P11640 (22%)

Internship Report
On
An Evaluation of Human Resources Practices

of BRAC Bank Limited
Prepared By
Nurunnaher
ID: 171-14-730
Program: MBA
Major: Human Resource Management
Daffodil International University

Date of Submission: 11th November, 2018
Internship Report
On
An Evaluation of Human Resources Practices

of BRAC Bank Limited
Supervised By
Mohammad Shibli Shahriar
Associate Professor
Head Department of Innovation and Entrepreneurship
Faculty of Business and Economics

Date of Submission: 11th November, 2018
Letter of Transmittal

Subject: Submission of the Internship Report
Dear Sir,
With great pleasure I submit this Internship Report titled “Human An Evaluation of
Human Resources Practices
of BRAC Bank Limited. This report is prepared by performing 3 months internship in
Brac Bank Limited to fulfill the requirement of MBA Program at Daffodil International
University Bangladesh.
I earnestly believe & hope that this internship would help me in the long run and also
enrich my managerial capabilities. I am indebted for your valuable suggestions and
humble cooperation. I have tried of my best to go deep into the matters and make full use
of my capabilities in making the study meaningful, although there may be some mistakes
and shortcomings.
I also want to thank you for your support and patience with me and I appreciate the
opportunity provided by Daffodil International University and Brac Bank Limited to
work on this wonderful project. Now I have placed this report before you for your kind
approval. For Any kind of queries, I would be available at your convenience.
Yours Sincerely,
________________
(Nurunnaher)
ID: 171-14-730
MBA Program
Department of Business Administration
Daffodil International University.
©Daffodil International University i

Acknowledgement
At the very beginning I would like to express my deepest gratitude to almighty Allah for
giving me the strength and the composure to finish the task within the scheduled time. At
the beginning of this report, I deem it is my duty to record my appreciation & gratitude
to few persons who made my journey smooth and helped me to prepare this report in
many ways. I am deeply grateful to our supervisor Mohammad Shibli Shahriar for his
whole-hearted supervision to me during the preparation of the report. His suggestions
and comments to make the report a good one was really a great source of spirit for me.
I would like to express my deep gratitude to the Daffodil International University for
arranging such an interpretive practical field related study to overcome the deficiency of
experience. For this reason all credit of this report titled “An Evaluation of Human
Resources Practices “of BRAC Bank Limited goes to the MBA department of
Daffodil International University.
I am grateful to Mr. Shakhwat Hossain, Senior Manager of BBL for his support
throughout my internship period on this project and provide me with necessary
instructions.
Finally I want to convey special message of gratitude to all the faculties & admin
people for always being there with me and for his whole hearted cooperation. In
addition, I would like to thank all of the remaining executives, officers & staffs of BBL
Limited, for their kind co-operation.
Last of all, I would like to thank from bottom of my heart to my friends and well wishers
for helping me every moment that encourage me to make this study successfully. Despite
of my hard works & my efforts, all errors, of course, remain to me and I seek excuse for
that.
Yours sincerely,
___
(Nurunnaher)
©Daffodil International University ii

Student Declaration
I do hereby declare that the work presented in this Internship Report has been carried out
by me and has not been previously submitted to any other University/ College/
Organization for an academic certificate/degree.
I’m, Nurunnaher, ID: 171-14-730 MBA declare that the presented internship report on
“An Evaluation of Human Resources Practices” of BRAC Bank Limited submitted as a
requirement of fulfillment of MBA degree at Daffodil International University was
prepared by me.
The work I have presented does not breach any existing copyright and no portion of this
report is copied from any work done earlier for a degree or otherwise.
I further undertake to indemnify the damage arising from breach of the foregoing
obligations.
_________________
(Nurunnaher)
ID No: 171-14-730
Major in HRM
MBA
Department of Business Administration
©Daffodil International University iii

Certificate of Supervisor
This is to certify that the Internship Report titled “An Evaluation of Human Resources
Practices” of BRAC Bank Limited for the completion of degree of the Master of
Business Administration (MBA) major in HRM from Daffodil International University,
carried out by Nurunnaher, ID# 171-14-730 under my supervision. I certify that:
(1) She has carried out internship under my direct supervision and guidance (for three
months) and that the manuscript of the report has been scrutinized by me.
(2) No part of this internship report has been submitted for any degree diploma, title, or
recognition before.
(3) The final composed copy of this, which is being submitted to the Daffodil
International University, has been carefully checked by me for its material and
language.
_________________
©Daffodil International University iv

Abstract
The title of this internship report is “An Evaluation of Human Resources Practices” of
BRAC Bank Limited. The report is the result of three months internship program with
Brac Bank Limited of Bangladesh . 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. The internship
is designed to have a practical experience while passing through the theoretical
understanding. This report consists of five chapters i.e. Introduction of the Study,
Company Profile of BBL, Human Resource Management Practices of BBL, Findings,
Recommendations and conclusion , bibliography and following appendices.
Firstly the initial words about the report were described in the first segment titled
“Introduction “which contains the basis of the study. In this part Origin, Rationale,
Objectives, Methodology and limitations are included. Both primary and secondary data
and information have been used in preparing this report. The limitations that have been
faced during the data collection, organization & preparation of the report have been
stated. The prime objective of the report is to relate and highlight the human resource
management policies and practices of Brac Bank Limited.
The Human Resource Department of Brac Bank Limited is an ideal place for learning
Human Resource Management Practices. Human Resource Management Policies and
Practices of Brac Bank Limited are discussed. Here, HRM Functions, HRM objectives,
Human Resource Planning (HRP), Strategies of HRP, Techniques of Designing Job by
Brac Bank Limited, Recruitment, Alternatives to Recruitment, Selection process,
Training and Development, on the job training methods, off the job training methods,
Performance Appraisal, performance appraisal process, appraisal methods, Motivation
Function, Reward, Reward System, Payment System have been discussed.
The effectiveness and achievements largely depends upon the ability and efficiency of
Human Resource Department (HRM) of an organization. Recruitment in BBL for
required post has to be approved by the board members at the beginning of each year
©Daffodil International University v

either through inviting application from prospective candidate of through talent
hunting. For experienced officials basically job experience and special training are given
more emphasis rather than his educational qualification. Selection process of BBL is
composed of number of steps. The Candidates either send their CVs in application for a
specific vacancy, or they send unsolicited CVs for any suitable position. Usually the HR
division is occupied in the short listing. After short listing of the CV and choosing
the suitable candidates, HR division inform the candidate over phone about written
test (Entry level) or interview (Mid-level). For written tests, the bank issues admit cards
through courier services seven to ten days prior to the exam. Brac Bank Limited has an
interview panel consisting of HR professionals and top level management to conduct
biasfree and smooth interview session.
Performance Appraisal method of BBL may be called as a traditional one. Usually, BBL
follows Graphic Rating Scale method for evaluating the performance of the employees.
There is not any well developed feedback system. For Job Analysis, BBL follows
Interview method in case of emergency redesigning of an existing job or creating a new
job. Otherwise, it follows Questionnaire method to collect the information. Brac Bank
Limited provides excellent opportunities for training and development of employees.
Several on the Job and off the job training methods are followed to train the employees.
Usually class room lecture, arranging seminars, management game, audiovisual training,
job rotation, executive coach, case study etc methods are being followed. Sometimes,
they provide training to their employees is their training institute or send them to BIBM
which is one of the reputed institutions for the bankers to be to be trained up. Regarding
compensation, there is a well designed compensation structure but in some cases where it
is required some existing policies are found backdated.
Chapter four is the analysis and findings part. Here, SWOT analysis has been discussed
in perspective of Brac Bank Limited. Findings have been explained in this part. BBL has
some problems in Human Resource Management Practices. BBL takes time for
necessary approval to go through recruitment process. Possibilities of biasness when the
collected CVs are sent to the concerned department are existing. The selection process is
time consuming process. The interview is unstructured in nature. The orientation
program is not conducted on a regular basis. Same format is used for all departments.
There is no feedback system on the basis of the evaluation. Evaluation system is not used
to design the pay plan that concerns employees less. Training need assessment and post
©Daffodil International University vi

training evaluation is not properly done. The company does not have professional trainer.
Employees are not considering the training for the development of the organization
Recommendations and Conclusion have been discussed in this chapter. This study
recommends formal and updated recruitment process. Possibilities of bias should be
reduced. BBL’s HR planning can be made more effective if it is revised more often
according to the change in this fast moving industry. Biasness & nepotism should be
avoided during recruitment. In the Selection Process, the structured interview should be
employed. The orientation program should be conducted on a regular basis. For
compensation, there should be a general incentive scheme which would be carefully
designed to meet the requirement and criterion of all employees. Keeping Achievement
Record in personal file for reference is a good practice. Like public organization
Gratuity, Life, Disability, & Health Insurance should be introduced formally so that
people would feel much comfortable to work with the organization.
Human Resource Management (HRM) is a device by which one gets maximum output
from a minimum input. Again, the Quality of service of a Bank depends on the
competence and the quality of the employees of the organization. Human Resource
Management Practices of Brac Bank Limited is promising. The process they have been
adopting so far has been somewhat effective, to adapt to the changing times, the process
should be revised and streamlined. This Internship Report tries to deal, though not
comprehensively, with both the theory and practice of HRM section as an attempt to
satisfy the need of fresh students who should have some knowledge of HRM with
employees as well as the respective customers.
©Daffodil International University vii

TABLE OF CONTENTS
Particulars Page No.

Letter of Transmittal i
Student Declaration ii
Certificate of Supervisor iii
Acknowledgement iv
Abstract v
Acronyms xi
Chapter One : Introduction of the Study 01-04
1.1 Rationale 02
1.2 Objectives 02
1.3 Scope 03
1.4 Methodology 03-04
1.5 Limitations 04
Chapter Two : Overview on BBL 05-17
2.1 An overview of the organization 06-08
2.2 Mission, Vision, Strategy, Values 09
2.3 BBL Ownership Structure 10
2.4 Board of Director 11
2.5 Capital and Reserves 12
2.6 Organizational Hierarchy 13
2.7 Correspondent Banking 13-15
2.8 District wise Branch Distribution 15
2.9 Analysis 16-17
©Daffodil International University viii

Chapter Three : Human Resource Management
18-55
Practices of BBL
3.1 Recruitment and Selection of Process 19-31
3.2 Termination of Employment 32-34
3.3 Disciplinary Action 34-35
3.4 Employee Selection 35-38
3.5 Screening 38
3.6 Employment Test 39
3.7 Training & Development policy of BBL Bank Ltd 40-44
3.8 Faculty of BBL training program 44
3.9 Salary & Benefits 45-48
3.10 Car Loans 49
3.11 Travel Loan 50
3.12 Performance Appraisal 51-55
Chapter Four : Findings 56

4.2 Findings 57-58
Chapter Five : Recommendations And Conclusion
5.1 Recommendations 60-61
5.2 Conclusion 61
Bibliography 62
Appendices 63-72
A-I: Balance Sheet 68
A-II: Profit & Loss Account 69
A-III: Statement of Cash Flow 70
A-IV: Statement of Changes in Equity 71
A-V: Profitability Statement 72
©Daffodil International University ix

ACRONYMS
A/C Account
AD Authorized Dealer
BB Bangladesh Bank
BIC Bank Identifier Code
BR Branch
CC Cash Credit
CIB Credit information Bureau
CRM Credit Risk Management
CCS Consumer Credit Scheme
CRG Credit Risk Grading
BG Bank Guarantee
KYC Know Your Customers
L/C Letter of Credit
LIM Loan Against Imported Merchandise
LTR Loan Against Trust Receipt
LRA Lending Risk Analysis
PAD Payment Against Document
SBL Small Business Loan
BBL Brac Bank Limited
MTB Mutual Trust Bank
EPB Export promotion Bureau
HO Head Office
©Daffodil International University x

Chapter
One
Introduction
©Daffodil International University 1

Origin
Internship program is a prerequisite for achieving MBA degree. Before fulfilling of the degree, every
student must pass thtough the internship program.. Internship program is a great opportunity for the
graduates to have an experience of the real corporate world before starting their career Entry level
position program is an incredible open door for the alumni to have an ordeal of the genuine corporate
world before beginning their profession. Entry level position in the advanced business world causes
understudies to show bias and skill from their managed understanding and furthermore empowers
them to exhibit development and worthy expert, individual and relational conduct. As the classroom
dialog alone can't make an understudy impeccable in taking care of the genuine business circumstance,
consequently it is an open door for the understudies to get acclimated with the genuine circumstance
through this program. To fulfill this requirement I was worked as an intern in Brac Bank Ltd, Uttara,
Dhaka for three months. This not only fulfils the requirement of the program but also facilitates the
dissemination of knowledge in the banking arena of Bangladesh and helps me a lot to compare
theoretical knowledge with practical experience. As internship student I have tried my level best to
cover the HRM Practice of Brac Bank Limited in this report.
1.1 Rationale
The report is assigned by Prof. Mohammad Shibli Shahriar a part of our MBA program. The topic of
the report is “An Evaluation of Human Resources Practices” of BRAC Bank Limited. By conducting
this study we can enhance our knowledge and skill to apply various research methods in professional
life or higher educational life. The report has given us a chance to raise our quality in developing
knowledge and its applications. By doing so, we can boost our acceptability in job market and develop
our real life knowledge.
1.2 Objectives
1.2.1 Broad Objectives:
The main objective of this report is to describe Human Resource Management Policies and Practices
of Brac Bank Limited. There are other specific objectives are also included here. The following are the
other objectives of the title of the report, which are also attained in this study.

1.2.2 Specific Objectives
In order to attain the basic objective, following are the specific objectives:
1. To analyze the human resources practices of BRAC Bank Limited
2. To find out some problems of those practices of the bank
3. To make some suggestions to overcome those problems
1.3 Scope
The study would focus on “Credit Policy and Operations of Brac Bank Limited”, Procedure for
different credit facilities, and Portfolio (Loan or advances) management of Brac Bank Limited,
Organization structures and responsibilities of management. The impact of different external and
internal factors on the credit risk management has been also showed in this report.
1.4 Methodology
To make the report more meaningful and presentable, both primary & secondary sources of data and
information were used widely.
Source of Data
Primary Sources Secondary Sources

Primary Sources: The primary sources of data are:
1. Primary data for this report had been collected through the conversation & discussion of
different officers.
2. Informal conversation with the clients.
3. Study of the relevant files as instructed as instructed by the officers concerned.
Secondary Sources: The secondary sources of data are:
1. Annual Report & Internal publication of Brac Bank Limited.
2. Website of Brac Bank Limited.
3. Several books and periodicals related to the banking sector.
4. Bangladesh Bank Report & Bangladesh Bank Credit Policy.
1.5 Limitations
I did my best and there has no dearth of sincerity on my part to make the report. But, I had some
limitations also. These are:
1. This report only considers Credit Operation of BBL Limited.
2. Time frame for the research was very limited.
3. In many cases, up to date information is not published.
4. Getting Relevant papers and documents were strictly prohibited.
5. Due to lack of practical experience, some errors might be occurred
6. Anything, which adversely affects the image of the bank, could not be disclosed.

Chapter
Two
Overview on BBL

2.1 BRAC Bank Limited – An Overview of the Organization
Company Background
BRAC Bank Limited is a planned business manage an account with full administration. It has both
neighborhood and International Institutional investor. The bank is principally accompanies a
perspective of making openings and seeking after the market specialties that not customarily meet by
customary banks. BRAC Bank has been give "best-in-the-class" administrations to its clients and
spread the nation over under an on-line managing an account framework.
At present, BRAC Bank is one of the driving too quickly developing banks in the nation. With the end
goal to help the arranged development of its appropriation, system and its different business portions,
BRAC Bank presently at present searching for amazing vision situated, energetic, people for different
business tasks.
The bank needs to fabricate a gainful and socially mindful monetary foundation. It deliberately tune in
to the market and business possibilities, It is likewise helping BRAC and partners to construct a
dynamic, sound, fair and neediness free Bangladesh. It helps make networks and economy of the
nation more grounded and to enable individuals to accomplish their monetary objectives. The bank
keeps up an abnormal state of guidelines in everything for our clients, our investors, our colleagues
and our networks upon, which the future fortune of our organization rests..
According to the Half-Yearly Financial Statement of 2010- the number of Employees including
contractual engaged for the whole year or part there of (who received a total yearly remuneration of
Tk. 36,000 or above) were 6,306 where as the total number of employees were 7,075 as the same
period of pervious year. The Company started its banking operation and entitled to carry out the
following types of banking business:
(i) All types of commercial banking activities including Money Market operations.
(ii) Investment in Merchant Banking activities.
(iii) Investment in Company activities.
(iv) Financiers, Promoters, Capitalists etc.
(v) Financial Intermediary Services.
(vii) Any related Financial Services.

The Company (Bank) operates through its Head Office at Dhaka and 62 branches and 14 SME Service
Canters. The Bank carries out international business through a Global Network of Foreign
Correspondent Banks.
The Registered Office of the Bank is:
Brac Bank Ltd.
Head Office
1 Gulshan Avenue
Gulshan -1
Dhaka 1212
www.bracbank.com
E-mail: enquiry@bracbank.com
Phone
+880-2-885 9202
Fax
+880-2-986 0395

Brac Bank Ltd. at a glance (Fig-I)
SL.N0 Key Point Particulars
01 Name of the Bank Brac Bank Limited
02 Logo of the Bank
03 Date of Incorporation 4 July 2001
04 Status private commercial bank
05 Chairman
Sir Fazle Hasan Abed KCMG
06 CEO & Managing Director Mr. Selim RF Hussain
07 Listed with Dhaka Stock Exchange 23 September 2006
08 Number of Branches 36
09 SME Service Centres 458
10 ATM Booth 350+
11 Total Manpower 8000
12 Earning Per Share 46.46
13 Total assets 52,774.77
14 Capital 3,969.33
15 Paid Up Capital 1,766.32
16 Growth Rate 38%
17 Profit 820.61
18 Total Assets 52,774.77
19 Total Deposits 45846.31
20 Total Loans & Advances 39676.12
21 Corporate Head Office 26 Gulshan Avenue, Gulshan 1,

Dhaka-1212, Bangladesh.
22 SWIFT BBL BD DH
23 Corporate Website & E-mail www.bracbank.com

E-mail: enquiry@bracbank.com

2.2 Mission, Vision, Core Values
Corporate Vision
Building productive and socially dependable money related foundation concentrated on Market and
Business with Growth potential, in this way helping BRAC and partners to fabricate a simply, edified,
sound majority rule and neediness free Bangladesh.
Corporate Mission
1. Sustained growth in ‘Small & Medium Enterprise” sector
2. Continuous low-cost deposit growth with controlled growth in retail 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 non-funded 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 BRAC field
offices for delivery of 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
Core Values
1. Value the fact that we are a member of the BRAC family
2. Creating an honest, open and enabling environment
3. Have a strong customer focus and build relationships based on integrity, superior service and
mutual benefit
4. Strive for profit & sound growth
5. Work as team to serve the best interest of our owners
6. Be relentless in the pursuit of business innovation and improvement
7. Value and respect people and make decisions based on merit
8. Base recognition and reward on performance

.
2.3 BBL Ownership Structure
Ownership Structure (Table-I)

SL.NO. Type of Owners No. of Shares Percentage(%
)
1 Directors/Shareholder 8,355,801 39.422%
s
2 Financial Institution 6,239,382 29.437%
3 General Shareholders 6,600,637 31.141%
Ownership Structure (Fig-2)
Types of
owner
General
Shareholders Directors
/Shareholders
Financial
Institutions

2.4 Board of Directors
The Board of Directors of Brac Bank consists of 13 Directors which includes a Chairman and a Vice
Chairman.
BBL Board of Directors

Sir Fazle Hasan Abed, KCMG Chairman
Shib Narayan Kairy Director
Tamara Hasan Abed Director
Dr. Hafiz G.A. Siddiqi Director
Zahida Ispahani Director
Nihad Kabir Nominated Director
Kazi Mahmood Sattar Independent Director
Selim R. F. Hussain Managing Director and CEO
Management Committee
Mohammad Mamdudur Rashid Deputy Managing Director
Ishtiaq Mohiuddin Deputy Managing Director
Rais Uddin Ahmad Group Company Secretary, Head of Legal

& Regulatory Affairs and CAMLCO
Nabil Mustafizur Rahman Chief Risk Officer
Firoz Ahmed Khan Head of Retail Banking
Mahmoodun Nabi Chowdhury Head of Corporate Banking
Syed Abdul Momen Head of Small Business
Md. Shaheen Iqbal Head of Treasury and Financial Institutions
Parvez Sajjad Chief Financial Officer
Zara Jabeen Mahbub Head of Communication & Service Quality

2.5 Capital and reserves
Capital & Reserve (Table-II)

Amount outstanding(BDT
Particulars Million) (%)Change
Year 2015 Year 2014
Paid-up 2,120 1,766 20%
capital
Statutory 1,278 980 30%
Reserves
Revaluation 90 384 -77%
gain
General 362 162 124%
Reserve
Retained 529 392 35%
Earnings
Capital & Reserve (Fig-III)
2,500 150%
2,000 100%
1,500 50% 2014
Fig: Capital and reserves 2013

1,000 0%
500 -50%
0 -100%
Paid up capital
Statutory Reserves
Revaluation
General
gain Reserve
Retained Earnings

2.6 Organization Hierarchy
Managing Director
Deputy Managing Director
Senior Executive Vice President
Executive Vice President
Senior Vice President
Vice President
Senior Asst. Vice President
First Assistant Vice President
Assistant Vice President
Senior Principal Officer
Principal Officer
Senior Officer
Officer
Probationary Officer
Junior Officer
Trainee Asst. Officer/Trainee Asst. Cash

Officer
Fig-IV: Organization Hierarchy
2.7 Correspondent Banking

The objective of our correspondent banking operations is to strengthen our existing relationships with
foreign banks and financial institutions around the globe as well as exploring new relationships. In
addition to that, we provide assistance in marketing the products of the correspondent banks. At

present BBL is maintaining relationships with 30 (thirty) foreign correspondents and the number is
growing everyday. Currently the bank has 18 (eighteen) NOSTRO A/Cs with large foreign banks
abroad. The bank is a "SWIFT" member and its Bank Identification Number or BIC is 'BBL BDDH'.
List of Major Foreign Correspondent Banks
srl. Name of Bank Country

1. AMERICAN EXPRESS BANK LTD. Globally
2. ARAB BANGLADESH BANK LTD. Mumbai Branch, India
3. A.B.International Finance Ltd. Hong Kong
4. ABN AMRO Bank NV London, U.K.
5. AL-BARAKA BANK SUDAN
6. BANK OF TOKYO MITSUBISHI, LTD. Singapore, Tokyo, Japan.
7. BANK AUSTRIA CREDITANSTALT (HVB AUSTRIA and CEE Countries.
Group)
8. THE BANK OF NOVA SCOTIA Globally
9. CITI BANK NA Globally
10. COMMERZBANK AG GERMANY
11. DUESTCHE BANK AG, GERMANY
12. DANSKE BANK A/S. Denmark
13. Fortis Bank Belgium
14. FIRST BANK & TRUST Lakewood,California, U.S.A.
15. Bayerische Hypo-und Vereinsbank AG (HVB Gr.) GERMANY (Cover entire Europe)
16. Habib Bank AG- Zurich Switzerland and Deira Dubai-UAE
17. H.S.B.C. Globally

18. H B Z Finance Ltd. Hong Kong
19. Habib American Bank New York, U.S.A.
20. J.P.Morgan Chase Bank New York
21. LIYODS TSB BANK PLC. LONDON, UK
22. MASHREQ ASIA LTD. Globally
23. NEPAL BANGLADESH BANK LTD. Kathmandu, Nepal
24. RUPALI BANK LTD. Karachi, Pakistan

25. SONALI BANK (U.K.) LTD. London
26. SONALI BANK Kolkata Branch, India
27. STANDARD CHARTERED BANK Globally
28. SEB (Skandinaviska Enskilda Banken) Stockholm, SWEDEN
29. U.B.A.F. France
30. Vereins Und Westbank ( HVB Group) Northern Germany
2.8 District-wise Branch Distribution:

District Name Number of Branches
Dhaka Division 30
Chittagong Division 18
Rajshahi Division 05
Sylhet Division 03
Rangpur Division 02
Barisal Division 04
Others Number of Branches

SME Branches 10

2.9. Analysis
SWOT Analysis of BBL:
Strengths
1. Innovative Products: Brac Bank Limited has offered different sorts of store plots by which
individuals have chance to spare their little cash and bank can acquire more for themselves for
their customers. Relatively BBL offers more number of store plans to clients.
2. Efficient Administration: Brac Bank Limited has a productive organization. The work is
done in an opportune and orderly way for which the effective organization is dependable.
There is cozy connection between the representatives and administration however the
hierarchy of leadership is kept up entirely.
3. Capital Adequacy: Brac Bank Limited is maintaining a strong capital base. By the end of
December 2013, this bank stands with a good position.
4. Database: 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.
5. Motivation: Better employee motivation generation through internal recruitment
opportunity. So employees try to put their utmost effort to get a higher position.

Weaknesses:
1. Technology: One of the major weaknesses of Brac Bank Limited is the shortage of man
power with the experience of technology. With the change of time, technological
advancement is essential to survive in the competition.
2. Promotion: When an employee gets a promotion to the next level, he/she gets more
compensation. Brac Bank Limited is regular in giving promotion but the employees get later
effect of this promotion.
3. Training: Brac Bank Limited has its own training department to strengthen the capabilities of
human resources. However, there is a lack of specific training for specific jobs. As a result,
the employees have to learn things from the job by doing it practically.
4. Online system: Online recruitment system is not upgraded.
Opportunities:
5. Branch Expansion: Brac Bank Limited is becoming rapidly everywhere throughout the
nation. Other than growing in the urban territories, Brac Bank Limited has prospects to open
more branches that will in the end upgrade the administration's exertion at getting the
provincial economy and also contacting more individuals by better administration.
6. Banking Software: Quality service providing is a major goals of Brac Bank Limited. Though
is still lagging behind in upgrading their software system, the bank has the prospect to select
high quality banking software, which will make the banking operations easier and smooth.
Threats:
7. Level of Competition: As of late, the quantity of private bank is expanding. These banks
dependably represent a risk for others by thinking of new product offering, imaginative
innovation, quality administrations, and so forth. Along these lines, the level of rivalry rises
and makes dangers for Brac Bank Limited.
8. Technological Advancement: With time innovation is getting headway and the vast
majority of the private banks are overhauling their working framework to make due in the
business. Brac Bank Limited is lingering behind in this division and still generally subject to
manual work as opposed to innovation.
9. Reference: Reference control on policy is common situation of Bangladeshi
organization.

Chapter
Three
Human Resource Management Practices of BBL

3.1 Recruitment and Selection of Process
3.1.1 Recruitment
Successful HR planning and Fruitful HR arranging ought to recognize the requirements of human
asset. When the necessities are distinguished, we can accomplish something to meet them. The
subsequent stage is the procurement capacity of human asset administration. Enrollment shape is the
primary phase of securing capacity. This is the way toward finding potential contender for choice.
Enrollment is likewise the way toward finding and drawing in proficient candidates for business. It is
the finding of potential possibility for real or foreseen hierarchical opening..
3.1.2 Objectives of Recruitment Policy:
I. To ensure that the availability of Human Resource with requisite skills, expertise knowledge and
abilities is at par with the Bank’s demand for the same.
II. To ensure that the continued operation of the Bank goes smoothly with rights number of Human
resources of right quality.
III. To ensure that the most promising and best qualified candidates are selected for filling up
organizational vacancies.
3.1.3 Basis of Recruitment:
Recruitment in all grades will be need based. While ascertaining need for human resources, the
following factors, among others, will be taken in to consideration:
IV. Growth in Business of the Bank

V. Possible expansion of branch network.
VI. Addition of new responsibilities due to change in regulatory framework.
VII. Vacancies arising out of promotion / retirement/ dismissal / termination / resignation / death ,
etc
VIII. Succession requirement

3.1.5 Written Test:
Recruitment of Probationary Officers will made every year through advertisement is national
Dailies. Written Test for selection of Probationary Officers shall be conducted by BIBM or IBA,
DU. In case of non availability of service of BIBM or IBA, DU, any other competent organization
may be entrusted with the responsibility of conducting the written test.
3.1.7 Authority for Recruitment:
Approval of recruitment as per ‘Recruitment Policy’ in all Grades will be made as per norms/
guidelines of Bangladesh Bank.
3.1.8 Background Checking:
Back ground Checking will mean checking the academic and professional background and other
necessary particulars of employees at the time of their entry in Bank’s service and/ or during their
tenure of service with the Bank.
3.1.9 Objectives of Background Checking Policy:
IX. To ensure that the updated service record of employee are available at any point of time for
perusal of Management
X. To ensure compliance of directives of regulatory authority/ Board pertaining to human resources
of the Bank.
3.1.10 Background Checking from & Maintenance:
The following ‘Background Checking From’ will be maintained & completed by Human
Resource Division, Head Office, Dhaka as a tool for background checking.

Background Checking Form:
SL Components Please tick

NO
Yes No N/A
01 Whether the employee has put his/her signature and date on ✓

the ‘Appointment Letter’ for acceptance of the terms and
conditions of the same by him/her?
02 Whether the employee has provided document / paper ✓

evidencing his/ her permanent citizenship of Bangladesh?
03 Whether the employee has Provided certificate evidencing his/ ✓

her age?
04 Whether the employee has provided medical certificate ✓

regarding his/her physical and mental fitness?
05 Whether the employee has provided required photographs ? ✓
06 Whether the employee has provided attested copies of all ✓

certificates relating to his/ her academic / Professional
qualification ?
07 Whether the original certificates provided by the employee ✓

apparently seem to be genuine and tally with the attested
copies?
08 Whether the employee has provided character certificate from ✓

2 (two) respectable persons?
09 Whether the employee has provided reference of (two) ✓

respectable persons acceptable to the Bank?
10 Has the employee provided ‘Release Order’ from his previous ✓

employer (for lateral entrant only)
11 Has the employee provided attested copy of ‘Service Book’ ✓

after verification of the with the original one?
12 Has the employee executed the ‘Declaration of Fidelity and ✓

Secrecy’ From?

13 Has the employee executed the ‘Agreement From’? ✓
14 Has the employee executed the ‘Declaration of Ethics’ in ✓

observance of Code of Ethics/ Conduct in Brac Bank ?
15 Has the ‘Service Agreement’ executed between the employee ✓

and the Bank been obtained?
(for employees on ‘Contract only)
16 Has the employee executed ‘Security Bond’? ✓
(for P.O/OG-II/ Cash Officer only)
17 Whether the employee has submitted joining report? ✓
18 Has the employee completed ‘membership From’ of Insurance ✓

Company for inclusion of self and spouse’s names as ‘Insured
under the contract?
19 Has the employee completed ‘Nomination Forms’ for ✓

Provident Fund, Gratuity, Group Insurance and Welfare Fund?
20 Has the available information of the employee been recorded ✓

in the PMIS Software’ and Registers’?
Reasons for NO/N/A:
_____________________________ __________________
Officer (Joining & Insurance), HRD Officer (HRIS), HRD

3.1.11 Verification of certification:
Management of the Bank may, if necessary, verify, the genuineness of any Certificate or all
Certificates/ Testimonials submitted by any employee from any education Board / University/
Institution
In the event of submission of any forget Certificate/ Testimonial by any employee, Management of
the Bank shall take administration action including termination /dismissal /removal against the
concerned employee, considering the nature of each case.
3.1.12 Verification of past service Records, Etc of Lateral Entrants:
Management of the Bank may, if felt necessary, enquire into the past service records of a lateral
entrant or verify the authenticity of any certificate or all certificates/ testimonials submitted by any
lateral entrant regarding his/ her experience or qualification shall make him/her liable for punishment
as per Brac Bank Employee (Discipline & Apparel) Rules-2003.
3.1.13 Disqualification for Recruitment:
HR Department will consider the following as disqualifications for employment:
I.A person less than 18 years of old shall not be recruited.
II.A person mentally unfit, incapable etc.
III.A person, who has been forced to retire or dismissed or removed from government
services or from the services of any organization as a result of disciplinary
action taken in pursuance of relevant rules or regulations in force.

3.1.14 Re-Employments:
A former employee may be re-employed through a new recruitment without having any relation to
his/her prior employment.
Former staff may be considered for re-employment through open competition, if they have been
retrenched of if they resigned due to personal problem. The personal confidential file to be reviewed
to ensure that the person under consideration for re-employment has not been marked as ‘DO NOT
REHIRE’. In both cases re-employment will be competitive and not automatic.
However, in case of retrenchment and again re-employment in the same job, the employee’s previous
salary will be taken to consideration.
Certain types of resignation circumstances also prohibit an individual from being re-employed,
including:
1. forced resignation
2. protest resignation
3. resigned during probationary period and
4. Poor performing staff who resigned.
3.1.15 External Sources:
A) CANDIDATE SEARCH:
The Human Resources function will source candidates and provide a shortlist for review by Line
Management. Company can hire employee through various external sources, Depends on companies
needs. To source candidates the following methods should be considered:
I.Data Company of CVs

II.Advertisements (Local and International press)
III.Online job circular
IV.Referrals.

B) Liaison with Sources of Supply Of Labor And Newspaper Announcements:
Notifications about vacancies will be circulated widely in daily newspapers or online jobsite or
Recruitment agency or University campus and other media depending on necessities. It may be
circulated in one or two or all the media at a time, Management has sole rights to take decision
regarding this.
C) Quality Control of Advertisement:
The advertisement will be reviewed against the standard format. HRM must ensure that BRAC
BANK LIMITED external image is maintained properly, and so that consistency between projects is
achieved.
3.1.16 Minimum Notice Period:
The minimum notice period between advertisement and competition closure is normally 7 working
days, but HR dept will take final decision regarding this.
3.1.17 Cost Associated With Interview of Candidates:
Brac Bank Limited. no longer pays expenses of candidates for attending interviews.
3.1.18 Composition of the Recruitment Board:
The recruitment Board must consist of more than one employees including one representative must
from HR Department. It may represent diversity in terms of gender. While it is vital that at least one
member of the Board have adequate knowledge about the job and have specific skills and
competencies of the position being interviewer (generally the line manager can do this),it is equally
important that others bring a broader perspective about what Brac Bank Ltd does to the recruitment
process.
3.1.19 Screening of Applications:
After receiving applications HRM will count/check against the HRIS as the initial screening process.
HRM must ensure careful handling of applications at all stages of the process to ensure that no
applications are misplaced. HRM must also ensure the eligibility of the candidates applying.

After completing all the screening process the short listed CVs will be sent to the Head of the
employing unit/department.
3.1.20 Compile a recruitment board:
For short-listing, written test and viva voice, the recruitment board will be compiled as follows,
ensuring that all members are at least one Grade above that of the position.
I. Short-listing-is generally done by one HR Representative.

II. Written Test- is conducted by –one person from other department and one HR Representative.
III. Viva voice- is conducted by at least 3 persons, Manager of concerned Dept, one HRM
representative and one person from another Department.
3.1.21 Interview:
Interview questions should center around regions applicable to the execution of the activity. A
similar least arrangement of inquiries must be asked of applicants, despite the fact that the board
may make extra inquiries at their attentiveness.
Any inquiry, situation or circumstance given to applicants amid composed or oral tests must bear a
pertinence to the required aptitudes or capabilities for the position. Question must present a
constructive expert picture of BBL and will not provide reason to feel ambiguous about the
trustworthiness or limit of any individual or unit inside BBL or in another association.
Amid meeting time there ought to be pursue a hopeful evaluation frame to look the review the
applicant.
3.1.22 Short-Listing of application:
Before starting, responsible person(s) shall fix up strategy on the basis of number of positions &
number of applications received, it may be reduced through primary initial screening a standard
qualitative screening tool may be utilized to ensure transparency. Criteria should relate to
competencies defined for the position and evidence of Brac Bank Limited requirements for
employees.

3.1.23 On-Discrimination:
Brac Bank Limited believes in equal employment opportunity. BBL will not discriminate against a
candidate’s religion, culture, physical handicap, age, etc., unless such aspect is directly related to
requirements of the job. However, consideration in a positive sense may be given to a person’s
religions, sex, and ethnicity to promote gender and diversity.
3.1.24 Disqualification of repeat applicants:
The candidates who are called for final selection or finally selected for joining but not joined or
already joined the organization and left at training period are disqualify from further consideration.
3.1.25 No Objection from Current Employer:
Candidates must create abdication acknowledgement t and discharge arrange in unique structures
from his or her former association earlier a meeting with Brac Bank Limited The first duplicate of the
acquiescence acknowledgment and discharge arrange on authority letterhead must be confirmed first
by HR. Division before marking an arrangement letter. A checked duplicate of the 'No Objection'
endorsement, alongside instructive and encounter testaments will be kept up in the Personal
Confidential File.
3.1.26 Other Interest outside Employment:
Before starting the job employee should inform the HR Department if he or she maintains other
income-sources.
a) Other income-sources (legal or illegal): Management of BBL does not give permission to
employees other income-sources while he is a member of the organization.
3.1.27 Salary Negotiation: Once the candidate is selected, the Human Resources Department will
negotiate the salary to be offered. The employing department should be kept fully briefed
of the status and any problems that may develop.
The negotiation will take into account the Following
1. Availability of the skill/s in the market.

2. Candidate's current compensation package.
3. The market rate for the job.
4. Internal parity vis-à-vis employees in similar jobs with equivalent experience levels
and skills should be maintained.
Reference Checks:
Once the selection is completed, Human Resources Department will carry out reference checks on the
candidate. These reference checks will include
1. Background check/Reference investigation: Reference checks to verify factual information

previously provided by the applicant and to uncover damaging information such as criminal
record, suspended driving license etc.
2. The actual background investigation and reference can take many forms or any single form
depends on situation.
3. Management must try to verify an applicant’s current (or former) position and salary with his
or her current (or former) employer by phone. (Assuming doing so was cleared with
candidate).
4. Management may call applicant current or previous supervisor to try to discover more about
the person’s motivation, technical competence and ability to work with others.
3.1.28 Internal Recruitment Process:

a) Search : Internal candidates will be given first preference for all vacancies unless the job is
such that specialized skills are required, which are not available within the Company. The
methods of sourcing internal candidates would be :
Identified candidates within the Company as per succession plan.
Identification of candidates within the Company with required profile and experience.
b) Screening of Applications
The initial screening of applications would be done by Human Resources Department and the
immediate manager of the position being recruited. Initial interviews of the short listed
candidates would also be done jointly.

c) Selection
The final shortlist of candidates will be interviewed by the HR manager / department head.
Based on this, a final decision to select the most appropriate candidate will be made by the
head of the department.
All candidates who had applied to the internal advertisement should be informed on the final
selection decision within a week of completing the selection exercise.
3.1.29 Terms & Conditions of Employment:
3.1.29.1 Working Hours:
Office hours are from 10.00 a.m. to 6.00 p.m. on Sunday through Thursday.
A lunch break of 1 (one) hour between 1.30 p.m. to 2.30 p.m. will be facilitated.
The working hours and schedules of other activities are set in line with business needs and will be
based on a 48 hours working week.
3.1.29.2 Probation:
All Bangladeshi permanent employees are required to undergo a probationary period of 1 year. If the
performance of an incumbent is not found suitable during the first 1 year; the probation period may be
extended for another 6 months with clear targets. The duration of the probation period may be varied
at the discretion of the Company.
3.1.29.3 Confirmation:
HR will inform the Line Managers two weeks in advance from the date of their subordinate’s
confirmation. All Line Managers will evaluate their employees in the prescribed Probation Appraisal
form and rate their performance during the probation period. Based on the performance ratings; HR
may adjust the salary level for employees.
No confirmation letter will be issued until a Probation Appraisal form is completed and duly signed
by the Line Manager and Department Head.
3.1.29.4 Transfer:
The Company at its absolute discretion may transfer an employee from one job to another or one
location to another or from one department to another, one Head Office entity to another, within and
outside Branch office should it be required for business requirements or training & development
purposes or any other business requirements. The transfer will be communicated through Head office.
A copy of the transfer letter duly authorized will be handed over to the employee only if there are
changes in the terms and conditions of employment.
3.1.30 Promotional Policy:
3.1.30.1 Promotion:
Promotion will be considered as “Vertical elevation in organizational hierarchy usually with enhanced
pay, allowances and status”
3.1.30.2 Objectives of Promotion Policy:
1. Giving chances of headway and a vocation way to the Bank's workers especially the individuals
who by methodicalness of their exhibited legitimacy and execution show momentous potential for
acceptance of higher obligations adding to Bank's advancement.
2. Giving due significance to justify/execution/probability of representatives.
3. Holding great entertainers in the administrations of the Banks.
4. Empowering and rousing the normal entertainers to improve the situation.
5. Giving due acknowledgment to status and in addition up degree of scholarly and expert capability
of representatives amid administration period.
6. Advancing based on need of the Bank i.e. business extension/branch development and future
development potential.
3.1.30.3. Promotion Factors:

1. Academic as well as professional qualification
2. Knowledge of banking rules & regulations
3. Job performance as evident from performance Appraisal Reports.
4. Length of service or seniority in the grade.
5. Powerful for development and contribution to the growth and development of the
Bank.
6. Clean service record.
7. Smartness.

3.1.30.4 General Guidelines to be followed:
i) Promotion cannot be claimed as a matter of right or on the basis of seniority alone.
ii) Promotion will be considered subject to requirement/ vacancy/ suitability and shall be
under taken once in every year.
iii) Management reserves the right to consider accelerated or special promotion of candidates
having outstanding performance any time during the year.
iv) All promotions from one grade to another grade shall be made as per “ Promotion Policy
and Criteria”
v) Promotion exercise will be under taken every year based on APAS of the preceding 03
(three) years an/ or written test or interview, as applicable.
vi) One increment will be given during fixation of pay on promotion of employees.
vii) The Managing Director may, if necessary, constitute a Committee for the purpose of
promotion/ moderation of Annual Performance Appraisal Reports.
viii) Authority for promotion will be exercised by the Managing Director as per norms/
guidelines of Bangladesh Bank and as per Bank’s “Promotion Policy”
ix) Promotion to the rank of SEVP will be approved by the Board of Directors as per
recommendation of the Managing Director.
x) Candidates under suspension and/ or candidates against whom disciplinary cases are
pending will be eligible for promotion and their promotion, if awarded, will be released
with retrospective effect only upon disposal of disciplinary cases/ withdrawal of
suspension order.
xi) Employees who will be awarded any minor or major penalty as per Brac Bank Employees
(Discipline & Appeal) Rules-2003 as a disciplinary measure will not be eligible for
immediate next promoting exercise.
xii) Employees who will be on Study Leave will not be eligible for promotion.

3.2 Termination of Employment:
Termination:
During the probation period, the company at its absolute discretion may terminate the employment
without assigning any reasons whatsoever by giving 1 days notice in writing or payment in lieu
thereof. The employee can also terminate his or her employment by providing 7 (seven) days notice in
writing.
After confirmation of services, the company at its absolute discretion may terminate the employment
without assigning any reasons whatsoever by giving 1 (one) month’s notice in writing or payment in
lieu thereof.
After confirmation of services, the employee can terminate his or her employment by providing 2
(two) month’s notice or by paying 2 (two) month’s gross salary in lieu thereof. The Company reserves
the right not to accept the surrender of salary in lieu of notice.
Exit Process:
All permanent employees who have rendered resignation will have to complete the Company exit
process as per the following:
If an employee decides to resign, s/he will have to provide notice as per the terms of individual
employment. The exit date will be discussed and agreed with the Line Managers and the employee
will be issued written confirmation from HR on the separation/termination of services.
Prior to formal release from the company, an exiting employee will have an Exit Interview session (if
deemed required) conducted by HR. The content of the exit interview will be kept strictly
confidential. Except from HR no other function will have access to the completed form. This
information will be retained in will be kept in the personal file for the purpose of analyzing attrition
rate.
Once the date of exit is agreed the departing employee will have to complete the Clearance Form in
order to obtain official release from HR. The employee shall be responsible to return all company
property, as per the following (which includes but no limited to):
1. All company documents (electronic or paper format)
2. Keys of office, building, lockers etc
3. Company vehicle (if any)

4. Computer access authorization codes, pen-drive and other computer accessories.
5. Telephone and/or Mobile set, including SIM cards
6. Corporate credit card (if any)
7. Financial information/outstanding dues
8. Any other company property
9. Leave status and any dues
The incumbent must close all financial dealings with third party made during employment.
Dismissal:
An employee can be dismissed by the Company if an allegation of misconduct is proved against him
or her. The accused will get the opportunity to defend himself/herself. If the allegation is proved the
employee may be summarily dismissed without any notice. No long term benefits will be paid to the
dismissed employee. The list of misconducts is given below:
Following acts or omissions will be treated as misconduct. They are the following (which includes but
not limited to):
1. Willful insubordination or disobedience.
2. Theft, fraud or dishonesty in connection with the Company business.
3. Taking or giving bribes on any illegal gratification in connection with the employees or any
other employees’ employment.
4. Habitual breech of any law or rule or the Company procedure.
5. Riotous or disorderly behavior in the Company premises or any act subversive of discipline.
6. Falsifying, tampering with, damaging or causing loss of Company’s official record.
7. Any act or omission in violation of the Code of Business Ethics; issued and updated by Head
office time to time.
8. Immoral or anti social activities or sexual harassment.

9. Employed or engaged in any other establishment for an office of profit without prior
approval of the Company.
10. Engaged in a business directly or indirectly without prior declaration to the Company.
11. Divulging confidential information of the Company to unauthorized/external person(s).
Discharge:
An employee may be discharged on medical grounds for a prolonged sickness of 9 (nine) months
(continuous or intermittent) or if s/he becomes incapable of continuing the service because of illness
3.3 Disciplinary Action:
An Employee shall comply with the Company’s Code of Business Ethics, rules, regulations, policies,
standing orders and instructions as issued by the Organization form time to time. The Bank may take
disciplinary action against employees who violate any of the rules, regulations, standing orders and
instructions of the Company.
Administration of Discipline:
Disciplinary action will be based upon a sound evaluation of all relevant facts. Only after the facts are
known it is possible to determine the nature of the offence and whether or not mitigating
circumstances exits. The Company may take disciplinary action against any employee in the event of
misconduct, indiscipline or inefficiency. Depending on the nature of misconduct, indiscipline or
inefficiency, the Company will take necessary actions.
Disciplinary Procedure:
If and when necessary the company will issue First Warning Letter to the employee. After that; based
on the requirement a Second and Final Warning Letter will be given to the Employee. If the employee
does not pay proper attention to the suggested changes the company may dismiss him or her.
First Warning Letter:
If the conduct or the performance of an employee does not meet acceptable standards, the Line
Manager will discuss the matter with the Functional/Department Head. The functional head will then
proceed with the first warning letter to be issued by Human Resource Department. This letter will
contain advice on how the problems should be remedied with a clear deadline i.e. 2 months. It should
be made clear that this is a formal stage of the disciplinary procedure. The employee concern will sign
and return a copy of the letter as an acknowledgement.
Second and Final Warning Letter:
Even after issuing the first warning letter; if the conduct or the performance of an employee does not
meet acceptable standards, the Line Manager will discuss the matter with the Functional/Department
Head. The functional head will then proceed with the Second Warning Letter to be issued by Human
Resource Department. This letter will highlight the remedies/recommendations suggested in the first
warning letter contain advice on how the problems should be remedied with a clear deadline i.e. 1
month. It should be made clear that this is a formal and the final stage of the disciplinary procedure.
The employee concern will sign and return a copy of the letter as an acknowledgement.
Dismissal:
Even after issuing the second and final warning letter; if the conduct of an employee does not
improve, the Line Manager will discuss the matter with the Functional/Department Head. The
functional head will then consult the matter with HR and finally dismiss the employee.
Exceptions:
The Company reserves the right to dismiss any employee without following the aforesaid steps
depending on the nature and the gravity of the misconduct.
3.4 Employee Selection:
3.4.1 Selection:
Recruitment and choice are not synonymous. Enrollment implies declaring openings for work to the
general population so that a decent number of appropriate candidates will apply for them. When a
pool of appropriate candidates is made through enrolling, the way toward choosing candidates starts.
Determination implies browsing those candidates who are destined to prevail in the new activity.
Enrollment is the way toward drawing in a pool of contender for an empty position, and determination
is the system of picking another individual from the association from the accessible hopefuls. The
destinations of determination process are to choose a hopeful whose achievement likelihood in the
activity is the most elevated, and persuade right contender to select opportunity by legitimate
introduction of the association to the potential applicants. Cost of determination is another critical

perspective. It ought to be the undertaking of the association to limit the expense. Cost is acquired in
commercial, calling for meetings, masterminding meeting, and tests.
Job analysis information provides the description of the jobs, the human specifications and the
performance standards each job requires. Human resources plans tell employment managers what job
openings are likely to occur. These plans allow selection to proceed in a logical manner. Finally
recruits are necessary so that the employment manager has a group of people from which to choose.
These three inputs largely determine the effectiveness of the selection process.

3.4.2 Selection Process Step
6. Final Selection to
provide appointment
letter
5. Medical Test
4. Realistic job
preview
3. Reference &
Background Check
2. Interview
1. Sorting CV
Out of Selection Process

3.4.3 Selection Process
Selection is a decision making process. A process is a number of interrelated activities. The selection
process is a series of steps through which applicants pass. A well-designed selection process involves
the following steps BBL:
1. Reception of application
2. Screening
3. Application Blank
4. Employment tests
5. Interview
6. References
7. Medical examination
8. Hiring decision or employment
3.5 Screening:
This progression may include two exercises: screening applications and screening interviews.
Screening applications is the confirmation of uses against the foreordained necessities of occupation
given in expected set of responsibilities and employment detail. In light of such correlation, numerous
candidates can be screened out for their failure to meet the criteria determined in occupation detail.
Screening interviews is directed in which the hopeful is approached to introduce himself for
elucidating certain focuses, which are not unequivocal from his application.
Job Application Blank:
1. The occupation application clear gathers data about enlisted people in a uniform way. The
application clear normally contains such data as::
2. Personal information (name, address, telephone number, place of birth, sex, race, religion,
national source, wellbeing, stature, weight)..
3. Employment status (kind of work looked for, position looked for, date accessible for
4. Education capability and preparing.
5. work history or past experience,
6. Expectation of pay.
7. Memberships.
8. Awards and hobbies. .

3.6 Employment tests: These tests are devices that assess the probable match between applicants and
job requirements. These tests are conducted in order to improve the selection decisions. Tests are a
screening device. Some are paper-and –pencil tests; others are exercises that stimulate work
conditions.
1. Tests should be valid: Validity means that the test scores significantly relate to job
performance. It measures how successful is selection technique is in predicting the future
performance of the job occupant. When scores and performance are unrelated, the test is
invalid and should not be used for selection.
2. Selection interview: Interviews are most widely used device for selection. It summarizes and
integrates all information concerned with the candidate.
3. Types of Interview: There are different interview formats. Following are the types:
1. Structured (questions are predetermined and sequenced).
2. Unstructured (non-planned and non-formatted).
3. Mixed (a combination of structured and unstructured).
4. Problem solving or stress producing.
1. Medical evaluation: The selection process may include a medical evaluation of the applicant
before the hiring decision is made. The criteria for medical examination vary with the nature
of job and type of organization. For example, high standard of health is specified for defense
services. Normally the evaluation is a health checklist that asks the applicant to indicate the
health and accident information.
2. Appointment
After finishing all the selection procedure duly approved by the Managing `Director or Board the
Appointment offer is made. Appointment offer consists of joining open period, particulars of salary,
position etc. with the employment offer the required documents and pre-medical tests report are asked
by the HR to bring in the day of joining.

3.7 Training & Development policy of BBL:
BBL has its own training institute (Brac Bank Training Institute) to strengthen the capabilities of
human resources. However, there is a lack of specific training for specific jobs. As a result, the
employee has to learn things from the job by doing it practically.
3.7.1 Categories of Employee Development Training:

There are two categories Employee Development Training
1. Internal Training.
2. External Training.
3.7.2 BIBM Training:

Bangladesh Institute of Bankers Management learners are required on arranged premise to build up a
group of youthful potential crisp alumni to create them as future pioneers of the bank. The quantities
of determination decided each year relying upon the adjustments in business and turnover. The
determination procedure is done through a hardened contending strategy. The competitors are relied
upon to be with high scholarly execution. All workers should take BIBM Training.
3.7.3 Consumer training:

The Bank believes that appropriate forms of training and enabling opportunities contribute to Human
Resources Development (HRD) by way of upgrading the job skills, existing potentials. When the
employees take consumer training than easier to banking works.
3.7.4 Overseas Training:

This will refer to those events and interventions that will enable further growth and development of
employees and may require travel out of the country. This will be coordinated and arranged by Head
of HR and its budget will be located in the HRD Budget and approved.

3.7.5 Training Evaluation
The HR Division & BIBM (Bangladesh Institute of Bankers Management) arrange test about the
training for evaluating training. The test will be held after 7 days and 15 days and marking to the
relevant position.
3.7.6 Training Report

Upon fruition of preparing a worker must present an entire Training Report to the branch director
with a duplicate to HR. This incorporates interest in workshops, courses, meetings, any abroad visit
(preparing, workshop, class, nation program visits etc).The substance of this report will incorporate
just the primary purposes of the preparation. Whenever asked by the branch supervisor, an itemized
visit report for field trips, and particularly visit to different banks or money related foundations in
nation or outside the nation, ought to be submitted. Any senior representative who takes an interest in
meeting, workshops, and dialog session will impart to every other worker on come back to their
office. All representatives ought to present their report in English. All Offices/Units/Departments will
give information of their worker who have finished preparing on a yearly premise to HR to refresh the
Human Resources data in the representative's close to home document.
3.7.7 Training Analysis:
The Brac Bank training categorized into several classes. There are BIBM training, Foreign exchange
training Management, IIR training, International finance & credit (Loan & Advances, Recovery),
Money laundry, Account opening training, Consumer training, Environmental behavior Mannerism.
The company employee must be train to ensure their performance.
Bank believes that appropriate forms of training and enabling opportunities contribute to Human
Resources Development (HRD) by way of upgrading the job skills, existing potentials and growth
which benefit employee and the organization. For this purposes, the Bank helps employees to develop
their skill and knowledge therefore improving their contribution to the Bank. It is recommended that
each employee should have opportunity to upgrade their knowledge and skill through HRD
interventions which could include training, workshops, exposures, exchange visits and any other form
of development opportunity provided by the Bank.
Line managers are responsible for coaching, resources, and performance. The participants are those
who actually undergo the processes. The facilitators are Human Resource Management staff. And the
providers are specialists in the field. Each of these groups has its own agenda and motivations, which

sometimes conflict with the agendas and motivations of the others. Research has shown specific
benefits that an organization receives from training and developing its workers, including.
I. Increased productivity
II. Reduced employee turnover
III. Increased efficiency resulting in financial gains.
3.7.8 Importance of Training and Development:
1. Brac Bank Ltd. should use all the process of training.

2. Training materials should be modified with the various changes.
3. To reduce the cost of the organization can follow some other training method.
4. To achieve the training objectives organization must have to follow the procedure.
5. To motivate the trainees provide them the various opportunities.
6. Increase the technological structure and facilities.
7. Maintaining a good relation between upper level to lower level position and trainers and
trainees.
8. Finally, must maintain the monitoring and evaluating the whole performance.

Conceptual frame of Brac Bank training program:

3.7.9 On the Job Training:
Foundation courses have two parts: theoretical training in the academy and job rotation. The officers
on probation are required to undergo both in a period of one year. During this period, three-phased
training programmed is effective. On theoretical training say, general banking, the officers are
required to undergo rotation in general banking activities under the supervision of HRD.
3.7.10 Off the Job Training:
Class Room or lecture is best use to create make comprehension of a point or to impact demeanors
through instruction about a theme. In its easiest frame the address is only informing somebody
concerning something.
Video Presentation allows the trainee and enables the learner to be set into a genuine activity
circumstance, take care of a particular issue, and get quick criticism as to powerful of the choice
made. This preparation can be as basic as giving some decisive or procedural information, or
unpredictable as instructing how to finding or enhance relational abilities.
Laboratory Training designed the interpersonal skills, Research center Training outlined the
relational aptitudes, which can be help for future occupation duties; its principle frame is affectability
preparing which expands a man's affectability to other..
Case Study attempt to simulate decision making situation and Contextual investigation endeavor to
reproduce basic leadership circumstance that learner may discover at work. The student must make
certain judgment and recognize conceivable answer for the issue. This preparation is particularly vital
for best administration representatives. By this preparation they find out about the genuine theoretical
conditions.
3.8 Faculty of BBL training program:
The academy has built up a pool of knowledgeable within the bank. In addition to permanent and
professional trainers, speakers are drawn from operational side so that on the job experience may be
exchange and shared. Over and above, speakers from Central Bank, professional training institutions,
universities, research organizations and Govt. organizations are also invited to share views and
experience. Senior and retied bankers are also regularly to enhance effective of training.

3.9 Salary and Benefits:
▪ Salary: Salaries are the payable to the clerical, supervisory and managerial employees by the
employer in exchange of their performance.
Name Basic House Medical Convince Utility House Gross

Salary rent Allowance Mainte- Salary
Nance
Mr.Istiak U. 49500 24750 12375 3000 14850 9900 111675
Ahmed 100% 50% 25% 30% 20%
( AVP)
Md. Hafizur 44000 22000 11000 3000 13200 8800 101000
Rahman 100% 50% 25% 30% 20%
(FAVP)
Mr. Sharmin 40400 20200 10100 3000 12120 8080 93900
Sultana 100% 50% 25% 30% 20%
(SEO)
Mr.Ilias Ahmed 40400 20200 10100 3000 12120 8080 93900
Chowghury 100% 50% 25% 30% 20%
(SEO)
Md. Faruk 34000 17000 8500 3000 10200 6800 79500
Hossain 100% 50% 25% 30% 20%
(EO)
Ms. Rezwana 30000 15000 7500 3000 9000 6000 70500
Akram Nomi 100% 50% 25% 30% 20%
(EO)
Md. Abdullah – 34000 17000 8500 2000 10200 6800 78500
All-Hasan( EO) 100% 50% 25% 30% 20%
Md. Subarna 25800 12900 6450 2000 7740 5160 60050

Kamar 100% 50% 25% 30% 20%
(FEO)
MS. Mosammat 24000 ©Daffodil
12000 6000International University 7200
2000 4800 56000 45
Hasina Akter 100% 50% 25% 30% 20%
(FEO)
Ms. Falguni Dev 24000 12000 6000 2000 7200 4800 56000
(FEO) 100% 50% 25% 30% 20%
Md. Subarna 24000 12000 6000 2000 7200 4800 56000

Kamar Pal 100% 50% 25% 30% 20%
(FEO)
Md.Alamgir 24000 12000 6000 2000 7200 4800 56000
Kabir 100% 50% 25% 30% 20%
(FEO)
Md. Mohammad 24000 12000 6000 2000 7200 4800 56000

Arifur 100% 50% 25% 30% 20%
(FEO)
Ms. Shanjida 14000 7000 3500 2000 4200 2800 33500
Khatur 100% 50% 25% 30% 20%
(
OFFICER)
Md. Shahad Uddin 14000 7000 3500 2000 4200 2800 33500
100% 50% 25% 30% 20%
Officer(CASH))
Ms. Dilruba 18000 9000 4500 2000 5400 3600 43500
Sultana 100% 50% 25% 30% 20%
Officer(Cash)
18000 9000 4500 2000 5400 3600 43500
Ms. Shefali 100% 50% 25% 30% 20%
Akther
Officer(Cash)

3.9.2 Salary Analysis
Brac Bank Limited is a highly capitalized new generation Bank. There salary stander highly basis.
The Company employees get (First Executive Officer) 50%house Rent, Provident Fund (Bank
contribution)10% of basic pay & Medical Allowance 3000, Conveyance Allowance 1000, Utility
Charges 2000, Leave Fair Assistance 3000. There is Some Deduction that is Provident Fund (Bank
contribution) 20%, Income tax on salary, Revenue Stamp 5.00, ESSS Fund 100.00, Leave Fair
Assistance 3000. The management will ensure that the payment of wages along will be made at a
time for the workers within 28th of every month and the management will also ensure that all workers
are given pay slips prepared in native language showing all necessary breaks up prior to the
disbursement of their wages.
3.9.3 Other Benefits:

Employee gets two festival bonuses in a year. They also get loans including house loan, car loan.
1. Maternity leave:
According to the govt. rule this leave is applicable for BBL employees & the officials enjoy this leave.
2. Sick leave:
The sick leave is granted when an employee is unable to perform his duties on account of his/her
sickness. In case of BBL, it is maximum 10 days.
3.9.4 Loans against Salary:
To meet the financial needs for any acceptable purpose, this loan can be given.

Table: Features of Loan against Salary
Features Description
Loan Amount(Min) 8 times if gross salary where the organization of the
applicant would have Memorandum of Understanding
with BBL subject to highest Tk. 3, 00,000.
6 times of gross salary where the organization of the
applicant would have Memorandum of Understanding
with BBL subject to highest Tk. 3, 00,000.
Rate of Interest 16%

Tenor 3 years (max).
Down payment N/A

Repayment method Monthly equal installment
Disbursement mode Client’s savings account or sometimes cash disbursement.
Other charges 1% on the loan amount or Tk. 1000 whichever is
Risk fund higher+15%VAT

N/A
Penalty Charge N/A

Stamp Charge Tk. 320
Early Settlement At any time with no penalty charge

Criteria for application (Age Any Bangladeshi citizen of 21-65 years at the time of
Minimumlimit)
service length maturity
Minimum service length of loan.
1 year and must be a
Minimum Monthly Income confirmed employeeN/A

(For salaried individual)
Guarantors N/A

3.10 Car Loan:
For purchasing of non-commercial, new and reconditioned vehicles, this loan is given for personal use
of the individual.
Table: Features of Car Loan
Feature Description
Loan sAmount(Min) Tk. 4,00,000(For both new and reconditioned car)
Loan amount(Max) Tk. 20, 00,000 or 90% of the vehicle price.

Tenor 6 years (max) for brand new cars and 5 years (max) for
Down payment reconditioned

10% car.
of the loan amount
Disbursement mode Pay order directly issued in the name of respective car
Other charges company.

1% on the loan amount or Tk. 1000 whichever is
Penalty Charge 2% ofhigher+15%VAT

the installment overdue
Stamp Charge Tk. 475

Criteria for application(Age Any Bangladeshi citizen of 25-60 years at the time of
Minimum limit)
Monthly Income maturity
Tk. 20,000 of loan.
for salaried individuals
Guarantors Tk. 40,000

Twofor businessman
persons.

3.11 Travel Loan:
To meet the financial needs for travel purpose, this loan can be given. Features of this loan are
following:
Table: Features of Travel Loan
Feature Description
Loan Amount(Min) Tk.20,000

Loan amount(Max) Tk. 2,
00,000.
Tenor 3 years (max).
Down payment 10% of the loan amount
Disbursement mode Clients’ savings account or sometimes cash
Other charges 1% on the loan amount or Tk. 1000 whichever is

disbursement.
Risk fund 1% on loan amount.

higher+15%VAT
Penalty Charge 2% of the installment overdue
Stamp Charge Tk.320
Criteria for application(Age Any Bangladeshi citizen of 25-65 years at the time of
Minimumlimit)
service length Minimum service length of loan.
maturity 2 year and must be a
Minimum Monthly Income Tk. 12,000 for salaried

confirmed individuals
employee(For and individual)
salaried Tk. 25,000 for
businessmen(For rented people) Tk. 10,000 for salaried
individuals and Tk. 15,000 for businessmen( for those
who are residing in his/her own or family residence) Tk.
10,000 for Govt., Semi-Govt and autonomous bodies’
Guarantors employees. Two persons.

3.12 Performance Appraisal:
Performance appraisal is an important phenomenon of any organizations. Different organizations
follow different types of performance appraisal and promote, transfer give rewards. Brac Bank
Limited follows the under noted procedures for evaluate their employees:
3.12.1 Methods of Performance Appraisal:

There are various methods that are followed by different organizations for effective performance
appraisal of their employees. These methods are as follows
1. Ranking Method
2. Graphic Rating Scale Method
3. Paired Comparison Method
4. Forced Distribution Method
5. Anchored Rating Scales
6. Management by Objectives (MBO) Method
7. Mixed Methods
3.12.2 Analysis the Performance Appraisal (PA):

Once the workers have been chosen prepared and persuaded, they are then evaluated for their
execution. Dad is where the administration discovers how powerful it has been at enlisting and putting
representatives. On the off chance that any issues are recognized, steps are taken to speak with
workers and to cure them.
Associations require predictable levels of superior from their workers with the end goal to make due
in an exceedingly focused condition. Most associations have a few types of execution examination of
their representatives. Assessment of worker is a standout amongst the most widespread practices of
administration. It is connected formally or casually to all representatives. It implies numerous things
to numerous individuals. It is an estimation procedure; it is an activity in perception and judgment; it
is an input procedure. It is a control gadget, or, in other words the association to achieve their
foreordained objectives. Execution alludes to a worker's achievement of appointed errands. Execution
implies completing an occupation viably and effectively.
Dad is a procedure of assessing a representative's execution of work as far as its prerequisites.

Execution examination is the way toward assessing the execution of representatives, offering that data

to them and hunting down approaches to enhance their execution. It gives the premise to evaluation of
representative commitments, instructing for enhanced performed and appropriation of monetary
prizes. It alludes to the result of the conduct of representatives. Hence execution examination implies
choosing the estimation of work done by a person. It is a procedure by which associations assess
singular employment execution. Rating is given numerically to enable an average score to be
computed and compared for each employee.
1. Knowledge of the job
2. Reliability
3. Cooperation
4. Initiatives
5. Quality of work
6. Sense of responsibility
7. Productivity
8. Punctuality
3.12.3 Common elements of performance appraisal process:
Performance appraisal is a process involving such steps as:
1. Setting performance standard,
2. Communicating performance expectations to employees,
3. Measuring actual performance,
4. Comparing actual performance with the standards,
5. Discussing the appraisal results, and
6. Initiating corrective actions, if necessary.
The appraisal process begins with The evaluation procedure starts with foundation of execution
principles as per the association's vital objectives. Examination frameworks require execution
principles, which fill in as benchmarks against which execution is estimated. To be powerful
benchmarks should identify with the coveted consequences of each activity. Occupation investigation
reveals particular execution principles by breaking down the execution of current workers. To
consider workers responsible, a composed record of the benchmarks should exist and representatives
ought to be instructed with respect to those models previously the assessment happens. On the off
chance that execution benchmarks are not work – related, the assessment can prompt off base or one-
sided results; hurting the troughs' association with their representatives and damaging equivalent
business opportunity decisions. Execution assessment additionally requires solid execution measures,

the appraisals used to assess execution. To be useful, they should be anything but difficult to utilize,
be dependable and give an account of the basic practices that decide execution. Execution estimates
likewise might be emotional or objective.
3.12.4 Qualities of a Good performance appraisal System:
The performance appraisal system
1. Is an organizational necessity?
2. Is based on well-defined, objective criteria.
3. Is based on careful job analysis.
4. Uses only job related criteria.
3.12.5 Uses or Benefits of performance appraisal:

Performance appraisals are about employee performance and accountability. In a globally competitive
world, companies need high performance. At the same time, employees need feedback on their
performance as a guide to future behavior. Appraising employee performance is useful for
development and administrative purposes. Performance appraisals have many uses, such as
1. Motivating and allocating rewards employees such as promotion and salary increases.
2. Allocating resources in a dynamic environment.
3. Identifying areas where development efforts are needed. Performance appraisal is a major tool
to identify employee skill and knowledge deficiencies.
4. Coaching and developing employees.
5. Giving employee feedback about their work.
6. Maintaining fair relationships within groups.
7. Appraisal systems are necessary for proper management and for employee development. It
serves to stimulate and guide employee development.
3.12.6 Rating scales:

It requires the rater to provide a subjective evaluation of an employee’s performance along a scale
from low to high (from poor to excellent). The evaluation is solely based on the opinion of the rater.
In most cases, the criteria are not directly related to job performance. Rather evaluation is based on
traits- qualities that employee shows in his work. He is judged on such things as knowledge of the job,
reliability, initiative and sense of responsibility. The rater rates the subordinates by marking a letter or
figure on a scale. Immediate supervisor usually completes this form.

3.12.7 Performance Appraisal system as an extension of job design:
Recruiting, Compensation
interview, and decision
selection
Performance
Orientation and Feedback
training
Coaching,
Job analysis Performance
training and
Job
Standard and development
description
goal statement
And
Specification
Performance Promotion
Performance
Appraisal forms Decision
Appraisal
Job evaluation Transfer,

demotion and
Separation
decision
Certification and
Renegotiation
Of roles
Criteria for
validating,
Career Recruiting and
progression Selection
Ladders Procedure

3.12.8 Performance tests and observations:
With a limited number of jobs, performance appraisal may be based on a test of knowledge and skills.
The test may be of paper- and- pencil variety or an actual demonstration of skills. The test must be
reliable and validated to be useful. Practicability may suffer when cost of test development is high.
3.12.9 Ranking method:

Under this method the rater places each employee in order from best to worst. All the personnel
department knows is that certain employees are better than others are. It does not know by how much.
This method is subject to halo and regency effect, although rankings by two or more raters can be
averaged to help reduce biases.
3.12.10 Point allocation method:

It requires the rater to allocate a fixed number of points among employees in the group. The rater
allocates 100 points to all employees according to their relative worth. The employee with the
maximum point is the best employee. Good performers are given more points than poor performers.
The rater can recognize the relative differences between employees.
3.12.11 Necessity of the performance Appraisal System:

There is a need for performance appraisal system in every organization The underlying rationale of
the system comes from the need for evaluating and recognizing employees job performance with
request to job requirements and providing performance feedback/ counseling and allocation
rewards/opportunities for future growth and development all of the respondents of the study
unanimously expressed their viewpoints that there is a need for performance appraisal system in the
organization All 100% respondents know that this process exists in the organization and the
importance of the system is unquestionable to all respondents

Chapter
Four
Findings

Findings
Findings:
As an organization the Brac Bank Limited has earned the reputation of top banking operation in
Bangladesh. With a bulk of qualified and experienced human resource, Brac Bank Limited can exploit
any opportunity in the banking sector. It is pioneer in introducing many new products and services in
the banking sector of the country. Moreover, in the overall-banking sector, it is unmatched with any
other banks because of its wide spread branch networking thought the country. But still, there are
some problems in the Bank. These are in the following:
Problems in Appraisal System

Poor appraisal system is one of the major problems of Brac Bank Limited. Even, there is not any
standard and effective feedback system. Higher salary is not the only thing that employees want, they
also need appraisal to feel valued and affirmed in the organization.
Salary Structure:
Majority of the BBL of Gulshan employees are not satisfied with their salary. It is seen that their
salary are not adjusted even though every year we are having at least 6% inflation. It means same
money but the value of their money is less. They need to spend more money but they are not earning
more. It makes them dissatisfied.
Absence of HR involvement with the Employees

The HR cannot play a significant role in ensuring the employees are treated right and are motivated.
There is a lack of co-ordination between HR and other department which is creating more problems
internally.HR involvement with the employee is very important in an organization.
Lack of Co-ordination with other related Division:

Brac Bank has maintains a few co-ordinations with the related divisions and departments. Lack of co-
ordination caused a lot of suffer of the risk managers as well as the customers.

Absence of Skilled & highly educated staff:
Brac Bank requires skilled and highly educated staff. There is a deficiency of expertise people in HR
department of this bank. Nowadays, there is large number of M.B.As who is unemployed.
These young people have the knowledge and skill to compete in this competitive and
dynamic environment of banking. Brac Bank should recruit new young professional.
Lack of Adequate Training & Development opportunity:

Proper training is very important issue for the employees of Financials organization. In Brac Bank
proper training need requirement is not justified rather done by the employee’s personal interest.
Biasness in recruitment in few cases:

Sometimes, recruitment is done on the basis of nepotism.. The employee referral minimizes recruiting
cost or advertisement cost. But it often does not help the company to get the best lot in the market.
External Inequity
Brac bank compensation structure establishes organizational internal equity. But in case of fringe
benefit. But in case of external equity the Bank is lagging behind. External as well as internal equity
play an important role in an organization’s design of its compensation structure. In this essay, it shall
examine the total compensation plans for the Home Depot Corporation and IBM Global Services,
focusing on internal as well as external equity.

Chapter
Five
Recommendations And Conclusion

5.1 Recommendations:
The report has been prepared on the basis of the practical experience and exposure in Brac Bank
Limited for just three months. Banking sector is very vast and complex so it is not easy for me to
recommend some issues which enhance the performance level of the organization. During my
internship period I have found some shortcomings regarding operational and other aspect of banking.
The followings are the recommendations to overcome the problems identified:
1. Identical Human Resource Policy: There should be a unique HR policy in the organization
immediately; through the recognition of HR policy is under progress supervised by the
Manager and the head of HR.
2. Human Resource Development: There should be all kinds’ development activities as

individual, career and organizational by the Human Resource Department for enhancing the
employee’s growth as well as achieve organizational hierarchy.
3. Ensuring Training and Development: BBL has all the potential capacities to make its
representative more proficient and help being the future pioneer. Preparing is a typical
practice for the representatives of any bank. This preparation ought to be composed by the
human asset division just through need appraisals. It very well may be looks at through the
execution assessment process by which HRD will figure out where he/she ought to have
some more introduction.
4. Proper Performance Appraisal System: The current examination framework can be
changed or adjusted and new framework could be produced which will explain the precise
picture. The criteria of assessment should cover more skills of a worker. The framework
could cover criteria as individual, social alongside the center business capabilities. The
outcome can be utilized for preparing need evaluation and help taking legitimate improvement
activities

5. Linkage among Other Division: A division like HRD can't perform in seclusion where
Human Resource Department is in the center of all other office with the duties of amplifying
the representative's advantages and also accomplishing authoritative destinations. For better
administrations, HRD must build up a legitimate linkage inside the other useful divisions..
6. Proper Reward and Recognition: Only higher salary package cannot satisfy a self motivated
and exposed employee in higher level. The employee wants recognition and reward for their
self actualization. A proper reward system should be established on the basis of performance
7. Establish Competitive Salary System: The salary of the trainee officer should be increased
then the employee’s motivation will be strong.
5.2 Conclusion:
BRAC Bank plans to set measures as the market pioneer in Bangladesh. It exhibits that a privately
claimed foundation can give proficient, inviting and present day managing an account benefit on a
beneficial premise. Human Resource Department is the most secret office for any association and in
addition Human Resources Division in BRAC Bank Limited. Here as an understudy, constrained data
was gathered for setting up this report as a result of an excess of secrecy
It was a respect to fill in as an assistant in a rumored association like BRAC Bank Limited. The
BRAC Bank Limited is a bank that affirms the best support of the clients and to the workers by
Human Resource Division. BRAC bank Limited is the quickest developing Bank in Bangladesh. By
working in HR Division the information was scholarly would be sufficiently useful to maintain with
the genuine hierarchical condition.

Bibliography
A. Text References:
1. http://bracbank.com/financialstatement/BRAC Bank Annual Report 2009.pdf
2. http://bracbank.com/company_profile.php
3. www.bracbank.com/php/include_gen
4. Human Resource Manual of BRAC Bank Limited.
5. Some information about HR from Md. Sanjidul Bari; HR Relationship Manager, Wholesale
Banking
6. Several Booklets & Newspapers from BRAC Bank Limited.
7. Different types of products of BRAC Bank Limited i.e. Leaflets, Brochures, Synopsizes etc.
8. Allan Price, “Human Resource Management in a Business Context”, 3rd Edition.
9. Ricky W. Griffin, “Management”, 9th Edition.
10. Cynthia D. Fisher, Lyle F. Schoenfeldt, James B. Shaw “Human Resource Management”, 6th
Edition.
David A. DeCenzo & Stephen P. Robbins (1999), “Personnel/Human Resource Management”,

Third edition, Prentice Hall: London
B. Journals:
1. Adhikery, B.K. (2004), “Loan Classification and Provisioning System of the Banking
Sector”, Journal of the Institute of Bankers Bangladesh, 50 (1), 45-58.
2. Chowdhury, O. (2004), “Bank’s Non Performing Loan- Some Lesson for Bank Lending”,
Journal of the Institute of Bankers Bangladesh, 50 (2), 183-193.
C. Web References:
1.http://www.bracbank.com/info_branch_list.php (On 19/03/16, 05 pm)

2.http://www.bracbank.com/about_profile.php (On 19/03/16, 09 pm)
3.http://www.bracbank.com/info_interest_rate.php (On 19/03/16, 07 pm)
4.http://www.bracbank.com/about_bod_home.php (On 19/03/16, 11 pm)
5.http://www.bangladesh-bank.org/pub/annual/anreport/ar1011/index1011.php (On 24/10/16,
07 pm)
6. http://www.bb.org.bd/aboutus/regulationguideline/guidelist.php (On 24/04/16, 09.30 pm)
7. http://en.wikipedia.org/wiki/Banking_in_Bangladesh (On 04/04/16, 8.30 pm)
8. http://www.thefinancialexpress-bd.com/more.php?news_id=133874&date=2012-06-22
(On 01/04/16, 06.45 pm)
9. http://www.worldbank.org/en/news/2012/10/21/bangladesh-economic-update-october-2012-
resilient-growth-likely-to-continue-in-bangladesh (On 01/04/16, 07 pm.

Appendices
I. Balance Sheet
II. Profit & Loss Account
III. Statement of Cash Flow
IV. Statement of Changes in Equity
V. Liquidity Statement

BRAC BANK LIMITED
Balance Sheet
As at 31 December 2014
2014 2013
Note
Taka Taka
On-shore Off-shore Total Total
PROPERTY AND ASSETS
Cash 3 17,066,706,526 22,459,941 17,089,166,467 17,161,415,027
Cash in hand 7,558,012,102 - 7,558,012,102 8,525,477,864
(Including foreign currency)
Balance with Bangladesh Bank and its agent Bank(s) 9,508,694,424 22,459,941 9,531,154,365 8,635,937,163
(Including foreign currency)
Balance with other Banks and Financial Institutions 4 33,229,372,473 3,210,920,712 24,579,061,716 9,208,271,163
Inside Bangladesh 23,483,319,659 - 23,483,319,659 8,916,887,987
Outside Bangladesh 9,746,052,814 3,210,920,712 1,095,742,057 291,383,176
Money at call and short notice 5 - -
Investments 6 23,898,595,008 - 23,898,595,008 21,298,625,661
Government 20,559,303,620 - 20,559,303,620 19,365,124,617
Others 3,339,291,388 - 3,339,291,388 1,933,501,044
Loans and advances 7 104,741,460,561 17,199,092,572 121,940,553,133 117,110,645,783
Loans, cash credit, overdrafts etc. 104,159,315,987 17,199,092,572 121,358,408,559 116,280,078,440
Bills purchased & discounted 582,144,574 - 582,144,574 830,567,343
Fixed assets including premises, furniture and fixtures 8 2,893,176,476 - 2,893,176,476 2,449,953,340
Other assets 9 13,946,856,453 258,984,795 14,192,518,925 12,483,828,281
Non-banking assets 10 - - - -
Total Property and Assets 195,776,167,497 20,691,458,020 204,593,071,725 179,712,739,255
LIABILITIES AND CAPITAL

Liabilities
Borrowings from other banks, financial institutions & agents 12 3,254,991,468 16,081,441,000 7,475,201,000 11,701,711,750
Borrowings from Central Bank 13 2,387,403,892 - 2,387,403,892 1,437,826,249

Convertible Subordinate Bonds 14 3,000,000,000 - 3,000,000,000 3,000,000,000
Money at Call and Short notice 15 1,220,000,000 - 1,220,000,000 2,847,513,000
Deposits and other accounts 16 144,690,809,127 3,773,295,140 148,464,104,267 127,891,536,310
Current accounts & other accounts 49,378,335,339 3,123,611,066 52,501,946,405 42,216,497,018
Bills payable 1,035,003,538 - 1,035,003,538 991,931,891
Savings deposits 25,820,159,618 - 25,820,159,618 20,832,605,144
Fixed deposits 68,028,291,960 649,684,074 68,677,976,034 63,666,217,405
Other deposits 429,018,672 - 429,018,672 184,284,852
Other liabilities 17 23,919,964,806 383,323,987 24,289,966,469 20,951,049,374
Total Liabilities 178,473,169,293 20,238,060,127 186,836,675,628 167,829,636,683
Capital and Shareholders' Equity
Paid up share capital 18.2 7,092,873,210 - 7,092,873,210 4,433,045,760
Share premium 18.8 3,622,522,880 - 3,622,522,880 1,406,000,000
Statutory reserve 19 3,470,350,332 - 3,470,350,332 3,281,594,097
Revaluation reserve 20 693,004,816 - 693,004,816 744,701,943
Surplus in profit and loss account/Retained Earnings 21 2,424,246,966 453,397,893 2,877,644,859 2,017,760,772
Total shareholders' equity 17,302,998,204 453,397,893 17,756,396,097 11,883,102,572
Total Liabilities and Shareholders' Equity 195,776,167,497 20,691,458,020 204,593,071,725 179,712,739,255

BRAC BANK LIMITED
Balance Sheet
Off Balance Sheet Items Note 2014 2013

Taka Taka
Contingent Liabilities
Acceptances and endorsements 7,433,193,266 6,566,695,163
Letter of guarantees 4,250,216,847 6,383,222,685
Irrevocable letter of credits 17,331,651,842 11,572,885,095
Bills for collection 343,486,634 513,609,666
Tax liability 23.6 43,700,000 143,894,928
Other contingent liabilities 8,311,105,241 3,044,281,070
Total Contingent Liabilities 37,713,353,830 28,224,588,607
Other Commitments
Documentary credits and short term trade related
transactions - -
Forward assets purchased and forward deposits placed - -
Undrawn note issuance and revolving underwriting facilities - -
Undrawn formal standby facilities, credit lines and other
commitments - -
Total Other Commitments - -
Total Off-Balance Sheet items including contingent liabilities 23 37,713,353,830 28,224,588,607
These Financial Statements should be read in conjunction with the annexed notes.
Managing Director & CEO Director Director Chairman
Auditors' report to the shareholders

See annexed report of date
Hoda Vasi Chowdhury & Co

Dhaka: 16 March 2015 Chartered Accountants

BRAC BANK LIMITED
Consolidated Profit and Loss Account
For the year ended 31 December 2014
2014 2013
Note
Taka Taka
Interest income 25.a 22,269,682,075 18,715,692,063
Interest paid on deposits and borrowing etc. 26.a 13,587,368,694 11,378,701,188
Net interest income 8,682,313,381 7,336,990,875
Investment income 27.a 2,486,217,457 2,766,048,421

Commission, exchange and brokerage 28.a 3,454,502,102 3,567,356,522
Other operating income 29.a 1,543,282,208 736,633,034
Total operating income 16,166,315,148 14,407,028,852
Salaries and allowances 30 3,477,501,367 3,375,600,927

Rent, taxes, insurance, electricity etc. 31.a 983,240,836 910,750,021
Legal expenses 32 161,353,121 87,527,967
Postage, stamps, telecommunication etc. 33.a 251,483,787 259,050,809
Stationery, printing, advertisement etc. 34.a 484,864,049 897,981,495
Chief Executive's salary & fees 13,783,916 12,954,750
Directors' fees & expenses 35.a 2,842,279 3,994,064
Auditors' fee 36.a 4,864,705 3,288,067
Impairment of goodwill 30,046,781 30,046,781
Depreciation on and repairs to bank's assets 37.a 1,314,617,113 1,266,468,354
Other expenses 38.a 2,159,053,553 1,418,161,304
Total operating expenses 8,883,651,507 8,265,824,539
Profit/(loss) before provisions 7,282,663,641 6,141,204,313
Provision for:
Loans and advances 2,756,498,897 2,865,261,844
Diminution in value of investments 30,000,000 47,500,000
Off balance sheet items 102,732,266 20,941,567
Total provision 39.a 2,889,231,163 2,933,703,411
Profit/(loss) before taxes 4,393,432,478 3,207,500,902
Provision for Tax:
Current tax expense 2,203,346,998 1,994,013,810
Deferred tax expense/ (income) 88,517,967 (125,864,238)
Total provision for Tax 40.a 2,291,864,965 1,868,149,572
Profit/(loss) after taxes 2,101,567,513 1,339,351,330
Appropriations:
Statutory reserve 188,756,234 347,576,811
General reserve - -
188,756,234 347,576,811
Retained earnings 1,912,811,279 991,774,519
Attributable to:
Equity holders of BRAC Bank Ltd. 1,862,564,479 1,071,808,041
Minority interest 50,246,800 (80,033,522)
1,912,811,279 991,774,519
Earnings Per Share (EPS) 41.a 3.13 2.51


7

BRAC BANK LIMITED
Profit and Loss Account
2014 2013
Note
Taka Taka
Interest income 25 16,313,450,494 785,062,299 16,794,142,526 18,134,401,924

Interest paid on deposits and borrowing etc. 26 8,979,615,402 516,906,043 9,192,151,178 11,283,195,221
Net interest income 7,333,835,092 268,156,256 7,601,991,348 6,851,206,703
Investment income 27 2,502,353,232 - 2,502,353,232 2,672,221,040

Commission, exchange and brokerage 28 2,752,676,356 21,031,447 2,773,707,803 2,600,915,515
Other operating income 29 737,560,827 686,043 738,246,870 531,017,393
Total operating income 13,326,425,507 289,873,746 13,616,299,253 12,655,360,651
Salaries and allowances 2,682,996,970 10,542,956 2,693,539,926 2,809,947,260

Rent, taxes, insurance, electricity etc. 31 898,093,948 994,121 899,088,069 854,546,531
Legal expenses 140,504,345 - 140,504,345 67,910,910
Postage, stamps, telecommunication etc. 33 219,193,903 172,367 219,366,270 200,248,690
Stationery, printing, advertisement etc. 34 267,166,514 182,280 267,348,794 274,024,811
Chief Executive's salary & fees 13,783,916 - 13,783,916 12,954,750
Directors' fees & expenses 35 671,831 - 671,831 523,862
Auditors' fee 36 955,000 - 955,000 955,000
Depreciation on and repairs to bank's assets 37 1,026,058,113 4,053,810 1,030,111,923 1,127,039,108
Other expenses 38 1,556,469,739 20,005,410 1,576,475,149 1,200,402,965
Total operating expenses 6,805,894,279 35,950,944 6,841,845,223 6,548,553,887
Profit/(loss) before provisions 6,520,531,228 253,922,802 6,774,454,030 6,106,806,764
Provision for:
Loans and advances 2,449,358,822 28,567,387 2,477,926,209 2,862,636,844
Diminution in value of investments 30,000,000 - 30,000,000 47,500,000
Off balance sheet items 102,732,266 - 102,732,266 20,941,567
Total provision 39 2,582,091,088 28,567,387 2,610,658,475 2,931,078,411
Profit/(loss) before taxes 3,938,440,140 225,355,415 4,163,795,555 3,175,728,353
Provision for Tax:
Current tax expense 2,029,868,973 67,606,624 2,097,475,597 1,797,698,269
Deferred tax expense/ (income) (25,476,009) - (25,476,009) (19,218,128)
Total provision for Tax 40 2,004,392,964 67,606,624 2,071,999,588 1,778,480,141
Total profit/(loss) after taxes 1,934,047,176 157,748,791 2,091,795,967 1,397,248,212
Appropriations:
Statutory reserve 188,756,234 - 188,756,234 347,576,811
General reserve - - - -
188,756,234 - 188,756,234 347,576,811
Retained earnings 1,745,290,942 157,748,791 1,903,039,733 1,049,671,401
Earnings Per Share (EPS) 41 3.19 2.47



BRAC BANK LIMITED
Consolidated Cash Flow Statement
For the Year ended 31 December 2014
2014 2013
Note
Taka Taka
A. Cash flows from operating activities
Interest receipts 19,420,351,790 21,260,173,657
Interest payment (9,823,848,001) (11,984,853,512)
Dividends receipts 64,704,573 71,728,547
Fees & commissions receipts 3,325,412,156 6,965,683,562
Recoveries on loans previously written off 627,674,270 454,365,129
Cash payments to employees (3,321,110,135) (6,742,347,549)
Cash payments to suppliers (6,509,665,427) (677,097,323)
Income tax paid (1,354,492,187) (1,754,340,910)
Receipts from other operating activities 43.a 6,769,650,666 496,694,785
Payment for other operating activities 44.a (2,502,893,945) (2,894,490,886)
Operating Cash flow before changes in operating assets and
liabilities (i) 6,695,783,759 5,195,515,499
Increase/decrease in operating assets & liabilities
Loans and advances (5,243,730,381) (5,679,405,609)
Other assets (107,173,089) 1,551,752,179
Deposits from other banks/borrowings (3,446,483,856) 1,484,434,225
Deposits from customers 13,802,614,148 (6,778,445,393)
Other liabilities (2,022,931,550) (2,655,693,302)
Cash utilised in operating assets & liabilities (ii) 2,982,295,273 (12,077,357,900)
Net cash (used)/flows from operating activities (i+ii) 9,678,079,032 (6,881,842,401)
B. Cash flows from investing activities
Treasury bills 2,716,068,930 (2,417,715,154)
Bangladesh Bank Bills 2,059,520,259 4,908,105,325
Treasury bonds (4,605,879,414) (3,698,523,901)
Encumbured Securities (1,413,994,704) 3,887,179,874
Sale/ (Investment) in shares (190,124,877) 1,626,270,981
Investment in Bonds (1,423,425,605) -
Purchase of intangible assets - (7,453,748)
Acquisition of fixed assets (1,301,339,560) (581,103,789)
Disposal of Fixed Assets 18,703,679 6,871,331
Net cash used in investing activities (4,140,471,292) 3,723,630,919
C. Cash flows from financing activities

Proceeds from issue of ordinary shares - 9,744,900
Proceeds from issue of right shares 2,216,522,880 -
Proceeds from issue of preference shares 4,097,000 -
Share Premium 3,063,935,708 919,440,568
Dividend paid (435,247,946) (214,272)
Net cash flows from financing activities 4,849,307,642 928,971,196
Net increase/decrease in cash 10,386,915,382 (2,229,240,286)
Cash and cash equivalents at beginning of the year 31,972,319,312 30,879,198,927
Cash and cash equivalents at end of the year 42.a 42,359,234,694 28,649,958,641
Cash and cash equivalents at end of the year:
Cash in hand (including foreign currency) 7,560,169,362 8,526,841,263
Balance with Bangladesh Bank and its agents bank(s) 9,531,154,365 8,635,937,163
(including foreign currency)
Balance with other banks and financial institutions 25,264,857,467 11,485,717,915
Money at call and short notice - -
Prize Bond 3,053,500 1,462,300
42,359,234,694 28,649,958,641
©Daffodil International University

68
©Daffodil International
University
69
BRAC BANK LIMITED
Cash Flow Statement
2014 2013
Note
Taka Taka
A. Cash flows from operating activities
Interest receipts 18,547,128,746 745,949,258 18,988,707,738 20,550,286,228
Interest payment (9,208,838,744) (438,367,777) (9,342,836,255) (11,490,052,872)
Dividends receipts 63,201,789 - 63,201,789 70,514,316
Fees & commissions receipts 2,752,676,356 21,031,447 2,773,707,803 2,600,915,515
Recoveries on loans previously written off 627,674,270 - 627,674,270 454,365,129
Cash payments to employees (2,519,569,223) (10,542,956) (2,530,112,179) (2,732,890,078)
Cash payments to suppliers (533,721,593) (354,647) (534,076,240) (427,325,932)
Income tax paid (1,191,087,716) - (1,191,087,716) (1,680,639,996)
Receipts from other operating activities 43 74,562,767 686,043 75,248,810 254,128,212
Payment for other operating activities 44 (2,262,244,088) (25,053,342) (2,287,297,430) (2,705,050,983)
Operating Cash flow before changes in operating
assets and liabilities (i) 6,349,782,563 293,348,026 6,643,130,589 4,894,249,539
Increase/decrease in operating assets & liabilities
Loans and advances to customers (2,012,539,712) (2,817,367,639) (4,829,907,350) (5,236,002,174)
Other assets (47,034,668) (179,764,096) (213,476,441) 1,289,094,477
Deposits from other banks/borrowings (4,860,962,063) 3,297,293,482 (4,863,229,859) 1,367,587,673
Deposits from customers 19,903,248,842 628,102,866 20,531,351,708 (6,794,454,412)
Other liabilities (2,368,886,668) 63,653,761 (2,318,555,230) (1,946,214,421)
Cash utilised in operating assets & liabilities (ii) 10,613,825,732 991,918,374 8,306,182,828 (11,319,988,857)
Net cash (used)/flows from operating activities (i+ii) 16,963,608,295 1,285,266,400 14,949,313,417 (6,425,739,318)
B. Cash flows from investing activities

Treasury bills 2,716,068,930 - 2,716,068,930 (2,417,715,154)
Bangladesh Bank Bills 2,059,520,257 - 2,059,520,257 4,908,105,325
Treasury bonds (4,605,879,413) - (4,605,879,413) (3,698,523,901)
Encumbured Securities (1,413,994,704) - (1,413,994,704) 3,887,179,874
Sale/ (Investment) in shares 36,209,656 - 36,209,656 1,580,714,494
Investment in Bonds (1,442,000,000) - (1,442,000,000) -
Acquisition of fixed assets (1,015,586,443) - (1,015,586,443) (441,279,366)
Disposal of Fixed Assets 18,683,679 - 18,683,679 3,571,331
Net cash used in investing activities (3,646,978,038) - (3,646,978,038) 3,822,052,603
Cash flows from financing activities
Proceeds from issue of right shares 2,216,522,880 - 2,216,522,880 -
Share Premium 2,216,522,880 - 2,216,522,880 -
Dividend paid (435,247,946) - (435,247,946) (214,272)
C. Net cash flows from financing activities 3,997,797,814 - 3,997,797,814 (214,272)
Net increase/decrease in cash 17,314,428,071 1,285,266,400 15,300,133,193 (2,603,900,987)
Cash and cash equivalents at beginning of the year 32,984,704,427 1,948,114,253 26,371,148,490 28,975,049,477
Cash and cash equivalents at end of the year 42 50,299,132,498 3,233,380,653 41,671,281,683 26,371,148,490
Cash and cash equivalents at end of the year:
Cash in hand (including foreign currency) 7,558,012,102 - 7,558,012,102 8,525,477,864
Balance with Bangladesh Bank and its agents bank(s) 9,508,694,424 22,459,941 9,531,154,365 8,635,937,163
(including foreign currency)
Balance with other banks and financial institutions 33,229,372,472 3,210,920,712 24,579,061,716 9,208,271,163
Money at call and short notice - - - -
Prize Bond 3,053,500 - 3,053,500 1,462,300
50,299,132,498 3,233,380,653 41,671,281,683 26,371,148,490

BRAC BANK LIMITED
Consolidated Statement of Changes in Equity
Amount in Taka
Statutory Retained
Particulars Paid up share capital Share Premium Revaluation Reserve Share money deposit Minority Interest Total
Reserve Earnings
Balance as at 01 January 2014 4,433,045,760 2,132,968,292 3,281,594,097 744,701,943 23,715,983 2,407,550,889 852,981,119 13,876,558,083
Adjustment for prior year (Note-21) - - - - - (156,546,494) - (156,546,494)
Adjusted opening balance 4,433,045,760 2,132,968,292 3,281,594,097 744,701,943 23,715,983 2,251,004,395 852,981,119 13,720,011,589
Net profit for the year - - - - - 1,862,564,479 50,246,800 1,912,811,279
Statutory reserve - - 188,756,235 - - - - 188,756,235
Right share issue 2,216,522,880 - - - - - - 2,216,522,880
Bonus Share issue 443,304,570 - - - - (443,304,570) - -
Preference share capital of bKash Ltd. - - - - - 419,329,285 419,329,285
Share Premium - 2,648,703,423 - - - - - 2,648,703,423
Revaluation reserve - - - (51,697,127) - - - (51,697,127)
Cash Dividends for the year 2013 - - - - (443,304,582) - (443,304,582)
Balance as at 31 December 2014 7,092,873,210 4,781,671,715 3,470,350,332 693,004,816 23,715,983 3,226,959,721 1,322,557,204 20,611,132,981
Balance as at 31 December 2013 4,433,045,760 2,132,968,292 3,281,594,097 744,701,943 23,715,983 2,407,550,889 852,981,119 13,876,558,083

BRAC BANK LIMITED
Statement of Changes in Equity
Amount in Taka
Statutory Retained
Particulars Paid up share capital Share Premium Revaluation Reserve Total
Reserve Earnings
Balance as at 01 January 2014 4,433,045,760 1,406,000,000 3,281,594,097 744,701,943 2,017,760,772 11,883,102,572

Adjustment for prior year (Note-21) - - - - (156,546,494) (156,546,494)
Adjusted opening balance 4,433,045,760 1,406,000,000 3,281,594,097 744,701,943 1,861,214,278 11,726,556,078
Net profit for the year - 1,903,039,733 1,903,039,733
Right share issue 2,216,522,880 - - - - 2,216,522,880
Bonus Share issue 443,304,570 - - - (443,304,570) -
Share Premium - 2,216,522,880 - - - 2,216,522,880
Statutory reserve - - 188,756,235 - - 188,756,235
Revaluation reserve - - - (51,697,127) - (51,697,127)
Cash Dividends for the year 2013 - - - - (443,304,582) (443,304,582)
Balance as at 31 December 2014 7,092,873,210 3,622,522,880 3,470,350,332 693,004,816 2,877,644,859 17,756,396,097
Balance as at 31 December 2013 4,433,045,760 1,406,000,000 3,281,594,097 744,701,943 2,017,760,772 11,883,102,572

BRAC BANK LIMITED
Consolidated Liquidity Statement
(Asset and Liability Maturity Analysis)
Amount in Taka
0-1 1-3 3 - 12 1-5 Above 5
Total
Month Months Months Years Years
Assets
Cash in hand and Balance with Bangladesh Bank 7,633,331,828 - - - 9,457,991,900 17,091,323,727
Balance with other banks and financial 8,337,677,741 14,614,886,083 2,312,293,642 - - 25,264,857,466
Institutions (Including foreign currencies)
Money at call and short notice - - - - - -
Investments 3,897,877,724 68,239,970 2,457,775,573 7,316,766,439 10,484,844,815 24,225,504,521
Loans and advances 11,687,131,282 18,656,660,165 36,271,624,882 44,991,291,469 12,693,286,336 124,299,994,135
Fixed assets including premises, furniture & fixtures 17,590,258 23,453,678 286,227,115 812,759,357 2,412,376,086 3,552,406,495
Other assets 697,020,054 1,545,675,950 2,181,604,699 1,095,570,560 8,337,398,127 13,857,269,390
Non - banking assets - - - - - -
Goodwill - - - - 1,442,245,491 1,442,245,491
Total Assets 32,270,628,887 34,908,915,846 43,509,525,911 54,216,387,825 44,828,142,755 209,733,601,225
LIABILITIES
Borrowings from Bangladesh Bank, other banks and
financial institutions and agents 3,756,767,200 485,285,600 6,294,469,141 1,205,049,000 - 11,741,570,941
Convertible subordinated debts - - - 3,000,000,000 - 3,000,000,000
Money at call and short notice 1,220,000,000 - - - - 1,220,000,000
Deposits & other accounts 27,928,415,302 36,036,796,239 28,470,244,407 32,449,754,647 21,481,138,815 146,366,349,410
Minority Interest - - - - 1,322,557,204 1,322,557,204
Other Liabilities 2,544,823,180 2,728,015,632 5,347,776,179 8,437,047,845 7,736,885,055 26,794,547,892
Total Liabilities 35,450,005,682 39,250,097,471 40,112,489,727 45,091,851,492 30,540,581,076 190,445,025,450
Amount of net liquidity difference (3,179,376,795) (4,341,181,625) 3,397,036,184 9,124,536,333 14,287,561,679 19,288,575,777
Net result of the Liquidity Statement represents the 'Shareholders' Equity' of the Bank.

BRAC BANK LIMITED
Liquidity Statement
(Asset and Liability Maturity Analysis)
Amount in Taka
0-1 1-3 3 - 12 1-5 Above 5
Assets Total
Month Months Months Years Years
Cash in hand and Balance with Bangladesh Bank

Balance with other banks and financial 7,631,174,567 - - - 9,457,991,900 17,089,166,467
Institutions (Including foreign currencies)
Money at call and short notice 8,239,861,717 14,680,000,000 1,659,200,000 - - 24,579,061,716
Investments - - - - - -
Loans and advances 3,897,877,724 68,239,970 2,220,670,147 7,226,962,352 10,484,844,815 23,898,595,008
11,687,131,282 20,188,462,640 32,380,381,405 44,991,291,469 12,693,286,336 121,940,553,133
Fixed assets including premises, furniture & fixtures
Other assets 17,590,258 23,453,678 128,995,226 310,761,227 2,412,376,086 2,893,176,476
Non - banking assets 718,999,406 1,567,810,617 1,126,679,982 89,104,113 10,689,924,808 14,192,518,925
Total Assets - - - - - -
32,192,634,954 36,527,966,905 37,515,926,760 52,618,119,161 45,738,423,945 204,593,071,725

LIABILITIES
Borrowings from Bangladesh Bank, other banks,
financial institutions and agents
Convertible subordinated 3,756,767,200 485,285,600 4,451,752,092 1,168,800,000 - 9,862,604,892
debts Money at call and short - - - 3,000,000,000 - 3,000,000,000
notice Deposits & other 1,220,000,000 - - - - 1,220,000,000
accounts Other Liabilities 24,596,385,506 34,680,123,361 35,256,701,937 32,449,754,647 21,481,138,815 148,464,104,266
Total Liabilities 2,382,291,596 2,715,028,978 3,123,980,269 8,331,780,569 7,736,885,057 24,289,966,470
Amount of net liquidity difference 31,955,444,302 37,880,437,939 42,832,434,298 44,950,335,216 29,218,023,872 186,836,675,628
237,190,652 (1,352,471,034) (5,316,507,538) 7,667,783,945 16,520,400,073 17,756,396,097

13

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Internship Report

An Evaluation of Human Resources Practices

Daffodil International University

An Evaluation of Human Resources Practices

Daffodil International University

Mohammad Shibli Shahriar

Subject: Submission of the Internship Report

©Daffodil International University i

©Daffodil International University ii

©Daffodil International University iii

©Daffodil International University iv

©Daffodil International University v

©Daffodil International University vi

©Daffodil International University vii

Particulars Page No.

©Daffodil International University viii

Chapter Four : Findings 56

©Daffodil International University ix

KYC Know Your Customers

L/C Letter of Credit

LIM Loan Against Imported Merchandise

LTR Loan Against Trust Receipt

LRA Lending Risk Analysis

PAD Payment Against Document

SBL Small Business Loan

BBL Brac Bank Limited

MTB Mutual Trust Bank

EPB Export promotion Bureau

©Daffodil International University x

©Daffodil International University 1

©Daffodil International University 2

Primary Sources Secondary Sources

©Daffodil International University 3

2. Informal conversation with the clients.

3. Study of the relevant files as instructed as instructed by the officers concerned.

Secondary Sources: The secondary sources of data are:

1. Annual Report & Internal publication of Brac Bank Limited.

2. Website of Brac Bank Limited.

3. Several books and periodicals related to the banking sector.

4. Bangladesh Bank Report & Bangladesh Bank Credit Policy.

limitations also. These are:

1. This report only considers Credit Operation of BBL Limited.

2. Time frame for the research was very limited.

3. In many cases, up to date information is not published.

4. Getting Relevant papers and documents were strictly prohibited.

5. Due to lack of practical experience, some errors might be occurred

©Daffodil International University 4

©Daffodil International University 5

(ii) Investment in Merchant Banking activities.

(iii) Investment in Company activities.

(iv) Financiers, Promoters, Capitalists etc.

(v) Financial Intermediary Services.

(vii) Any related Financial Services.

©Daffodil International University 6

The Registered Office of the Bank is:

Brac Bank Ltd.

©Daffodil International University 7

SL.N0 Key Point Particulars

01 Name of the Bank Brac Bank Limited

02 Logo of the Bank