1. Welcome to Our Presentation By-Luminous Group

2. Presentation on:  HRM practices on multinational company in Bangladesh ( Standard Chartered Bank Ltd.)

3. Name of group members SL no.NamesID no. 01Saima Haque171327505 02Mahmuda Khatun171327508 03Mahmudul Hasan Pias171327523 04Nishat Salsabil171327533 05Md. Zamilur Rahman Khan171327543

4. Overview of the organization  The oldest and largest foreign bank in Bangladesh.  Establish in 1905 but founded in Bangladesh in 1948  26 branches and booths, 83 ATM’s all over the country  Only bank that never closed its doors over 110 years of banking operation in the country  Employing over 2000 people  Leader and pioneer in retail banking

5. Vision & Mission Vision:  To be the most efficient financial intermediary in the country. Mission:  To consistently held the customer make intelligent financial choices  To be the preferred provider of the highest quality services in the chosen business area,  To be a workforce of choice

6. Objectives & Strategies Objectives:  To ensure high return on investment  To remain as the market leader  To play a significant role in the economic growth in this country. Strategies:  Promotional activities  Offering a very wide range of innovative products  Introducing more convenient and comfortable means of banking.

7. Human Resource Process of Standard Chartered Bank in Bangladesh

8. Human Resource Planning & Forecasting  Planning process of SCB:

9. Forecasting process of SCB:

10. Job analysis

11. Methods of Job Analysis in SCB  Individual interview method  Observation method  Structured questionnaire method

12. Recruitment & Selection

13. Recruitment process of SCB Manager notifies of vacancy HR department posts job opening HR receives bids from interested applicants HR department screens candidates List of candidates given by human resources to managers Call for test and interview Filling position

14. SCB’s Strategies of recruitment  Recruit great people  Set them clear objectives that play to their strengths  Provide great development to build on their strengths  Recognize and reward exceptional performance

15.  Recruitment budget 20%-25% of total budget

16. Types of recruitment  External recruitment Job advertisement Job watch SCB global career website  Internal job recruitment Employee referral SCB global career website

17. Selection process of SCB

18. Orientation  A 2-day comprehensive orientation

19. Training & Development  Training design process of SCB:

20. Types of training in SCB  Orientation training  On the job training  Coaching  Mentoring  Job rotation  Apprenticeship  Off the job training Case study analysis Game playing Role play  E-learning  Performance related training

21. Compensation & Benefits  Compensating and usefulness the Sales Force:  The key to a successful sale compensation program is achieved in three steps:  Clearly essential sales goals that are realistic but challenging  Tracking and measuring presentation against goals  Rewarding achievement with competitive and motivational compensation  Sales compensation packages typically include one or more of the following workings:  Base Salary  Periodic incentives tied to short-term goals  Annual Incentives tied to longer-term sales activities  Commission-based incentives  Perquisites to facilitate sales efforts

22. Executive Compensation and usefulness:  Base Salary  Annual Incentives  Long-Term Capital Accumulation  Deferred Compensation Arrangements  Supplement Benefits and Perquisites  Special Severance and Retirement Arrangements  Employment and Change of Control Agreements

23. Control  Employee relations:  Managerial prerogatives for recruitments, talent management, performance management and discipline are non-negotiable  Organization will follow the legal standards and regulations in the countries that they operate in.  Organization will encourage a performance culture design to recognize individual performance. Superior performance will be rewarded differentially.  Organization will focus on driving employee engagement at all levels.

24. Employee engagement  Creating a working environment where employees can apply their individual talents.

25. Employee discipline  Minor conduct or performance issues dealt with informal disciplinary procedures  Gross misconducts and gross incompetence may warrant summary dismissal or other wise suspension pending inquiry.

26. Employees view to the SCB:  Organization hires qualified employees and for their contribution organization provides a good compensation benefits.  Employees are satisfied with their compensation packages and benefits,  They like to grow their career with this organization and they are motivated to work for this organization,  They are satisfied with the job.

27. Suggestions Based on the study, several suggestions have been making. These include:  In order to successful demeanor the performance measurement process, Standard Chartered Bank should formulate effective internal and external communication mechanism.  A conceptual framework understood by all levels of the bank should be developed.  Accountability for results must be clearly defined and well understood.  Performance measurement system must provide intelligence for decision makers rather than just compiling data.

28.  Compensation, rewards and recognition should be linked to performance measurements.  Performance evaluation should be positive and not punitive.  Employees should be specific as to what is expected from them so that they direct their efforts towards achieving those expectations.  Feedback on the evaluation should be provided to the employees so that they can improve their performance.  Lastly, performance measurement systems should not be seen as an end, but a beginning.

29. Thanks to all