Human Resource Department Functions In State Bank Of Pakistan

Functions of Human Resource Department in State Bank

Presented by:

Nauman Shah ME-07-17 Usman Nasir ME-07-41

Introduction to State Bank       

Central Bank Nationalization in 1974 SBP-BSC Simple Central Banking Functions NIBAF Human Resource Research and Development Chairperson of BCS, NIBAF

Departments of State Bank Concerning our Report     

Strategic and Corporate Planning Department Human Resource Department Information System and Technology Department Research Training and Development Department

Management Structure       

Believe on Segments of Divisions Highly Centralized at Top Level Semi-Centralized at Middle Level Planning and Strategic Decisions are Highly Centralized But with the inclusion of other departments In the middle level Hiring and Firing Decisions are done at the higher level

Efficiency or Responsiveness?       

What are the Current Trends? Dimension of Efficiency Dimension of Responsiveness Trade offs Which one is more important? Hiring the new Blood Here Comes the Role of Human Resource Management

Human Resource Department in State Bank of Pakistan

Main Goals of Human Resource Department     

Improved R&D More Strategic HR Role Maximum Attention to Workforce Development More IT Inclusion Flexible Payment System

Human Resource Functions Performed in State Bank      

Planning and Development Recruitment HRIS Performance and Management Compensation and benefits Employee Relations

Talent Management (Recruitment) and Training Division  HR Planning, Job Analysis & Design         

Unit Recruitment Planning Unit Organizational Development Unit Recruitment Operations Unit Assessment Centers Unit Employee Orientation Unit Internal Job Posting Unit Performance Management Unit Reward and Recognition Unit Employee Motivation and Retention Unit

HR Planning, Job Analysis and Design Unit        

Annual Men Power Plan Identify the New Goals Check the Inventory Job Analysis Job Descriptions Old Jobs Evaluation Process New Jobs Evaluation Process Identifies the Training Needs for the Old Workforce

Recruitment Planning and Organizational Development Unit       

Attracting Criteria Sticking to the Organization policies for selection Criteria New Criteria for New Type of Jobs Recruitment Planning Right People for Right Jobs Uses latest organizational theories to bring innovation Change Management

Default Selection Criteria       

Masters or Professional Degree in Specialized Field 65% + or 3.0 + High Communication Skills Medically Fit Highly Motivated and Skilled Experience in Relevant Field Preferred Equal Employment Opportunities (Discussed Later in Detail)

The Recruitment Operations Unit     

Identification of Proper Media Identification of Proper Target Audience (Men power) Attractive Advertisement Design Placement of Advertisement at Proper Time Attract Potential Personnels

The Assessment Centers Unit      

Observation of Attracted Employee's Performance Through Tests Outsourcing usually from NTS Group Discussions Final Interviews Outsourcing usually from Institute of Bankers

Employee Orientation Unit         

Role of NIBF Conducted by NIBF Selected Employee Trained through NIBF For successful, productive working Brief Visit to the Organization Detailed Job Presentation Organization Culture Chain of Command (Who reports to whom) Working Relationships

Training Structure

Internal Job Posting Unit     

Encourages Current Employees Promotion Transfers Fulfill Employee Personal Objectives Throughly Performance Based (Discussed Later)

Informal Employee Training During Work      

Supervisor of the Department Helps Newbies The Most high performer ranked as the trainer Dual responsibility Fulfill Job Responsibilities Manage the Training of Newbies Given more benefits

Employee Motivation and Retention Unit     

Conducts Motivation Surveys Research the workforce market Through Surveys Identifies the Current Motivational Factors Identify the Factors for Employee Satisfaction To Retain the High Performers

Reward and Recognition Unit      

To foster the Culture of Acknowledgment and Appreciation For Introducing Innovation in work practices Takes suggestions from employee to imporve the performance Recognition due to Extra Ordinary Efforts Simple Thankyou Letters Celebration and Monetary Rewards

Talent Management and Training Division Process for Laymen  Planning for Workforce         

Advertisement in media for Recruitment Only on Qualification Basis 65%+ Educational Record High Communication Skills Interview and Discussion Groups Medical Test Selection Top 60 Go to NIBF for training/Orientations Promotion on the Basis

Reward, Performance Management and HRIS Division    

Getting Feedback is really important A need for Measurement for Performance Special System for Measurement of Performance State Bank uses Bell Curve System

What is Bell Curve System? 

      

Not only a Performance Measurement system but Complete Organizational System Forced Ranking System Identify Best and Poor Rates Entire Workforce Basis of Similar Activity Basis of their Performance Workforce is Segregated in Three Parts Organization Makes the Standard Percentile for the Workforce

State Bank's Percentile Standard For Bell Curve System        

On Similar Work Basis May Called Department Basis 10% Top 80% Middle 10% Bottom This Clearly Identifies the Demand of New workforce Tells to the Employee Clearly where he stands Basically Pay-for-Performance System

Working of Bell Shape System in State Bank    

Low Performance Grading Pressure to Perform If Perform Better Promotion Plus Good Rating

Pressure and Performance

But Manager Should Consider in Mind that:  

No Pressure Slack Performance Huge Pressure Performance Reduces

What's been done to 10% Top Group?         

Contributes a lot in Organization Performance Huge Rewards for them Motivate them to Groom them more More Training Opportunities for them Sometimes Sent abroad for highly Skilled training Very Clear Glass Ceiling Very Well Structured Career Path for them Huge Chances for Promotion Included in Dept wide Decision Making

The Middle 80%?      

Significant in Number Shows un-interrupted work flow Have some weaknesses Provided More Training Enrich the Skills Considered for the Next Performance Measurement Time

What about Poor Old 10%?

      

Requires Huge Change Unsatisfactory Poor Performer Sometimes given some time to Improve Usually Fired Replaced By Fresh Talent Easy to identify the Demand :-)

Compensation and benefit Planning Unit 

  

Based on Bell Curve and HRIS and PMS (Performance Measurement System) High 10% get Maximum benefits Medium 80% just mare benefits Lower 10% no benefits

Compensation and benefits Provided         

Free Medical Services for Employee Free Medical Services for Employee Family Improved Salary (10% Top) Maximum Increments (10% Top) Bonuses (10% Top) Promotions (10% Top) Fringe benefits (10% Top) Free Transportation and Patrol (10% Top) Easy Loan Facilities

Compensation and benefits Provided (cont...)   

Job Security Training in NIBAF Training Abroad (10% Top)

Ongoing Programs for Rewards and Employee Motivation      

Totally Performance Based Has Four Levels To improve the Motivation Level To Reward the 80% Middle Level To make it the Reward based and Performance Based Culture Specially for Motivating 80% Middle Level

Level 1 Recognition Rewards

    

Individual Contribution Reward Informal way of Recognition At Individual Level Includes Simple Thankyou Thankyou Notes, Emails, Letters

Level 2 Recognition Rewards

   

Departmental Commitment Reward Cash Award of 5000/- Rs. Recognition Certificate Department wide Recognition

Level 3 Recognition Rewards

    

Organization Competence Reward Cash Reward of 15000/- Rs. Recognition Certificate Shield Bank Wide Recognition

Level 4 Recognition Rewards      

Excellence Reward Cash Reward of 30,000/- Rs. Recognition Certificate Shield Bank Wide Recognition Considered in outside organizations too

Basis of Bell Curve in State Bank       

Information Systems HRIS Oracle Based Data Warehouse Fully Computerized record keeping Daily Performance Data Like Entry Exit Improvement Absents

Drawbacks of Bell System        

Depends upon Supervisor Biasness Wrong performance picture Misleading information Grouping Overall Reduced Performance Deviation from Goals Inclusion of Information System Resolved all above issues

HRIS in State Bank       

Oracle Based Information System Data Warehouse for Decision Making Updated on Daily Basis At Individual Basis Huge infrastructure is Implemented for HRIS Employees Wide Decisions are made on HRIS Records basis

Structure of HRIS in State Bank

Internal Information Structure of HRIS in State Bank

Flow of Information in HRIS

Employee Database and Service Record Unit           

Maintaining and Updating Employee Data Messages are sent to Employees For Prompt Communication Attendance Performance Working Transactions Job Type Salary Compensation

HR Automation and Performance Unit

   

Works on HRIS Generate Reports Employee Performances Reports Serves as Input to Bell Curve

Regulations and Compliance Division 

      

Responsible for Making and Maintaining the Rules and Regulations for the Organization and HR Disciplinary Unit Equal Employment Opportunity Transfer and Posting Unit Employee Separation Unit Internal Monitoring Unit Business Planning and Budgeting Unit Admin and Co-ordination Unit

Disciplinary and Litigation Unit      

Employee Discipline Initiate Disciplinary Actions Enforce Organizational Standards Discourage Infractions Resolution of Conflicts Inter-employee Relationships

Absenteeism     

Employee Leave Quota is Maintained Take a leave after 6 days of work Per year 28 leaves are assigned Disciplinary Approach is used by the Supervisors to handle Absenteeism Rewards Given for the Leaves not used

Conflict Resolution         

First Step: Bi-Literal Simple Table Talk If not Resolved then go to Second Step Second Step: Conciliation 3rd Party is taken into account 15 Days to resolve the issue rd Both Parties negotiates under 3 Party Both Parties themselves select the 3rd Party for Moderation If not resolved then go to 3rd Step

Conflict Resolution (Cont...)      

Step 3: Arbitration rd Again 3 Party is selected by Both Parties That 3rd Party is of Magistrate Level 3rd Party is Called Arbitrator Arbitrator has to resolve the issue within 30 days If not able to resolve then Case taken to the court

Misuse of Secret Information      

Highly Condemned Misuse of Information Modification of Information for negative use Against the Policy of Organization Handled by Regulation Unit Subject sent behind bars

Equal Employment Opportunity     

Job Opportunities in Quota System Quota for Each and Every Province of Pakistan Sub Quota for Male and Females Sub Quota regarding Age Quotas Regarding Technological background

Reverse Discrimination  

 

Quota System Leads to Reverse Discrimination Consider Male Applicants Quota is Full but still some highly skilled not employed But Females quota is not full So, Less competitive females are hired rather then highly competitive males

Managing Diversity and Quotas

   

   

Females has less quota then males This year Female Quota is Doubled Highly Diversified In terms of Skilled Workforce Not only Gender, Age for Diversification but Hiring Diversified Workforce Regarding Skills like: Economics Management and Marketing Computers and IT Administration, Finance, and Sociology

Transfer and Posting Unit 

     

Before Transferring Organization Goals and need for Workforce should be in mind Short Term Transfers Usually for the Transfer of Skilled Person Usually for a Limited Specific time Short Term in Nature Less then 1 year Permanent Transfers Usually to Retain Employees Migrating to another city

Employee Separation Unit 

Retention Decision

Employee Separation Unit 

Exit Interviews

Internal Monitoring Unit     

Carry out Audit Cases For Different HR Divisions Liaison with External and Internal Auditors HR Performance Reports HR Progress Measurement

Compensation and Benifits   

Improvement in Service Conditions Salary Structure Fringe Benifits

Salary Structure       

OG-1 OG-2 OG-3 OG-4 OG-5 OG-6 OG-7

16,481 19,890 23,704 29,059 32,119 34,650 46,721

36,600 45,400 55,800 63,600 69,200 73,600 91,100

Fringe benefits  

 

Staff Loan Policy Purchase/construction of a house/apartment for residential purpose. Purchase of Motor Car/Motor Cycle. Purchase of Computer and Printer.

Facility on Outstation Duty 

  

Category of Officer Gross OG-1 to OG–4 OG-5 & OG-6 OG-7

Rate of Daily Allowance Rs.2, 400 Rs.3, 030 Rs.3, 500

Facility of Bank Car and Patrol Directors & Chief Managers Car 800 CC Petrol 200 liters per month. 

Executive Directors Car 1300 CC Petrol 340 liters per month. Free Petrol For High Performers and Transportation 

Medical Facilities

Medical Facilities     

Medical allowance Family Medical allowance Diseases allowance Free Health checkup Relaxation in case of Uncertainty like accident, death etc.

Telephone Facility Salary Scale month. OG-2 & OG-3 OG-4 & OG-5 OG-6 OG-7

Telephone Calls per 200 400 600 900

Career Development  



SCHOLARSHIP SCHEME AND STUDY LEAVE SCHOLARSHIP SCHEME FOR OFFICERS FROM THE RESEARCH DEPARTMENT FOR DOCTORAL PROGRAMME SCHEME FOR STUDY LEAVE WITH IN PAKISTAN.

Career Development (Cont...) 

SCHEME FOR GRANT OF SABBATICAL TO OFFICERSGRADE-5 AND ABOVE



SCHEME FOR DEPUTATION/SECONDMENT/TOUR OF DUTY AND RE-EMPLOYEMENT OF STATE BANK EMPLOYEES.

Retirement Benifits       

Loans Family Insurance Gratuity Pension Retirement Fund Life Insurance Child Study loans

Thankyou