Report On"Human Resources Management Practices of SHAHJALAL
ISLAMI BANK LIMITED"Prepared ForJamee Ahmad (Faculty)College of
Business Administration
Course Name Human Resource Management Course Code: HRM- 301
Prepared ByGroup Name :NORMSec: C
Group MembersNameIDProgram
Md.Yousuf Hossain11302151BBA
Rabeya Akther 11302116BBA
Sanjida afrin 11302070BBA
Sahadat Hossain13302019BBA
Submission date: 28-02-2015
Letter of Transmittal
28th February, 2015Jamee Ahmad Faculty College of Business
AdministrationIUBAT- International University of Business
Agriculture and Technology.
Subject: Letter of Transmittal
Dear Sir,It is a great pleasure to submit our report for the
course Human Resource Management (HRM- 301)on selection &
recruiting, training & development system, performance
appraisal method, compensation &benefits of Shahjalal Islami
Bank Bangladesh Limited we exerted our best effort under your
intensive guidance and supervision.It was surely an opportunity for
us to enrich our theoretical knowledge having relationship with the
practice. It gave us the opportunity to have real life working
experience and to get insight into the real banking procedure.
Throughout the report we tried to describe our learning from the
selection & recruiting, training & development system,
performance appraisal method, compensation & benefits of
Shahjalal Islami Bank.We hope that you will find this report
informative and interesting. We will be glad to answer any sort of
query throughout this report and we will be pleased to provide any
further clarification or information in interpreting this analysis
if you need.
Sincerely,Group NORM
Acknowledgement
Support from various persons is required for the successful
finalization of any course. we have been fortunate to obtain the
guidance and supervision of our teacher, our fellow classmates, and
others. First of all we would like to convey our salutation to
almighty Allah for enabling us to complete the report with sound
health, and then Bachelor of Business Administration (BBA) for
having such a wonderful and unique course, through which we get the
chance to learn about the HRM Banking services. We would like to
pay our solemn homage to our course instructor Jamee Ahmad his
guidance.
Students Working Part
Name IDTopics Name
Md.Yousuf Hossain11302151Selecting and Recruiting Process
Rabeya Akther11302116Training and Development System
Sahadat Hossain13302019Performance Appraisal Provided
Sanjida afrin11302070Compensation and benefits Provided
Table of contentS/LName of Contents
Page No:
iLetter of TransmittalI
iiAcknowledgementII
iiiWorking part III
ivTable of contentIV
vExecutive summaryV
01Chapter 011-3
i. Introductionii. Company Profile iii. Vision, Mission, Values,
Strategies
010203
02 Chapter 024-14
i. Selecting and Recruiting Processii. Training and Development
Systemiii. Performance Appraisal Providediv. Compensation and
benefits Provided04-0809-1010-1213-14
03Chapter 03
15-16
i. problem and Suggestions ii. Conclusion
Executive summaryHuman Resource Management is an important
strategic tool which adds value to the organization and is a
necessary part of organizations function. So, this report is an
assigned job as a partial fulfilment of course requirement which is
given by honourable Course Teacher Mr.Jamee Ahmad, Lecturer,
Department of CBA, IUBAT. In this report the overall work of the
Human Resource Department of Local Company Shahjalal Islam Bank is
focused and described. The goal of this report is to find out the
Human Resource Management Practices of Bangladesh, in case of
Shahjalal Islam Bank. Shahjalal Islam Bank is the organization
whereactually the HRM activities are applied with a huge effort,
and the outcome is also very satisfying.This report is focused on
the HRM activities that Shahjalal Islam Bankpractices to develop
their organization. The key factor of this Banks sustainable growth
is Human Resource Management. They have always been committed to
good employment practices and have set out the framework of
Employment Principles on workplace practices, employee relations
and employee human rights. Thats why they select the most talented
and dynamic professionals from the available candidates, trusts in
team work and respect each other.The report also includes the
theoretical framework of various concepts of Human Resource
Management and also contains the practices of Human Resource
Management in Shahjalal Islam Bank for the purpose of relating the
theoretical concepts with the relevant areas of an established
organization.
Chapter -1
1.1 IntroductionShahjalal Islami Bank Limited is a shariah based
commercial bank in Bangladesh which was incorporated as a public
limited company on 1st April, 2001 under Companies Act, 1994 and
commenced their commercial operation on 10th May, 2001 by opening
its 1st branch. Its corporate head office is situated at 10,
Dilkusha Commercial Area, Jiban Bima Bhaban, Dhaka 1000. At
present, there are 53 branches, 5 SME centers and 8 branches of
brokerage house of this bank.Human Resource Management is the most
important component of modern organizations. The accomplishment of
organizational missions and objectives depends, to a large extent,
on having right persons in right positions as well as the
commitment and contributions of those involved. This is why Human
Resource Management has acquired a growing significance in current
organization theory and practice. As a matter of fact, a sound and
effective human resource management is seen as the most significant
variable that determines the performance of an enterprise.
1.2Company Profile
Name of the CompanyShahjalal Islami Bank Securities
LimitedCorporate Head OfficeJiban Bima Bhaban, (4th floor)10,
Dilkusha C/A, Dhaka-1000Telephone No.88-02-7163253, 7173008,
7111384, 7118425Fax
No.88-02-7161877Websitewww.shahjalalbanksecurities.com.bdE-mailinfo@shahjalalbanksecurities.com.bdChairmanAlhaj
Mohiuddin AhmedChief Executive Officer(C.C)Md. Anwar
HossainAuditorsM/S K.M Hasan & Co.Chartered AccountantsHome
Town Apartment (8th & 9th Floor)87, New Eskaton Road ,
Dhaka-1000.Phone: 88-02-9351457, 9351564No. of Branches8No. Of
Employees1550Stock Summary:Authorized CapitalTk. 5000 millionPaid
up CapitalTk. 2140 millionFace Value per ShareTk. 10
1.3 VisionTo be the unique modern Islami Bank Securities in
Bangladesh and to make significant contribution to the national
economy and enhance customers' trust & wealth, quality
investment, employees' value and rapid growth in shareholders'
equity.
1.4 MissionTo provide quality services to customers.To set high
standards of integrity.To make quality investment.To ensure
sustainable growth in business.To ensure maximization of
shareholder's wealth.To extend our customers innovative services
acquiring state-of-the-art technology blended with Islamic
principles.1.5 Values1. Result Driven2. Accountable &
Transparent3. Courageous & Respectful4. Engaged &
Inspired5. Focused on Customer Delight
1.6 StrategiesTo strive for customers best satisfaction &
earn their confidence.To manage & operate the Securities in the
most effective manner.To identify customers needs & monitor
their perception towards meeting those requirements.To review &
updates policies, procedures & practices to enhance the ability
to extend better services to the customers.To train & develop
all employees & provide them adequate resources so that the
customers needs are reasonably addressed.To promote organizational
efficiency by communicating company plans, polices & procedures
openly to the employees in a timely fashion.To cultivate a
congenial working environment.
Chapter -22. Selection & Recruiting SJIBL2.1
Recruiting:2.1.1 Meaning of RecruitingRecruiting is the process by
which organizations locate and attract individuals to fill job
vacancies. Most organizations have a continuing need to recruit new
employees to replace those who leave or are promoted, to acquire
new skills, and to permit organizational growth. Recruiting is an
even more important activity when unemployment rates are low and
economic growth is strong, as firms compete to attract the
qualified employees they need to succeed. Recruitment follows HR
planning and goes hand in hand with the selection process by which
organizations evaluate the suitability of candidates for various
jobs. Without accurate planning, organizations evaluate the
suitability of candidates for various jobs. Without accurate
planning, organizations may recruit the wrong number or type of
employees. It also focuses on the job applicant and the ways in
which candidate looks for and choose a job.2.1.2 Recruiting
Method:
2.1.2.1 Recruiting AdvertisingA very common formal recruiting
method is newspaper advertising. Ads placed in newspaper are
accessible to everyone and thus do not discriminate against any
groups in disseminating information about job openings. Recruitment
advertising has an obvious target people who are seeking work and
an obvious goal attracting these job seekers to apply for a job at
a particular company. Newspaper ads, however, reach a much wider
audience. A well-designed, informative advertisement may help
convince those people who are not interested now to apply for the
job to consider the company at some later date when they are
interested in a new job.2.1.2. 2 Employment AgenciesAnother formal
method of recruiting is to use an employment agency. An agency
finds and rescreens applicants, referring those who seem qualified
to the organization for further assessment and final selection. An
agency can screen effectively only if it has a clear understanding
of the position it is trying to fill. Thus it is very important
that an employer be as specific and accurate as possible when
describing a position and its requirements to an employment
agency.
2.1.3 RECRUITMENT PROCESS2.1.3.1 External Recruitment ProcessThe
external recruitment process for Shahjalal Bank Limited (SJIBL)
will comprise of the following steps and procedures.2.1.3.1.1 Head
Count PlanningHead Count Planning in SJIBL must be a part of the
bank's overall business plan. It will start as soon as approved
business plan is received. For all new positions there should be
budget approval. The head count plan for every division should be
developed by analyzing pertinent factors including
potential/expected workload and expertise requirements and ensuring
the optimum and effective utilization of the Human Resources for
the entire bank, both for current and future requirements,
forecasted employee turnover/employee mobility and any potential
transfer, promotion or any such relevant factor. The divisional
head count plan is to be submitted to HR at the beginning of the
year and HR is to take the due approval of the projected head
count. The approved head count will be communicated to division by
HR and recruitment for any vacant and new position will be done as
par the approved head count.2.1.3.1.2 Manpower Needs and
Recruitment RequisitionWhile requesting for filling the replacement
of existing vacant position or new position, the concerned division
will need to fill up a Recruitment Requisition Form and obtain
necessary approval from divisional head before sending the same to
HR. No recruitment will be processed without receiving recruitment
requisition from the concerned division and the requisition must be
made for approved head count. A copy of the role profile (if
available) and the approved organ gram has to be attached with the
recruitment requisition. In case of requisition for a new position,
which was not included in the approved head count plan, the
concerned divisions have to provide proper business justification
for the post and take approval from concerned divisional head, head
of HR and MD. Only after this has been duly approved HR will
process the requisition for recruitment and selection.2.1.3.1.3 Job
PostingAfter receiving duly approved requisition from line
division, HR will post job opening both internally and externally
on the right medium for the target group of potential recruit. The
job posting will have detail description of the job, the
qualifications required to be eligible for the job, the deadline
for application and posting or mobility related issues where
applicable.
2.1.3.1.4 CV Sourcing and Short ListingInterested candidates
will apply against the position and the potential candidates will
be short listed by HR based on the expectations defined by the
concerned function in the requisition form. Short listed candidate
will need to sign a declaration form informing whether he/she has
any relative working in Shahjalal Bank. This declaration must be
collected from the candidate at the time of interview. The CVs
which have not been short listed will be sent a computer generated
regret letter in the form of an email. Rejected candidate can not
apply for the same position within the next six months.2.1.3.1.5
Written TestShort listed CVs will be called in for a written test
if the application is against the post of temporary or officer.
However for candidates applying for the position of senior officer
and above, written test is not mandatory however can be taken at
the discretion of Human Resources Division and the line manager.
Candidates sitting for a written test must secure 45% marks to
proceed in the recruitment process. Candidates who have not
qualified in this round will be sent a computer generated regret
letter in the form of an email.2.1.3.1.6 InterviewCandidates who
qualify in the written test will be called for an interview. The
candidates must be informed about the interview time, date and
venue at least 48 hours prior to the interview. All communications
with the candidate like setting interview time and date, position
and salary negotiation etc. will be done by HR only. An interview
board will need to be formed with a minimum of three members, one
from HR and one from the line division/department and one cross
functional. The interviewers sitting in the interview board should
be at a higher position that the position for which the candidate
is being interviewed.
The interviewers must follow the following principles-Interview
PreparationEstablish RapportConduction of the InterviewInterviewer
Not Attending an InterviewCancellation/time Change of the
Interview
2.1.3.1.7 Job OfferAn approval needs to be taken from the MD for
all permanent position and temporary position the approval is given
by Head of HR. Selected candidates will be made a job offer after
salary negotiation and upon acceptance of the job offer the
candidate will be sent for medical test at bank selected
diagnostics. There will be no salary negotiation for temporary
employee. Individuals joining as officer will be on a probation
period of six months. Any employee joining above officer level will
not have any probation period.2.1.3.1.8 Medical TestAt SJIBL, the
job offer is contingent on passing medical examination conducted by
the Bank nominated diagnostic centre.2.1.3.1.9 Appointment
LetterThe appointment letter will specify all the terms and
condition of the job and will need to be approved as per the
following structure.Position Approval AuthoritySVP and below Head
of HREVP and aboveMDDMD and aboveBoardContractual
BoardTemporary/Part-time
2.1.3.2 Internal Recruitment ProcessShahjalal Bank encourages
people to grow from within and therefore will give equal
opportunity to recruit suitable candidates internally against any
vacancies.2.1.3.2.1 Job PostingFor any vacancies in Shahjalal Bank,
internal announcement will be made simultaneously with the external
advert. The internal job posting will be made on Shahjalal Bank
Intranet. Interested internal candidates can apply for the post in
case the candidate has spent at least six months in his current
role to be able to apply for lateral internal move, and at least
one year in his current role to be able to apply for an opening in
a higher position.2.1.3.2.2 CV Short listingInternal candidates
will also be short listed based on their fit for the opening,
performance record and potential to perform in the vacant role.
Employees who are not short listed will be notified through an
email.2.1.3.2.3 InterviewShort listed candidates will need to face
an interview with the Divisional Head and HR, along with the
external short listed candidates. If the internal candidate is
finally selected in the interview he/she will be informed.2.1.3.2.4
Appointment to the New RoleThe joining date will be mutually agreed
between the home and host division and the agreed time line should
be followed. The transfer/promotion/regularization will be
formalized through the defined process in due time.2.1.3.2.5
Internship ProcessAt Shahjalal bank we believe in acting as a
development partner of the universities and young talents of the
country, and internship is one of the ways of addressing this. We
will provide internship to students from well reputed, UGC approved
universities, in three cycles in a year. We will take maximum 25
interns per cycle. To be able to qualify for the internship
selection process the student must have a minimum CGPA of 3 on a
scale of 4 from a reputed university
2.2 Selecting2.2.1 MeaningHiring good people is particularly
challenging in technology-based organizations because they require
a unique brand of technical and professional people. They have to
be smart and able to survive in the demanding cultures of todays
dynamic organizations. In addition, many of these qualified
individuals are in short supply and are able to go wherever they
like. Once applicants have been identified, HRM must carefully
screen final candidates to ensure they fit well into the
organizations culture. The realities of organizational life today
may focus on an informal, team-spirited workplace, one in which
intense pressure to complete projects quickly and on time is
critical, and a 24/7 (24 hours a day, 7 days a week) work mentality
dominates. Selection tools used by HRM need to select out people
that arent team players and cant handle ambiguity and stress.
2.2.2 Selection Process
3. Training and Development SJIBL3. 1 Training & Research of
SJIBL:SJIBL Bank employs a large number of employees for performing
various jobs. Some of them are recovers. They need more knowledge
and skill for better performance of jobs. They are, therefore, in
need of proper training to contribute` to the achievement of the
organizational goals. There are some jobs that require little or no
training but many of them need to be performed by adequately
training. The use of modern technology has created new jobs in the
organization, which required training.Training involves the change
of skills, knowledge, attitudes or behaviour of employees. Although
training is similar to development in the methods used to attract
learning; they differ in time frames. Training is more present day
oriented; its focus is on individuals' current jobs, enhancing
those specific skills and abilities to immediately perform their
jobs. Employee development, on the other hand, generally focuses on
future jobs in the organization.Training differs from education.
Training is concerned with increase in knowledge, skills and
abilities of the employees in doing a particular job: It has a
narrow aim limited to increase in knowledge and skill related to a
job. Education, on the other hand, broadens the mental faculties
and horizon of knowledge. It is concern with enhancing general
knowledge and motivating one to understand the total
environment.Training is often understood as a learning experience.
So, if employees are to understand what training can do to improve
an employee's job performance, employee should begin by explaining
how learn.Training widens job related knowledge of the employee.
Employees become more skilled and update their knowledge through
training. Training provides necessary instructions for performing
the current job efficiently. Training differs from education and
development.3.2 Types of Training
Foundation courses have two parts: theoretical training in the
academy and job rotation. The officers on probation are required to
undergo both in a period of one year. During this period,
three-phased training programmed is effective. On theoretical
training say, general banking, the officers are required to undergo
rotation in general banking activities under the supervision of
HRD. Similar process is followed in' case of CRM & Foreign
Exchange.
3.2.1 FacultyThe academy has built up a pool of
knowledgeable/competent trainer within the bank. In addition to
permanent and professional trainers, speakers are drawn from
operational side so that on. the job experience may be exchange and
share d. Over and above, speakers from Central Bank, professional
training institutions, universities, research organizations and
Govt. organizations are also invited to share views and experience.
Senior and retied bankers are also regularly to enhance effective
of training.
3.2.2 Methods of TrainingThe academy holds need-based training
courses/workshop/seminars etc. which are finalized by Training
& Research Division in constantly with various department and
senior executives at Head Office. Training inputs are constantly
reviewed / modified for achieving the objective. Methods in
training include: discussion/ lecture/workshop/case study/games/
role play/ film show/ simulation/group work & presentation/
project visit and so on.
4. Performance appraisal method SJIBL4.1 HR Development
Approaches of SJIBLThe SJIBL arrange the development process for
their employee and management in the two ways. Development can be
thought of as growing capabilities that go beyond required by the
current job; it represents efforts to improve employees ability to
handle a variety of assignments. Development is beneficial to both
the SJIBL and the individuals. Employees and managers with
appropriate experiences and abilities enhance the ability of SJIBL
to compete and adapt to a changing competitive environment. In the
development process, the individuals careers also gain focus and
evolve.SJIBLs HR development approaches are described, under two
major headings: job-site development and off-site development. Both
are appropriate in developing managers and other employees. The HR
Perspective discusses the variables that facilitate participation
in development.4.2 JOB ROTATIONAT the SJIBL job rotation process
happen of change an employee from job to job. In SJIBL have
precisely planning the program for each employee. Job rotation is
widely used as a development technique. For example, a promising
young manager may spend three months in the customer service unit
of SJIBL, three months in corporate planning, and three months in
cash department. When properly handled, such job rotation fosters a
greater understanding of the SJIBL. At SJIBL, job rotation is used
during a 15-month sales training program. Trainees work in at least
three areas, such as industrial sales, retail sales, and product
training. Especially when opportunities for promotion are scarce,
job rotation through lateral transfers may be beneficial in
rekindling enthusiasm and developing new talents. The best lateral
moves do one or more of the following:Move the person into the core
business.Provide closer contact with the customer.Teach new skills
or perspectives.In spite of its benefits, managers of SJIBL
recognize that job rotation can be expensive. Furthermore, a
substantial amount of managerial time is lost when trainees change
positions, because they must become acquainted with different
people and techniques in each new unit.4.3. SJIBL Off-Site
MethodsOff-the-job-site development techniques are playing at SJIBL
an effective role because they give the individual an opportunity
to get away from the job and concentrate solely on what is to be
learned. At SJIBL, meeting with other people who are concerned with
somewhat different problems and come from different organizations
may provide an employee with new perspectives on old problems.
Various off-site methods are used at SJIBL.4.4 BANKING CUSTOMER
RELATIONS TRAININGThough SJIBLs main customers are the individual
people this type of training are very effective. In SJIBL customer
relations training originated. Initially, the purpose of the
training was to prepare supervisors for people problems brought to
them by their employees. This type of training focuses on the
development of the human relations skills a person needs to work
well with others. In SJIBL customer relations training programs are
aimed at new or relatively inexperienced first-line supervisors and
middle managers. Human relations programs typically have sessions
on motivation, leadership, employee communication, and humanizing
the workplace.The problem with such programs is the difficulty in
measuring their effectiveness. The development of human relations
skills is a long-range goal; tangible results are hard to identify
over the span of several years. Consequently, such programs often
are measured only by participants reactions to them. In SJIBL
reaction-level measurement is the weakest form of evaluating the
effectiveness of training.4.5. Performance AppraisalPerformance
appraisal is the process by which an employees contribution to the
organization during a specified period of tine is assessed.
Performance appraisal is integral to the successful operation of
most organizations. During this process, employees are evaluated
formally and informally to determine the nature of their
contributions to the organization. Appraisal occurs during time
periods and in meetings that are scheduled to produce reasoned
consideration of contributions, but it also occurs informally as
employee contributions are observed, or when an evaluation is
brought to the attention of others..Performance appraisal is
treated as an evaluation and development tool, as well as a formal
legal document. Appraisals review past performance emphasizing
positive accomplishments as well as deficiencies and drafting
detailed plans for future development. The performance evaluation
also serves a vital organizational need by providing the
documentation necessary for any personnel action that might be
taken against an employee.Management by objectives (MBO) specifies
the performance goals that an individual hopes to attain within an
appropriate length of time. The objectives that each manager sets
are derived from the overall goals and objectives of the
organization,although MBO should not be a disguised means for a
superior to dictate the objectives of individual managers or
employees. Although not limited to the appraisal of managers, MBO
is most often used for this purpose. Other names for MBO include
appraisal by results, target-coaching, work planning and review,
performance objectives, and mutual goal setting.Though The SIBL is
a service oriented organization means the banking organization so
that the Management by objective appraisal method is applicable for
evaluate the performance.THE SJIBL MBO PROCESS In the SJIBL
implementing a guided self-appraisal system using MBO is a
four-stage process.Job review and agreement of SJIBL Employee: The
employee and the superior review the job description and the key
activities that comprise the SJIBL employees job. The idea is to
agree on the exact makeup of the job.Continuing performance
discussions: The employee and the superior use the objectives as
bases for continuing discussions about the employees performance.
Although a formal review session may be scheduled, the employee and
the manager do not necessarily wait until the appointed time to
discuss performance. Objectives are modified mutually, and progress
is discussed during the period.
5. Compensation and benefits provided of SJIBL5.1. Benefits
provided of SJIBL
1.Batter knowledge in Islamic banking system for serve and
attract the customer for adapting Islamic banking System.2.Batter
knowledge on banking software and make efficient in providing
banking service3.Helps remove performance deficiencies in employees
and achieve the SJIBLs goal.4.Greater stability, flexibility and
capacity for growth in the SJIBL.5.Accidents, scraps and damages to
machinery avoided at the SJIBL.6.Serves as effective source of
recruitment for the SJIBL.7.dissatisfaction, absenteeism,
complaints and turnover of employees. SJIBL can reduces8.Helps
person handle stress, tension, frustration and conflict to achieve
the SJIBLs goal.9.Provides a good climate for learning, growth and
co-ordination to achieve the SJIBLs goal.10.SJIBLs employee
improves management relations.11.Aids improving SJIBLs
communication.12.Helps employees adjust to change and achieve the
SJIBLs goal.13.Improves the moral of workforce of SJIBLs
employee.14.Develops a sense of responsibility to the organization
for being competent and knowledgeable.15.It is an investment in HR
with a promise of better returns in future and to achieve the
SJIBLs goal.
5.2. Compensation of SJIBLCompensation is the reward or price
for labour. The goals of compensation administration are to design
the lowest Cost pay structure that will attract, motivate and
retain competent employees, and that also will be perceived as fair
by these employees.They fare better in terms of operational
efficiency, as indicate by lower staff rations and more competitive
compensation levels rose to 90% in 1998/99 from 85% c the Economist
intelligence unit limited 2001 EIU country profile 2001 Bangladesh
39.
Chapter 033. Concluding part3.1 Problem and Suggestions
1. lack of recruitment in different level does your bank
prefer.Last year, Bank recruited 120 fresh graduate and 160
experienced employees in the junior level. The ratio is Fresh:
Experienced =4:5.In the Mid and Top level Bank usually does not
give preference for external search and now 193 employees have been
working in the mid & top levels who have been appointed through
internal promotion.
Experienced Fresh Graduates External Search Internal SearchIn
Junior Level-160In Mid Level - 120Top Level-1932. The bank provide
any special facilities for lack of contractual employees.From our
finding we see that there is no special facility for contractual
employees.3. Give the basis of promotion in the bank.According to
HR, the basis of promotion in the bank is performance. Normally, a
promotion becomes due within two years. But we got mix responses
from the responders (i.e., employees). Their views are different.
These are given below:Attribute ResponsesNo. (%)Qualification
(education, experience) 11 37.93Seniority 4 13.80Performance 14
48.274. The training and development services SJIBL .At the time of
entry, every employee has to participate on the year lowing
training programs.1. General Banking2. Foreign Exchange3.
InvestmentThese are on the job trainings. In addition to this,
every year bank organizes several training programs like SME, Debit
Cards etc. on need basis.Last year, on the job 20 employees and off
the job, in land 35 employees and in abroad 05 employees were given
training.
3.2 ConclusionThe report has attempted to point out recruitment
and selection process in SJIBL.. We can get little information
about recruitment and selection process in SJIBL. Recruitment and
Selection Procedure of SJIBL during the last ten years has proved
that with strong desire and will power one achieve whatever target
he may have. Almost all the leading banks in our country have
various procedures in recruitment and selection process in
comparison with SJIBL. But it has succeeded in achieving more
desirable employee than many other competitors. This has been
possible only because of strong recruitment and excellent selection
procedure. SJIBL Bank employs a large number of employees for
performing various jobs. The academy has built up a pool of
knowledgeable/competent trainer within the bank. In addition to
permanent and professional trainers, speakers are drawn from
operational side so that on. The academy holds need-based training
courses/workshop/seminars etc. which are finalized by Training
& Research Division in constantly with various department and
senior executives at Head Office. SJIBLs HR development approaches
are described, under two major headings: job-site development and
off-site development in performance appraisal. In SJIBL have
precisely planning the program for each employee. Job rotation is
widely used as a development technique. SJIBL customer relations
training programs are aimed at new or relatively inexperienced
first-line supervisors and middle managers. Human relations
programs typically have sessions on motivation, leadership,
employee communication, and humanizing the workplace. SIBL is a
service oriented organization means the banking organization so
that the Management by objective appraisal method is applicable for
evaluate the performance.