic Planning is in charge of the Projects/Assignments and currently
the MIS & Strategic Planning section is maintaining the E-Learning system which is an
Employee Development program based on Online Training & Evaluation. Employees can sit
for online exams within the workplace and it is the duty of the MIS & Strategic Planning
Manager to evaluate the electronic scripts and distribute the results after evaluation. The
current projects of MIS & Strategic Planning are development of two computerized systems
named E-Attendance and E-PM, one for employee attendance management and the other
is for employees performance measurement matter respectively.

Functional/Departmental Strategy or HRD

As mentioned earlier that BRAC Bank has its eyes fixed at one single mission currently,
which is Breaking Barriers 2010. By the end of year 2010 BRAC Bank wants to see itself in
the position of the largest Bank in Bangladesh. The minimum margin is 2 nd position. Through
rapid expansion and wide coverage BRAC Bank is sure to achieve that target since their
portfolio analysis shows that they have way over exceeded their target for year 2009. We
know that Corporate Strategy must be communicated with the departments of an organization
and thus, it must be in line with the Departmental Strategy. So in a manner of speaking, the
departmental strategy for the HRD of BRAC Bank is also to break all the barriers to
becoming the No. 1 Bank in Bangladesh by the end of Year 2010. The HRDs mission is to
ensure that BRAC Bank can expand the way it should be with the best manpower at its
disposal.
Linking Departmental Strategy with Corporate Strategy
How the Corporate Strategy has been linked with the Departmental Strategy of HRD is
discussed in this section. HRD also made the promise that the Department will do everything
possible to realize BRAC Banks ambition to become the largest bank of Bangladesh by the
end of Year 2010. In an interview with Ms. Tahniyat Ahmed Karim, Head of HR, it has been
confirmed that HRD of BRAC Bank is fully in line with their Corporate Strategy. Heavy
recruitment is first choice of the HRD now. Without recruitment it will not be possible to
cover all the expansions in different districts done by the Business Teams. For example, it has
been seen that the newly opened Coxs Bazar Branch was not yet fully decorated and
furnished due to bad weather but all the employees assigned to that branch were reporting for
duty on the tentative day of opening.
But to perform well and being target oriented, employees must be communicated the message
of the organization, the corporate strategy. The message of Breaking Barriers 2010 is
conveyed in every scope possible, through market gimmicks, in speeches, department
meetings, MANCOM meetings, through internal mails, in Town Hall Meetings, even at
lunch. The message must be communicated; the strategy must be incorporated in every
department. The Head of HR as well as all the staff in HRD is now fully aware of this short
term plan and they are all trying to give output at their peak performance level.
When it comes to performance measurement and monitoring, it is also true that different
departments in Banks can easily project their performance in numerical figures. When asked
how HRD staffs project their performance, the answer was setting short term goals for each
staff and monitoring how much they achieved in a Bi-monthly meetings. As the department
is still small this method is working perfectly. Later on, when HRD will also grow, then also

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this method has a good chance of being successful if Senior Managers can communicate and
utilize it successfully.

CHAPTER -SIX
Findings
6.Findings
In findings I would like to discuss about Strength, Weakness, Opportunity and Threat
(SWOT analysis) of BRAC Bank Limited.
Strength:
BRAC Bank Limited has perfect policies to maintain and control their
employees. As it has a large number of employees which is very difficult for
any organization to control but BRAC Bank is controlling this huge number of
workforce with great distinction.
The X & Y motivational theories are rightly used by the Human Resource
Division to control the employees properly.
Well organized team. While they work as a team they are supportive to each
others which are very helpful to fulfill their work.
Well maintained CV database. All the CVs are stored in monthly basis so it is
easy to find out the CVs when it is needed.
Better employee motivation generation through internal recruitment
opportunity. So employees try to put their utmost effort to get a higher position.
Less dependent on external recruitment agencies. In one word it can be said that
they are self-dependent while any recruitment is needed and doing this by their
own they are also saving time.
Well planned training schedule with sufficient time allotment. All the trainings
take place as scheduled before. The time prearranged for each training are also
based on the type of the training so that every necessary point can be covered.
Training opportunity provided to employees working in every level. For better
performance of every employee training is provided.

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Weakness:
The overall situation of Human Resource for a company like BRAC Bank Limited
is not that much controlled to be used and utilized it perfectly. Compare to the
workload there is not sufficient amount of refreshments. Too much work pressure
on the employees sometimes makes them depressed towards their work.
References from superior levels are also entertained as those CVs are always
given priority in times of recruitment even if the candidate is unfit or unqualified
for the vacant post.
The salary structure is not high enough according to the workload of the
employee. This discourages the employees to work hard and also increases
turnover rate.
Due to lack of sufficient amount of manpower it is difficult to control and
maintain the large amount of employees.
Online recruitment system is not upgraded.
Opportunity:
BRAC Bank Limited has 6,306 employees to work with. This huge number of
workforces helps this bank to get various ideas and plans and increase its
productivity.
The Human Resource Division is always thinking to do something new with their
employees that can help to motivate the employees and can able to make them
better resources/assets for the BRAC Bank Limited. Very few Bangladeshi
organizations have this kind of opportunity to be used.

Threat:
BRAC Bank Limited has a huge number of employees. So is difficult to maintain
the Human Resource policies with this large number of employees.
The resignation rate is too high in BRAC Bank Limited then it anticipated.

Reference control on policy is common situation of Bangladeshi organization.

BRAC Bank is not out of it. Reference control on Human Resource policy can be
a bad threat for BRAC Bank Limited.

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 CHAPTER -SIX
7.1 Recommendations and Conclusion
Recommendations:
In this part of recommendation, some valuable issues of BRAC Bank Ltd. (BBL) are
discussed. These were the aspects that came out while studying on BBL. These were related
to various parts of BBL and thus are placed in the list of general recommendation. According
to Findings some decision can be taken.

Efficiently distribute the number of employee in required position.

Make the salary structure attractive to the employee.
Make succession planning.
Reduce the extra workload of the employee.
They should increase the manpower of HRD especially in recruitment wing.
The Human Resource Divisions control must be structured.
Arrange co-curricular activities for employees refreshment.
Managerial control should be implemented perfectly.
Arrange proper training for the employee.
They should provide that much of information in orientation training that will ensure
them to do their work their job smoothly.
The training should be motivational.
Supply more training materials during training.
After training, it is very much important to take evaluation about training program.
They should evaluate the trainees properly.
Online recruitment system is not upgraded. They should upgrade it.
Better MIS support is needed for smoother operation.
.
7.2 Conclusion:
BRAC Bank intends to set standards as the market leader in Bangladesh. It demonstrates that
a locally owned institution can provide efficient, friendly and modern banking service on a
profitable basis. HRM Policies and Practices is the most confidential for any organization as
well as for BRAC Bank Limited. Here, limited information was collected for preparing this
report because of too much confidentiality.
It was an honor to study on a reputed organization like BRAC Bank Limited. The BRAC
Bank Limited is a bank that confirms the best service to the customers as well as to the
employees by their HRM Policies and Practices. BRAC bank Limited is the fastest growing
Bank in Bangladesh. By studying on HRM Policies and Practices the knowledge was learnt
would be helpful enough to sustain with the real organizational environment.

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 Appendix (Questionnaire)

How many years have you been employed by BRAC Bank Ltd.?

o Less than 1 year

o 1-5 year
o 6-9 year
o More than 10 year

How do your colleagues feel about Management?

o Effective
o Either effective nor nominal
o Nominal
How do you feel about working in this environment?

o Satisfied
o Moderate
o Dissatisfied
How satisfied are you with the salary?

o Satisfied
o Moderate
o Dissatisfied

What do you think about their training programs?

o Effective
o Either effective nor nominal
o Nominal
The recruitment process is ____________________ in BRAC Bank Ltd.
As an employee, I am _______________________with BRAC BANK Ltd.

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 Bibliography

1. www.bracbank.com
2. www.1stophr.ie/home/hr_policy.asp
3. www.bangladeshbank.org
4. Strategic Human Resource Planning by Monica Belcourt and Kenneth
J.McBey
5. Human Resource Planning by Dipak Kumar Bhattacharyya
6. Different types of products of BRAC Bank Limited i.e. Leaflets, Brochures,
Synopsizes etc.

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