Report

On

"Human Resources Management Practices of

SHAHJALAL ISLAMI BANK LIMITED"

Prepared For
Jamee Ahmad
(Faculty)
College of Business Administration

Course Name
Human Resource Management
Course Code: HRM- 301

Prepared By
Group Name :NORM
Sec: C

Group Members
Name
Md.Yousuf Hossain
Rabeya Akther
Sanjida afrin
Sahadat Hossain

ID
11302151
11302116
11302070
13302019
Submission date: 28-02-2015

Program
BBA
BBA
BBA
BBA

Letter of Transmittal

28th February, 2015

Jamee Ahmad
Faculty
College of Business Administration
IUBAT- International University of Business Agriculture and Technology.

Subject: Letter of Transmittal

Dear Sir,
It is a great pleasure to submit our report for the course Human Resource
Management (HRM- 301)

on selection & recruiting, training & development system, performance appraisal method,
compensation &benefits of Shahjalal Islami Bank Bangladesh Limited we exerted our best
effort under your intensive guidance and supervision.
It was surely an opportunity for us to enrich our theoretical knowledge having relationship
with the practice. It gave us the opportunity to have real life working experience and to get
insight into the real banking procedure. Throughout the report we tried to describe our
learning from the selection & recruiting, training & development system, performance
appraisal method, compensation & benefits of Shahjalal Islami Bank.
We hope that you will find this report informative and interesting. We will be glad to answer
any sort of query throughout this report and we will be pleased to provide any further
clarification or information in interpreting this analysis if you need.

Sincerely,
Group NORM

Acknowledgement

Support from various persons is required for the successful finalization of any course. we
have been fortunate to obtain the guidance and supervision of our teacher, our fellow
classmates, and others. First of all we would like to convey our salutation to almighty Allah
for enabling us to complete the report with sound health, and then Bachelor of Business
Administration (BBA) for having such a wonderful and unique course, through which we get
the chance to learn about the HRM Banking services. We would like to pay our solemn
homage to our course instructor Jamee Ahmad his guidance.

Students Working Part

Name

ID

Topics Name

Md.Yousuf Hossain

11302151

Rabeya Akther

11302116

Sahadat Hossain

13302019

Sanjida afrin

11302070

Selecting and Recruiting

Process
Training and Development
System
Performance Appraisal
Provided
Compensation and benefits
Provided

Table of content
S/L

Name of Contents

i
ii
iii
iv
v
01

Letter of Transmittal
Acknowledgement
Working part
Table of content
Executive summary
Chapter 01
i.
Introduction
ii.
iii.

Company Profile
Vision, Mission, Values, Strategies

02

Chapter 02
i.
Selecting and Recruiting Process
ii.
Training and Development System
iii.
Performance Appraisal Provided
iv.
Compensation and benefits Provided

03

Chapter 03
i.
ii.

problem and Suggestions

Conclusion

Page No:
I
II
III
IV
V
1-3
01
02
03
4-14
04-08
09-10
10-12
13-14
15-16

Executive summary
Human Resource Management is an important strategic tool which adds value to the
organization and is a necessary part of organizations function. So, this report is an assigned
job as a partial fulfilment of course requirement which is given by honourable Course Teacher
Mr.Jamee Ahmad, Lecturer, Department of CBA, IUBAT. In this report the overall work of the
Human Resource Department of Local Company Shahjalal Islam Bank is focused and
described. The goal of this report is to find out the Human Resource Management Practices
of Bangladesh, in case of Shahjalal Islam Bank. Shahjalal Islam Bank is the organization
where actually the HRM activities are applied with a huge effort, and the outcome is also very
satisfying.
This report is focused on the HRM activities that Shahjalal Islam Bank practices to develop
their organization. The key factor of this Banks sustainable growth is Human Resource
Management. They have always been committed to good employment practices and have set
out the framework of Employment Principles on workplace practices, employee relations and
employee human rights. Thats why they select the most talented and dynamic professionals
from the available candidates, trusts in team work and respect each other.
The report also includes the theoretical framework of various concepts of Human Resource
Management and also contains the practices of Human Resource Management in Shahjalal
Islam Bank for the purpose of relating the theoretical concepts with the relevant areas of an
established organization.

Chapter -1

1.1 Introduction
Shahjalal Islami Bank Limited is a shariah based commercial bank in Bangladesh which was
incorporated as a public limited company on 1st April, 2001 under Companies Act, 1994 and
commenced their commercial operation on 10th May, 2001 by opening its 1st branch. Its
corporate head office is situated at 10, Dilkusha Commercial Area, Jiban Bima Bhaban,
Dhaka 1000. At present, there are 53 branches, 5 SME centers and 8 branches of brokerage
house of this bank.
Human Resource Management is the most important component of modern organizations.
The accomplishment of organizational missions and objectives depends, to a large extent, on
having right persons in right positions as well as the commitment and contributions of those
involved. This is why Human Resource Management has acquired a growing significance in
current organization theory and practice. As a matter of fact, a sound and effective human
resource management is seen as the most significant variable that determines the performance
of an enterprise.

1.2Company Profile

Name of the Company

Shahjalal Islami Bank Securities Limited

Corporate Head Office

Jiban Bima Bhaban, (4th floor)

10, Dilkusha C/A, Dhaka-1000

Telephone No. 88-02-7163253, 7173008, 7111384, 7118425
Fax No.
Website

88-02-7161877

www.shahjalalbanksecurities.com.bd

E-mail info@shahjalalbanksecurities.com.bd
Chairman

Alhaj Mohiuddin Ahmed

Chief Executive Officer(C.C) Md. Anwar Hossain

Auditors

M/S K.M Hasan & Co.

Chartered Accountants
Home Town Apartment (8th & 9th Floor)
87, New Eskaton Road , Dhaka-1000.
Phone: 88-02-9351457, 9351564
No. of Branches

No. Of Employees

1550

Stock Summary:
Authorized Capital

Tk. 5000 million

Paid up Capital

Tk. 2140 million

Face Value per Share Tk. 10

1.3 Vision
To be the unique modern Islami Bank Securities in Bangladesh and to make significant
contribution to the national economy and enhance customers' trust & wealth, quality
investment, employees' value and rapid growth in shareholders' equity.

1.4 Mission

To provide quality services to customers.

To set high standards of integrity.

To make quality investment.

To ensure sustainable growth in business.

To ensure maximization of shareholder's wealth.

To extend our customers innovative services acquiring state-of-the-art technology

blended with Islamic principles.
1.5 Values
1. Result Driven
2. Accountable & Transparent
3. Courageous & Respectful
4. Engaged & Inspired
5. Focused on Customer Delight

1.6 Strategies

To strive for customers best satisfaction & earn their confidence.

To manage & operate the Securities in the most effective manner.

To identify customers needs & monitor their perception towards meeting those
requirements.

To review & updates policies, procedures & practices to enhance the ability to extend
better services to the customers.

To train & develop all employees & provide them adequate resources so that the
customers needs are reasonably addressed.
To promote organizational efficiency by communicating company plans, polices &
procedures openly to the employees in a timely fashion.

To cultivate a congenial working environment.

Chapter -2
2. Selection & Recruiting SJIBL
2.1 Recruiting:
2.1.1 Meaning of Recruiting
Recruiting is the process by which organizations locate and attract individuals to fill job
vacancies. Most organizations have a continuing need to recruit new employees to replace
those who leave or are promoted, to acquire new skills, and to permit organizational growth.
Recruiting is an even more important activity when unemployment rates are low and
economic growth is strong, as firms compete to attract the qualified employees they need to
succeed. Recruitment follows HR planning and goes hand in hand with the selection process
by which organizations evaluate the suitability of candidates for various jobs. Without
accurate planning, organizations evaluate the suitability of candidates for various jobs.
Without accurate planning, organizations may recruit the wrong number or type of
employees. It also focuses on the job applicant and the ways in which candidate looks for and
choose a job.
2.1.2 Recruiting Method:

2.1.2.1 Recruiting Advertising

A very common formal recruiting method is newspaper advertising. Ads placed in newspaper
are accessible to everyone and thus do not discriminate against any groups in disseminating
information about job openings. Recruitment advertising has an obvious target people who
are seeking work and an obvious goal attracting these job seekers to apply for a job at a
particular company. Newspaper ads, however, reach a much wider audience. A well-designed,
informative advertisement may help convince those people who are not interested now to
apply for the job to consider the company at some later date when they are interested in a new
job.

2.1.2. 2 Employment Agencies

Another formal method of recruiting is to use an employment agency. An agency finds and
rescreens applicants, referring those who seem qualified to the organization for further
assessment and final selection. An agency can screen effectively only if it has a clear
understanding of the position it is trying to fill. Thus it is very important that an employer be
as specific and accurate as possible when describing a position and its requirements to an
employment agency.

2.1.3 RECRUITMENT PROCESS

2.1.3.1 External Recruitment Process
The external recruitment process for Shahjalal Bank Limited (SJIBL) will comprise of the
following steps and procedures.
2.1.3.1.1 Head Count Planning
Head Count Planning in SJIBL must be a part of the bank's overall business plan. It will start
as soon as approved business plan is received. For all new positions there should be budget
approval. The head count plan for every division should be developed by analyzing pertinent
factors including potential/expected workload and expertise requirements and ensuring the
optimum and effective utilization of the Human Resources for the entire bank, both for
current and future requirements, forecasted employee turnover/employee mobility and any
potential transfer, promotion or any such relevant factor. The divisional head count plan is to
be submitted to HR at the beginning of the year and HR is to take the due approval of the
projected head count. The approved head count will be communicated to division by HR and
recruitment for any vacant and new position will be done as par the approved head count.
2.1.3.1.2 Manpower Needs and Recruitment Requisition
While requesting for filling the replacement of existing vacant position or new position, the
concerned division will need to fill up a Recruitment Requisition Form and obtain necessary
approval from divisional head before sending the same to HR. No recruitment will be
processed without receiving recruitment requisition from the concerned division and the
requisition must be made for approved head count. A copy of the role profile (if available)
and the approved organ gram has to be attached with the recruitment requisition. In case of
requisition for a new position, which was not included in the approved head count plan, the
concerned divisions have to provide proper business justification for the post and take
approval from concerned divisional head, head of HR and MD. Only after this has been duly
approved HR will process the requisition for recruitment and selection.
2.1.3.1.3 Job Posting
After receiving duly approved requisition from line division, HR will post job opening both
internally and externally on the right medium for the target group of potential recruit. The job

posting will have detail description of the job, the qualifications required to be eligible for the
job, the deadline for application and posting or mobility related issues where applicable.

2.1.3.1.4 CV Sourcing and Short Listing

Interested candidates will apply against the position and the potential candidates will be short
listed by HR based on the expectations defined by the concerned function in the requisition
form. Short listed candidate will need to sign a declaration form informing whether he/she
has any relative working in Shahjalal Bank. This declaration must be collected from the
candidate at the time of interview. The CVs which have not been short listed will be sent a
computer generated regret letter in the form of an email. Rejected candidate can not apply for
the same position within the next six months.
2.1.3.1.5 Written Test
Short listed CVs will be called in for a written test if the application is against the post of
temporary or officer. However for candidates applying for the position of senior officer and
above, written test is not mandatory however can be taken at the discretion of Human
Resources Division and the line manager. Candidates sitting for a written test must secure
45% marks to proceed in the recruitment process. Candidates who have not qualified in this
round will be sent a computer generated regret letter in the form of an email.
2.1.3.1.6 Interview
Candidates who qualify in the written test will be called for an interview. The candidates
must be informed about the interview time, date and venue at least 48 hours prior to the
interview. All communications with the candidate like setting interview time and date,
position and salary negotiation etc. will be done by HR only. An interview board will need to
be formed with a minimum of three members, one from HR and one from the line
division/department and one cross functional. The interviewers sitting in the interview board
should be at a higher position that the position for which the candidate is being interviewed.

The interviewers must follow the following principles

Interview Preparation

Establish Rapport

Conduction of the Interview

Interviewer Not Attending an Interview

Cancellation/time Change of the Interview

2.1.3.1.7 Job Offer

An approval needs to be taken from the MD for all permanent position and temporary
position the approval is given by Head of HR. Selected candidates will be made a job offer
after salary negotiation and upon acceptance of the job offer the candidate will be sent for
medical test at bank selected diagnostics. There will be no salary negotiation for temporary
employee. Individuals joining as officer will be on a probation period of six months. Any
employee joining above officer level will not have any probation period.
2.1.3.1.8 Medical Test
At SJIBL, the job offer is contingent on passing medical examination conducted by the Bank
nominated diagnostic centre.
2.1.3.1.9 Appointment Letter
The appointment letter will specify all the terms and condition of the job and will need to be
approved as per the following structure.
Position

Approval Authority

SVP and below

Head of HR

EVP and above

MD

DMD and above

Board

Contractual Board

Temporary/Part-time

2.1.3.2 Internal Recruitment Process

Shahjalal Bank encourages people to grow from within and therefore will give equal
opportunity to recruit suitable candidates internally against any vacancies.
2.1.3.2.1 Job Posting
For any vacancies in Shahjalal Bank, internal announcement will be made simultaneously
with the external advert. The internal job posting will be made on Shahjalal Bank Intranet.
Interested internal candidates can apply for the post in case the candidate has spent at least six
months in his current role to be able to apply for lateral internal move, and at least one year in
his current role to be able to apply for an opening in a higher position.
2.1.3.2.2 CV Short listing
Internal candidates will also be short listed based on their fit for the opening, performance
record and potential to perform in the vacant role. Employees who are not short listed will be
notified through an email.

2.1.3.2.3 Interview
Short listed candidates will need to face an interview with the Divisional Head and HR, along
with the external short listed candidates. If the internal candidate is finally selected in the
interview he/she will be informed.
2.1.3.2.4 Appointment to the New Role
The joining date will be mutually agreed between the home and host division and the agreed
time line should be followed. The transfer/promotion/regularization will be formalized
through the defined process in due time.
2.1.3.2.5 Internship Process
At Shahjalal bank we believe in acting as a development partner of the universities and young
talents of the country, and internship is one of the ways of addressing this. We will provide
internship to students from well reputed, UGC approved universities, in three cycles in a year.
We will take maximum 25 interns per cycle. To be able to qualify for the internship selection
process the student must have a minimum CGPA of 3 on a scale of 4 from a reputed
university

2.2 Selecting
2.2.1 Meaning
Hiring good people is particularly challenging in technology-based organizations because
they require a unique brand of technical and professional people. They have to be smart and
able to survive in the demanding cultures of todays dynamic organizations. In addition,
many of these qualified individuals are in short supply and are able to go wherever they
like. Once applicants have been identified, HRM must carefully screen final candidates to
ensure they fit well into the organizations culture. The realities of organizational life today
may focus on an informal, team-spirited workplace, one in which intense pressure to
complete projects quickly and on time is critical, and a 24/7 (24 hours a day, 7 days a week)
work mentality dominates. Selection tools used by HRM need to select out people that
arent team players and cant handle ambiguity and stress.

2.2.2 Selection Process

3. Training and Development SJIBL

3. 1 Training & Research of SJIBL:
SJIBL Bank employs a large number of employees for performing various jobs. Some of
them are recovers. They need more knowledge and skill for better performance of jobs. They
are, therefore, in need of proper training to contribute` to the achievement of the
organizational goals. There are some jobs that require little or no training but many of them
need to be performed by adequately training. The use of modern technology has created new
jobs in the organization, which required training.
Training involves the change of skills, knowledge, attitudes or behaviour of employees.
Although training is similar to development in the methods used to attract learning; they
differ in time frames. Training is more present day oriented; its focus is on individuals'
current jobs, enhancing those specific skills and abilities to immediately perform their jobs.
Employee development, on the other hand, generally focuses on future jobs in the
organization.
Training differs from education. Training is concerned with increase in knowledge, skills and
abilities of the employees in doing a particular job: It has a narrow aim limited to increase in
knowledge and skill related to a job. Education, on the other hand, broadens the mental
faculties and horizon of knowledge. It is concern with enhancing general knowledge and
motivating one to understand the total environment.

Training is often understood as a learning experience. So, if employees are to understand

what training can do to improve an employee's job performance, employee should begin by
explaining how learn.
Training widens job related knowledge of the employee. Employees become more skilled and
update their knowledge through training. Training provides necessary instructions for
performing the current job efficiently. Training differs from education and development.
3.2 Types of Training

Foundation courses have two parts: theoretical training in the academy and job rotation. The
officers on probation are required to undergo both in a period of one year. During this period,
three-phased training programmed is effective. On theoretical training say, general banking,
the officers are required to undergo rotation in general banking activities under the
supervision of HRD. Similar process is followed in' case of CRM & Foreign Exchange.

3.2.1 Faculty
The academy has built up a pool of knowledgeable/competent trainer within the bank. In
addition to permanent and professional trainers, speakers are drawn from operational side so
that on. the job experience may be exchange and share d. Over and above, speakers from
Central Bank, professional training institutions, universities, research organizations and Govt.
organizations are also invited to share views and experience. Senior and retied bankers are
also regularly to enhance effective of training.

3.2.2 Methods of Training

The academy holds need-based training courses/workshop/seminars etc. which are finalized
by Training & Research Division in constantly with various department and senior executives
at Head Office. Training inputs are constantly reviewed / modified for achieving the
objective. Methods in training include: discussion/ lecture/workshop/case study/games/ role
play/ film show/ simulation/group work & presentation/ project visit and so on.

4. Performance appraisal method SJIBL

4.1 HR Development Approaches of SJIBL
The SJIBL arrange the development process for their employee and management in the two
ways. Development can be thought of as growing capabilities that go beyond required by the

current job; it represents efforts to improve employees ability to handle a variety of

assignments. Development is beneficial to both the SJIBL and the individuals. Employees
and managers with appropriate experiences and abilities enhance the ability of SJIBL to
compete and adapt to a changing competitive environment. In the development process, the
individuals careers also gain focus and evolve.
SJIBLs HR development approaches are described, under two major headings: job-site
development and off-site development. Both are appropriate in developing managers and
other employees. The HR Perspective discusses the variables that facilitate participation in
development.
4.2 JOB ROTATION
AT the SJIBL job rotation process happen of change an employee from job to job. In SJIBL
have precisely planning the program for each employee. Job rotation is widely used as a
development technique. For example, a promising young manager may spend three months in
the customer service unit of SJIBL, three months in corporate planning, and three months in
cash department. When properly handled, such job rotation fosters a greater understanding of
the SJIBL. At SJIBL, job rotation is used during a 15-month sales training program. Trainees
work in at least three areas, such as industrial sales, retail sales, and product training.
Especially when opportunities for promotion are scarce, job rotation through lateral transfers
may be beneficial in rekindling enthusiasm and developing new talents. The best lateral
moves do one or more of the following:

Move the person into the core business.

Provide closer contact with the customer.

Teach new skills or perspectives.

In spite of its benefits, managers of SJIBL recognize that job rotation can be expensive.
Furthermore, a substantial amount of managerial time is lost when trainees change positions,
because they must become acquainted with different people and techniques in each new unit.
4.3. SJIBL Off-Site Methods
Off-the-job-site development techniques are playing at SJIBL an effective role because they
give the individual an opportunity to get away from the job and concentrate solely on what is
to be learned. At SJIBL, meeting with other people who are concerned with somewhat
different problems and come from different organizations may provide an employee with new
perspectives on old problems. Various off-site methods are used at SJIBL.
4.4 BANKING CUSTOMER RELATIONS TRAINING
Though SJIBLs main customers are the individual people this type of training are very
effective. In SJIBL customer relations training originated. Initially, the purpose of the training
was to prepare supervisors for people problems brought to them by their employees. This
type of training focuses on the development of the human relations skills a person needs to

work well with others. In SJIBL customer relations training programs are aimed at new or
relatively inexperienced first-line supervisors and middle managers. Human relations
programs typically have sessions on motivation, leadership, employee communication, and
humanizing the workplace.
The problem with such programs is the difficulty in measuring their effectiveness. The
development of human relations skills is a long-range goal; tangible results are hard to
identify over the span of several years. Consequently, such programs often are measured only
by participants reactions to them. In SJIBL reaction-level measurement is the weakest form
of evaluating the effectiveness of training.
4.5. Performance Appraisal
Performance appraisal is the process by which an employees contribution to the organization
during a specified period of tine is assessed. Performance appraisal is integral to the
successful operation of most organizations. During this process, employees are evaluated
formally and informally to determine the nature of their contributions to the organization.
Appraisal occurs during time periods and in meetings that are scheduled to produce reasoned
consideration of contributions, but it also occurs informally as employee contributions are
observed, or when an evaluation is brought to the attention of others.
.Performance appraisal is treated as an evaluation and development tool, as well as a formal
legal document. Appraisals review past performance emphasizing positive
accomplishments as well as deficiencies and drafting detailed plans for future development.
The performance evaluation also serves a vital organizational need by providing the
documentation necessary for any personnel action that might be taken against an employee.
Management by objectives (MBO) specifies the performance goals that an individual hopes
to attain within an appropriate length of time. The objectives that each manager sets are
derived from the overall goals and objectives of the organization,
although MBO should not be a disguised means for a superior to dictate the objectives of
individual managers or employees. Although not limited to the appraisal of managers, MBO
is most often used for this purpose. Other names for MBO include appraisal by results, targetcoaching, work planning and review, performance objectives, and mutual goal setting.
Though The SIBL is a service oriented organization means the banking organization so that
the Management by objective appraisal method is applicable for evaluate the performance.
THE SJIBL MBO PROCESS In the SJIBL implementing a guided self-appraisal system
using MBO is a four-stage process.
Job review and agreement of SJIBL Employee: The employee and the superior review the job
description and the key activities that comprise the SJIBL employees job. The idea is to
agree on the exact makeup of the job.

Continuing performance discussions: The employee and the superior use the objectives as
bases for continuing discussions about the employees performance. Although a formal
review session may be scheduled, the employee and the manager do not necessarily wait until
the appointed time to discuss performance. Objectives are modified mutually, and progress is
discussed during the period.

5. Compensation and benefits provided of SJIBL

5.1. Benefits provided of SJIBL

1.
2.
3.

Batter knowledge in Islamic banking system for serve and attract the customer for
adapting Islamic banking System.
Batter knowledge on banking software and make efficient in providing banking
service
Helps remove performance deficiencies in employees and achieve the SJIBLs goal.
4.
5.

Greater stability, flexibility and capacity for growth in the SJIBL.

Accidents, scraps and damages to machinery avoided at the SJIBL.
6.

7.
8.
9.

Serves as effective source of recruitment for the SJIBL.

dissatisfaction, absenteeism, complaints and turnover of employees. SJIBL can

reduces
Helps person handle stress, tension, frustration and conflict to achieve the SJIBLs
goal.
Provides a good climate for learning, growth and co-ordination to achieve the SJIBLs
goal.
10.

SJIBLs employee improves management relations.

11.

12.

Helps employees adjust to change and achieve the SJIBLs goal.

13.

14.
15.

Aids improving SJIBLs communication.

Improves the moral of workforce of SJIBLs employee.

Develops a sense of responsibility to the organization for being competent and

knowledgeable.
It is an investment in HR with a promise of better returns in future and to achieve the
SJIBLs goal.

5.2. Compensation of SJIBL

Compensation is the reward or price for labour. The goals of compensation

administration are to design the lowest Cost pay structure that will attract, motivate and retain
competent employees, and that also will be perceived as fair by these employees.

They fare better in terms of operational efficiency, as indicate by lower staff rations
and more competitive compensation levels rose to 90% in 1998/99 from 85% c the
Economist intelligence unit limited 2001 EIU country profile 2001 Bangladesh 39.

Chapter 03
3. Concluding part
3.1 Problem and Suggestions

1. lack of recruitment in different level does your bank prefer.

Last year, Bank recruited 120 fresh graduate and 160 experienced employees in the junior
level. The ratio is Fresh: Experienced =4:5.
In the Mid and Top level Bank usually does not give preference for external search and now
193 employees have been working in the mid & top levels who have been appointed through
internal promotion.

Experienced Fresh Graduates External Search Internal Search

In Junior Level-160
In Mid Level - 120
Top Level-193
2. The bank provide any special facilities for lack of contractual employees.
From our finding we see that there is no special facility for contractual employees.
3. Give the basis of promotion in the bank.
According to HR, the basis of promotion in the bank is performance. Normally, a promotion
becomes due within two years. But we got mix responses from the responders (i.e.,
employees). Their views are different. These are given below:
Attribute Responses
No. (%)
Qualification (education, experience) 11 37.93
Seniority 4 13.80
Performance 14 48.27
4. The training and development services SJIBL .
At the time of entry, every employee has to participate on the year lowing training programs.
1. General Banking
2. Foreign Exchange
3. Investment
These are on the job trainings. In addition to this, every year bank organizes several training
programs like SME, Debit Cards etc. on need basis.
Last year, on the job 20 employees and off the job, in land 35 employees and in abroad 05
employees were given training.

3.2 Conclusion
The report has attempted to point out recruitment and selection process in SJIBL.. We can get
little information about recruitment and selection process in SJIBL. Recruitment and
Selection Procedure of SJIBL during the last ten years has proved that with strong desire and
will power one achieve whatever target he may have. Almost all the leading banks in our
country have various procedures in recruitment and selection process in comparison with
SJIBL. But it has succeeded in achieving more desirable employee than many other
competitors. This has been possible only because of strong recruitment and excellent
selection procedure. SJIBL Bank employs a large number of employees for performing
various jobs. The academy has built up a pool of knowledgeable/competent trainer within the
bank. In addition to permanent and professional trainers, speakers are drawn from operational
side so that on. The academy holds need-based training courses/workshop/seminars etc.
which are finalized by Training & Research Division in constantly with various department
and senior executives at Head Office. SJIBLs HR development approaches are described,
under two major headings: job-site development and off-site development in performance
appraisal. In SJIBL have precisely planning the program for each employee. Job rotation is
widely used as a development technique. SJIBL customer relations training programs are
aimed at new or relatively inexperienced first-line supervisors and middle managers. Human
relations programs typically have sessions on motivation, leadership, employee
communication, and humanizing the workplace. SIBL is a service oriented organization
means the banking organization so that the Management by objective appraisal method is
applicable for evaluate the performance.