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HUMAN RESOURCE DEPARTMENT OF STATE BANK OF PAKISTAN:Document

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1. HUMAN RESOURCE MANAGEMENT April 16, 2013 HUMAN RESOURCE
DEPARTMENT OF STATE BANK OF PAKISTAN: STATE BANK OF PAKISTAN:
The State Bank of Pakistan (SBP) is the central bank of Pakistan. After its nationalization
in 1974 the scope of its functions was considerably enlarged. There are two subsidiaries
of SBP namely State Bank of Pakistan-Banking Services Corporation (SBP-BSC) and
National Institute of Banking and Finance (NIBAF). The Governor SBP is chairperson of
Boards for both the subsidiaries. OVERVIEW: Human Resources Department (HRD) at
the State Bank of Pakistan is making continuous efforts to strengthen the participative
role of HR. During the year, HRD remained focused on building a strong relationship
between the management and employees. A smooth union referendum and a
collaborative approach towards amicable resolution of the unionized staffs problems
were part of the efforts. After ten years, the referendum was a significant step towards
having amiable industrial relations between management and the unionized employees.
Significant developments during the year also included reviews of various HR policies
and practices to re-align these with the Banks strategic objectives. HRD ACTION PLAN
2011-2015 HRD developed a comprehensive five-year action plan in alignment with the
overall strategic direction of the Bank. The plan focuses on three specific goals aimed at
improving efficiency and effectiveness of the existing HR policies and programs. These
goals are: to further improve SBPs work ethics philosophy, promote value-based
performance culture, and enhance the effectiveness ofvarious HR policies such as
succession planning, performance management, recruitment andcompensation, balancing
bank-wide workload distribution, and implementation of capacity building initiatives in
co-ordination with Training & Development Department. HRD plans to implement these
targets in a prioritydefined phase wise approach within the next five years. OUR
PEOPLE, OUR ASSETS At the State Bank, we firmly believe that the principal source of
our strength as an organization is our human resource base. Managerial attention at the
Bank has therefore Page | 1
2. HUMAN RESOURCE MANAGEMENT April 16, 2013 been focused on the need to
continuously invest in people, provide them with the right incentives to perform better
and to make merit and performance the criteria for professional and career development.
At the State Bank, we strive to develop and sustain a work environment in which each
employee is empowered, is provided with opportunities for professional growth and is
recognized and rewarded for the contribution made towards achievement of
organizational objectives. We value diversity in terms of the unique characteristics that
each member of our team brings to the organization as reflected in diverse educational
and professional backgrounds, cultural and gender perspectives. This mix positively
impacts institutional approach and decision processes by providing broader horizon,
helping along the way the institution to be a more aware and responsive organization.
MISSION STATEMENT To transform the State Bank of Pakistan into an Employer of
Choice this nurtures talent through its enabling culture. VISION STATEMENT We are
committed to excellence at acquiring, developing and retaining the right talent by:
Aligning our HR policies with market Serving as a strategic partner to the line
Departments Administering superior and prompt HR services Page | 2
3. HUMAN RESOURCE MANAGEMENT April 16, 2013 HUMAN RESOURCE
DEPARTMENT STRUCTURE: DIRECTOR HRD Regulation & Compliance Div Emp
Relationship Counseling Unit Disciplinary & Litigation Unit Transfer & Posting Unit
Admin & Coordination Unit Internal Audit & Compliance Unit Business Planning unit
Talent Management Div Reward Management & HIRS Div HR Planning Job Analysis &
Design Unit Comp & Ben Planning Unit Recruitment Planning & OD Employee
Database Unit Assessment Center Service Record & Compliance Unit Employee
Orientation HR Automation Unit Internal Job Posting Unit Performance management
Unit Reward Recognition Unit Succession Planning Employee Motivation & Retention
Unit Job Evaluation Unit Page | 3
4. HUMAN RESOURCE MANAGEMENT April 16, 2013 SURVEY: During our visit to
SBP, our focus was on gathering information in reference to Human Resource
Department, apart from understanding organizational and Management structure that is
being practiced in State Bank of PAKISTAN. Following are the HR department of SBP
which we have covered during our survey: 1. 2. 3. 4. 5. Recruitment & selection Training
& development Employee benefit Performance appraisal system Performance
management system (PMS) 1. RECRUITMENT & SELECTION RECRUITMENT AT
SBP: (ENSURING COMPETITION, MERIT AND TRANSPARENCY) It refers to the
process of attracting, screening, selecting, and on boarding a qualified person for a job. In
the perspective of managements philosophy regarding acquisition of talent, recruitment
activity was concentrated at the entry level positions. This approach being in line with
strategic needs of the Bank was undertaken to hire skilled human resource. This approach
also serves as a progressive career path for our workforce through mechanisms such as
career development and succession planning. Selection of the right people for the job is
the first step towards developing an efficient institution. Great stress has therefore been
laid on ensuring that the recruitment process at the State Bank is highly competitive,
transparent and merit based. As a result of this conscious policy, we have been able to
attract some of the top talent in the country in the fields of Economics, Finance, Business
administration, IT, Accounts and Audit as well as Statistics. As an Equal Opportunity
Employer we consciously seek diversity in terms of education, geographical
representation and gender and have actively encouraged women to apply for positions at
the State Bank. As one of the largest employers of professionals in the country, with
intake of more than 70 fresh graduates at entry level positions and frequent recruitment at
senior levels, we have successfully developed a system that is unblemished by nepotism,
subjectivity and political interference, All recruitment is through open advertisement and
follows a well drawn out procedure involving thorough scrutiny of all applications
according to clearly specified criteria, written tests developed and administered by
external experts and interviews by a panel that has representation from our Board of Page
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5. HUMAN RESOURCE MANAGEMENT April 16, 2013 Directors as well as private
sector specialists in the relevant field. This commitment to quality and merit will continue
in our recruitment and other managerial actions. Eligibility Criteria for selection:
QUALIFICATION: Masters Degree or 16 years of education (with at least 60% marks
where percentage system applies, or, minimum 3.00 CGPA where GPA system applies)
in Business/ Public Administration, Business Economics, Economics, Statistics,
Commerce, Mathematics, Computer Science/ I.T from HEC recognized university AGE:
Maximum 28 years as on the last date of submission of applications to SBP-BSC.
DEGREE COMPLETION Candidates awaiting final result are not eligible to apply.
Candidates should have fully completed all requirements of degree and must attached
copy of Provisional Certificate, Mark sheet/ Transcript. WRITTEN TEST: The candidate
meeting the above eligibility criteria are required to register themselves with
NATIONAL TESTING SERVICE (NTS) for appearing in the written test. SELECTION
PROCEDURE: Eligible candidates will be required to take a comprehensive written test
in English Composition, Quantitative Skills and Current Affairs/ Intelligence/ General
Knowledge. Candidates who qualify the written test will be invited to appear for Group
Discussion. Only the candidates who qualify the Group Discussion phase would be
eligible to appear before an interview panel on same date. Selection will depend on marks
obtained in written test, Group Discussion and interview(s). Successful candidates will be
selected in order of merit, as Assistant Direct (OG -2) in State Bank of Pakistan, Karachi.
All appointments in State Bank of Pakistan are made in compliance with prescribed
regional/ Provincial Quota requirement. The candidates short listed on the basis of merit
of written test and available number of vacancies will be invited for interview before a
selection board at SBP-BSC PRE-INDUCTION TRAINING: The selected candidates
will be imparted up to 4 weeks training COMPENSATION PACKAGE: The selected
candidates will be offer appointment for the position. They will entitle to: Page | 5
6. HUMAN RESOURCE MANAGEMENT April 16, 2013 Consolidate monthly monetized
salary of Rs 34,000/- in the salary range of Rs 34,000 79,350 Medical facility for self,
dependent spouse and dependent children only as per banks rule Provident Fund,
Gratuity, Leave Fare Assistance, Staff Loans & other facilities as per banks rules
APPLICATION PROCEDURE: After the announcement of written test result by NTS.
The application forms will be available online at www.sbp.org.pk/jobs/. Printed copies
are available on all offices of SBPBSC across the country. Application sent via e-mail
will not be entertained. RECRUITMENT: MBA WRITTEN TEST MA(ECO) 8-10
WEEKS DEPARTMENTAL OFFICIAL TRAINING POSTING AT NIBAF MPA M.
COM INTERVIEW CA ETC. WITH 7 YEARS EXPERIENCE APPOINTMENT OR
SPECIFIED QUALIFICATION/ EXPERIENCE Recruitment Challenges Due to their
professional competence and experience gained at the Bank, SBP officers are in great
demand in the financial sector and this poses a phenomenal challenge to HRD in
acquiring, motivating and retaining professionals at the SBP. Similarly, due to the
excellent knowledge base, the SBP employees have secured various competitive
scholarships for higher studies abroad offered by HEC, British Council and other
international institutions. Page | 6
7. HUMAN RESOURCE MANAGEMENT April 16, 2013 With regard to the fresh
appointment, the recruitment for two SBOTS batches was dropped because the
candidates did not meet the required standard which hampered the inflow of young
officers at the entry level. However, after the restructuring of the Bank in September last
year, a lot of specialized positions were identified and it was a challenge for HRD to fill
these specialized positions on urgent basis, which was met effectively. 2. TRAINING
AND DEVELOPMENT TRAINING Advanced Recruiting Trends offers corporate
recruitment teams, third-party agencies, and individual recruiters a variety of options to
access the industrys most comprehensive and innovative recruitment training available.
DEVELOPMENT Development refer to the growth of an employee for its future
prospectus like career development plan in which company focus how employee develop
himself and where he wants to see after five years TRAINING AND DEVELOPMENT
DEPARTMENT (T&DD) OF SBP: Training and Development Department (T&DD) is
responsible for assessing and arranging for the training needs of SBP employees. To
address the requirements, training is organized on three tracks, i.e., central banking,
function specific, and management development. The department liaises with reputable
domestic and international institutions for these training needs. Officers received foreign
training also. A total of 267 officers benefitted from training at prestigious local training
institutions. Under the SBP internship program, 219 interns from within the country and
three interns from foreign institutions were facilitated.T&DD arranged central banking
trainings on important subjects like Operational Risk Management, Financial Crisis
ManagementLessons Learnt, How to Inspect Quality of Bank Assets, Assessment of
Banking Sector Stability, Islamic Housing Finance, Agricultural Lending Documents,
and Risk Management. A Foundation Training Program for promoted officers Grade-1
was arranged at SBPLRC. Page | 7
8. HUMAN RESOURCE MANAGEMENT April 16, 2013 IN-HOUSE TRAINING In-
house trainings are designed to lower travel cost, minimize displacement from work
stations, and attract maximum participation. The Department coordinated with NIBAF to
deliver 16 courses for 282 participants, including 4 specially tailored management
development soft skill courses facilitated at SBP LRC. HIGHER EDUCATION To
develop its human resource for future challenges, scholarships were granted for higher
studies pursued domestically and abroad. Three employees were enrolled in foreign
universities, i.e., 2 atWilliams College, USA and one at Australian National University,
Australia while 23 officers were enrolled in domestic universities in the evening
MBA/MS programs during 2009-10. DOMESTIC TRAINING For the professional
development of its employees and to further enrich their knowledge base in function
specific and management development areas, SBP facilitates its employees participation
in domestic institutional trainings at IBA, IBP, LUMS, PMI, PIM, and others. FOREIGN
TRAINING To participate in training programs on central banking offered by foreign
training institutions, SBPencourages its employees and provide them opportunities.
Officers attended various training courses, workshops, seminars, pertaining to core &
Base Pay Overtime Pay Travel/Meal/Housing Allowance Benefits including: dental,
insurance, medical, vacation, leaves, retirement. Staff Loan Policy Facility Of Banks
Car support functions of the SBP. These programs were offered by
the IMF, Federal Reserve Bank of New York, ADB, IDB, BNM, FSA, MAS, Boulder
Institute of Microfinance, AUSTRAC, APRACA, BNM, Toronto Centre,and other
prominent institutions. 3. EMPLOYEE BENEFITS: Compensation and benefitsprovided
& Petrol Ceiling Medical Facilities Telephone Charges At Residence Facility Of
Newspapers & Journal Family Pension Page | 8
9. HUMAN RESOURCE MANAGEMENT April 16, 2013 LEAVE ENTITLEMENT SBP
is providing a various benefits to their employees such as leave benefits and advances. In
leave benefits every employee has two leave accounts: RLA & SLA. Employee cannot
obtain only medical or sick leave , they have various reasons of leave such as attend
party, attend seminar, outstation leave, domestic problems, R & R leave etc. Employee
can avail leave facility for perform of Hajj. SBP also provide Rest and recreation 15 days
leave to their employees. R and R leave avail once in a year. In SBP female employees is
also availing female leave facility maternity and iddat leave. Maternity leave can avail
thrice during whole period of job. SBP made proper process of leave application to
facilitate to their employees. After retirement/ resignation/death net qualifying service
form is very important for calculation of Net Qualifying Service and case forwarded to
internal monitoring unit for their In order Certificate. ADVANCES: SBP has designed
a dynamic and flexible compensation and benefits program and has adopted the
philosophy of Total Remuneration (TR) for its employees. One important part of TR is
Loans & Advances which are allowed to its employees to facilitate and overcome,
primarily the accommodation problem. While facilitating the employees, SBP also takes
appropriate measures to safeguard its interest and accordingly various checks & balances
are put in place to achieve this objective. The types of loans/Advances provided to
employees are as follows:Personal Loan Staff Loans Motor Car Loan Motor Cycle Loan
House Building Loan Personal Computer & Printer Loan
REWARDING/RECOGNIZING EMPLOYEES AT SBP: Recognizing the importance of
employee recognition and reward as a tool to motivate employee as well as to inculcate a
positive, productive and innovative organizational culture, State Bank of Pakistan has
introduced an on-going program for Employee Recognition and Reward. This program is
aimed at fostering a culture of acknowledgement Page | 9
10. HUMAN RESOURCE MANAGEMENT April 16, 2013 and appreciation amongst
employees for introducing innovative business practices, showing extra ordinary efforts
for achievement of goals and enhancing Banks corporate image. Using various methods
of recognition ranging from simple Thank you letters to elaborate celebrations and
monetary rewards, we endeavor to motivate employees, encourage optimum performance
and instill professional commitment and loyalty throughout the Bank. Formally, the
Employee Recognition Policy and Program encompasses four types of recognition levels,
based on the achievement of the individuals/teams. These are: Level 1 - Individual
Contribution Award, an informal way of recognition at individual level, which includes
simple Thank you notes / emails / letters Level 2- Departmental Commitment Award,
includes a cash award of Rs. 5,000/-, a recognition certificate & department wide
recognition Level 3- Organization Competence Award, includes cash award of Rs.
15,000/-, a recognition certificate & shield and Bank wide recognition Level 4-
Excellence Award, includes cash award of Rs. 30,000/-, a recognition certificate & shield
and Bank wide recognition In order to effectively realize the benefits of this highly
beneficial program, all employees in general and particularly departmental and divisional
are encouraged to recognize employees who through their effort promote organizational
values or are high achievers on an ongoing basis to create an environment of mutual
support and respect. By adopting the practice of recognizing and recommending each
others positive behaviors for reward we will develop and achieve an organization wide
culture of mutual trust and appreciation which will contribute towards making SBP a
better place to work with highly motivated employees proud of their association with the
organization 4.PEFFORMANCE APPRAISAL The process by which a manager or
consultant (1) examines and evaluates an employee's work behavior by comparing it with
pre-set standards, (2) documents the results of the comparison, and (3) uses the results to
provide feedback to the employee to show where improvements are needed and
why.Performance appraisals are employed to determine who needs what training, and
who will be promoted, demoted, retained, or fired. OBJECTIVES OF PERFORMANCE
APPRAISAL To maintain records in order to determine compensation packages, wage
structure, salaries raises, etc. To identify the strengths and weaknesses of employees to
place right men on right job. Page | 10
11. HUMAN RESOURCE MANAGEMENT April 16, 2013 To maintain and assess the
potential present in a person for further growth and development. To provide a feedback
to employees regarding their performance and related status. To provide a feedback to
employees regarding their performance and related status. It serves as a basis for
influencing working habits of the employees. To review and retain the promotional and
other training programs. 5. PERFORMANCE MANAGEMENT SYSTEM:
OBJECTIVES OF PMS: The major objectives of performance management are discussed
below: To enable the employees towards achievement of superior standards of work
performance. To help the employees in identifying the knowledge and skills required for
performing the job efficiently as this would drive their focus towards performing the right
task in the right way. Boosting the performance of the employees by encouraging
employee empowerment, motivation and implementation of an effective reward
mechanism. Promoting a two way system of communication between the supervisors and
the employees for clarifying expectations about the roles and accountabilities,
communicating the functional and organizational goals, providing a regular and a
transparent feedback for improving employee performance and continuous coaching.
Identifying the barriers to effective performance and resolving those barriers through
constant monitoring, coaching and development interventions. Creating a basis for
several administrative decisions strategic planning, succession planning, promotions and
performance based payment. Promoting personal growth and advancement in the career
of the employees by helping them in acquiring the desired knowledge and skills. Page |
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12. HUMAN RESOURCE MANAGEMENT April 16, 2013 EMPLOYEE REVIEW
PROCESS Business leaders also need to determine what type of review process to
implement. There are different types of employee reviews, including the following: TOP-
DOWN REVIEW: This performance review is conducted by someone above the
employee in rank at the company -- this could mean a direct supervisor, manager of a
business unit, executive, or all of the above. Putting a direct supervisor in charge is often
the most effective way to assess an employee's performance and provide valuable
feedback as to how they can improve. In larger organizations, these reviews are
sometimes filled out by line supervisors and then conducted by human resources
personnel. Either way, the review often culminates in a discussion regarding achievement
of pre-determined goals. PEER REVIEW: In this case, employees are evaluated by co-
workers. The benefit of this type of review is that peers at the same level as the employee
understand the challenges better than someone judging performance from the top down.
The risk is that rivalries can alter performance reviews, if jealous co-workers review each
other more critically, particularly if they are in competition for promotion or pay raises.
360-DEGREE REVIEW: Literally, in a 360-degree review, employees are evaluated
from all angles -- above, below, and sideways. That means supervisors, peers,
subordinates, and even sometimes customers put in their two cents about the employee.
These types of reviews are often spear-headed by the human resources department and
those giving input are usually allowed to remain anonymous. Critics of 360-degree
reviews say that anonymity can pave the way for excessive -- and sometimes vindictive --
criticism and ultimately leave the employee who is the subject of the review feeling under
attack. SELF-ASSESSMENT: The employee self-assessment can be used in conjunction
with any of the other review processes listed above. Some companies have found this
very useful in that it can help cue managers as to areas in which an employee can
improve and may benefit from training. It can also allow the employee to undertake some
constructive criticism and be more willing to receive feedback from a manager.
Employees, in fact, can sometimes be harder on themselves than their managers are. But
the downside is that an employee's view of their performance sometimes might diverge
greatly from a manager's view, which presents challenges in the review process. Page | 12
13. HUMAN RESOURCE MANAGEMENT April 16, 2013 PERFORMANCE
MANAGEMENT SYESTEM OF SBP There was a general feeling among the staff that
the system of performance evaluation prevailing at the SBP was subjective and did not
provide opportunities for improvement and development of the staff. It was therefore felt
necessary to introduce new Performance Management System aimed at correcting the
deficiencies of the existing system. The present shape of PMS emerged after extensive
consultation and feedback received from the staff. The process started with pre-pilot run
and then proceeded with focus group presentations, pilot-run, review committees, HR
consultants, training workshops, presentations to HODs & CMT and post implementation
modifications based on stakeholders feedback. The aim of modifications & refinements
was to make the system more effective, user friendly and acceptable in the light of the
local culture & environment. The Competency Model for SBP was considered to be an
essential part of PMS. This Model catered for identification & development of necessary
behavioral attributes envisaged for human capital. The development of technical skills as
well as behavioral competencies was necessary to enhance capacity of human capital at
the Bank. However, some aspects of the program were deferred during the first year for
the sake of smooth implementation. For evaluation purposes, a total of thirty-one
behavioral competencies have been identified. From these competencies, a matrix of 12
to 14 competencies has been developed for each Department, depending upon the nature
of its functions. In each competency matrix, there are six Core competencies which apply
across the board; five competencies are grade specific while the remaining competencies
are function specific. The individual departments can customize these matrices by
adjusting the levels and relative weights of each identified competency according to the
hierarchical levels and nature of assignments. Like any other developmental product, up
dates were incorporated as the model was put into action and feedbacks received during
the initial process of implementation. The level-wise selected competencies have been
clearly described in the Competency Dictionary in the form of observable behaviors to
create understanding of terminologies & ensure consistency. The initial version of
Competency Dictionary was revised after taking into account recommendations of the
task force established for its review. Additional enhancements in the Competency Model
have been undertaken to further customize it while using SBP workplace behavioral
examples. PHASES OF PMS IN SBP In SBP, performance management system phases
comprises of five phases which are explained below: 1. PERFOMANCE PLANNING
PHASE: This phase involves goal setting and competency setting which is listed in
Form-1. These goals and competencies are set by a mutual agreement between the
appraisee and appraiser. The goals are picked from the approved Annual Departmental
Business Plan. In case of competencies, there are three types of core competencies
(mandatory for all), role specific and function specific competencies. The grand total of
the goals should be equal to Page | 13
14. HUMAN RESOURCE MANAGEMENT April 16, 2013 100. Next training needs are
identified in consultation with the appraiser. The appraisee is your immediate boss and
the reviewer will be the person next in the hierarchy.For example, for OG-2, OG-3 or
OG-4 the Appraiser is Divisional Head and the Reviewer is HOD/Director. The form is
then sending to the appraiser then he send it to HRD or send back to appraisee for
rework. 2. PERFOMANCE MANAGING PHASE: The role of appraiser, reviewer and
appraisee is very important in PMS. The appraiser and reviewer should guide them and
give them feedback of their performance on regular basis. Career development is the
responsibility of employee. He should ask for the feedback on completion of the task. It
is highly recommended for appraises and appraisers both to make use of STAR Form
(attached)to record accomplishments/ critical events throughout the year and use it at the
time of appraisal. STAR stands for situation, actions and results. In case of transfer,
deputation and promotions Form-1 is revised again in consultation with new supervisor.
As far as leaves are concerned, Appraisee, Appraiser and Reviewer are all advised to
avoid absences from work and schedule their leaves and official assignments accordingly
enabling us to finalize the PMS Appraisal Phase and subsequent AMI process well in
time. If the leaves cannot be rescheduled then concerned Appraisees, Appraisers, and
Reviewers are requested to finalize Appraisal process for that particular employee
beforehand, even before the timeline. 3. PERFORMANCE REVIEW PHASE: In this
phase what the employee actually did is recorded in the Form-II. Actual achievements are
written against goals and behavioral examples against competencies. Following this, an
appraisal interview is conducted and the ratings of goals and competencies are finalized.
Appraiser and Reviewer will evaluate the performance of the appraisee on the same form.
The appraise is required to submit Form-II to his/her appraiser, who after the appraisal
interview, will award rating to each goal and competency and record his/her comments.
There are 5 rating levels for goals (outstanding, commendable, competent, marginal and
unsatisfactorily) and 5 levels for competencies (always effective, usually effective,
occasionally effective, rarely effective, never effective). Separate spaces are available for
both appraisee and appraiser as a comment box in Form-II for any comments. 4.
PERFORMANCE REWARD PHASE: Annual Merit Increase (AMI) is given to
employees up to OG-7. Employees OG-1 and below are evaluated and awarded AMI on a
different scale. To be eligible for AMI an employee must at least perform 3 months of
satisfactory service. Bell curve cluster technique is applied to decide the AMI. There are
four bell curve categories A, B+, B, C. Top 15%, Next 25%, next 50% and last 10% fall
in each category respectively. Bell curve is also used for promotion and other HR
processes. Page | 14
15. HUMAN RESOURCE MANAGEMENT April 16, 2013 5. APPEALS COMMITTEE: If
an employee is not satisfied with his rating he/she can file an appeal with PMS appeal
committee.HRD shall inform you about the date and time of your appeal interview where
you can discuss your grievances with the panel members of appeal committee.
EFFECTIVE PERFORMANCE MANAGEMENT SYSTEM Any effective performance
management system includes the following components: Performance Planning:
Performance planning is the first crucial component of any performance management
process which forms the basis of performance appraisals. Performance planning is jointly
done by the appraise and also the reviewer in the beginning of a performance session.
During this period, the employees decide upon the targets and the key performance areas
which can be performed over a year within the performance budget, which is finalized
after a mutual agreement between the reporting officer and the employee. Performance
Appraisal and Reviewing: The appraisals are normally performed twice in a year in an
organization in the form of mid reviews and annual reviews which is held in the end of
the financial year. In this process, the appraise first offers the self-filled up ratings in the
self-appraisal form and also describes his/her achievements over a period of time in
quantifiable terms. After the self-appraisal, the final ratings are provided by the appraiser
for the quantifiable and measurable achievements of the employee being appraised. The
entire process of review seeks an active participation of both the employee and the
appraiser for analyzing the causes of loopholes in the performance and how it can be
overcome. This has been discussed in the performance feedback section. Feedback on the
Performance followed by personal counseling and performance facilitation: Feedback
and counseling is given a lot of importance in the performance management process. This
is the stage in which the employee acquires awareness from the appraiser about the areas
of improvements and also information on whether the employee is contributing the
expected levels of performance or not. The employee receives an open and Page | 15
16. HUMAN RESOURCE MANAGEMENT April 16, 2013 a very transparent feedback and
along with this the training and development needs of the employee is also identified.
The appraiser adopts all the possible steps to ensure that the employee meets the expected
outcomes for an organization through effective personal counseling and guidance,
mentoring andrepresenting the employee in training programs which develop the
competencies and improve the overall productivity. Rewarding good performance: This
is a very vital component as it will determine the work motivation of an employee.
During this stage, an employee is publicly recognized for good performance and is
rewarded. This stage is very sensitive for an employee as this may have a direct influence
on the self esteem and achievement orientation. Any contributions duly recognized by an
organization helps an employee in coping up with the failures successfully and satisfies
the need for affection. Performance Improvement Plans: In this stage, fresh set of goals
are established for an employee and new deadline is provided for accomplishing those
objectives. The employee is clearly communicated about the areas in which the employee
is expected to improve and a stipulated deadline is also assigned within which the
employee must show this improvement. This plan is jointly developed by the appraisee
and the appraiser and is mutually approved. Potential Appraisal: Potential appraisal forms
a basis for both lateral and vertical movement of employees. By implementing
competency mapping and various assessment techniques, potential appraisal is
performed. Potential appraisal provides crucial inputs for succession planning and job
rotation. Page | 16
17. HUMAN RESOURCE MANAGEMENT April 16, 2013 SURVEY RESULTS 1.
TRAINING: Which technique is most suitable for training? 70% 20% DEPENDS ON
NEED 10% OFF THE JOB ON THE JOB Does training improve performance? 90%
10% YES NO Page | 17
18. HUMAN RESOURCE MANAGEMENT April 16, 2013 The SBP policies and
procedures create a positive work environment for employee? 70% 20% SLIGHTLY
AGREE STRONGLY AGREE 10% SLIGHTLY DISAGREE 2. RECRUITMENT AND
SELECTION: What should be the best recruitment sources according to your preference?
70% 20% BOTH INTERNAL RECRUITMENT 10% EXTERNAL RECRUITMENT
Page | 18
19. HUMAN RESOURCE MANAGEMENT April 16, 2013 How would you rate the HR
departments performance in recruitment and selection? 80% 10% ADEQUATE 3. 10%
EXCELLENT GOOD EMPLOYEES BENEFITS: The organization clearly
communicates its goals and strategies to you? SOMEWHAT AGREE 20% DISAGREE
20% STRONGLY DISAGREE 20% SOMEWHAT DISAGREE 40% Page | 19
20. HUMAN RESOURCE MANAGEMENT April 16, 2013 How flexible is the bank with
respect to your family responsibilities? SOMEWHAT FLEXIBLE 10% NEITHER 10%
SOMEWHAT INFLEXIBLE 80% 4. PERFORMANCE MANAGEMENT SYSTEM:
You are provided opportunity to suggest improvement in the ways things are done? Page
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21. HUMAN RESOURCE MANAGEMENT April 16, 2013 Sales 10% YES NO 90% Is the
performance appraisal system is a two way communication? 20% YES NO 80% Does the
employees actively participates in the job related activities? 30% YES NO 70% Page | 21
22. HUMAN RESOURCE MANAGEMENT April 16, 2013 Are you satisfied with the
current performance evaluation system of your organization? 10% 10% PARTIALLY
SATISFIED FULLY SATISFIED HALF SATSFIED 80% Do you agree with the
evaluation results you get? 10% INDIFFERENT OPINION 20% AGREE STRONGLY
AGREE 70% Do you always get the expected results of the performance evaluation
whatever you are expecting? Page | 22
23. HUMAN RESOURCE MANAGEMENT April 16, 2013 10% 20% SOMETIME MOST
OF THE TIME NEVER 70% How do you feel when you get the result? 10% 10%
CONFUSED SATISFIED DISSATISFIED 20% 60% NO FEELING Do the evaluation
results impact on your behavior, attitudes and morale? Page | 23
24. HUMAN RESOURCE MANAGEMENT April 16, 2013 40% YES,ALWAYS
SOMETIME 60% Are you satisfied with the existing performance management system?
Page | 24
25. HUMAN RESOURCE MANAGEMENT April 16, 2013 40% NO 60% YES Does the
promotions are strictly based on performance management system? 10% YES NO 90%
CONCULSION: State bank of bank have excellent human resource management system
for their employees for their motivation and satisfaction. Best policies attract and retain
the best employees. Human resource management is the most pivotal element affecting
an Page | 25
26. HUMAN RESOURCE MANAGEMENT April 16, 2013 organizations overall
performance. It is directly related to employees commitment with the organization and
leading organizations always use it as a tool to attract and retain the most talented human
resource capital. TRAINING: SBP use on the job, off the job training technique and most
of the time its depends on need, training improve employees performance, last year SBP
are providing 10% external and 20% internal training. RECRUITMENT AND
SELECTION: SBP use internal recruitment ,external recruitment and both type of
recruitment sources, they have the best hiring system ,its selection procedure include
written test ,interview, group decision, SBP HR team act as a consultant to enhance the
quality of the applicant pre screening process. EMPLOYEES BENEFITS: State bank of
bank provides excellent benefits for their employees for their motivation and
satisfaction. Its provide career advancement path to their employees ,SBP clearly
communicate its goal and strategies to their employees. PERFORMANCE
MANAGEMENT SYSTEM: SBP performance management system is excellent because
its performance appraisal system is a two way communication, employees are
participated in the job related activities, salary increment and career development is the
main reason for conducting performance evaluation, SBP performance management
system is clearly defined in the organization ,employees are free to argue about the
performance evaluation result if they are not satisfied. So overall human resource
management system is excellent in SBP. It is the most dynamic and progressive public
sector organization of the country and is playing a vital role in the economic revival,
growth and development of Pakistan.