Page 1 of 40

TABLE OF CONTENTS

INTRODUCTION &HISTORY OF ZTBL…………………… 4

MISSION AND VISION OF ZTBL…………………………….5

HIERARCHIAL STRUCTURE OF ZTBL……………………7

DEPARTMENTS OF ZTBL……………………………………8

Human Resource Department of ZTBL ……………………10

Recruitment process of ZTBL ………………………………13

TRAINING OF EMPLOYEES………………………………18

Strategic plan & Performance Evaluation System………28

PRODUCTS AND SERVICES OF ZTBL…………………31

PERSONAL EVALUATION……………………………… 38

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We are very thankful to ALMIGHTY ALLAH, the most Beneficent and merciful,
and his Holy Prophet(Peace be upon him) who is forever a true torch of
guidance for whole humanity. We are greatly obliged to “ALLAH” by whom
grace we have been able to complete this report successfully. We also offer my
thanks to honorable teacher Prof. TAYYABA IQBAL for providing us a chance to work in
such a prestigious project.

X X
SAMEER SANDHU JAMIL UR REHMAN

X X
HASSAN RAZA AGHA EHTISHAM

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 The Zarai Taraqiati Bank Limited (ZTBL) (formerly known as Agricultural Development Bank of
Pakistan) is the largest public sector financial development institution in Pakistan. The bank
serves around half a million clients annually and has over one million accumulated account
holders and a wide network of 31 Zonal Offices, 9 Audit Zones and 373 branches in Pakistan

 It was considered after independence of Pakistan that the existing institutional sources of credit,
such as, taccavi and cooperatives, were insufficiently meeting the credit needs of farmers.
Therefore the need for establishment of a third source of agricultural credit was essentially
percolated so as to fulfill the credit requirements of farmers not only for production but even for
the development purposes.

 Consequently, the ADFC was brought into existence in 1952 for the purpose of expanding
financial facilities and promoting the development and modernization of agriculture in the
Pakistan.

 Subsequently in 1957, the ABP was established that can provide both short term loan for
production and long term loan for development. The ADFC & ABP were merged together as the
ADPB in 18th February 1961.

 The ADPB is the main credit supplier to the agriculture sector in the country. According to the
“Companies Ordinance 1984”, the ZTBL was incorporated as a public limited company on 23th
October, 2002.

 The ZTBL is governed by Memorandum and Article of Association

And registered with the SECP under “Companies Ordinance 1984”.

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 Consequently, on 18th November, 2002, all the assets, contracts,
Liabilities, proceedings and undertakings of the ADBP
Were transferred and vested in the ZTBL on 14th December, 2002
.

 Corporate vision
Dedicated to serve the needs of the farming community by delivering financial products and
technical service on a combative and suitable basis in a concernment efficient and professional
manner leading to success of the bank and the farmers.

 Corporate Mission

To play effective role in the promotion of economic growth by enhancing the availability of credit
to the agriculture sector through reliable access to customable financing special programs
technical assistance and other products and services and to promote career development
opportunity for increasing professionalism and technical prophecies of employees ancillary
services.

 Build ZTBL's image as a proactive, client friendly, financially & operationally sustainable with
indigenous product deployment.
 Establish and provide backward and forward linkages to strengthen agri. value added
commodity chains.
 Engage in public - private and wholesale - retail partnership to deepen outreach and reduce
operating cost.

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  To function as a rural commercial bank to mobilize rural capital formation and to commercialize
the agro. Sector by delivering the true value of credit to the client. Provide a wide range of risk
insurance products to its clients.
 Open up its venues of operation to Domestic & International Banking Industry to avail
comparative advantage

 Corporate objectives:
 Develop and operate as a financially and operationally sustainable R.F.I of the country.

 Assist rural community, particularly the small farmers, in raising their productivity and income
levels through timely delivery of credit, advisory and ancillary services.

 Open up its venues of operation to Domestic & International Banking Industry to avail
comparative advantage

 To function as a rural commercial bank to mobilize rural capital formation and to commercialize
the agro. Sector by delivering the true value of credit to the client. Provide a wide range of risk
insurance products to its clients.

 Engage in public - private and wholesale - retail partnership to deepen outreach and reduce
operating cost.

 Build ZTBL's image as a proactive, client friendly, financially & operationally sustainable with
indigenous product deployment.

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Page 7 of 40
The main departments of a bank are as under:

1. Budget & Funds Management department

2. Central Accounts Department

3. Regulatory Reporting Department.

4. H R Operations Department

5. Training & Development Department

6. Performance Management Department

7. Policy & Regulatory Department

8. IT Operations Department

9. IT System Development Department

10. IT-User Support Department

11. IT Network Department

12. IT-Security Department

13. Corporate Audit Department

14. Field Audit Department

15. Agricultural Technology Department

16. Credit Policy Department

17. Branch Operations Department

18. Business Development & Marketing Department

19. Credit Operations Department

20. Risk Management Department

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 21. Recovery Department

22. SAM Department

23. Research & Planning Department

24. Data Bank

25. General Services Department

26. Medical Services Department

As Pakistan is the agricultural country and ZTBL is the only bank which covers all the agricultural sectors
of Pakistan. As most of the areas which are hindered from the whole country the bank still has access to
those hindered areas as well , to maintain such a consistent performance the bank should require a lot of
effort to maintain its consistency , the bank deals with the all types of agricultural needs of the farmers ,
beside this it would be interesting to know that what is the hiring process of the bank and how does it
performs , as an HR- student it would also be interesting to know that how the huge number of employees is
handled and how the immense pressure is been tackled by the organization . It would also be very
interesting to study the role of HR-Department in the progress of the organization. The products and
services of ZTBL are also mentioned in this report as well as hiring form , performance evaluation form for
the promotion from each department to the upper level designation are also attached at the end of the report
, now we will move towards the HR- departmental role in the organization development and progression
towards its mission and goals .

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Each department’s head is designated as Senior Executive Vice President (SEVP) , the head ZTBL’s HR-
department is DR. AMEEN and Second to him is Senior Vice President (SVP) whose name is Mr. Safaraz
Ahmed .

Now moving towards the interlinkage of departments with HR-department both inside the head office
and outside such as branches, and zonal offices

Each departmental head is always interconnected with the HR- department’s SVP i.e. Mr. Safaraz while
from Zones each Zonal chief and from branches head of each department is interconnected with its Zonal
chief

There are total 27 zones and 358 branches of ZTBL in total which are stated in the table province vise as
under

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 PUNJAB KPK GILGIT SINDH BALOCHISTAN AZAD TOTAL
BALTISTAN KASHMIR
ZONES 12 4 1 6 3 1 27

BRANCHES 162 61 2 93 32 8 358

TABLE : 1

The strategy of HR is based on two main pillars i.e. enhancing the capabilities and competencies of the
existing Human Resource as well as induction of new blood in various tiers of management. During the year
2013-14 about 2000 promotions in various cadres were made resulting a great boost up in the morale of
bank’s work force. In order to overcome the acute shortage of manpower, especially in the Southern Punjab,
292 officers were recruited and posted in those areas to recoup the declining business.

In addition 16 middle level executives and 04 senior executives were also inducted on regular or contract
basis. The bank has also been active to Corporate Social Responsibility by contributing in a big way for the
help of flood affected people of Pakistan during 2013-14.

The Bank has been a major sponsor of the Pakistan’s Cricket. The majority of the Asian Champion Women
Cricket team comprises of ZTBL employees. The bank pursued a vigorous training program during the
period under review.

About 2300 employees of the bank were trained at its in-house facility whereas 120 others were sent to
various training institutes within the country.

Bank has made strenuous efforts for enhancing the capabilities and competencies of the existing human
resource by persuading training programs and also motivation through promotions. The Bank has
strengthened its manpower with the pace of its operations by promoting 1,179 officers/staff during 2013
having committed/clean service record. Moreover, the Bank did not forget its retiring employees by
increasing 20% of their net pension. In view of hard-work put up by the Bank's staff, Performance Bonus
was granted to them for the year 2012. During the period under review, the Bank has successfully played its
role in the field of agriculture finance with the strength of 5,631 ZTBL employees and 2,165 employees hired
from the KSSL (a subsidiary of the Bank). The improvement of HR Policies and Systems is a continuous
process. During the year 2013, the handbook of administrative/financial/ disciplinary powers delegated to
various executives was updated and amendments were made in recruitment and selection policy. To enhance
the competencies of manpower, about 116 courses were conducted and 2,981 officers/staff were trained in
different areas. Eleven hundred Officers were trained in ERPmodules and 423 Officers in need based
courses. One new Division, i.e Liability Marketing Division and 02 new IT Support & Training Centers in
the field and a new Legal Litigation Unit at Gilgit Baltistan have been created in order to improve
efficiency.

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The bank pursued a vigorous training program during the period under review. About 2300 employees of
the bank were trained at its in-house facility whereas 120 others were sent to various training institutes
within the country. The bank provided internship facility to 220 students from different colleges/universities.
Following courses were conducted at Staff College, Islamabad as detailed below:- country. The bank
provided internship facility to 220 students from different colleges/universities. Following courses were
conducted at Staff College, Islamabad as below:-

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Future Plan/Strategy:
Management has declared 2014 as Capacity Building and System Consolidation Year. It is proposed to
revise Pay & allowances Package of the employees. Review of the organizational structure of ZTBL shall
also be undertaken next year.

RECRUITMENT PROCESS
There are total 3cadres in ZTBL ,as mentioned above the bank was fully under control of government but
later on in 2002 to the bank was privatized but still 99% of the share were remained under the government
control , this gave birth to the 2005 cadre of payment and later on in 2013 a new cadre for clerical staff was
also introduced by the name of KISSAN SUPPORT SERVICES LIMITED (KSSL). Each cadre has its own
legal protection and each of the above has its own performance evaluation process . THE three cadres are :

1. 1961 cadre

2. 2005 cadre

3. KISSAN SUPPORT SERVICES LTD (KSSL)

1961 cadre
This cadre only includes the all the employees in who were hired before or those who opted this cadre on
offer in 2005 (this cadre includes both clerical staff and AVP-SEVPs) they are irrelevant now as no more
hiring are made under this cadre , and it is projected that all of the members in this cadre will retire up till
2027 and only two cadres will left behind

RECRUITMENT PROCESS:

 All the hiring were made by direct interviews in this cadre for AVPs- SEVPs were made through
direct interviews

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 These interviews were one-one interviews and were conducted by departmental heads

 The advertisements were made through local newspaper and media

 The clerical staff was hired by entrance test and top candidates as per requirements were hired

2005 cadre
This cadre includes all the employees hired after the 2005 and those who opted it this cadre is only for
the AVPs-SEVPs no clerical staff is hired under this cadre

RECRUITMENT PROCESS:

 The vacant posts are advertised through newspapers.

 All the candidates who are fit for job are called in for interviews.

 The interviews are panel interviews.

POST Members of panel

AVP SVP (HR DEPARTMENT),SEVP of particular

department ,external recruiter
(Assistant Vice President)

VP SEVP (HR DEPARTMENT),SEVP of particular

department ,external recruiter
(Vice President)

SVP SEVP (HR DEPARTMENT),SEVP of particular

department ,external recruiter
(Senior Vice President)

SEVP President of the bank , external recruiters

(Senior Executive Vice President)

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SAMPLE JOB ADVERTISMENT FOR AVPs

SAMPLE JOB ADVERTISMENT FOR SVPs

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KISSAN SUPPORT SERVICES LIMITED (KSSL)

Kissan Support Services is Private Limited Company, established in 2006 as a subsidiary of ZTBL. The
purpose for establishing this subsidiary was to outsource Bank’s noncore activities which include:

 Sports

 Security Services

 Provision of man power (Clerical & Non-Clerical Staff)

 Janitorial Services

 Canteen Maintenance

Vision & Mission

Dedicated to serve the needs of the farming community, by delivering financial products and technical
services on a competitive and sustainable basis, in a convenient, efficient and professional manner, leading
to the success of the Bank and the farmers.

AIM

To provide support staff to ZTBL, undertake its non core activities and carry out any business for its
sustainability

Objectives

 To carry on business of providing consultancy, advisory and other agency and support services
on contractual basis or otherwise to ZTBL.
 To provide all kinds of support staff and ancillary services to the Bank and marketing of Bank’s
products and services.
 To provide quality products and services to ZTBL clients for efficient and improved farming
including seeds, fertilizers, pesticides, Agri-machinery and technical services like design of
irrigation & drainage system, repair and maintenance of agricultural machinery and other
services like training and education of farmers, market information and crop insurance etc.
 To liaison and establish contracts with agricultural research organizations in order to develop
efficient, effective and appropriate technologies for improving output and value added products.

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  To provide welfare services to the employees of the Bank including education, vocational
training, sports and recreation facilities.
 To carry on any other business which, the company may feel capable of doing conveniently in
connection with the abovementioned businesses to enhance the value and profitability of the
Company’s property or rights.
 To take part in the management, supervision or control of the business or operations of any
person, firm, body, corporate, association or any other undertaking and for such purpose or
purposes to appoint and remunerate any officers of the company, accountants or other experts or
agents.

Formation of KSSL

1st meeting of Human Resource Management Committee of the ZTBL Board was held on November
10th, 2005. In this meeting, proposals to outsource noncore services of the Bank and the formation
of Bank’s Subsidiary to provide different kinds of support services were approved. Formation of the
Bank’s subsidiary was subsequently endorsed in the 20th meeting of ZTBL Board held on November
16, 2005. The Security Exchange Commission of Pakistan (SECP) allowed incorporation of KSSL, a
Subsidiary of the Bank.

RECRUITMENT PROCESS

 The vacant post are advertised in newspapers and then NTS test is conducted and top
selected as required are selected

 They are not actually the part of ZTBL

 They are also not eligible for any benefits from ZTBL

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 TRAINING OF EMPLOYEES

TRAINING AND DEVELOPMENT DIVISION

 VISION:

Training & Development Division will be a center of excellence in training services and to build
competencies that achieve business goals.

 MISSION:

To provide a learning environment and tools to help our employees to reach their full potential.

Classification of Training and development division

FUNCTIONS OF TRADD:

 Identify, develop and impart best possible training & development innovative solutions.

 Ensure that the Bank possess trainers who are adequately trained to design, deliver in accordance
with the training & development programs.

 Overall responsibility of implementation of HR policies and programs in areas of training,

development and career planning.

 Nominations of In-house/ Inland Trainings.

 Approval for holding Workshops/ Seminars.

 Approval for specialized internship Program.

 Evaluate nominations for overseas training programs.

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  To approve Training Plan for the year.

TRAINING & DEVELOPMENT DEPARTMENT

VISION

To impart and Upgrade knowledge, professional competency and develop positive mental attitude among all
employees of the Bank.

MISSION

Achieve and comply with the business plan and strategies of the Bank through manpower Training &
Development

CLASSIFICATION OF TRAINING AND DEVELOPMENT

DEPARTMENT

OBJECTIVES
 To provide quality training in liaise with corporate goals.

 To unleash the hidden potential of the employees.

 To identify and build right set of competencies in employees to optimize their performance.

 To acquaint equal learning and development opportunities to employees across the bank.

 To provide conducive environment for the visiting trainees/groups, so that they could gain the
desired knowledge.

FUNCTIONS

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 Identify, develop and impart best possible training & development innovative solutions.

 Assess training & development needs of all employees in the Organization.

 Ensure that the Bank possess trainers who are adequately trained to design, deliver in accordance
with the training & development programs.

 Liaise with all major training agencies and trainers to the Bank’s advantage.

 Overall responsibility of implementation of HR policies and programs in areas of training,

development and career planning.

 Obtain feed back on various HR policies, procedures and programs to recommend improvements.

 Evaluate, propose nominations for overseas training programs.

 Arrange internships for students of HEC recognized Universities, in the field and at Head Office.

 Process and finalize Employees Education requests to encourage the Employee’s to improve their
academic / professional qualification not only for their career growth but also to prepare the Human
Resource of the bank to meet the future challenges on self sustainable basis.

UNIT’S FUNCTIONS

1. Training Admn.& Coord. Unit

 To perform all inter and Intra Coordination for the Department.

 Ensure effective administration in organizing training and development programs.

 Nominate different categories of employees for various courses to be conducted at Staff College.

 Arrange Workshops at Zonal offices to increase the productivity of the Employees.

 Evaluate, propose nominations for Overseas training programs.

 Nominate employees for various courses, workshops/seminars conducted by other institutions within
Pakistan.

 Process Annual Membership / Contribution for Inland Foreign Institutes and Membership fee Of
ICAP etc for the Bank Executives.

 Process cases for overseas training.

 Process all bills.

 Hotel Enlistments, Rates Revision etc and Resource Person fee modification and file approvals will
be process to keep up the market rates.

 Process and maintain the Leaves, approval of tour programs, Appraisals etc.

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2. Skills Training Unit:

 Skills Training Unit:

 Initiate Training Needs Assessment (TNA) process in the Bank.

 Review TNA for its appropriateness.

 Develop annual T&DD budget on the basis of Internship and Employees Education
plan/calendar and monitor expenditures against budget.

 Monitor expenditure against budget. The consolidated training budget would be forwarded
by the skill training unit.

 Prepare, maintain and update syllabi of various courses on regular basis.

 Arrange internships for students of HEC recognized Universities, in the field and at Head
Office.

 Internships for Law Graduates.

 ACCA Specialized training program.

 Preparations of Question Papers, results, Evaluation etc & update the contents of the courses
of the courses.

 Skill Development Unit:

 Prepare in coordination with performance Management Department, Carrier Planning &

Road-map vis-à-vis TNA, future requirements of contemporary banking.

 Present annual T&D plan for approval.

 Decide the best suited development solution to close the competency gap, thus prepare
annual T&D plan/ calendar and its periodical review.

 Process and finalize Employees Education requests to encourage the Employee’s to improve
their academic / professional qualification not only for their career growth but also to
prepare the Human Resource of the bank to meet the future challenges on self sustainable
basis.

 Formulate annual development budget on the basis of development plan/ calendar.

 Prepare and maintain to keep current approved development curricula.

 Ensure that employees attend the development courses as per approved development plan.

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  Validate development programs.

 Tailor and launches courses focusing on managerial soft skills development.

 To provide facilities to students of Iqra Academy for Holy Quran.

 Grant permission for higher studies and appearing in examination.

3. ERP Implementation UNIT(ENTERPRISE RESOURCE PLANNING):

 Prepare and maintain Budget of the Department on ERP System

 Prepare & Maintain the training Calendar for the year.

 Launches the training courses on ERP to create a common platform for all Employees.

 Update the trainings of all Employees in both Inland and Staff College courses.

 To provide facilities to trainees to self Enroll for all the courses..

 Provide E-Lectures on already given trainings and E- Brochures to help Learning and revising the
Course Material.

MAJOR TRAINING AREAS

(i) CORE COMPETENCIES:
 Branch Banking Operations.

 SBP Regulations.

 Credit Policies.

 Recovery Procedures.

 Field Operations

 Resource Mobilization

 Agriculture Technology Techniques & Methods.

 Audit Techniques And Compliance

 Risk Management.

 Information Technology

 Disaster Risk & Business Continuity Management

 Revenue Record Matters.

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 (ii) GENERAL COMPETENCIES:

 Management & Strategy Programs

 Leadership Development Program

 Effective Branch Management

 Performance Management

 Conflict Management

 Stress Management

 Effective Communication Skills

 Writing Skills

 Presentation Skills.

 Customer Relationship Management

 Time Management

STAFF COLLEGE DEPARTMENT

VISION:

Develop core and general competencies at different tiers of management, improve the training infra-
structure and develop the Staff College as Model Banking Training Institute.

MISSION:

To train and develop a sound Human Resource base for improving professional skills and abilities of
employees in the work place through different Training and Development programs

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 Classification of Staff College Department

OBJECTIVES:
 To provide quality training in line with corporate goals.

 To improve the competencies of the participants by focusing on job knowledge, systems and
procedures.

 To continually improve the knowledge level, responsiveness and communication skills of the
employees.

 Motivate Bank employees for developing and promoting the culture of team work to make the Bank
vibrant, financially viable and sustainable organization.

 To maintain safe, clean and healthy environment in the college.

FUNCTIONS:
 Execute and administers different courses according to syllabi/training need strategy.

 To assisst in designing of course syllabi for different courses to be launched at Staff College.

 Ensure that the Bank possess trainers who are adequately trained to design, deliver in accordance
with the training & development programs.

 Establish an environment for trainees conducive to learning.

 Liaise with all major training organizations and trainers.

 Implementation of HR policies and programs in areas of training, development and career planning.

 Arrange and conduct field visits as a part of training package in different courses.

 Develop a feedback system for evaluating course contents and the trainers, from the trainees with a
view to improve the training programs and methodology.

 Arrange field visit and workshops at Zonal Offices for enhancing professional capabilities of the
Bank Field officers and to give exposure to the progressive farmers of the areas..

 To focus on achieving optimal level of capacity building to meet out the new challenges of banking
sector.

 Arrange briefing to the visiting delegates from different institutions, ministries and countries etc.
visiting Staff College/ZTBL Farm.

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 UNIT’S FUNCTIONS
1. Administration & Course Coordination Unit:
 To carry out the conduct of training and development activities as per training plan.

 To design the schedule according to syllabi, arrangements of guest speakers to ensure satisfactory
course delivery.

 Administrative and trouble free boarding / lodging arrangements for the participants in the
designate hotels.

 To create the classroom climate that is conducive to participant learning and academic integrity.

 Arranging of handouts on the subjects and to keep them up to date for distribution among the
participants of different courses.

 To process all the files / bills for payments.

 To carry out the conduct of training and development activities as per training plan.

 To design the schedule according to syllabi, arrangements of guest speakers to ensure satisfactory
course delivery.

 Administrative and trouble free boarding / lodging arrangements for the participants in the
designate hotels.

 To create the classroom climate that is conducive to participant learning and academic integrity.

 Arranging of handouts on the subjects and to keep them up to date for distribution among the
participants of different courses.

 To process all the files / bills for payments.

2. Library, Hardware & Maintenance Unit

 To provide logistic facilities i.e. Furniture & fixture, Telephones, photocopiers Audio-Visual
devices, Multi media, LCD and Stationery etc.

 To maintain personal Files of Employees.

 To look-after the Security arrangements.

 To coordinate with the Departments in the Training & Development Division as well as other
Departments of Head Office / Farm Manager for personal / administrative matters.

 To maintain the files on Policies & Procedures on Training.

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 To modernize the training infrastructure.

 To prepare and up-date catalogue of Library Books.

 To maintain and up-date the Library Receipt & Issues Register.

 To identify the latest books on the relevant subjects and arrange the purchase as and when
required.

 To arrange collection of Government Publications like Budget, Finance Bills, Economic

Survey, Gazette Notification etc.

Training Plan Year 2014

Page 26 of 40
COURSE VISE SUMMARY

INTERNSHIP ACHIEVEMENTS

Page 27 of 40
 Strategic Plan 2015
1. Trainers on specialized banking and IT subjects will be produced.

2. Basic Training Course for officers (OG-III) to be appointed in 2014/15 will be arranged in 2 phases.

3. Dummy Branch will be opened to help new appointees to learn basic operations of the Bank.

4. Formation of Help desk at ZTBL, Staff College. Islamabad.

5. Establishment of hostel at ZTBL Staff College, Islamabad.

6. Posting of at least four faculty members of diverse disciplines at ZTBL, Staff College Islamabad to
further strengthen the training operations.

7. Replacement of Coaster

8. Replacement of Computers at ZTBL, Staff College

Performance Evaluation System

1. 1961 cadre: (only for AVP-SEVP)

All the employees who were appointed before 2002 are included in this pay cadre, but later on
they were provided with the option either they can choose the pay cadre of 1961 or 2005.

BENIFITS

 There were certain benefits for this pay cadre such as health benefits for all dependents of the
family , pension after the retirement

 At least 3 promotions during the full tenure of employment

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 PERFORMANCE EVALUATION

 The performance evaluation in this cadre is evaluation by the department heads on ACR’S
(sample of these are attached at the end of this report) + seniority cum fitness will be eligible
for the promotion to the next level

 After looking at the ACRs it is asked by low scoring candidates that what were the factors that
affected their performance , and what are the essential training that is required by the
employee under his own personal evaluation , while if any certain training is required the
employee is offered the training otherwise is transferred to other department where the person
is more job fit

Limitations

 This cadre is only for those who were appointed before 2005 and all those who were
appointed after this time would be automatically transferred to the 2005 cadre.

 Noncompetitive cadre , promotions are given on the basis seniority basis not on the
educational advancement. Which could be very much demoralizing for the deserving
candidates

 Not as much attractive pay package as of 2005 cadre

2. 2005 cadre(only for AVP-SEVP)

All employees who opted this cadre instead of 1961 and all those who are appointed after 2005

BENEFITS

 Attractive pay packages

 Competitive , which helps to maintain a great work environment where every

employee wants to give his 100%

PERFOMANCE EVALUATION

 There are ACRs prepared by departmental heads and are forwarded to HR-
department while the top candidates are selected for the interviews by the HR-
department and interviews are conducted for the promotion of these candidates and

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 final selection is made on the cumulative score of educational experience , ACRs, job
experience and fitness

Education ACRs Job experience

experience FITNESS

60% 20% 15% 5%

LIMITATIONS

 Contract based job ( not permanent)

 There is no feedback for room for improvement for the employees

 Strictly competitive environment with attractive pay packages one can be biased on
the basis of these attractive pay package but could not survive in strict competitive
environment

 As the 1961 cadre is easy for progressing further it could be also demoralizing for
unsuccessful candidates in 2005 as they are in immense competitive environment
under the same roof with the easy progressing employees

 Can affect the friendly environment in the workplace

 No definite promotions guaranteed

KSSL: (Only for clerical staff)

All the employees are non-permanent members of the bank , and are working as a
subsidiary helping hand for the Bank

LIMITATIONS

 They are not eligible for any kind of promotions

 Not eligible for any incentives announced by ZTBL

 NON-permanent jobs

Page 30 of 40
  ZTBL does not consider KSSL member for higher level job test , if they want to apply
they have to withdraw their job from KSSL

PRODUCTS AND SERVICES OF ZTBL

LOCKERS FACILITY
Zarai Taraqiati Bank Ltd. apart from its core functional activity marked with country based agri-
business, has started to serve its valued customers by offering lockers facility. Initially, this facility is
being offered at following 11 branches.

Name of Branch Phone No. Address

Islamabad Branch 051-9252022 Block-7/F, ZTBL Officer Colony G-7/2,

Islamabad

Main Branch Lahore 042-7353380 47-C, Sharah-e-Quaid-e-Azam, Lahore

Peshawar Branch 091-2262279 Chughalpura, GT Road Peshawar

Gujranwala Branch 055-9200206 D.C Road, Gujranwala

Faisalabad Branch 041-9210008 Opposite Punjab Medical College,

Faisalabad

Multan Branch 061-9200509 61-A Abdali Road, Multan

Sahiwal Branch 040-9200424 915-D Block Farid Town Sahiwal

Sargodha Branch 048-9230491 Katchery Road, Sargodha

Khan Pur Branch 068-5573079 Model Town- Near Paradise Cinema

Khan Pur

Shafi Court Branch 021-9206006 Shafi Court Building Mereweather Road

Karachi South

Main Branch 021-4613618 St 4/3-A Building No.1 KDA Scheme-36

Gulshan-e-Johar Gulistan- i -Jauhar Karachi

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Development Loans
ZTBL providing development loans for following purposes:

 Installation of tubewells (including cost of power lines upto 8 poles and transformer/Ancillary
structure.

 Pumping sets/lift irrigation pumps (including peter engines).

 Open Wells.

 Purchase of improved farm machinery (including tractors,, power tillers, implements, cutter binders
(reaper wind rover), threshers, trolley, spraying equipment, cane crusher and miscellaneous
agricultural equipment, tractor pulled harvesters, self propelled combines.

 Sprinkler irrigation.

 Drip irrigation.

 Orchards and Fruit Nurseries

 Poultry & Hatchery farms structures & equipments.

 Minor crops (Mentha Aryensis, Asparagus etc.)

 Seasonal & Development loans for tea plantation.

 Fattening of livestock for meat purposes and small dairy (milch animal).

 Farm forestry/Plantation of trees and nurseries including hybrid poplar cultivation, Oil Palm
seedling.

 Desilting, alignment and lining of water courses.

 Cold Storage.

 Bamboo Cultivation.

 Bee keeping.

 Bio-gas Plant.

 Levelling, lay out, terracing, fencing, soil improvement & embankments.

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 Repair of Tubewell/Tractor/Fishing Boat & Engine.

 Goat/sheep farming excluding structures.

 Construction of Pacca Water Courses.

 Tobacco Barns.

 Fisheries (inland and marine) including purchase of trawlers/boats/equipments nets/twins, marine

engines (outboard/inboard) etc.

 Drilling equipment.

 Boring rig.

 Trucks.

 Wind Mill.

 Reclamation of land.

 Jungle Clearance.

 Loan for personal computer for farm management to progressive farmers owning at least 25 acres of
irrigated or 50 acres of rainfed land .

 Marketing loans for crops and other agricultural products to be allowed with Head Office prior
permission.

 Bulldozers.

 Stocking of Agricultural Machinery, implements and equipment, seeds, fertilizers and chemicals used
in agriculture (with prior approval of Head Office).

 Animals driven Carts with prior approval of HO .

 Solar Energy Pumps.

 Providing Spraying services/tubewell water services.

 Purchase of motorcycles for milkmen.

 Construction of Godowns/Warehouses on farms.

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 Green House, mini-tunnels, walk-in tunnels.

 Construction of Modules and Culverts.

 Cotton Pickers, (with the prior approval of Head Office), Groundnut Diggers,
Potato Diggers.

 Farm construction

 Opening of private veterinary clinics.

 Opening of Private Diagnostic Veterinary Laboratories in private sector.

 Opening of Private artificial insemination centres.

 Opening of veterinary medical stores.

 Replacement of engine and spare parts for Marine Fisheries.

 Sulphuric Acid Generator.

 Construction of Mini Dams/Check Karez/water Reservoirs/water catchments for Raid Fed (Barani
Areas).

 Milk Chilling Units.

 Compound feed making industry.

 Construction of Cold Storages by Poultry Producers.

 Construction of Cold Storages by Fishermen.

 Arboriculture (Wind breaker, shelter belts, hedges).

 Construction of Laboratory for Integrated Pest Management (IPM)

 Hole Digger .

 Purchase of Processing machinery including Seed Dryers, Vegetable Dryers & Fruit Dryers for use
at farms.

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 Those types of loans which are advanced for seed, fertilizer, pesticides, labour charges and POL etc.
to grow crops and vegetables including working capital for poultry, dairy, orchard, fishery and are
recoverable within 18 months.

DEPOSIT SCHEMES:

»» Current Account

»» PLS- Saving Account

»» Business Deposit Account (Special Deposit A/C)

»» Rozana Bachat Account (Special Deposit A/C)

»» Basic Banking Account

»» PLS- TermDeposit

»» Zarai Munafa TermDeposit Certificate (ZMTDC)

»» Musaqbil Mehfooz

»» Zarai TermDeposit Certificate (ZTDC)

»» MINFA Revolving Fund Deposit A/C (MRFDA)

»» MINFA Special Saving Deposit A/C (MSSDA)

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Page 36 of 40
Page 37 of 40
 PERSONAL EVALUATION

 This program was a career awareness program as well in the sense that it helped us in identifying our
interests. What we have identified is that we want to do some thing dynamic and not an assembly line
kind of job. Moreover, we have found that in Pakistan, it doesn’t matter what is your field of education
meaning that as long as you have the slightest idea of job in hand and you are an active learner, you
can work wonders.

Recommendations
 Although still, there is cooperative environment in the ZTBL, but there is a need to further boost it up.
There must be cooperation among staff members, management, customer and shareholders.
 The job rotation of duties of employees should be implemented to improve the performance which will
enhance their skills and confidence. The motivation level of the employees should be enhanced by
increasing compensation and giving extra fringe benefits.
 The advertisements of the products and the services of the ZTBL should be done in a proper way with
a strategic management.
 To hire creative, skillful and young employees on the basis of their eligibility and experience but not
on discrimination basis.
 The recruitments should be strictly on merit basis and induction should be after proper and extensive
training..
 To remove the file keeping barriers, which waist a lot of time on searching of files. There should be a
proper check and balance.
 The documentary records of the ZTBL should be correct and complete.

 More rewards and bonus schemes should be for management as well as for employees and promotion
should be based on performance of employees and not on favoritism.

 The ZTBL has developed a web site but still only its front home page has been developed while other
banks have good attractive sites.

 The efforts should be made to reduce the employee turnover and absenteeism rate because it creates
misunderstanding and conflicts in the ZTBL.

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  In order to increase cooperation among employees, management has to arrange different parties or
get together which will create love, care and cooperation among employees..

How this project helped us in understanding HR

This project was very helpful not only from understanding HR-perspective but also how to manage one’s self
and other who are working around you in such a diversified and competent environment .

The project also enabled us to understand the basics of recruitment process which would be
very much helpful for us in near future , the main aspect of the project was that it helped us in
understanding that how the employees are evaluated on the basis of their performance and how they
train to cope their deficiencies .

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REFRENCES
1. Training and development division ,ZTBL

2. ZTBL Annual report 2010-2015

3. ZTBL HROD SVP, MR SARFARAZ AHMED

4. Ztbl.com.pk

5. KSSL.com.pk

6. Ztbl H/O zeropoint ISLAMABAD

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