73639698 hr practices in nbp

8/12/2019 73639698 Hr Practices in Nbp

1/40

1

Detailed study of HR practices at

National Bank of Pakistan and itscomparison with international best

models

By

Muhammad Azeem Ur Rehman

EMBA CM-15/2009


2/40

2

EXECUTIVE SUMMARY

The basic objective of the study is to understand the HR practices and procedures followed at NBP

and World Bank The reason for choosin! World Bank is that it has one of the best HR syste"s in the

world #t is also the "ost diverse or!ani$ation in ter"s of cultural%ethnic& professional& as well as !ender

diversity While the diverse nature of the bank is one of its stron!est assets& it also presents theor!ani$ation with its bi!!est HR "ana!e"ent challen!es # wanted to have !reater insi!ht into the

"ana!e"ent practices re!ardin! hu"an resources followed there The reason is to learn about the

"ission& vision& !oals and objectives of the or!ani$ation and their relation to Hu"an Resources

The increasin! trend of !lobali$ation in the past two decades has "oved co"panies beyond their

do"estic operations into the international "arkets This dra"atic chan!e in international businesses

re'uires a dyna"ic workforce as such "ana!ers who have a challen!in! role in facin! co"ple( issues of

"ana!in! people to !ain or sustain a co"petitive advanta!e )o"e key issues need to be !iven special

attention There will be "ore hu"an resource activities involved in international operations than that in

the do"estic conte(t * broader perspective is re'uired to "ana!e people not only fro" ho"e countries&

but also fro" host countries and even fro" the third world countries

Therefore& the reason for choosin! NBP was to study HR practices and how it can i"prove and update

their HR syste"s NBP "aintains its position as Pakistan+s pre"ier bank deter"ined to set hi!her

standards of achieve"ents


3/40

,

SECTION I

HR PRACTICES AT NBP

TABLE OF CONTENTS


4/40

-

TABLE OF CONTENTS

SECTION I

HR PRACTICES AT NATIONAL BANK of PAKISTAN

Introduction 5

HR Mission/Values 5NBP orani!ational Structure "Oranora#e$

%Hierarc&' o( HR and HR )i*isions

+I#,ortance o( HR at National Ban- o( Pa-istan

.Recruit#ent Process Selection Process Trainin and )e*elo,#ent 01Moti*ational Tec&ni2ues 01

E*aluation 0+Case Anal'sis 31

SECTION II

HR PRACTICES AT WORLD BANK

Introduction 04Bs Mission State#ent 0HR at 4orld Ban- 0

Recruit#ent 31Recruit#ent Process 6 Recruit#ent Clusters

31Sta(( E7c&ane Prora#s 33Core Issues at 4B 38C&allenes Faced B' Hr in 4orld Ban-

3%

Anal'sis 3%

Co#,arison 98

Recommendations 3

Conc!"sion 3#


5/40

.

INTRODUCTION TO THE ORGANIZATION

/inancial institutes play a "ajor role in the develop"ent of the country They are co""onlyreferred as the backbone of the country0s econo"y

#n Pakistan a"on! other banks and financial institutes we have National Bank of Pakistan as a "ajor

player that plays a "ain role in boostin! the econo"y and providin! thousands of jobs& besides other

i"portant functions that it plays This e"er!in! Bank of Pakistan has the hi!hest nu"ber of custo"ersand is awarded the best bank award as well as the th bank in the world and 1st in the *sia

The NBP reali$ed the i"portance of up!radin! the 'uality of hu"an resource to "eet the challen!e ofco"petition #t developed strate!ic focus to "otivate the e"ployees for hi!her perfor"ance and

"aintainin! industrial har"ony *n internal survey was conducted to enable the bank e"ployees identify

the top challen!es bein! faced by the Bank The e"ployees& "ostly field functionaries& identifiedT34HN565789 and ):#663;

People "ake the or!ani$ation

People collectively yield results

People have a"bitions and aspirations to be distin!uished and rewarded

People for" the hu"an capital to be developed and invested in

Poin o! P"esen#e $ Do%esi# &O'e"seas B"an#(es:

National Bank has elaborated network of branches in the country There are 2 re!ional offices&1&2.? branches and - subsidiaries#thas 22 overseas branches in different countries of the world #t is the

only Pakistani bank to have representative offices in Canada, China, Uzbekistan andAzerbaijan, 1 subsidiary and 1 joint venture with United National bank of Enland!National "ank of Pakistan is the first international bank to establish a branch in#abul!

$he %ranizational structure of N"P is iven below&


6/40

?


7/40

@

HR !roup is co"posed of five "ain divisionsHie"a"#()of HR depart"ent at NBP isA

Dr. Mirza Abrar BaigGroup Chief/SEVP

HUMAN RESOURCE MANAGEMENT& ADMINISTRATION GROUP

Moizuddin KhanEVP/Divisional ead

!raining" #rganiza$ionDevelop%en$ Division

Muha%%ad assan Khas&heliEVP/Divisional eadPersonnel" 'ndus$rial

(ela$ions Division

Moha%%ad ')bal *asi%EVP/Divisional ead

Spor$s+ Cul$u re" Corpora$eSo,ial (esponsibili$- Division

*a%ar ussainEVP / Divisional ead

( Division

Muha%%ad AfsarSVP / ing ead

(e,rui$%en$+ #u$sour,ing"(egula$ions ing

Muha%%ad anifEVP / Coordina$or

( Spe,ial Proe,$s

0azal1ur1(eh%anEVP / ( Coordina$or

A brief description of the different wins is iven below&

TRAININ: ; OR:ANI


8/40

creditors, custo(ers and co((unities! Enain in C3- is thus a desiredinvest(ent in the 41st century knowlede econo(y to further the develop(entprocess for a sustainable future! And sport is an i(portant factor in this paradi(!0hilst pure sports sponsorship is often a hard5nosed (arketin and businessdecision, any C3- intervention is based (ore on how a business can i(prove theco((unities in which it operates! n addition to bein an effective C3- (ediu(,sport builds values that any socially5responsible business strives for and instillsualities like tea( work and fair play! 6oreover, it involves e(ployees and

suppliers, as well as buildin ood co((unity relations! $here are (any e2a(plesof how businesses around the world use sport to fulfill their C3- objectives!$he "ank has a separate 0in which is headed by a E*P and the win has totallyenaed in alinin the activities of C3-,sports and cultural activities within theoranization!

HR )IVISION

$he oal of the 7- division is to prepare professionals who work in the National"ank %f Pakistan to deal with the co(ple2ities and challenes of 7- and (anain

today8s workforce! $he division is headed by E*P who is responsible to ensure thatthe latest 7- tools are i(ple(ented within the oranization! 7is core responsibilitiesare to i(ple(ent&

1!3pecific 7- functions include& 5 -ecruit(ent and selection in the bankin syste( 5 E(ployee develop(ent and $rainin 5 "enefits and Co(pensation 5 E(ployee Evaluation

4! 3trateic 7- 6anae(ent

9! 6anain 3trateic Chane:! Conflict -esolution;! ! 3yneretic +ecision 6akin?! 'eadership as a key factor in 7u(an -esources +evelop(ent@! $ea( work

RECR=ITMENT> O=TSO=RCIN: ; RE:=LATIONS )IVISION

$he division is headed by 3*P E*P! $he division is (ainly responsible for

recruit(ent process within the bank details of what are iven in the followin

pararaphs! As for the reulations are concerned the (ost co((on objectives are&

1! PrudentialBto reduce the level of risk bank creditors are e2posed to .i!e! to

protect depositors/

2 3yste(atic risk reductionBto reduce the risk of disruption resultin fro(adverse tradin conditions for N"P causin (ultiple or (ajor failures

9! Avoid the risk used for cri(inal purposes, e!! launderin the proceeds ofcri(e

:! $o protect bankin confidentiality
http://en.wikipedia.org/wiki/Systemic_riskhttp://en.wikipedia.org/wiki/Systemic_risk


9/40

;! Credit allocationBto direct credit to favored sectors

IMP ORTANCE OF HR AT NATIONAL BAN? OFPA?ISTAN

HR is a critical (unction (or an' orani!ations sur*i*al@ Since its t&e,eo,le &o run t&e orani!ation and i( t&e' are not #anaed e((icientl'>t&e orani!ations are destined to e doo#ed@ HR is a strateic (unctiont&at is dee,l' connected it& t&e o*erall strateies o( t&e orani!ationot& lon and s&ort ter#@

T&e #ain HR de,art#ent &as t&e (olloin ins / su6de,art#ents

nstitutional +isciplinary 0in 'eal Affairs

ndustrial -elations 0in

Personnel and Ad(inistration 0in

-ecruit(ent and Co(pensation 0in

3taff loans and 0elfare 0in

7- Policies and Project 0in

7-6 .6ain unction, 7ead %ffice/

$hese sub5functions are assined particular duties and their na(es are based onthe kind of duties they perfor(! Each one of these has about ? to 1D (e(bers

whose job focuses on the particular duties of the win assined to the(! $hey work(ore like a tea( then as a function in the oranization! As the roup 7- chief is ofthe rank of 3E*P .3enior E2ecutive *ice President/ and the wins he .


10/40

1C

$hen the bank conducts the initial screenin! After which their C*s are refereed to"P for further tests and interviews! "P stands for nstitute of "ankers of Pakistan!"P is an aency for(ed by different banks! $he function of the "P helps the bankfor the selection of e(ployees!

Selection Process

$he selection process at N"P involves various steps! $hose candidates that havebeen referred to "P o throuh different tests and interviews! $he candidates sentto "P after initial scrutiny o throuh written test at "P! "P short lists thecandidates, those who pass the test! $he written test conducted at "P consists of


11/40

11

T"ainin. a NBP $ B"ie! O'e"'ie+A

Trainin! has "ultiple advanta!es that an or!ani$ation can have 3ffective trainin! will lead to the

or!ani$ation havin! pre"iu" e"ployees with enhanced skill sets& which will help the fir" to constantly

adapt to chan!es in technolo!y& re!ulation& and the business environ"ent in !eneral& especially in thebankin! sector& where technolo!y now plays a "ajor role #t also ensures that serious succession related

issues do not creep up

NBP has a stron! belief in trainin! its e"ployees and developin! the" and it spends a hu!e a"ount of"oney in this re!ard every year Trainin! is conducted for internal e"ployees as well as e"ployees hiredas "ana!e"ent trainees The "ana!e"ent trainees selected are re'uired to !o throu!h different sta!es of

the trainin!& which areA

#nitial trainin! that lasts for about , "onths at #BP This trainin! is based on !eneral bankin! concepts and

theories and is theoretical in nature

5nce this initial trainin! at #BP is co"pleted& trainees return back to the NBP head office and are sent to

the staff colle!es of NBP This trainin! at )taff 4olle!e lasts for about a "onth and a half and is also

theoretical in nature

*fter they return fro" staff colle!e e"ployees are !iven place"ents in different branches of NBP Theirpractical and on the job trainin! starts ri!ht after their initial place"ent 3"ployees are sent to the

different branches for on job trainin! ;urin! this trainin! the "ana!er of the respective branch is directed

by the "ana!e"ent to rotate the new "ana!e"ent trainees in the different depart"ents

This initial post is co""only referred as "ana!e"ent trainee 5n the job trainin! lasts for about 12

"onths ;urin! this one=year trainin! pro!ra" on the job& e"ployees are rotated in different depart"entsof the particular bank branch to !et the basic knowled!e and idea about operations in each depart"ent

5nce this trainin! is co"pleted& they are appraised after one year and based on their perfor"ance they are

chosen as per"anent e"ployees of NBP This post is called 572 This is the first post the "ana!e"ent

trainees !et ri!ht after their trainin!

/OB EXPERIENCE:

T"ans!e"s:

*fter the co"pletion of three years at a branch& e"ployee is transferred to other branches The transfer

process repeats after every , years The purpose is to e(pose hi" to the various bankin! operations at

various branches of NBP

E0e"ns(i*s:

3"ployees at NBP are also sent to different or!ani$ations availin! NBP0s services /or e(a"ple /#* Theduration for various e"ployees sent to other or!ani$ations differs


12/40

12

Talen Pool:

*ll potential e"ployees at NBP are !iven a chance for pro"otion 3very year a test is conducted which

potential e"ployees have to clear in order to !et pro"oted to a hi!her level To appear in the test& certain

pre=re'uisites have to be "et /or e(a"ple& only those e"ployees havin! e"ployees are also sent abroad for trainin! conducted in forei!ncountries There are a lot of chances for internal pro"otions& which "otivates e"ployees into workin!

hard to pro!ress and achieve advance"ents

/or e(a"ple& the 572 officers have !reater chances of !ettin! pro"otion after , years and beco"in! thebranch "ana!ers> that is 571 This culture of pro"otin! e"ployees internally "otivates and encoura!es

NBP0s current e"ployees to work hard and achieve their tar!ets This is part of their internal pro"otion

pro!ra"& where the potential candidates !o throu!h the tests for pro"otion They are co""only referredas the Talent Pool


13/40

1,

The e"ployees Ipay packa!e0 is revised every 2 years The raise is about 1CF to 1.F& dependin! on the

inflation prevailin! in the country There is also an increase in the benefits provided to the"

MOTIVATIONA- TECHNI,UES

Hu"an "otives are based on needs consciously or sub=consciously filled in individualistic

hierarchical order 7enerally "otivation includes the entire class of drives& desires& needs and wishes& allof which are different for different individuals and further differ in their i"portance at various ti"es for

the sa"e individual


14/40

1-

/or e"ployee "otivation& F of e"ployees were pro"oted to hi!her !rades in the recent past *l"ost

every e"ployee has received either one or two pro"otions and in so"e places three pro"otions This stepwas taken to satisfy the !enuine aspirations of the e"ployees which is unparalleled due to its uni'ueness&

unseen in the bankin! and other industries in the country

Pro"otion of e"ployees who perfor" well are "ade strictly on the basis of "erit and in the "ost

transparent "anner )uch pro"otions have been "ade a re!ular feature so that hi!h perfor"in!

e"ployees are rewarded and their efforts in the !rowth of the bank are reco!ni$ed

E%*lo)ee Co%*ensaion:

Pay Packa!es 2CC-& 2CC? and 2CC were ne!otiated and i"ple"ented to the co"plete satisfaction of the

e"ployees and in the best interest of the Bank This was a "ajor acco"plish"ent in view of the hi!hlychar!ed intra=union and inter=union rivalries co"pounded by the transition of HR responsibilities

6iberal payouts of Profit Bonuses were adopted to provide a sense of participation a"on!st the e"ployees

in achievin! hi!h profits Besides the favorable packa!es& staff loans benefits have been i"proved throu!h

enhanced financin! li"its and reduction in "ark=up Pensionary Benefits were enhanced to retired

e"ployees or their widows to e"phasi$e bank0s tradition of e"ployee care To ensure co"pensationlevels of bank e"ployees in relations to the "arket& salary surveys have been conducted and salary

adjust"ents are bein! "ade wherever re'uired

Ban34s ine"nal #uso%e"s:

#n order to provide "a(i"u" satisfaction to internal custo"ers& which is vital for "otivation and

innovation& each e"ployee of HR has been !iven specific responsibility with a!reed upon standard ti"e

for each activity The perfor"ance of the individual HR e"ployee is then continuously "onitored for theactual ti"e taken for each activity a!ainst the standard set& to "easure the HR perfor"ance This

'uantification and "easure"ent of each HR activity has resulted in substantial i"prove"ent in internal

efficiency thereby contributin! to e"ployee satisfaction and "otivation

A#(ie'e%en 2 S*o A+a"1s:

* "erit based culture has been established in the Bank throu!h i"ple"entation of achieve"ent and spot

awards for individual e"ployees showin! e(e"plary perfor"ance durin! the year or in an assi!ned task

The achieve"ent award policy of the Bank is a transparent syste" for rewardin! hi!h perfor"in!e"ployees throu!h achieve"ent awards to 1CF of the total e"ployee stren!th every year The policy of

spot award is basically for reco!ni$in! individual e"ployees for their one=off e(cellent perfor"ance

Pe"!o"%an#e A**"aisal S)se% 2 Pa)$!o"$Pe"!o"%an#e:

Perfor"ance *ppraisal )yste" has been revised to replace the traditional subjective *4R to provide "ore

objectivity in evaluation and reco!ni$in! "erit This syste" has been i"ple"ented with effect fro"

January 2CC@ for all e(ecutives and contractual e"ployees Based on the evaluation of individuale"ployees as per their perfor"ance appraisal a syste" of pay for perfor"ance is bein! i"ple"ented to

properly co"pensate relatively hi!h perfor"in! e"ployees thereby stren!thenin! the "erit based culture

E%*lo)ee Co%%uni#aion: 4o""unication channels within an or!ani$ation play a very i"portant role

in involvin! the e"ployees to participate in the i"ple"entation of policies Throu!h involve"ent in thei"ple"entation process& e"ployees feel "otivated to perfor" and establish their contribution in the


15/40

1.

overall !rowth of the or!ani$ation With a view to establish top=down and botto"=up co""unication&

Dialo.ue Sessionswith field functionaries of hi!h value branches with the President have been held andconstructive su!!estions incorporated /urther to "ake the e"ployee co""unication "ore effective

re!ular publication of NBP NE5S-INEon 'uarterly basis and MANAGEMENT BRIE6on "onthly

has been introduced

-ea1e"s(i* De'elo*%en:

*fter reor!ani$ation of the bank0s field structure and decentrali$ation of powers& Re!ional


16/40

1?

*t NBP& there are no for"al co""ittees or tea"s "ade to resolve such issues 4onflicts do take place&

but these issues are not dealt with a for"al procedure When there is a conflict between "ana!ers or a"ana!er and his subordinate& the parties to the conflict try to resolve the issue at their own level& without

involvin! hi!her authorities #f the issue isn0t resolved at this level& branch "ana!er is involved #f the

branch "ana!er is also unable to solve their issue& then the proble" is taken to the head office& which tries

to resolve the issue #n "ost of the cases& one of the e"ployee is transferred to other branch to "ini"i$ethe contact with his previous "ana!er

5a"nin.s an1 Te"%inaion:

#n case there is any disciplinary issue& first an infor"al and then a for"al warnin! is !iven to the

e"ployee e! if there is a case of late co"er& a red cross is "ade a!ainst the na"e of that e"ployee on the

attendance re!ister Two such warnin!s are !iven to the e"ployee *t the third ti"e& an official warnin! is

sent to the re!ional officer and the e"ployee * "e"o is sent to the e"ployee askin! for an e(planation

P"o."essi'e Dis#i*line P"o."a%A

3"ployees of National Bank of Pakistan are e(pected to take a positive& responsible approach to

"aintainin! hi!h standards of conduct and work perfor"ance #t is !enerally reco!ni$ed that special trustis placed by the !eneral public in a financial institution> therefore the e"ployees "ust observe their duty

in the correct "anner /ailin! to do will& however& result in so"e kind of disciplinary action taken a!ainst

the e"ployee /ollowin! is a list of serious offenses re'uirin! disciplinary action up to and includin!dis"issalA

#nsubordination

ne(cused absences

;isre!ard for or violation of bank policies and%or procedures

6ewd or discourteous behavior or any other conduct which injures the public reputation of the

bank

*dverse attitude toward the bank& custo"ers& fellow e"ployees& or bank policies

Refusal to obey a le!iti"ate direct order fro" a supervisor

#ntentional falsifyin! of records 4onviction of a cri"e

*cceptin! of bribes& Lkickbacks++& or otherwise i"properly usin! one+s bank position for personal

!ain

;isclosure of confidential infor"ation

Willful violation of bank policies and%or procedures

;eliberate "isuse or "ishandlin! of "oneys& securities& records& files& or docu"ents of the bank

#nto(icated on the job

se of dru!s or Lhi!hL on dru!s while on the job

sin! these criteria& "ana!e"ent can take action a!ainst the e"ployee if he has been involved in

any of the above

The process of pro!ressive discipline pro!ra" starts with an oral warnin! /or e(a"ple when the

e"ployee co"es late to work& he is !iven an oral warnin! pon repeatin! the sa"e behaviors& the

"ana!er puts a red line under his na"e in the office "aintained re!ister #f the e"ployee continues to be

late for work& the "ana!er adds another red line to his na"e *fter , red lines have been added to hisna"e& he is issued a written warnin! * copy of the written warnin! is sent to head office also #f the

e"ployee continues to be late for work& he is issued a "e"orandu" *!ain the copy of "e"orandu" is

also sent to head office *nd an in'uiry is initiated to find out what proble"s do the e"ployee has due towhich he can0t observe the rules set by the or!ani$ation


17/40

1@

-ea'es:

P"i'ile.e -ea'e 7P-8 9 1a)s *e" annu%A

Thirty D,CE days Privile!e 6eave per annu" is allowed to 3(ecutives % 5fficers and P6 to be availed

within a year on beco"in! due The "a(i"u" rela(ation of C days is allowed to avail the leave in thefollowin! years

Casual -ea'e 7C-8 ; 1a)s *e" annu%A

Twenty D2CE days 4asual 6eave is allowed to 3(ecutives% 5fficers per annu" and un=availed 4asual6eave up to a "a(i"u" of 1. days is allowed to be encashed& to 57=#& ## K ### at the end of the year

Si#3 -ea'e 7S-8


18/40

1

The syste" has built=in features of co"puteri$ed test keys& which eli"inates the "anual application of

tests that often cause delay in the pay"ent of ho"e re"ittances The HR director e"phasi$ed thate"ployees need trainin! to run the syste"& thus the trainin! sessions were introduced for e"ployees to

enhance their co"puter skills

*s "entioned in the findin!s& the co"pany needs "ore e"ployees to "eet the re'uire"ent of the 2C1C

plan *!ain the HR depart"ent0s input was bein! considered

These evidences show that the director HR depart"ent0s opinion is now bein! considered and valuedThis si!nifies that the co"pany has an inte!rative linka!e between the top "ana!e"ent and HRdepart"ent

-a?o" 6o"e#asin.:

There is no such "echanis" used by NBP for the forecastin! of the labor surplus or the shorta!es NBPhire new e"ployees accordin! to their future strate!y Their current strate!y is to increase its branches

worldwide and to increase its product line Thus they have e(pansion as tar!et NBP hire every year new

e"ployees& and would hire till 2C1C accordin! to the tar!et

#f labor surplus occurs in the NBP& as in the "id nineties NBP was !iven directive by # it was an option for e"ployee to avail

The e"ployees feel job security at NBP& as no one was ter"inated by force

NBP also hire te"porary e"ployees on the contract bases These e"ployees are known as contractual

e"ployees These e"ployees !et the sa"e benefits as the per"anent e"ployees

NBP reduced its total nu"ber of branches in 2CC2> this was done because the "ana!e"ent reali$ed that

there were so"e e(cessive staff in the bank The total nu"ber of e"ployees were also reduced due to theclosin! of so"e branches #n 2CC,& 2CC- the bank increased the nu"ber of branches and new e"ployees

were also hired This was a wron! forecastin! done by the HR "ana!e"ent because later they re=started

the branches that they had closed

E'aluaion o! T"ainin. P"o."a%sA

The trainin! "ethods are evaluated on co!nitive outco"es Thus NBP check that whether e"ployees

have retained what they learned durin! trainin! and e"ployees are also !iven for"s to evaluate trainin!for"s The for" used to evaluate the trainin! pro!ra" is 'uite co"prehensive #t properly evaluates the

trainin! pro!ra"& the e(tent to which the subject tau!ht has been covered& the "ethods used to provide

trainin!& !eneral ad"inistrative arran!e"ents& its content& and its e(ecution

The course evaluation for" is very !eneral #t only "entions subject studies& course duration and the

instructor+s na"e This for" doesn+t help evaluate the course tau!ht properly #t doesn+t ask for anyco""ent on the courses offered> for e(a"ple whether or not the courses tau!ht were relevant to their job

These for"s evaluate are used to take feedback of the e"ployees as whether trainin! pro!ra" as of worth

for the" or not But there is no such for"al "ethod used by NBP to evaluate the perfor"ance of thee"ployee after trainin!

De'elo*%en o! E%*lo)ees a NBP:

NBP focuses on develop"ent activities of the e"ployee NBP uses different techni'ues for thedevelop"ent of e"ployees The basic techni'ue used is throu!h job e(perience The e"ployees are

rotated& and transferred to different depart"ents and re!ions of the NBP in order to develop the" for


19/40

1

future NBP also send its e"ployees on for te"porary assi!n"ents to other or!ani$ations Thus NBP uses

e(ternship as develop"ent& as in the case of /#* "entioned in the findin!s

Su##ession Plannin.:

The practice of succession plannin! at NBP is not done in that sense as it should*lthou!h the talent pool

at the NBP is part of succession plannin! but keepin! in view the pros and cons of the successionplannin! &this !ets jeopardi$ed at NBP

The develop"ent pro!ra" such as talent pool is very effective for the NBP The e"ployee at NBP arevery "uch "otivated by the introduction of this plan& as each and every e"ployee !ets an opportunity to

!et pro"oted if 'ualified The or!ani$ation DNBPE is benefitin! by the pro!ra" as it helps NBP to identify

talented e"ployees within the or!ani$ations But so"e of the e"ployees think that the selection for thetalent pool is not co"pletely done on "erit basis This is a drawback for the NBP& as it "i!ht hinder to

spot the ri!ht talent NBP doesn0t allocate "entors to the newly hired e"ployees 3"ployees refer to

their "ana!er for proble"s they face on the job

Pe"!o"%an#e E'aluaion a NBP:

The evaluation of the e"ployees is done on the attribute approach NBP has its own annual confidential

report D*4RE This report rese"ble with !raphic ratin! scale The e"ployee is rated on the different traits

/or perfor"ance evaluation& the source of infor"ation is solely "ana!ers The "ana!er in the end of theyear has to *nnual 4onfidential Report This has a !reater potential for biasness since "ana!ers can favor

or penali$e an individual unduly DThere is no other authority that keeps a check on "ana!er& a!ain

"ana!er has all the liberty to write what ever he pleases for the e"ployees he is evaluatin!E

)o"e of the e"ployee refer *4R as *TR D*nnual Torture reportE& this shows that e"ployee do not trust

evaluation "ethod They think that it depend solely on the respective "an!er who write *4R rather thenon perfor"ance Thus reliability and validity of this report is very low The con!ruence between the

report an the strate!y is also low

Co%*ensaion an1 Bene!is:

NBP "ana!e"ent pay a decent pay scale for the 57, Dnew e"ployees& ie Rs2@&CCCE The or!ani$ation

has internal pro"otion pro!ra"s There are very few hires fro" outside the or!ani$ation The e"ployees

are pro"oted after 2=, years based on the perfor"ance Thus e"ployees are satisfied that there are a"ple

chances of pro"otion at NBP

The co"pensation process of the NBP is based on the perfor"ance NBP !ive benefits in the for" of cashto the best e"ployee of the years NBP also share profit a"on! the e"ployee on a yearly basis By doin!

this& the "ana!e"ent wants the e"ployees to consider the"selves to be a part of the tea" 3very year a

specific a"ount of profit is shared a"on! all the e"ployees This profit at "a(i"u" consists of 1 basicsalary 3"ployees are also "otivated by benefits& if an e"ployees increase his%her skill Dhi!her

educationEThus NBP has very !ood syste" of benefits for the e"ployees

Pa) S)se%:

The basic salary of each e"ployee is increased every year This increase ran!es fro"1C= 2CF*s far as

the salary packa!e is concerned> it is revised after every 2 or , years NBP has a policy that if the clerical

level staff !ets an


20/40

2C

that the people at hi!her level should also be !iven so"e "onetary assistance or increase in pay after they

attend a trainin! course

Te"%inaion P"o#ess a NBP:

The ter"ination of the e"ployee at the NBP is done throu!h pro!ressive discipline pro!ra" The

e"ployee is !iven unofficial warnin! for the first offence as "entioned in the findin!s part #f e"ployeerepeats the offence then he%she is !iven official warnin! )econd official warnin! is !iven on the third

offence and the copy is sent to the head office as well #f the e"ployee does not chan!e behavior afterthese official warnin!s then the in'uiry is initiated 3"ployee is !iven chance to appear and e(plainhis%her point of view #f NBP takes decision to ter"inate an e"ployee& thou!h it is a rare case& that

e"ployee has ri!ht to appeal a!ainst decision

The e"ployees of the NBP think that it is not easy for the "ana!e"ent to ter"inate an e"ployee for two

reasons /irstly it is a len!thy process )econdly e"ployee has full ri!ht to challen!e the decision This

has both positive and ne!ative aspects #t is positive in a sense that e"ployee feel job security But it isne!ative as ter"ination is not that easy& an e"ployee "i!ht not chan!e his%her behavior as re'uired by the

or!ani$ation

In"ane:

The intranet used at NBP is only for e"ail purpose The co"pany has not fully developed an 3HR#)

D3lectronic Hu"an Resource #nfor"ation )yste"E This syste" helps to keep e"ployees updated about

their personal profile and the current activities at the co"pany as a whole The inefficient syste" of snail"ail still prevails at the co"pany to infor" e"ployees of the various occasions and activities bein! held

in the co"pany NBP is plannin! to launch an 3HR#) syste"& it would be better that this syste" is

launched as soon as possible

Con!li# Resoluion a NBP:

NBP0s "ana!e"ent uses open policy for the conflict resolution& as if a conflict arises between two

e"ployees& their i""ediate boss or another peer try to resolve conflict a"on! those e"ployees But thereare no tea"s or any for"al conflict resolution techni'ues used for this purpose The conflict so"e ti"es

prolon! for 'uite so"e ti"e& which leads to loss of productivity till the ti"e conflict has been resolved


21/40

21

CASE ANA-YSIS

*fter havin! analy$ed the HR< practices at NBP in detail& # would like to co"pare the sa"e with

international best "odel M World Bank NBP as we all know is the only public sector bank #nternational

Best practices are in Private Banks& public sector do not think HR is i"portant for the" They do not

believe in e"powerin! people& there is no pay for perfor"ance& annual incre"ents are !iven but havin!

seen the pro!ress NBP over last decade&we can co"pare its HR to any financial sector or!ani$ation

around the !lobe and that is the reason # have chosen WB for the purpose

*s we know that in NBP the sources of profit are not a!!ressive bankin! operations but the hi!h !rowth

rate in 7;P fro" 2CC2 to 2CC@ and the subse'uent increase in revenue are the "ajor source of profit #t

cannot be co"pared with


22/40

22

SECTION II

HR PRACTICES AT 5OR-D BAN@


23/40

2,

INTRODUCTION TO 5OR-D BAN@

The World Bank is a vital source of financial and technical assistance to developin! countries around the

world The World Bank is "ade up of two uni'ue develop"ent institutions owned by 1- "e"ber

countriesthe #nternational Bank for Reconstruction and ;evelop"ent D#BR;E and the #nternational

;evelop"ent *ssociation D#;*E 3ach institution plays a different but supportive role in the bank0s"ission of !lobal poverty reduction and the i"prove"ent of livin! standards The #BR; focuses on

"iddle inco"e and creditworthy poor countries& while #;* focuses on the poorest countries in the world

To!ether they provide low=interest loans& interest=free credit and !rants to developin! countries foreducation& health& infrastructure& co""unications and "any other purposes

The Bank is always actively involved in financial sector restructurin! and re!ulatory work& continuin! to

help nations "ove towards "arket=based econo"ies throu!h financial sector restructurin!& infrastructure

develop"ent& privati$ation and re!ulation

5B4s Mission Sae%en:

To fight poerty with passion and professionalism for lasting results! To help people help themseles

and their enironment by proiding resources" sharing knowledge" building capacity and forgingpartnerships in the public and priate sectors! To be an e#cellent institution able to attract" e#cite" and

nurture dierse and committed staff with e#ceptional skills who know how to listen and learn!

HR AT 5OR-D BAN@

*round 1C&CCC develop"ent professionals fro" nearly every country in the world work at the World

Bank in Washin!ton& ;4 The bank has 1C 4ountry 5ffices They are econo"ists& educators&

environ"ental scientists& financial analysts& anthropolo!ists& en!ineers and "any others *ppro(i"ately,&CCC of the e"ployees work in country offices in the developin! world They apply their skills and the

bank+s resources to brid!e the econo"ic divide between poor and rich countries& to turn rich country

resources into poor country !rowth and to achieve sustainable poverty reduction
http://web.worldbank.org/WBSITE/EXTERNAL/EXTABOUTUS/IDA/0,,menuPK:83991~pagePK:118644~piPK:51236156~theSitePK:73154,00.htmlhttp://web.worldbank.org/WBSITE/EXTERNAL/EXTABOUTUS/IDA/0,,menuPK:83991~pagePK:118644~piPK:51236156~theSitePK:73154,00.htmlhttp://web.worldbank.org/WBSITE/EXTERNAL/EXTABOUTUS/0,,contentMDK:20041066~menuPK:34582~pagePK:43912~piPK:44037~theSitePK:29708,00.htmlhttp://web.worldbank.org/WBSITE/EXTERNAL/EXTABOUTUS/0,,contentMDK:20041066~menuPK:34582~pagePK:43912~piPK:44037~theSitePK:29708,00.htmlhttp://web.worldbank.org/WBSITE/EXTERNAL/EXTABOUTUS/0,,contentMDK:20041066~menuPK:34582~pagePK:43912~piPK:44037~theSitePK:29708,00.htmlhttp://web.worldbank.org/WBSITE/EXTERNAL/EXTABOUTUS/IDA/0,,menuPK:83991~pagePK:118644~piPK:51236156~theSitePK:73154,00.htmlhttp://web.worldbank.org/WBSITE/EXTERNAL/EXTABOUTUS/IDA/0,,menuPK:83991~pagePK:118644~piPK:51236156~theSitePK:73154,00.htmlhttp://web.worldbank.org/WBSITE/EXTERNAL/EXTABOUTUS/0,,contentMDK:20041066~menuPK:34582~pagePK:43912~piPK:44037~theSitePK:29708,00.htmlhttp://web.worldbank.org/WBSITE/EXTERNAL/EXTABOUTUS/0,,contentMDK:20041066~menuPK:34582~pagePK:43912~piPK:44037~theSitePK:29708,00.html


24/40

2-

Nearly &CCC staff "e"bers perfor" the work of the #BR; and #;*& both at head'uarters in Washin!ton&

;4& and in over 1CC country offices The World Bank is the third lar!est e"ployer in Washin!ton& ;4

The World Bank or!ani$es its operations pri"arily throu!h 2@ Gice=Presidential nits )i( re!ional vice=

presidencies control a lar!e=de!ree of decision "akin! on Bank operations within their own re!ionsA*frica& 3ast *sia K Pacific& 3urope K 4entral *sia& 6atin *"erica K the 4aribbean&


25/40

2.

5ther e(ternal candidates include a!ency te"ps& contractors and those who have no current

e"ploy"ent relationship with the World Bank 7roup

The Gice president confir"s that these vacancies to be opened for e(ternal recruit"ent have been

reviewed& costed and approved as part of the GP0s overall staffin! plan

/o? Des#"i*ions

Job profiles are used to prepare and review job descriptions for each vacancy 3(ternal recruit"ent isconducted by first identifyin! sector=wide skill and diversity needs and then identifyin! tar!eted

candidates to "eet these needs HR tea"s review the job descriptions for consistency with the *4) job

Profiles and prepare the job announce"ent in draft in "yJobWorld The HR co""ittee also reviews job

descriptions for 6evel 74 3(ecutive *ssistant& 6evel 74 5ffice *d"inistrator and all 6evel 7;positions

/or technical specialists& the recruit"ent reco!ni$es the bank0s need for candidates with inte!rative skills

focus on results the ability to work effectively in "ulti=sector tea"s and with partner a!encies and country

counterparts and an adverse back!round ali!ned with the bank0s diversity objectives

/o? Posin.:

Job announce"ents are posted in


26/40

2?

Ine"'ie+s an1 Sele#ion:

Hirin! units are responsible for interviewin! all shortlisted candidates and "akin! their final selection

with the supoort of HR tea"s HR) keeps a track of pro!ress of short=listed candidates& particularly those

who are shortlisted for "ore than one vacancy and coordinate offers if a candidate is offered "ore thanone position

E0$Pos Re'ie+

*t the conclusion of the selection process& HR) conducts a review of the selection process and outco"esto deter"ine to!ether with the HR co""itteeA *ny process i"prove"ents to be "ade for the followin!

cluster recruit"entA Whether the pool of candidates short listed but not selected for cluster vacancies

should beA *uto"atically considered for vacancies in the followin! cluster and%orA )hould be consideredfor vacancies posted within clusters

STA66 EXCHANGE PROGRAMS

The World Bank 7roup+s )taff 3(chan!e Pro!ra" D)3PE is essentially a sharin! of staff between theBank and a partner institution& with particular focus on the private sector

The )taff 3(chan!e Pro!ra" D)3PE was launched in 1. as a way to levera!e the skills of World Bankstaff and foster cultural e(chan!es with their partners in the develop"ent field The concept of

e(chan!in! staff with partners in the private sector and elsewhere was seen as a way of sharin!knowled!e and buildin! new perspectives to help spur develop"ent for the world0s i"poverished

Japan throu!h Nippon :eidanren was the first to partner with the Bank throu!h )3P )ince then& the Bankhas collaborated with "ore than 2CC or!ani$ations These partnerships have included other international

financial institutions and develop"ent banks& !overn"ent a!encies& universities and research institutes&

private sector co"panies and consultin! fir"s& and unions& N750s and advocacy !roups )3P seeks toachieve several key objectives These includeA

#ncrease the Bank+s and its clients+ capacity to foster develop"ent

)tren!then relationships a"on! the Bank+s partners in develop"ent

3nhance skills and knowled!e of pro!ra" participants

/oster cultural diversity and awareness for the Bank and its develop"ent partners

Ca"ee" De'elo*%en = Rotational *ssi!n"ents:


27/40

2@

Meno"in. Coa#(in. 2 Su**o":

Pee" Meno"s:

8oun! Professionals are assi!ned a peer "entor fro" the previous year+s !roup& based on their

professional interests and cultural back!round Peer "entors can be valuable in helpin! new recruits

better understand the e(pectations and challen!es of the Pro!ra"

Senio" Meno"s:

8oun! Professionals have the opportunity to build a lastin! professional relationship with an e(perienced

senior staff "e"ber in the World Bank& throu!h the )enior


28/40

2

*vailability

4andidates interested

The kinds of profiles that would co"ple"ent the current "ana!e"ent tea"

Reassi.n%en an1 Re"ainin.:

/ollowin! the effective date of the notice of redundancy and ter"ination& the Bank 7roup assistsredundant staff in seekin! another position within the or!ani$ation by providin! access to the Job )earch

4enter and the Job World Redundant staff is "atched with the e(istin! vacancies in the Job World forconsideration alon! with other applicants This will include positions& the duties of which are

co""ensurate with the staff "e"ber0s 'ualification& or for which the staff "e"ber can be retrained in a

reasonable period of ti"e Place"ent also "ay be offered in a vacant lower level job position

Redundant staff "ay also receive retrainin!& which "ay include on=the=job trainin!& for an e(istin! or

known perspective vacancy where the "ana!er a!rees to accept the assi!n"ent of the staff "e"ber aftera reasonable period of trainin! The cost of such trainin! "ay not e(ceed three "onths of the staff

"e"ber0s net salary and such trainin! be!ins ,C days prior to the staff "e"ber0s ter"ination date

CORE ISSUES AT 5B

C"eain. a Su**o"i'e 5o"3*la#e !o" Sa!! +i( Disa?iliies:

The World Bank is co""itted to attractin! and retainin! top=notch professionals worldwide When the

best candidates are persons with disabilities& the HR tea" is ready to !o the e(tra "ile to enable the

person to beco"e a fully=productive "e"ber of the workforce Work is underway to establish the

policies& processes and pro!ra"s that create an accessible and supportive workplace worldwide Tosupport staff with disabilities& the Bank 7roupA

Provides acco""odations which are reasonable& to enable applicants to participate fully in the

interview process and staff to perfor" their work effectively

Re"oves barriers to access in our Washin!ton head'uarters and 4ountry 5ffices

#"proves accessibility to infor"ation technolo!y

Raises awareness a"on!st staff to dispel "yths and re"ove invisible barriers

T"ans*a"en#) o! HR "e#o"1s !o" (e e%*lo)ees:

)taff in !eneral has access to the infor"ation in their files per the World Bank 7roup0s infor"ation

policy )tartin! in about 1?& the Bank 7roup ended the use of paper=based files and be!an to scan all

docu"entation into an i"a!e=based HR records syste" )taff can pursue their own i"a!ed recordsthrou!h HR:iosk *dditionally& the HR:iosk can provide staff with an annual )alary Review #ncrease

history and a career Job *ction su""ary

5o"3*la#e Sa!e):

The director& health )ervices ;epart"ent& establishes such pro!ra"s for "onitorin! and assurin! the

safety of the Bank 7roup workplace and staff as are consistent with established occupational health

practice These pro!ra"s include but do not be li"ited toA /itness for duty assess"ents as


29/40

2

warranted for those staff e(posed to ha$ardous substances or workin! conditions& or whose duties affect

the safety of others

The country office ;irector% "ana!er& if possible& consults with the ;irector& Health )ervices ;epart"ent&

in situations relatin! to public health e"er!encies or environ"ental issues& to deter"ine appropriate stepsto protect the health and safety of the staff

6le0i?le 5o"3 A""an.e%ens:

/le(ible work arran!e"ents D/W*sE are tools to assist "ana!ers and staff balance work and life issuesThe keys to successful /W*0s are partnerships a"on! "ana!ers& staff and collea!ues

Ale"nai'e 5o"3 S#(e1ule 7A5S8:

Work C hours in days& havin! every 1Cthday off& workload per"ittin!

6le0i%e:


30/40

,C

is allowed for staff ineli!ible for overti"e pay& for the purposes of rest and recuperation followin! return

fro" e(haustive "ission travel or a period of intensive and prolon!ed overti"e

A1%inis"ai'e -ea'eA

6eave "ay also be !ranted for services of essential staff or staff re'uired to work on official holidays The

overti"e work has to be authori$ed in advance by a "ana!er either in writin! or verbally Pay"ent forauthori$ed overti"e of "ore than one half=hour is "ade at the rate of 1. ti"es and hourly rate based on

the staff "e"ber0s net salary Rei"burse"ent of ta(i fares fro" the place of work to ho"e for eli!iblestaff who perfor" overti"e is also authori$ed /or this purpose& the staff has to fill in a


31/40

,1

CHALLENGES FACED BY HR IN WORLD BANK

)ince 2CC-& the HR function is in a transition to ali!n itself better with the strate!ic direction of the entireor!ani$ation The role of HR at the World Bank is bein! re=thinked and reshaped

)ince 2CC1& the bank has used video conferences& Ltown hallL=style "eetin!s and one=on=one interviews

to !et staff !ee1?a#3 on 3e) HR issues i1eni!ie1 ?) e%*lo)ees These include stren!thenin! strate!ic

staffin!& providin! "ore support to the !lobal staff& pro"otin! and reco!ni$in! both "ana!erial and staffe(cellence and "obili$in! diversity

While the World Bank "ay be the "ost diverse or!ani$ation on the planet& its e"ployees want i"proved

su##ession *lannin.for ethnic "inorities and "ore opportunities for wo"en The bank is also workin!

to ensure that the e(ecutive level reflects the "akeup of the or!ani$ation

Co"e Values:

The World Bank+s staff "e"bers nu"ber 1C&.CC and co"e fro" all 1- "e"ber nations


32/40

,2

/o? Anal)sis:

They are usin! detailed 'uestionnaires coverin! all aspects to carry out Job analysis in order to have

thorou!h knowled!e about job descriptions which in turn helps the" in recruitin! the ri!ht people for the

ri!ht job

/o? Desi.n:

They are usin!


33/40

,,

Re#"ui%en P"o#ess:

Both e(ternal and internal recruit"ent policies are used at World Bank /or relatively lower levels

e(ternal recruit"ent policy is i"ple"ented in order to continue to have new& talented and creative staff

These people are usually selected for" the local labor "arket /or hi!her levels "ostly internalrecruit"ent is followed sually an e"ployee fro" one branch is pro"oted to a hi!her level in another

branch *lthou!h this concept does lead to a diverse work force and all the benefits associated with it but

at the sa"e ti"e e"ployees "i!ht not like a forei!ner boss all the ti"e

*s lon! as pay structures are concerned they are done keepin! in "ind the local labor "arket *part fro"this a lot of benefits and co"pensations as in the case of develop"ent assi!n"ents& e(ternal assi!n"ents&

transfers etc are also provided They do not follow e"ploy"ent at will policies They have a detail

process known as


34/40

,-

The current practice of holdin! co"petency=based interviews is e(tre"ely beneficial and efficient as it

allows the HR tea" to recruit people on the basis of their relevancy with the job

5n analy$in! the 'uestions in the list of interview 'uestion9 we found out that "ostly& the 'uestions

asked in the interview are 3(perience= based in which the candidate is asked to relate situations fro" hise(periences and how he handled the" The co!nitive abilities of the candidate are also assessed durin!

the interview session He is evaluated on his speakin! and listenin! skills The candidates are also

presented with case studies to co"e up with solutions and reco""endations for the !iven situation Hence

the reasonin! abilities of the candidates are also evaluated

Reference checks are done on all the e"ployees hired by the Bank The e"ployees are re'uired to provide

2 references Dat leastE and before hirin! the candidate& the people who have been referred are called by

the HR people They are asked 'uestions re!ardin! the candidate and after verification and thorou!h

reference check& the e"ployee is hired

*n advanta!e of these reference checks is that at ti"es the candidates tend to hide their currente"ploy"ent when they apply so"ewhere else& so that their chance of bein! hired "ay not be lowered

However& it is possible that the people to who" the HR depart"ent refers are also not speakin! the truth

about the candidate& "aybe because he is a relative or a friend& and will tend to hide any point that "ay

cause the candidate to loose the job


35/40

,.

We could not !et any infor"ation about how the perfor"ance "ana!e"ent syste" works at the World

Bank The only infor"ation that we could !et was that the bank has "onthly review of their staff"e"bers * feedback is also !iven to the e"ployees who help the" i"prove on their weaknesses They

also follow ,?C feedback syste" )taff "e"bers fro" all the level are involved in !ettin! a feedback for

the concerned e"ployee Perfor"ances are also evaluated on a yearly basis also The bank is also usin! a

"ulti=rater tool which ensures that the perfor"ance "easured is "ore reliable

Pa) s"u#u"e:

*t the entry level& the e"ployees are !iven skill based pay& which is totally based on their 'ualificationsand past relevant e(perience alon! with the skills that they possess


36/40

,?

COMPARISON BET5EEN 5B 2 NBP

Se

"

5B NBP

/ocusin! on succession plannin! by developin! a

lar!e pool of youn! talented e"ployees

This area is lackin! in NBP Thou!h they are

tryin! to retain their talent pool

2 3"ployees are !iven skill based pay in WB& ie

basin! on their 'ualification& past relevant

e(perience

#n NBP the pay structure is linked to the position

an individual is holdin!

, WB believes in ,?C de!ree pay perfor"ance

feedback The feedback both fro" the e"ployers is

!iven to e"ployees about their weakness

#n NBP no such syste" e(ists to evaluate their

e"ployees perfor"ance on "onthly basis The

e"ployees are not inti"ated about weaknesses

The weaknesses are addressed only when there is aco"plaint

- WB has ended the use of paper=based file instead

they scan all docu"entation into an i"a!e based

record syste"

*t NBP there is still a paper=based syste" in

practice

. 4oaches and "entors are available in WB to

e"ployees for support and develop"ent

The syste" of coaches%"entors in NBP is non

e(istence

? Turn=over rate at WB is hi!h because of rapidly

chan!in! work%technolo!y specially to those

e"ployees who don0t adopt chan!e if there are

surplus e"ployees& de"otions are also done K they

also follow a work sharin! syste"

Turn=over rate is very low )ince it is a public

sector or!ani$ation so the efficient K the dead=

wood both have stron! e(istence in NBP

The de"otions are not there #f so"eone is to be

de"oted& there could be disciplinary !round K not

surplus e"ployee

@ Recruit"ent process starts with a clarification of

forecastin! needs

There is no forecastin! syste" to hire the future

e"ployees the hirin! is linked to upfront

re'uire"ents

They use detailed 'uestionnaires coverin! all aspect

to carryout job analysis

This syste" for evaluatin! the job description is

not there in NBP rather job description is

disse"inated by the HR depart"ent of NBP

;ue to !lobal operation they have decentrali$ed They have centrali$ed syste" of workin! which is


37/40

,@

structure which !oes with its differentiation

strate!y

headed by the Head office of NBP

1C The e"ployees are trained to work in the boundary

less career

They work and are rotated within country and are

seconded to other countries of NBP only

11 WB used "ulti=rator tool which ensures that

perfor"ance "easured is "ore reliable

/or perfor"ance evaluation NBP has its *4R

D*nnual 4onfidential ReportE which has its

rese"blance to !raphic ratin! "ethod


38/40

,

RECOMMENDATIONS

The "ana!e"ent at NBP reali$es the i"portance of HR practices This is why the HR depart"ent of NBP

is very active in strate!y for"ulation and i"ple"entation phases But after analy$in! the HR practices at

NBP& it has been observed that so"e areas still need i"prove"ent /or the i"prove"ent followin!R345


39/40

,

CONC-USION

NBP has a very broad network in Pakistan The top "ana!e"ent of NBP has done very well inter"s of the profits The top "ana!e"ent is also willin! to invest "ore in the HR depart"ent& as it knows

the i"portance of the HR practices in this era


40/40

-C

Re!e"en#es:

73639698 hr practices in nbp

Documents