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    Presented By: Faheemullah Baig Ahmed Wajahat Ullah Khan Tahir Adeel

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    baigfaheem
    The document provides an overview of the human resource policies and practices of the State Bank of Pakistan. It discusses topics such as recruitment and selection, training and development, compensation and benefits, performance management, and the bank's use of a bell curve system. The main points covered are: 1) Recruitment can be done through external or internal hiring, with eligibility criteria including Pakistani nationality and meeting qualification requirements. 2) Training programs are conducted both in Pakistan and abroad to enhance employees' skills in areas like central banking and management. 3) Employees receive competitive salaries and benefits such as loans, medical coverage, and telephone allowances. 4) Performance is measured using a forced ranking bell curve system that

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    Presented By: Faheemullah Baig Ahmed Wajahat Ullah Khan Tahir Adeel

    Uploaded by

    baigfaheem
    32 views35 pages
    The document provides an overview of the human resource policies and practices of the State Bank of Pakistan. It discusses topics such as recruitment and selection, training and development, compensation and benefits, performance management, and the bank's use of a bell curve system. The main points covered are: 1) Recruitment can be done through external or internal hiring, with eligibility criteria including Pakistani nationality and meeting qualification requirements. 2) Training programs are conducted both in Pakistan and abroad to enhance employees' skills in areas like central banking and management. 3) Employees receive competitive salaries and benefits such as loans, medical coverage, and telephone allowances. 4) Performance is measured using a forced ranking bell curve system that

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    Final Pres HRM (1)

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    The document provides an overview of the human resource policies and practices of the State Bank of Pakistan. It discusses topics such as recruitment and selection, training and development, compensation and benefits, performance management, and the bank's use of a bell curve system. The main points covered are: 1) Recruitment can be done through external or internal hiring, with eligibility criteria including Pakistani nationality and meeting qualification requirements. 2) Training programs are conducted both in Pakistan and abroad to enhance employees' skills in areas like central banking and management. 3) Employees receive competitive salaries and benefits such as loans, medical coverage, and telephone allowances. 4) Performance is measured using a forced ranking bell curve system that

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    32 views35 pages

    Presented By: Faheemullah Baig Ahmed Wajahat Ullah Khan Tahir Adeel

    Uploaded by

    baigfaheem
    The document provides an overview of the human resource policies and practices of the State Bank of Pakistan. It discusses topics such as recruitment and selection, training and development, compensation and benefits, performance management, and the bank's use of a bell curve system. The main points covered are: 1) Recruitment can be done through external or internal hiring, with eligibility criteria including Pakistani nationality and meeting qualification requirements. 2) Training programs are conducted both in Pakistan and abroad to enhance employees' skills in areas like central banking and management. 3) Employees receive competitive salaries and benefits such as loans, medical coverage, and telephone allowances. 4) Performance is measured using a forced ranking bell curve system that

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 35

    Presented

    by

    Faheemullah Baig
    Ahmed
    Wajahat ullah Khan
    Tahir
    Adeel
    Introduction to State Bank
    Mr. Shahid Hafiz Kardar
    Governor State Bank
    Human Resource Department
    State Bank of Pakistan
    Vision Statement:

     We are committed to excellence at acquiring,


    developing and retaining the right talent
     by:
     Aligning our HR policies with market
     Serving as a strategic partner to the line Departments
     Administering superior and prompt HR services
    Human resource planning and
    Development
     Annual Men Power Plan
     Identify the New Goals
     Check the Inventory
     Job Analysis
     Job Descriptions
     Old Jobs Evaluation Process
     New Jobs Evaluation Process
     Identifies the Training Needs for the Old Workforce
    RECRUITMENT & SELECTION
    METHOD OF RECRUITMENT

    EXTERNAL HIRING
    INTERNAL HIRING
    RECRUITMENT & SELECTION
    Eligibility For Basic Hiring:

    Nationality : Pakistani
    Qualification : As per requirement
    Age : 18 & above.
    RECRUITMENT & SELECTION
    Mode of application
    Method of selection
    RECRUITMENT & SELECTION
    Applied focused theoretical training (Ph-1)
    Grading And Evaluation (Phase-1)
    -Periodic test
    -Comprehensive Examination
    -Passing Percentage
    RECRUITMENT &
    SELECTION
    Practical Training (Phase -2)
     Discipline
     Leave Rules
    Objectives of Training & Development

    The expertise guys through provide basic information, skills


    & Knowledge that is needed to accomplish the task.
     To upgrade & enhance the knowledge of S.B.P. employees
    through focused, result oriented and vigorous training in
    central banking, management and technical areas.
    To provide exposure Enhancing and networking
    Opportunities to S.B.P. employees with other international
    central banking communities.
    Some key aspects of T & D

     Introduction to company.

    Review of policies & procedures.

    Review of benefits & compensation.

    Overview of expectation.

    Introduction to co-workers, facilities , job duties.


    Types of Training

    Post Inductive Training.

    Management Training.

    Specific Function Training.


    Training Methods

    On the job training. (Job instruction training)


    Off the job training:
    o Audiovisual-base Training.
    oComputer – based training/interactive video.
    oClass room lectures.
    Development Method

     Job Rotation.
    Training institutions

    Training placement are made in different institutions


    both home and abroad which are as follows:

    NIPA
    IBP
    PIDE
    IMF
    ADB
    WORLD BANK
    Training Evaluation

    Why Evaluate ?

    Measures of Effectiveness through:

    oReacting.
    oLearning.
    oBehavior.
    oResult.
    Compensation and Benefits

     Salary Structure .

     Employees
    Facilities.

     FRINGE BENEFITS
    SALARY STRUCTURE
     Grade Salary Scale

     S-1 8,100 14,400


     S-2 8,573 15,500
     S-3 9,675 18,700
     S-4 10,733 22,300
     S-5 11,903 24,200
     S-6 13,838 26,400
     S-7 14,400 28,600
     SS-1 10,429 18,700
     SS-2 13,500 22,900
     SS-3 16,729 28,300
     SS-4 20,138 34,900
    SALARY STRUCTURE
     OG-1 16,481 36,600
     OG-2 19,890 45,400
     OG-3 23,704 55,800
     OG-4 29,059 63,600
     OG-5 32,119 69,200
     OG-6 34,650 73,600
     OG-7 46,721 91,100
    FRINGE BENEFITS
    STAFF LOAN POLICY

     Purchase/construction of a
    house/apartment for
    residential purpose.
     Purchase of Motor Car/Motor
    Cycle.
     Purchase of Computer and
    Printer.
    FACILITY OF BANK’S CAR & PETROL CEILING
    Directors & Chief Managers
    Car 800 CC Petrol 200 liters per month.

    Executive Directors
    Car 1300 CC Petrol 340 liters per month.
    MEDICAL FACILITIES
    Medical Facilities
     Medical allowance
     Family Medical allowance
     Diseases allowance
     Free Health checkup
     Relaxation in case of Uncertainty like
    accident, death etc.
     TELEPHONE FACILITY

    Salary Scale Telephone Calls per month.


    OG-2 & OG-3 200
    OG-4 & OG-5 400
    OG-6 600
    OG-7 900
    CASH AWARDS FOR ACQUIRING
    PROFESSIONAL/
    ACADEMIC QUALIFICATION

    RETIREMENT POLICIES

    CONTIRBUTORY PROVIDENT FUND AND


    GRATUITY SCHEME:
    GENERAL PROVIDENT FUND AND PENSION
    SCHEME

    COMMUTATION OF PART-PENSION

    FAMILY PESION

    GRATUITY:
    Performance Management

     Getting Feedback is really important


     A need for Measurement for Performance
     Special System for Measurement of Performance
     State Bank uses Bell Curve System
    What is Bell Curve System?
     Not only a Performance Measurement system but
    Complete Organizational System
     Forced Ranking System
     Identify Best and Poor
     Rates Entire Workforce
     Basis of Similar Activity
     Basis of their Performance
     Workforce is Segregated in Three Parts
     Organization Makes the Standard Percentile for the
    Workforce
     Percentile Varies in Different Organizations
    State Bank's Percentile Standard
    For Bell Curve System
     On Similar Work Basis
     May Called Department Basis
     10% Top
     80% Middle
     10% Bottom
     This Clearly Identifies the Demand of New workforce
     Tells to the Employee Clearly where he stands
     Basically Pay-for-Performance System
    Working of Bell Shape System
    in State Bank

     Low Performance Grading


     Pressure to Perform
     If Perform Better
     Promotion Plus Good Rating
    Pressure and Performance
    But Manager Should
    Consider in Mind that:
     No Pressure Slack Performance
     Huge Pressure Performance Reduces
    What's been done to
    10% Top Group?
     Contributes a lot in Organization Performance
     Huge Rewards for them
     Motivate them to Groom them more
     More Training Opportunities for them
     Sometimes Sent abroad for highly Skilled training
     Very Clear Glass Ceiling
     Very Well Structured Career Path for them
     Huge Chances for Promotion
     Included in Dept wide Decision Making
    The Middle 80%?
     Significant in Number
     Shows un-interrupted work flow
     Have some weaknesses
     Provided More Training
     Enrich the Skills
     Considered for the Next Performance Measurement Time
    What about Poor Old 10%?

     Requires Huge Change


     Unsatisfactory
     Poor Performer
     Sometimes given some time to Improve
     Usually Fired
     Replaced By Fresh Talent
     Easy to identify the Demand :-)
    Thank
    you..

    Any ? plz

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