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HUMAN RESOURCE MANAGEMENT IN HSBC BANK PRESENTED BY DHANESH. DEEPAK. VYAS. ROLL NO: - 15 T.Y.B.B.I SUBMITTED TO UNIVERSITY OF MUMBAI FOR THE YEAR 2011-12 UNDER THE GUIDENCE OF Ms POOJA K KHANDHADIA Mrs. SHILPA CHEDDA MAT. KASHIBEN MOTILAL PATEL SENIOR COLLEGE OF COMMERCE
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CERTIFICATE
BACHELOR OF BANKING
Project Guide
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Principal
External Examiner
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Internal Examiner
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Course Co-ordinate
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DECLARATION
I declare that I have completed the project on Human Resource Management in HSBC Bank in the academic year 2011-12. The information submitted is true & original to the best of my knowledge.
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Prof. CHHEDA
(Course Coordinator)
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Internal Examiner
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External Examiner
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ACKNOWLEDGEMENT
I am thankful to Prof. Ms POOJA and Mrs. SHILPA for their valuable guidance in successful completion of this project. My over riding debt due to Our Principal & co-ordinator without whose support this activity would not be successfully completed, last but not the list I cannot forget my friends & parents whose constant encouragement & support made this task a happy job.
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INDEX
SR.NO
I
CHAPTER
SECTION -I : BANKS 1- INTRODUCTION TO BANKS 2 - HISTORY OF BANK 3 - TYPES OF BANK 4 - FUNCTIONS OF BANKS
PG NO.
II
SECTION -II : HUMAN RESOURCE MGT 1 - INTRODUCTION 2 - THEORIES OF HRM 3 - STRATEGY 4 - FUNCTIONS OF HRM 5 - EVOLUTION OF HRM 6 - SCOPE AND LIMITATION OF HRM 17-20 20-24 25 26-27 27-28 28-35 35-43
III
IV V VI VII
SECTION -IV : INTRODUCTION AND HISTORY OF HSBC BANK SECTION - V : HR IN HSBC QUESTIONNAIRE CONCLUSION
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Accomplish the basic organizational goals by creating and utilizing an able and motivated workforce. To establish and maintain organizational structure and desirable working relationships among all the members of the organization. Develop co-ordination among individual and group within organizable to secure the integration of organization.
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THE SCOPE OF THE STUDY IS TO UNDERSATND THE CONCEPT OF HUMAN RESOURCE MANAGEMENT and WHAT ARE THE FUNCTIONS FEATURES ACADEMIC THEORY.
HRM has its own limitations, though HRM has been in practice quite some time now, HRM is of recent origin and lacks universally approved academic base. By creating welfare officers under section (49) of the Factories Act, 1948. The government has done more harm than good because the statutory officers have not won the support of line management in their organization.
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The collection of data refers to a planned gathering of information relevant to the subject matter of the study from the units under investigation the method of collection of data depends mainly upon the nature, objective and scope of the inquiry on one hand and available of resources and time on the other hand. Data may be classified into primary and secondary data, depending upon the nature and mode of collection. Mainly the data is collected from: 1. Primary data 2. Secondary data Primary data: Primary data is collected from the prospective banks, villagers and the staff of HSBC bank.
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The secondary data is collected from the following sources. Journals Published books Website
Banking in India originated in the last decades of the 18th century. The first banks were The General Bank of India, which started in 1786, and Bank of Hindustan, which started in 1790; both are now defunct. The oldest bank in existence in India is the State Bank of India, which originated in the Bank of Calcutta in June 1806, which almost immediately became the Bank of Bengal. This was one of the three presidency banks, the other two being the Bank of Bombay and the Bank of Madras, all three of which were established under charters from the British East India Company. For many years the Presidency banks acted as quasi-central banks, as did their successors. The three banks merged in 1921 to form the Imperial Bank of India, which, upon India's independence, became the State Bank of India.
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Definition:
Banking is one of the key drivers of the economy. Banking provides a safe place to save excess cash, known as deposits. It also supplies liquidity to the economy by loaning this money out to help businesses grow and to allow consumers to purchase homes, cars and consumer products. Banks primarily make money by charging higher interest rates on their loans than they pay for deposits.
History:
The Allahabad Bank, established in 1865 and still functioning today, is the oldest Joint Stock bank in India. In Calcutta, in the 1860s.
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India, Corporation Bank, Indian Bank, Bank of Baroda ,Canara Bank and Central Bank of India
Private sector banks in India A new wave in the banking industry came about with the private sector banks in India. With policies on liberalization being generously taken up, these private banks were established in the country that also contributed heavily towards the growth of the economy and also offering numerous services to its customers. Some of the most popular banks in this genre are: Axis Bank, Bank of Rajasthan, Catholic Syrian Bank, Federal Bank, HDFC Bank, ICICI Bank, ING Vysya Bank, Kotak Mahindra Bank and SBI Commercial and International Bank. The Foreign Banks in India like HSBC, Citibank, and Standard Chartered bank etc can also be clubbed here.
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Cooperative banks in India With the aim to specifically cater to the rural population, the cooperative banks in India were set up through the country. Issues like agricultural credit and the likes are taken care of by these banks.
The most important functions of banking may be classified as follows:(1) to assemble capital and make it effective; (2) to receive deposits and make collections; (3) to check out and transfer funds; (4) to discount or lend; (5) to exercise fiduciary or trust powers; (6) to issue circulating notes. Every bank which expects to succeed must first of all prove its value to the community. The services which a bank performs are so generally taken for granted that the public is unaware of the real extent of the facilities offered. Banks are equipped to utilize funds, for either a short or long period of time, safely, and with some profit. Depositors individually do not enjoy the same ability. An individual's unused funds are perhaps small in amount, cannot be loaned to advantage
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INTRODUCTION:-
Human Resource :HRM contributes to organizational performance in different ways: through sound functional basics; through effective realignment when the external environment changes; and by building an organizational context to that the organization can cope with the dualistic forces.
What is the Definition of Human Resources? The number one glossary suggestion and question that people request is: What is the definition of human resources? William R. Tracey, in The Human Resources
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Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Human Resource Management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. Human Resource Management is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that
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Features:Its features include: Organizational management Personnel administration Manpower management Industrial management But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even employee and industrial relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies.
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Academic theory:-
Research in the area of HRM has much to contribute to the organisational practice of HRM. For the last 20 years, empirical work has paid particular attention to the link between the practice of HRM and organisational performance, evident in
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Business practice:Human resources management involves several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by linemanagers or other departments. When effectively integrated they provide significant economic benefit to the company.[15] Workforce planning Recruitment (sometimes separated into attraction and selection) Skills management Training and development
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Business model
A bank can generate revenue in a variety of different ways including interest, transaction fees and financial advice. The main method is via charging interest on the capital it lends out to customers. The bank profits from the differential between the level of interest it pays for deposits and other sources of funds, and the level of interest it charges in its lending activities. This difference is referred to as the spread between the cost of funds and the loan interest rate. Historically, profitability from lending activities has been cyclical and dependent on the needs and strengths of loan customers and the stage of the economic cycle. Fees and financial advice constitute a more stable revenue stream and banks have therefore placed more emphasis on these revenue lines to smooth their financial performance. In the past 20 years American banks have taken many measures to ensure that they remain profitable while responding to increasingly changing market conditions. First, this includes the Gramm-Leach-Bliley Act, which allows banks again to merge with investment and insurance houses. Merging banking, investment, and insurance functions allows traditional banks to respond to increasing consumer
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HRM strategy:-
An HRM strategy pertains to the means as to how to implement the specific functions of Human Resource Management. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas. The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm. An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.
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Functions: The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding the staffing needs of an organization and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees haveand are aware ofpersonnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, e.g., career development, training, organization development, etc. There is a long-standing argument about where HR-related functions should be organized into large organizations, e.g., "should HR be in the Organization Development department or the other way around?"
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Procurement of Human Resources Employee hiring Employee and executive remuneration Employee motivation and maintenance Industrial relations and Prospects of HRM Human resource planning (HRP) Design of organization and job Selection and Staffing
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SOCIETAL OBJECTIVES: To be ethically and socially responsible to the needs and challenges of thesociety and minimizing the negative impacts of such demands, upon theorganization. The failure of organization to use their sources for societies benefitin ethical ways may lead to restrictions.
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FUNCTIONAL ORGANISATION: To maintain the departments contribution at a level appropriate to the organizational needs. Resources are wanted when HRM is either more or lesssophisticated to suit the organization s demands. The departments level of services must be tailored to fit the organization it services
PERSONAL OBJECTIVES: To assist employees in achieving their personal goals, at least in so far as thesegoals enhance the individuals contribution to the organization. Personal objectives of employees must be met if workers are to be maintained, retainedand motivated. Otherwise employee performance and satisfaction may declineand employees may leave the organization.To achieve the objectives of HRM, the tools, and techniques to be adopted hereare[Type text] Page 30
Administrative system Periodic review of administrative practice Assumption of the responsibility by the personal manager in attaining the requirement of his enterprise.
ACTIVITIES OF HRM:
Human resource planning Job analysis and design Recruitment and selection Orientation and placement Training and development Training and development Performance appraisal and job evaluation
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LIMITATIONS OF HRM: HRM has its own limitations, though HRM has been in practice quite some time now, HRM is of recent origin and lacks universally approved academic base. By creating welfare officers under section (49) of the Factories Act, 1948. The government has done more harm than good because the statutory officers have not won the support of line management in their organization. A large number of industrial laws have resulted legalistic approach to labour relations and has made personnel executives dependent on lawyers. Personnel mangers are busy with litigation and have no time to attend other aspects of their duties. The inherent weakness of the job is that its results cant be measured in concrete terms, have proved frustrating for many personnel executives for evaluating their success. The job of the personnel officer is still considered by a large number of employees as a fire fighting function only to head off union troubles. The rigid and unchanging attitudes of the personnel officers have been a major factor hindering the growth of the HR function of personnel function
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The core function of HR in banking industry is to facilitate the performance improvement among its people. Factors such as skills, attitudes and knowledge of personnel, play a critical role in determining the competitiveness within the organization or the industry (2002). The quality of human resources indicates the ability of banks to deliver the value to clients or customers. Indian banking industry has been an important driving force behind the nations economic development. The emerging environment poses both opportunities and threats, particularly to the public sector banks, as well as the human resource in changing economic and business environment. The primary emphasis needs to be on integrating human resource strategies with the business strategy. Above the aspects of recruitment, placement, performance management, rewards and employee relations - a radical transformation of the existing personnel structure in public sector banks like the seniority over performance is not the best environment for attracting the best talent from the young competitive environment. However, recruitment practices as well as on-the-job-training and redeployment are considered as one of those many improvements of HR in Indian Banks (2002).
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To make the Indian Banking System stronger, efficient and low-cost, the creation of fundamentals must include in the banks operations, strategies and processes: strengthening the prudential norms and market discipline; adoption of international benchmarks; management of organizational change and consolidation within the financial system; upgrading the technological infrastructure of the financial system; and human resource development as the catalyst of the transformation (2002).
The Human Resource field in the Banking Industry is considered as one of the process of discovery and transformation. The field of Human Resource can be described as emergent and dynamic within the cultural business aspect in a Banking Industry. The success of todays banking business will sparsely depends on the human resources of the organization, in which plays a crucial role in providing the services needed.
The primary strength of the industry is the human resource that is why the efforts to develop the skills and management are the main subject placed before the human resource. A major challenge for many banks will be to develop the special competencies and skills for credit appraisal and risk management. Putting the information technology is a key contributed in human resource development. Therefore, the HR model of the future will
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Long gone are the days when the HR function used to be handled by one person. The infamous HR Lady has now been replaced by a full pack of specialists in diverse HR functions. HR now seems to be the catch all when it comes to any facet of employee relations and company culture. Also, in the current employment environment, what constitutes Human Resources continues to evolve on a daily basis. Lets take a look at the HR function in a typical large company. It may seem like the worlds most strenuous job sometimes, but there are definite benefits. Once we go through the list, you may realize that a job in HR may be the hotspot for career advancement and even provide semi-security from the unemployment surge.
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Sifting through a thousand and one resumes (some abysmal) and cover letters. Conducting phone screenings and scheduling interviews, in addition to listening to about a million voice messages. Walking raw recruits through computerized testing. Hey, didnt her application say she was proficient in all Microsoft applications?
Trainers are also on the front line of shaping the organization. Critical to individuals at all levels of the organization, a successful training team is invaluable. They often have their finger on the pulse when it comes to the needs and complaints of the employees, and are invaluable in planning new initiatives. Perhaps one of the most undervalued positions, these folks:
Conduct new-hire orientation and training. Someone has to get those raw recruits into shape. Support the functional departments with process training Shape the company culture through the use of soft skills and collaborative training modules. HR Managers are the glue that keeps it all together. Tasked with overseeing Generalists, Recruiters and Trainers, HR managers also have to ensure that the goals and objectives of Senior Leadership are being implemented across the
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Ensuring the smooth running of the HR office. Gaining buy-in from the operations Managers and Supervisors for new policies. Conducting town hall meetings to disseminate new programs and guidelines to employees. Anyone hear crickets? Administering assimilation or team building exercises. Overseeing recruitment efforts. HR is one of the most versatile and hardest working functions of any organization. They impact every aspect of the company and are stewards of its vision. HR engages in leadership and management development, employee counseling, community outreach, and a whole lot more.
By working in Human Resources, you gain a diverse skill set that can be transferred into so many other positions. A company simply could not function without your expertise and dedication. So the next time you feel down about your job, remember that HR runs the show. Table Stereotypes of personnel management and human resource management HUMAN RESOURCE
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PERSONNEL
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Compliance External controls Pluralist collective low trust Bureaucratic/mechanistic centralized defined roles formal
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a) Industrial Relations:A number of initiatives were introduced to re-shape the Union more in line with the Banks view of its role. Firstly, the union role at Head Office was diminished by reducing the number of Bank funded union represenatatives. Secondly, the status of the Negotiating Committee was amended so as to ensure it dealt only with major items such as pay negotiations, while minor items were to be dealt with by the grievance procedure, and it was agreed that much of the day to day relationship with the union would be conducted by less senior personnel. Thirdly, and this also reflected the new management style, responsibility for personnel issues was devolved to line managers who would be encouraged to have regular local discussions with union representatives as part of the consultative process and this would also prevent them being by-passed with issues going directly to Head Office. A reduced union role was also apparent in the new remuneration policy, (see below). Nevertheless, while significant change could be achieved this is not to say that the union could simply be steamrollered. Partly, this related to the CWS who while not being involved in Bank personnel policy on day to day business, did exert pressure to ensure agreements which linked the Bank to the rest of the movement were not broken. Perhaps even more importantly, the scope and degree of change which the Bank was attempting to achieve was deemed to require union co-operation rather than sullen acquiescence or confrontation.
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b) Cost Control:-
Attention focused on the reduction of unit labour costs. Unit labour costs can be reduced in two main ways: firstly, an increase in labour productivity, secondly, a reduction in total labour costs. The first method could be achieved by measures like better recruitment and training, a new payment system, an improved organisational structure, a different management style and culture. However, these are essentially long-term measures and the more obvious and immediately effective method to reduce unit costs is simply reducing the size of the workforce. It was appreciated that the squeeze on labour costs would lead to problems with the union and possible detrimental effects on staff morale, and hence as far as possible the reduction in staff numbers would be achieved in an unobtrusive manner. Natural wastage was one method, as the Bank had a turnover of some 500 people per year. The fact that this was being considered was itself indicative of a new more performance-orientated management style. The case of the Bank bears out the prediction of Hunt that the management of exit would be an increasingly important function for the personnel function (1984,). The Bank was successful in reducing its numbers and hence costs.
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c) Changing Culture:-
There was little detailed consideration in the HRM strategy papers of issues like career patterns, recruitment, training etc. This was related partly to little immediate attention being required, and secondly, to uncertainty as to what was required. Hence it was not until after the HRM strategy had been adopted and was being implemented that attention was given to these issues. In recent years, there had been an increasing belief that the development of human resources is no longer a luxury to be achieved when other objectives have been met, but an essential part of the management of strategic change. Hence, the development of human resources was worthy of a higher priority. This was reflected in the development of manpower planning and a greater emphasis on management development and training in a systematic and integrated manner. The Bank looked to become more pro-active in this area rather than merely respond to problems. However, much depended on a settled business strategy for the Bank and each division, so as to identify staffing requirements. Hence a manpower plan took time to develop given the state of flux in the Bank. One area which needed examining was recruitment where it was felt that there was a need to have a tiered policy. In addition, the qualities and personalities of the staff recruited needed to be examined. There was a move to look firstly to older, non mobile married women as workhorses and secondly to look for more customer relations skills and sales ability. These changes were reflected in the training function and management developnient programmes. There was a trend in the former towards programmes stressing social skills and customer service training and sales and marketing
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The State Bank of India, the largest public sector bank of India, offered voluntary scheme (VRS) to trim its workforce as recommended that the banking industry was overstaffed. SBI implemented a VRS or the Golden Handshake system. The vast workforce that was once regarded as one of SBIs strongest assets became a liability following the computerization of the bank. The introduction of this scheme leads to strong protests and SBI faced with a prospect of losing its talented employees and be left with less efficient employees (2007). The Housing Development Finance Corporation Limited (HDFC) staffing needs continued to increase particularly in the retail naming businesses in line with the business growth. HDFC aims to facilitate a combination of human resource and technology in disseminating their banking functions and practices ( 2002). The growth of the employee base was in line with the growth in the banks business and distribution both inorganically as well as organically. The Bank continues to focus on training its employees on a continuing basis, both on the job and through training programs conducted by internal and
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HSBC was born from one small idea a local bank serving local needs. In March 1865, HSBC opened its doors for business in Hong Kong and
View of Hong Kong waterfront in the 1860s when HSBC opened its doors for business. The banks first office is on the far left. today it welcomes customers all over the world. The intervening years have formed the character of HSBC. Its experiences have created its core strengths of resilience, adaptability and capability for innovation. A glance at its history explains why it believes in capital strength, strict cost control and in building long-term relationships with customers. HSBC has weathered change in all
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Celebrating the opening of a new HSBC branch in Shanghai in June 2007. Below, left: Staff of the Imperial Bank of Persias chief office in Tehran in 1934. Centre: The 1866 annual report of the Citizens Savings Bank. The business later became part of the Republic National Bank of New York. Right: HSBCs hexagon symbol is installed at the top of the new HSBC Head Office at 8 Canada Square, London.
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Introduction:Headquartered in London, HSBC Holdings plc is one of the largest banking and financial services organisations in the world. HSBCs international network comprises around 8,000 offices in 87 countries and territories in Europe, the AsiaPacific region. Through an international network linked by advanced technology, HSBC provides a comprehensive range of financial services to individuals, businesses and institutions. In total, HSBC serves over 100 million personal and almost three million commercial customers. To meet the needs of these customers, HSBC employs around 300,000 employees speaking over 100 languages. At 30 June 2010, HSBCs total assets amounted to almost US$2,500 billion. Although the Groups holding company, HSBC Holdings plc, was formed as recently as 1991, many of its principal constituent companies opened for business over a century ago and have long experience in their home and international markets. The story of the growth and development of these companies is rich in variety and
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HUMAN RESOURCE MANAGEMENT IN HSBC Right: HSBCs Head Office at 8 Canada Square, London.:-
HSBC in the Asia-Pacific region:Beginnings, 1865:HSBCs name is derived from The Hongkong and Shanghai Banking Corporation Limited, the founding member of the modern Group. The bank owed its origins to the business communities of the China coast in the 1860s. At that time, the finance of trade in the region was not well developed and most transactions were still handled by the European trading houses, or hongs, rather thanby professional banks. By the early 1860s, local businessmen needed larger and more sophisticated facilities. In Hong Kong, in particular, business leaders required specialist banking services preferably from a bank that was locally owned and managed. The founding of the bank in 1865 answered this need. The new company was the
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Early business and development:Soon after its formation in Hong Kong and Shanghai, the bank established a network of agents and branches around the world. Although that network reached as far as Europe and North America, the emphasis was placed on building up
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Banker to Asian governments:The Hongkong and Shanghai Banking Corporations international reputation in the late 19th and early 20th centuries owed much to its achievements in government finance. By the 1880s, it was acting as banker to the Hong Kong government and as sole or joint banker for British government accounts in China, Japan, Penang and Singapore. The issue of banknotes was also an important contribution to
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Business in the early 20th century:After the shock and disruption that the First World War brought to international trade, The Hongkong and Shanghai Banking Corporation looked forward to expansion in its Asian markets. The new head office at 1 Queens Road (1935) and the new buildings at major branches such as Bangkok (1921), Manila (1922) and Shanghai (1923) reflected this confidence. In contrast, the political outlook in China grew increasingly uncertain and, in South-East Asia, the bank faced heavier competition from Dutch and French banks. Throughout the 1930s, in keeping with its long-standing connections with government finance in China, the bank took a leading part in efforts to stabilise the Chinese national currency. In the Second World War, the majority of the banks European staff became prisoners of war as the Japanese advanced through Asia. Those inManchuria, Japan and Indo-China were repatriated, but most of those who failed to escape were interned. The Chief Manager, Sir Vandeleur Grayburn, and his designated successor, D C Edmondston, died while prisoners in Hong Kong. Meanwhile, in 1941, British regulators required that Arthur Morse, as Chairman of the banks London Advisory
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New alliances in Asian banking:The changes of the post-war period the concentration on Hong Kong and the closure of the branches in mainland China carried the risk that the bank was growing too narrow in its sphere of interests. Under Michael Turners leadership between 1953 and 1962, the bank avoided the risk by diversifying its business in a series of acquisitions and alliances. These additions, which included the formation of The Hongkong and Shanghai Banking Corporation of California (see page 26) and the purchase of The British Bank of the Middle East (page 22), were to be the banks first experience of working as a group of companies. In the Asia-Pacific region, key additions were the Mercantile Bank in 1959, a controlling interest in Hang Seng Bank Limited in 1965, and the formation of Wardley Limited in 1972. The Mercantile Bank, originally established as the Mercantile Bank of Bombay as early as 1853, had its own distinguished history in Asian banking. When its acquisition by The Hongkong and Shanghai Banking Corporation was completed in 1959, the Mercantile Bank was operating 35 branches, with an especially strong presence in the Indian sub-continent and Malaysia. The Mercantiles head office was
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The staff ofthe Calcutta branch of the Mercantile Bank in 1938. The branch had opened for business in 1855.
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A HK$25 note issued by The Hongkong and Shanghai Banking Corporation in Yokohama, Japan, in 1866.
New directions in Asia-Pacific:The Group has extended its services on the mainland since the late 1970s, following the introduction of Chinas open door economic policy and in support of the countrys growing international trade. In 1980, The Hongkong and Shanghai Banking Corporation opened a representative office in Beijing. More offices followed in Chinas other major cities and, in 1984, it became the first foreign bank since 1949 to be granted a banking licence, allowing the Shenzhen office to be upgraded to a full branch. In 1997 (the year in which the Peoples Republic of China resumed sovereignty over Hong Kong), HSBC was one of the first international banks to be given permission to conduct renminbi business in mainland China. By the beginning of 2010, HSBC had the largest network of any foreign bank with 99 outlets. This network has been supplemented by a series of
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The skyline of Sydney, featuring the top of HSBC Bank Australias head office in George Street. HSBC Bank Australia was established as a subsidiary in 1986.
Acquisitions and development:In its first 50 years, Midland steadily enlarged its business in Birmingham and the surrounding region. From the 1880s, it expanded its customer base by opening new
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The making of the modern HSBC Group:When The Hongkong and Shanghai Banking Corporation acquired the Mercantile Bank and The British Bank of the Middle East in 1959, it laid the foundations of todays HSBC Group. In these acquisitions and, by the later investment in Hang Seng Bank in 1965, the bank grew and diversified through subsidiary companies with their own experience and expertise. In the late 1970s, this group approach was a key factor in the strategy for expansion in markets where previously The Hongkong and Shanghai Banking Corporation was not well represented,
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What is the approximate size of HSBC, including the number of people who are employed throughout the enterprise? As an enterprise, HSBC is an organisation that is capable of bringing in, a vast amount of money/income to the business, and this therefore adds an even greater sense of just how big HSBC really is; comprising over 9,500 offices worldwide. In conclusion to this point, based on precise and up-to-date information on their financial statistics regarding the total assets that was gained by the business, is simply unique in its very own way, and from the fact sheet, which I have obtained, it states that the business gained an impressive 595 billion at 30th of June 2003, of which in simple terms this can lead us, to see the type of scale this firm operates on - in relation to the amount of customers who obtain services/financial support from HSBC, which consists of a very large amount of people, ranging from almost 100 million customers worldwide, with an even further total e-customer base of 11 million. As a result of these figures, it's not to mention that in order for HSBC to have such/or to even gaining such an amount of both customers and revenue at the same time, can be in
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Terms of reference: This report is being produced to fulfil the criteria required for Unit four of the Advance Vocational Certificate of Education (AVCE) course in Business Studies. It will give a comprehensive overview of the way's in which the human resources function(s)', within businesses are organised and managed and how they operate, and an analytical insight into the human resource management team, of the business that I' am focusing on, which is HSBC Group Plc. The report will specifically focus on the possible conflicts of interest between employees or individuals, the way's which human resources planning procedures take place, the recruitment and selection process, training and development programmes and performance management at HSBC Group Plc, in view of the current economic climate for retailing/banking.
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An Introduction to the Report: In this assignment, I have been asked to structure an analytical approach, about human resources and its effects, on one business, and to file all of my information in one simple, but sophisticatedly structured report. The report will therefore contain the following topics, as of mentioned in the first paragraph (terms of reference), and are as follows:
Human Resources Planning: This section involves information regarding human resources planning that would include information creating a strategic plan, in having the right number of employees for a businesses specific needs, which will also include information on the labour market and how they operate, within HSBC, and the effects that the following factors will have on the labour market: Employment trends; Any sort of skill shortages; If there is any forms of competition between employees; And the availability of labour (both internally and externally
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Morality is as important as earnings growth. (HSBC) The job application is very competitive and selective. HSBC expects 5,000 Job postings International management applications alone for this year. (HSBC) will have to click on their area of interest.
are placed on line and can be accessed via www.hsbc.com. After the job applicant
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Performance management:
In this section, it would involve to put information regarding 'performance management', and some examples of the following methods that HSBC uses to manage the performance of its employees: Performance reviews including appraisals; Self evaluation; Peer evaluation; Target setting for individuals and groups; Measuring individual and group output/production.
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And to find information on just how important training and development is to HSBC, in terms of enhancing the performance of individuals and groups of employees, and the need of being aware for competitive businesses to link performance reviews and evaluations to appropriate training and development needs of individuals. The information of understanding the environment which HSBC attempts to manage the performance of their employees, in particular therefore, Would need to understand the key aspects of legislations affecting factors, such as the maximum number of hours employees can work in a week, etc, the regulations governing leave arrangements (including maternity and paternity leave) and minimum wage rates. And finally within this section need to acquire the knowledge of just how employee motivation and the significance of both financial and non-financial factors in terms of motivation, and the identification of the influence that the following motivation theories/ideas have had, on the way's in which HSBC manages its employees: Frederick Taylor's principles of scientific management; Abraham Maslow's hierarchy of needs; Douglas McGregor's Theory X and Y;
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Performance Appraisal :-
INTRODUCTION :After an employees has been selected for a job, has been trained to do it and has worked on it for a period of time, his performance should be evaluated. Performance evaluation or Appraisal is the process of deciding how employees do their jobs. Performance here refers to the degree of accomplishment of the tasks that make up an individuals job. It indicates how well an individual is fulfilling the job requirements. Often the term is confused with efforts, which
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DEFINITION :Performance appraisal is a method of evaluating the behaviour of employees in the workspot, normally including both the quantitative and qualitative aspects of job performance. It is a systematic and objective way of evaluating both work-related behaviour and potential of employees. It is a process that involves determining and communicating to an employee how he or she is performing the job and ideally, establishing a plan of improvement.
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Benefits and Rewards :We are proud of our high-performance culture, which has made us one of the top 10 financial services companies in the United States. We offer our people a wide variety of employee benefits and competitive rewards, including health insurance (medical, dental, vision), life insurance, retirement and savings programs, 401(k) and other employee services. We also offer programs and initiatives that help employees manage their careers and their diverse lifestyles.Here is a quick overview of our major benefits:
Health Care :Medical, Dental and Vision Plans HSBC Bank offer options that include National/Regional Network Only Plans, Health Maintenance Organizations (HMO) and corporate- and employee-supported Health Savings Accounts (HSA). In addition, we provide vision, dental and prescription drug programs for eligible full- and part-time employees and their spouses, children and opposite or same-sex domestic partners.
Flexible Spending Accounts :Employees can enroll in tax-free health care, commuter expense and dependent care flexible spending accounts. With our industry-leading family care plus dependent care FSA, HSBC contributes 50 cents for each dollar that employees contribute, up to the plan maximum.
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Insurance, Disability and Long-term Care Programs :HSBC Bank offer basic life insurance free to eligible employees, as well as discounted supplemental life, dependent life, and accidental death and disability insurance programs. Shortand long-term disability coverage and long-term care insurance options are also available, as are group home and auto insurance plans, a group legal plan and a senior advocate plan. Work / Life Balance Adoption Assistance HSBC pays up to $5,000 toward eligible adoption expenses for each adopted child..
Child Care Centers :In specific major sites, HSBC offers child care centers, mothers' rooms, back-up child care options and a new-mother transition program.
Time Off Program (TOP) TOP provides employees with a bank of paid days off to use as they wish.
Company-paid Holidays HSBC observes a number of company-paid holidays annually. Employees who wish to observe other holidays may do so by using their TOP days.
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HSBC - North America (U.S.) Retirement and Savings Program Retirement saving is a partnership between the company and the employee. To support that partnership, HSBC offers employees two ways to build for their future.
HSBC - North America (U.S.) Tax Reduction Investment Plan and Trust 401(k) Our 401(k) savings plan offers employees a generous $3 for $1 match on the first 1 percent they contribute. In addition, HSBC matches $1 for $1 on the second, third, and fourth percent of pay they contribute. That is a total 6 percent match when employees contribute 4 percent of their income. The plan also offers the convenience of payroll deductions, tax advantages and diverse investment opportunities.
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Concierge Services :Some larger facilities offer services such as dry cleaning, a cafeteria, movie passes, a gift shop, postal services, photo finishing services, ATMs and discounts to entertainment destinations.
Merchant Discounts :All employees can take advantage of discounts and special promotions offered by national and local merchants, including savings on furniture, jewelry, cell phone plans, travel programs and tours, and health club memberships.
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9. To what extent is the human resource staff/department involved in strategic organizational decisions? 10. To what extent do the employees come to you concerning their problem? Mostly what problem are they? 11. In your opinion, what are some of the most pressing human resource issues faced by the banking industry today? Why? 12. What was the most difficult organization problem faced by the human resource department in the last few years? How was it resolved? 13. What are the quality and competence you think a HR Manager should have? 14. Are you satisfied with the role expected by the management to be performed by you? If not why? 15. What do you expect in general from a HR Manager in your organization?
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CONCLUSION:Human resource department is a basic part of the banks now days. So to run a bank well, this department has a lot of activities to do. The HR department of the HSBC BANK is the department from where the organization is actually monitored and controlled over time. In INDIA the HRM departments of Banks are highly organized and well equifed with necessary number of personnel and others. Almost all of the banks practise almost the same kind of HR activities like compensation; arrangement of training program and seminar and so on.
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