Introduction to HBL:

Habib Bank Limited commonly referred to as "HBL" and head-quartered in Habib

Bank Plaza, Karachi, Pakistan, is the largest bank in Pakistan. The bank has a netork of
!"#$ branches in Pakistan and $$ branches orldide. %t has a domestic market share of
o&er "'(. %t continues to dominate the commercial banking sector ith a ma)or market
share in inard foreign remittances *$$(+ and loans to small industries, traders and
farmers. ,&erseas, it has o-erations in the folloing countries.
/fganistan, /ustralia, Bahrain, Bangladesh, Belgium, 0anada, 0hina, 1rance, Hong
Kong, %ran, Kenya, 2ebanon, 3aldi&es, 4e-al, 4etherlands, 4igeria, ,man,
5inga-ore, 5ri 2anka, Turkey, 6/7, 6K 8 65/.
History of the Company:
M. ISMAIL
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
3ohammed /li :innah, Pakistan;s founding father, realized the im-ortance of financial
intermediation hile he as cam-aigning for the creation of a se-arate homeland for the
3uslims of %ndia. He -ersuaded the Habib family to establish a commercial bank that
could ser&e the %ndian 3uslim community. His initiati&e resulted in the creation of Habib
Bank in !<"!, ith H, in Bombay *no 3umbai+, and fi=ed ca-ital of #$,''' ru-ees.
The bank -layed an im-ortant role in mobilizing funds from the 3uslim community to
finance the /ll-%ndia 3uslim 2eague;s cam-aign for the establishment of Pakistan. Habib
Bank also -layed an im-ortant role in channeling relief funds to the -eo-le hurt in the
communal riots and &iolence that -receded the de-arture of the British from %ndia.
/fter Pakistan as born in !<"9, Habib Bank, at the urging of >o&ernor->eneral :innah,
mo&ed its headquarters to Karachi, Pakistan;s first ca-ital. This ga&e Karachi its first
commercial bank of the nely formed %slamic ?e-ublic of Pakistan. HB2 as
incor-orated on #$
th
/ugust !<"! and o-erated in the -ri&ate sector until its
nationalization in !<9". HB2 has been a--ro&ed for -ri&atization and the -ri&atization
commission has selected a 1inancial /d&isor to -re-are a com-rehensi&e -lan and assist
in the sale -rocess. The go&ernment has a--ointed a -rofessional management team to
restructure the bank and to reco&er and clean its doubtful and classified -ortfolio.
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
Services:
Habib Bank offers the basic range of banking ser&ices to its customers, to include
0ommercial, 0or-orate, %n&estment, and ?etail Banking, Treasury, and %slamic Banking.
Company Description:
HB2 is a Banking 0om-any, hich is engaged in 0ommercial 8 ?etail Banking and
related ser&ices domestically and o&erseas.
Brand of HBL:
HB2 says @,ur brand identity is the outard e=-ression of hat e stand for as an
organization. This is summarized in our &ision, mission and is su--orted by our &alues.A
Vision of HBL:
7nabling -eo-le to ad&ance ith confidence and successA
Mission & Mission statement of HBL:
To be recognized as the leading financial institution of Pakistan and a dynamic
international bank in the emerging markets, -ro&iding our customers ith a -remium set
of inno&ati&e -roducts and ser&ices, and granting su-erior &alue to our stakeholders B
shareholders, customers and em-loyees.
@To make our customers -ros-er, our staff e=cel and create &alue for
shareholdersA
Vaues of HBL:
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
HB2Ds &alues are the fundamental -rinci-les that define its culture and are
brought to life in its attitudes and beha&ior. %t is com-anyDs &alues that make
its unique and unmistakable. 0om-any &alues are defined belo.
7=cellence
%ntegrity
0ustomer focus
3eritocracy
Progressi&eness
!"ceence:
This is at the core of e&erything HB2 does. The markets in hich HB2 o-erates are
becoming increasingly com-etiti&e, gi&ing their customers an abundance of choice. ,nly
through being the &ery best - in terms of the ser&ice HB2 offers, its -roducts and
-remises - can it ho-e to be successful and gro.
Inte#rity:
HB2 is the leading bank in Pakistan and its success de-ends u-on trust. %ts customers -
and society in general - e=-ect it to -ossess and steadfastly adhere to high moral
-rinci-les and -rofessional standards.
Customer focus:
HB2 understands fully the needs of its customers and ada-ts its -roducts and ser&ices to
meet these. HB2 alays stri&es to -ut the satisfaction of its customers first.
Meritocracy:
HB2 belie&es in gi&ing o--ortunities and ad&antages to its em-loyees on the basis of
their ability. HB2 belie&es in rearding achie&ement and in -ro&iding first-class career
o--ortunities for all.
$ro#ressiveness:
HB2 belie&es in the ad&ancement of society through the ado-tion of enlightened orking
-ractices, inno&ati&e ne -roducts and -rocesses, and a s-irit of enter-rise.
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
%perationa Structure:
HB2 is one of the largest commercial bank of Pakistan. %t accounts for a substantial share
*#'(+ of the total commercial banking market in Pakistan ith a netork of !,9'$
domestic branchesE $$ o&erseas branches in #F countries s-read o&er 7uro-e, the 3iddle
7ast, 1ar 7ast, /sia, /frica and the 6nited 5tatesE C HB2 holly oned 5ubsidiaries
namely Habib Bank 1inancial 5er&ices *PGT+ 2TH. Karachi, Habib 1inance %nternational
2TH *Hong Kong+ and Habib 1inance /ustralia 2td. B 5ydneyE # :oint Gentures namely
Habib 4igeria Bank 2td. *"'(+ and Himalayan Bank 2td. *#'(+ and # re-resentati&e
offices in %ran and 7gy-t.
Domestic and Internationa &et'orks:
Ma(or Loca Market $resence: HB2 is one of the largest commercial banks in Pakistan
re-resenting a--ro=imately #'( of the assets and de-osits of the banking sector.
) Househod &ame: HB2;s brand name is ell established. %t has an e=tensi&e domestic netork
of !9'$ branches reaching &irtually e&ery segment of the Pakistani economy.
) *u Service Bank: HB2 -ro&ides its customers a com-lete range of banking -roducts
and ser&ices including retail banking, cor-orate and institutional banking, trade finance,
consumer finance and credit cards.
)n Internationa Bank: HB2 has a -resence globally through an e=tensi&e international branch
netork described in the table beloE
.
Country Status Opened Branches
AFRICA
Kenya Branch Operation 1956 5
Mauritius Branch Operation 1964 4
Seychelles Branch Operation 1976 1
Sweden Branch Operation 1982 1
ASIA
Bangladesh Branch Operation 1976 2
i!i "slands Branch Operation 1991 1
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
Maldi#es Branch Operation 1976 1
Singapore Branch Operation $OB% 1971 1
Sri &an'a Branch Operation 1951 (
Karachi )*+ Branch Operation 198( 1
MIDDLE EAST
Bahrain Branch Operation $OB% 1969 (
&e,anon Branch Operation 1964 1
O-an Branch Operation 1972 11
%.) Branch Operation 1966 8
EUROPE
Belgiu- Branch Operation 1975 1
rance Branch Operation 198/ 1
0etherlands Branch Operation 1979 1
1ur'ey Branch Operation 198( 1
%K Branch Operation 1961 6
USA Branch Operation 1971 1
%'nership Structure
Shareholder Percentage !"
State Ban' o2 *a'istan 92324
"sla-ic 4epu,lic o2 *a'istan 13(/
State &i2e "nsurance 5orp3 o2 *a'istan /32(
Other *u,lic Bodies /3/5
Outstanding Shares 617217784975//8 1//
&ationa and Internationa events of HBL:
!<$! HB2 o-ened the first of C branches in 5ri 2anka.
!<$# HB2 established Habib Bank *,&erseas+.
!<$F HB2 o-ened first of $ branches in Kenya.
!<$9 or !<$I HB2 o-ened a branch in /den.
!<F! HB2 o-ened the first of hat ould become F branches in the 6K.
!<F" HB2 o-ened the first of " branches in 3auritius and a branch in Beirut.
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
!<FF HB2 o-ened the first of I branches in the 6/7.
!<F< HB2 o-ened first of C branches and an ,B6 in Bahrain. Hoe&er, HBDs
branch in /den is nationalized.
!<9! HB2 o-ened an ,B6 in 5inga-ore and a branch in 4e Jork.
!<9# HB2 o-ened the first of !! branches in ,man. HB2 constructed Habib
Bank Plaza in Karachi to commemorate the bankDs #$th /nni&ersary.
!<9" The go&ernment of Pakistan nationalized HB2 and HB2 merged ith
Habib Bank *,&erseas+.
!<9$ HB2 o-ened a branch in Belgium. HB2 also merged ith 5tandard
Bank, a Pakistani bank.
!<9F HB2 o-ened a branch in the 5eychelles, the first of to branches in
Bangladesh, and a branch in the 3aldi&es.
!<9< HB2 o-ened a branch in the 4etherlands.
!<I' HB2 o-ened a branch in Paris and another in Hong Kong.
!<I! HB2 established 4igeria Habib Bank ith "'( onershi-. HB2 also
o-ened a re-resentati&e office in Teheran.
!<I# HB2 o-ened a branch in Khartoum.
!<IC HB2 o-ened branch in the Karachi 7PK and a branch in %stanbul.
!<I" HB2 established Habib /merican Bank in 4e Jork ith a branch each
in 3anhattan and Lueens, and a 65 %nternational Banking 1acility. HB2 also
o-ened a branch in 0alifornia.
!<I9 HB2 o-ened in /ustralia.
!<<! The Habib >rou- established a se-arate -ri&ate bank, the Bank /2
Habib, after -ri&ate banking as re-established in Pakistan. HB2 o-ened a
branch in the 1i)i %slands, and took o&er the Paksistani branches of failed
bank, B00%.
!<<# %n 4e-al HB2 acquired #'( of Himalayan Bank.
!<<$ HB2 established a re-resentati&e office in 0airo.
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
!<<'s HB2 established Habib 1inance */ustralia+, and Habib 1inance
%nternational 2imited, Hong Kong.
#''' HB2 established Habib 0anadian Bank.
#''# ,n :une !C, #''# Pakistan;s Pri&atization 0ommission announced that
the >o&ernment of Pakistan had granted the /ga Khan 1und for 7conomic
He&elo-ment */K17H+, a subsidiary of the /ga Khan He&elo-ment 4etork,
rights to $!( of the shareholding in HB2, against an in&estment of PK?
##."'< billion *65H CI< million+.
HB2;s 6K o-eration came close to being shut don due to regulatory issues
ith the 1inancial 5er&ices /uthority. The issue as resol&ed by con&erting
the o-erations to a subsidiary. Then Habib Bank 2imited and /llied Bank of
Pakistan merged their o-erations *Habib contributed its F branches and /llied
its "+, into a ne bank, called Habib-/llied %nternational Bank, in hich
Habib Bank has a <'.$ -ercent shareholding, hile /llied Bank has <.$
-ercent. 5imultaneously ith the transfer of business to the ne bank, both
/llied and Habib Bank close don all inde-endent o-erations in the 6K.
#''C HB2 recei&ed -ermission to o-en a branch in /fghanistan.
#''" ,n 1ebruary #F, the >o&ernment of Pakistan handed o&er management
control of Habib Bank to /K17H. The Board of Hirectors as reconstituted
to ha&e four /K17H nominees, including the 0hairman and the
PresidentM07, and three >o&ernment of Pakistan nominees.
#''F HB2 sold the o-erations that it had established in 1i)i in !<<! to Bank of
5outh Pacific.
Board of Directors
5ultan /li /llana
0hairman
?. Kakir 3ahmood
President 8 07,
%ain Honald 0heyne
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
Hirector
5a)id Kahid
Hirector
/hmed :aad
Hirector
3ushtaq 3alik
Hirector
Jasin 3alik
Hirector
Board Committees
)udit Committee
3r. %ain Honald 0heyne
0hairman
3r. 5a)id Kahid
3ember
3r. /hmed :aad
3ember
+isk Mana#ement Committee
3r. 5ultan /li /llana
0hairman
3r. ?. Kakir 3ahmood
3ember
3r. 3ushtaq 3alik
3ember
Human +esource Committee
3r. 5ultan /li /llana
0hairman
3r. ?. Kakir 3ahmood
3ember
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
3r. 5a)id Kahid
3ember
,roup Chief *inancia %fficer
3r. /yaz /hmed
Company Secretary
3s. 4ausheen /hmad
Le#a )dvisor
3ahmood Jousuf 3and&ialla
Bar-at-2a
)uditors
KP3> Taseer Hadi 8 0o.
0hartered /ccountants
+e#istered %ffice
"th 1loor, Habib Bank Toer
:innah /&enue
%slamabad, Pakistan.
Phone. '$!-#I9##'C 8 '$!-#I#!!IC
1a=. '$!-#I9##'$
Head %ffice
Habib Bank Plaza
%.%. 0hundrigar ?oad
Karachi - 9$F$', Pakistan.
Phone. '#!-#"!I''' N$' linesO
1a=. '#!-<#!9$!!
+e#istrars
THK /ssociates *P&t.+ 2td.
>round 1loor 5tate 2ife Bldg. 4o. C
Hr. Kiauddin /hmed ?oad
Karachi.
-ebsites
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
0or-orate
.hbl.com
Treasury
.hblgtr.com.-k
%nternet Banking
'''.hbibank.com
*amous Controversy:
Habib bank has long been scrutinized by intelligence officials monitoring terrorist money
flos.
,n :uly !I, #''9, 3ariane Pearl, the ido of Pall 5treet :ournal re-orter Haniel Pearl,
filed a lasuit against Habib Bank 2td o&er the #''# abduction, torture and murder of her
husband. The -ending lasuit alleges the bank and its subsidiaries knoingly conducted
financial transactions and -ro&ided account ser&ices on behalf of /l /khtar Trust, a
Pakistani based charity trust. /l /khtar TrustDs accounts ha&e been used to -ro&ide
financial su--ort to terrorists. Hoe&er, HB2 claims to ha&e froze /l /khtar TrustDs
accounts se&eral years before Haniel PearlDs abduction.
,n ,ctober #", #''9, Pearl;s lasuit against HB2 as formally dro--ed. 2ayers for
3ariane Pearl noted that Habib Bank 2imited and the other defendants in the case had
not ansered the lasuit filed in :uly *although Habib Bank 2imited had denied e&er
su--orting terrorism+ , but they otherise did not e=-lain their reason for dro--ing the
action.
The 6.5. 1ederal ?eser&e Board and the 4e Jork 5tate Banking He-artment criticized
Habib Bank 2imited for failing to address deficiencies in its com-liance ith 6.5. anti-
money laundering las. /fter the 6.5. 1ederal ?eser&e Board threatened formal charges,
though none ere filed, Habib Bank 2imited agreed to strengthen the banks com-liance.
3ore s-ecifically, the 1ed ordered HB2 to strengthen its transaction monitoring systems
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
and the filing of "sus-icious acti&ity re-orts" on transactions that do not fit the routine
business -atterns of the bank;s customer base.
Habib Bank 2imited has also been said to be in&ol&ed in large sums of money
transactions by the Pakistani intelligence agency the %nter 5er&ices %ntelligence *%5%+.
This is further su--orted by the recent book by 2.K. /d&ani "3y 0ountry 3y 2ife" in
hich he -oints out that the %5%;s dealings in drugs o&erseas mainly in&ol&es transactions
through Habib Bank 2imited and the funds are then transferred by &arious bank channels
to se-aratist grou-s in &arious states in %ndia.
Corporate Strate#y and Businesses:
,ro'th
3aintaining a mi= of short 8 long term de-osits to minimize the cost of funds.
)sset /uaity
5tringent ?isk 3anagement
6nified %T 5ystem
%ntensi&e Training and Professional ?ecruitment
*ocus
?e-organization of the 0onsumer and ?etail Banking Businesses
%T system enhancement
Product offering enhancement
/d&ancement of o-erations in urban areas
Businesses
+etai Bankin#
Deposit Mobii0ation
Lar#est branch net'ork in $akistan
6rban - 9'C branches I'( de-osits and <"( ad&ances
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
?ural - 9C" branches #'( de-osits and F( ad&ances
Lar#est customer deposit base: 1mn2
Lo' cost3stabe deposits
"I( of total de-osits
)#ricuture *inancin#
Serves rura customer needs for a#ricutura inputs4 stora#e faciities and
Mechani0ation. $rovides short and medium term oans
Hisbursement e=ceeds 65Q'.#bn during -eak season
Hominant bank in this segment. 9''R rural branches
Isamic Bankin#
7=clusi&e %slamic Banking branch netork for both assets and liabilities.
Corporate Bankin#
Serves ar#e corporate customers: mutinationas4 oca private sector corporate and
state o'ned entities
Lar#est Corporate Bankin# in $akistan
2oan -ortfolio 65Q ".$ bn, market share cor-orate loans of !$( ith
-artici-ation in more than I'( of all ma)or transactions.
56 branches 'ith over 166 customers
5-ecializes in orking ca-ital, trade, structured -ro)ect finance 8 go&ernment
commodity o-erations.
Investment Bankin#
Corporate M&) )dvisory4 Debt and !7uity Capita Markets4 $rivate $acements4
Levera#e *inance and $rivati0ation )dvisory
7stablished itself as a -remier -layer in a short time
Handled o&er I'( of all ma)or transactions taking -lace in Pakistan.
Commercia Bankin#
Midde Market 8customers 'ith annua revenue of more than 9S: 1 mn;
2eading -osition in a com-etiti&e market ith 65Q C$' mn -ortfolio
!I branches, !$'' customers
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
Consumer Bankin#
$ersona Loans4 )uto *inance4 Consumer Durabes4 Housin# *inance and Baance
<ransfer *aciity
G%5/ Hebit 0ard, 0redit 0ard 8 0arTo0ar launched in #''$, #''9 8 #''I res-ecti&ely.
<reasury
Money market4 *ore" and $rimary deaer in #overnment paper
4e -roducts launched. Heri&ati&es *%nterest ?ate 5a-s, 1?/s, etc.+
Domestic Subsidiaries
)sset Mana#ement
2aunched %ncome, 5tock 3arket and 3ulti /ssets 1unds.
Habib Currency !"chan#e 8$vt.; Ltd.
5aleM-urchase of foreign currency 8 remittances.
*irst Habib Modaraba
2easing business ith annual groth of o&er !$(.
Introduction of Human resource Mana#ement
department of HBL:
Human +esource mana#ement structure:
The H?3 de-artment -lays an im-ortant role in &alue of any com-any. HB2 has &ery
acti&e and one of the best H? de-artment in Pakistan as ell as orld ide. The structure
is as the President is assisted by ten 5enior 7=ecuti&e Gice-Presidents and a staff of #<
7=ecuti&e Gice Presidents, !$" 5enior Gice Presidents, "#' Gice Presidents, IC! /ssistant
Gice Presidents, #C$' officers >rade-%, "!'I officers >rade-%%, CCF" officers >rade-%%%
and !'F$I 0lericalM4on-0lerical em-loyees. The total staffing as -er !<<< balance sheet
figures is #C'##.
Strate#ic pannin# of HBL:
M. ISMAIL
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
HB2 uses to ty-es of 0or-orate-le&el strategies
Hi&ersification strategy
>eogra-hic e=-ansion strategy
Diversification Strate#y: %t im-lies that HB2 ill e=-and by adding ne ser&ice
lines. Pith the -assage of inter&als HB2 is used to introduce ne banking ser&ices.
,eo#raphic e"pansion strate#y: %t takes the com-any abroad. /cting u-on this
strategy HB2 has been e=-anded abroad. The abroad branches are mentioned abo&e in
introduction section. HB2 is -lanning to e=-and its business and branches in more
countries.
Business le&el strategies used by HB2 are
0ost leadershi-
Hifferentiation
1ocus
Cost eadership: HB2 aim is to become lo-cost leader in banking sectors that is hy
HB2 is -ro&iding effecti&e ser&ices in lo cost than other banks in Pakistan.
Differentiation: HB2Ds strategy is to -ro&ide unique banking ser&ices to its customers
in banking sectors to make itself &aluable for its customers.
*ocus: HB2 -ro&ides banking ser&ices to its customer in that ay that customer cannot
get that ser&ices from other com-etitors.
*unctiona Strate#y:
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
HB2 identifies basic courses of action that each de-artment -ursues in order to get basic
goals and ob)ecti&es of HB2. Harmony of de-artments toards HB2Ds single goal makes
it unique in the com-etiti&e market.
=ob )naysis:
The -rocedure for determining the duties and skill requirements of a )ob and the kind of
-erson ho should be hired for it is called :ob analysis. :ob analysis is e&ery im-ortant as
)ob analysis information is used in 5electing and recruiting, com-ensation, -erformance
a--raisal, training and in resol&ing other issues hich HB2 faces. HB2 takes :ob analysis
ser&ices from 5idat Hyder 3orshed /ssociation *5H3/+ hich is the biggest H?
consulting firm in Pakistan. The methods hich are used in collecting )ob analysis
information are
The inter&ie
Luestionnaires
<he Intervie' for (ob anaysis:
%nter&ie is a big source in collecting information in the )ob analysis. %ndi&idual
em-loyees, grou- of em-loyees and su-er&isors ith &ast knoledge about )obs are
inter&ieed. The format of inter&ie is 5tructured and unstructured. %n structured
inter&ie a set of sequence of questions are folloed by inter&ieers and in unstructured
ty-e of inter&ie the inter&ieer -ursues -oints of interest as they come u- in res-onse to
questions.
/uestionnaires:
%n questionnaire the em-loyees sol&e the fill out questionnaires to describe their )ob-
related duties and res-onsibilities. The formats of questionnaires are either structured or
o-en ended.
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
/uantitative (ob anaysis techni7ues:
1olloing methods are also used in )ob analysis hich are called quantitati&e )ob analysis
techniques
<he position anaysis 7uestionnaire 8$)/;:
/ questionnaire used to collect quantifiable data concerning the duties and
res-onsibilities of &arious )obs.
<he Department of Labor 8D%L; procedure:
/ standardized method by hich different )obs can be quantitati&ely rated, classified, and
com-ared.
=ob description:
/fter getting )ob analysis information the ne=t ste- is to describe )ob descri-tion hich
contains the -oints of )ob identification, )ob summary, chain of command relationshi-s+,
res-onsibilities and duties, standard occu-ational classifications and standard of
-erformance and orking conditions.
=ob specifications:
/fter formulating )ob descri-tion the ne=t ste- taken is )ob s-ecification in hich the
traits of em-loyees are defined ho are assumed suitable for the )ob.
H+ manua contains five processes
!. 5electing and ?ecruiting
#. Training and He&elo-ment
C. Performance /--raisal
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
". 0om-ensation
$. 7m-loyee relation
5. Seectin# and +ecruitin#:
The recruitment and selection -rocess starts ith em-loyment -lanning. This -rocess of
deciding hat -ositions the firm ill ha&e to fill, and ho to fill them. Personnel or
em-loyment -lanning embraces all future -ositions, from maintenance clerk to 07,.
Seectin# and recruitin# process accordin# to HBL
The diagram belo re-resents the -rocess on hich HB2Ds selection is based. This gi&es
an o&er&ie to -otential candidates as to the ste-s in&ol&ed in becoming a -art of the
HB2 team.
%n recruitment -rocess first of all -lanning session is occurred, in -lanning session it is
determined that hich section HB2 ill ha&e to fill and ho to fill. %f there is a &acancy
of e=ecuti&e )ob then succession -lanning is done for filling that &acant -lace.
)naysis of positions and re7uirement:
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
/fter -lanning it is analyzed that hich -osition is going to be filled and the requirement
is analyze by )ob analysis.
Identify candidates:
HB2 identifies its candidates by de&elo-ing the criteria of )ob descri-tion and )ob
s-ecification and acting u-on these criteria )ob &acancy ads are s-read through different
3edias like nes-a-ers and internet.
%utside sources:
HB2 uses outside sources for recruitment hich are
/d&ertising
!. 4es-a-ers *Haily :ung, 4aa-e-Paqt, The 4ation, Han and Haily Khabrein
etc+
#. Trade and -rofessional )ournals */urora 3agazine+
C. %nternet )ob sites *rozee.-k+
,utside sources of candidates.
!. 5idat Hyder 3orched /ssociation orks for outsourcing for HB2.
#. 0ollege recruitment
C. 7m-loyee referrals
". Palk-ins
1inding internal candidates.
!. :ob Posting
#. ?ehiring former em-loyees
$rescreenin# and short istin#:
3any candidates a--ly for )ob in res-onse to &acancy ads by submitting their 0Gs.
5election board goes through those 0Gs and selects those candidates hich initially
fulfill criteria of selection board. /fter -rescreening selection board short lists the
candidates ho are considered most suitable for )ob at initial le&el on the basis of their
resume.
<est3 intervie':
%n this -rocess short listed candidates are called for test and inter&ie according to nature
of their a--lied )obs.
Seection Intervie':
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5election inter&ie is conducted for short listed candidates. / selection inter&ie is the
-rocedure designed to -redict future )ob -erformance on the basis of a--licantDs oral
res-onses to oral inquiries.
*ormats used in seection intervie':
5tructuredMHirected
6nstructuredM4on directed
Modes of Intervie':
Penal inter&ie
/n inter&ie in hich a grou- of inter&ieers questions the a--licant.
5tructured sequential inter&ie
/n inter&ie in hich the a--licant is inter&ieed sequentially by se&eral -ersonsE each
rates the a--licant on a standard form.
<ypes of 7uestions:
5ituational.
/ series of )ob-related questions that focus on ho the candidate ould beha&e in a gi&en
situation.
:ob related.
/ series of )ob-related questions that focus on rele&ant -ast )ob-related beha&iors. These
ty-es of questions are asked from those candidates ho ha&e -ast e=-erience of )ob.
5tress.
/n inter&ie in hich the inter&ieer seeks to make the a--licant uncomfortable ith
occasionally rude questions that su--osedly to s-ot sensiti&e a--licants and those ith
lo or high stress tolerance. These sorts of questions are asked according to high
designation of candidate.
Puzzle questions.
?ecruiters for technical and finance )ob use questions to -ose -roblems requiring unique
solutions to see ho candidates think under -ressure.
<estin#:
,rganizational -erformance alays de-ends in -art on subordinates ha&ing the right
skills and attributes. Kee- in &ie this -oint HB2 tries its le&el best to hire highly skilled
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
and suitable em-loyee for each )ob. 1or )udging these skills HB2 conducted some tests of
em-loyees on the basis of
?eliability
Test &alidity
The consistency of scores obtained by the same -erson hen retested ith the identical or
equi&alent tests is called reliability and the accuracy ith hich a test and inter&ie hat
it -ur-orts to measure or fulfills the function it as designed to fill is referred as &alidity.
<ypes of test:
>enerally to ty-es of tests are taken in HB2
Tests of 0ogniti&e ability
Physical tests
o 0ogniti&e test abilities consists of
!. %ntelligence Tests
Tests of general intellectual abilities that measure a range of abilities, including memory,
&ocabulary, &erbal fluency, and numerical ability are intelligence tests.
#. /-titude tests
Tests that measure s-ecific mental abilities, such as inducti&e and deducti&e reasoning,
&erbal com-rehension, memory, and numerical ability are a-titude tests.
o Tests of -hysical abilities
Tests that measure static strength, dynamic strength, body coordination, and stamina are
-hysical. :ob related to guards and deli&erers go through this sort of test.
HB2 ado-ts recruitment -rocess as
7ntry le&el -rograms
7=-erienced -rofessionals
0am-us recruitment
?ehiring
!ntry Leve $ro#rams:
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HB2Ds 7ntry-2e&el Programs are structured to ensure that you ill quickly assume
res-onsibility for concrete tasks and im-ortant -ro)ects. ?otational assignments across
different business units -ro&ide a com-rehensi&e and &aluable e=-erience in a relati&ely
short amount of time.
!"perienced Leve $ro#ram:
HB2 recruits e=-erienced -rofessionals in all areas of the bank and encourage the
creation and -ursuit of inno&ati&e ideas. HB2Ds dynamic ork en&ironment offers di&erse
o--ortunities to stimulate ongoing em-loyee needs and su--orts career enhancement
o--ortunities. HB2 encourages you to e=-lore this section to find out about current )ob
o-enings and ho to submit your resume.
Campus recruitment:
HB2 is -roud of its ability to nurture indi&iduals and em-oer them to hone their talents.
HB2 size gi&es itself the unique ability to -ro&ide fast groth and significant
res-onsibility early on in a career ith multi-le a&enues to reach the to-.
/s -art of HB2Ds human resource strategy, HB2 &isits &arious uni&ersities across the
country to induct 8 groom fresh business graduates e&ery year. 7nthusiastic and talented
youth form the backbone of its banking o-erations and are nurtured to become future
leaders at HB2.
To attract the best young talent, HB2Ds resource de-artment em-loys a -ro-acti&e
strategy. HB2 acti&ely -artici-ates in cam-us seminars by gi&ing -resentations that
highlight HB2Ds background, &ision, mission, &alues, recruitment 8 selection -rocess,
future career -ros-ects and o&erall business strategies. HB2 hires fresh talent on a
-ermanent basis and offer a ide range of career o--ortunities across all functions,
including 1inance, 3arketing, ,-erations, %nformation Technology and Human
?esources.
+ehirin# *ormer empoyees:
%t is an internal hiring source. ?ehiring the former em-loyees is the -rocess in hich
HB2 rehires the former em-loyees. But this -rocess is -racticed &ery rarely.
*ina Seection:
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
/fter going trough all the -rocesses the best candidates according to HB2Ds selection
boards are selected.
%rientation:
:ust after final selection and before starting of training -rocess orientation is conducted
for selected em-loyees in orientation ne em-loyees are -ro&ided ith basic background
information about the HB2 the basic contents of successful orientation are
o %nformation on em-loyee benefits
o Personnel -olicies
o The daily routine
o 0om-any organization and o-erations
o 5afety measures and regulations
>. <rainin# and deveopment:
Training is the -rocess of teaching ne em-loyees the basic skills they need to -erform
their )obs and de&elo-ment is result of that training.
1or training and de&elo-ing HB2 follos fi&e ste-s -rocess of training and de&elo-ment
4eeds analysis. %dentify )ob -erformance skills needed, assess -ros-ecti&e
traineeDs skills, and de&elo- ob)ecti&es.
%nstructional design. Produce the training -rogram content, including orkbooks,
e=ercises, and acti&ities.
Galidation. Presenting *trying out+ the training to a small re-resentati&e audience.
%m-lement the -rogram. /ctually training the targeted em-loyee grou-.
7&aluation. /ssesses the -rogramDs successes or failures.
<ask anaysis:
%n this area a detailed study of a )ob to identify the s-ecific skills required, es-ecially for
ne em-loyees are analyzed.
$erformance anaysis:
/fter analyze the main tasks required in -erforming )obs it is &erified that there is a
-erformance deficiency and determining hether that deficiency should be corrected
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
through training or through some other means *such as transferring the em-loyee+. %f
there is found some deficiency in -erforming )ob then training is highly recommended to
reco&er deficiencies.
Training methods used by HB2.
,n-the-)ob Training
,ff-the-)ob Training
/--renticeshi- Training
%nformal learning
7ffecti&e lectures
%n?the?(ob <rainin#:
Ha&ing a -erson learn a )ob by actually doing the )ob is ,:T. 3ethods of ,:T are
0oaching or understudy
:ob rotation
5-ecial assignments
/ction 2earning
Coachin# or understudy: %t is the ,:T method in hich em-loyee is coached and taught
by -rofession that ho to do the )ob in order to meet HB2Ds goals and ob)ecti&es. /t
managerial le&el the trainee orks directly ith a senior manager or ith the -erson he or
she is to re-laceE the latter is res-onsible for the traineeDs coaching.
%t is done at all le&els of )ob. 4e em-loyees are trained through coaching and old
em-loyees are also trained through this method like hen some ne inno&ation is
introduced old em-loyees are trained in order to handle that ne inno&ation. %n #''I all
managers ha&e been trained to o-erate 3isys 5oftare */utomation of ser&ice -ro&ision
and book management+.
=ob +otation: 3o&ing a trainee from de-artment to de-artment to broaden his or her
e=-erience and identify strong and eak -oints. :ob rotation is usually done at
managerial le&el. HB2Ds 3anager /ssociate *3/+ -rogram is used for )ob rotation
training.
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
Specia )ssi#nments: 5-ecial assignments are also gi&en to em-loyees for s-ecial
training. These assignments are actually related to tasks ithin the branch by achie&ing
those tasks assigned by trainer, em-loyee get training.
)ction Learnin#: 3anagement trainees are alloed to ork full-time analyzing and
sol&ing -roblems in other de-artments. This ,:T method is )ust for managerial le&el
em-loyees.
%ff?the?(ob <rainin#:
%t is the method hich is o--osite to the ,:T. %n this method em-loyee does not get
training at hisMher ork -lace. This method of training is only for managerial le&el
em-loyees. ,ff-the-)ob training methods are
0ase study method
,utside seminars
Case study methods: s-ecial case studies are gi&en to em-loyees hich contains some
dilemma about banking sector. By sol&ing those case study -roblems em-loyee gets
training to take bold and effecti&e decision in crucial situations.
%utside seminars: HB2 encourages its em-loyees to -artici-ate in the seminars arranged
by banking sectors not )ust in the Pakistan but also beyond the boarders. By -artici-ating
in outside seminars em-loyee gets authentic knoledge about the ne horizons of
banking sector hich is useful for HB2 and makes it leading bank in Pakistan.
)pprenticeship <rainin#:
/ structured -rocess by hich em-loyees become skilled orkers through a combination
of classroom instruction and on-the-)ob training. %t is actually combination of ,:T and
lectures deli&ered to em-loyees. %t may be for both le&els of managerial and fresh
em-loyee. %n this method em-loyee is first gi&en the lecture about hisMher )ob and after
that im-lementation of lecture in -ractical field is obser&ed.
Informa Learnin#:
The ma)ority of hat em-loyees learn on the )ob they learn through informal means of
-erforming their )obs on a daily basis.
!ffective Lectures:
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
2ectures about )obs are also deli&ered. These lectures are deli&ered to ne em-loyees as
ell as senior le&el em-loyees and managerial le&el too. %n these lectures em-loyees are
-re-ared for facing ne challenges in the banking sectors and also told them ho to
achie&e those challenges.
Succession $annin#:
%t is actually management de&elo-ing -rogram. 3anagement de&elo-ment is attem-t to
im-ro&e current or future management -erformance by im-arting knoledge, changing
attitudes, or increasing skills. %n order to achie&e management de&elo-ment, succession
-lanning is done. 5uccession -lanning is a -rocess through hich senior-le&el o-enings
are -lanned for and e&entually filled. The main -ur-oses of succession -lanning are
/ntici-ate management needs, ?e&ie firmDs management skills in&entory, 0reate
re-lacement charts, Begin management de&elo-ment. HB2Ds 3anagement Trainee *3T+
-rogram deals ith succession -lanning. 3T is defined in the folloing section of
Training and de&elo-ing methods.
<rainin# and deveopment pro#rams at HBL:
HB2 uses folloing -rograms for training and de&elo-ment
3anagement Trainee
3anagement associate
0ash officers
%nternshi-s
Mana#ement <rainee:
HB2Ds 3anagement Trainee *3T+ -rogram looks for highly moti&ated indi&iduals ho
e=hibit the -otential to e=cel as future leaders. The -rogram is geared toards -ro&iding
challenging ork assignments com-lemented by a learning com-onent for select
indi&iduals from re-utable uni&ersities. /t HB2, the 3T -rogram offers e=tensi&e
interacti&e classroom training, on the )ob rotations and -ersonal mentoring from senior
management to -ro&ide a com-rehensi&e learning e=-erience. The ob)ecti&e of the
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
-rogram is to realize -otential and translate the e=-erience into a successful banking
career.
Mana#ement associate:
HB2Ds 3anagement /ssociate Program is a training and rotational -rogram focused on
dealing ith branch banking requirements. %t -ro&ides accelerated de&elo-ment
o--ortunities across HB2Ds branch netork of ?etail, 0or-orate 8 0ommercial banking.
Huring this -rogram, candidates are assigned ith challenging business scenarios to
enhance their critical and analytic skills. /nother crucial element of the -rogram ensures
that managerial skills are honed and de&elo-ed. This -ro&ides associates ith the
e=-ertise required to handle su-er&isory and administrati&e tasks that ill result in the
de&elo-ment of successful business managers.
Cash officers:
HB2Ds 0ash ,fficers Program cata-ults successful candidates to the front lines of the
bank. 0andidates in this -rogram are the bankDs ambassadors and must ha&e e=em-lary
skills in dealing ith clients. The -rogram in&ol&es an e=tensi&e one-month training
-eriod based on branch banking o-erations before -lacement in the branches. 7nergetic
and focused graduates from H70 recognized institutions ith good communication and
inter-ersonal skills qualify for HB2Ds 0ash ,fficers Program. Before being -laced at
HB2 branches, these indi&iduals must e=hibit a -ro&en ability to add &alue and act as
agents of change.
Internships:
HB2Ds %nternshi- Program offers -romising students ith the e=citing o--ortunity to
a--ly their classroom learning e=-erience to real life cor-orate assignments. Through the
-rogram, internees can su--ort their career goals by using the internshi- as a launching
-ad for creating contacts ith -rofessionals in the field and identifying their on
com-etencies to build a successful career ith HB2.
@. $erformance Mana#ement and appraisa:
7&aluating an em-loyeeDs current and -ast -erformance relati&e to its -erformance
standards is called -erformance a--raisal.
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
/ -rocess that consolidates goal settings, -erformance a--raisal, and de&elo-ment into a
single common system to ensure that em-loyeeDs -erformance is according to com-anyDs
aims is called -erformance management.
$erformance mana#ement and appraisa at HBL:
HB2Ds -erformance management and reard systems ensure that goals are met in an
effecti&e and efficient manner. HB2 defines a clear -ath for you to contribute to the
organizationDs o&erall goals, -e--ered ith regular re&ies and feedback to hel- you
gauge your -rogress. /t HB2 groth is not a function of time but rather of -erformance.
/s your -erformance im-ro&es, the role that you -lay ithin the organization ill
accelerate to reflect your in-ut. HB2 generally uses B/?5 *Behaviorally anchored
rating scale) it is an a--raisal method that uses quantified scale ith s-ecific narrati&e
e=am-les of good and -oor -erformance.
Performance /--raisal form of HB2.
HB2Ds -erformance a--raisal form contains to sheets, one is 1,?3 B# and other is
1,?3 BC. 1,?3 B# contains a--raisal for 0lerical staff at branch or 1ield ,ffices
there are to main headings /reaMfactors and le&el of achie&ement -oints. 2e&el of
achie&ement -oint contains fi&e -oints ratings / *"+, B *C+, 0 *#+, H *'-!+ and 4M/.
/?7/Mfactors contains fi&e kind of factors hich are
/-Producti&ity
B-%ndi&idual Sattributes
0-Technology
H-0ustomer 5er&ice
7-Personal
7ach area is further categorized in different factors.
)rea )?$roductivity contains
!. :ob knoledge
#. TH clearingMBills 2edger Posting
C. Timely 2odgment of 0learing
". 1olloed ?eturn un-aid cheques
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
$. 4othing of 5to- Payment %nstruction
F. Golume of Pork Handled
9. /ccuracy 8 /ttention to Hetail
I. Pillingness 8 /bility to ork ith other unitsM-eo-le
<. /bility to rite 7ffecti&ely
!'. /do-tability of ne assignments
!!. He-osit 3obilization Msa&ingMcurrent 0PH0 etc
!#. 4umber of fresh account arranged
!C. ?eduction in customer com-laint
!". Ha)) a--lication target
!$. Timely Balancing of branch ledgerMbooks etc
!F. /ccuracy in countingMcash handling 8 counting s-eed
!9. ?ecei&ing of -ayments of utilities
!I. His-atch of requisite statements
!<. 3aintenance of guns in order
#'. Kero theft
#!. Heli&ery of letterMHak in time
##. Luality of ork
#C. 5-eed of ork
#". 1iling and record kee-ing
#$. Ty-ingMdata entry s-eed
#F. Ty-ingMdata entry accuracy
B?Individua )ttributes contains
!. ProfessionalMtechnical knoledge 8 com-etency
#. %nitiati&e *eagerness to learn, enlarge knoledge+
C. ?eaction to res-onsibility
". 5ense of res-onsibility
$. ,ral communication /bility
F. Pritten communication ability
9. 5orting of notes
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
I. 0ash e=cessMshortage situation
<. Performing under -ressure
!'. /bility to ork ithout su-er&ision
!!. Pilling to ork after office hours
C?<echnoo#y contains
!. Knoledge of com-uter
#. Knoledge of internet 8 7-mail
D?Customer contains
!. 0ourtesy to 0ustomer
#. ?a--ort ith customer
C. 0reati&e res-onse to customer needs
". Business sense *ma=imum re&enueM minimum cost+
!?$ersona contains
!. Health 8 energy
#. /--earance
C. %ntegrity 8 loyalty
". >rooming
$. 3anner of s-eech
F. /ttitude
9. %ntelligence
I. 2ea&e record
<. /ttendance record
!'. Punctuality
7ach factor is marked tick against le&el of achie&ement and in the end total -oints scored
is ritten in the s-ecific bo=. /lso the signatures of a--raisee and a--raiser are taken.
*%+M B@:
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
This form contains to big bo=es. 1irst bo= is about He&elo-ment PlanM 5u-er&isor
comments. %n this bo= su-er&isor gi&es comments about a--raisee strengths and further
a--raiseeDs de&elo-ment needs *need to im-ro&e academic 8 -rofessional qualification+.
5econd bo= is called o&erall assessment bo=. %n this bo= a--raiser gi&es the o&erall
-erformance grade to a--raisee according to B# form and the grade is gi&en in form of
/, B, 0, H. Then comments of a--raisee is also taken in form of agreeMdisagree. Then
o&erall assessment is re&ieed by re&ieer and re&ieer gi&es its comments too, but it is
not necessary. /fter it final acce-tance of a--raisee is also taken along ith signatures.
1olloing is some brief detail about a--raisal areas
)?$roductivity:
Producti&ity is actually about the -erformance of em-loyee in the clerical field. %t
indicates that ho much effecti&ely and efficiently an em-loyee -erforms its duty and
ho much em-loyee is committed ith the achie&ement of organizational goals and
ob)ecti&e. 1olloing factors of Producti&ity are defined brieflyE
=ob kno'ed#e: %t is first and basic factor of -roducti&ity. This factor shos that ho
much em-loyee has aareness about hisMher )ob.
<D cearin#3Bi ed#er postin#: This -roducti&e factor indicates the ability of em-loyee
about ledger -osting of HB2. His shos ho much an em-loyee is e=-ert and clear in
indicating or -osting of ledger regularly.
<imey Lod#ement of cearin#: This is the )ob in hich the em-loyee of HB2 is to
-resent the cheques of other banks, hich are gi&en by customers for de-ositing in their
accounts in the 5tate Bank before !' oDclock. %n this assessment it is determined hether
em-loyee is -unctual in -resenting cheques to 5tate Bank in the s-ecific time.
*oo' return unpaid che7ues: %n this )ob the em-loyee is to return the un-aid cheques
to the bank before C -m hich are re)ected by 5tate Bank due to some incom-leteness
like absence of signatures, inefficient money in the account of customers or other reasons
cause refusal of cheques by 5tate Bank. %n -erformance a--raisal it is assessed that
hether em-loyee is fulfilling his )ob ell or not and on the basis of his -erformance he
is gi&en -oints.
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
&otin# of Stop payment Instruction: %n this )ob em-loyee notes the sto- -ayment
instruction due to lose of cheques by customer. %f customer loses hisMher cheques then
heMshe has to tell about lost cheques to the branch of HB2 and in res-onse the em-loyee
is to note don the sto- -ayment and also feed this information in the com-uter for
database record in order to restrict misuse of the lost cheques.
Voume of 'ork handed: %n this assessment it is noted that ho much &olume of task or
ork is being handled by em-loyee and on the basis of &olume of ork handled the
em-loyee gets -oints of achie&ement against the block in a--raisal form.
)ccuracy & attention to detai: %n this )ob it is indicated that ho much an em-loyee is
attenti&e and accurate in noting don the )ob hether heMshe is -erforming at desired
le&el or not.
-iin#ness and abiity to 'ork 'ith other peope3unit: %n this section it is noted that
ho much the em-loyee is illing and ho much heMshe has the ability and quality to
-erform ell in the grou- of -eo-le or unit and it is determined is heMshe is able to
-erform in the grou- or not if a grou- task or assignment is gi&en.
)biity to 'rite effectivey: %n this assessment it is noted that ho much em-loyee has
effecti&e skills of riting hich matters in re-orting or hand ritten a--lication.
)doptabiity of ne' assi#nments: %n this )ob it is determined ho much em-loyee is
able ado-t ne assignments related to hisMher )ob. Hoes heMshe ha&e ability to ado-t ne
challenges in hisMher )obT
Deposit Mobii0ation3savin#3current C$DC etc. %n this factor it is assessed that ho
much the em-loyee is res-onsible for de-ositing certificates of sa&ing, current and 0PH0
*0rore Pati He-osit 0ertificate+ -urchased by customers.
&umber of fresh account arran#ed: %n this )ob the em-loyee is to arrange ne accounts
by feed the data in the database system and issuing cheques books. %n this assessment it is
a--raised that ho much the em-loyee has arranged nely o-ened accounts and on the
basis of number the em-loyee is granted ith grade on the a--raisal sheet.
+eduction in customer compaint: This )ob is related ith customer ser&ice member. %n
a--raisal it is defined ho many com-laints of customers are reduced by em-loyee.
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UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
Ha( appication tar#et: This )ob is related ith %slamic Banking section of HB2. 7ach
em-loyee is gi&en ith the target of submission Ha) a--lication. ,n the basis of
submitted target Ha) a--lication em-loyee gets -oint ratings on a--raisal form.
<imey baancin# of Branch Led#er3books: %n this )ob em-loyee has to balance the
branch ledger on the daily basis. ,n the basis of balancing of ledger in time the em-loyee
is gi&en grade -oints on a--raisal sheet.
)ccuracy in countin#3cash handin# & Countin# speed: This determines that ho
much em-loyee is able to count or handle the cash efficiently and ho fast cash is
counted by the em-loyee.
Dispatch of re7uisite statements: %n the bank the em-loyee of related )ob is to dis-atch
the balanced 2edgerMBooks, financial statements and number of accounts before authority
of branch on monthly basis. Phile a--raising em-loyee it is defined that ho much
heMshe is efficient and -unctual in hisMher )ob.
Maintenance of ,uns in %rder: %n this assessment it is determined that ho much the
em-loyee is acti&e in -erforming the order of hisMher head. The obedience of the
em-loyee to hisMher head in the bank task is counted in this assessment.
Aero <heft: %n assessment the em-loyee is assessed according to handling of hisMher
honesty in hisMher )ob. %t is counted that ho much heMshe has been committed ith theft
in -erforming )ob.
Deivery of Letter3Dak in time: This )ob is about the deli&erer of letterMHak to the one
bank to other banks, one branch to other branches of HB2 and dis-atch of cheques to
5tate Bank. The em-loyee is graded ith -oints according to -unctuality in deli&ery in
the a--raisal form.
/uaity of 'ork: %n this assessment the em-loyee is gi&en ith grade -oints according to
quality of hisMher -erformance in hisMher s-ecific )ob.
Speed of 'ork: %n the assessment of )ob this factor shos that ho much fast and
efficient an em-loyee is in -erforming hisMher task related to hisMher field.
*iin# and record keepin#: %n this )ob the em-loyee is to file and record the data of
customer for database. /ccording to effecti&eness of record kee- em-loyee gets -oints in
a--raisal form.
M. ISMAIL
*2!1'9BB/3'''!+-
-CC
UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
<ypin#3Data entry speed: This is about com-uterized record kee-ing. %n this factor it is
assessed that ho much the em-loyee has s-eed in ty-ing data.
<ypin#3Data entry accuracy: %n record kee-ing it is noted that ho much accurate the
em-loyee is in ty-ing data for database.
B?Individua )ttributes:
This area of factor is about the em-loyeeDs attribute or -ro-erties in -erforming )ob.
1olloings are factors of indi&idual attributesE
$rofessiona3technica kno'ed#e & competency: %n this attribute it is checked that
ho much the em-loyee has -rofessional skills about hisMher )ob and ho much heMshe is
com-etent has technical knoledge about hisMher )ob in the bank.
Initiative 8ea#erness to earn4 enar#e kno'ed#e;: %n this factor it is noted that ho
much em-loyee is eager to learn ne thing about )ob and ho much heMshe is interested
in enlarging knoledge of )ob. %nitiati&e factor is &ery im-ortant in )ob field cause initiate
ne task in the field is good attribute of -rofessional em-loyee.
+eaction to responsibiity: %n this attribute it is assessed that ho the em-loyee reacts
hen some res-onsibility is gi&en to him, it is noted hether heMshe reacts armly and
-rofessionally or considers ne res-onsibility as a burden.
Sense of responsibiity: in this attribute it is assessed that ho the em-loyee takes the
res-onsibility hether takes it -rofessionally and serious or carelessly.
%ra Communication )biity: %n this factor it is assessed that ho much em-loyee has
ability to communicate orally ith the customers and head. 5-eaking skills are counted in
this a--raisal.
-ritten Communication abiity: %n this attribute the ability and riting skills of
em-loyee is assessed.
Sortin# &otes: %n this factor the ability of sorting and handling of currency notes are
)udged. %t is assessed that hether em-loyee is sorting notes according to sequence.
Cash e"cess3shorta#e situation: 0ash handling is noted in this factor. %t is a negati&e
a--raisal. 5ome time em-loyee gi&es or recei&es more or less amount by customers, if
heMshe gi&es more than real amount then heMshe has to com-ensate this money from
hisMher on -ocket.
M. ISMAIL
*2!1'9BB/3'''!+-
-C"
UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
$erformin# under pressure: %n this factor the -erformance of em-loyee is assessed
under -ressure situation. %t is checked that ho much heMshe is ca-able and confident to
-erform under -ressure circumstances.
)biity to 'ork 'ithout supervision: %n this factor it is checked that ho much the
em-loyee is able to -erform hisMher duty efficiently ithout su-er&ision and it is also
assessed that hether su-er&isor has to kee- eye on hisMher to get the ork one.
-iin# to 'ork after office hours: %n this factor it is noted that ho much em-loyee is
dedicated toards hisMher )ob e&en after office hours.
C?<echnoo#y:
This is the area of a--raisal in hich the ca-ability of using of technology of em-loyee is
assessed. 1olloings are ma)or factors of area of technology
Bno'ed#e of computer: The knoledge of using of com-uter is counted in this factor.
Bno'ed#e of e?mai & internet: The knoledge of internet and sendingMrecei&ing is
assessed in this factor of technology area.
D?Customer Service:
This is the area of a--raisal in hich the moti&ational and dedicated le&el of em-loyee
toard customer ser&ice is assessed. 1olloings are factors of this areaE
Courtesy to customers: in this factor of customer ser&ice area it is assessed that ho
much em-loyee is courteous toards customers, hether heMshe is deals ith customers
-olitely or harshly.
+apport 'ith customer: %n this factor it is assessed that hether em-loyee cashes the
cheques of customer ithin time or heMshe makes customers ait due to hisMher -ersonal
gossi-s etc.
Creative response to customerCs needs: %n this factor it is )udged that ho creati&ely
and -rofessionally the em-loyee res-onses to customerDs needs regarding banking
system.
Business sense. This factor determines the sense of em-loyee regarding business that
hether heMshe knos about economic terms and their uses.
!? $ersona:
This is the area in hich -ersonality of em-loyee is e&aluated. 1actors of this area are as
folloingE
M. ISMAIL
*2!1'9BB/3'''!+-
-C$
UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
Heath & !ner#y: %n this factor of -ersonal area -hysical and mental health of
em-loyee is e&aluated and also the use energy of -erforming in )ob.
)ppearance: %n this factor the a--earance of em-loyee is counted. The dress code and
manner of dressing is assessed.
Inte#rity and Loyaty: %n this factor the loyalty and integrity of em-loyee is assessed.
The dedication and commitment of em-loyee hile -erforming duty is counted. Honesty
and faithfulness ith )ob and com-any is also assessed.
,roomin#: %n this factor the de&elo-ment and grooming of em-loyeeDs -ersonality is
counted.
Manner or Speech: %n this factor of -ersonality the manner of s-eech or manner of
talking to others are assessed. 3anner of s-eech should be -olite and understandable.
)ttitude: %n this factor the em-loyee gets -oint on the basis of -ositi&e and -rofessional
attitude in hisMher -ersonal life.
Intei#ence: %n this factor of -ersonality the intelligence of em-loyee is e&aluated.
)ttendance record3Leave +ecord3$unctuaity: The em-loyee is gi&en grade -oints on
the basis of regular and timely attendance according to time table.
M. ISMAIL
*2!1'9BB/3'''!+-
-CF
UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
M. ISMAIL
*2!1'9BB/3'''!+-
-C9
UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
M. ISMAIL
*2!1'9BB/3'''!+-
-CI
UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
D. Compensation:
The salaries, reards, bonuses, and incenti&es on the basis of )ob and -erformances are
com-ensations.
Compensation at HBL:
HB2Ds focus is on attracting, de&elo-ing and retaining the best in the business by
offering market dri&en com-ensation and benefits -ackages. HB2Ds com-ensation and
benefits strategy combines the need to maintain a high -erformance culture along ith
market com-etiti&eness. /nnual benchmarking e=ercises are conducted to stay abreast
ith industry standards. /ccording to -erformance each em-loy gets benefits and
com-ensation. Time does not matter only -erformance matters at HB2. 7m-loyees are
-aid in to forms
Hirect -ayments
%ndirect -ayments
Hirect financial -ayments. Pay in the form of ages, salaries, incenti&es, commissions,
and bonuses.
%ndirect financial -ayments. This mode of -ayment is not related to cash -ayments like
medical, insurance, residence, car, car fuel etc.
1. !mpoyee reation:
7m-loyee ?elations in&ol&es the body of ork concerned ith maintaining em-loyer-
em-loyee relationshi-s that contribute to satisfactory -roducti&ity, moti&ation, and
morale. 7ssentially, 7m-loyee ?elations is concerned ith -re&enting and resol&ing
-roblems in&ol&ing indi&iduals hich arise out of or affect ork situations.
The en&ironment at HB2 is cultural, ethical and challenging that that encourages
creati&ity and commitment among em-loyees. HB2 fosters a ork en&ironment here
em-loyees can realize their -otential hether locally or in the international arena. Thus,
HB2 enables its em-loyees to achie&e their -rofessional goals hile kee-ing in synch
ith the bankDs o&erall ob)ecti&es.
M. ISMAIL
*2!1'9BB/3'''!+-
-C<
UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
HB2 belie&es in to skills for em-loyee relation
%nter-ersonal communication
0onflict management
Interpersona communication ski: /t HB2 the first skill for managers to understand
and -ractice is inter-ersonal communications, because it is the foundation for all actions
in the ork-lace and it allos the manager an o--ortunity to build relationshi-s ith the
o&erall orkgrou- ithout alienating anyone in the ork en&ironment. Porking ith
di&erse grou-s of -eo-le requires a tremendous amount of interaction. %f these
interactions are -ositi&e, they can hel- create the right ork-lace climate, attitudes,
beliefs and beha&iors. Kee-ing in &ie these all -oints inter-ersonal HB2 em-hasizes on
strong inter-ersonal communication skill for effecti&e accom-lishment of goals.
Confict mana#ement: %n HB2 the second skill for managers to le&erage, is conflict
management. %t is actually conflict resol&ing a--roach. 2earning to le&erage this skill
hel-s in resol&ing em-loyee relations issues quickly and effecti&ely, and creates greater
satisfaction ith the orkgrou-. %n this skill manager let hisMher subordinates to s-eak
and say hate&er they feel during orking ith manager. 3anager cares em-loyees
emotions and feelings.
%ur Su##estions for betterment of HBL:
HB2 is PakistanDs largest bank. %t should eliminate the cost of online banking
since they charge cost of online transaction or transfer.
HB2 is initiator of Tele-banking ser&ice hich is unique ser&ice in Pakistan.
Through this ser&ice e can get information about our -ersonal account on
tele-hone. 3ost of times customers find the ser&ice o-erator busy. HB2 should
increase their tele-banking ser&ice centre.
HB2 has begun cam-us recruiting hich -ro&ides youngsters to come ahead but
their cam-us recruiting -rocess is so slo. They should increase their -ace of
hiring youngsters as other banks are doing successfully. They should -ro&ide
more and more o--ortunities to fresh graduates and masters.
The -rocess of -romotion at HB2 is slo so they should ma=imize the -romotion
-rocess hich ould be source of moti&ation for their em-loyees.
M. ISMAIL
*2!1'9BB/3'''!+-
-"'
UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN
/t many occasions HB2Ds /T3 netork gets slo and their /T machines donDt
allo for transaction they should rene their /T3 links in order to make their
customers a&oiding incon&enience.
M. ISMAIL
*2!1'9BB/3'''!+-
-"!
UNIVERSITY OF CENTRAL PUNJAB LAHORE, PAKISTAN