Human Resource

Management of Standard
Chartered Bank
By: Amrit Aryal
Hari Khanal
Pratigya Sedhai
Sadikshya Shrestha
Sagar Chand
Sofina Humagain
 AGENDA

 Background
 Recruitment and Selection
 Training and Development
 Performance Management
 Compensation Practice
 Benefits
 Labor Issues
 Background

 Headquarter : New Baneshwor, Kathmandu

 CEO: Anirvan Ghosh Dastidar
 May 2019 :new global community program strategy
"Future makers by Standard Chartered" launched.
 Background

 Has 1700 branches in 70 different countries

 Employs almost 87000 people, representing over 115
nationalities
 Provides value in a social, ethical and environmentally
responsible manner to customers and employees
 Recruitment and Selection
Recruitment Guidelines
They recruit to them who are :
❑ Young university pass out and enthusiastic about the
financial service industry.

 Career-oriented person.
❑ Consistent academic performer throughout his/her
education.

❑ Innovative, ambitious, energetic and business

oriented person.

❖ SCB Nepal has not done college recruitment till today.

 Selection Process
1. Written Test : Preliminary round (MCQ and
Descriptive)

1. Group Discussion: Test candidates fluency,

comprehensive skill, problem solving capability,
coordinating and decision making skills.
 Personal Interview:

 4. HR Round: Consultation about salary and career in

bank.
Training and Development
Attending training programs
are mandatory for every
employee of
SCB.
Different training and
development programs of
SCB:
i. “Standard Chartered
Bank Nepal Toastmasters
Club” helps enhance
their public speaking and
leadership skills and
benefit on their personal
developments
 Training and Development

ii. launched new career development guides and toolkits.

iii. In-house trainings under master class and learn & grow
sessions
iv. Day 1 readiness program for frontline sales staff of retail
clients
v. Right start live session for new joiners
 Training and Development
vi. Classroom trainings conducted by local external trainers
vii.Online training such as e-learning and soft skills program
viii. Self-learning where the bank sends out CDs and books to
staff for them to study on activate knowledge, credit
knowledge etc and staff will choose when he/she will attend
the Trade Skill Assessment (TSA) and Credit Skill
Assessment (CSA).
ix. Specific Competency Training to ensure that the staffs excel
in product knowledge, dictatorial and unique techniques
needed for the exacting position.
x. Unlimited learning opportunities available in the Bank’s
Learning Portal- SABA.
Performance Management
The bank always considers job analysis and job
descriptions, customized performance appraisal forms and
conducts valuable performance appraisals training.

❑ Clear communication of performance management

system to all the employees
 Performance appraisal done annually

 Assessing training needs and promotion of employees

is main motive

 Sometimes conflict arises when performance is

undertaken
 On the basis of behavioral efficiency performance
appraisal is undertaken.

 Bank follows an excellent performance management

system
 Bank follows MBO

 Bank follows a set of procedures to review the

performance
Compensations Practice
 Board-level Remuneration Committee determines the
total amount assigned to performance related
compensation
 Structure of compensation for all employees directly
linked to both performance and values rating

 Compensation varies with seniority and the size of the

variable compensation awards
 All performance awards are delivered in a mixture of
cash and deferred shares
 Benefits
 Group insurance
 Gratuity
 Provident fund
 Increment
 Staff loan
 Executive benefits
 Company car

 Mortgage assistant

Voluntary benefits
 Force leave

 Vacation

 Holidays
 Labour Issues
 Skill Gap.
 More contractual employees.
 Job seeker have more choice and more power.
 Late working hours.

 Shortage of mid-career candidates.