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Submitted To:
Mr. KHURRAM KHAN
Submitted By:
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Project of Human Resource Development
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Project of Human Resource Development
MISSION STATEMENT
Bank Alfalah Limited is going on the road of progress very successfully
assessment of the needs and wants of consumers is an ongoing process
at Bank Alfalah, which helps it to continually develop new product and
services.
At Bank Alfalah Limited the philosophy is that the bank should go to all
possible limits to satisfy the customer needs. The Bank is continually
formulating new product and services for the growing and diversified
needs of its ever-expanding client base. The Bank’s commitment to its
customers is evident from its mission statement.
VISION
Our vision is to be a leading financial intuition with a niche in areas where
we have a completive advantage with complete banking solution our
focus is an improving performance in each of our business to achieve
consistent and superior returns of or our highly valued client and
shareholders.
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ORGANIZATION HIERARCHY
THE CHAIRMAN
H.H Sheikh HAMDAN BIN Mubarak Al- Nahayan is an important and prominent member of
the ruling family of Abu- Dhabi. After the culmination of his studies at oxford he returned
and took responsibilities of the State administration in 1988, he was appointed the
President of the higher colleges of technology comprising of eight colleges throughout
the UAE a responsibility he fulfilled which distinction. In 1990 he was appointed (MIS)
Minister of Higher Education and Scientific research.
Presently he also holds the presidency of the society of the natural history and National
Heritage. In 1992 he become the chairman of the Union National Bank and has since
remained involved in strategic management of the institution
During the first five year, he effectively managed the bank in the absence of a Board of
Director and steered it to success as one of the leading Bank of U.A.E
BOARD OF DIRECTOR
H.E.Sheikh Hamdan Bin Mubarak Al Nahayan Chairman
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INTRODUCTION
Bank Alfalah Limited was incorporated in June 21st, 1997 as a Public Limited Company
under company ordinance 1984, its banking operations commenced from Nov 01, 1997.
The bank is engaged in commercial Banking and related services as defined in the
banking companies ordinance, 1962.
Bank Alfalah has emerged as one of the leading commercial bank in the financial sector
of Pakistan. Bank has made significant contribution in building and strengthening both
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Project of Human Resource Development
the corporate and retail banking in Pakistan. Most of its share are owned by a consortium
of Abu Dhabi after the debacle of BCCI, the Ministry of finance acquired its three
branches and Habib Credit and Exchange Bank was incorporate on June 21st, 1992 as
Public Limited Company under the companies ordinance4 1984, and commenced
banking operation from Nov. 01st 1992. It is engaged in commercial banking and related
service as defined in the banking companies ordinance, 1962.
Following the privatization in July, 1997 Habib Credit and Exchange Bank, assumed the
new identity of Bank Alfalah on February 25, 1998 and with this a challenge was
launched the challenge to transform this bank into a highly professional most efficient
and service oriented institution.
Charged with the strength of the Abu- Dhabi based consortium and under the leadership
of his Highness Sheikh Nahayan Mubarak Al- Nahayan, Minster of Education Govt. of Abu-
Dhabi and a prominent member of Royal family the Bank is energized by the vision of the
development of consumer sector in Pakistan.
Prioritizing its product portfolio in line with consumer needs and wants the bank is
committed to develop product that give more value to its customer be it is a simple bank
account or complex financial of a major project designing product. Portfolio in response
to customers preferences Bank’s product like Royal Profit, Royal Patriot and Royal
Custodial are prime examples of quality and innovation providing timely banking
opportunities to its customer.
Assessment of the needs and wants of its customer is an on going process at bank
Alfalah which help it to continually develop new product and services. Some of our new
products ALFALAH MILKIAT FINANCE, ALFAHAL KAROBAR FINANCE, ALFALAH QUICK
FINANCE.
To continuously offer courteous professional and advanced banking solution banks team
has recently been energized by going through training programs with a focus on
information technology with a team of talented services dedicated professional bankers.
Bank Alfalah Limited commits all its energies resources and time to cater to all banking
and financial needs of customers.
To make banking solutions accessible to make and more people. Bank Alfalah Limited
has embraced upon a rapid expansion program. Aiming to provide networking that
makes its services available to any of its customer’s in all the major urban centre of
Pakistan with a view to go international with its key indicators of progress already
soaring to new heights the bank is committed to put all its energies resources and time
to bring higher value and satisfaction of its customers employees and share holder.
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DEPARTMENTS:
• CD (current deposits) Department.
• Foreign Exchange Department.
• Loans and Advances Department.
• Accounts Department.
• Communication Department.
• Human Resource Department
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CORPORATE CULTURE
Bank Alfalah aims to inculcate a nurturing and invigorating corporate culture based on
providing a safe, healthy and supportive environment where staff members are valued,
respected and able to realize their full potential. This culture is based on the following
core values:
CORE VALUES
• Humility
• Extreme Customer Care/Focus
• Courtesy and Respect
• Honesty, Integrity and Trust
• Commitment and Hard work
• Creativity, Innovation and Quality
• Justice and Fairness to all Stake-Holders
• Open, Honest and Direct Communication
• Provider of growth and equal opportunity
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• Bank Alfalah is considered to be a very sound bank in the financial circles. A bank,
where the customers can safely keep their money as long as they want. I am
pointing some of the major strengths of the bank.
•
• Bank is financially strong and has a huge deposit reserve
• Its cost of funds is less as compared to money of its competitors
• Highly professional human resource department
• Commitment of sponsors
• Efficiency
• Phenomenal growth
• Vastly experienced management
• Foreign trade is the focus of bank. it has become an ideal bank for the importers
and exporters
• As for as Bank Alfalah Ltd is concerned, it is one of the top in all-domestic
commercial banks in Pakistan. The rapid increase in branch network shows the
Bank’s performance within seven years, which is worth considerable.
• This is the largest PCB (Privatized Commercial Bank) in terms of assets and equity
base. It provides a full range of commercial banking services with a focus on short
term & Long term lending. The investments further reinstate management
approach towards risk-asset management whereby only quality investments are
booked on the balance sheet.
In 2000 the bank also started publishing a newsletter aimed at increasing interaction and
exchange of views between staff for better coordination’s and communication. The
employees are encouraged to contribute articles for this newsletter, which serves the
dual purpose of staff development and evaluation of common corporate culture.
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All units/Branches of the Bank should systematically forecast their future staffing requirements
for timely induction of competent high quality staff. Requirement of additional staff/
replacement should be intimated to HRD through Divisional Heads’/ Regional Managers’/
General Managers’/ Group Heads’ offices. All open positions are first posted internally by HRD
at the request of branch/ dept. concerned on the Employee Portal for a minimum period of
seven days. Incase vacant positions can not be filled in through internal resources then such
vacancies will be filled in through external hiring as per Bank’s recruitment policy.
The management of the Bank may, at its discretion, employ expatriates. The Bank complies
with the relevant provisions of the Emigration Ordinance/Law when hiring such employees.
1.2 Hiring of Batches
When a whole batch of fresh officers is hired, they are first trained at the Bank’s Training &
Development Centre (TDC) and then posted to Branches/HO Divisions based on requirement.
These batches will be hired under the following categories;
Before initiating hiring of batch officers, HRD informs all units of approximate timings of such
hiring and enquires about their city-wise requirements before the hiring process starts.
1.3 Hiring in Small Groups
Hiring in small groups may be done according to planned phases of expansion of existing
branches/units, or upon establishment of new branches/units, or for creating/replenishing staff
pools maintained under the supervision of Area Managers/ Regional Managers/ Group Heads in
major banking centers.
Individual hiring is to be done from time to time when a branch or unit has a need to induct
additional staff, or for replacement of outgoing staff.
The Manager of the Branch/ Department where recruitment is to be made will first fill out the
‘Job Requisition Form’ and send to HRD. After minimum of 7 days of posting on portal, if
suitable replacement within the Bank is not available, then external recruitment is allowed
subject to HRE Factor ( for BB & SME Group) and other requirements being met and a genuine
business need is established.
Hiring Managers (in initial selection interviews) must not commit any salary range or
other perks to perspective external candidates in their initial interviews.
Both Salary and Range will be first agreed by HRD and then conveyed to the
candidate after clearance by Interview Panel.
1.5 Minimum Entry Requirements
1.5.1- Minimum entry requirement for employment in Bank Alfalah Ltd. in officer’s cadre is
graduation from a recognized university of home country or abroad. However, condition of
graduation may be waived by CEO to suit the requirements of the Bank, especially for
cashiers, sales/ verification/ recovery staff of various Products/ Call Centre, However, such
employees will be on Contractual Employment. Their services will be regularized after
clearance of test and completion of graduation.
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1.5.2- Persons deputed by “External Service Providers” must possess matriculation or higher
degree. However, condition of matriculation may be waived by HRD to suit the requirements of
the Bank.
1.6 Recruitment of Close Relatives
BAL does not prohibit employment of close or blood relatives of current employees, provided
that they meet required eligibility criteria, no conflict of interest is likely to arise and prior
approval is obtained from GM HRD. Candidate once appointed should not be placed in the
same Branch/Unit in which his/ her close/blood relative is already working.
All candidates, at the time of interview are required to disclose their relationship (if any) with
the existing employees in their application form.
1.7 Selection Responsibility and Authority
1.7.1- The schedule given below summarizes the assignment of hiring authority and
responsibility :-
Interview
Regular/Contractu Dept. GM/ GH/GM
AM/ RM HRD Panel/ CEO
al Head/ BM Heads HRD
HRD
Officer IV – VI R R -- R R R A
Officers IX -- -- -- -- -- -- A
Overse
Outsourced Services R R R A -- --
e
Recommend
R
ed
A Approved
1.7.2- All appointments of Branch managers, Divisional Heads, Area/ Regional Managers,
Range VII and above require subsequent ratification from Board’s Advisory Committee.
1.8 Selection Test
All regular and contractual candidates for Range I, II & III must undergo a selection test
arranged by HRD. Those obtaining 50 % or above points (allowing for two grace marks) will go
to the next step in the hiring process. However, condition of written test can be waived for
contractual employment, especially for Product Departments/ Cash Officers/ Call Centre staff
etc. The employees of these departments will however have to appear for the test before their
services are regularized.
Selection interviews should be conducted and evidenced by duly filled interview sheets, as
follows:
1.9.1- For Branch Staff : By Branch Manager & Area Manager/ Regional Managers/ Panel
Members approved by HRD
1.9.2- For Branch Manager & Area Office Staff: By concerned Area Manager/ Regional
Manager/ Group Head/ Panel Members approved by HRD.
*BM/ Team Leaders should be interviewed by CEO/ Co-Chairman Executive Committees (any
one)
1.9.3- For Product Departments’ Staff: By concerned Manager & Product Head/ Group Head/
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All candidates will be interviewed by panels of senior officers at Karachi and Lahore. Panel
members will be approved by the CEO.
Offer / Appointment letters will be issued by HRD to be jointly signed by authorized signatories
i.e. Recruitment Manager/ DGM/ GM HR as the case may be.
HR will arrange verification of references provided by the officers and their highest educational
degree/certificate from the concerned university/board. Feedback from his/her last employer
(especially incase of Financial Institutions) will also be obtained with regards to his/her
honesty, integrity and performance before confirmation of services.
5.13.1- As a standard practice, service of new entrants to Bank Alfalah Ltd. is to be subject to
a probationary period. Length of this period is to be determined as follows :
For those with less than five years of prior relevant experience : Six Months
For those with prior relevant experience of 5 years and above : Three Months
5.14.1- Officers hired on retainership contract will be relieved from the services of the Bank
unless the contract is renewed.
5.14.2- Before the end of the contract period, the Head of concerned Branch/Unit should fill a
“Contract Renewal Form” and forward the same to HRD through concerned Group Head/ GM/
Divisional Head.
In case of renewal of contract for further one year concerned officer will be eligible for salary
increase (if recommended by the concerned GH/ GM/ Div Head) based on his/her performance
rating. Renewal of Contract for above 60 years of age staff will be approved by CEO.
As far as possible, attempt is to be made to select candidates belonging to the area where
they need to be posted, in order to minimize disturbance and dislocation to newly recruited
employees. However, in terms of the Bank’s service contract, services of an employee are
transferable anywhere in the country or overseas branches to suit the requirements of the
Bank.
Minimum Service Agreement for three years from new employees (who have less
1.16
than one year’s prior banking experience)
All new joiners of the following categories are required to sign the Bond for Minimum Service
Agreement of three years service, as elaborated below:
Surety Bond
Category Minimum Service
amount *
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1.16.
MTO Batch Officer Three years Rs. 300,000/-
1
*1/3rd of the amount of surety will be reduced for every completed year of service.
1.17 Re-Hiring Policy
Those staff who had worked with BAL can be considered for re-employment subject to
following:
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Employees are encouraged to take initiative and get them nominated through their supervising
officers for training courses relevant to their needs.
2.2 New Joiners’ Training
All newly inducted staff members are provided systematic training in groups at Bank’s Training &
Development Centers at Karachi or Lahore, to make them well conversant with Bank’s operating
procedures, rules, history and culture before they commence their job with the Bank. Furthermore,
the purpose of this training program is to emphasize on customer service, courtesy and manner, as
well as a number of other unique focus areas.
For Branch Dept. Four days (Two days of orientation training, followed by two days
2.2.2
Heads of technical training)
For Branch
2.2.3 Two-day orientation session
Managers
As per the requirements, the Bank recruits batches of fresh graduates under various schemes
through a competitive process and offers them comprehensive training. The batch trainees will be
also required to go through on-job training by way of structured rotation programs at the end of
every module.
2.
External Training
4
In order to augment in-house training efforts, external training providers will be utilized on a periodic
basis, by nominating Bank Alfalah’s employees to external courses. Alternatively, external training
consultants may be invited to conduct training programs exclusively for BAL employees, whenever
deemed necessary.
2.
Branch Managers’ Mandatory Training
5
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All Branch Managers are required to undergo one-month comprehensive training to equip themselves
with upto date skills in areas of banking, management, customer service, personal effectiveness and IT
etc. Such training is usually divided into four one-week modules in each quarter.
Basic Plans and Time Schedule for Branch Managers’ Training Module
Four one-week modules evenly spread over the year (one in each quarter).
Program Structure These modules will be run twice every quarter to cover the entire Branch
Manager Population (including IBD Branches)
- TDC Karachi (for participants from Southern Areas and Area Multan)
- Training for participants from Northern Areas will be conducted at some
Venue
external location at Lahore due to inadequacy of space and other
constraints at TDC Lahore Premises.
2.
Training Allowance for Training Faculty Members
6
• In order to induce BAL employees to contribute in the important venture of Training and
Development on core banking modules i.e. Operations, Trade Finance, Credits & other
management/ soft skill areas depending on the nature of batch, existing staff selected for
faculty position who are posted at field or Head Office, will be provided secondment
allowance equivalent to 20% of their gross salaries per month, with the minimum of Rs.
10,000/- and maximum of Rs. 40,000/- p.m.
• The period of secondment allowance should not exceed more than three years.
• After the period of three years, if the said staff wants to continue in the same position, he/ she
will not be entitled for Title allowance.
• For Short period placement of any officer to TDC as faculty member, the following Title
Allowance may be allowed:
o For Range IV – VI ------- Rs. 50,000/- per month
3.1 Introduction
Staff monthly salary is to be disbursed before the end of each month usually on
26th/27th of the month. Salary & allowances of each employee is a confidential
matter. Those officials, who due to reasons of procedural expediency, are in the
knowledge of salary particulars of their colleagues, must treat such information as
confidential. Their failure to do so may result in disciplinary proceedings against them.
In order to disburse salary on time, branches are advised to ensure that all salary
amendments must reach HRD latest by 20th of every month as per.
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facility is only meant for emergencies, no staff member may be allowed to make a
habit for applying for such advance. Approval shall be obtained from the
Departmental Head/ Branch Manager and forwarded to HRD. As a matter of policy, a
staff member may avail this facility only twice during a calendar year under the
following conditions :-
3.2.1. If the staff member is proceeding on leave and next payday falls during
vacation period.
3.4 Salary & Allowances for Officers & Executives (Minimum starting pay)
.
3.4.1. Salary and allowances of officers and executives of the Bank is as
follows:
Furnit.
Telep.
Driver’s
Range Basic House Util. Conv. Gross
All. Maint.
Resid.
All.
Furnit.
Telep.
Driver’s
Range Basic House Util. Conv. Gross
All. Maint.
Resid.
All.
I 3,500 1,400 350 500 - - - 5,750
II 5,500 2,200 550 750 - - - 9,000
III 8,000 3,200 800 1,000 - - - 13,000
IV 12,000 4,800 1,200 1,250 - 1,500 - 20,750
V 16,000 6,400 1,600 1,500 - 1,500 - 27,000
VI 20,000 8,000 2,000 1,750 - 1,500 - 33,250
VII 25,000 10,000 2,500 - 4,500 2,500 3,000 47,500
VIII 50,000 20,000 5,000 - 6,000 3,500 4,000 88,500
IX 65,000 26,000 6,500 - 7,500 5,000 5,500 115,500
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Conveyanc
Cadre Basic House Utilities Gross
e
Supervisory
* This Basic salary is inclusive of Cost of living allowance of Rs 300 as per the S.R.O.
606 (I)/98 dated June 6, 1998.
^
I No No No No
II No No No No
III No*** No No No
IV 100** No*** No No No
V 150** No*** No No No
VI 200** No*** No No No
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** Fuel in liters only in cases where Bank car has been provided to
concerned officer.
**** Allowed only for Branch Managers and Senior Management at HO: One
mass circulation & a business paper
3.6 Accommodation
.
At the discretion of the Bank’s Management, furnished or unfurnished accommodation
upto reasonable rental value may be provided to senior officers, transferred from their
permanent locations to fulfill the Bank’s requirements.
Other staff members when transferred out of city of the permanent residence to suit
the Bank’s requirements, may be entitled to the following additional allowance (this
needs prior approval from HRD before transfer is implemented). Officers transferred
to new location at their own request will not be entitled for this allowance) :-
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limits)
3.7.4 Policy options for those staff who have already availed furniture
facility.
All those staff members who have availed furniture facility as per previous policy and
still have some outstanding amount shall have following:
i. They may continue to avail such facility, however, no furniture allowance will be
paid to them till the value of furniture presently in their use become zero after
charging depreciation as per rules.
ii. All those who have already availed furniture facility may avail furniture loan up to
the extent of outstanding Written Down Value (WDV) to liquidate the present
outstanding balance. The recovery of said loan will be through monthly installments
as mentioned above.
iii. Those who are not interested to avail Furniture Finance may adjust outstanding
balance from their own resources to avail furniture allowance.
Range Allowance
IV – VI 2,750
VII 4,500
VIII 6,500
IX 9,500
3.7.6 Documents to be obtained from the eligible staff:
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v. Letter of Installment
Refer Circulars:
detailed below:
Management of the Bank may allow Bank car facility (1000 c.c.) plus fuel upto 200
liters per month to officers in salary range VI, based on their functional requirements
if recommended by Executives-in-Charge/Area Manager.
3.11.4. Second car for Executives-in-Charges and Area Managers
Executives-in-Charges and Area Managers will be eligible to have second car (1300
c.c.) based on their functional requirement. Area Managers may also avail additional
100 liters fuel in addition to their fuel entitlement mentioned in above (upto maximum
500 liters).
3.11.5. Repair & Maintenance
Maintenance costs of Bank cars allotted to the Executives/Officers will be borne by the
Bank.
undertake and successfully complete higher degrees and professional courses related
to banking and finance (from recognized institutions) to improve their competence
and qualifications. Details of this facility are available with HRD.
In case an employee resign within one year of last payment received, all payments
made in respect of above will have to be refunded to the bank by the said employee.
Detailed policy guidelines are available in HRD record.
M/s Alfalah Insurance will be providing Insurance cards to all our staff members which
will be required to be presented in original to the concerned hospital authorities in
order to avail hospitalization benefits from panel hospitals. The original letter / card
must therefore be kept with care during the entire period of hospitalization coverage.
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Any clarifications on contents of this circular may please be directed to under signed
at HRD, H.O. Karachi (Tel: 021-2461314, 2414030 Ext – 2236).
Meanwhile, in case of any medical emergency any of the following may be contacted:
- Helpline Alfalah Insurance 0321- 4041555
- Dr. Fawad Sarwar (Alfalah Insurance Lahore office) 0321- 4227676
- Dr. Syed Rehan Jalal (Alfalah Insurance Karachi office) 0321- 7031393
- Mr. Syed Fariduddin Hyder (BAL HRD H.O Karachi) 0300- 2007736
- Mr. Mubashir Iqbal (BAL HRD H.O Karachi) 0300 -2834938
Refer Circular:
1) HRD/R2008/MI Dated December 31, 2007.
3.16.4.1. In addition to life coverage, the Bank will has also obtained coverage for
permanent disability due to accident and sickness upto the age of 60 years. In case of
disability, benefit will be paid according to percentage of disability as per schedule
provided by the insurance company.
3.16.4.2. The insurance policy is subject to conditions and exclusions provided by the
insurance company details of which shall be maintained by the Human Resources
Division.
3.16.5.1. If the treatment is likely to continue for a minimum period of six months or
more.
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3.16.5.2. If the treatment expenses for one month are equivalent to 10% or more of
the monthly Basic Salary of the concerned employee.
These claims will be lodged to HRD on Follow-up Expenses Claim Form as per along
with medical bills, doctor’s prescriptions etc.
In addition to hospitalization cover, a special arrangement has been made with the
insurers whereby they will arrange for annual medical checkup of all officers in salary
ranges VII and above. Arrangements have also been made to get medical checkup
done for certain job applicants if so decided by HRD.
• If period of service is 05 years and above, gratuity will be payable equivalent to one
month’s basic salary (last drawn) for each completed year of service.
• Period of any overseas posting other than with Bank Alfalalh Limited will be
excluded from the total service for calculation and payment of gratuity. Further, for
the period of overseas posting with Bank Alfalah Limited any local law governing
gratuity will be applicable and if he/she is posted back in Pakistan the period of
overseas posting with Bank Alfalah Limited shall be excluded provided gratuity is paid
according to the local laws of overseas posting.
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• Unpaid study leave or long leave without pay will not be considered for payment of
Gratuity or any other benefit.
3.18.4 The employee or his/her family may retain Bank’s car (if provided) on book
value or 10% of the original purchase price whichever is higher (only in case of death
or retirement) provided the employee has spent atleast four years service with the
bank.
LEAVE RULES
All employees of the Bank including contractual staff, on completion of one year’s service with the
Bank are entitled to certain number of days’ leave in a calendar year. This entitlement is spread over
a few categories of leave, as elaborated below:
3.20.1.1. Entitlement
30 days with full pay in a calendar year, to be credited on pro rata basis to each employee’s leave
account on 1st January of each year. Maximum PL balance for any employee cannot exceed 60 days.
3.20.1.3. Authorization
All PL should be availed after obtaining approval from the sanctioning authority.
3.20.1.4. Availment
The employees must avail at least 15 days’ continuous leave from the available privilege leave
balance during a calendar year. For this purpose, a leave roster for the entire staff strength of each
unit must be drawn, under the supervision of the Head of each unit, and a copy forwarded to HRD for
record. During notice period if an employee has resigned, no privilege leave will be allowed even if
the leave shows credit balance.
3.20.2 Casual Leave (CL)
3.20.2.1. Entitlement
10 days in a calendar year, to be credited on pro rata basis to each employee’s leave account on 1st
January of each year. Outstanding balance of CL as of December 31 shall lapse as un-availed CL
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3.20.2.3. Authorization
All CL should be availed after obtaining approval from the sanctioning authority. However in case of
emergency the concerned employee must inform the sanctioning authority by phone or fax (etc), by
the morning of intended leave. In such cases, upon return, the concerned employee should submit a
leave application form giving due explanation. Disciplinary action may be taken against employees
who frequently absent themselves from duty on the pretext of CL without even informing the
sanctioning authority.
3.20.2.4. Availment
CL should normally be for only one day at a time. Only in cases of personal emergencies, or
bereavement in immediate family, may an employee be allowed CL up to three days at one time.
3.20.3 Sick Leave (SL)
3.20.3.1. Entitlement
Eight days in a calendar year, to be credited to each employee’s leave account on 1st January of
each year. Maximum SL balance for any employee cannot exceed 16 days at any point of time.
3.20.3.3. Authorization
For medical situations, SL should be availed after obtaining approval from the sanctioning authority.
Leave application in such cases should be accompanied by a medical certificate from a registered
medical practitioner
3.20.3.4. Availment
In cases of emergencies, an employee availing SL must inform his/her sanctioning authority as soon
as possible of his/her intention of availing SL. Upon resumption of duty, a leave application form must
be submitted to the sanctioning authority duly supported by medical certificate for approval of the
sanctioning authority. Any leave without Medical Certificate will be considered as C/ L or P/ L. This
certificate must be issued by a registered medical practitioner. Where a medical certificate is not
submitted with the leave application for one day leave, deduction will be made from the balance of
Casual Leave. For leave availment of two or more days, deduction will be made from Privilege Leave
balance.
Leave without pay for more than one month and unpaid study leave will be approved by HRD based
on merit of each case. Detailed guidelines are available with HRD.
3.20.5.1. Entitlement
All married female employees subject to completion of four months service are entitled to maternity
leave, on full pay, of maximum 12 weeks i.e. up to six weeks leave prior to delivery and at least six
weeks after the baby is delivered.
3.20.5.2. Authorization
Maternity leave should be availed after submitting leave application together with medical
certificate / medical records and obtaining approval from the sanctioning authority.
3.20.5.3. Availment
If requested by the employee and supported by a medical certificate, maternity leave may be
combined with balance of P/L or S/L due to the staff member.
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Application for Maternity Leave and Unpaid Study Leave/ Leave Without Pay must be processed for
approval through HRD.
All sanctioning authorities should forward approved leave applications and joining reports to
concerned offices as listed above for record keeping purposes.
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Prior to undertaking travel, concerned officers must obtain written approval from
Authorizing Officers on “Travel Authorization Form” and forward a copy of the same
to the office(s) responsible for purchase of travel tickets and arranging hotel
accommodation.
Class of Travel
Designation
Domestic International
Range IX & above Business Class Business Class
Range VIII Business Class Economy Class
Others Economy Class Economy Class
As far as possible the concerned officers should travel by direct routes and without
any stopovers for personal reasons.
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Air tickets (or railway or coach tickets, as applicable) for the staff member, spouse
and dependent children.
Performance Management
4.1. Introduction
Bank Alfalah’s performance appraisal system is improved and upgraded from time to
time in line with the Bank’s requirements, as well as with industry practices. HRD
keeps all units of the Bank informed of the PA system and procedure currently in use.
Units are also notified deadlines for goal setting, periodic monitoring and final
appraisals.
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The promotion procedure revolves around the following two activities, which are to be
completed and recorded as described below.
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Promotion Interview
Interviews for promotions to specified positions in the branches will be conducted by one
or more of the following officers of the Bank as elaborated below:
Branch Manager (BM)/Chief Manager (CM), Area Manager (AM), Executive-in-Charge (EI).
Summary Benefits
• BAL would grow its own future managers rather than recruiting outside the
organization. These managers will be fully conversant with the organizational
culture prevailing at the Bank.
• The learning curve for future managers to prepare for meeting challenges of
higher responsibility will shorten.
• Commitment and loyalty among officers aspiring for higher positions will increase.
Morale and motivation will also be enhanced, while staff turnover will go down.
BAL Succession plan to achieve its goals, the following key elements are to be
incorporated in its design:
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A review of transfer and placement needs at the point in time when those individuals are
ready to advance
BAL Succession Plan is to focus on three tiers of management personnel in all units of the
Bank. Succession plans for senior management levels in Tiers A (Senior Management)
and Tier B (Managers of Branches/ Units) will be overseen by HRD. Succession plans for
Tier C positions (Departmental Heads at Branches & Section Heads at HO/ Product Units)
will be drawn and managed by concerned management at Tiers A and B, having received
guidance and training towards this end from HRD.
Talent Pool
A Talent Pool of bright and young employees, having post graduate degrees from
reputable institutions and two years’ experience with BAL, will be provided training and
development, and will be promoted to positions of higher responsibility on a fast track
basis.
HRD and TDC Management, in consultation with Senior Management of the Bank, will
draw Training & Development plans for all officers nominated as successors, as well as
those placed in the Talent Pool. HR Committee will monitor the progress of Training &
Development Centers in providing focused training to both the groups: Nominated
Successors and Officers in the Talent Pool.
The following step by step plan is suggested for the implementation BAL
Succession Planning Program:
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DISCIPLINE
Accountability of Employee
Employees shall faithfully and punctually account to the Bank or its authorized officials
for all moneys, drafts, securities, account books, registers, papers, vouchers, writings,
goods and chattels or other property, which they may receive as employees of the Bank
on behalf or on account of the Bank or of any member of the Bank.
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The competent authority, in its sole discretion and without limitation, may impose on
him/her one or more of the following penalties.
• Reprimand
• Postponement or stoppage of increment or promotion
• Forfeiture of pay for any period of unauthorized absence from duty
• Recovery from pay of the whole or part of any pecuniary loss caused to Bank
Alfalah Ltd. by the employee.
• Termination of service.
• Dismissal from service which will involve permanent disqualification for future
employment in Bank Alfalah Ltd.
In order to safeguard the rights of the employees at such risk, the Bank has nominated
an Organisational Ombudsperson titled Bank Alfalah Limited Mohtaseb (BALM), an
independent officer reporting to CEO.
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