abl final group # 8-b 2

8/14/2019 ABL FInal Group # 8-B 2

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Submitted To:

Mr. Ghulam Hussain.

(Lecturer)

Prepar

ed By:

Group no. 8

Memb

ers:

Sweelam Khurshid 055

Shafiq ur Rehman. 065

Mudassar Latif. 060

Ali Nawaz. 088

Madiha Iqbal. 110

Sadia Aslam. 112

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Acknowledgment

First of all, we are humbly grateful to ALLAH ALLMIGHTYALLAH ALLMIGHTY WHO enabled us to complete this

project and make us what we are today.

After that, we are greatly indebted to our beloved parents who not only facilitated us with

everything that helped and supported us get so far in our educational career and achieved so

much but also encouraged and loved us so much. This enabled us to work hard and achieve our

goals.

Through this acknowledgement note, we would like to thank all those people who helped us in

the completion of this project. Without them, it would not be possible for us to attempt it. Our

friends, our university fellows who helped us gather data related to this project and also gave us

related ideas & suggestions, our teacher.

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Executive Summary

This project focuses on giving an insider view of the Human Resource Department structure, its

working and policies within Allied Bank Limited. As HR begins to play an ever-increasing role

in the survival of the modern enterprises, employee concerns emerge as the most critical but often

ignored function of the technological environment within the modern organization.

Allied Bank Limited serves this critical function with utmost importance, deciding what staffing

needs they have, recruiting and training the best employees, ensuring they are high performers,

dealing with performance issues, and ensuring personnel and management practices conform to

various regulations along with managing approach to employee benefits and compensation,

employee records and personnel policies.

This project delineates the HR policies currently practiced at Allied Bank limited. How

employees are recruited and retained, the training given to employees, how employees

performance is accessed and their pay structure is devised accordingly and how the bank retains

valuable employees in the organization

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Table of Contents

Chapter 1: Introduction .............................................................................................. 5

1.1 Back ground & History ........................................................................................ 6

Background .............................................................................................................. 6

History .................................................................................................................... 7

1.1.3 Branch network ............................................................................................ 11

Products & services ................................................................................................... 14

1.2.1 Products ..................................................................................................... 14

1.2.2 Services ..................................................................................................... 15

Management Structure ............................................................................................. 15

1.4 Departments ..................................................................................................... 16

Chapter 2: Human Resource Department ................................................................. 17

2.1 History .......................................................................................................... 17

2.2 Functions of HRD ........................................................................................... 18

2.2.1 Human Resource Planning ...................................................................... 18

2.2.2 Job Structure ........................................................................................... 202.2.3 Recruitment & selection ............................................................................. 21

2.2.4 Training & development ............................................................................. 21

2.2.5 Remuneration & reward .............................................................................. 21

2.2.6 Industrial rewards ...................................................................................... 22

..................................................................................................... 23

Chapter 3: Recruitment & Selection ..................................................23

3.1 Policy of Recruitment ...................................................................................... 24

Chapter 4: Training & development .......................................................................... 27

4.1 Orientation & Introduction .............................................................................. 28

4.2 Training Policy .................................................................................................. 28

Chapter 5: Performance management & system ...................................................... 31

5.1 Performance Appraisal Cycle ........................................................................ 32

5.2 Appraisal Criteria .......................................................................................... 32

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Chapter 6: Rewards & remunerations ....................................................................... 33

6.1 pay structure ................................................................................................... 33

6.2 benefits ........................................................................................................... 34

Chapter 7: Industrial relations ................................................................................... 35

Labor Union ........................................................................................................... 35

7.2 Health & Safety ............................................................................................. 36

Bibliography .............................................................................................................. 37

Chapter 1: Introduction

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1.1 Back ground & History

Background

Allied Bank Ltd. is one of the largest private sector banks in Pakistan in terms of assets, deposits

and advances. The Bank is principally engaged in providing corporate banking facilities to

Pakistans most valued corporations and institutions. Additionally, it also provides general

banking services to commercial, agricultural, industrial and individual customers throughout

Pakistan.

Established in Lahore in 1942, ABL was the first Muslim bank in Pre-partition India. It was

initially known as the Australasia Bank, with a paid up share capital of PKR 0.12 million, and

was renamed as Allied Bank of Pakistan Limited in 1974 and Allied Bank Limited in 2005.

Today the Bank stands on a solid foundation of over 60 years of its existence having a strong

equity, assets and deposits base offering universal banking services with higher focus on retail

banking. The Bank has the largest network of on-line branches in Pakistan and offers various

technology based products and services to its diversified clientele through its network of more

than 800 branches.

The Bank has the largest data communication network with all its branches offering real-time

online banking. The Bank offers a full range of retail, commercial and corporate banking services

with a focus on service delivery through technology.

Vision:

To become a dynamic and efficient bank providing integrated solutions in order to be the first

choice bank for the customers.

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Mission:

To provide value-added services to our customers

To provide high-tech innovative solutions to meet customers requirements

To create sustainable value through growth, efficiency and diversity for all stakeholders

To provide a challenging work environment and reward dedicated team members

according to their abilities and performance

To play a proactive role in contributing towards the society

History

Established in December 1942 as the Australasia bank at Lahore with a paid-up share capital of

PKR 0.12 million under the Chairmanship of Khawaja Bashir Bux, and his business associates,

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including Abdul Rahman Malik who was amongst the original Board of Directors, the bank had

attracted deposits, equivalent to PKR 0.431 million in its first eighteen months of business. Total

assets then amounted to PKR 0.572 million. Today Allied Bank's paid up Capital & Reserves

amount to Rs. 10.5 billion, deposit exceeded Rs. 143 billion and total assets equal Rs. 170 billion.

The Allied Bank's story is one of dedication, commitment to professionalism, adaptation to

changing environmental challenges resulting into all round growth and stability, envied and

aspired by many.

1942 - 1947: Pre Independence:

In the early 1940s the Muslim community was beginning to realize the need for the active

participation in the field of trade and industry. The Hindus had since the late 1880s established a

commanding presence in these areas and industry, trade and commerce in the undivided Sub-

continent was completely dominated by them. Banking, in particular, was an exclusive enclave of

the Hindus and it was widely believed, and wrongly so, that Muslims were temperamentally

unsuited for this profession.

It was particularly galling for Khawaja Bashir Bux and Abdul Rahman Malik to hear the gibe that

Muslims could not be successful bankers. They decided to respond to the challenge and took lead

in establishing this first Muslim bank on the soil of Punjab that was to become Pakistan in

December 1942; by the name of Australasia Bank Limited.

The initial equity of the Bank amounted to Rs 0.12 million, which was raised to Rs 0.5 million by

the end of first full year of operation, and by the end of 30 June 1947 capital increased to Rs.

0.673 million and deposits raised to Rs 7.728 million.

1947 to 1974: Australasia Bank:

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Australasia Bank was the only fully functional Muslim Bank on Pakistan territory on August the

14th, 1947. It had been severely hit by the riots in East Punjab. The bank was identified with the

Pakistan Movement. At the time of independence all the branches in India, (Amritsar, Batala,

Jalandhar, Ludhaina, Delhi and Angra (Agra)) were closed down. New Branches were opened in

Karachi, Rawalpindi, Peshawar, Sialkot, Sargodha, Jhang, Gujranwala and Kasur. Later it

network spread to Multan & Quetta.

The Bank financed trade in cloth and food grains and thus played an important role in

maintaining consumer supplies during riot affected early months of 1948. Despite the difficult

conditions prevailing and the substantial set back in the Banks business in India, Australasia

Bank made a profit of Rs 50,000 during 1947-48.

By the end of 1970 it had 101 branches. Unfortunately it

lost 51 branches in the separation of East Pakistan which

became Bangladesh. The bank did well in despite losing lot

of its assets. By the end of 1973 the bank had 186 branches

in West Pakistan.

1974 to 1991: Allied Bank:

In 1974, the Board of Directors of Australasia Bank was dissolved and the bank was renamed as

Allied Bank. The first year was highly successful one: profit exceeded the Rs 10 million mark;

deposits rose by over 50 percent and approached Rs 1460 million. Investments rose by 72 percent

and advances exceeded Rs 1080 million for the first time in bank history. 116 new branches were

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opened during 1974 and the Bank started participation in the spot procurement agriculture

program of the Government. Those seventeen years of the Bank saw a rapid growth. Branches

increased from 353 in 1974 to 748 in 1991. Deposits rose from Rs 1.46 billion, and Advances and

investments from Rs 1.34 billion to Rs 22 billion during this period. It also opened three branches

in the UK.

1991 to 2004; Privatization:

As a result of privatization in September 1991, Allied Bank entered in a new phase of its history,

as the worlds first bank to be owned and managed by its employees. In 1993 the First Allied

Bank Modaraba (FABM) was floated.

After privatization, Allied Bank registered an unprecedented growth to become one of the

premier financial institutions of Pakistan. Allied Banks capital and reserves were Rs. 1.525

(Billion) and assets amounted to Rs. 87.536 (Billion) and deposits were Rs. 76.038 (Billion).

Allied Bank enjoyed an enviable position in the financial sector of Pakistan and was recognized

as one of the best amongst the major banks of the country.

In August 2004 as a result of capital reconstruction, the Banks ownership was transferred to a

consortium comprising Ibrahim Leasing Limited and Ibrahim Group.

2005:

In May 2005 Ibrahim Leasing Limited was amalgamated by transfer to and vested in with and

into Allied Bank Limited. ILL shareholders were issued ABL shares in lieu of the ILL shares

held by them. Application for the listing ofABL shares in all the Stock Exchange Companies of

Pakistan was made. ABL was formally listed and trading of the shares of the Bank commenced

w.e.f. the following dates.

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Islamabad Stock Exchange- 8 August 2005

Lahore Stock Exchange- 10 August 2005

Karachi Stock Exchange- 17 2005 August

Faisalabad Stock Exchange- 26 August 2008

2007:

Muhammad Aftab Manzoor has taken charge as CEO and President of the Bank on August 13,

2007. He is an ex-president of MCB bank Ltd. In 2008, Allied Bank has won The Corporate

Finance House of the Year (Banks) award for the second consecutive year.

Today the Bank stands on a solid foundation of over 63 years of its existence having a strong

equity, assets and deposits base offering universal banking services with higher focus on retail

banking. The bank has the largest network of on-line branches in Pakistan and offers various

technology based products and services to its diversified clientele through its network of more

than 700 branches.

1.1.3 Branch network

Allied Bank is now one of the largest banks in Pakistan, operating through a network of 766

branches in over 300 cities and towns offering real-time online banking. The bank has in place

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the largest ATM network in the country with 502 ATMs in more than 145 cities and towns across

Pakistan.

Some major cities where Allied Bank Limited has it branches are depicted in the subsequent map

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Products & services

1.2.1 Products

1. Deposit products

a. Current account

b. Allied business account

c. PLS saving account

d. Allied basic banking account

e. Foreign currency deposits

f. PLS term deposit

g. Allied Munafa account

h. Manahana Amadni package

i. Allied Bachat scheme

j. Behtar Munafa account

k. Behtar Munafa term deposit

l. Allied e-savers account

2. Alternative delivery channels

a. Allied Cash + Shop Visa debit card

b. Online banking

c. Internet banking

d. Helpline

3. Consumer products

a. Visa Credit card

4. Lending products

a. Seasonal finance

b. Agricultural finance

c. Import export business / Trade finance

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d. Running finance

e. Demand Finance

5. Corporate leasing

1.2.2 Services

1. Home Remittances

2. Remittances

3. Hajj services

4. Utility bills

5. Lockers

6. Commodity operations

7. ATM network

Management Structure

The management of the bank comprises of seasoned bankers led by CEO and is divided into

different groups on functional basis. At the management level, there exist six major committees

including

Management Committee,

Human Resource Committee,

Risk Management Committee,

Assets and Liabilities Committee,

Compliance Committee

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IT Steering Committee.

1.4 Departments

No bank can be expected to operate efficiently unless all employees with in a department,

division or section know:

a) From whom they are to receive the work they are to do.

b) What they are supposed to do with the work after they receive it.

c) How they are supposed to handle the operation of item.

d) When they are supposed to do work, perform the operation.

e) To whom they give the item or function after finishing it.

To perform the functions efficiently the bank has its Head Office in Karachi, which is controlled

by the president of the Bank. The bank has regional office under head office in major areas of the

country. Regional Chief heads this office. The region Consist of many zonal offices with a zonal

chief. There are many branches in a zone to carry the functions effectively and performing

customer services locally.

ABL Ltd. is functionally organized into divisions and divisions are further divided into

department and sections. Every province has its own regional office and zonal offices. Executive

vice president heads the divisions and departments are further headed by OGI (Officer of Grade

I). Manager heads branches.

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Chapter 2: Human Resource Department

HR (Human Resource) management is an often-underestimated task in work-environments.

However, it is adequate and conscientious HR management that will establish and retain aqualified, well-cooperating workforce and therefore, ultimately, an increase of organizational

growth, efficiency, and profitability.

Allied Bank is amongst the leading commercial banks in the country and has always played a

pioneering role in introducing innovative, technology-based banking services. The role played by

its human resources is highly valued, both in terms of their skills and dedication in implementing

unique banking services.

2.1 History

Allied Bank of Pakistan always aims to achieve edge in human resource by:

Inspiring and motivating its people.

Developing its people to strive for higher standards.

Driving an open minded and enterprising corporate culture where people through

leadership at all levels dare to dream, dare to try, dare to fail and dare to succeed.

Attracting and recruiting the best talent

Allied Bank has a very defined and well structured department and its various policies of keeping

each employee productive part of the organization are intoned with the corporate worlds

requirement.

Employees in the company are largely committed to their organization and have shown progress

in the company. Employees are satisfied with the HR department of Allied Bank. Humans are the

basic tool for having competitive edge in the market for most of the organizations and Allied

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Bank is one of these. Allied has one of the best HR systems in Pakistan that gives it an edge over

its competitors. The development of human resource continued to receive utmost attention of the

Management. Towards this end the Bank inducted qualified personnel, such as MBAs &

M.Coms who were also required to undergo vigorous extended training of the existing personnel

training programs continued with main thrust on computer appreciation to encourage computer

usage in the Bank.

2.2 Functions of HRD

All the functions of HRM are proper working in the organization to enhance the productivity of

workforce.

2.2.1 Human Resource Planning

Human resources (HR) planning is a process that identifies current and future human resources

needs for an organization to achieve its goals. At ABL HR planning serves as a link between

human resources management and the overall strategic plan of an organization.

Human Resource Department is fully functioned in the organization. It indicates the current and

future need of human resource. It also planned according to the need of the organization. For

Allied Bank Limited, Human Resource Planning (HPR) is the pattern of planned human resource

deployments and activities intended to enable the organization to achieve its goals. Hertz believes

in having the Right number of people with right skills at right place at right time to implement

organizational strategies in order to achieve organizational objectives

In light of the organizations objectives, corporate and business level strategies, HRP is the

process of analyzing an organizations human resource needs and developing plans, policies, and

systems to satisfy those needs.

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HR Strategies:

Human resource department is putting its efforts towards nurturing a winning corporate culture

and building organizational capabilities by ensuring that its people at all levels are both able and

willing to perform at consistently exceptional levels. At Allied Bank the people have been

empowered to a large degree by minimizing out dated rules /regulations and plan to further

eliminate the bureaucratic barriers to capitalize on their ingenuity and talent.

HR strategy refers to the specific human resource management course of actions that a company

pursues to achieve its objectives. But how these strategies/policies/practices are formulated and

implemented at Allied Bank. There is a whole process behind this.

The top team continues to play its role in providing the guidance and support to people at all

levels. The HR (peoples) function ensures that it leads the transformational change by nurturing

a climate, which would help in converting the huge potential at disposal of the company into

world-class performance.

The active and effective role played by HR in people development at different levels

organizational, departmental and individual is considered in Allied Bankto be one of the most

critical factors leading to the development of a winning corporate culture. The effort continues to

be directed towards developing the skills of the shop floor employees, improving competencies

of Business Support Officers (BSOs), and enhancing the leadership qualities of managers.

Like most big organizations, the development of HR Strategies is also done in accordance with

companys mission. First, Strategic planners analyze what actually is the prevalent culture of the

organization, what are the strengths, weaknesses, opportunities, threats (SWOT analysis) of

business and its market, and on the basis of all the above analysis, companys strategic plan is

established. In the end HR strategies are formulated in accordance with this overall

business/companies strategic plans.

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2.2.2 Job Structure

2.2.2.1 Job Analysis

It includes the following two types.

a) Job Description

b) Job Specification

2.2.2.1.1 Job description

It describes the job status means role statement of the employee.

All new employees of the Bank should initiate preparation of their Job Description and shouldget it finalized with the help of their immediate supervisors within 30 days of joining at their

place of posting. The Job Description duly signed and agreed by both the employee, his/her

immediate supervisor and manager should be sent to HRD for record. Concerned Branch

Managers/ Area Managers (and in case of Head Office Staff, concerned Departmental Heads will

be responsible for compliance of this requirement

The purpose of the Job Description is to clearly define the job responsibilities of each employee

and to ensure that the employees are made aware of and understand what is expected from them.

The standardized Job Description Form is made available to all employees at the time of joining.

Components of Job Description Form:

ABLs Job Description Form has a standardized format, which comprises of employees brief

service particulars like name, Job Title, Department/ Branchs Name, salary range, basic and

gross. It also contains the name of the reporting officer, with his job title and salary range

ABLs JD Form include what employee actually does, how he or she does it, and what the jobs

working conditions are. It contains sections that cover the following information about the job:

Purpose of Job (Summary)

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Primary duties and responsibilities

Secondary/ Additional Responsibilities

Performance Standard

How many staff reporting to employee

Working relationships/ Contacts within and outside the Bank

Job Specification which shows the desired human traits and experience for the job (to be

completed by Reporting Officer)

Job Description form has to be signed by the Job Holder, immediate Reporting Officer and

Branch Manager/ Departmental Head at HO.

2.2.2.1.2 Job specifications

It describes the minimum qualification of the job

2.2.3 Recruitment & selection

Recruitment & selection is made according to the nature of the job in the organization. HRM

department hires the competent applicants in order to achieve the desire result.

2.2.4 Training & development

HRM department is working as learning organization in which innovation is made through

training & development. For this purpose organization held the annual training meeting

(according to need & change in the environment)

2.2.5 Remuneration & reward

Allied Bank has adopted the policy of motivating its employees through increase in salaries,

enhancement in the coverage and amount of group insurance, reimbursement of educational

expenses, improvement in medical facilities and recognition of their contribution etc.

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2.2.6 Industrial rewards

Organization has good relation with other banks (Banking Industry) because every bank makestransactions with other banks on the behalf of customers. Every bank wants to establish good

relation with banking industry (Pakistan Banks Association)

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Chapter 3: Recruitment & Selection

After the Privatization of ABL central office at Karachi is dealing with the appointments to

different officers posts. And the central office also fills other executive posts. For certain posts

the executives also have right to appoint the qualified persons. But the main criteria of

appointment are by test and interviews.

Recruitment is an act of seeking prospective new employees or members for an organization.

Recruitment is a vital function for an organization to maintain its personnel. In Allied Bank, theactivity to fill a vacancy or a new job starts with the requirement communicated by the respective

managers to the HR department. The HR department then looks for the possibilities of internal

and external recruitment.

Flow Chart of R & S:

If there is any vacancy in any department then HOD makes a form in which all the detail ofvacancy is written according to the need in the department. HOD writes the Job Grade and Pay

scale in the form which is called Personal Requisition Form. The flow chart starts with vacancy

and ends with contract letter.

Vacancy

Personal Requisition Form

Advertise the Vacancy

Written Test

Short Listing

Interview

Reference & Background Verification

Offering the Job

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Employee Agreement

Contract Letter

Effective recruitment is important in achieving high organizational performance and minimizing

labor turnover. ABL by and large has following aspects in mind when practicing recruitment

practices:

Manage and measure recruitment & selection as an ongoing core process to foster

continuous improvement.

Identify and target multiple, rich sources of candidates and actively market to them.

Develop strong Internet recruiting capabilities to drive recruitment process efficiency

and effectiveness.

3.1 Policy of Recruitment

Internal Recruitment:

It includes the following

a) Transfer (horizontal movement in the same jobs)

b) Promotion (lower grade to upper grade)

ABL prefers the internal sources of recruitment because old employees are familiar with the ABL

policies it also saves the hiring & advertisement cots. In Allied Bank, internal recruitment is

done for the managers of the higher grade and directors. When a position is vacant, the HR

department views the past performance of the people working at lower levels than the vacant

position and chooses the right person who is promoted to that position.

At the manager and director level, the internal recruitment process is mostly carried out but when

managerial position is vacant and a suitable person is not available for the desired post from with

in the organization then external recruitment is carried out.

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External Recruitment:

For external recruitment in Allied Bank, the line managers are required to make a requisition

form for the job in which they have to mention their need taking in account the budget for

establishment and salaries for the position of Management, Business Support Officers and

Workers. Role profile for the specified job is also prepared matching up the requirement and the

grade of the job. Training period is also specified on the requisition form.

The requisition form along with the role profile is sent by the line manager to the functional

director for his approval and then forwarded to HR Manager. The HR manager confirms the

availability of budgets required for establishment, salaries and cost of advertisement for the job.

After all this, the requisition form along with the job profile and the budget forecast is sent to the

HR Director for his final approval.

After approval from the HR director the HR manager and the line manager work hand in hand to

prepare job and person specifications for advertising or giving to the Head Hunters. The sources

that Allied Bankuses to attract applicants are:

Inviting applications through advertisement

Recommendations from the head hunters

Applications obtained from the data bank ofAllied Bankwhere direct applications are

received from time to time.

After a substantial amount of applications have been received, the line and the HR managers

again work together to shortlist the applications. This is done by carefully going through all the

application and by giving different weight age to the following criteria:

Quality of early schooling

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Grade obtained

Extra Curricular activities

Overseas travel and education

Age Target University

Relevant experience

The HR Department then issue call letters to the short listed candidates along with blank

application forms by Date, time and venue for the preliminary interview is advised and

candidates are asked to bring along completed application forms. A two-member panel of HR

and line management carries out competency-based interviews focusing on functional skills and

managerial and supervisory skills.

After the preliminary interview is cleared people applying for different jobs are tested in different

ways. The following management competencies are assessed by a panel of cross functional

assessors In the case of management selection:

Communication skills

Resource management

Rational decision making

Influencing

Creative thinking

Business development

The HR department is responsible for overall administration of the assessment centre including

training of the assessors. The HR department provides details of remuneration package and

terms and conditions of service. The HR department also prepares appointment letter, service

agreement and finalizes other documentation for service record. For this purpose ABL also

selects the some professional institutes for R & S

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Chapter 4: Training & development

Allied Bank Limited has five training academies, two in Lahore, two in Karachi, and one in

Islamabad. In these training academies the new as well as the existing staff get training. When a

new employee comes in ABL then most often he is sent to any of these academies for training.

The training period may be minimum of one-month up to maximum of one year. The training

period depends upon the nature of the job. During the training the new employees are acquainted

with all the necessary information about their jobs.

Some general benefits ABL extract from employee training are:

increased job satisfaction and morale

increased motivation

increased efficiencies in processes, resulting in financial gain

increased capacity to adopt new technologies and methods

increased innovation in strategies and products

reduced employee turnover

When any change occurs in the policies of the Bank, then the seminars are held in these an

academy in which employee as well as executives participates to get information about the new

policies of the Allied Bank. For example if the Bank policy regarding the financing schemes

change then the Managers of the Advances Section are invited in these seminars. They learn

about the new changes and then implement these changes in their branches.

In these academies a permanent staff is present for the training of employees. However, if

requires, subject specialists are invited to deliver lectures on certain subjects. For example the

Bank has a contract with Sajjad Associates which send its executives to deliver lectures on

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project financing. In order to enhance the capabilities of the employees, ABL has chalked out a

comprehensive training and skill development program.

4.1 Orientation & Introduction

Allied Bank has a very well organized and well established HR department that practices all the

HR strategies which are beneficial for the organization. As other departments are well established

and operational for there matters, HR department is empowered to develop and plan what so ever

is required for the company.

Orientation and induction is required for employee familiarization with the organization and

Allied Bank is well aware of this fact. Affiliation with organization is only possible if the

employees are informed about each and everything. When the employee is hired he get proper

orientation and that orientation may exceed too few months until he get the feeling of affiliation

and get to know the organization well.

4.2 Training Policy

Training is a planned effort by a company to facilitate employees learning of job-related

competencies. These competencies include knowledge, skills or behaviors that are critical for the

successful job performance.

At Allied Bank, there is a continuous assessment of the technical and managerial skills. For the

further enhancement of these skills formal training programmes offered at all levels. The

employees are provided with opportunities to put these skills into practice, in preparation for the

move to a managerial role.

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Training is viewed at Allied Bank as a way of creating intellectual capital. Employees are

expected to acquire new skills and knowledge, apply them on job and share this information with

other employees. The training is cross-functional for sharing of skills.

The employee are trained periodically either locally or abroad according to preplanned schedules.

The objective of such training is to upgrade the capabilities of employees.

If an employee attends an overseas training then he/she has to serve the company for a certain

period after the date of completion of training subject to the cost and duration of training itself. In

case an employee leaves the company during this period he/she will have to pay the amount

specified at that point in time.

Training Methods:

On Job Training

Special Training Sessions

Team Building

Problem Based

Refresher Courses

Types of Training in Allied Bank:

On a general basis the training done in Allied Bank can be divided into two categories:

Soft Skill Training:

Helping the employees develop a stronger base of knowledge on topics that affect their personal

lives can make them more productive and less distracted in their jobs. Soft skill development

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courses in areas like personal finance can help your team better manage the most important areas

in their personal lives. This includes the following things for e.g.

Conflict management training

People management training

Communication skills

Time management training

Teamwork training etc

Technical Training:

It includes the computer base training in which employees are trained according to the new

technology in which banks is dealing.( peach tree accounting management, oracle, database etc)

This type of training has direct effect on the job of the employee. Specific skills are focused and

developed accordingly. The engineering trainings of Allied Bank are also included with this

along with

Customer Services training

Sales related training

Marketing and technology training etc.

All these types of training are done to enhance the employees job skills at the level he is at.

Training programs leads to:

Leadership

Influencing

Creative Problem Solving

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Chapter 5: Performance management & systemReviewing performance and taking positive steps to develop employees further is a key function

of management and is a major component in ensuring the success of the company through

effective employee performance.

Success of ABL is directly related to the commitment and productivity of the people who work in

business. Performance management is a considered vital for the bank. Its objective is to improve

overall productivity and effectiveness by maximizing individual performance and potential.

Performance management is concerned with

improving individual and collective performance;

communicating management's expectations to staff;

improving communication between senior management and staff;

assisting staff to enhance their career prospects through recognizing and rewarding

effective performance;

identifying and resolving cases of underperformance; and

Providing training for improving performance of employees

A review is about ensuring people know what levels of performance are expected of them and

then taking action to ensure they are trained and developed to perform effectively. The intent of

these appraisals is to review current job performance and responsibilities, set goals and discussfurther opportunities with reference to past performance at ABL

Objectives of Performance Appraisals

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To measure the work performance

To motivate and assist employees in improving their performance

And achieving there professional goals

To identify employees with high potentials for advancements

To identify employees training and development needs

To provide a solid path for career planning for each individual

It bases on goal achievement of individual & group. In ABL it depends on deposit, advances &

any given target by the bank. It varies according to situations in which employee is dealing with

his customers.

5.1 Performance Appraisal Cycle

It starts with calendar year & ends with calendar. Training & development is the basic purpose of

the cycle. As we know training & development are conducted according to the need of the

Human Resource.

5.2 Appraisal Criteria

Reviewing performance and taking positive steps to develop employees further is a key function

of management and is a major component in ensuring the success of the company through

effective employee performance.

A review is about ensuring people know what levels of performance are expected of them and

then taking action to ensure they are trained and developed to perform effectively.

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Chapter 6: Rewards & remunerations

The policy of motivating bank employees through increase in salaries, enhancement in the

coverage and amount of group insurance, reimbursement of educational expenses, improvement

in medical facilities and recognition of their contribution etc.

Allied Bank has a separate department for compensation. That department deals in staffing and

compensation planning. First of all this department has all the information regarding who is being

employed and how it is performing. What so ever promises are made to the employees, they

know that. So its easy for them to design compensation plans because they know every

employee which is being hired.

Compensation and benefit plans are particularly based on performance. If performance is up to

the standards of Allied Bank and the employee has good conducts he is rewarded. After

performance evaluation, results are rechecked and matched with the standards. Based on that,

proper compensation plans are designed.

6.1 pay structure

The company will pay salaries of the employees as fallows

o All new employees have to open bank accounts in specified banks prescribed by the

company so that their salary will be credited at the end of each month.

o After opening account with the bank employees forward his account number to HR.

o Upon termination of services the employee will receive his salary within 15 days up to the

time of date of his last working day.

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o Upon resignation the employee will be paid his dues during a maximum period of 15 days

from the date he left the job.

6.2 benefits

Promotions:

Promotions are reward management technique used at ABL to motivate employees. In Allied

Bank promotions are based on the merit and seniority (experience) basis. The one who performs

well consistently over time gets reward in the form of promotion.

Bonuses:

The employee may receive 1 to 3 month bonus subject to evaluation of accomplished objectives.

In Allied Bank the reward system is based on the individual performance and individual

employee performance is judged for the reward. The manager of respective departments

recommends a candidate from his section for the reward purpose to HR.

Intrinsic and Extrinsic rewards given to employees at ABL include:

Smart/Quality work

Exceptional performance in a project

Targets achievements

Special assignments

Medical care

Life insurance

Vacations

Recreation

Club Policy Travel

Education assistance policy

Mobile phone

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7.2 Health & Safety

The safety of employees is the organizations responsibility. Accidents, precaution and efficient

work go hand in hand.

At ABL the interest in practicing safety prevention is encouraged by:

a) Setting good examples.

b) Acting upon safety records.c) Reviewing safety programs.

d) Holding personal interviews or group conferences.

e) Starting activities that will stimulate and maintain employees interests.

No phase of operation of administration is of greater importance than accident prevention. It is

the policy of the bank to provide and maintain safe and healthy working conditions and to follow

operating practices that safeguard all employees and result in safe working conditions andefficient operations. Proper First Aid Kit will be available at all ABL Offices including remote

locations.

There is no need for such measures at ABL as maximum jobs do not expose you to the health

hazards and are not such that require safety measures. However, there is a tendency of being safe

in every human.

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Bibliographyo www.abl.com

o http://www.sbp.org.pk

o http://www.ablamc.com

o Annual Book of ABL

o News letter of ABL

Resource Person

Muhammad Jamil

Officer/PA to RH

Regional Office

51-c, old civil lines

Sahiwal.

Muhammad Aslam Khan

Manager

Chak No 89/6-r

Sahiwal.

Muhammad Hafeez Ch

Manager

Farid Town Phase 11

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Sahiwal.

abl final group # 8-b 2

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