Allied Bank Limited.

1 Contents
2 Allied Bank Limited.................................................................................................................4
3 History.......................................................................................................................................4
3.1 Allied Bank: Public Sector Years (1974-91)....................................................................4
3.2 Privatization (1991-2004).................................................................................................4
3.3 A new beginning (2005-to-date).......................................................................................5
4 Board of Directors....................................................................................................................5
5 Products.....................................................................................................................................5
5.1 Personal Banking..............................................................................................................5
5.2 Business Banking..............................................................................................................5
5.3 Islamic Banking................................................................................................................5
5.4 Other Services...................................................................................................................6
6 Innovation: e-Banking Channels.............................................................................................6
7 Corporate Objective.................................................................................................................6
8 Mission Statement.....................................................................................................................6
9 Vision 2010 and Beyond...........................................................................................................6
10 Values.........................................................................................................................................6
10.1 Service Orientation...........................................................................................................7
10.2 Trustworthiness.................................................................................................................7
10.3 Adaptive to Change...........................................................................................................7
10.4 Team Orientation..............................................................................................................7
10.5 Commitment......................................................................................................................7
10.6 Pride..................................................................................................................................7
11 Chairman’s Message...............................................................................................................7
12 Human Resource Management (HRM).................................................................................8
12.1 Role of Human Resource Management............................................................................8
12.1.1 Selection:...................................................................................................................8
12.1.2 Strategic Planning:.....................................................................................................8
12.1.3 Training and Development:.......................................................................................8
13 Job Analysis..............................................................................................................................8
13.1 Understand the job............................................................................................................9
13.2 Identify Performance Behaviours.....................................................................................9
13.3 Essential Competencies.....................................................................................................9
13.4 Identify Target Performance Level.................................................................................10
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13.5 Experience, Education and Training Needed..................................................................10

13.6 Special Considerations....................................................................................................11
13.7 Review and Finalize........................................................................................................11
13.8 Using Results..................................................................................................................11
14 Recruitment............................................................................................................................11
14.1 Criteria for labor..............................................................................................................12
14.2 Criteria for executive......................................................................................................12
14.3 Channels of Recruitment.................................................................................................12
14.3.1 External Recruitment...............................................................................................12
14.3.2 Internal Recruitment................................................................................................13
14.3.3 Rehiring...................................................................................................................13
14.3.4 Salary.......................................................................................................................13
15 Selection..................................................................................................................................13
15.1 Informal interview...........................................................................................................13
15.2 Formal interview.............................................................................................................14
16 Employee Orientation...........................................................................................................14
16.1 Benefits:..........................................................................................................................14
16.2.1 Welcome employee to company..............................................................................14
17 Defining Training & Development:......................................................................................15
17.1 Training Process..............................................................................................................15
18 Training and Development...................................................................................................15
18.1 On the Job Trainings.......................................................................................................15
18.2 Off the Job Trainings......................................................................................................16
19 Compensation Management.................................................................................................16
19.1 Rewards...........................................................................................................................16
19.2 Punishment......................................................................................................................17
20 Employee Engagement & Retention....................................................................................17
20.1 Performance Management..............................................................................................18
21 Pay for Performance..............................................................................................................18
21.1 Maslow Hierarchy of Need.............................................................................................18

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 Allied Bank Limited.

2 Allied Bank Limited

Allied Bank is a commercial bank in Pakistan. Allied Bank, with its registered Offices in Karachi
and Lahore, is one of the largest banks within the country with over 1150 branches and ATMs. It
was the first Muslim bank established in Pakistan before independence (1942) with the name of
Australasia Bank. It was named as Allied Bank of Pakistan from Australasia Bank Limited in
1974, and Sarhad Bank Ltd, Lahore Commercial Bank Ltd and Pak Bank Ltd were also merged
in it.

3 History
Allied Bank Limited (ABL) is the first Muslim Bank established on territory that later on became
Pakistan. It was established on December 3, 1942 as Australasia Bank at Lahore with capital of
0.12 million. At that time the chairman was Kh. Bashir Baksh. ABL’s story was one of the
dedication, commitment to professionalism and adaptation to changing environmental changes.
3.1 Allied Bank: Public Sector Years (1974-91)
Under the Nationalization Act of 1974, 14 scheduled banks were taken over by the Government.
Australasia Bank’s Board of Directors was dissolved and the bank was renamed as Allied Bank
of Pakistan Limited. Sarhad Bank, Lahore Commercial Bank and Pakistan Bank Limited were
merged into Australasia Bank. At time of merge, ABL was second highest among all the banks
Nationalized in 1974.
Allied Bank’s first Executive Board was constituted of Mr. Iqbal A. Rizvi as President, Mr.
Ajmal Khalil as Joint President and Mr. Khadim Hussain Siddique as member. In 1974 Mr. I.D.
Junejo and Mr. Safdar Abbas Zaidi joined the Board later. 116 new branches were opened in
1974 and it started participation in commodity Operation program of Government.
In 1970’s Bank played an important part of agricultural area loans and other loans. In 1976 Mr.
Ajmal replaced Mr. Rizvi as Chief Executive and President. During 1974-77, 361 new branches
were opened and 230 of these were located in villages and small towns. It also opened its foreign
branch in London, near the Bank of England. In 1980 the Bank of England granted Allied Bank
recognition as a full fledge Bank under the U.K. Banking Act.
In 1981, President was changed. In 1984, again new president was come to know. He tries to
increase the international business. It also initiated a major counter program. In 1985, mainframe
computer was installed and effective management system was developed. During this period
profitability was increased. New President Mr. Maqbool introduced different schemes in 1987-
88. In 1989, new 13 branches were installed.
Over 1991, 745 branches were there in all over the Pakistan.

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3.2 Privatization (1991-2004)

In November/ December 1990, the Government announced its commitments to the rapid
privatization of the Banking sector. Allied Bank’s management under the leadership of Mr.
Khalid Latif decided to react positively to this challenge. As a result of privatization in
September 1991, Allied Bank entered in a new phase of its history, as the world’s first bank to be
owned and managed by its employees.
Allied Bank’s capital and reserves were Rs.1.525 (Billion) and assets amounted to Rs. 87.536
(Billion) and deposits were Rs. 76.038(Billion). The Bank enjoyed an enviable position in the
financial sector of Pakistan and was recognized as one of the best amongst the major banks of
the country. In August 2004 as a result of capital reconstruction, the Bank’s ownership was
transferred to a consortium comprising Ibrahim Leasing Limited and Ibrahim Group.
3.3 A new beginning (2005-to-date)
In May 2005 Ibrahim Leasing Limited was amalgamated by transfer to and vested in with and
into Allied Bank Limited. ILL shareholders were issued ABL shares in lieu of the ILL shares
held by them.

4 Board of Directors
 Tahir Hassan Qureshi - Chief Executive Officer
 Mohammad Naeem Mukhtar - Chairman / Non-Executive Sponsor Director
 Sheikh Mukhtar Ahmad - Non-Executive Sponsor Director
 Muhammad Waseem Mukhtar - Non-Executive Sponsor Director
 Abdul Aziz Khan - Independent Director
 Mubashir A. Akhtar - Independent Director
 Pervaiz Iqbal Butt - Independent Director
 Akbar Sharifzada - Government Nominee Director
 Sheikh Jalees Ahmed - Executive Director

5 Products
The bank provides its customer various products & services, to cater there need of investments,
and other social or business requirements. These Product & Services offered by the bank are as
follows:
5.1 Personal Banking
Under Personal Banking, ABL offers: Everyday Accounts, Lifestyle Banking, Savings & Term
Deposits, Credit & Debit Cards, Domestic Remittance, Bancassurance, and e-Banking Services.
5.2 Business Banking
Under Business Banking, ABL offers: Corporate & Investment Banking, Transaction & Business
Accounts, Home Remittances to Pakistan, Cash Management Solutions, Trade Services, SME
Financing, and Agriculture Financing.

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5.3 Islamic Banking

Allied Bank has established its Islamic banking group to offer a diverse range of Deposit and
Investment related accounts ensuring Shariah compliance.
5.4 Other Services
Allied Bank's other services include: Extended Hours Banking, Online Banking, Safe Deposit
Lockers, Utility Bills Payments, Allied Phone Banking, and Customer Support. Car finance

6 Innovation: e-Banking Channels

Allied Bank maintains its reputation for innovation in education and embracing new technologies
in the banking sector of Pakistan. Their current suite of e-Banking services comprises:
 Allied Direct-Internet Banking
 Allied SMS Banking
 Automated Teller Machines (ATMs)
 Transactional Alerts Facility

7 Corporate Objective
By continually providing the best customer experience to generations of Filipinos here, Allied
Bank aims to be among the top 3 in the various markets that it chooses to compete in.

8 Mission Statement
We are a leading, dynamic Filipino financial services group with a global presence committed to
delivering a whole range of quality services that will create value and enrich the lives of our
customers, employees, shareholders and the communities we serve.

9 Vision 2010 and Beyond

To be the most admired financial services organization in the country in terms of:
 Financial performance – rank #1 or #2 in its businesses in terms of return on equity
 Innovativeness – in products, services, distribution and the use of cutting-edge
technology
 Customer perception
 The preferred financial services provider
 The customer-centered organization with a passion for service excellence
 Social responsibility – the employer of choice, a good corporate citizen and partner in
nation-building
 Long-term vision – developing competitive advantage on a sustained basis by
anticipating changes in customer’s preferences and in the manner of doing business

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10 Values
Our Shared Values bind everyone in ABL together, providing the basis for trusting one another
and helping enable the Bank to achieve its mission and vision.
10.1 Service Orientation
We are committed to deliver the best possible service to our customers, proactively responding
to their needs and exceeding expectations as manifestation of the value and respect that the Bank
holds for every single one of them.
10.2 Trustworthiness
We hold sacred the consistent adherence to a strict moral and ethical code manifested
through honesty, professionalism, fairness, prudence and respect for the law.
10.3 Adaptive to Change
We nurture within each one of us a positive attitude towards change and innovation,
promoting flexibility and celebrating creativity as drivers of our quest for continuous
improvement and operational excellence.
10.4 Team Orientation
We are committed to work together as a family united in pursuit of common goals and
aspirations, valuing meritocracy in promoting the common good.
10.5 Commitment
As stewards, not only of the Bank's business, but of its proud name and enduring heritage,
we manifest genuine concern and affection for the Bank, it's business, and its core
constituents.
10.6 Pride
We take pride in working with the Bank, of being a Pakistani, in whatever tasks we
undertake. This will be reflected in all our actions, in the passion of how we get things
done.
11 Chairman’s Message
2015 was a challenging year all over the world with negative sentiments developing towards
emerging markets, a sharp fall in commodity prices, persistently low interest rates, surplus
liquidity, regional conflicts and changing regulatory framework. Global GDP growth remained
muted during 2015 and is expected to face sustained challenges going forward.
Your Bank shall continue to extend its outreach enhance its customer base and deepen existing
customer relationships, utilize technology to deliver innovative and convenient banking solutions
and capitalize on the growth opportunities in digital banking. The strategic initiative of Your
Bank of improving business acumen of its existing and prospective customers shall continue by
organizing seminars focusing on enhancing management skillset, corporate governance and
succession planning.

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Today, Your Bank stands at the brink of achieving the milestone of Rs.1 trillion Balance Sheet
footing which would not have been possible without the untiring efforts of the management and
commitment of all staff members, working as a team. Your Bank has made tremendous strides
during a challenging year and is on a solid foundation to achieve stable profitability levels in
future.
Lastly, I wish to take this opportunity to thank all stakeholders including Board of Directors for
their vision, State Bank of Pakistan and Securities and Exchange Commission of Pakistan for
their continued support and guidance. As we enter 2016, it is important that we look back with
pride at the Bank’s accomplishments but also keep looking forward and adapt to the changing
landscape of the future to position the Bank as a dynamic financial service provider.
Mohammad Naeem Mukhtar
Chairman

12 Human Resource Management (HRM)

Human resource management is the function of management. Which is concerned with
maintaining, hiring, motivation of employees.
12.1 Role of Human Resource Management
The role of HRM in an organization.
12.1.1 Selection:
Selection is the 1st function of the HRM which is the process of choosing persons in a groups OR
individuals. The HR manager selects the employees for organization to achieve their
organization’s goals and objectives.
12.1.2 Strategic Planning:
HR managers make strategic planes and policies for the organization to achieve their
organization aim’s, goals and objectives.
12.1.3 Training and Development:
The training and development is the most important function of the HRM. HR managers train the
employee’s and also enhance the performance of the organization’s employees to achieve the
organization goals and objectives.

13 Job Analysis
Hiring is the key importance to the overall
productivity of Canadian businesses. A well put
together job description is a good business
investment because it can be used to support
most HR functions: recruitment, selection,
orientation, training, work plans, compensation,
performance reviews and legal defense.

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Job descriptions explain the key responsibilities of the actual position, reporting relationships
and work environment. The first step in writing or rewriting job descriptions is job analysis. Job
analysis is an in-depth study of a job. It provides information for job descriptions. In doing the
analysis, you or an employee will gather information about jobs through interviewing employees,
observing performance of certain tasks, asking employees to fill out questionnaires and
worksheets, and collecting information about a job from secondary sources such as the National
Occupational Classification (NOC) system. deleted or modified. Here are few steps for job
analysis in Allied Bank Limited:
13.1 Understand the job
Start by developing a complete understanding of the position. This is the foundation on which
hiring is based. In conducting your analysis, consider:
 All of the duties and responsibilities of the position
 Their scope and level
 The context in which these are to be performed
 The amount of responsibility, authority and accountability required to perform the work
 The major and minor activities
13.2 Identify Performance Behaviours
Next, identify examples of behaviour that you would use to evaluate the quality of the work.
Identify examples of both effective and ineffective behaviours. To do this, ask yourself:
 What are the performance expectations for superior performance?
 How do you know someone is doing an excellent, satisfactory or poor job?
 How does it look when a high performer is doing an excellent job or when a poor
performer is doing an unsatisfactory job?
13.3 Essential Competencies
Using the examples of behaviour as a basis, identify and choose only the most critical/ essential
competencies required to demonstrate high performance. Differentiate between high performers
and average performers:
 There should be no more than 6 to 10 competencies selected for a role or job. Remember,
fewer are better.
 The key is to select only the most critical/essential competencies required to demonstrate
high performance. While all competencies may seem desirable, they are not all critical.
 Familiarize yourself types of competencies and skills.
Next, sort the competencies based on how critical or essential each one is. You could sort each of
the competencies into one of four groups:
 Critical/essential
 Important/significant
 Less important/learn on the job
 Not applicable

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When determining how critical or essential a Competencies, Knowledge, Skills and Abilities
(CKSA) is, consider factors such as:
 The difficulty or criticality of the tasks being performed
 The impact on job outcomes
 The impact on the performance of other employees
 The consequence of error if the CKSA is not present
 How frequently the CKSA is used on the job
 Whether the CKSA is required at when the job starts or can be learned or acquired on the
job within the first six months
When completed sorting, review and make any adjustments that are needed. Count the number of
CKSA you sorted in the Critical/Essential and Important/Significant groups. There should be
between 6 and 10 competencies. If you have more than that number, you can rank the
competencies in your Important/Significant group and pick only the highest ranking that provide
you with an appropriate number of competencies. Put all others aside. If you ended up with
fewer than an appropriate number of competencies, then rank the competencies in your Less
Important/Learn on the Job group and pick only the highest ranking to add to the
Important/Significant group, providing you with an appropriate number of competencies. Put all
others aside. The competencies you have chosen form the CKSA portion of the qualifications for
the job.
13.4 Identify Target Performance Level
Target levels refer to the types of behaviors demonstrated by high performers. They are not
minimum standards. The key is to select the target level that high performers demonstrate most
of the time (general rule - 75% of the time). While all people may be able to demonstrate a level
once, target levels refer to what they do most of the time. To assist you, think about what a high
performer in the job demonstrates most of the time when they are engaged in that competency.
Do not select an inappropriately high target level. Setting the bar too high can lead you to hiring
no one. The focus is on trying to describe reality, not ideals. Once you have set the Target Level,
you should also set the minimum acceptable level required at job start. You could set Level 1 as
the lowest possible level and 5 as the highest. Ensure the minimum level is also realistic.
13.5 Experience, Education and Training Needed
Review the final list of Competencies, Knowledge, Skills and Abilities (CKSA) and determine
the various ways in which these could be acquired through education, experience (work,
volunteer and/or life) and/or training. It may be helpful to consider the background of high-
performing employees in this type of position. Be sure to include as many of the equivalent
combinations of education and experience as possible. Consider the availability of qualified
people in the job market and ensure the qualifications are reasonable given that market. It is
important to determine a qualification that is appropriate to the job on day one and not
inappropriately high or low. If qualifications are set too high, candidates that have the
competencies may be inadvertently eliminated at the screening stage before having the

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opportunity to prove themselves. Alternatively, if the qualifications are set too low, most of the
applicants will need to be considered which can be a time-consuming process and many may not
have the required competencies.
13.6 Special Considerations
Now is the time to identify and include any special considerations you may wish to include.
Some jobs may require additional specific criteria like the following:
 Criminal records review
 Drivers, firearms or other licenses
 Professional designations (for example: Professional Engineer)
 Occupational certifications
 Physical requirements to lift heavy objects, work in strenuous situations etc.
 Willingness statements (for example: willingness to work in dusty or noisy environments
13.7 Review and Finalize
At this point you have completed the job analysis process. This final step is to give you an
opportunity to stand back and take a second look at your work to ensure its valid and stands the
common-sense check. To do this, ask yourself the following questions:
 Given what I know about the accountabilities of this job/role, are the Competencies,
knowledge skills and abilities chosen really the most critical ones? Will they help me
identify the difference between a high performer and a poor one?
 Do the behavioral levels identified really define what high or poor performers actually do
in this job/role?
 Are the experience, education and training requirements related to the CKSA chosen:
job-related, inclusive, reasonable and appropriate?
 Have all necessary special considerations been included?
If you answered no to any of these questions, review your work and make adjustments so that
you can answer each question with a yes. If you answered yes to all of the questions, finalize
your Statement of Qualifications. These may now be added to Job Descriptions, included in
applicant packages and advertisements, and used as a basis for determining the most appropriate
assessment methods to be used in the hiring process.
13.8 Using Results
The list of qualifications and competencies developed through job analysis are used to create:
 The Statement of Qualifications to be attached to Job Descriptions
 Advertising content and/or applicant information packages
 Criteria for short listing applicants
 As a basis for determining the most effective assessment
methods

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14 Recruitment
To get hired for the job there is complete process. First of the candidate have to send an
application for the job to the company. The company checks the application. This is only when
there is vacancy will be announced by the company. Now there are two words labor and
executive. They both are different. Any new candidate who applies for the job will be known as
the executive. Now the question is that if the new candidate who applies for the job as a labor
then is he will be called as the executive? No there is not such a concept. The labor is one who
apply for the job on the post of the labor or low class labor will be known as the labor but if a
candidate applies for the superior job i.e. manager, HOD etc then he/she will be known as
executive. It will remain executive till he got the experience of one year at the company. Now
there is a difference in the hiring of labor and executive for the job.
14.1 Criteria for labor
 There is no hard and fast rule for the hiring of labor.
 They can approach for the job from the newspaper.
 They can also approach from the notices of the job those will display on the notice board
of the company only when the vacancy will be announced.
 The vacancy for the labor will be posted in the local and as well as national level
newspaper.
 There is no such a need of qualification for this job but the experience is required by the
company that one who is willing to apply for the job will must have the experience of 1
year at least.
14.2 Criteria for executive
 Executive are the managers or the people who are qualified and apply for the middle or
the top-level management.
 These are the persons for those the qualification or the study matters, obviously if a
person want to apply for the highest post the education, knowledge is the thing that
matters.
 If there is a need for a person as executive for a specific job then the HOD of that
particular department tells or announces the vacancy that I need the person for that
particular job. For example, the HOD of sales department will announce the vacancy that
there is a need for the sales person.
 If there is another person who has to announce the vacancy for any department then the
HOD of that department will sent the requirements for the job and then the vacancy will
be announced in the newspaper, notice board etc.
 The company also does the college hiring for the executive in which the company visit
some colleges and universities and then start doing interview of the students those are
willing to apply for the job. Basically, this concept is running in many other cities and it
will start soon in the Faisalabad too. And the company from where it starts this college
hiring will be from the UCP FSD campus.
14.3 Channels of Recruitment
There are basically two channels for the recruitment those are discussed below.

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14.3.1 External Recruitment

In external recruitment, the company gives an ad in the newspaper it could be local newspaper
and it could the national newspaper. The company also announces the company on the websites
on the internet such as rozee.pk etc. If a person is willing to apply for the job then he sent his CV
to the company. Then the company starts screening the CV’s in which the company select only
those candidates those are close enough to the requirement by the company.
Now that candidate whose CVs will approved then the company calls those candidates. The
purpose for this call is just to have an informal interview with them and tell them timing and the
day of their interview.
14.3.2 Internal Recruitment
In internal recruitment, there is a need of reference of some persons from the company.
Basically, it similar to the election and it will be elected by those candidates to whom the
company is thinking to give them a promotion. Reference is just a guarantee by the seniors to
those who are to be promoted. Guarantee in a sense that the seniors will vote for those who they
think that that this person will be the best for this post. In this way the internal recruitment
process will be completed.
14.3.3 Rehiring
Sometimes the company needs to do rehiring. This is because that if an employee who is
working for so many years and then leave the company wish to rehire him because company did
invest on him. Investment in a sense that company gives him a job, training, experience and
many other things. That is why if the employee leave the company offer him extra and more
benefits, salary etc before he had. In short term it is expensive that you apply more on the
employee but in long term it is profitable for the company that he has the ability to give more to
the company as before he was giving.
14.3.4 Salary
The company doesn’t have any method of setting the salary of employee at the time of hiring
new employees. The company doesn’t have to set the any percentage like education, knowledge,
presentation, skills and orientation, experience and training on hiring the employees and there is
no need to multiply that percentage with the currency rate. The only method that the company
chooses to set the salary right at the time of hiring that the company and the employee both set a
salary level. This all done after so many battle dore at try to set or choose a single point at which
the company is willing to give and an employee is willing to accept.

15 Selection
Selection is almost the final stage of the employee to be selected
in the company. For this purpose, the candidate has to give the
interview for the selection. Interview sessions those are conducted
by the company are of two types. These are described below.

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15.1 Informal interview

This is basically not an interview, it just a first informal call between the company and the
candidate. In this session, the company calls to those candidates who are selected after giving
their CV to the company. In this call the timing and the date will be told to the candidate for the
interview session. There are also some other questions those are asked from the candidate. This
is the informal session.

15.2 Formal interview

Formal interview is the complete interview that the candidate has to be given to the company.
These interviews are two in numbers in which the candidate has to be appears for two times.

16 Employee Orientation
Employee orientation is part of a long-term investment in a new employee. It is an initial process
that provides easy access to basic information, programs and services, gives clarification and
allows new employees to take an active role in their organization.
 Introduce new employees to their new environment
 Make new employees feel welcome and comfortable
 Retain a pool of new, capable employees
16.1 Benefits:
 Establish clear standards that help reduce disputes and limit liability
 Promote consistent management
 Inform new employees of the company’s policies
 Demonstrate a commitment to equal treatment of personnel
 Provide protection from claims of discrimination and sexual harassment
In some organizations, an employee handbook is available to all employees. The content of the
handbook covers the key topics covered in an orientation session for new employees.
16.2 What should employee orientation programs include?
An orientation program helps the employee understand their assigned duties, terms and
conditions of employment as well as the organizational culture. It provides the following
information:
16.2.1 Welcome employee to company
Orientation to business:
 History
 Mission Statement
 Goals and Objectives
 Organizational structure, e.g. Own job description and relationship of position to other
positions
 Future Plans
Company policies and procedures, for example:

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 Dress Code
 Reporting Procedures
 Smoking Restrictions
 Expense Claims
Legislation
Safety procedures
Emergency procedures
 Operating telephone system,
 Who to call for repairs

17 Defining Training & Development:

Training & Development have been defined in several ways by different authors. The main idea
that each one of them highlighted in their studies is the workforce capability enhancement.
Nadler & Nadler (1991, as cited in Kumpikaite & Sakalas, 2011) identified Training and
Development as “the components of the human resource development (HRD) model”.
17.1 Training Process
Different authors have put forward the systematic process for training and development of
employees. The number of steps varies but the basic approach remains the same i.e. to manage
training in a better way to have the best results out of the investments made. Training is a
continuous process. Whatever the scheme may be presented by various scholars and trainers the
following steps are inevitable for any well designed and precisely implemented Training and
Development plan:

18 Training and Development

Training is a lesson by the company to employees to
fulfill the current need of any project while
development is the lesson that is given by the company
to its employees for the future need of any project. The
company trained its employees every time they need.
Training is of two types including on the job and off
the job training. The company gives both of the
training to its employees.

18.1 On the Job Trainings

On the job training is the training that is given by the company to its employees within the
organization. On the job training is the training that is given by the company to its employees
within the company. Therefore, the company first identifies the problem then company thinks
that there is a need to train the employees. Therefore, the company conducts a training session
and provides all the information to the employees who will need to appear in the training session.

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The person who has to give the training to the employees is from the company every person who
trained the employees will must have the experience of at least 5 years.
A complete booklet or file is given to the employees in whom the complete detail of training
session, time table, duration etc is mentioned clearly. Employee gets this file but beside this a
short meeting of 1 to 2 hours is conducted and tells everything about the training session to the
employees orally too. This is because it minimizes and clears every ambiguity in the mind of
employee (if any) regarding the training session.
Well this is the criteria of giving training to those who the company thinks to be trained. This
training is given to the employees on identifying the problem. But beside this there is also
another training that is given to the employees those are newly hired after completing their
graduation or study time period. This training session is for 3 months in which the experienced
employees of the company give them training. These trainers are from every department i.e. if an
employee is hired in the marketing department then the trainer will be from the marketing
department who will train them. This is criteria of on the job training.

18.2 Off the Job Trainings

When the company hired the new employees then the company needs to train them. For this
purpose, sometimes the company trains its employees by using both the techniques of on the job
and off the job training. Whether company is using the technique of on the job or off the job
training the training period in both of the cases is of three months. In off the job training the
company sends its employees to Lahore and Islamabad or sometimes canal road headquarter of
the company. This is because all of these headquarter has all the facilities those are needed to t
rained the employee. The main focus of the company is to train the technical. This is because
these are the persons who are involving in making of the product. They are present in the
manufacturing of the liquid, then packaging etc. that is why the main focus of the company is
highlight these employees because if there will be any issue in making of product then
automatically the reputation of the company will disturb. That is why the employees who are
technical need to be trained more and more that there should not be any fault in the making of
product. After giving them training to employees the company again evaluates the performance
and also the performance that was identified before is removed or not?
There is a concept in which the company believes strongly. That concept is access training. This
is the stage where the employee had the ability to do anything at any time. In other word the
company is basically focusing on the career management and career development. That is why if
an employee got the training of one thing then he will be train again for some other thing but
these employees are only few or selected persons. Eg. ASAD who was the HOD of marketing
department has the ability to anything at any time. That is Happilac is the market leader, not a
market follower. It is the market leader because the company has a big infrastructure, a big list of
loyal employees, best manufacturing unit as compared to the other paint making industries.

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There is a reason behind it that company always searches for the innovators and the company has
these types of employees who have the ability to bring out the positive change.

19 Compensation Management
19.1 Rewards
Rewards are of two types monetary and non-monetary. Monetary reward is to give the basic
salary to the employees while non-monetary reward is to give some incentives, appreciation etc.
here is again an example of Asad Sahab. That one person in the company who performed extra
and got the benefits and rewards. He got a car as a reward on achieving the target in july 2016. In
this way many other employees are there in the company who got many rewards. Rewards are
also in the form of promotion but as discussed before that promotion is always depend on the
performance.
19.2 Punishment
A punishment criterion is same to every person belongs to the company. Whether he is a security
guard or he is CEO. Every person who breaks the rules will be punished. At the time of
orientation, the rules and regulations were told in detailed form and the punishments also
described to them. Some of the rules are defined below.
 Always park vehicle in the parking or otherwise the one who break the rule will be
punished.
 Don’t smoke in the office hours.
 Mobile usage during working hours is prohibited.
 Dressing must be according to the dress code defined by the company.
 For the wrong parking and cell usage during working hours the fines are defined below:
Labor = Rs. 30
Manager = Rs. 350
Senior officer = Rs. 550
CEO = Rs. 6500 etc.

Similarly, many others punishments are also mentioned in the company’s policy on breaking the
rules.

There is also rule that anyone can complain for anyone but only when someone don’t perform a
duty that is giver to him. For example, that if it is a duty of HR manager that check out the
discipline (checking the cleanliness of offices) and if senior officer go to his office and see there
is a dust on his table then he is free to complain about the HR manager that he doesn’t check this
thing that whether the officer is clean or not.

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20 Employee Engagement & Retention

Employee engagement illustrates the commitment and energy that employees bring to work and
is a key indicator of their involvement and dedication to the organization. Employees who are
engaged are more productive, content and more likely to be loyal to an organization. When
organizations put sound HR practices in place, they are more likely to discover that employees
feel satisfied, safe and will work to their full potential...and that means they are more likely to
stay put.

20.1 Performance Management

 Performance management is an ongoing process where the manager/supervisor and employee
work together to plan, monitor and review an employee's work objectives or goals and overall
contribution to the organization
 Motivates employees to do their best
 Establishes clear communication between the manager and the employee about what s/he is
expected to accomplish
 Provides on-going, constructive feedback on performance
 Establishes plans for improving performance, as necessary
 Identifies the skills and abilities of each employee so that work assignments build on and
reflect an employee's strengths
 Identifies individual employees for more challenging work
 Assists and supports staff in achieving their work and career goals by identifying training
needs and development opportunities
 Contributes to the succession management plan so that employee skills are developed and
employers develop the skills they need to fill a potential HR gap in the future

21 Pay for Performance

21.1 Maslow Hierarchy of Need
The company believes on the Maslow’s hierarchy
of need. In this theory, there are five needs of the
human being. If he have all of these then he can do
the work better, effectively and efficiently. These
needs are defined below:

 Biological and Physiological needs - air,

food, drink, shelter, warmth, sleep.
 Safety needs - protection from elements, security, order, law, stability, freedom from
fear.
 Love and belongingness needs - friendship, intimacy, trust and acceptance, receiving
and giving affection and love. Affiliating, being part of a group (family, friends, work).
 Esteem needs - achievement, mastery, independence, status, dominance, prestige, self-
respect, respect from others.
 Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal
growth and peak experiences.

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 The company focus on this theory and strongly work upon it the by proving and fulfilling
all these needs of employees and then the result from the employee is always positive.

22 CHAPTER 5
23 SWOT ANALYSIS
24 5.1 Strengths
1. One of the chief idea of ABL that I perceive is the speedier cash related affiliations and
ceaselessly clear in banking industry particularly in errands and Foreign Exchange. Practical
affiliations and sensible affiliations charges are drawing in the broad framework to do their
business with ABL.

2. ABL has completely modernized control on its budgetary structure because of this office
the ABL is in the smart audit of totally mechanized bank.

3. Internal control and checking of the ABL Bank is possible Quality Control Expert visits
on various events every week at bank working conditions which asks the agents to improve their
work.

4. Due to astute cash related affiliations, clear budgetary affiliations and completely
computerized PC structure accomplished joining of experienced individuals, moved the board,
advance setup and work environments gave ABL an edge over its foes.

5. Most private banks have still not online a large portion of their branches in Pakistan but
rather the ABL has the greater part of its branches on the web. They have wide zone structure in
wherever all through the Pakistan, with the target that they spread a gigantic measure of part of
money exchanges and make client fulfilled

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6. The Bank has especially true basics and standards about the client's dissents. The clients
are treated as interesting people as for the Bank.

7. ABL has the Strongest Bank in Pakistan Award 2010.

8. ABL other than got the Leadership Achievement Award 2010.

9. ABL has been yielded as Euro cash Award 2008 for the "Best Bank in Asia.

10. Best Bank In Pakistan Award: ABL has been yielded the best bank in Pakistan since
2000, 2001, 2003, 2004, and 2006

24.1.1 1.2.1 Weakness

1. ABL offers assembled sorts of things to the clients thusly inescapable bit of individuals
are not especially mindful about the conceivable aftereffects of ABL. For models if an individual
needs to open a record with ABL state it is accessible yet he doesn't have the foggiest idea what
sort of Current Account he should open does not know this the certified soft spot for the ABL.

2. No trickiness working environments are open in the bank when client visits Bank and
keep it together for at longer time. These working environments can be the Newspaper.
Magazines, and so on.

3. Out look of the ABL branches isn't enamoring to the broad framework.

4. In this time of discussion a wide piece of the banks publicizing their moving things and
affiliations yet no business I have seen on any channel with respect to their things and
affiliations.

5. Equality ought to be watched all through budgetary structure. There should no restraint
among the clients. As I saw at the branch where I worked outstandingly off clients were given
the other than energizing affiliations while the clients who have low undertaking with the bank
kept it together for long for their turn.

6. At private interfacing banks there is routinely exchange of experts after a standard time of
one and a half years or two years while at ABL branch where I did my direction level position
most by a wide margin of the administrators are working over three years. Occupation Rotation
help the experts to find two or three courses of action concerning diverse zones of the business
which I perceive is absent at ABL.
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 Allied Bank Limited.

25 5.3 Opportunities
1. ABL has the Strongest Bank in Pakistan Award 2010. ABL in like way got the
Leadership Achievement Award 2010. ABL has been yielded as Euro cash Award 2008 for the
"Best Bank in Asia.

2. Best Bank in Pakistan Award: ABL has been yielded the best bank in Pakistan since
2000, 2001, 2003, 2004, and 2006.

3. These refinements sway an edge in the cerebrum of individuals to contribute and get from
this bank.

4. Before privatization individuals were not content with the relationship of the bank. After
the privatization individuals have moving choices to contribute and get from. The ABL in light
of its more than 10 years execution it gets the chances to pull in the clients

26 5.4 Threats
1. The reduced getting effect of purchaser in the present cash related state of the nation
impacting the business improvement speed superfluously and the outcome is the low hypothesis
from the inspectors in new premiums can make issue for the hank since it is working a ton in this
way.

2. The Competition has wound up being shocking by the general population from such
unending. So to exist one should substantiate himself in its relationship through staggering
alliance and should fulfill its money related experts. Else it will he out the market

3. New Privates Bank acclimated with developing new Technology of IT. This
straightforwardness of fragment in the market is the risk to the ABL bank.

Change in government approaches has impacted the money related business. Still banks need to
get a handle on get consent from the State Bank of Pakistan. The setting up of outside money
accounts is a focal occasion of letting individuals not to trust on banks

Segment 6

End AND RECOMMENDATIONS:

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27 6.1 Conclusion
ABL is most obvious business bank working in Pakistan and wide branch compose working in
Pakistan and abroad. Amidst my concise work I see that ABL is trying to give better client
alliance structure its enemies to pull in and hold the clients.

Staff of ABL is especially qualified and self activated, without one expert, other administrator
can deal with his work, since workers of ABL are train in more than one business. ABL is giving
24-hour working conditions to its clients by ATM. staff of ABL are uncommonly satisfying and
dependable. Structure the degree examination I translate that general execution of ABL is
strikingly unrivaled.

1. ABL is utilizing its focal concentrates feasibly and ABL have broadening return on
resources

2. Market thought of ABL is low in 2011

3. Non premium pay of bank is 0.11 time of full scale pay

4. ABL can offer reliably advance and extra advances to its clients

5. ABL working exercises increment in 2011

6. Ratio introduction that unrivaled cost of the bank is making

7. Over all execution of ABL is well.

28 6.2 Recommendation for development

1. ABL should give Visa office to its clients

2. Internee ought to be give completely thought and give them some fit work is supervision
of division officer.

3. ABL should give some additional central fixations to its directors to ask them

4. ABL ought to improve its offer cost in market to improve its cost/getting degree

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 Allied Bank Limited.

5. To improve net spread degree ABL should need to improve its net intrigue edge.

6. ABL is in position to offer advances, ABL should offer credits/advance to its client to
win more

22