THE HUMAN RESOURCE

at

PRESENTED BY:
Shuja Osto
Arsalan
Maria Patel
Marium
Points to be discussed:
• About the BANK
• Vision & Mission
• Organization’s Organogram & Hierarchy
• The Culture
• Centralization, Formalization & Span of Control
• Chain of Command
• HR Strategy
• Objectives, Contents & Compliance
• Recruitment, Selection & Placement
• Training & Development
• Allowances & Benefits
• Performance Management System
Introduction to the Bank
Company Profile Bank Alfalah
Ticker BAFL
Major Industry Financial Services
Sub Industry Commercial Bank
Country Pakistan
Employees 6651
Operations November 1, 1997
Commenced
Branches 200
Cities 74
Business Group Abu Dhabi Group
Vision

To be the premier organization operating

locally & internationality that provides the
complete range of financial services to all
segments under one roof.
Mission Statement

To develop & deliver the most innovative

products, manage customer experience,
deliver quality services that contributes to
brand strength, establishes a competitive
advantage and enhances profitability, thus
providing value to the stakeholders of the
bank
Organogram
Hierarchy
Regional Area Branch Department
Manager Manager Manager Manager

Assistant
Manager

Officer
The Culture

Bank Alfalah aims to inculcate a nurturing and

invigorating corporate culture based on
providing a safe, healthy and supportive
environment where staff members are valued,
respected and able to realize their full
potential.
Core Values
• Humility
• Extreme Customer Care/Focus
• Courtesy and Respect
• Honesty, Integrity and Trust
• Commitment and Hard work
• Creativity, Innovation and Quality
• Justice and Fairness to all Stake-Holders
• Open, Honest and Direct Communication
• Provider of growth and equal opportunity
Internal Communication
Bank Alfalah believes in promoting open, direct
and
honest communication among all units and
individuals
of the Bank. So for that it uses:
• Bank’s Web-site
• E-Mail Facility
• BAL Newsletter
• Mentors at Branch Level
• Monthly Branch / Unit Meetings
Divisions & Departments
• Compliance
• Consumer Finance
• Human Resources 
• Information Technology 
• Media & Publicity 
• Quality Assurance 
• Risk Management 
• Training & Development
Centralization

Banks in particular have either high

centralization or low centralization depending
upon the functions & departments of the
banks.
Centralized operations in Bank Alfalah is only
high in departments such as account opening,
treasury functions and IT operations, rest is
taken care by the area manager and regional
manager.
Formalization
• Friendly Environmental Formalization
attitude towards his/her subordinates is friendly
which makes the environment free of conflicts
and disputes and to work and achieve goals of
the organization becomes easy.
• Discipline
Bank Alfalah is highly formalized in regard of
discipline, like punctuality is strictly observed
by the managers. Absence from work without
information or notice is taken serious. It affects
the organization’s goodwill in the corporate
market
Span of Control

Span of Control in Bank Alfalah is wide which is

evident from organizational structure. The
wider Span of controls in bank shows that it is
an efficient organization in terms of costs.
Controls are organized through area manager,
auditors and RMU (Risk Management Units).
Chain of Command

Two types of chain of command are observed in

Bank
Alfalah. Those are:

• CENTRAL COMMAND
• BRANCH COMMAND
Chain of Command
CENTRAL COMMAND

Divisional Assistant
Group
CEO Heads
Heads Executive
Exec. Inch. Incharge
Branch Command

Area Branch Department

Manager Manager Manager

Assistant
Manager

Officer
HR Strategy

By playing the role of a strategic partner and a

change agent, Human Resource Division of the
Bank aims to provide all units with an effective
workforce, ensure that all employees have
ample opportunities for learning and
development, and to act as an advisor to the
field management, helping them in keeping all
employees happy, motivated and productive.
HR Objectives

“To align Bank’s people and HR strategy with the

organization’s strategic direction and
objectives in a way that maximizes the return
on human capital."
(Pending Board's Approval)
Elements of the HR Strategy
a) Recruitment
b) Compensation & Benefits
c) Performance Management System
d) Retention & Motivation of Employees
e) A Nurturing Corporate Culture
f) Organized Employee Relations Programme
g) Compliance with Regulatory Requirements
Objectives & Compliance

OBJECTIVES OF HR POLICY GUIDELINES:

The HR Policy Guidelines have been prepared with the
objective of providing information and guidance to staff
members and management of branches and other
working units of the Bank.

COMPLIANCE
Management of branches and other units of the Bank must
ensure
compliance to the provisions contained in this HR Policy
Guidelines in letter
and in spirit. HRD, with the help of Area HR Coordinators, will
monitor
compliance of these policy provisions.
Recruitment, Selection & Placement

• Initiation of Staff Hiring

• Hiring of Batches
• Hiring in Small Groups
• Individual Hiring

Minimum Entry Requirements:

• Minimum entry requirement for employment in Bank Alfalah
Ltd. In officer’s cadre is graduation from a recognized
university of home country or abroad.
• Persons deputed by “External Service Providers” must possess
matriculation or higher degree.
Recruitment, Selection & Placement (Contd
..)
Recruitment of Close Relatives
BAL does not prohibit employment of close or blood
relatives
of current employees, provided that they meet
required
eligibility criteria, no conflict of interest is likely to
arise and
prior approval is obtained from competent authority.
Candidate once appointed should not be placed in the
same
Branch/Unit in which his close/blood relative is
already
working.

All candidates, at the time of interview are required

to
Recruitment, Selection & Placement (Contd
..)
Selection Responsibility and Authority:
All appointments of Branch managers, Range VII
and above require subsequent ratification from
the board.

Selection Test:
All regular and contractual candidates for Range
I, II & III must undergo a selection test
arranged by HRD / TDC.
Recruitment, Selection & Placement (Contd
..)
Selection Interview
Selection interviews should be conducted and
evidenced by duly filled interview sheets, as follows:

For Branch Staff: By Branch Manager & Area Manager

For Branch Manager & Area Office Staff: By concerned
Area Manager.
For Product Departments’ Staff: By concerned Manager
& Head of Product Department.
For Head Office Division Staff: By concerned Manager &
E.I.

Panel Interviews
Candidates for Ranges IV and above will be interviewed
by panels of senior officers at Karachi and Lahore. Panel
members will be nominated by the CEO.
Recruitment, Selection & Placement (Contd
..)

• Medical examination of the new-joiners

• Issue of Offer/Appointment Letters
• Verification of Antecedents
Hiring Methods

• Probationary Period & Confirmation of Services

• Renewal of Contract
• Placement of New Entrants
• Job Description
• Job Rotation
INDUCTION, TRAINING &
DEVELOPMENT
• In-Service Training
• Annual Training Plan
• Minimum Training For All
• Induction Training
• Batch Training
• External Training
SALARY ALLOWANCES & BENEFITS

Staff monthly salary is to be disbursed before the

end of each month usually on 26th/27th of the
month. Salary & allowances of each employee
is a confidential matter.

Advance Against Salary

Employees in need of funds for an emergency
may be
allowed advance against salary for the current
month to
be adjusted in full on disbursement of salary.
SALARY ALLOWANCES & BENEFITS
(Contd…)
∀ • Fuel in liters only in cases where Bank car has been
provided to concerned officer.
∀ • High performing staff members, whose job function
necessitates extensive travel, may be authorized some
fuel expense reimbursement. All such cases should be
forwarded to HRD by concerned branch (duly
recommended by Area Manager/Unit Head) for
processing, approval and record keeping.
∀ • Cases where monthly expenses of an officer exceed
approve limits should be referred, indicating reason,
( duly recommended by his / her supervising officer) to
concerned Assistant Executive-In-Charge, HRD for
obtaining necessary approval & record keeping.
SALARY ALLOWANCES & BENEFITS
(Contd…)
• A small limit may be allowed on functional basis, to be
advised through HRD. Based on functional requirement, cellular
phone limit for following will be as under :-
• Branch Managers:  Rs.3, 000/- p.m.
• Area Managers/Executives-in-Charge:   Rs.4, 000/- p.m.

• Bank will provide club memberships of a local club to

Executives-in-charge and Area Managers/Country Heads with
fixed monthly subscription fees. (The CEO may use his discretion
to make exceptions to these rules). One time approval of CEO
should be obtained for joining fee & monthly subscription in
each case.
SALARY ALLOWANCES & BENEFITS
(Contd…)
• Accommodation
At the discretion of the Bank’s Management,
furnished or unfurnished accommodation up to
reasonable rental value may be provided to
senior officers, transferred from their
permanent locations to fulfill the Bank’s
requirements.
• Furniture Facility
 Abolition of Existing Furniture Facility
 Staff Furniture Loan
 Furniture Allowance
SALARY ALLOWANCES & BENEFITS
(Contd…)
• Fuel Allowance
• Mobile Phone Facility
• Title Allowance
• Bank Car Facility
 Repair & Maintenance
• Profit Bonus/Special Cash Prize/Ex-Gratia
• Provident Fund (PF)
• Cash Award on Passing Institute of Bankers
Diploma Exams
• Reimbursement of professional
courses’ fee
SALARY ALLOWANCES & BENEFITS
(Contd…)
• Staff Insurance
• Hospitalization Insurance Coverage for
Employees and their dependent Parents,
Spouse and Children
 Follow-up Treatment
 Medical Checkup
• Group Mortgage Insurance Coverage
• Life Insurance Coverage
• Uniform for Non-Clerical & Maintenance Staff
• End Service Benefits
 Provident Fund (Own + Bank) plus investment
income.
 Gratuity payment
Performance Management System

Bank Alfalah’s performance management system

is improved and upgraded from time to time in
line with the Bank’s requirements, as well as
with industry practices. HRD keeps all units of
the Bank informed of the PA system and
procedure currently in use. Units are also
notified deadlines for goal setting, periodic
monitoring and final appraisals.
Resignation
A confirmed employee may resign from the
Bank’s service upon giving one month’s prior
written notice to the Bank, failing which he/she
will be liable to pay one month’s gross salary
in lieu of notice period. Management may
waive notice salary to suit bank’s requirement
Employee will not be eligible to avail leave
during notice period.
Termination
Services of a confirmed employee may be
terminated by the Bank without assigning any
reason by giving one month’s notice in writing
or on payment of one month’s gross salary in
lieu of notice period.
The Bank’s management may allow, at its
discretion, any of the benefits admissible on
retirement from the service, to an employee
whose services have been terminated except
when the terminated employee is involved in
fraud, misconduct or gross negligence.
Conditions for Retirement
• All employees of Bank Alfalah Ltd. are liable to
retire from the Bank’s services on attaining the
age of 60 years
• The Bank’s management may, at its discretion,
re-employ an employee due for retirement on
contractual basis for a defined period.
• The services of a person, who is thus
employed, may be terminated by serving one
month’s prior notice in writing or one month’s
gross salary in lieu thereof.
Conclusion

The management chain of commanding Bank

Alfalah is very simple and well defined where
there are clear reporting lines defined, at all
levels, in the organization. . It contains all the
required ingredients like timelines,
participative objective assignment, goal
specificity, and timely feedback to the
employees and from the employees.
Independent goal setting is scarcely found at
any level in the organization.
Thank you!