THE BANK OF PUNJAB

(Human Resource
Management)
 
 GROUP MEMBERS

• Ehsan Ullah ME-09-

27
•
 Introduction to the
Organization
• Branch Network:-
The Bank of Punjab has opened 273 branches.
• REGIONAL OFFICES:-
The network of the branches of BOP is divided in to seven
Regions in all Pakistan. The administrate control, operational control
and increasing business volume is the responsibility of the Regional
chief. The following Region has been established up till now. 

• Regional Office Lahore.

• Regional Office Rawalpindi.
• Regional Office Gujranwala.
• Regional Office Faisal Abad.
• Regional Office Multan.
• Regional Office Karachi / Quetta.
• Regional Office Peshawar
ORGANIZATIONAL
STRUCTURE
President

Commerci Corporate
al & Retail Regional &
Banking Business Regional Investmen
Group Chief Marketing t Banking
Chief Manages Group
Chief

Branch
Operations I .T
Regional Corporate
Operation Manager
Group Head North &
s Chief Corporate
Chief Head South

Regional Operations Branch

Complianc Departmen Operations
e Chief ts of The Manager
Region
Risk

Managemen Corporate
t Group Regional Risk Branches
Chief Management
Chief

Credit Branch
Department
of The Credit
Region Officers
Registered Office/BOP Head
Office

Registered Office/BOP Head Office

10-B, Block E-II, Main Boulevard

Gulberg III,lahore.
Tel: (042) 5783700-10
HIERARCHY AT REGIONAL
LEVEL
Regional Chief, Regional

Operational Head

I .T Branch Manager, Credit

Operational Manager
Committee

Customer Cash & Bills & Accounts Advances Consumer

Clearing
Deposit Remitt Finance

Foreign
Internal
Exchange
Audit

NON-CLERICAL STAFF
 HRM PROCESS IN
BOP
•There are 4982 employees working in The Bank of Punjab:

•Total numbers of regular employees are 2839

•Total numbers of contractual employees are 2143

•Total numbers of executives are 487

•Total numbers of officers are 3213

•Total numbers of non clerical staff are 1282

 HRM PROCESS IN
BOP
HUMAN RESOURCE PLANNING

Human resource planning can be condensed into three steps.

1. Assessing current human resources.

2. Assessing future human resource needs.
3. Developing a program to meet future.

HRP PROCESS

Major steps in the Human resource planning process are to ascertain:-

• Goals and plans of organization

• Current human resources situation
• Human resource forecast
• Implementation programs
• Audit and adjustment
 HRM PROCESS IN BOP
HUMAN RESOURCE FORECASTING

FORECASTING HR REQUIREMENTS

 Forecasting of HR requirements, at BOP is made on the following

parameters:-
 
– Staffing Level
Number of employees needed to meet the strategic
plans of the bank.
– Staffing Mix
There are following categories of working staff in
BOP as mentioned below:-
– Executives
– Officers
– Clerical staff
– Non-clerical staff
METHODS TO FORECAST HR
NEEDS
• At BOP, HR forecasting is being done
according to the following model:-
• Forecasting Model
Current Losses / Back-up In Future Surplus /
Strength Withdrawal Requirements Shortage
 EMPLOYEE RECRUITMENT
AND SELECTION
Following steps are involved in the recruiting process:-
• Primary steps:-
 Demand analysis
 Supply analysis
 Gap analysis
 Action plan
• Secondary steps:-
 Vacancy arises
 Job analysis
 Job description
 Job specification
 Job advertised in appropriate media
 Application forms and short listing
 Interviews and selection
 Vacancy filled Steps
 ACTION PLAN

Following steps are involved in the action

planning that how does the action take place:-

• Staffing authorizations
• Promotion & Transfer
• Training & Development
• Recruitment Planning
• Compensation & Benefits
• Labour Relations
 Recruitment

• Recruitment starts with the objectives of

bank and the specification of HR
requirements.
• Initial Screening
• Selection
• Orientation
• Placement
• Training
 Performance Appraisal
In BOP the performance appraisal is basically opened to every one and it is composed of two parts which
are further composed of three sections . The detail is given below:-
PART 1:-
• Section-I (To be filled by the concerned Branch / Region)
• Name
• Father’s Name
• Designation
• Grade
• Basic Pay
• Regular / Contractual
• Current Posting
• Reporting to
• Date of Joining BOP
• Date of Last Promotion
• Academic Qualification
• Professional Qualifications
• Status of Disciplinary actions, if any
•  
• Section-II (To be filled by the Appraise)
• Mention most important achievements during the year
• Section-III (To be filled by the Appraise)
• What Training would you like to undertake to benefit you
• PATRT B:-
• Section-I
Performance, Achievement against job objectives (Already agreed)
Rate the performance against objectives:
(1=poor, 2=Satisfactory3=Good4=Very Good 5=Excellent)
• Five Objectives
• Score (1 to 5)
1. Deposit
2. Advances
3. Profit
4. Reduction of Bad debts
5. Reduction of Complaints
Total score / No. of objectives x 0.7 (Score of Section-I)
 
• Section-II
Behavioral Skills
1. Job Knowledge
2. Communication Skills
3. Attitude, Behaviour & Response to Controlling Offices
4. Initiative
5. Attendance & Punctuality
6. Commitment to Job & Organization
7. Team Work
8. Analytical Ability
9. Development of subordinates
10. Personal appearance and grooming 
Total score / No. of objectives x 0.3 (Score of Section-II)
Grand Total:_________________ 
• Section-III
Signature of Appraisee & Date
(with comments, if any) 
Signature of Appraiser & Date
(with comments, if any)
(Immediate Supervisor)
Countersigned by the Appraiser’s Supervisor & Date
 TRAINING AND
DEVELOPMENT
Training Programmes follow three phase sequence:-

 Needs Assessment
 Implementation
 Evaluation

Three levels of analysis for determining the needs that training can fulfill.
1. Organization Analysis
Focuses on identifying where within the organization training is needed.
 
2. Operations Analysis
Focuses to identify the content of training what an employee must do in order to perform
competently.
 
3. Individual Analysis
Determines how well each employee is performing the tasks that make up his job

Oprational analysis:-
• Operations analysis requires a careful examination of the work to be performed after training.
It involves:-
• 1. A systemic collection of information that describes how work is done.
• 2. Descriptions of how tasks of performance for that work can be determined.
• 3. The competencies necessary for effective task performance.
 
 PERFORMANCE
MANAGEMENT
• There are following three main
things in performance management
process in BOP:-

• Goal Setting
• Measuring Accomplishment
• Regular Assessments of Progress
 Result Oriented Rating
Method
• Main process is goal setting to establish objectives for
the organization as a whole, for each department for
each manager within each branch and for each
employee.

 
Three things involved to establish objectives:-
1. To agree on the major objectives i.e Deposit, Advances,
Profit etc for given period of time 01 year in BOP.
2. Develop plans for how & when the objectives will be
accomplished.
3. Agree on the yardsticks for determining whether the
objectives have been met.
 Graphic Rating Scale
Level of Performance
Rating Factors Points
1 2 3 4 5
Attendance & Punctuality

Job Knowledge
Attitude, Behaviour & Response

Unsatisfactory

Conditional

Satisfactory

Above Satisfactory

Outstanding
To controlling offices / branches

Personal Appearance &

grooming

Quality of work
Commitment to job &
Organization / bank / branch
EMPLOYEE COMPENSATION
AND BENEFITS
• Compensation includes direct cash payments
and indirect payments in the form of employee
benefits and incentives to motivate employees
for higher levels of productivity. 
• Pay for performance is the new mantra. An
organizational reward system includes
anything e.g; an employee values and desires
that a bank is able and willing to offer for
employee contributions.
 Reward Systems

 FINACIAL REWARD
• Direct payments (salaries)
• Indirect payments (benefits)

 NON-FINANCIAL REWARDS
• Protection program
• Employee involve in decision making
• Effective supervision
• Recognition
• Training opportunities
• Supportive company culture
 ORGANIZATIONAL CAREER
MANAGEMENT
– Employee Job Changes
• Job Changes within the organization
– Promotion
– Transfer
– Demotion
• Separations
– Layoff
– Termination
– Resignation
– Retirement
 LABOUR MANAGEMENT
RELATIONS
• Union Membership
• Labour Management relations are relating the needs of people. Employees often join unions
in order to have a method of collectively resisting actions of management. When employers
cut wages, pay low wages, dismiss employees, unpleasant working conditions, employees
may resist by joining unions. Union employees may petition management for changes and if
unsuccessful they may resort to concerted work stoppage a strike.
• Collective Bargaining
• Collective Bargaining is a process by which management and unions establish terms and
conditions of employment. The process is bargaining because it involves give and take, the
making of contract.

• Labour management negotiations involve three major participants.

• 1. Union
• 2. Management
• 3. Employees
• Conducting A Strike

• When no decision is made between union leader and negotiating committee to solve the
problems, then great influence by union leaders to enforces workers to gather for a strike.
• A strike has its own dynamics. It is called simply to bargain demand. It’s a pressure tactic.
Strikes occur when employees refuse to work until changes are made in compensation or in
conditions of work.
Settling Disputes
Mediation
Strikes are a form of open conflict which most people wish to avoid. When a strike begins, in consequences a number of steps are consider try to
resolve thedisputes.
Mediation is a major form of intervention intended to resolve disputes without strikes. Mediation is a process by which a neutral party attempts
to help disputing
parties reach a settlement of the issues that divide them. So, mediation is a process of persuading the parties to reach an agreement.
Arbitration
Arbitration is a process by which an answer is provided for issues in dispute. Whereas, the focus in mediation is on bringing the parties to some
agreement; the focus
in arbitration is on what the agreement should be.

Handling Grievances
A grievance is an alleged violation of the rights of workers on the job. One of followings can cause grievances:-
 
As a violation of the collective bargaining agreement
As a violation of federal / state law
As a violation of past practice
As a violation of company rules
As a violation of management’s responsibility
 
Grievances ordinarily arise under the provision of a collective bargaining agreement.
 Grievance Procedure
To settle disputes arising during the period of the agreement
To establish an orderly method for handling disputes
To provide union’s role in processing the grievance of a single employee
To allow either side to appeal the results of grievance negotiation step by step until a final and binding decision is reached
 
 
 
 
 CRITICAL ANALYSIS

Human Resource Planning and Recruitment process of BOP is centralized.  

The Head Office Lahore analyzes the staff requirement on the basis of input /
feed back received from its seven regions. Then it advertises the Job
Opening in all leading news paper and after test / interviews, the
recruitment is made by BOP.

Head Office announces the promotions of employees, which may be 10%, 20%
or 30% in each grade/cadre. further more the following steps are also
involved in the critical analysis.

• Requirement Analysis (Purpose of study)

• Data Gathering
• System Design
• Implementation
 SHORTFALLS /
WEAKNESSES OF HRM
DEPARTMENT
 Following are the weaknesses of HRM department:-
• Delay in taking steps for HR development
• No flexibility in rules and regulations
• Political Recruitments
• Excessive Work Load on employees
• Lack of Team Work
• Lack of Participative Management System
 CONCLUSION

• No doubt the BOP is financial institute but the working

substances are the human beings. It goes with out saying that
Human resources are the most important in the organization
and so does the Human Resource Department. It integrates all
the activities and functions of the bank like job analysis,
recruitment, staffing, training, designing compensation package
and employees appraisal system.
• Human Resource Department plays the key role in the hiring,
retention, motivation and promotion of the employees. Actually
it assigns the specified duties to the specified persons in this
age of specialization.  
• Human Resource manager should be well versed and confident
in his field. He should be humane, well natured and have go
face reading capabilities. All this ensures his success. He should
be of the notion “victory is not the everything but the way of
fighting is”.
 RECOMMENDATIONS

  The BOP has centralized system. All decisions and policies are made
at Head Office level, which creates a lot of delay and confusion while
performing different functions. I think that the Bank should also
delegate some authority to field offices or it should made flexible
decisions in which the field offices can initiate.
  The Human Resources should be recruited as per job specifications
and without taking any political pressure.
  Training and Refreshing courses should be adequate and more
frequent during the year.
 The promotional criteria by the Human Resource Department should
be well defined and implemented as per rules.
 More training centers should be established. If there is lack of
resources, the training centers of the other organizations in the same
capacity can be utilized by determining the terms and conditions.
 The proper and competitive evaluation methods and procedures will
definitely enhance the performance of Human Resources.
 Human Resource Department may advice and trains its employees for
efficient working in order to reduce the time and conserve the resources.

 Benefits to employees may be raised upto reasonable extent in the light of

profit earned by the organization; to motivate the employees.

 Work environment plays an important role to enhance the productivity.

During my internship, I found that by improving the work environment the
BOP can enhance the productivity of its employees.

 BOP has a very vast network of customers. The Bank is also performing
such public services which are not being dealt by other Banks. For
example, Government receipts and payments, Pension payments, Zakat
payments and payment of salary of government employees. Branches of
BOP remain over crowded due to these services. To overcome this
problem the Bank should immediately increase its Human Resources.

 Pay for performance compensation system must be introduced and

remuneration of employees must be on the basis of their qualification and
performance and not on seniority.