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The commercial banking system dominates Bangladesh's financial sector. Bangladesh Bank is the
Central Bank of Bangladesh and the chief regulatory authority in the sector. The banking system is
composed of four state-owned commercial banks, five specialized development banks, thirty private
commercial Banks and nine foreign commercial banks. The Nobel-prize winning Grameen Bank is a
specialized micro-finance institution, which revolutionized the concept of micro-credit and contributed
greatly towards poverty reduction and the empowerment of women in Bangladesh. Pursuant to
Bangladesh Bank Order, 1972 the Government of Bangladesh reorganized the Dhaka branch of the State
Bank of Pakistan as the central bank of the country, and named it Bangladesh with retrospective effect
from 16 December 1971. The banking system of Bangladesh is dominated by the 4 Nationalized
Commercial Banks in which 3 is totally controlled by government and 1 (Rupali Bank) bank is
controlled by both government and private sector. The nationalized commercial banks are:
Nationalized Commercial Bank of Bangladesh:
a)
b)
c)
d)
Sonali Bank
Agrani Bank
Rupali Bank
Janata Bank
Private Banks are the highest growth sector due to the dismal performances of government banks
(above). They tend to offer better service and products.
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)
l)
m)
n)
o)
p)
q)
r)
s)
t)
u)
Citibank
HSBC
Standard Chartered Bank
Commercial Bank of Ceylon
State Bank of India
Habib Bank Limited
National Bank of Pakistan
Woori Bank
Bank Alfalah
ICICI Bank
2.1 Introduction:
BRAC Bank Limited is a full service scheduled commercial bank. It has both local and International
Institutional shareholder. The bank is primarily driven with a view of creating opportunities and
pursuing market niches not traditionally meet by conventional banks. BRAC Bank has been motivated
to provide best-in-the-class services to its diverse assortment of customers spread across the country
under an on-line banking dais.
Today, BRAC Bank is one of the fastest growing banks in the country. In order to support the planned
growth of its distribution, network and its various business segments, BRAC Bank is currently looking
for impressive goal oriented, enthusiastic, individuals for various business operations.
The bank wants to build a profitable and socially responsible financial institution. It carefully listen to
the market and business potentials, It is also assisting BRAC and stakeholders to build a progressive,
healthy, democratic and poverty free Bangladesh. It helps make communities and economy of the
country stronger and to help people achieve their financial goals. The bank maintains a high level of
standards in everything for our customers, our shareholders, our acquaintances and our communities
upon, which the future affluence of our company rests.
43.77%
5.36%
0.86%
50%
0.01%
100%
Employee:
The BRAC Bank Limited has in different employees criteria. There are different types of employees
working in different places inside BRAC Bank. The types of employees are Regular employee:
The permanent stuffs are known as regular employees. The regular employees are allowed to get
the bonus, incentives and other allowances with their basic salaries. And these types of
employees also have the benefit of gating extra facilities the BRAC Bank limited is providing for
their employees.
HR Staff:
HR temporary contract are for those categories whose Job description is such, where he/she
needs to be under the direct supervision of Banks authority, whose performance is monitored by
the Bank Management. They might be specialist, consultant, and specially assigned staff. Staff
under HR contract are those people who directly or indirectly deals with customer, has access to
Banks confidential datas & valuable properties (car, etc), deals with sensitive areas, also where
staff need to deal with customer as a representative of BRAC Bank directly. The HR Stuffs
salaries are fixed and they wont get any allowances with their salary.
Outsourced Staff:
Other contractual employees are not entitled for any service agreement. They will be recruited
through outsource agencys. The requirement of any support staff through outsource agency must
come through HR signed by the Division Head. HR will send the requirement to provide staff by
the Outsource Agency. Outsource Staff recruitment depends on the budgeted requisition of the
staff from the respective departments. However, for non-budgeted requisition it will go through
after the approval process of MANCOM. The bank reserves the right to terminate the contract
with the Outsource Agency without assigning the reason whatsoever. The Outsource Stuffs
salaries are fixed and they wont get any allowances with their salary.
Intern:
To encourage and help human resource development in the financial industry the Bank may
decide to offer internship programs to individuals or educational institutions. The decision to
enter such an engagement will be decided by the MD& CEO on the recommendation of the
Department Head. The HRD will prepare the proposal of such engagement with
individual/institution and forward it to the MD& CEO for consideration with the
recommendation of the Head of HR. Individuals engaged as Internees will be paid a consolidated
Honorarium per month, as decided by the MD/MANCOM and will not be entitled to any other
benefits. Managing Director and CEO will determine and analyze the necessity of intern on the
basis of yearly budget and also requirement of special projects. As per requirements Department
Head will make the intern requisition and after receiving intern requisition HR will take 15 days
for an intern to join. All Internships program will be for a three months. Prior approval by MD&
CEO internship program can be extended for a maximum period of six months.
Management Trainee Officer (MTO):
Management Trainee Officers highly qualified students of BRAC Bank Limited. The MTOs are
regular employee but they have to learn as a student inside BRAB Bank for the period of one
year. After one year if they can complete their learning period successfully they will become a
senior officer directly from the MTO.
4. The Report:
4.1 Introduction
As part of the report for Human Resource Management course for MBA I have chosen BRAC Bank
limited where I get the opportunity to know about the human resource management of BRAC Bank
limited and its functions.
4.2 Objectives
The objectives of the report are simple. It has three simple objectives namely:
HRM problems and issues facing by BRAC Bank limited
What HRM approaches do they need to ensure ongoing strategic competitive advantage?
What HRM challenges they are facing in the 21st century?
4.3 Methodology
In order to attain the objectives, collection of primary data is necessary. This data will be used to analyze
the problem statement. The largest part of the analysis however would obviously be conducted by
carrying out the employee satisfaction survey. The intention is to obtain a randomly selected unbiased
sample of 100 employees across the bank and to question them on various HR Grounds to asses the
employee satisfaction level. Therefore the methodology would include relevant information is collected
from interviews, Surveys, observation and annual reports of the bank and other bank in comparison.
Primary data are collected through:
The Employee Satisfaction Survey
Open ended and close ended questions,
Conducted discussions with Officers of HRD
Secondary data are collected through:
Annual Report of BRAC Bank Limited
Website browsing.
4.4 Scope
This report will give a clear idea about Human Resources Department in the BRAC Bank limited. and
how efficiently they utilize their resources? What types to benefits they offer to their employees to
motivate their work? The study helps us to gain hands on knowledge about the Human Resources
Department. The study has enormous implication to develop HR guide line and increase Employee
Satisfaction. The management of BRAC Bank limited can use the findings and recommendation for their
policy making and organizational development purpose. It will help them to introduce a new dimension
of hiring and retaining more efficient people for their organization.
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4.5 Limitation
The research contains a number of limitations as well.
The first and foremost limitation was that it was carried out on the most confidential and sensitive
department of any organization that is the human resources division. A number of items had to be
excluded from the analysis as they were considered confidential. The research was therefore forced to be
very primitive.
Moreover, while conducting the Survey, selection bias might have existed in sample population may be
there. The sample distribution may not be even, there may be a majority of people coming from a fixed
range of income level.
Time constraint is one of the problems, for which it has been very difficult for me to go in depth with my
research.
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12
Question Samples
1. My salary is fair according to my
job
2. BRAC Bank recognizes its
employees with proper recognition
and rewards
3. Employee performance and
evaluation process is fair and
appropriate
4. Annual performance Bonus is fair
compared to the banking industry
5. Proper orientation training
provided to the fresh recruits.
6. Received specific training to do
their particular job
7. Training provided direction and
value to their career path
8. Performance evaluation process is
fair
9. My work load is acceptable
10. Are you satisfied as an employees
of BRAC Bank
11. Whether employee satisfaction is
an important issue to the
management
Strong
ly
Disagr
ee
Disagr
ee
Not
sure
Agre
e
Strong
ly
Agree
26
51
13
11
64
22
24
31
18
19
21
43
25
30
35
17
10
48
37
39
53
14
69
13
62
23
69
14
According to the survey result illustrated in the table above, we can see that about 51 % of the surveyed
employees disagree that their salary is fair with respect to their job. And about 26% of the employees
questioned strongly disagree to the same. To sum up this portion, 77% of the sample believes that their
salary is not sufficient enough or does not reflect upon their job description and job responsibilities and
hence is unfair. The following question backs up the same thought when it is seen that 64% of the
sample does not believe that they do not receive proper reward and recognition for their efforts. 11% of
the sample strongly believes that they do not receive proper rewards and recognition for their efforts.
However 22% of the sample believes that the bank does believe in fair reward and recognition for its
employees. On top of that, 75% of the sample believes that there are not being recognized by the bank
and they are being rewarded for their contribution. This information indicates towards a significant
stimulant for dissatisfaction amongst employees. The basic reason an employees across the globe work
for is remuneration and if the employees at BRAC Bank feel that they are at the thinner end of the
bargain then chances of employees switching jobs become high. Given the fact that the extensively
invests in training its employees, if the bank is not able to retain its trained and experienced employees
then it is a major loss of critical resource for the bank. The bank will gradually move towards a negative
turnover that will prove fatal to the banks smooth functioning. If the employees in the bank feel that
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their contribution is not being recognized and rewarded then there will be a definite fall in motivation
towards work resulting from a rising sting of job dissatisfaction. This will adversely affect the banks
productivity efficiency and coordination. Therefore we can understand that the survey correctly indicates
towards a very significant issue that in all probability is a rising cause of employee dissatisfaction.
The survey talks about is Training. BRAC Bank trains its employees very extensively and has a whole
training division dedicated to serve the purpose of training these individual employees. Not only does
the bank invest in in-house training but also in international as well as local external training. Now, it is
therefore very important to assess the satisfaction the employees have considering the considerable
investment that bank makes on training its employees. These training are meant not only to teach
employees how to do their work well but also to add value to an employees knowledge and talent to
increase their potential so that they can keep up with the growth of the bank and make valuable
contribution to its productivity. The survey shows that 30% of the employees strongly disagree that
orientation training provided to the fresh recruits of the bank did not significantly helped them begin
their journey at BRAC Bank. A significant 35% of the sample disagrees to the above claim. BRAC Bank
also provides employees with training pertaining to job roles and also depending upon their individual
nominations. These training are meant to aid these individuals to develop their professional skills and
add value and direction to their career paths. 53% of the surveyed employees agree that indeed the
extensive training provided by BRAC Banks training team has indeed provided direction and value to
their career path. Only 39% of the questioned employees disagree to the fact that these training might
have added value to their career. 48% of employees disagree that they have received specific training to
do their particular job well while 37% of the sample agree that they have received sample training to do
their jobs effectively and efficiently.
55 % of the sample strongly disagree or disagree that employee performance evaluation process is fair
and appropriate. That is, this point further strengthens the point that the employees are significantly de
motivated and dissatisfied if they believe that their performances are not evaluated fairly. If an
employees that he/she is not being paid fairly and his/her efforts and contributions are not recognized
and evaluated fairly then it clearly indicates a serious case of dissatisfaction amongst employees that
may prove unhealthy for a fast growing bank like BRAC Bank in the near future.
The last questioned in this section is actually tied to the first question and it again investigated whether
the employees believe that they have a fair share of work load or not. But unfortunately it is seen that
83% of the sample does not believe that they have a fair share of work load instead it is believed that
they have an unacceptable work load. If the majority of the employees believe that they have
tremendous pressure that stretches out of their job description and design and yet not getting the
remuneration that they believe is justifies and fair then it is natural that these employees suffer from job
dissatisfaction and the stimulant behind this dissatisfaction is poor salary and extreme work pressure.
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In summary, it can be said that a serious case of dissatisfaction can be identified amongst the Brac bank
employees and a significant cause behind this dissatisfaction seems to be unfair or less pay or little or no
recognition of effort and contribution.
The next section, directly asked the sample to asses and answer how satisfied they are as employees of
BRAC Bank.
In answer, as the figure above illustrates, a majority of 62 % of the sample strongly disagrees or
disagrees that they are satisfied as the employees of the bank. It is also asked that whether employee
satisfaction is an important issue to the management, it is seen that 69% of the sample does not believe
that management of the management of the bank will provide due consideration to employee satisfaction
as an issue. This section proves that there is dissatisfaction amongst the employees and is amongst quite
a majority. This majority perhaps also believes that the management is indifferent to the problem and
dissatisfaction of this large group.
The employees were then asked that if they were to leave the organization what would be the main
reason behind it and amongst the answers, 46 % of these people would leave for higher salary while
28% would leave to work in a larger more reputed organization and 17 % would move out to work under
lesser pressure. Here we must observe that the majority would move out in search for a job with better
pay that might indicate that BRAC Banks employees feel that theres perhaps the potential to receive
higher salary than what is achievable at this bank working under so much pressure.
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When asked if they were looking out for job opportunities, a majority of 64 % said that they were indeed
looking for job opportunities.
Therefore these employees must be looking out for jobs that pay higher or for jobs in larger
organizations or for jobs in larger organizations or for job with less pressure. Therefore, it can be
understood that employees are dissatisfied with the increasing pressure the salary paid and BRAC Bank
and hence they are searching for job opportunities in other organizations.
Finally when asked what BRAC Bank can do to increase employee satisfaction, a majority of 42 %
claimed that by increasing the salary it can boost up the employee satisfaction level at BRAC Bank. 21
% said that it can reduce the stress that employees undergo while another 23 % claimed that reducing
targets can significantly increase employee satisfaction level at BRAC Bank.
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Recruitment Process:
For the recruitment the BRAC Bank Limited should use the following process
a) Direct Recruitment: The BRAC Bank Limited should use a CV Bank in HRD. In direct
recruitment the HRD will short list the CVs from the CV Bank or collect the CVs that referred
by the employees of BRAC Bank Limited for direct interview for the specific selected post. After
short listing the applicants will directly informed of called for the interview and after the
interview the applicant will be finally selected.
b) Through Advertisement: Sometimes the HRD of BRAC Bank Limited will not able to short list
CVs for specific post from their CV Bank. In this situation the HRD advertise of recruitment in
specific post mentioning the job description with the minimum requirement that the applicant
should have for the post and collect CVs which are being specified according to the requirement
that has been published in the advertisement. After that the CVs will be short listed and the
recruitment procedure will go according to the direct recruitment process.
c) Internal Job Posting: For any kind of internal job search it will operate through a circular in lotus
mail or notice board for existing staff other than permanent also HR Temporary (minimum one
year with BRAC Bank Limited) & outsource staff (minimum three years with BRAC Bank
Limited). Job specification will be clarified in that circular and interested candidates will have
full liberty to apply subsequent to the clearance from his or her respective line manager. After a
formal interview in front of the Recruitment committee or Management Committee/MANCOM
he or she can be absorbed in the suitable position.
6.2 Training and development:
Providing employees with training and development opportunities not only contributes to the quality and
effectiveness of the organization it also serves to motivate and retain employees. According to BRAC
Bank training is not an expense but an investment.
The banks policy is to train the Human Resources to enhance skill and knowledge for better
understanding of job responsibilities. It includes on-the-job and formal training programs.
Training programs include:
Orientation Training
In-house training
Job specific training (newly implemented)
Need base local/foreign training
Peer or Supervisors coaching
E-learning: Online training and evaluation (newly implemented)
Every department has to follow an employee performance measurement method devised by the HRD.
This performance measurement form will be filled out and signed by the supervisors and respective
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Department Heads. Based on these performance reviews, training needs will be identified for different
employees.
Identification
of the need by
the employee
in
performance
measurement
Discuss with
the Dept.
Head
Recommend by
Dept. Head of
HR
Arrange
Training
Completion
of Training
Feedback
to HR
Counseling,
Mentoring,
Material
Reading
Record
Keeping in
Personal
File
Fig 2.1: Training process flow
The training and development department conducts this training session; HR department works as a co
-coordinator for the whole process.
The training procedure followed by BRAC Bank HRD can be summarized in the following steps:
1
2
3
4
5
6
7
8
Orientation Training after the new hires have completed all the formalities.
Special Training for Retail Staff and Corporate who deal with Cash.
Arrangement of Post field attachment training for CROs who have been nominated by the concerned
authority.
In-house resource person is informed prior to training.
HRD is informed/concerned person is informed by HRD prior to foreign training
Concerned person/department is informed prior to outside local training.
HRD is confirmed by the concerned department/person after receiving offer from HRD.
If the participants arrange any course (local training institute), it should be informed to HR along
with proper approval from MD/COO for necessary action before training.
Training Arranged by Bangladesh Bank or any legalized body where any staff of the bank has been
nominated by the supervisor and the same has been informed to HR.
By providing such short of training to the employees of BRAC Bank, they can able to create knowledge
based employees who can give more productivity and add values to the company.
6.3 MIS & Strategic Planning:
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BRAC Bank had newly establish MIS & Strategic Planning wing in HRD whose functions includes to
be work process improvement, project management, increasing use of technology more and paperwork
less by developing and generating ideas to incorporate technology in different business and day-to-day
functions. BRAC Banks different departments and divisions use different MIS, there is no centralized
system formed yet. Thus MIS & Strategic Planning does not go by any specific work procedure. The
Manager, MIS & Strategic Planning is in charge of the Projects/Assignments and currently the MIS &
Strategic Planning section has started to maintaining the E-Learning system which is an Employee
Development program based on Online Training & Evaluation. Employees can sit for online exams
within the workplace and it is the duty of the MIS & Strategic Planning Manager to evaluate the
electronic scripts and distribute the results after evaluation. The current projects of MIS & Strategic
Planning are development of two computerized systems named E-Attendance and E-PM, one for
employee attendance management and the other is for employees performance measurement matter
respectively. By developing such kind of thing the employees performance measurement will be
improve and accordance to that the employees will be benefited, rewarded and recognized.
6.4 Compensation & Benefits
Salaries:
The Bank is making new policies which will be committed to follow a fair, competitive and flexible
remuneration policy. The remuneration policy of the bank will cover all persons engaged in permanent
service of the bank.
The Salary structure of the Bank will be based on Job Grades. Job grades will be decided on the basis of
an analytic assessment of the position based on the size, responsibilities, decision-making authorities
and the nature of the job.
The remuneration of employees consists of:
- Basic Salary
- House Rent and
- Medical Allowance
Salaries are confidential between the employees concerned and the Management. The salary ranges for
these job grades will be reviewed from time to time.
HR Temporary & outsource staff do not have any assigned job grade. The contract will have a
consolidated payment per month and there is no other entitlements applicable except commission based
on job criteria.
Basic Pay:
Basic Salary Ranges (BSRs) is appropriate with the job grades and is determined by the Board on the
recommendation of the Managing Director. The Board started to reviews the BSR at least once every
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two/three years. Basic Pay means the pay on the scale or fixed rate of pay that has been sanctioned by
the competent Authority for the post held by an employee but does not include any other remuneration.
Gross Pay means the summation of the all types of payment received by an employee.
House rent allowance: House Rent Allowance may be paid to the employees at such rates and on such
conditions as may be prescribed by the Competent Authority from time to time.
Medical allowance: Medical Allowances may be paid in accordance with the job grades and on such
conditions that may be prescribed by the Competent Authority from time to time.
Festival Bonus:
Festival Bonus will be paid to all confirmed officers/staff @ one month basic salary which will be
reimbursed twice in each calendar year. All confirmed employees would get one bonus during Eid-ulFitr and another one for Muslims during Eid-ul-Azha and for others based on their respective religious
festival.
Non-confirmed employees will be entitled to get Festival bonus as pro rata basis depending on his/her
BBL joining Date.
HR Contract & Outsource Staff would get 1 bonus, which is 50% of their consolidated salary.
Re-fixation of salary adjustment based on inflation: (Once a year: effective 1st July each year): the
Board of the Directors will decide the annual salary revision and recommendation will be based on:
- Revised Pay Scale, and/ or
- Inflation
Performance Bonus (PB): (once a year): The Board of Directors at its discretion, based on the Banks
profit will declare a certain percentage of the pre-tax profit as Performance Bonus.
The contribution measurement will be coming from the Performance Matters. Performance Matters for
such purpose shall be made on the criteria set by the management from time to time.
Leave Fare assistance (LFA): (once a year):
Leave Fare Assistance is a non-recurring benefit for all the permanent employees of the Bank who have
completed at least one year service. According to Bangladesh Bank policy all the permanent employees
have to take 15 days mandatory leave in one go and LFA will given in this leave period, so that everyone
will be encouraged to avail the leave. BRAC Bank provides Leave Fare Assistance to its Employees to
ensure that the employees enjoy a sound mandatory leave of 15 days in one go. This will definitely
enhance the employees satisfaction and it will enhance competitiveness with peer organization in the
industry.
Every Permanent employee of the bank is eligible to receive the LFA who have completed at least one
year service. This benefit is available at the time of mandatory Leave. However, after completion of one
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year service and being confirmed, calendar year must have the option to accommodate staff mandatory
leave.
LFA will be given at the time when an employee will avail the 15 days mandatory leave. LFA will be the
one months basic salary of processing month for current and future treatment. For previous treatment,
the amount will be one months basic salary of Mandatory Leave Availing month.
Every Confirmed Employee is entitled to receive LFA only once in a year.
After receiving Mandatory Leave application HRD will produce the Pay Slip. Head of HR will approve
this slip and send to FAD for payment and FAD will pay accordingly.
Hospitalization Insurance
In the event where hospitalization or surgery is required for a member of the officers (confirmed
employee) dependent (Spouse and Children) including hospitalization on account of maternity - the
Bank will reimburse the officer (Group C) up to a maximum of Tk.35,000/- per annum, for executives
(Group B) Tk. 100,000/- per annum and 200,000/- per annum for MANCOM (Group A).
Travel allowance
An employee of the Bank may be allowed to draw traveling allowance in respect of journeys performed
for the purposes authorized by the competent authority which include:
- On officially assigned tour
- To give evidence in a court of law
- On transfer
- On compulsory recall from leave
- To appear at a departmental/professional examination as authorized by the competent authority
- To attend a course of training sponsored by the Bank
- To bear the cost of travel of deceased employee
Types of allowances under travel policy:
- Traveling Allowance (Mode of Transport)
- Accommodation Allowance (Hotel Rent)
- Daily Allowance
Security Fund:
The objective of the fund is to provide predetermined monetary benefit against Death and Permanent
Disability of regular confirmed staff to his/her Dependent/Heir/Nominee by the Bank. All Regular
Confirmed employees are eligible to avail this benefit. The fund for this benefit is created solely with the
Banks Contribution.
The Bank will contribute Taka 5.00/Thousand on a yearly basis against the last basic salary of each
eligible employee. (The rate of contribution may be changed subject to the approval of the board.) The
Bank maintains a liability account to manage the fund.
The total amount of benefit will be equal to 36 times of the last basic salary of the employee.
21
Welfare Fund:
The motive behind establishing the welfare fund is to be able to provide the regular confirmed
employees from JO to SPO with financial support for incidents or events when the cost may not be
affordable for the employees. These may include the following:
- Accidents on the job
- Extended illness
- Education for children
- Marriage of children
Employees of the grade JO to SPO may be the members of this fund. The amount to be received by the
employees under such special circumstances would be settled on by the fund management committee
after thorough assessment of the claim application and relevant documents.
A beneficiary will not be entitled to receive fund more than once in one calendar year.
Education/Examination:
o SSC & HSC
o Degree (BA/ BSS/ BSC/ BCOM/ BBA)
o Master Degree/ MBA
o Marriage Ceremony
TK 50,000
TK 10,000
TK 20,000
TK 50,000
TK 1, 00,000
By provide such kind of benefits and compensation packages the employees will not think to shift
themselves to another bank and hence the bank could able to retain their experienced and trained
employees within their company.
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people have mobile phones. Thus there are 43% people with mobile phones, but no bank
accounts. Banks now have a great opportunity to deliver banking services a portion of the unbanked
43% people using new products based on mobile phone technologies (http://www.progoti.com). Already
Dutch-Bangla Bank limited had started this new product and had gaining huge number of customers. To
compete with this challenge BRAC Bank combines with Money in Motion LLC, USA to start mobile
banking in the name of bkash which was launched in July 21, 2011.
7.3 Financial Crisis: Due to financial problem face by the bank in the year 2011 (reason of financial
crisis is confidential) the bank had to layoff about 10% of their employees which includes all type of
employees specially the HR contractual. This can be proved as during the year of 2011 there was no
recruitment took place. Beside that they also started cost reduction project within the organization to
come over this crisis.
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More importantly, it is very important to eliminate the discrepancy among employees in terms of salary
within the bank to remove all possible chances of unfairness. An element of equity must be established
within the bank across job grades and designation.
The bank must restructure its pay from the bottom of the organization by bringing up the salary level
from bottom to top.
The bank should also utilize its training department in increasing employee dedication and motivation to
work towards a combined goal and enhanced solidarity.
Certain other issues that came out of the survey must also be dealt with such the bank must pursue a
certain degree of decentralization within a centralized framework. That is the bank can delegate power
of promotion and salary increment to specific departments to which the employee belongs to. This
reduces layers and the chances of an employee being correctly evaluated and awarded should
significantly increase.
The banks management must be more transparent about its functions and decision making and ensure
that there is significantly reducing layers between employees and management or the administration.
In this part of recommendations, some valuable issues of BBL are discussed. These were the aspects that
came out while working for this report at BBL. These were related to various parts of BBL and thus are
placed in the list of general recommendation.
8.2 Conclusion:
24
BRAC Bank intends to set standards as the market leader in Bangladesh. It demonstrates that a locally
owned institution can provide efficient, friendly and modern banking service on a profitable basis.
Human Resource Department is the most confidential department for any organization as well as Human
Resource Division in BRAC Bank Limited. I am not allowed to get the information which is too much
confidential for the Bank. So in my report all the information that I give that I am allowed to take the
information and I have learnt from my Work.
The BRAC Bank Limited is a bank that confirms the best service to the customers as well as to the
employees by Human Resource Division. BRAC bank Limited is the fastest growing Bank in
Bangladesh.
10. References:
http://bkash.com/Press.php
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http://www.progoti.com/index.php?option=com_content&view=article&id=21&Itemid=16
26