A SURVEY CONDUCTED ON HRM DEPARTMENTS OF SBP

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
staff’s 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 Bank’s 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 SBP’s 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
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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
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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
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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
management’s 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
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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:
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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
bank’s rule
Provident Fund, Gratuity, Leave Fare Assistance, Staff Loans & other facilities as per
bank’s 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.
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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 industry’s 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.
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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 & 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
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Base Pay
Overtime Pay
Travel/Meal/Housing Allowance
Benefits including: dental, insurance, medical, vacation, leaves, retirement.
Staff Loan Policy
Facility Of Bank’s Car & Petrol Ceiling
Medical Facilities
Telephone Charges At Residence
Facility Of Newspapers & Journal
Family Pension
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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
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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 Bank’s 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 other’s 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.
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11. HUMAN RESOURCE MANAGEMENT
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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.
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12. HUMAN RESOURCE MANAGEMENT
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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.
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13. HUMAN RESOURCE MANAGEMENT
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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
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14. HUMAN RESOURCE MANAGEMENT
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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.
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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
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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.
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“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
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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
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How would you rate the HR department’s 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%
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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?
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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%
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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?
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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?
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24. HUMAN RESOURCE MANAGEMENT
April 16, 2013
40%
YES,ALWAYS
SOMETIME
60%
Are you satisfied with the existing performance management system?
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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
employee’s for their motivation and satisfaction. Best policies attract and retain the best
employee’s. Human resource management is the most pivotal element affecting an
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26. HUMAN RESOURCE MANAGEMENT
April 16, 2013
organization’s overall performance. It is directly related to employee’s 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 employee’s 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.
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