Impact of Country of Origin in HRM Compa

“Impact of country of origin
in HRM: Comparative
Study on HRM process of
HSBC Bangladesh and
Sonali Bank Ltd.””
Group: 06
Group 6
F-308 Human
Resource F-308
Management
Human Resource
Management
HRM Mechanism of HSBC and Sonali Bank Ltd: A Comparative Study
A term paper on, “HRM Mechanism of HSBC and Shonali Bank Ltd: A
Comparative Study”
Submitted To
Mr. TanvirHasan
Lecturer
Department of Finance
University of Dhaka
Submitted by: Group 06
Name ID Remarks
TasfiaTasneem Ahmed 21-028
NusratAnjum 21-097
Sheikh Ishtaque 21-157
Md.Ashiqul Islam 21-166
Muhammad SaifulAlam 21-201
Date of Submission: December 10, 2017
1
Letter of Transmittal
December 11, 2017
Mr. TanvirHasan
Lecturer
Faculty of Business Studies
University of Dhaka
Subject: Submission ofReport on “HRM Mechanism of HSBC and Shonali Bank Ltd: A Comparative
Study”
Dear Sir,
It has been a great experience working on this report on “HRM Mechanism of HSBC and Shonali Bank
Ltd: A Comparative Study”. As you have assigned, we have studied the HRM procedure and strategies of
both our selected companies and have prepared the report as per your guideline. The study we conducted
enhanced our knowledge to make an executive report. This report has given us an exceptional experience
that might have immense uses in the future endeavors. We sincerely hope that it would be able to fulfill
your expectations. Here we are submitting the report with great pleasure and gratefulness.
We have tried our best to make the report a perfect one. We hope you will appreciate all our efforts and
take any unintentional mistakes with kind consideration.
Sincerely yours,
NusratAnjum
On behalf of the group – 06

BBA 21st Batch
ID: 21-097
University of Dhaka
2
Acknowledgment
At first we would like to acknowledge the Almighty first who gave us energy and patient and
also knowledge for making this report.
We want to thank our classmates and friends who helped and supported us to understand
different aspects of this course and also helped to collect information to complete this report.
We are thankful to websites of both our selected companies and authors of different articles for
providing us with the information. We are also grateful to our beloved course instructor who at
the very beginning of our BBA life taught us to write a formal report.
Finally, and most importantly, we would like to pay our gratitude to honorable course teacher
Mr. TanvirHasan, Lecturer, Department of Finance, University of Dhaka, for giving valuable
suggestions and support to prepare this report. We feel very lucky to have such a dedicated
teacher to guide us.
3
Executive Summary
This report portraits the concept of human resource management by giving theoretical
description and gives the understanding by applying on two respective companies .In Chapter 1
the origin, objective, methodology and limitations are stated.
In chapter 2 The report demonstrates the company policies; the company’s overview, their
mission, vision and aim and their objectives. In this chapter we get to know the two companies
and their origin.
The next chapter theoretical overview emphasizes on the difference between human resource
management of the two companies. It clearly made it to the statement that public and private
sector HRM are not similar in nature. There is a significant difference.
Coming to the next chapter, this part shows the analysis we conducted to build a comparative
relation between two companies. This part describes the recruitment, selection, training and
development and performance management process of both the companies and points out some
significant differences among them. Here the whole HRM mechanisms of both the companies
are precisely described.
The final part states the findings and conclusions about the report and comes to a statement
defining the comparative relationship between HRM of HSBC and Shonali Bank Ltd. for which
the comparative analysis was based on.
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Table of Content
Chapter one ................................................................................................................................... 7
Introduction ................................................................................................................................... 7
1.1 Origin of the Report .............................................................................................................. 8
1.2 Objectives of the Report ....................................................................................................... 8
1.3 Methodology ......................................................................................................................... 8
1.4 Limitations of the Report ...................................................................................................... 9
Chapter Two ................................................................................................................................ 10
Company Profiles ........................................................................................................................ 10
2.1 Company profile of SBL ..................................................................................................... 11
............................................................................................................................................... 11
Product/service Schemes: ..................................................................................................... 12
2.2 Company Profile of HSBC ................................................................................................. 16
HSBC mission statement: ..................................................................................................... 16
"We aspire to be one of the world's great specialist banking groups, driven by commitment to
our core philosophies and values" ............................................................................................ 17
To be the leading international Bank in the world ................................................................ 17
Chapter Three ............................................................................................................................. 19
Theoretical Overview.................................................................................................................. 19
3.1 Public vs. Private Sector HRM: .......................................................................................... 20
3.2 Processes in Human Resource Management: ..................................................................... 21
Chapter Four ............................................................................................................................... 23
Comparative Analysis of the HRM process.............................................................................. 23
4.1 Recruitment ......................................................................................................................... 24
4.1.1 Sonali Bank .................................................................................................................. 24
5
4.1.2 HSBC ........................................................................................................................... 27

4.2 Selection .............................................................................................................................. 31
4.2.1 Sonali Bank .................................................................................................................. 31
Interview: .............................................................................................................................. 31
4.2.2 HSBC ........................................................................................................................... 34
4.3 Training and Development ................................................................................................. 36
4.3.2 Shonali Bank Limited .................................................................................................. 38
4.3.2 HSBC ........................................................................................................................... 43
4.4 Performance Management .................................................................................................. 45
4.4.1 Sonali Bank .................................................................................................................. 45
4.4.2 HSBC ........................................................................................................................... 45
4.5 Benefits and Rewards ......................................................................................................... 48
4.5.1 Sonali Bank .................................................................................................................. 48
4.5.2 HSBC ........................................................................................................................... 48
Chapter five ................................................................................................................................. 51
Findings and Conclusion ............................................................................................................ 51
Conclusion ................................................................................................................................ 53
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Chapter one
Introduction
7
1.1 Origin of the Report

This report has been prepared as a study on “HRM Mechanism of HSBC and Shonali Bank Ltd:
A Comparative Study’’ as a part of the fulfillment of course requirement. The report was
prepared under the supervision of, honorable Mr.TanvirHasan, Lecturer of Dept. of Finance,
Universityof Dhaka. We are very much thankful to him for assigning us with such type of
practical work that has enhanced our knowledge and experience.
1.2 Objectives of the Report

The main objective of the study is to present the core understandings of mechanisms and
strategies of human resource management of organizations. This report states the HRM
procedures of HSBC and Shonali Bank Ltd. and points some differences between these two.
Again some other objectives will be fulfilled through this study which is given below:
1. To fulfill the requirement of our course

2. To achieve deep knowledge about the topic
3. To achieve pragmatic knowledge about this topic
4. To know whether HRM process of public organization differs from a private one or not
5. To apply the core knowledge we achieved from our course
6.
1.3 Methodology
When we were asked to submit report, we started collecting data from the available sources. At
first we collected all the information from websites of selected banks and some other related
websites. After collecting all the necessary data, all of the group members gathered in a place
and discussed on how to prepare the report. All the group members divided the whole report into
some parts and completed the report. Finally, we combined all the parts together and made a
final report.
Sources of Information:
1. Shonali Bank Ltd. website
2. HSBC website
3. Other relevant sources in the websites
4. Various articles related to HRM of both banks
8
1.4 Limitations of the Report

On the way of our study, we have faced some challenges that have been termed as the limitations
of this study. These are followings:
 Confidential data to disclose ,

 Shortage of time,
 Lacking of knowledge,
 Shortage of experience,
 Limited data sources.
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Chapter Two
Company Profiles
10
2.1 Company profile of SBL

Sonali Bank was established in 1972 under the Bangladesh Bank (Nationalization) Order,
through the amalgamation and nationalization of the branches of National Bank of Pakistan,
Bank of Bahawalpur and Premier Bank’s branches located in East Pakistan until the 1971
Bangladesh Liberation War. When it was established, Sonali Bank had a paid up capital of 30
million taka. In 2001, It’s authorized and paid up capital were tk10 billion and taka 3.272 billion
respectively. The bank reserve funds were taka 60 million in 1979 and taka 2.050 billion on 30
June 2000. Presently it’s authorized and paid up capital is TK 66000.00 core and TK 3830.00
core respectively.
Branches of Sonali Bank
Sonali Bank has a total of 1206 branches. Out of them, 242 are located in urban areas, 854 in
rural areas, and 2 are located overseas. It also operates the Sonali Exchange Company Inc. in
USA and Sonali Bank (UK) Ltd. in United Kingdom, to facilitate foreign exchange remittances.
Sonali Bank UK remits up to 14 destinations across Bangladesh directly; these include Dhaka
Chittagong, Sylhet, Maulivibazar, Beanibazar, Balagainj, Biswanat, Jagannathpur, Sunamganj,
Golapaganj, Nabigonj, Habigonj, Kulaura or Tajpur. There are currently three branches in UK;
one located in Brick Lane, London another in small heath, Birmingham and in Manchester.
Vision of Sonali Bank
Its vision is to be the “Socially committed leading banking institution with global presence.”
This banking vision andopportunity situated in everywhere we established and goal this process
in opportunity
Mission of Sonali Bank
Sonali Bank is dedicated to extend a whole range of quality products that support divergent
needs of people aiming at enriching their lives, creating value for the stakeholders and
contributing towards socio-economic development of the country.
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Slogan of Sonali Bank
“Your trusted partner in innovating banking.”
Core business of Sonali bank
Sonali Bank Limited operates the following services:
 Corporate Banking Project Finance

 SME Finance
 Consumer Credit
 International Trade
 Trade Finance
 Loan Syndication
 Foreign Exchange Dealing
 Rural and Micro credit
 NGO-Linkage Loan
 Government Treasury Function
 Money Market Operation
 Capital Market Operation
 Remittance
Sonali Bank Ltd. at a Glance
Sonali Bank Limited is one of the largest public banks in Bangladesh. Recently it is going to
introduce shares. It operates through One Head Office, 30 Main division offices, 6 General
Manager Office, 42 principal Office, 19 regional office and 198 fully computerized.
Product/service Schemes:
Sonali Bank Limited offers multiple special services with its network of branch throughout the
country in an addition to its normal banking operations.
 Gas bills.
 Electricity bills.
 Telephone bills.
 Water/ Sewerage bills.
 Municipal Holding Tax.
 Source tax and VAT.
 Land development tax.
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Payment:
 Pension of employees of Government and other Corporate Bodies.

 Bangladesh Bank employees’ pension
 Army pension
 Student stipend/ Scholarship.
 Govt. & Non- Govt. Teachers salary
 MT issue & payment section
 TT payment section
 DD issue & payment section
 Payment order
 DDP
Sale & Encashment/ purchase:
 Savings Certificates.
 Prize Bonds.
 Lottery tickets of different Semi-Govt. and Autonomous Bodies
 Public Service Commission’s application from.
 Judicial Service Commission’s application from.
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Organizational Structure:
Following is the organogram of branch offices of Sonali Bank Ltd:
This is the organogram of the head office of the bank
14
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2.2 Company Profile of HSBC

HSBC is one of the world’s largest banking and financial services organizations. They serve
around 38 million customers through four global businesses: Retail Banking and Wealth
Management, Commercial Banking, Global Banking and Markets, and Global Private Banking.
Their network covers 67 countries and territories in Europe, Asia, the Middle East and Africa,
North America and Latin America.
It is mainly a British multinational banking and financial services holding company, tracing its
origin to Hong Kong. It is the world's seventh largest bank by total assets and the largest in
Europe with total assets of US$2.374 trillion (as of December 2016). It was established in its
present form in London in 1991 by The Hong Kong and Shanghai Banking Corporation to act as
a new group holding company. The origins of the bank lie mainly in Hong Kong and to a lesser
extent in Shanghai, where branches were first opened in 1865. The HSBC name is derived from
the initials of the Hong Kong and Shanghai Banking Corporation. The Company was first
formally incorporated in 1866. The company continues to see both the United Kingdom and
Hong Kong as its "home markets".
HSBC has around 4,000 offices in 70 countries and territories across Africa, Asia, Oceania,
Europe, North America and South America, and around 37 million customers. As of 2014, it was
the world's sixth-largest public company, according to a composite measure by Forbes magazine.
Its aim is to be where the growth is, connecting customers to opportunities, enabling businesses
to thrive and economies to prosper, and ultimately helping people to fulfill their hopes and
realize their ambitions.Listed on the London, Hong Kong, New York, Paris and Bermuda stock
exchanges, shares in HSBC Holdings plc are held by more than 203,000 shareholders in 132
countries and territories.
HSBC mission statement:
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"We aspire to be one of the world's great specialist banking groups, driven by commitment to
our core philosophies and values"
HSBC Vision Statement:
To be the leading international Bank in the world

HSBC Slogan:
“World’s Local Bank”
HSBC’s operations in Bangladesh:
In Bangladesh, the HSBC Group’s history dates back to 1996 when The Hong Kong and
Shanghai Banking Corporation (HSBC) Ltd opened its first branch. Today, the HSBC Group
offers a comprehensive range of financial services in Bangladesh including commercial banking,
consumer banking, payments and cash management, trade services, treasury, and custody and
clearing.
Personal Banking: With 9 branches and 1 sub-branch, 27 ATMs and 7 Customer Service Centers
in Dhaka, Chittagong and Sylhet and Business Development offices in Dhaka and Chittagong
Export processing Zones. HSBC offers a full range of personal banking and related financial
services including current and savings accounts, personal loans, time deposits, traveler’s cheques
and inward and outward remittances.
Commercial banking: Commercial banking is a traditional strength of the HSBC Group .In
Bangladesh, HSBC is a popular choice for customers because of the Group’s international reach
and a wide range of financial services and products HSBC has an offshore banking unit (OBU)
license and can therefore also provide foreign currency financing to qualifying customers. In
addition, there are 5 business development centers in the country’s major 5 EPZ areas including
Dhaka, Chittagong, Adamjee, Mongla and Comilla.
Corporate and institutional banking: Corporate and institutional banking provides dedicated
relationship management services to HSBC’s clients in major corporate and financial
institutions. The Bank’s focus is on fostering long-term relationship based on its international
connections and extensive knowledge of Asia and Asian business.
HSBC net:HSBC net, a proprietary computer-based software package, provides customer with
an instant link into the HSBC Group’s international computer network, allowing them to perform
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transactions and obtain a diverse range of up-to-date information 24 hours a day, 365 days a
year.
Trade & Supply Chains: Trade finance and related services are a long-standing core business of
HSBC based on the depth and spread of its corporate customer base, highly automated trade
processing systems and extensive geographic reach.
Payments and cash management: HSBC is one of the leading providers of payments and
related services to financial institutions, corporate and personal customers in Bangladesh.
Underpinned by the Group’s extensive network of offices and capabilities, payments and cash
management assists companies in efficient cash management through the provision of payments,
collections, and liquidity and account services.
Investment banking and markets: This division brings together the advisory, financing, asset
management, equity securities, private banking, trustee, private equity, and treasury and capital
market activities of the HSBC Groups.
Organizational Structure:
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Chapter Three
Theoretical Overview
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3.1 Public vs. Private Sector HRM:

With social and economic development, there are two different HRM theories coexisting: the
private and the public one. The latter has been influenced by the former gradually. Private and
public sectors are different types of organizations with clear-cut boundary.
Most human resource management theories, practices and literature originate in the Western
countries. However, globalization and cross-cultural interaction increasingly highlights the
differences in national cultures, and it is clear that Eastern and Western countries have different
approaches, perspectives, norms and practices. Comparison of human resource practices in
Eastern countries such as China and Japan and Western countries such as the United States and
United Kingdom, therefore, reveals that they differ significantly in terms of organizational
structure, motivational programs, communication and conflict resolution.
The legal policies, processes and the system needs to be adhered as per the country of origin.
Majority of the times, it is more structure specific, with hierarchies and rigid systems in place.
HRM in business organizations are highly influenced by the MNC and their country of
operation. Diffusion of country specific practices is prevalent whether it is Ethnocentric,
Geocentric,Regiocentric or Polycentric. Myriad practices are made flexible to adapt with the
location and its employees. A sound approach is adopted towards certain HRM practices like
Training and Development, Compensation and Benefits, Leave policies, Performance
Appraisals, Recruitment, Talent Management etc. compared to that of Public sector enterprises.
The objectives of existence public and private sector organizations would be different. HR
practices in public organization would be rule based, rigid, process oriented, and position secured
compared to private sector organizations. In the private sector, result matters the most,
performance counts and in case of failure,the employees may lose their job too.
Each organization works towards the realization of one vision. The same is achieved by
formulation of certain strategies and execution of the same, which is done by the HR department.
At the base of this strategy formulation lie various processes and the effectiveness of the former
lies in the meticulous design of these processes. But what exactly are and entails these processes?
Let’s read further and explore.
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3.2 Processes in Human Resource Management:

The following are the various HR processes:
 Human resource planning (Recruitment, Selecting, Hiring, Training, Induction,

Orientation, Evaluation, Promotion and Layoff).
 Employee remuneration and Benefits Administration
 Performance Management.
 Employee Relations.
The efficient designing of these processes apart from other things depends upon the degree of
correspondence of each of these. This means that each process is subservient to other.
Human Resource Planning: Generally, we consider Human Resource Planning as the process
of people forecasting. It also involves the processes of Evaluation, Promotion and Layoff.
Recruitment: It aims at attracting applicants that match a certain Job criteria.
Selection: The next level of filtration. It aims at short listing candidates who are the nearest
match in terms qualifications, expertise and potential for a certain job.
Training and Development: Those processes that work on an employee onboard for his skills
and abilities upgrading.
Employee Remuneration and Benefits Administration: The process involves deciding upon
salaries and wages, Incentives, Fringe Benefits and Perquisites etc. Money is the prime motivator
in any job and therefore the importance of this process. Performing employees seek raises, better
salaries and bonuses.
Performance Management: It is meant to help the organization train, motivate and reward
workers. It is also meant to ensure that the organizational goals are met with efficiency. The
process not only includes the employees but can also be for a department, product, and service or
customer process; all towards enhancing or adding value to them.
Nowadays there is an automated performance management system (PMS) that carries all the
information to help managers evaluate the performance of the employees and assess them
accordingly on their training and development needs.
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Employee Relations: Employee retention is a nuisance with organizations especially in

industries that are hugely competitive in nature. Though there are myriad factors that motivate an
individual to stick to or leave an organization, but certainly few are under our control.
Employee relations include Labor Law and Relations, Working Environment, Employee heath
and safety, Employee- Employee conflict management, Employee- Employee Conflict
Management, Quality of Work Life, Workers Compensation, Employee Wellness and assistance
programs, Counseling for occupational stress. All these are critical to employee retention apart
from the money which is only a hygiene factor.
All processes are integral to the survival and success of HR strategies and no single process can
work in isolation; there has to be a high level of conformity and cohesiveness between the same
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Chapter Four
Comparative Analysis of the HRM process
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4.1 Recruitment
4.1.1 Sonali Bank
Being the largest state-owned bank in Bangladesh, Sonali bank has a big number of employees in
its branches scattered across the country. As per their website, the total number of employees is
21839.
 Recruitment through Press Advertisement:

Every candidate will appear for a written test. A candidate must secure minimum 60 % mark in
written Test to be eligible for VIVA/interview as Management Trainee.The tests includeMCQ
Exam, Written Exam and viva voice. MCQ exam 100 marks, written exam marks 200 exam
duration time 2 hours.
Written Test will however not be required for the following:-
 MBA/ MBM with minimum CGPA 3.00 or 2.25 to 3.
They will be recruited based on performance in interview with the Selection Committee.
 Recruitment from the Interns:

They will be recruited based on their performance during internship period, evaluation report of
their supervising officials and performance in the interview with the Selection Committee.
24
SBL also practices a formal established recruitment and selection procedures.
Workforce forecasting
Prepare and publish advertisement
Receive application through several sources
Sort the CV’s according to the criteria
Plan for Selection Test
Create Database and Inform Candidates
(Interview cards, emails, phone calls etc.)
Taking necessary preparation for exam
25
Recruitment File closing with reports
Taking Joining/File Handover to the appointment unit
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4.1.2 HSBC
In the banking sector employees are not in a huge number in a firm. Banks need highly skilled
employees. HSBC is a large bank in Bangladesh. They have about 830 employees in the total
organization. HSBC’s HR department consists of about 82 employees who are controlled by 10
managers among that number. Every branch of HSBC is monitored by the HR department
employees. These employees are highly qualified and skilled in their respective job positions.
Big branches are monitored by minimum 20 HR personnel and small branches are controlled by
minimum 3 to 6 employees. So the whole organization runs in a stable way in terms of the HR
activities of the employees.
The selection of external recruits consists of the following steps:
1. CV Submission
Potential candidates interested in joining the bank are required to send their complete curriculum
vitae. An acknowledgement of receipt is sent for all submitted applications to the candidate's
email.
2. Application Evaluation
The Human Resources department evaluates all incoming applications, against prerequisite
abilities and skills set for all current openings. All applications are kept based on strengths and
specialization, for future reference.
3. Ability Tests
Potential candidates will be invited to participate in aptitude tests i.e. numerical, verbal, English
and psychometric, when deemed necessary.
4. Capability Based Interviews
To ensure that our recruitment process is fair and consistent, all candidates who are successful at
the exams are invited for a capability based interview. Interviews are based against capabilities,
required for each position for which the candidate is interviewed for. A capability or competency
is an ability described in terms of skills & behaviors that are essential to effectively perform
within a job.
5. Reply Letters
At all stages of the process candidates are kept informed of the status of their application with an
email reply letter.
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6. Job Offer
If a candidate successfully reaches the final stage, a position offering is made in conjunction with
a competitive reward package.
Internal selection is done through competency based recruiting, succession process.
HSBC uses some external sources for recruitment. These are:
 Internet
 Off shoring
 College recruiting
 Referrals
 Advertising
Internal recruiting is very high in HSBC. HSBC’s training and development activities are very
high in quality so the recruiters emphasize to recruit internal capable candidates for the
respective post. HSBC also uses HRIS for succession planning. It also a method of the internal
recruitment of HSBC.
To know the future demand of human resources, the HR division of HSBC usually provides all
the other divisions and branches with a ‘General Form’ at the beginning of the year. From the
information collected from these forms, the HR division gets an estimate of the human resource
requirement for the year.
Requisition form contain some information like-
 Types of Recruitment ,
 Name of the position ,
 Status of the employment ,
 Job description ,
 Job specification ,
 Approval of the HRD.
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The recruitment goals of HSBC are to attract and retain highly qualified human resources who will
perform best in their respective areas. The bank not only tries to attract well-qualified candidates but also
tries to identify and recruit people who are really interested to work in the bank for an acceptable period
of time.
HSBC uses some external sources for recruitment. These are:-
 Internet
 Off shoring
 College recruiting
 Referrals
 Advertising
29
The recruitment philosophy of HSBC is as follows:
 HSBC usually promotes from within the organizations, but when the need arises, the bank
also hires from outside for vacancies at all levels.
 HSBC always emphasizes on hiring for a long period of time. The bank tries to attract and
select those candidates who will move through the organizational hierarchy to the senior
level positions in the future.
 HSBC has developed a corporate culture where employees are not treated as mere
employees. They are treated as associates of the bank. Together, they form a family and all
associates are the members of the family.
Recruitment through Press Advertisement:

Every candidate will appear for a written test. The subject matter of test should be general
knowledge, Arithmetic, English, Economics/ Banking as may be decided by the Management
from time to time. For this purpose HSBC may take the help of outside experts for setting the
questions, supervising the examination work and marking the scripts.
A candidate must secure minimum 60 % mark in written Test to be eligible for VIVA/interview
as Management Trainee.
Written Test will however not be required for the following:-MBA/ MBM with minimum
CGPA 3.00 or 3.25.They will be recruited based on performance in interview with the
Selection Committee.
Hiring internal Employees
HSBC encourages both vertical and horizontal move for its employees and hence, HSBC
encourages internal employees to apply for suitable position across the organization. It is the
responsibility of the candidate to apply for the right position. However the employees who are on
probation period and those who have joined in new position are not eligible to apply for six
months. |Selected candidates are required to join the new job/position after clearance from
releasing supervisor. The placement of employees to the new position should be within a month
based on understanding between releasing and receiving supervisors.
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Confidentiality & Documentation
All appointment / recruitment in the Bank will be made by direct recruitment as per approved
criteria or by promotion as per promotion policy approved and or amended / updated by the
competent authority from time to time. Moreover, all the employee on the job information are
maintained confidentially especially their time to time evaluation. All information and details
regarding the employee are treated with utmost confidentiality. It is the duty of HRD of HSBC to
maintain confidentiality of agreement and other related information.
4.2 Selection
4.2.1 Sonali Bank
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. For example, a candidate
who fails to qualify for a particular step is not eligible for appearing for the subsequent step.
Result of each step is crucial. Failure of any step disqualifies the candidate from attempting the
next step.
Receipt of Applications:
Candidates registered online- form for a specific vacancy. The HR division collects job
applications against each job vacancy.In case of newspaper advertisements, the applicants are
given at least 3 weeks to apply. After a specific period, each and every job is closed for
applying.
Informing Candidates
After the applications are sorted out and a preliminary list is prepared, the candidates are
informed and are called for collecting their admit card from online for a written exam.
Interview:
The interviews that are conducted are panel interviews and not structured.
Final Approval by Competent Authority:
After the interview is conducted and the interviewees are evaluated, the management
committee decides who is to be selected and who is to be rejected.
Joining and Placement:
31
After the physical examination, the candidate needs to bring the result of the medical tests
along with all the necessary documents and academic certificates for joining. After going
through the formal joining and placement process, the candidates are finally employees of
HSBC.
Process of Selection in HR
Preliminary Interview
Selection Tests
Employment Interview
Reference & background
Selection Decision
Medical Examination
Job offer
Employment Contract
Evaluation
32
Employee Orientation in Sonali Bank Ltd.
HR is much more than just recruiting people. Once employee selection is completed, a proactive
HR department helps the new hire become a productive and satisfied employee. The process of
becoming a productive and satisfied employee is important to the organization and to the
employee. This initial turnover is common.
The new comer often wants to know, “Will I be able to do the job? Will I fit in around here? Will
the boss like me? Employees are likely to quit during their first few months than any other time
in their employment. Orientation program familiarizes new employees with their roles, the
organization, its policies, and other employees. It is a process of helping new employees adapt to
their new organizations and work responsibilities. It is a process of adaptation.
New employees suffer from anxiety. Anxiety is high at entry and new employees want to reduce
that anxiety very quickly. Stress is high because the new member feels a lack of identification.
Loneliness and a feeling of isolation are not unusual response. New employees need special
attention to put them at ease.
This means providing an adequate amount of information to reduce uncertainties and
ambiguities. Through this program, personnel department can reduce employee turnover. It can
reduce turnover by meeting personal objectives of employees. Cost of turnover is very high.
Costs are associated with recruiting, training and developing new employees. When employees
quit, the loss may be high because of training, skills that they take with them.
The orientation of the new employees can be done either by the new employee’s supervisor or by
the people in the personnel department. Formal orientation programs usually depend on the
personnel department and the supervisor. In many medium and large organizations, the personnel
department takes charge of explaining such matters as overall organizational policies and
employee benefits.
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4.2.2 HSBC
HCBC runs Final Selection Centers (FSCs) in a number of key global locations, including
London, Chicago, Hong Kong, Mexico and Dubai. If a candidate completes the telephone
interview successfully, they will invite to the location most appropriate to them. In Bangladesh
face-to-face selection is done in the head HR departments’ office where the job is described
eventually.
The final step to success
The FSC is a two way process. It is a candidate’s opportunity to meet a number of current IMs
(international Managers) and find out as much as possible about their experiences. HSBC wants
candidates to be able to make an informed decision a candidate should receive an IM offer.
The FSC consists of a number of capability based exercises, including:
 Face-to-face interview
 Group exercise
 Written case study
 Presentation
 Role play
There is nothing candidates can do to prepare in advance for the FSC, other than to relax and be
you. This is our opportunity to see how candidates perform in a number of different situations,
against clearly defined criteria. HSBC also wants to get to know candidates better and
understand what drives you towards the IM programme.
“Head Hunting” process is very effective for HSBC. Through this they can easily recruit and
select top level managers, though they are offering a very attractive compensation.
Their selection procedures are discussed below:-
Sorting out of Applications:
The next step is the short listing of CVs. Usually the HR division is engaged in the short listing.
But the HR division may delegate this step to the respective divisions to save time. To recruit
experienced bankers, CVs may be sorted out from the collection of unsolicited CVs received.
Once potential candidates are thus found out, they are contacted and called for an interview.
34
Informing Candidates
After the applications are sorted out and a preliminary list is prepared, the candidates are
informed and are called for a written exam or an. For written tests, the bank issues admit cards
through courier services seven to ten days prior to the exam.
Written Tests:
The employment test is generally an aptitude test which measures the candidates’ verbal
ability, numerical ability, reasoning ability etc. The HR division contacts IBA/BIBM to design
and conduct the recruitment tests on behalf of the bank. The HR division provides them with
the desired academic qualification and the name of the vacant posts to construct the question
paper for the test.
Interview:
The interviews that are conducted are panel interviews and not structured. The interview board
consists of the MD, DMD and the Head of HR. Even in the selection of fresh graduates for TA
or MT positions, those top level and executive level managers are present. Usually only one
interview is conducted for selecting a candidate for a position. But in case of recruiting
experienced bankers, sometimes more than one interview is conducted.
Final Approval by Competent Authority:
After the interview is conducted and the interviewees are evaluated, the management
committee decides who is to be selected and who is to be rejected. After this final decision, an
‘Offer Letter’ is made for each selected candidate. Once the candidates accept this offer, they
are given the ‘Appointment Letter’. The candidates that are rejected are not informed.
Physical Examination:
After the appointment letters are printed, the candidates are given one month for joining. First,
the candidates have to go through physical examinations. If the result of these physical
examinations is satisfactory, then the candidate is eligible to join the bank.
Joining and Placement:
After the physical examination, the candidate needs to bring the result of the medical tests
along with all the necessary documents and academic certificates for joining. After going
through the formal joining and placement process, the candidates are finally employees of
HSBC.
35
Termination:
The service of provision or temporary employee shall be liable to termination by the competent
authority without assigning any reason after giving him one months’ notice in writing or on
payment of on more substantive pay in lieu of such notice and the probationary or the
employees shall not be entitled to any form of composition for termination of services.
4.3 Training and Development

Human resource is the most valuable asset of an organization. Through training this human
resource can be turned into a desired workforce to cope with any changes in the organization. In
order to perform their job effectively the employees require updating their knowledge, skills and
attitude and being conversant with contemporary development.
Training and development system:
Training and development programs include orientation activities that inform employees of
policies and procedures, educate them in job skills and develop them for future advancement.
Training and development are ongoing activities for successful business. Since technology and
other forces are constantly changing and creating new challenges, training and development
become important ways for the business to keep pace with the dynamics of its environment.
Purposes of training:
There are usually two major categories of objectives:

Training helps the participants:
 To increase knowledge and skills
 To increase motivation to succeed
 To improve changes for advancement
 To simplify work procedure
 To improve moral and sense of competence and pride in performance and
 To lessen time for completion of work
 To render better customer service
 To increase quality and productivity.
 To reduce stress and tension among the employees and
36
 To create a feeling relationship.

Skills and knowledge- Skill objectives force on developing physical abilities to accomplish a Job
well and page can be acquired by repeated practice. Knowledge objectives are concerned with
range of information understanding, attitudes and concepts.
Again training is an instrument for planned change for development. In order to achieve this
every classroom situation the speaker are to be careful and cautious about the common attitude
of the participants.
Methods of Training:
Training of employees involves two tasks, orientation and skills training. Orientation refers to
making sure understand the norms, rules, policies, objectives, philosophy and organizational
structure and also accept the organizational culture. The various techniques are;
 On the job training (OJT)—instructing employees in how to do a job while they are
working it.
 Off-the-Job training—Taking employees away from the Job for education that will
improve their Job performances.
 Vestibule training—this system simulates the work environment by providing actual
equipment and tools in a laboratory setting.
 Job rotation – in a job—rotation program, trainees move from one job to another i.e. the
business acquire knowledge and skill by doing practically from one desk to another.
As such in an adult learning situation the training should always remember the wise saying of
Confucius, the greatest Chinese educationist and philosopher as noted below.
I hear and I forget.
I read and I know.
I do and I learn.
Evaluation of training programs:
Various methods can be used to collect data on the outcomes of training. Some of these are:
37
a. Questionnaires:Comprehensive questionnaires could be used to obtain opinions, reactions, and

views of trainees.
b. Tests:Standard tests could be used to find out whether trainees have learnt anything during and
after the training.
c. Interviews:Interviews could be conducted to find the usefulness of training offered to
operatives.
d. Studies:Comprehensive studies could be carried out eliciting the opinions and judgments of
trainers, superiors and peer groups about the training.
e. Human resource factors:Training can also be evaluated on the basis of employee satisfaction,
which in turn can be examined on the basis of decrease in employee turnover, absenteeism,
accidents, grievances, discharges, dismissals, etc.
f. Cost benefit analysis:The costs of training (cost of hiring trainers, tools to learn, training centre,
wastage, production stoppage, opportunity cost of trainers and trainees) could be compared with
its value (in terms of reduced learning time, improved learning, superior performance) in order to
evaluate a training program.
g. Feedback:After the evaluation, the situation should be examined to identify the probable
causes for gaps in performance. The training evaluation information (about costs, time spent,
outcomes, etc.) should be provided to the instructors, trainees and other parties concerned for
control, correction and improvement of trainees' activities. The training evaluator should follow
it up sincerely so as to ensure effective implementation of the feedback report at every stage.
4.3.2 Sonali Bank Limited

As every year SBL recruits a large number of employees, so it needs to train them. The bank not
only trains the new comers but also it trains the present employees who are shifted from one
department to another, or after their promotions.SBL conducts both of the training methods. It
provides off-the-job training to the new employees. Here the employees are sent to the divisional
Training Institutes i.e. for the employees of Dhaka division they are trained in the Sonali Bank
Staff College.
Development is a way of preparing someone for the new and greater challenges he or she will
encounter in another more demanding job. Again development focuses on the future. It helps
employees acquire the background and skills they need to continue being successful as their
careers progress. Development is more educational than skill oriented. All development is really
38
self-development and it is a continuing progress. Without a personal commitment, self-

development cannot occur.
Development techniques include job rotation, sending people to professional workshops or

seminars, sponsoring memberships in professional associations, paying for an employees formal
education coerces, and granting a person a Sabbatical (Leave of absence) to pursue further
education or engage in community service.
Development efforts should never end; indeed, they can be part of a daily routine. By reading
professional Journals business publications regularly and by interacting with experts at
professional meetings, employees can help keep themselves up to date. Again, meeting tough
challenges encourages a person to expand his or her abilities. Employees cannot depend on their
employees for self-development opportunities. For self development in banking Job an employee
must have a proactive and positive attitude.
All the employees of the bank must be cautious about their self-development. Professional
development as well as professional belongingness completed depends on employees’ self-
development commitment. If the employees are self-motivated for their career building there is
no other alternative without being professionally.
39
Current scenario of employee training of a branch:
Serial Level of Training method Title of the Number of Duration Training

No. training course trainee Place
01 Senior Investment and Lecture, Group 01 2 working Head office
Officer Merchant Discussion and days
Banking Case Study
02 Senior Micro and Small Lecture, Group 01 3 working Head office
Officer Enterprise Discussion, Case days and rural
Financing Study and office
Project Visit
03 Assistant Corporate Panel Discussion 01 2 working Head office
General Governance and and Formulation days
Manager Corporate Social of
Responsibility Recommendation
04 Senior Appraisal and Lecture, Group 02 60 days Staff college
Officer Management of Discussion and training
Working Capital Case Study
Financing
05 Senior Management of Lecture, Group 01 1 working Head office
Principal Non-Performing Discussion, Case days
Officer Loans and Study, Panel
Recovery Discussion and
Strategies Formulation of
Recommendation
06 Principal Human Resource Lecture, Group 01 2 working Head office
Officer Management For Discussion and days
Executives Case Study
Source: Attendance records and books
40
Records of previous five years training of a branch:
SBL offers the training opportunities of executive training, technical training, computer training,
both in-house and oversees training, etc. The following table shows the description of
department wise training of Narayangonj Corporate Branch:
Year No. of Total Types of Place
participants duration of training
training
2015 02 30 days Computer SBL Staff
training college
2014 - - - SBL Staff college
2013 01 20 days Executive SBL Staff college
training
2012 03 45 days Oversees SBL Staff college
training
2011 02 30 days Technical SBL Staff college
training
Source: SBL staff college website

Various facilities provided by SBL training institutes:
The following facilities are provided by the training institute of SBL:

(a) Faculty:
SBL Training Institutes engaged in human resource development. Constant effort is being given
to develop and standardize the training with the demand of the age in relation to banking and
finance.
(b) Guest speakers:
In training courses guest teachers are invited t share their thoughts of banking.
41
(c) Hand-out:
Topics incorporated in the course schedule are supported by materials like binder, handouts
synopsis etc.
(d) Training methods an aids:
Disseminates knowledge by lectures, group discussion, exercise, case study, multimedia

presentation, overhead projector and job exposure.
(e) Class room:
Class rooms are equipped with AC having comfortable seating arrangement for participants.
(f) Computer lab:
The institutions have a well-equipped computer lab with the more than 30 officers, with a view
to familiarize all officers with the modern computer activities.
(g) Library:
There is a rich library comprising of about 1000 books with Newspaper and journal facilities.
(h) Hostel:
Hostel accommodation for 50 trainees arranged with TV.

(i) Food:
During training time training institute will serve meals for five times (breakfast-tea with
refreshment-lunch-evening tea and dinner) daily.
(j) Evaluation:
To assess the effectiveness of the training, entry and terminal tests are to be given by the
participants.Evaluation is done to enrich speakers, faculty members and courses as a whole.
42
4.3.2 HSBC
HSBC believes a primary competitive advantage comes from the employees. It is their ability to
provide a superior customer experience to its customers that sets it apart from other financial
services companies. In the ever changing financial services industry, all of us must continuously
upgrade our skills and knowledge in order to maintain this competitive advantage.
HSBC’s goal is to attract, retain and motivate the very best, and to do that it supports training,
development, and business education through the following:
Internal Training Programmes
Seminars, workshops and locally tailor made training on a variety of topics are offered directly
by HSBC Training and Development Department at our training centre located at Motijheel.
External Courses
Job related courses, seminars, workshops and conferences developed and presented at HSBC
Offices in Asia and also at Group Training and Management Development Centre at
Bricketwood, UK.
Distance Learning
Web-based and multimedia self-study programmes available through our Intranet and
multimedia Learning Centers located in our HSBC offices.
Resident Management Trainee Programme (RMT Programme)
The Resident Management Trainee programme (RMT) aims to select a group of high potential
executive trainees and provide them training and development opportunities. The RMT
programme gives potential executives effective and systematic training to acquire an excellent
understanding of the commercial operations and business functions.
The RMT programme ensures that successful applicants, with the right training, will have the
ability and potential to reach the highest level of management within HSBC Bangladesh, and
possibly beyond.
43
European training programme
Programme Overview
Providing a comprehensive insight into our retail and commercial banking businesses, it is
designed to help employees develop the skills and experience you need to embark on a
management career with HSBC in your home country through different placements overseas.
This training is a part of HSBC’s performance management appraising process.
Programme Structure
In total, the programme lasts approximately 20 months, commencing at the beginning of

September 2009, with a two-week local induction course followed by a two-week UK induction
course on 14th of September 2009.
Following the induction, you will undertake three four-month placements overseas and the last
placement is for a six-month period in the home country.
 2 weeks – Home country induction (Greece)
 2 weeks – UK induction 14-25 Sept 2009
 4 months – 1st overseas placement
 4 months – 2nd overseas placement
 1 week – UK training
 4 months – 3rd overseas placement
 6 months – Home country placement (Greece)
Typically these placements will take place in Europe, Canada, India, Sri Lanka or the United
Arab Emirates.
After the programme
At the end of the programme, a candidate is ready to take up a management position with HSBC
in his/her home country.
44
4.4 Performance Management

4.4.1 Sonali Bank
Although helping others improve their performance is one of the manager’s most important
tasks, most managers freely admit performance appraisal and improvement coaching gives them
difficulty. Judging an employee’s performance accurately is not always easy.
Often it is even harder to convey that judgment to the employee in a constructive and painless
manner and to translate feedback on past performance into future improvement. Determining
appropriate compensation is a related task of great importance.
But the fact is, being a state owned organization; Sonali Bank does not emphasize much on
employee performance management. The employees get clear job descriptions, but often
adequate direction and supervision is not ensured.
4.4.2 HSBC
HSBChas a strong HR culture in their organization. Being a multinational company (MNC) it

has their own way of daily evaluation. Through different formats of evaluation, they measure
their employees’ performance. Participant diary and observation these two methods are applied
for evaluation. After evaluation using some metrics comes out the performance appraisal of
employees. Then it is decided whether the employee need more training sessions or
developments. Succession is a very common practice in HSBC. It helps to reduce cost as well as
determine the employee performances that are being ready for the expected post.
Performance evaluation is very important in the organization as it indicates how far the
organization has achieved its target and how it should mentor the employee to challenge more
tasks. HSBC bank is always keen on performance evaluation of the staff to deliver a better
service to its clients. Performance evaluation will help in finding the employee needs and
company can collect views from the employees and can act on to meet the necessary needs. It
gives a feedback on employee's performance. Evaluation will decrease the communication gap
between the high level administration and staffs. Organization can allocate a reward programmed
for the employees to enhance their performance. Performance evaluation widens the opportunity
for the employee to develop and be more beneficiary to the company. Performance evaluation is
a strategic canalization about the employees to improve their potential and making them
beneficial for the company. There are several aspects that should be considered while evaluating
the performance. Those aspects are stated below
45
Making Specification criteria
HSBC will evaluate the performance of the employee not only with the goals achieved but by
recognizing what the employee is capable of. The company measures the employee in all aspects
and it will be specific with each employee and try to develop the skill and knowledge in what the
employee is good at. By doing so HSBC gains specialist workers for each department.
Features of work
The company will measure the employee's quality and quantity of work and will evaluate his
performance accordingly. The organizations goodwill always depends on the quality work
performed by the employee. So the company will be very keen on the way the employee does his
work.
Consistency in the performance
Company will always consider consistency of the performance by the employee. A reliable
employee is the one who always shows consistency in his performance. Organization can't take
decision on long term plans if it doesn't find its staffs consistent.
Behavior of the employee
The company will be very keen on the organizational behavior of the employee. Company
monitor how the employees attitude towards supervisors, managers and how employee cop up
with his coworker. With his performance in achieving target company also looks forward for a
good behavior within the organization.
Accepting company's policy
Employees performance not only comprise on achieving targets but also on how the employee
work adhering the companies policies. The company wants their employees to upheld companies
policies in the work they do.
Feedback from colleague
The company will check the employee's feedback from its colleague and that process is referred
as 360-degree feedback. The organization will collect the feedback from coworkers, managers
46
and all those who are associated with the employee in work. These feedbacks will be considered
while evaluating the performance of the employee.
HSBC bank evaluates the performance of the staff at consistent intervals to improve the
performance of them. They also consider all these aspects while evaluating the employee. They
also adopt some methods for evaluating the performance of the employee. Method is stated
below:
Challenging their employee
Always set challenges to employees and should measure how the employee is taking up the
challenge. Bank monitor the quality of work and the time consumed to do the task.
Preparing Time period
HSBC sets a particular timeframe for all tasks and will monitor the staff. HSBC can attain high
performance and save quality time which is very important for the company. Being time oriented
the staffs knows the work and time period for finishing it.
Employee organization making the oriented
HSBC train their employee for not only attaining individual goals but also the organization
goals. The employee won't be concentrating on achieving his goals but will be keen on the
organizations goal. By implementing this HSBC has tied up their employee with the company to
review the target of company in the future.
Achieving targets
The more an employee achieve companies target more the company will lend the support.
Employee who cannot achieve the task will be considered as a burden for the company. So the
organization will monitor every employee's performance and will rate the employee according to
the target he achieves.
Cost control
The company always looks for the employees who are cost efficient on completing their tasks.
They prefer staffs that can control the expenditure of operations to achieve the target.
47
4.5 Benefits and Rewards

4.5.1 Sonali Bank
Many people across the country strive for a job in Sonali Bank due to its benefits and rewards.
Safety of job:
A public sector job in our country is considered as safe and Sonali Bank is no exception. It is
regarded as one of the best and most reputed jobs in our country and the employees are treated
with respect everywhere in the society.
Pension:
State owned enterprise provides a handsome amount of pension which ensures financial safety
after retirement. Sonali Bank employees get this as well.
Loan Facility:
The employees can take a number of different categories of loan. SBL has funds and provisions
for this. It helps the employees to plan and improve their lifestyle.
Wide Promotion Scope:
Many organizations cannot promote their eligible employees because appropriate vacancies may
not always be there. But SBL employees enjoy vast scopes of promotion due to its large number
of posts throughout the country.
Career Growth:
Through its wide array of posts and work scope, it gives one immense opportunities to excel in
career. Sonali Bank organizes various training programs. Many of our countries talented
financial executives work here, so there is wide scope of getting a great mentor which drives any
executive to the top.
4.5.2 HSBC
HSBC offer a comprehensive benefits package that includes medical, dental and vision coverage
for employees and their eligible family. Life and disability insurance options provide income
replacement in the event of serious injury or death.
48
Medical
HSBC offers medical plans that are easy to understand, and delivers valuable features to help
manage health care costs by focusing on wellness. All of our plans include the predictability of
an annual deductible, security of an out-of-pocket maximum and coverage for eligible medical
services, such as doctor's office visits, specialist care or a hospital stay, as well as a prescription
drug plan.
Dental
HSBC offer dental plans that provide coverage for preventive care, basic care, such as
fillings and extractions, and major care, including crowns, dentures and bridges.
Vision
HSBC vision plans cover eye exams, eyeglass lenses, frames and contact lenses. Employees also
can elect a vision discount program, which offers discounts on routine eye exams, eyeglasses,
LASIK surgery, contact lenses, nonprescription sunglasses, contact lens solutions and other eye
care accessories.
Health Care Accounts
Health care accounts help employees of HSBC manage out-of-pocket costs by setting money
aside pretax from their paycheck to use for eligible health care expenses. For eligible employees,
the bank may also contribute to these accounts.
Dependent Care Flexible Spending Accounts
This account allows employees to contribute pretax dollars to pay for eligible out-of-pocket
dependent care expenses.
Associate Basic Life Insurance
Employees are automatically provided with bank-paid basic life insurance equal to one times
their annual base salary, up to a maximum of $2,000,000.
Supplemental Life and Accidental Death and Dismemberment Insurance
Our employees may purchase Supplemental Life and Accidental Death and Dismemberment
(AD&D) insurance for themselves, their spouse/domestic partner and their children, up to certain
limits. Additional supplemental life insurance can be purchased for up to eight times the sum of
49
annual pay and bonus, up to a maximum of $3,000,000. AD&D insurance pays a benefit if an
employee (or a covered family member) becomes paralyzed, dismembered or dies as the result of
an accident.
Performance-based compensation
In addition to base salary, incentive awards are designed to reward eligible employees for
company, line of business and individual results. Eligibility of incentive awards vary by role and
line of business
Approach used for expatriate compensation
HSBC is operating in 119 countries across the world. As we all know, each country has different
currencies, payment systems, work conditions etc. To handle these obstacles, HSBC follows
“Contractual approach while recruiting employees. Employee has to sign a contact which is very
beautifully designed by the experts of HSBC. Most employees usually sign 6months to 4years
contact. These contacts make sure that; employee viewpoint are effectively handled.
In case of HSBC operation in Bangladesh, Third Country Nationals (TCN’s) are mostly come
from India. As India is a neighbor country and their environment, work conditions, culture etc.
are quite similar to our country, Indian employees are often successful. As far as Parent Country
Nationals (PCN’s) are concerned, higher level employees from Hong Kong often come to
Bangladesh for relatively short term periods.
International Assignments
For any employees, an international assignment can be the opportunity of a lifetime. It's a chance
for them, as well as their families, to expand their horizons, experience new cultures and travel to
new places. However, preparing for an international assignment is a challenging and often
stressful experience. As HSBC has vast network of branches across the world, there is lots of
opportunities for its employees to go for an international assignment. International assignments
are time framed work responsibility given to one or more employees outside the border of their
country. According to time frame HSBC mostly goes for the traditional (Long-Term)
assignment system which is from 1-5years time span. HSBC follows the Contractual approach
for international projects.
50
Chapter five
Findings and Conclusion
51
In spite of all technological and intellectual developments – human resources remain the single
most influential factor behind the success of any organization. Both the company manages its
human resources. There is similarity as well as dissimilarity. We found the following
implications from the study:
Sonali Bank Ltd.believes that a competent, committed and fully motivated team of human
resources is the main driving force for performing at the highest level in a fiercely competitive
financial market like Bangladesh.Accordingly, the Bank’s strategy is to attract, retain and
motivate the most talented and success driving people. The Bank has developed a detailed HR
manual and service rules covering the recruitment guidelines, promotion criteria, training and
other related issues. HR manual and service rules are reviewed and updated so as to keep it time
befitting and upholding employees’ stake at the Bank’s success. The core strength of HRD at
SBL is its transparency and continuous endeavors for achieving the excellence.
HSBC Bangladesh is the bank where all the employees are monitored under an effective HR
department. This department of the organization playing the role of implied authority of HSBC.
Internal and external, all the situations and considerations related to human resources is
monitored and operated by the HR department. Eventually this bank uses all the basic functions
of HR to run the organizations.
The comparative implications are:
There is a significant difference in the HRM process among SBL and HSBC which
represents that though the industry is same, multinational and domestic firms do not
manage human resources in the same way.
HSBC emphasize more on human resource management where SBL does not. In HSBC,
they have clearly laid out policies and goals for employees.
Sonali Bank has a large number of posts and safety of job across the country, so their job
is perceived to be very lucrative.
Sonali Bank focuses on written tests in recruitment, but HSBC searches for its aimed
people by a scale of communication and analytical skills.
HSBC promotes a strong corporate culture and their job exposes to international financial
sector. They also receive global training. But the trainings given by Sonali Bank are
designed from the perspective of our country.
Sonali Bank mainly focuses on seniority based promotion, where HSBC combines
seniority and competency both in considering promotion.
52
Conclusion
Sonali Bank Limited and HSBC are the largest commercial banks as well as the largest
employers in both the public and private sector in Bangladesh. The banks are playing important
roles in the socio-economic development through the development of industrial sector. The
banks provide all the conventional banking services as well as some specialized financing
activities to the economy period. Their HR practices help the nation to bring out the skilled
person who can add values to the companies and the country.
In this study, it has been tried to show those similarities as well as some differences between
Sonali bank and HSBC bank. So in conclusion it can be said that every organization has its
positives as well as negatives and in case of both Sonali Bank Limited and HSBC bank. The
management is determined to reach the summit of success; it seems that in near future the
negatives will be eliminated. Because these banks are near to the heart of the people acting old
heritage with new generation ensuring digital Bangladesh.
53

Impact of Country of Origin in HRM Compa

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“Impact of country of origin

Submitted by: Group 06

Date of Submission: December 10, 2017

On behalf of the group – 06

4.1.2 HSBC ........................................................................................................................... 27

1.1 Origin of the Report

1.2 Objectives of the Report

1. To fulfill the requirement of our course

1.4 Limitations of the Report

 Confidential data to disclose ,

2.1 Company profile of SBL

Branches of Sonali Bank

Vision of Sonali Bank

Mission of Sonali Bank

Slogan of Sonali Bank

“Your trusted partner in innovating banking.”

Core business of Sonali bank

Sonali Bank Limited operates the following services:

 Corporate Banking Project Finance

 Pension of employees of Government and other Corporate Bodies.

Sale & Encashment/ purchase:

Following is the organogram of branch offices of Sonali Bank Ltd:

This is the organogram of the head office of the bank

2.2 Company Profile of HSBC

HSBC mission statement:

To be the leading international Bank in the world

“World’s Local Bank”

HSBC’s operations in Bangladesh:

3.1 Public vs. Private Sector HRM:

3.2 Processes in Human Resource Management:

 Human resource planning (Recruitment, Selecting, Hiring, Training, Induction,

Recruitment: It aims at attracting applicants that match a certain Job criteria.

Employee Relations: Employee retention is a nuisance with organizations especially in

 Recruitment through Press Advertisement:

 Recruitment from the Interns:

SBL also practices a formal established recruitment and selection procedures.

Prepare and publish advertisement

Receive application through several sources

Sort the CV’s according to the criteria

Plan for Selection Test

Create Database and Inform Candidates

(Interview cards, emails, phone calls etc.)

Taking necessary preparation for exam

Recruitment File closing with reports

Taking Joining/File Handover to the appointment unit

HSBC uses some external sources for recruitment. These are:

The recruitment philosophy of HSBC is as follows:

Recruitment through Press Advertisement:

Confidentiality & Documentation

Reference & background

Employee Orientation in Sonali Bank Ltd.

Sorting out of Applications:

4.3 Training and Development

There are usually two major categories of objectives:

 To create a feeling relationship.

Evaluation of training programs:

a. Questionnaires:Comprehensive questionnaires could be used to obtain opinions, reactions, and

4.3.2 Sonali Bank Limited

self-development and it is a continuing progress. Without a personal commitment, self-

Development techniques include job rotation, sending people to professional workshops or

Current scenario of employee training of a branch:

Serial Level of Training method Title of the Number of Duration Training