HRM in Dhaka Bank Ltd | The Lawyers & Jurists

HRM in Dhaka Bank Ltd.

1.1 Introduction:

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.

Employees are the core resources of any organization, without them, one cannot run their organization and human resource is conducted with the growth of development of people toward higher level of competency, creativity and fulfillment. It keep employees become better more responsible person and then it tries to create a climate in which they contribute to the limits of their improved abilities. It assumes that expanded capabilities and opportunities for people with lead directly to improvement in operating effectiveness. Essentially, the human resource approach means that people better result.

Dhaka Bank Limited always determine what jobs need to be done, and how many and types of workers will be required. So, establishing the structure of the bank assists in determining the skills, knowledge and abilities of job holders. To ensure appropriate personnel are available to meet the requirements set during the strategic planning process.

This effort is to determine what HRM requirements exists for current and future supplies and demands for workers. Because this bank believes that the quality work comes from quality workers who are well motivated and ready to take challenge to provide better service.

Profile of Dhaka Bank Ltd.2.1 Background:

Bangladesh economy has been experiencing a rapid growth since the ‘90s. Industrial and agricultural development, international trade, inflow of expatriate Bangladeshi Workers’ remittance, local and foreign investment in construction, communication, power, food processing and service enterprises ushered in an era of economic activities. Urbanization and lifestyle changes concurrent with the economic development created a demand for banking products and services to support the new initiatives as well as to make channel consumer investments in a profitable manner. A group of highly acclaimed businessmen of the country grouped together to respond to this need and established Dhaka Bank Limited in the year 1995.

The bank was incorporated as a public limited company under the Companies Act. 1994. The Bank started its commercial operation on July 05, 1995 with an authorized capital of TK. 1,000 million and paid up capital of TK. 100 million. The paid up capital of the Bank stood at TK. 1289.50 million as on 31 December 2006. The total equity (capital and reserves) of the bank as on 31 December, 2001 stood at 1,209.97 million including the sponsor’s capital of TK. 338 million.

The Bank has 45 branches across the country and a wide network of correspondents all over the world. The bank has plans to open more branches in the current fiscal year to expand the network. The Bank offers the full ranges of banking and investment services for personal and corporate customer, backed by the latest technology and a term of highly motivated officer’s and staff.

Dhaka Bank Ltd. is the preferred choice in banking for friendly and personalized services, cutting edge technology, tailored solutions for business needs, global reach in trade and commerce and yield on investments.

2.2 Key facts about Dhaka Bank Limited:

The Banks that were given license during the mid 90’s are called the 2^nd Generation private Commercial Banks. Dhaka Bank Limited (DBL) is one of them that incorporated as a public limited company under the Companies Act in 1994 and is governed by banking Companies Act, 1991. The Bank started its commercial operation on July 05, 1995. Since its incorporation, DBL has proved itself as a true development partner of the Government in developing the national economy providing efficient banking services to different sectors of the economy. Some important facts about Dhaka Bank Limited are given below:

Name of the Company	Dhaka Bank Limited
Legal Form	A public limited company incorporated in Bangladesh on April 06, 1995 under the Companies Act 1994 and listed in Dhaka Stock Exchange Limited & Chittagong Stock Exchange Limited.
Date of Commencement	July 05, 1995
Registered Office	Biman Bhaban (1^stFloor), 100 Motijheel C/A, Dhaka-1000, Bangladesh
SWIFT Code	DHBLBDDH
Web page	www.dhakabankltd.com
Managing Director	Mr.Khandaker Mohammad Fazle Rashid
Company Secretary	Mr. Arham Masdul Huq
Auditors	Aknabin
Capital Structure at Formation:	Authorized capital BDT 100 Crore Paid up capital BDT 10 Crore
Capital Structure as on June, 2010:	Authorized capital BDT 600 Crore Paid up capital BDT 266 Crore

2.3 The Mission:

Its mission statement is-

“To be the premier financial institution in the country providing high quality products and services backed by latest technology and a term of highly motivated personnel to deliver Excellence in banking”.

2.4 The Vision:

There vision statement is-

“At Dhaka Bank we draw our inspiration from the distance stars. Our team is committed to assure a standard that makes every banking transaction a pleasurable experience. Our endeavor is to offer you razor sharp sparkle through accuracy, reliability, timely delivery, cutting edge technology, and tailored solution for business needs, global reach in trade and commerce and high yield on your investment.

Our People, products and –processes are aligned to meet demand of our discerning customers. Our goal is to achieve a distinction like the luminaries in the sky. Our prime objective is to deliver a quality that demonstrates a true reflection of our vision- Excellence in Banking.”

2.5 Goal of DBL:

The people, products and processes of Dhaka Bank are aligned to meet the demand of the discerning customers. Their goal is to achieve a distinction in the sky. Their Prime Objective is to deliver a quality that demonstrates a true reflection of our vision-

Excellence in Banking.

2.6 The values:

· Customer Focus

· Integrity

· Teamwork

· Respect for individual

· Quality

· Responsible Citizenship

2.7 Strategic objectives of DBL:

· Dhaka Bank’s objectives are to conduct transparent and high quality business operation based on market mechanism within the legal and social framework spelt in their mission and reflected in their vision.

· Their greatest with qualitative business as a sustainable ever growing organization and enhance fair returns to their shareholders.

· They are committed to their community as a corporate citizen and contributing towards the progress of the nation as their corporate social responsibility.

· Their employees are their backbone. DBL promote employees well being through attractive compensation package, promoting staff morale through training, development and career planning.

· DBL strive for fulfillment of their responsibility to the government through paying entire range of taxes and duties and abiding the other rules.

· They are cautious about environment & climate change & dutiful to make their homeland a green and clean soil.

2.8 Customer charter:

DBL seek to build long- term, sustainable beneficial relationship with all the customers based on the service-commitments and on their underlying values of mutual respect, the pursuit of excellence and integrity in all their dealings.

· Primary concern is to understand and satisfy customer’s needs and expectations. Promise to use all means open to establish and understand these needs which are both mutually beneficial and respect the values and principles in all aspects.

· Promise to deal quickly, courteously and accurately with all correspondence.

· Should disagreement arise between customer and bank they undertake to seek a speedy and equitable solution, which takes account of the rights and obligations, both parties and is framed in the context of a long term and enduring relationship.

· Believe in openness, integrity, transparency and accountability and provide high standard of services to the valued customers.

· Create customer value, loyalty and equity, which create customer delight over a lifetime of patronage.

2.9 Recognition:

Dhaka Bank Limited was rated by Credit Rating Agency of Bangladesh limited (CRAB) on the basis of Audited Financial Statements as on December 31, 2009. CRAB has assigned “A1” (pronounced as single A One) rating in the long term and “ST-2” in the short term to Dhaka Bank Limited. A1 level of rating indicates strong capacity for timely payment of financial remittance, with low likeliness of being adversely affected by foreseeable events. Banks rated ST-2 category are characterized with commendable position in terms of liquidity, internal and generation and access to alternative sources of funds of outstanding.

Moreover, Dhaka Bank won the prestigious “Certificate of Merit “of ICAB National awards 2008 and Bangladesh Awards 2009 for the outstanding performance in the field of remittance collection through banking channel. It also got Best Bank Award and CSR in 2009.

2.10 Management Hierarchy of Dhaka Bank Ltd:

The Managing director heads the management team of Dhaka Bank Limited. Several management committees have been formed to handle the banking operation and identifying and managing risk. The committees are MANCOM, ALCO. As per Bangladesh Bank’s instruction “BASEL II Implementation team” has been formed which will be responsible for proper implementation of BASEL II capital adequacy guidelines in the Bank. The guidelines have been issued Bangladesh Bank recently but the target date for the implementation was 31^st November, 2009.

Fig: Management Hierarchy of Dhaka Bank Ltd

2.11 Organizational structure of Dhaka Bank Limited

Organizational hierarchy and Designations are in ascending order:


Top Management	Chairman Board of Directors Executive Committee Managing Director Additional Managing Director
Executive Level Management	Deputy Managing Directors Senior Executive Vice President Executive Vice President Senior Vice President Vice President Senior Assistant Vice President First Assistant Vice President
Mid Level Management	Assistant Vice President Senior Principal Officer Principal Officer
Junior Level Management	Senior Officer Officer Probationary Officer Junior Officer Assistant Officer

2.12 Economic value Added (EVA) statement for the year ended 31 Dec-2009:

Economic Value Added (EVA) indicates the true economic profit of the company. EVA is an estimate of the amount by which earnings exceed or fall short of required minimum return for shareholders at comparable risks. Shareholders/Equity providers are always conscious about their return on capital invested. As a commercial banking company DBL deeply concern for delivery of value to all of its Shareholders/Equity providers.

BDT in Million

Figure: Economic Value Added-2009

2.13 Sources of Fund (2009)

Figure: Sources of fund

2.14 Uses of Fund (2009)

Figure: Uses of fund

2.15 Income & Revenue:

Interest Income increased by 4% from tk. 7,171 million in 2008 to Tk.7, 466 million in 2009. The growth of advance result this growth of interest income. Average yield on advance was 14.32% during 2009

Income from investments increased by 38% from Tk.664 million in 2008 to Tk. 920 million in 2009 mainly due to the income from five and ten years Government Bonds at higher rate of interest which was maintained of SLR purpose.

Commission and Exchange earnings decreased by 1% from Tk.1,077 million in 2008 to Tk.1,061 million in 2009 due to the income from five and ten years Government Bonds at higher rate of interest which was maintained of SLR purpose. The Net Interest Margin (NIM), which is derived by net interest income divided by average assets, was 4.56% in 2009 as compared to 4.60% in 2008. The decrease of Net Interest Margin was mainly because of increase of earning assets but lower rate of return from advance which results the lower spread.

Net Interest Income increased by 14% from Tk.2,622 million in 2008 to Tk.2980 million in 2009 mainly due to increase of interest income from both advances and investments.

2.16 Expenses:

Interest expense increased by 4% from Tk.5, 214 million in 2008 to Tk. 5,407 million in 2009.This rise in interest expense is mainly attributing to the overall increase in deposit base of the bank.

Salary & Allowance increased by Tk. 68 million as compared to 2008 mainly because of increase of office Rent, Insurance of Banks assets, printing stationery, legal expenses, opening of some new branches, depreciation of assets, repair & maintenance, direct sales agents remuneration, contractual agency charges etc.

Earning base in Assets of the Bank remains unchanged in 2009, which was 8% in 2008. The ratio indicates efficient utilization of resources to earn revenues.

2.17 Future Plan:

Dhaka Bank has celebrated its 15 year anniversary on 5^th July, 2010. In year 15 years of journey, Dhaka Bank presents itself as a modern and innovative Bank. The workforce is a brilliant one and the work environment is very congenial. Though it has a strong brand image among the corporate clients, retail division of the bank is not that strong brand image among the corporate clients, retail division of the bank is not that strong as corporate division. One of the problems in retail banking is dearth of ATM booths. To improve this situation, Dhaka Bank plans have own ATM network. Furthermore, it signed a deal with OMNIBUS and Dutch-Bangla Bank Ltd to have withdrawal facility for the clients of Dhaka Bank in those networks. Dhaka Bank is planning to modernize its IT infrastructure to provide the branch network a happy time then serving the customers.

An Overview of HRM

3.1 Introduction:

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. It 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.

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have 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 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 have their own rights and are aware of personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop ‘cultural awareness’,

Product/ process/ organization knowledge and experience for new staff members. Human resource management does this job.

3.2 Units of HR:

There are three units in Human Resource Division of Dhaka Bank Ltd.:

1. HR Staffing

2. HR Operation

3. Training & Development

By doing all these functions Human resource management does its job.

1. HR Staffing:

Activities in HRM concerned with seeking and hiring qualified employees is Staffing.

A company needs a well defined reason for needing individuals who posses specific skills, knowledge and abilities to specify the job. Employee referrals can produce the best applicants for two reasons. First, current employees screen applicants before referring them. Second, current employees believe that their reputations with the firm will be reflected in the candidates that they recommend.

Activities in HRM concerned with seeking and hiring qualified employees is Staffing.

Three officers are working in HR staffing unit. They perform the following activities-

a. Recruitment & Selection

b. Leave Management

c. Personal Dossier Management

d. Disciplinary Matters

a. Recruitment & Selection:

Recruiting is the initial step of staffing. Recruiting is the process of locating, identifying, and attracting capable employees. Many companies are finding new employees on the World Wide Web. The source that is used should reflect the local labor market, the type or level of position, and the size of the organization. Now the second step of Staffing, that is strategic HR planning. For that a company plans strategically. They set goals and objectives, these goals and objectives may lead to the structural changes in the company.

Third step is selection. This process is attracting qualified applicators and discouraging the unqualified applicants. By this a company can get its desired employees of requirement. It has dual focus, attempting thin out the large set of applications that arrived during the recruiting phase and to select an applicant who will be successful on the job.

For selection of candidate’s things that are taken into consideration includes appearance, attitudes, knowledge, qualification, Communication skill, Job knowledge (for lateral entry), etc.

To achieve this goal, companies can use a variety of steps. The employees who are able to do all the steps and ensure good performance they get the job. HRM must communicate a variety of information to the applicants, such as the organization culture.

Under the selection process there are some steps:

Fig: Steps of Selection Process

The company can use these steps to select the employees. With this process their Staffing job is done. The completed selection process ends the staffing functions.

b. Leave management:

Leave is earned by duty. Leave cannot be claimed as a matter of right, and leave admissible under the service rule of Dhaka Bank Ltd. may be granted by the Managing Director or his authorized person, who may refuse leave, grant leave for a shorter period than applied for, revoke leave of any description and recall an employee before the expiry of the leave.

One Principal Officer is looking after the leave matter of employees and keeping leave records. Employees of our bank are enjoying following leave:

Earned Leave:	30 days in a year as per service rule of DBL.
Casual Leave:	10 days in a year.
Sick Leave:	15 days in a year + conditional additional sick leave allowed by the mgt. as per service rule of DBL.
Maternity Leave:	90 days for each issue up to two children.
Quarantine Leave:	14 days in case of diseases this may be spread out in office.
Pilgrimage Leave:	14 days once during the service life.
Extraordinary Leave:	As per the rule of the bank.
Study Leave:	As per the rule of the bank.

Casual leave is usually processed in respective branch/division by the respective manager & head. All other leaves are processed by the HR Division. The leave application along with recommendation of head/manager sent to the HR Division and processed by the concerned officer of the division. LFA also processed in HR Division and disbursement also been done centrally by HR Division. Most of the processes & records are manual in nature. The HR Software SCALED has little support in this regard.

c. Personnel Dossier Management:

All employees’ history and records are kept in personal file of each employee. Employee related data are also stored throw HR software SCALED (Skill set Competency Assessment for Logical Evaluation and Development). All files are kept safely in the File Cabinet of HR Division.

d. Disciplinary Matters:

All employees are subject to disciplinary measures and liable to different penalties based on the degree of infringements of Bank’s policies, dereliction of duty, and breach of contract, discipline and misconduct.

Disciplinary Procedures:

Management may initiate disciplinary proceedings against any staff member on grounds of misconduct or misdemeanor. No disciplinary proceeding shall be drawn up unless these procedures are followed:

An enquiry committee shall be formed by the Managing Director
A preliminary enquiry is held into charges and the prima-facie case is made out based on the findings of the enquiry
Charges should be drawn up and a copy therefore is given to the offending staff member by Human Resources Division.
Depending upon the gravity of the misconduct, the staff members may be placed under suspension pending enquiry and disposal of his/her case.
The staff member is given one week’s (7 working days) time to explain his/her circumstances / conduct
A detailed enquiry is held based on the explanation of the staff member during which he/she is given a personal hearing.

2. HR Operations:

HR operations unit mainly work in the area of short term and long-term benefits of the employees of DBL, like salary, bonus, provident fund, gratuity, super annuation fund, etc.

Monthly Salary Disbursement

· Preparation and disbursement of Festival Bonus and Performance Bonus

Employees Final Settlement.
Staff House Building Loan
Maintain liaison with different hospitals, which are under the corporate agreement with Dhaka Bank Limited.
Submission of various Salary related MIS report to the Management & Regulatory bodies.
SBS Reporting
Work as System Admin in HR department
Assist in Appraisal Management
PF Loan disbursement
LFA disbursement
Investment with the gratuity and PF fund

Employee Tax processing, etc.

3. Training and Development:

Training is one of the important activities of human resource management. In the training process companies try to motivate and train the employees in a manner so that they can work more effectively in the future. Under the training process there are some steps they are given below:

a. Employee orientation:

Employee orientation provides new employees with the basic background information they need to perform their jobs satisfactorily. Companies arrange an orientation program for the employees.

In an orientation program the employees should feel-

· feel welcome

· understand the organization in a broad sense

· be clear about what the firm expects in terms of work and behavior

· begin the process of socialization

b. Employee training:

Thereis some process, method and techniques of employee training. A company follows the all the steps of training to provide the employees a good look on their work.

c. Employee development:

Employee development is like the output of training. In development stage employees are motivated after their proper training. The development of an employee can be organizational. Organization development aims to change the attitudes, values, and beliefs of employees so that the employees can identify and implement changes.

d. Career development:

The career development stage is given below:

· Pre transition: Is simply looking for a job and preparing oneself for a career.

· Transition: An individual is already having a job and developing oneself for future career or moving to another career.

· Preferred area: An individual prefers a specific sector of the career.

· Early stage: First 1-5 years of career is called early career.

· Mid career: 5-20 years after the career starts.

· Late career: Late career starts after 20 years of job life

· Retirement: And finally after completing the stages of career and individual decides to retired.

To achieve the ultimate goal DBL Human Resources Division is committed to upgrade professional acumen by enriching knowledge and skill and by developing positive attitude and motivation to provide excellent customer service to bank’s judicious customers.

Two officers (one Principal Officer & one Assistant Officer) looking after the all training & development related activities of DBL. They also look after the HR contractual employee of the bank and third party contractual employee. HR Division continuously working hard to ensure that, the employees have the necessary skills to carry out their particular job.

HRM of Dhaka Bank Ltd.

Chapter: 4

Human Resource Practices on

Dhaka Bank Limited

4.1 Introduction:

Essentially, the human resource approach means that people better result. Dhaka Bank Limited always determine what jobs need to be done, and how many and types of workers will be required.

So, establishing the structure of the bank assists in determining the skills, knowledge and abilities of job holders. To ensure appropriate personnel are available to meet the requirements set during the strategic planning process. The banks believes that the quality work comes from quality workers who are well motivated and ready to take challenge to provide better service.

4.1 Recruitment, Selection & Hiring:

Dhaka Banks recruitment policy is to attract staff members of the highest caliber appropriate to job requirements under employment terms and conditions that are responsive both to the Organizations’ needs and the staff member’s well being. The highest quality of human resources will be the standard in hiring of DBL employees. New or available positions will be open to existing (job posting) and outside individuals on competitive basis. Dhaka Bank Limited is an equal opportunity organization allowing no discrimination on grounds of gender, religions caste or creed. All recruitment of permanent staff / employee will be processed centrally at the Head Office Human Resources Division (HRD).

Recruitment

Whenever there is a need to fill in a vacancy, the concerned division involved will raise an ‘Employee Requisition Form’. This form along with the Job Descriptions and Persons Specification, thereafter, should be forwarded to the Human Resources Division for processing.

A. Types of Recruitment:

a. For Internal Recruitment:

The principal methods are-

· Job posting

· Use of computerized skills inventories

· Referrals from other departments

b. For External Recruitment:

Organizations rely on-

· Advertisements

· Public or private placement agencies

· Field recruiting

· Including campus recruiting

· Internships

B. Point of Recruitment:

There are two level of recruitment.

a. Entry level

b. Lateral entry ( Recruitment of experienced person)

Entry level:

There are two entry level post for recruiting fresh graduates and post graduates.

These are:

i. Probationary officer Level

ii. Trainee Assistant Officer (TAO) Level

i. Probationary officer:

Probationary officers are confirmed as officer after successful completion of one year probation period. Probationary Officers are recruited throw completive written exam which is taken by IBA. After taking exam top scorers are invited to appear the interview of management committee. After appearing the interview they have to face an interview in front of Board of Directors.

For recruiting Probationary Officers advertisement are given in daily newspaper and web site also. Only online applications are acceptable for Probationary Officers (PO). They have to apply throw bdjobs.com. bdjobs supplies the database of CVs or resume to DBL HR. HR team then short lists the resume of the candidates. Only short listed candidates are invited for appearing the written exam. Short-listing criteria’s are given in the circulars. There are some subjects, which are preferred for short listing.

These subjects are:

· MBA (Major in Accounting, Finance, Marketing, HRM, MIS etc.)

· English

· Statistics

· Economics

· Mathematics

· CSE

· Development studies

i. Trainee Assistant Officer (TAO) Level:

TAOs are confirmed as assistant officer (AO). TAOs are recruiting from walking CVs. Usually, one written exam is managed by DBL management has taken for recruiting TAOs followed by one Viva.

If the vacancy involves an entry level position in the Executive management cadre and if it is decided to fill in the vacancy by way of promotion, the prospective candidates will have to undertake a written test and go through a Selection Board interview, as decided by the management. The functional Head, in consultation with the Head of HR, will recommend the most suitable person scoring

b. Lateral entry (recruitment of experienced person)

There are recruitments for experienced bankers, which is called lateral entry. Length of services, job responsibilities, revolutionary background etc. is taken into consideration for the lateral entry.

Selection:

All prospective candidates are required to complete an ‘Application Form for Employment’. The HR Division along with the concerned Function Head will be responsible for processing applications, screening applicants, and short listing qualified candidates.

b. The HR Division contacts the qualified candidate/s and arranges appropriate tests for any position to identify the potential of the candidates based on Job Description and Persons Specification

c. Written tests for appointment will cover the following areas:

§ Knowledge in English

§ General intelligence, knowledge and numeracy.

§ Computer skills

§ Knowledge in relevant Functional area

Written or Job Tests:

It is mandatory for short-listed candidates to sit for a written test for the post of Probationary Officer and Trainee Assistant/Trainee Assistant Cash Officer.

Apart from the above, for other positions, as decided by the Management, candidates short-listed may be required to sit for written test and or a practical job related test and or formal interview

a. Interviews:

The interview panel authorized by the Managing Director will finalize its recommendation as soon as the interviews are completed. No expenses will be reimbursed to the candidate to attend interview/written test.

b. For positions from SEVP and above:

Preliminary interviews are to be conducted by the Managing Director who will recommend the best candidates to the Board / Executive Committee for final decision.

c. For positions from TACO/TAO to EVP:

Preliminary interviews are to be conducted by the respective Selection Committee. After the preliminary interview, it may be decided to put the Short listed candidates to written tests, if necessary. Based on the result of written test and or interview results, the short listed candidates will be chosen for final selection.

d. Appointment / Hiring:

All appointments to the Bank of any nature must be processed through Human Resource Division.

i. After final selection, appointment letter(s) will be issued to the candidate(s) for Deputy Managing Director, Senior Executive Vice President by the Managing Director with the consent of the Board/Executive Committee.

ii. The Managing Director will make job offers to the selected candidate/s from the level of Support Staff, Trainee Assistant Officers to Executive Vice President Position.

iii. Background checking, Clarification/Verification from the last employer obtained through classified correspondence.

iv. The selected candidates will be issued with a letter of Appointment, detailing the terms and conditions of service, a five years Indemnity Bond (duration of the bond may be decided by the Managing Director / Management), which will be signed and returned to the Bank as his/her acceptance of the offer.

v. Probationary Officers and Trainee Assistant Officer / Trainee Assistant Cash Officer along with the Letter of Appointment shall sign a five years Indemnity Bond that is mandatory.

The appointment letter state clearly about;

· The post/position

· The remuneration/salary

· The service benefits

· Income tax deduction information

· The probationary period

· The reporting date, time and place

· Notice period required by either party for termination of appointment

· Validity (duration) of employment offer

· Candidates must submit the letter of release from previous employer on the date of joining.

· Police verification is mandatory for the Cash Officer and Security personnel.

· All offers of permanent employment will be subject to pre-placement medical checkup by the Bank nominated doctor / a recognized doctor and satisfactory reports/certificate of references. Medical check up to be carried out by the Bank’s designated Clinic / Hospital / Doctor.

All appointment shall be made at the minimum pay of the grade, but in cases where persons to be recruited possess additional experience or special qualifications, or both, the competent authority may allow a higher initial pay in the scale of pay of the grade.

e. Age limit:

No person shall be appointed in the service of the Bank as Probationary Officer /Trainee Assistant Officer/ Trainee Assistant Cash Officer, who is below 18 (eighteen) years of age and above 30 (thirty) years of age in respect of direct fresh recruitment. This age limit may relaxed by the competent authority / Managing Director in exceptional cases. For lateral entry the age limit shall be as decided by the Managing Director.

f. Medical Fitness:

No person shall be appointed in the service of the Bank unless the person has been certified physically fit by a qualified medical practitioner acceptable to the Bank or as defined by the Bank.

g. Gradation:

Employees of the Bank shall be graded as may be decided by the Board from time to time.

h. Service Register:

Complete service records / dossier shall be maintained by the Human Resources Division at Head Office for all employees. Branches shall maintain shadow file for employees working in the respective branches.

i. Probationary Officer:

I. All new hires of Probationary Officer category shall have a probationary period of one year. However, this period of probation may be extended by an additional period, if the management feels employees has not made adequate progress in his/her job within the probationary period. After successful completion of one-year probation period they will be confirmed as Officer.

II. The management will assess their progress in the job during the probationary period within which a decision to confirm or terminate or extend their probation will be taken and communicated in writing.

III. The management may decide to reduce the period of probation, if it satisfied that the probationer has shown significant progress in the job at any time during the probationary period.

IV. During the probationary period, except otherwise advised/instructed by the management, no benefit shall be allowed. On confirmation, a staff member will be entitle to receive all admissible benefits as per the Employee’s Service Manual of DBL

V. During the probationary period, no leave except sick leave will be admissible. However in case of an emergency, leave with pay may be granted as a special case, which will be adjusted against future Earned leave entitlement.

VI. Normally, probationary periods will be as follows:

Grade	Probationary period	Probation Extension
Probationary Officer	12 months	3-12 months
TACO/TAO	12 months	3-6 months
Trainee Support Staff	03 months	03 months
Officer and above (Experienced)	To be decided by the Managing Director (if required)	N/A

j. Confirmation:

I. Prior to the end of the Probationary Period, an assessment will be made about the employee’s suitability. Assessment Form shall be imparted by the HRD to concern Branch/Division Head.

II. The authority to confirm an employee in any grade shall be decided by the Managing Director.

k. Induction/Orientation:

All new recruits must undergo an Induction / Orientation program, in order to familiarize themselves with the organization’s culture, norms, rules and regulations so that they know what is important in the organization and what they are supposed to do. Induction helps an employee to become effective member of the organization. Dhaka Bank Training Institute shall arrange a Basic Banking Training Program for the TAO/TACO & Probationary Officers.

4.2 Career Advancement:

It is the Bank’s policy to ensure that each employee is developed s fully as his ability, performance and opportunity within which the Bank may permit. To this end periodic reviews will be made to determine the performance and potential of employees and, if necessary, the training required to enable them to progress to more senior positions. It must be made clear, however, that promotion can take place only if the following conditions are satisfied:

1. The Employee is proficient satisfactory to fill a higher position

2. There is a vacancy at the higher level

Opportunities for employee advancement will be created through exposing them to challenging job/responsibilities that enable appropriate development of the employee. Individual career planning is expected on the employee’s own initiative and in coordination with Human Resource Division, individual or Group Counseling / Coaching will be provided by HRD.

4.3 Personnel Records:

Personal history of all employees will be recorded in the Computerized HR Information Management System of the Bank. Personnel files / dossiers will also be maintained for all employees at the Head Office Human Resources Division. Each file will contain:

(i) The Job Application, CV, Educational Credentials and References (if required) available;

(ii) Appointment Letter and Letter of Acceptance confirming willingness to abide by the personnel policies, Code of conduct, Ethical Standards, Confidentiality Standard and rules in service manual;

(iii) Job description; completed Personal History Form.

(iv) Confirmation, Increment, Promotion and Transfer records

(v) Leave (Subsidiary Dossier)

(vi) Other relevant papers (e.g. Warning letters, Show Cause Notice etc.);

(vii) Annual / period performance appraisal record training etc.

Such records will be regularly updated with additions and changes as may be necessary from time to time. Head Office HRD shall strictly maintain confidentiality of the filed/dossier. Branches shall maintain shall shadow file / dossier for employees working in the respective branches.

4.4 Pay Policies of Dhaka Bank Ltd.

a) Remuneration

Competitive remuneration will be offered to attract and retain qualified and capable human resources. The benefits system will support performance-based thrust of the human resources system. At the time of appointment, each employee’s salary is determined based on level of accountability, responsibility, professional experience, educational background, and past performance. Payment on appointments shall be made at the minimum pay of the grade, but in cases where persons to be recruited possess additional experience or special qualifications, or both, the management may allow a higher initial pay in the scale of the pay grade.

b) Salary

Monthly salary shall mean the sum total paid monthly as per pay structure including allowances before deduction of provident fund, tax, hospitalization insurance premium (if any) amount.

Gross salary is the sum total of the basic salary, house rent, house maintenance, medical allowance, entertainment allowance, technical allowance (if any), conveyance allowance, utilities allowance, telephone allowance, Bank’s contribution to provident fund, gratuity, festival allowances (if any), Leave fare assistance and any other allowances where applicable as per service rule of the bank.

c) Provident Fund

There shall be a fund called “Dhaka Bank Limited Employee’s Provident Fund” which will be governed by a separate Provident Fund Rules approved by the Board. All permanent employees shall compulsorily be the members of Provident Fund.

d) Gratuity

Every confirmed and full time employee who has rendered seven years continuous service in the Bank or more, a gratuity equal to one month basic salary for each completed year of service may be granted to him on retirement/resignation/ termination or to his family in the event of his death while in service. The dismissed employee shall not be entitled to any gratuity.

e) Loan Facilities

An employee of this organization enjoys various loan facilities like- House Building Loan, Car loan, Furniture and Household Electronic Items Loans. Under some schemes the employees enjoy interest free loan facilities. Employees are in higher post enjoys more amounts of loan facilities.

f) Medical Facilities and Health Insurance

Reimbursement of medical expenses incurred will be restricted to the treatment of employee, their spouses and for a maximum of two dependent children up to the age of 21 years. In addition to that immediate family member who are wholly dependent on the employee and residing with the employee shall also be included. Reimbursement of medical expenses will be made at actual but not exceeding total amount of three (3) basics of the concerned employee. An employee will allow the reimbursement of the cost of maternity twice during the entire tenure of his service with the bank.

4.5 Performance Appraisal:

01) Purpose:

Annual Appraisal on each staff member’s performance is undertaken in order to:

(i) Assess the staff member’s performance in the light of his/her job responsibilities.

(ii) Give the staff member feedback on his/her strength & limitations.

(iii) Enable the staff member to discuss any factor, which impends the achievement of the agreed performance.

(iv) Set objectives mutually for the performance and identify training and development needs for the following year.

02) Appraisal:

(i) A staff member will have a formal appraisal of performance once a year.

(ii) Appraisals are conducted by the Superior who supervises the work of the concerned staff Members. This is done in a constructive and supportive atmosphere and employees are encouraged to participate fully, and to voice any concern issues they may have.

(iii) Performance is to be measured against standard, which must be objective and job-related and agreed with the appraise earlier.

(iv) All appraisals will be reviewed by the appraiser’s Manager to that the appraise was appraised fairly and competently.

(v) Between formal annual appraisals, a superior may conduct a special appraisal. This would be to record any unusual circumstances of outstanding performances as well as poor performances.

(vi) All appraisals are to be discussed with an employee.

03) Set of Objectives:

a. Criteria for Setting Objectives:

· Specify the desired result what task will be accomplished if the objective is achieved?

· Make the result measurable can you differentiate among different degrees of achievement?

· Set a time frame by what date must this goal be achieved?

· Discuss any cost consideration how much, if anything, will achieve in terms of money and resources?

· Are there specific budget guidelines that must be adhere to?

b. Attributes of High Performers:

· Team Player

· Customer focused

· Action Oriented

· Analytical Thinker

· Innovative

· People skills

· Resource fullness

· Enterprising

· Risk Taking

· Getting things done

· Working Long Hours

· Flexibility

· Long Term Perspective

· Balancing Life and Work

· Decisive

4.6 Promotion/Up-gradation

Promotion cannot be claimed as a matter of right and all promotions shall be made on merit and no employee shall have a claim to be promoted to a higher grade by virtue of his seniority alone. All promotions shall be made be on the basis of Performance and different criterion laid down by the Management from time to time.

An employee may get Accelerated promotion once within a year based on his/her performance.

a) Promotion in Executive Grade

An employee promoted to Executive grade from Senior Principal Officer (SPO) may need to sit for written examination or face Viva after duly recommended by his/her supervisor and supported by the concern Head of the Division/Department/Unit/Branch in the Performance Appraisal

b) Promotion in Officer Grade

i. An employee may be directed to officiate in a higher post for a temporary period for which s/he shall not be entitled to the salary of the post in which he officiates. An employee so officiating will be reverted to his substantive post when such temporary vacancy ceases to exist. Such posting should be seen as giving an opportunity to the employee as recognition of his competency as well as proficiency.

ii. Promotional increases will be awarded on progress to a post in a higher salary range.

iii. In the event of an employee being promoted to a higher job grade, he/she receives an additional increment in his/her basic salary as promotional benefit, in addition to his/her regular annual increment in the previous grade. Both promotional benefit and the annual increment (if any) should be taken into account while fixing his/her salary in the new grade.

iv. In case his/her new salary falls short of the starting salary of the new job grade, the employee will be given the differential between his/her salary and the starting salary of the new job grade.

4.7 Bonus:

01) Festival Bonus:

(a) An employee in regular employment will be entitled to two Festival Bonuses per year, each equivalent to one month’s basic salary. One payment of Festival Bonus will be made to all employees at the time of Eid-Ul-Fitr. The second payment will be made to the employees at the time of theiir own religious ceremony as per their option (eg. Eid-Ul-Ajha, Buddha Purnima, Christmas, Janmashtami, Durga Puja).

(b) An employee, who will be on the Payroll of the Bank on the day of the Festival Bonus, is paid out, will only be eligible for the payment/bonus.

02) Performance Bonus / Profitability Bonus / Incentive Bonus:

(a) An employee may be entitled to the payment of variable Incentive Bonus/Reward, as declared by the Board of Directors, based on the profitability of bank. Management may decide at its discretion to withhold an employee’s bonus due non-performance / poor performance, dereliction of duty, violation of code of conduct, gross misconduct, habitual delay in handling official assignments, deliberate sluggish attitude in discharging duties, attempt to fraud etc.

(b) Also this bonus is payable to an employee who will put in, at least, six month’s (180 days) service of the whole year for which the Performance Bonus is declared.

4.8 Employee Training and Development:

(a) Training and Development needs of employees are identified on a regular basis, and accordingly they are nominated for the following training:

i. In-house training (DBTI)

ii. Local training

iii. Regional training

iv. Overseas training

(b) Whenever an opportunity comes up, an employee may be sent abroad for training and development so that they gain knowledge and experience and perform better at work place.

(c) On return from training/attachment an employee may be required to submit a Trip Report to his/her Functional Head and debrief the Management Committee about the learning through presentation within 15 days of return as and when requested by the Management.

(d) An employee should also submit an Action Plan on the training for transfer of learning to the work place.

(e) An

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